KOICA ANNUAL REPORT

Transcription

KOICA ANNUAL REPORT

지구촌 행복시대, KOICA가 함께합니다.
발간 등록 번호
Happiness for All, with Global KOICA
11-B260003-000243-10
KOICA ANNUAL REPORT
2013
2013
KOICA ANNUAL REPORT
발간 등록 번호
11-B260003-000243-10
2013 KOICA ANNUAL REPORT
ODA연구 2014-32-222
Copyright©2012 by KOICA
Date: November 2014
Published by the Korea International Cooperation Agency (KOICA)
825 Daewangpangyo-ro, Sujeong-gu, Seongnam-si, Gyeonggi-do,
Korea 461-833 C.P.O Box 2545
Phone: 031-740-0114
Facsimile: 031-740-0655
Website: http://www.koica.go.kr
Printed by Donghwa D&P (82-2-2274-5210)
For more information please directly contact to the
ODA Research Team
ISBN : 978-89-6469-262-213320
Preface
Message from the President
The Korea International Cooperation Agency is a
government agency that is in charge of Korea’s grant
aid programs for developing countries. It is Korea’s most
representative international development cooperation
institution, and plays a pivotal role in carrying out the
Korean government’s Official Development Assistance
(ODA) programs. With the ever-increasing status of Korea
on the global stage, the international community’s
expectations for Korea’s role in solving international
development problems are also rising. In order to respond
to such expectations and to an increasingly complex
development environment while still maintaining respect
for established regulations on international assistance,
KOICA strives to develop a diverse range of issues and
become a leading organization in the establishment of
best practices of development cooperation.
The development cooperation environment is changing
rapidly, both nationally and globally. To respond effectively
to a variety of issues, including climate change, social
inequality, and epidemics, the establishment of a
comprehensive development cooperation partnership
that brings together the private and public sectors has
become a major development discourse. For its part,
KOICA has forged many domestic and international
partnerships and established a comprehensive platform
for development cooperation in order to effectively
conduct ODA programs. In 2013, through Development
Alliance Korea (DAK), which was established to
achieve the innovative transformation of development
cooperation, we expanded the foundation of our PublicPrivate Partnerships(PPP) to accommodate private
companies and civil society, thereby gaining the ability
to conduct development cooperation programs in a
more efficient manner. Also, we devoted significant
effort toward sharing Korea’s development cooperation
experience and knowledge with other domestic and
international development cooperation institutions,
and further enhanced the resulting synergy through
increased cooperation.
As the headquarters of World Friends Korea (WFK),
KOICA faithfully adhered to its role of supervising and
managing the World Friends KOICA Volunteers program.
By being the first domestic agency to create such a
group as the Dream Volunteers, composed of students
attending specialized high schools, KOICA has shared
Korea’s development experiences with our partner
countries and provided support for their economic and
social development. At the same time, to expand the
scale of support for developing countries and improve
the effectiveness of development aid activities, we have
consistently worked to strengthen the development
aid system and ensure that it is tailored to the individual
characteristics and needs of each recipient country. We
are also working toward contributing to the achievement
of the UN Millennium Development Goals (MDGs), and
will also actively participate in the establishment of “Post2015,” the international community’s new development
goals following the MDGs to fulfill our responsibility as a
leading agent of sustainable development.
KOICA will continue to carry out effective development
aid activities based on Korea’s experience of shifting
from one of the world’s poorest countries a donor
nation, as well as its past 23 years of accumulated
expertise in development cooperation. In the long run,
we will constantly strive to improve Korea’s status in the
international development community. I sincerely hope
that the 2013 Annual Report serves as an opportunity to
look back on KOICA’s various activities, and outcomes, as
well as a means of reviving the Korean people’s interest in
development cooperation. I also ask for your continued
encouragement and participation so that we may grow
further as a leading development cooperation agency in
the international community. Thank you.
October 2014
President of KOICA Kim Young-mok
CONTENTS
Preface
Top 10 KOICA Issues
in 2013
_004
I. KOICA Management
Overview for 2013 _020
KOICA Performance
At A Glance
_010
_015
1. Overview ····················································································································· 022
2. Performance and Achievements toward KOICA’s Major
Strategic Goals ········································································································· 027
3. Major Support Activities ················································································· 029
II. Performance by Region/
Country in 2013
_034
1. Overview ····················································································································· 036
2. Performance by Region/Country ·························································· 038
A. Asia-Pacific ············································································································ 038
B. Africa ·························································································································· 046
C. Latin America ····································································································· 050
D. Middle East ·········································································································· 054
E. Eastern Europe and CIS ············································································· 057
III. Performance by Sector
in 2013
_060
1. Overview ····················································································································· 062
2. Performance by sector ···················································································· 065
A. Health ······················································································································· 065
B. Education ·············································································································· 071
C. Public Administration ················································································· 078
D. Agriculture, Forestry, and Fisheries ················································· 084
E. Industry and Energy ····················································································· 091
F. Cross-Cutting Issues ······················································································ 098
IV. Performance by Program
Type in 2013
_112
1. Project/DEEP ············································································································ 114
2. World Friends Korea (WFK) ·········································································· 116
3. Global Training Program ················································································ 124
4. Public-Private Partnerships (PPP) ···························································· 129
5. Emergency Relief ································································································· 136
6. Multilateral Cooperation ················································································ 143
1. KOICA Overview ··································································································· 150
V. Appendices
_148
2. KOICA’s status of budget and accounts for revenue and
expenditure in 2013 ··························································································· 153
3. KOICA’s grant aid from 2009 to 2013 ·················································· 153
4. Percentage change in KOICA’s grant aid to other countries
compared to previous years (2009-2013) ······································· 154
5. Performance by year and region (2009-2013) ···························· 154
6. Performance by year and sector (2009-2013) ····························· 155
7. Grant aid to international organizations (2009-2013) ·········· 156
8. ODA performance in Korea (2009-2013) ········································· 157
9. List of KOICA publications and events in 2013 ··························· 158
10. KOICA Overseas Offices ·················································································· 160
CONTENTS
Table of CONTENTS
<Table I-1> Outcome indices (for major strategic projects) for four
strategic goals and key outcomes per index··················· 27
<Table III-11> Goals and actual results of multinational training
programs (2013) ···················································································· 99
<Table I-2> The Trend of KOICA’s Performance: 2004-2013 ·············· 28
<Table III-12> Change in participation ratio of women in training
programs by country ········································································· 99
<Table II-1> Overview of aid performance by region····························· 37
<Table III-13> Male/female ratio of KOICA service program
members·································································································· 100
<Table II-2> Top five partner countries in Asia·············································· 39
<Table II-3> Performance in Asia-Pacific by sector···································· 39
<Table II-4> Top five partner countries in Africa·········································· 47
<Table II-5> Performance in Africa by sector················································· 47
<Table II-6> Top five partner countries in Latin America······················ 51
<Table II-7> Performance in Latin America by sector ····························· 51
<Table II-8> Top five partner countries in the Middle East·················· 55
<Table III-14> Pilot programs in the gender equality sector··············· 101
<Table III-15> Programs in the ICT sector·························································· 109
<Table IV-1> Performance by sector··································································· 115
<Table IV-2> Status of dispatched overseas volunteers
by program····························································································· 117
<Table II-9> Performance in the Middle East by sector························· 55
<Table IV-3> Total number of dispatched volunteers
by category ···························································································· 118
<Table II-10> Top five partner countries in Eastern Europe
and CIS ·········································································································· 58
<Table IV-4> Total number of dispatched volunteers
by region ·································································································· 118
<Table II-11> Performance in Eastern Europe and CIS by sector ······ 58
<Table IV-5> Performance of dispatched volunteers
by five core sectors ··········································································· 119
<Table III-1> Programs in the health sector ····················································· 67
<Table III-2> Top five partner countries in health sector························ 69
<Table III-3> Programs in the education sector············································ 73
<Table III-4> Top five partner countries in education sector ·············· 76
<Table III-5> Programs in public administration sector ·························· 81
<Table III-6> Top five partner countries in public administration
sector ············································································································ 82
<Table III-7> Programs in agriculture, forestry, and fisheries
sector·············································································································· 86
<Table III-8> Top Five Partner Countries in the agriculture,
forestry, and fisheries sector·························································· 89
<Table III-9> Programs in the industry and energy sector·····················94
<Table III-10> Top five partner countries in the industry and
energy sector ··························································································· 96
<Table IV-6> Aid Disbursement in 2013 ·························································· 126
<Table IV-7> Performance by region·································································· 126
<Table IV-8> Performance by sector··································································· 126
<Table IV-9> Performance by Type of Training ··········································· 126
<Table IV-10> Expansion status of integrated development
cooperation platforms ··································································· 133
<Table IV-11> Performance for Public-Private Partnership
programs for past five years (2009-2013)························· 133
<Table IV-12> Performance for Public-Private Partnership
programs for past five years (2009-2013)························· 134
<Table IV-13> Emergency Relief calendar for 2013
(major events)······················································································· 138
Chart of CONTENTS
<Graph I-1> The Trend of KOICA’s Performance: 2004-2013 ·············· 28
<Graph IV-1> Performance by region·································································· 115
<Graph I-2> 2013 ODA awareness level and ODA institution
(KOICA) awareness level compared to 2012 ···················· 32
<Graph IV-2> Top 10 countries with the largest number of
dispatched volunteers ··································································· 118
<Graph IV-3> Top five Volunteer Activity Areas ············································ 119
<Graph III-1> Performance in health sector by region ······························ 69
<Graph III-2> Performance in education sector by region····················· 76
<Graph III-3> Performance in public administration sector
by region ····································································································· 82
<Graph III-4> Performance in agriculture, forestry,
and fisheries sector by region······················································ 89
<Graph III-5> Performance in industry and energy sector
by region ····································································································· 96
<Graph IV-4> Number of capability strengthening training
programs and participants(left: international,
right: domestic) ··················································································· 132
<Graph IV-5> Progress of budget increase for Public-Private
Partnership programs per year················································ 134
<Graph IV-6> Performance by region for Public-Private
Partnership programs in 2013·················································· 134
Top 10 KOICA
Issues in 2013
1
2
Number of overseas
volunteers dispatched
by Korean government
exceeds 10,000
Launch of Development
Consulting Network
In order to achieve the qualitative improvement
of development consultation programs, cultivate
development consulting organizations, and establish
cooperative relations amongst related institutions,
KOICA held an official launching ceremony for the
Development Consulting Network (DCN) with the
Ministry of Foreign Affairs at the Korea National Diplomatic
Academy on February 20, 2013. The Development
Experience Exchange Partnership (DEEP) program,
KOICA’s development consulting program, includes a
variety of services, such as policy consultations, master
plan establishment, and feasibility studies, and provides
consultations on the economic and social development
strategies of developing countries based on Korea’s own
development experience. In 2013, DEEP was scheduled
to carry out 53 development consulting projects in
Asia and Africa valued at a total of KRW 38.6 billion.
Participating in the launching ceremony
were approximately 200 people
with previous experience with
KOICA development consulting
programs as well as with public
institutions, private companies,
research institutes, universities, and
associations, and other individuals
interested in development consulting.
The number of overseas volunteers dispatched by the
Korean government has now exceeded 10,000. Ever since
dispatching 44 volunteers to four Asian countries (Nepal,
Sri Lanka, Indonesia, and the Philippines) in 1990, Korea
has thus far dispatched 10,000 volunteers to 65 countries.
This makes Korea the third largest source of volunteer
workers overseas, after the US and Japan.
Korean volunteers have not only
conducted service-related
activities, but have also
acted as civilian diplomats,
living alongside the
residents of developing
countries and engaging
in cultural exchange at the
grassroots level, ultimately
creating a positive impression of
Korea in those countries.
As of December 31, 2013, there were 1,725 volunteers
active in 46 countries. Countries with the largest numbers
of Korean volunteers are: Cambodia, the Philippines,
and Rwanda. In terms of program type, education
took up the largest proportion at 59.1%, with health at
13.7%, agriculture, forestry, and fisheries at 12.0%, public
administration at 9.0%, and industry and energy at
6.2%. By age group, most volunteers (80.4%) are in their
twenties and thirties. However, beginning in the 2000s,
increased awareness of and support for volunteer
activity has greatly increased the participation rates
of those in their forties and fifties.
KOICA ANNUAL
REPORT 2013
3
4
The coming together of
grant and credit aid: KOICA
and KEXIM sign MOU
Inauguration and farewell
ceremony of the KOICA
president
On May 10, KOICA President Park Dae-won held his
farewell ceremony, completing his five-year term as
president. During his term in office, President Park Daewon promoted, both domestically and internationally, the
image of Korea as an aid-giving country that is sincerely
grateful for the aid it received in the past. He also made
significant efforts toward cultivating KOICA as a global
ODA institution and reorganizing it through a mid- to
long-term plan and enhancement strategies. As President
Park Dae-won stepped down from his duties, former
Consul General of the Republic of Korea in New York
Kim Young-mok was inaugurated as the tenth president
of KOICA on May 13. Newly-inaugurated President Kim
Young-mok is an expert on development cooperation
who has consistently supported development
cooperation programs in developing countries and
facilitated the entry of Korean citizens into international
bodies that specialize in development. In his inaugural
address, President Kim expressed his dedication to
cultivating KOICA into a leading aid institution by
cooperating with related aid agencies in Korea, exporting
a new version of the Saemaul Movement tailored to
match the needs of developing countries today, and
increasing the number of opportunities for young people
to go abroad, as well as reducing poverty and cultivating
personnel who can be dispatched immediately to the
field.
In an effort to improve aid effectiveness by strengthening
the ties between grant and credit assistance, KOICA, a
government agency specializing in grant aid, signed
an MOU with the Export-Import Bank of Korea (KEXIM),
an organization specializing in credit assistance, on July
24, 2013. By signing the MOU, both institutions will be
creating an enhanced synergy effect by unifying the entire
process of development aid, including the establishment
of country partnership strategies (CPS) in developing
countries and the development, implementation, and
follow-up of various programs. Both institutions agreed
to hold a total of six regular meetings per year (two
high-level meetings and four working-level meetings)
and actively cooperate on development cooperationrelated events, including domestic and
international workshops and
seminars. They also agreed to
continue to expand interorganizational cooperation
on the development and
vitalization of an effective
program association model.
5
Saemaul programs
through international
community as “Koreanstyle ODA”
The star player of the rural economy revitalization
movement in the 1970s in Korea, KOICA has established
the Saemaul Movement, which played a pivotal role in
leading Korean economic growth, as a model of Korean
ODA. With the goal of eliminating poverty in developing
countries by spreading the Saemaul Movement to the
international community, KOICA signed an MOU with
the Gyeongsangbukdo Provincial Government on
June 26, 2013. Both institutions agreed to cooperatively
establish a policy basis for rural development policies
for the governments of recipient countries and create
a comprehensive regional development model, as well
as to contribute to promoting increased understanding
of the Saemaul Movement by dispatching Saemaul
volunteer groups and experts overseas, developing the
capabilities of Saemaul ODA recipient countries, carrying
out cooperative programs with international bodies and
Saemaul ODA projects, and cultivating Saemaul experts
to be sent overseas.
6
Cultivation of KMCOs
KOICA held an official launching ceremony for the
KOICA Multilateral Cooperation Officer (KMCO) system,
which is tasked with cultivating globally-aware youth
and facilitating the entry of talented personnel into
international organizations. KMCO will dispatch young
people to a wide range of international organizations,
including UNDP, UNICEF, and WFP, which have cooperative
relations with KOICA, so that it may monitor and manage
programs at KOICA-funded organizations and improve
program efficiencies through a permanent network. In
order to actively support the dispatch of KMCOs and
their activities, KOICA has signed separate MOUs with
relevant international organizations and prepared a
systematic support plan centered on its overseas offices. It
is differentiated from existing talented personnel dispatch
programs at other international organizations by its
provision of funding for all related aspects of living abroad,
including living expenses and safety guarantees.
KOICA ANNUAL
REPORT 2013
8
7
The 7th Seoul ODA
International Conference
On September 2, KOICA and MOFA jointly hosted the 7th
Seoul ODA International Conference at Lotte Hotel under
the theme “Post-2015 Development Framework and the
Role of ODA”. At the conference, participants critiqued the
contributions of ODAs to the Millennium Development
Goals (MDGs) and discussed the direction that Korean
ODAs should take in the process of transitioning to the
post-2015 development framework. Discussions also took
place on the need for inter-government negotiations
regarding the establishment of post-2015 development
agendas.
Global Village's
seventh exhibition
From its opening ceremony on April 9, 2013 until October
2014, the KOICA Global Village Experience Center held
seven exhibitions on three South Asian countries. Under
the theme “Udumbara,” the exhibitions introduced the
cultures of minority groups in Nepal, Sri Lanka, and
Myanmar, alerting visitors to the seriousness of their
poverty and reinforcing the need for ODA through
KOICA programs. Present at the seventh exhibition were
300 domestic and foreign guests of honor, including
(former) KOICA President Park Dae-won and ambassadors
from the three South Asian countries, as well as Second
Vice Minister of Foreign Affairs Cho Tae-yul, Saenuri
Representative Lee Ju-young, Congressman Lee Nakyeon, and KOICA Goodwill Ambassador and soccer
commentator Song Jong-guk. The exhibition featured
various educational programs for children and their
families, including traditional clothing and
housing experiences and making
traditional food, intended to
increase the Korean public’s
understanding of South
Asia.
9
Launch of World Friends
Dream Volunteers
On November 25, 2013, the launching ceremony for
the first group of Dream Volunteers, which is made up
of students from specialized high schools, was held
at KOICA headquarters. The Dream Volunteers, the
first endeavor of its kind in Korea with the objective of
cultivating globally-talented youth, the Dream Volunteers
is a program that aims to help high school graduates
with specialized skills to plan out a diverse range of career
paths (e.g. overseas job hunt, international business startup, entrance to a foreign university) based on service
experience overseas. After receiving job
training in Korea, covering how
to participate in community
service overseas and improve
technical skills, including
courses in English, local
languages, and international
development cooperation,
the 29 members of the first
group of Dream Volunteers will
be sent to job training centers and
vocational schools in Vietnam, Myanmar, Cambodia, and
Sri Lanka. They will stay in their assigned locations for
eight months, during which time they will teach local
residents a variety of skills, such as confectionery/baking,
computer use, machinery, and welding, among others.
The Dream Volunteers launching ceremony was held
in an open discussion format with the participation
of President Kim Young-mok, youth committee
staff, and Dream Volunteer mentors.
10
KOICA's global
partnerships for
effective development
cooperation
KOICA expanded its global partnerships in order to
make possible more effective development cooperation
endeavors. On September 24, 2013, it signed MOUs at the
UN headquarters in New York with Millennium Promise
(MP) and the UN Millennium Villages Project (UNMVP).
Through these MOUs, KOICA hopes to apply the knowhow of the Saemaul Movement to the achievement of
MDGs in rural areas of sub-Saharan Africa in order to carry
out more effective programs. Also, for joint cooperation
on health sector in Ethiopia, KOICA signed an MOU with
USAID on September 23, 2013 in Addis Ababa as well as
with the German Agency for International Development
(GIZ) on October 23, 2013, in Nepal, regarding the support
and training of medical insurance personnel employed
by the Nepalese government. On September
25, 2013, KOICA signed an MOU with the
Peace Corps in New York. These MOUs
are expected to serve as opportunities
for the signees to contribute to
effective development cooperation
and create synergy by sharing their
experiences.
KOICA
Performance
At A Glance
Performance
by program
in 2013
KOICA's Performance At A
Glance
(Unit: KRW 1 million, %)
Aid for countries
in Asia-Pacific region
125,759 (24.1%)
Aid for countries
in Africa region
52,836 (10.1%)
Aid for countries
in Latin America region
29,351 (5.6%)
Aid for countries
in Middle East/Eastern
Europe-CIS region
31,843 (6.1%)
Global programs
204,369 (39.2%)
Aid for cooperative
programs
59,582 (11.4%)
East Asia Climate
Partnership
17,706 (3.4%)
0
100,000
200,000
300,000
KOICA
Performance
At A Glance
KOICA’s Grant
Aid from 2009
to 2013
(Unit: KRW 1 million)
₩
524,731
₩ 501,338
₩
₩451,840
522,783
₩ 355,747
2009
Percentage of
KOICA’s bilateral
and multilateral
programs
2010
2011
2012
Multilateral
₩22,644
4.3%
₩
522,783
Bilateral
500,139
₩
95.7%
2013
(Year)
Performance
by sector
in 2013
Public Administration
₩75,200
14.4%
Education
₩153,539
29.4%
Emergency Relief
₩ 1,245
0.2%
Total
disbursement
Other
₩
522,783
₩58,670
11.2%
Industry and Energy
₩79,945
15.3%
Health
₩81,876
15.7%
Agriculture, Forestry, and Fisheries
₩72,309
13.8%
KOICA
Performance
At A Glance
Performance
by region
in 2013
Asia-Pacific
11Countries Eastern Europe
\22,493
· CIS
4.3%
6Countries
\23,847
4.6%
46Countries
\104,845
20.1%
Africa
Middle East
32Countries
\230,558
44.1%
11Countries
\22,644
4.3%
International
organizations
27Countries
\60,582
11.6%
Latin America
I
CHAPTER
KOICA Management Overview for 2013
1. Overview
2. Performance and Achievements toward KOICA’s Major Strategic Goals
3. Major Support Activities
KOICA I. KOICA Management Overview for 2013 II. Performance by Region/Country in 2013
ANNUAL III. Performance by Sector in 2013 IV. Performance by Program Type in 2013 V. Appendices
REPORT 1. Overview 2. Performance and Achievements toward KOICA’s Major Strategic Goals 3. Major Support Activities
2013
I. KOICA Management Overview for 2013
1. Overview
A. Institutionalization and Internalization of New Management
Policy: Establishment and implementation of strategic goals for
the creation of an ODA platform
By establishing four directional policies and carrying out strategic goals that will
prepare systems and processes for an ODA platform, KOICA has established the
president’s “New Management Policy”.
In 2013, KOICA established the goal of becoming “a leading aid organization
through the establishment of an ODA platform” as its New Management Policy.
The new policy dictates that KOICA will function as an ODA platform organization
so that all of those interested in ODA can participate in related activities through
KOICA. In this way, KOICA hopes to overcome the segmented nature of ODA
activities in Korea and act as a medium of cooperation and communication in
order to improve the performance of ODA programs and contribute to solving
development problems in the international community.
B. 2013 Management Overview of Four Strategic Goals
1) Strengthen
customized aid to
each country
After conducting a regional reorganization in 2011, KOICA has consistently worked
toward internalizing country-specific aid strategies and improving the practical
results of its projects. In order to increase country-specific aid, it reorganized its staff
and budget in 2013, making them specific to each country. In order to accelerate
the pace of localization, the number of staff posted at overseas offices was
increased by 19.64% over that of 2012. Also, in order to conduct recipient countrytailored programs that have measurable outcomes, KOICA came up with goals and
indices for country-specific cooperative programs that are based on international aid
regulations and the direction of national policy in Korea, through which it is aiming
to carry out and manage programs more efficiently. In particular, by establishing and
KOICA
ANNUAL
REPORT
2013
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carrying out the K-CPS (KOICA-CPS), which adapts government-wide CPS policies
to match the characteristics and situation of KOICA, it is working to improve the
results of country-specific cooperative programs from the perspective of recipient
countries.
2) Lead in advanced
ODA systems
KOICA is investing a significant amount of effort from various angles to respect
and comply with the guidelines and regulations of international aid communities,
including OECD/DAC. According to the Korean government’s Roadmap on Untying
Aid (all aid provided as grants until 2015), and by working hard to designate,
carry out, and monitor untied aid programs started at the beginning of 2013,
KOICA recorded an 89.48% achievement rate, exceeding the government’s goal
(85%) by 4.48%. Also, in order to establish cooperative systems among aidrelated organizations and solve the problems of aid segmentation and provision
of overlapping aid, KOICA has accelerated the improvement of aid effectiveness
by developing four joint grant-credit assistance programs and two grant liaison
programs slated for 2015. Furthermore, with the increased internal and external
interest in ODA, KOICA is in the process of devising revolutionary program proposals
regarding the diversification and improvement of development resources. It is also
developing and carrying out a variety of program types that can be implemented
in conjunction with NGOs and private organizations, including Creating Shared
Value(CSV), PPP, and innovative civil society cooperation programs. In addition,
KOICA is consistently making progress bringing issues related to all grant aid
cooperation programs, including gender equality and environmental issues, into the
mainstream. It has played a pivotal role in producing and promoting ODA-related
knowledge in Korea by hosting various ODA forums and seminars as well as raising
the awareness and status of KOICA as Korea’s most representative outside aid
organization.
3) Strengthen the
efficiency and
transparency of
management
systems
Through its vision and strategic goals, direction of ODA policy, case analyses of
public informatization and overseas aid organizations, KOICA is preparing the
foundation for its rise as a “Global ODA data platform”. In 2013, it established a
strategic informatization plan that supports its strategic goals and the Government
3.0 initiative, enabling it to engage in a variety of activities, including the production
of shared ODA data with aid organizations in developed countries, as well as
securing creative/proactive transparency and providing recipient-satisfactory services.
In particular, in order to improve Aid Transparency Index (ATI), the percentage of
2013
KOICA Vision
& Strategy
Map
Mission
"We contribute to solving global
development problems by
establishing harmonious
relations with the international
community and realizing
sustainable socioeconomic
development by reducing
poverty and improving the
quality of life in developing
countries."
New
Management
Policy
A leading aid organization through
the establishment of an ODA
platform
OPEN
AID
Core Values
Goals
Ownership
Strengthen customized
aid to each country
ODA
Professionalism
Creative Evolution
Lead in advanced ODA
systems
Strengthen the efficiency
and transparency of
management systems
KOICA
ANNUAL
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25
Four Directional
Policies and
Strategic Goals
of KOICA
Vision
Directional
Policies
추진방향
전략과제
Strategic
Goals
Major
Results
Happiness for All,
with global KOICA
Networking
Develop the capacity of
HR through participation
Create system/process for
platform establishment
Revitalization of ODA
partnership network
- First attempt at revolutionary
civil society cooperation
programs
- Conducted six joint
cooperative programs with
aid organizations from
developed and emerging
donor countries
Enhance capability of
platform participants
Cultivation of global
(youth) personnel for
ODA
Created roadmap for cultivating
global youth
- Over 15,000 global youth
personnel cultivated
between 2013 and 2015
Establish data
infrastructure for effective
use of platform
Establish foundation for
comprehensive data
center
Basic plans established and
BPR carried out for KOICA
Comprehensive Data Center
Establish cooperative
system and support
efforts to carry it out
Establish and support
Saemaul Movement
cooperation system
Established standard model
and content for global Saemaul
Movement program
2013
ODA data made public was turned into an organization-wide index. Upon complete
implementation of the informatization plan, the ATI for KOICA rose to the rank of
30, an increase of 11 ranks over that of 2012. A master plan was completed for the
establishment of a comprehensive ODA data center that will lay the groundwork
for carrying out Government 3.0, which had the effect of enhancing transparency
by making data public as well as satisfying the public’s right to know. Also, in order
to invest proactive efforts toward improving the transparency of KOICA as a grant
aid implementing organization and improving the efficiency of its management
system, KOICA established an ethical management strategy and carried out various
related activities, focusing on strengthening the work transparency of employees
and globalizing KOICA’s ethical management system.
4) Develop the capacity
of HR through
participation
In order to develop the capability of various types of human resources through the
participation of partner countries, KOICA is devising and carrying out a number
of measures. In 2013, with the participation of World Friends Korea (WFK), an
overarching volunteer program begun in 2009, and experts on country-specific
ODA and various human resources in the area of development cooperation
working in its development cooperation programs, KOICA not only contributed
to improving the quality of life for residents of aid-receiving countries, but also
provided opportunities to cultivate next-generation global ODA human resources.
Through such measures, KOICA provided access to the professional knowledge of
talented Koreans and direct experience with development cooperation, and created
the foundations for these individuals to achieve self-realization. The global training
program gave government employees of recipient nations a means through which
they could directly apply Korea’s knowledge and experiences with economic
development to the situations in their home countries. Also, various improvements
to increase the effectiveness of overseas training were planned and implemented.
By providing talented individuals from recipient countries with quality educational
services, KOICA improved the human resource capability of recipient countries and
also increased the number of its global partnerships by strengthening networks
with those countries.
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2. Performance and
Achievements
toward KOICA’s
Major Strategic
Goals
<Table I-1> Outcome indices (for major strategic projects) for four strategic goals
and key outcomes per index
Strategic Goals Major Strategic Projects
Strengthen
customized
aid to each
country
Lead in
advanced
ODA systems
2013 Goal 2013 Result
Improve influence of
per-country programs
Degree of achievement
of goals of per-country
programs
96.503%
97.709%
Improve recipient
satisfaction from grant
aid programs
Satisfaction level of recipient
4.62 points
countries
4.5 points
Strengthen status of ODA Percentage of untied grant
institutions
aid
85%
89.480%
Increase popular support Awareness level of external
for ODA
aid
22.8%
21.1%
100%
100%
93.3 points
91.698
points
Rate of re-entry into overseas
markets by global partners
16.892%
18.082%
Strengthen capability of Percentage of invited trainees
recipient country partners who obtain Master’s degree
74.857%
81.294%
Strengthen the Establish next-generation
efficiency and data system
transparency of
management
Improve transparency
systems
Develop the
capacity of
HR through
participation
Core Outcome Index per
Project
Cultivate global partners
Degree to which
informatization is conducted
Degree of improvement in
transparency levels
2013
<Table I-2> The Trend of KOICA’s Performance: 2004-2013
Year
Total (unit: KRW 1 million)
Total (unit: USD 1,000)
2004
203,408
177,700
2005
215,120
210,015
2006
184,881
193,489
2007
251,086
270,217
2008
305,541
275,238
2009
355,747
279,258
2010
524,731
454,156
2011
451,840
408,056
2012
501,338
445,277
2013
522,783
477,585
Total
3,516,475
3,190,991
<Graph I-1> The Trend of KOICA’s Performance: 2004-2013
2004
203,408
2005
215,120
2006
184,881
2007
251,086
2008
305,541
2009
355,747
2010
524,731
2011
451,840
2012
501,338
2013
522,783
0
100,000
200,000
300,000
400,000
500,000
600,000 (KRW 1 million)
KOICA
ANNUAL
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3. Major
Support
Activities
A. Research
1) General research
direction for 2013
After analyzing the changes in the domestic and overseas international
development cooperation environment, including the expansion of post-2015
discussions and the paradigm change from aid to development cooperation
(Beyond Aid), and given the necessity of reorganizing domestic development
cooperation strategies and programs, KOICA established the “KOICA Mid-term
Research Strategy: 2013-2017”. This publication enhances the mid- to long-term
predictability of research activities while also preparing the foundation for strategic
research, thereby improving the quality of programs and systematizing program
implementation and outcome evaluation. Through research, KOICA hopes to
improve the effectiveness of its development cooperation programs and raise the
professionalism of its development cooperation sector.
2) Major research
outcomes for 2013
A) Improvement of
the quality of ODA
research
B) Improvement
of research
practicality
through enhanced
“research-industrysite location”
relations
Through the appointment of expert members to its research committee (December
2013), KOICA has worked toward improving the professionalism of its research in
each area. Also, by establishing the KOICA Junior Scholars program, which allows
those with at least a Master’s degree in the area of development cooperation to
participate as invited researchers in KOICA’s research activities, it has contributed to
the cultivation of domestic youth experts in the areas of development and ODA.
With the goal of strengthening research related to strategy and practical application,
KOICA conducted a demand survey of government ministries and cooperative
institutions for research in an attempt to satisfy the need for research on the latest
issues. Also, by conducting semi-annual monitoring of research outcome utilization,
41 proposals based on the research outcomes of 2012 were applied to programs
conducted in 2013. Furthermore, through analysis and research of major issues
in international development cooperation, including analysis of the post-2015
2013
development framework and the conducting of the Busan Global Partnership,
KOICA contributed to increasing the applicability of research to aid-related policies
created by the Korean government.
C) Proliferation of
ODA-related
knowledge and
enhanced research
capability
Taking into consideration the recent and rapid changes, both in Korea and abroad,
in the development cooperation field and the emergence of a variety of issues,
KOICA published six editions of Development and Issues and 21 Research Reports
in order to better respond to not only mid- to long-term policy research but also
subdivided development cooperation issues. In addition to these publications,
KOICA hosted over 10 events, including the Development Cooperation Forum
and the ODA International Conference, thereby expanding its activities devoted to
increasing the general public’s understanding and knowledge of ODA.
Also, by hosting the KOICA research paper contest and the graduate student thesis
contest, KOICA provided the general public with opportunities to participate in
development cooperation-related research and expanded its horizons.
D) Strengthened
domestic and
international
partnerships
KOICA’ s research publications
In 2013, KOICA strengthened its cooperative research activities with domestic
and foreign research institutions and related experts in order to consistently
build up a research network. It published a Korean translation of the results of
the joint research conducted with UN Research Institute for Social Development
(UNRISD) under the theme “effective development cooperation and conditions
and policies of a Korean-style development model”. The research project analyzed
Korea’s development experience from a policy perspective and suggested possible
implications. Also, KOICA hosted the second KOICA–JICA joint workshop, creating
an arena for the exchange of opinions between Asian donor nations. In addition
to these efforts, KOICA continued to work on developing and expanding domestic
partnerships. By providing funding for a total of 11 academic conferences and
research projects conducted by the Korea Association of International Development
and Cooperation (KAIDEC), KOICA contributed to broadening the foundation for
domestic ODA research.
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ANNUAL
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2013
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B. Public Relations
1) PR strategy for 2013
KOICA’s PR strategy for 2013 was designed to improve the general awareness of
KOICA as a comprehensive ODA institution and expand the understanding of the
general public regarding the need for ODA. The existing volunteer program-based
approach was broadened by diversifying the PR content of each program area.
PR for all programs conducted by KOICA was revitalized, with focus placed on
diversifying PR techniques.
2) Major PR outcomes
for 2013
In terms of PR format, a 14-episode special feature on grant aid programs was
produced as both a television documentary and newspaper feature series, with
an average of three cooperative programs included in each episode and article.
In the online component, social networking channels were utilized as a lowcost, high-effect medium, and a variety of outlets were used (YouTube account
and blog), which increased the general understanding of ODA through two-way
communication (traffic to official Facebook page more than doubled).
Also, on April 9, 2013, an opening ceremony was held for the Global Village
Experience Center’s seventh exhibition, entitled “Udambara.” Over 20,000 visitors
came to the exhibition, and over 5,000 people participated in the educational
programs that were offered.
In December 2013, a survey was conducted on external aid awareness. The results
show that, in 2013, the percentage of Korean citizens who were aware of external
aid was 21.1% (percentage of those who responded “am aware,” excluding those
who answered “have heard about”), which represents a 92.67% achievement of
the 2012 goal of 22.77% (10% increase). Furthermore, while awareness of
KOICA as an aid-related organization was 28.2% in 2012, that figure rose to
42.5% in 2013, indicating that Koreans are becoming increasingly aware and
supportive of development aid.
2013
<Graph I-2> 2013 ODA awareness level and ODA institution (KOICA) awareness level compared to 2012
ODA Awareness Level
21.2
21.1%
ODA Institution (KOICA) Awareness Level
50
42.5%
40
21
30
20.8
20.7%
28.2%
20
20.6
10
2012
2013
0
2012
2013
Source: 2013 Survey on the perception of KOICA
C. Evaluation
As a domestic organization specializing in grant aid programs, KOICA began
hosting development evaluation seminars in 2011, with the goal of sharing its
expertise on evaluation techniques, which it has accumulated since 1996, and
creating a network for all those related to the evaluation process. In 2013, over 120
individuals from academia, civil society, and the Korean government participated in
a seminar, under the theme “Direction of domestic development evaluations and its
implications for KOICA,” to share their knowledge and experiences. Also, the firstever “Aid Recipient Country Evaluation Seminar” was held in the Philippines as an
occasion to share development evaluation issues and methodology with individuals
from recipient organizations. This seminar was significant in that it allowed mutual
discussion with the recipient countries about the donor country-based evaluation
system.
II
CHAPTER
Performance by Region/Country in 2013
1. Overview
2. Performance by Region/Country
REPORT 1. Overview 2. Performance by Region/Country
2013
II. Performance by Region/Country in 2013
1. Overview
As a part of its implementation of tailored CPS-based programs, KOICA
provided support for the sustainable and fair socioeconomic development of
partner countries and contributed to the reduction of poverty levels through the
achievement of the MDGs.
A. Strategies by Region
1) Asia-Pacific
As the destination of approximately 43.4% of KOICA’s total provided aid, the
Asia-Pacific region is managed under four goals: economic growth and balanced
development, reinforcement of government administrative capability and
transparency, social development and eradication of poverty, and environmentallyfriendly sustainable development. Due to its geographical proximity to Korea and
cultural similarities derived from sharing the same continent, KOICA policy on this
region has consistently put the utmost priority on support. As this policy of priority
support for ASEAN nations remains relevant, due to the profound interest of
many Asian countries in the Saemaul Movement (the driving force behind Korea’s
rapid development), KOICA is actively involved in sharing Korea’s development
experiences and supporting Saemaul-related programs throughout Asia.
2) Africa
With an aid proportion of approximately 20.1%, Africa is receiving a growing
proportion of aid from KOICA through the “Hope With Africa” program, which
is helping to support a large concentration of the world’s poorest nations and
contributing to achieving the region’s MDGs. In terms of region-specific aid, the
poorest sub-Saharan countries and other low-income countries are being provided
with aid for basic human necessities (health, education, and rural development),
while the low, middle, and high-income countries in northern Africa are provided
with aid for sustainable economic development (information and communication,
industry and energy, public administration, and technological support).
KOICA
ANNUAL
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3) Latin America
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37
In 2013, KOICA focused on solving the problem of social polarization in Latin
America, which receives an aid proportion of approximately 11.6%, by supporting
the economic growth of the poor population with the aim of relieving social
inequality. Countries in this region were provided with grant aid to improve public
administration and transparency and promote environmentally-friendly sustainable
development through basic education for the most vulnerable classes, health,
support for the achievement of the MDGs, and the reinforcement of systemic and
state-based public administration capability. In 2013, special emphasis was placed
on strengthening capability in public order/security by providing social infrastructure
support for socially vulnerable classes, with the goal of solving social inequality and
achieving social stabilization.
4) Middle East & Eastern
Europe and CIS
By providing an 8.9% share of its aid, KOICA has established a CPS for the Middle
East focused on the reconstruction of Iraq and Palestine and tailored to the needs
of conflict-vulnerable nations as well as the specific needs of individual countries.
Aid is being focused on human resource development and the reinforcement of
the capability to pursue socioeconomic development. For Eastern Europe and
CIS regions, KOICA is aiming to improve the productivity and transparency of the
public sector as well as expand the scale of economic diversification, with the
goal of balancing industrial development, in order to change the natural resourcedependent economic structures of former Soviet bloc countries, allowing them to
successfully transition to a democratic capitalist system.
5) Oceania
Receiving an approximately 0.7% proportion, island nations in the Pacific were
granted aid, centered on the Solomon Islands, as basic infrastructure support (e.g.
reinforcement of health) for the most needy countries. By targeting aid on the
reinforcement of human resources and capabilities, the number of successful aid
cases is growing. In particular, in consideration of the fisheries-based economic
structure and vulnerability to climate change of most countries in this region, KOICA
is focusing on providing aid that supports the sustainable management of marine
resources and the ability of the countries to respond to climate change.
<Table II-1> Overview of aid performance by region
Asia-Pacific
Africa
Total per region
227,030
104,845
60,582
23,847
3,528
22,493
% per region
43.4
20.1
11.6
4.6
0.7
4.3
Middle East Oceania
Other
Total per
region
22,644
57,814
522,783
4.3
11.1
100.0
Eastern
International
Europe∙CIS organizations
Latin
America
2013
2. Performance
by Region/
Country
A. Asia-Pacific
1) Overview
As of 2013, the Asia-Pacific region is inhabited by 60% of the world’s population (4.2
billion people) and accounts for approximately 20% of the total global economic
growth over the past few years. The Asia-Pacific is becoming the new center of
global growth, and it is characterized by a diverse range of development goals and
historical and cultural structures that vary by country. In South Asia, there are 500
million people in destitute poverty who live on less than USD 1.25 per day. As such,
the region is establishing a variety of development goals and tasks.
In order to achieve the development goals of the Asia-Pacific region, KOICA has
provided aid for four specific goals: economic growth and balanced development,
reinforcement of government administrative capability and transparency, social
development and eradication of poverty, and environmentally-friendly sustainable
development. Furthermore, in consideration of the region’s geographical and cultural
proximity to Korea, the establishment of friendly relations and increased exchange
are also important goals. As such, while maintaining its policy of ASEAN-centric aid,
KOICA is strengthening aid for health and medical care and education and rural
development, all of which are particular weaknesses of the Asia-Pacific region.
In order to solve the poverty problem and revitalize the economy of the Asia-Pacific,
KOICA has focused its aid support on the areas of education, industry and energy,
and health. Based on CPS that takes into consideration regional characteristics,
KOICA has made efforts to establish a program operation system in each country.
Through such measures, it is improving the development effectiveness of the AsiaPacific region, while strengthening technological cooperation between Korea and
recipient Asia-Pacific nations through the expansion of DEEP.
KOICA
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In the future, grant aid for the Asia-Pacific region will be focused on addressing
global issues through the establishment of CPS for core partner countries
and economic growth, including reducing the development gap, supporting
infrastructure construction, ensuring systemic improvement and transparency in
the public sector by strengthening capacity, fighting climate change, and improving
food security. Furthermore, considerations will be made for country-specific
development stages and various country-specific development goals, especially for
developing nations and the poorest nations in Asia, while the effectiveness of grant
aid programs will be improved by establishing strategic goals that are aligned with
goals and directions for aid that are recommended by the international community,
including the MDGs, Paris Declaration, and Busan HLF-4.
2) Aid Disbursement
in 2013
In 2013, KOICA provided KRW 227 billion in grant aid to 32 nations in the AsiaPacific region with which it has cooperative relations. This sum is roughly 43.4% of
KOICA’s total aid. Among the recipient countries, Vietnam received the most aid (KRW
29.5 billion), with Mongolia, Afghanistan, the Philippines, and Cambodia following
close behind. Aid for the top five major countries in the region constituted 57%
of the disbursement for Asia-Pacific and 24.7% of KOICA’s total aid disbursement
in 2013. By sector, education received the largest proportion of aid (36%), with
increased levels of aid for health and industry and energy compared to that of 2012.
<Table II-2> Top five partner countries in Asia
Rank
Country
1
2
3
4
5
Vietnam
Mongolia
Afghanistan
The Philippines
Cambodia
Total
Aid Amount
29,538
27,900
24,290
23,909
23,747
129,384
Proportional Breakdown
KOICA’s Total Disbursement Disbursement for the Region: Asia-Pacific
5.7
13.0
5.3
12.3
4.6
10.7
4.6
10.5
4.5
10.5
24.7
57.0
Oceanian countries included
<Table II-3> Performance in Asia-Pacific by sector
Sector
Education
Industry and Energy
Health
Emergency Relief
Total
Oceanian countries included
Aid Amount
82,147
43,167
40,430
32,958
31,313
543
230,558
Proportion of Total
36.0
18.7
17.5
14.1
13.5
0.2
100.0
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I. KOICA Management Overview for 2013 II. Performance by Region/Country in 2013
III. Performance by Sector in 2013 IV. Performance by Program Type in 2013 V. Appendices
1. Overview 2. Performance by Region/Country
3) Model cases of
system improvement
and program
outcomes
Program Outcome: Case 1
Establishment of HRD center in Cambodia (2010-2014/USD 7.45 million)
With the goal of creating a new model for human resource development in Cambodia,
KOICA began work on establishing an HRD center in 2011. The HRD center, located
inside the Royal University of Phnom Penh (the foremost university in Cambodia), was
completed in 2013, and began operations as the “Cambodia Korea Cooperation Center
(CKCC)”. By operating practical programs focused not only on Korea’s traditional
strengths of IT, administration, and management but also on areas directly linked
to employment opportunities, such as Korean language and intermediary manager
certification for Korean companies, KOICA is cultivating highly-skilled Cambodian
personnel. Also, by supporting cultural exchange programs, including a Korean language
contest and various performances, the Center not only plays a central role in conducting
KOICA programs, but is also emerging as a foothold for Korea-Cambodia cooperation.
View of HRD Center
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Support for improved training of Vietnamese legal personnel (2008-2012/USD 3 million)
Ever since the Doi Moi policy of 1986, one of the state development goals of the
Vietnamese government has been the creation of an economic system that meets the
needs of social and economic development while the country transitions from a planned
economy to a market-based economy. In order to improve the capability of its judges
and court government employees, Vietnam built a foundation for judicial reform. With the
improvement of the legal system and executive power as its utmost priorities, a judicial
reform committee was assembled, with the head of state in charge. Vietnam also sent a
request to the Korean government asking for assistance with establishing a developed
judicial system based on Korea’s experiences.
To establish a transparent and effective legal system in Vietnam that has the ability to
resolve conflicts fairly, the first step that was taken was providing training that enhanced
the capabilities of lawyers. Currently, KOICA is supporting the second step, the Vietnam
Judicial Training School (2013-2015 / USD 9.5 million), which will work to enhance
the capabilities of everyone involved in the legal industry, including court administrative
employees.
Following its master plan for training legal personnel, KOICA established a systematic
and mid- to long-term educational system. The efforts to cultivate legal personnel began
with approximately 500 trainees per year, with that number increasing to over 10,000
by 2012. In late 2014, the Vietnam Judicial Training Center will be merged with the legal
academy affiliated with the Ministry of Law, thereby becoming the Judicial Academy,
Vietnam’s only institute for cultivating legal personnel.
View of The Vietnam Judicial Training School
Vietnamese premier visits The Vietnam
Judicial Training School
2013
ICT security research development center in Indonesia (2011-2014/USD 5.5 million)
In order to improve the transparency and effectiveness of government administration
and reinforce its public services, Indonesia has been working toward establishing
e-government. However, due to a lack of cyber security technology and skilled
personnel, there have been a number of serious security breaches, including the hacking
of the president’s official website and the websites of government ministries.
With the goal of cultivating a skilled workforce at the Institut Teknologi Bandung
(sometimes called the “KAIST of Indonesia”) in the area of cyber security technology,
KOICA created a master plan, constructed an R&D Center, provided support for
education and R&D-related material, assisted with curriculum development, and carried
Performance by recipients of private-public music
education program for local underprivileged children
View of the R&D Center
out invitee training programs. As a result, the Institute is now equipped with the first
master’s degree program in cyber security in Indonesia, with 34 and 40 students enrolled
Classroom lecture
in the intensive and regular curriculum, respectively, through which high-quality personnel
The 2nd ITB-KOREA Cyber Security Seminar
are being cultivated with the goal of improving the ability of the state to respond to cyber
Aerial map of campus
security issues.
Also, having first begun as a private project and then transitioning into a Civil Society
Cooperation program as a part of Korea’s CSR activities, an after-school study center
for elementary school students is currently being operated at the Institute. As an NGO
support activity, a music education program is operated for local underprivileged children.
In recognition of the contributions of such activities to the revitalization of the Institute,
KOICA received the Ganesa Wirya jasa Adiutama Award (the highest award given for
development cooperation) from the Indonesian government.
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Support for secondary school IT education in Dhaka, Bangladesh (2012-2014/USD 3.53 million)
According to Digital Bangladesh 2021, the goal of the Bangladesh government in terms
of public school education is for all public schools to have compulsory Internet access
by 2013, and to have compulsory computer education in all secondary schools by
2013 and elementary schools by 2021. In order to achieve this goal, the Bangladesh
government requested assistance from the Korean government in conducting the
necessary programs. Therefore, KOICA is currently supporting secondary school IT
education in Bangladesh’s Dhaka region.
In Bangladesh, which has a high population density and few resources, the proliferation
of IT technology is a key tool for socioeconomic development. The support of IT
education at Bangladesh’s secondary schools will strengthen the IT capability of its
students, the future leaders of the country, and contribute to increasing the country’s
development levels and competitiveness. This program is also significant in that it is
contributing to the pursuit of Bangladesh’s national vision, in terms of the government
project “Digital Bangladesh”.
Supporting secondary school IT
education in Dhaka, Bangladesh
2013
Korean Vocational Training Center in Parwan, Afghanistan (2008-2015/USD 43.37 million)
In Parwan, one of Afghanistan’s 34 provinces, approximately 1,000 of every 1,800 high
school graduates each year enter university, while the remaining 800 enter the ranks
of the unemployed. Participating in the effort to solve this problem, KOICA joined the
Korean PRT (Provincial Reconstruction Team) that is active in Parwan, and became
involved in building a job training center and carrying out training programs there
centered on capability strengthening.
KOICA constructed a two-story job vocational training center (2,766m2), the Korean
Vocational Training Center, and provided funding for the dispatch of seven Korean job
training instructors and 648 types of educational materials. Classes are being conducted
on the subjects of automobiles, construction, welding, electricity, and computers, the
five areas in which Korea has a comparative advantage and that provide many job
opportunities. For the first time in Afghanistan, a double major program is also being
offered (automobile and welding, construction and electricity, and computers and
English), which enhances the overall expertise of the trainees.
Graduates of the Korean Vocational Training Center have been hired by multinational
companies, including Yuksel (a Turkish construction company), Fluor (a management
operation company for US army bases in Afghanistan), and AC First (a distribution
management company for the US army), as well as major Afghani government ministries,
such as the Ministry of Defense. For the past three years, it has maintained a high
average employment rate of 98.75%.
Source
left : AFN Freedom File report “Graduation
ceremony and employment of students of
Korean Vocational Training Center in Bagram”
(2013.12.15.),
right : KOICA
Technical training on automobiles
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Improving water supply and use of water resources in Yarmag, Ulan Bator (2011-2014/USD 22.6 million)
Most regions in Mongolia are dry, with an average annual rainfall of less than 250mm.
Among these, the capital city of Ulan Bator suffers from constant water supply shortages
due to the rapid population increase caused by nomadic tribes migrating to the city. By
providing support for the improvement of the water supply and increased efficiency of
water resource usage in the Yarmag district of Ulan Bator, KOICA established a master
plan for water resource development. In order to supply 200,000 tons of water per day
to Yarmag, KOICA installed a radial collecting well for riverside filtration, water intake
pump facilities (booster station), and a reservoir. KOICA also built a water PR center in
order to improve Mongolian citizens’ understanding of water resources. By achieving the
systematic development of Mongolian water resources and solving the water shortage
problem in the Yarmag District, it is expected that the citizens’ quality of life will improve
and significant impetus will be provided for local industrial development.
Collecting well - exterior
Collecting well - interior
Intermediate booster station - interior
Intermediate booster station - exterior
Solar power facilities
2013
B. Africa
1) Overview
Until recently, future prospects for Africa were bleak due to the constant onset
of civil war, military conflict, and famine and disease, as indicated by the term
“Continent in Crisis”. Since the beginning of the 21st century, the number of civil
wars has dropped considerably, and the entire continent has been showing signs of
stabilization. As of 2013, Africa is home to approximately 1.1 billion people, or 15%
of the world’s population. After the early 2000s, the maintenance of high economic
growth rates of 5 to 6% has gained Africa great popularity as a new developing
market. However, in the Human Development Index of 2011, 36 of the 45 subSaharan countries ranked among the world’s poorest countries. Therefore, social
inequality is still a serious problem, with over half of the sub-Saharan population
subsisting on less than KRW 1,300 per day.
Having increased its aid to Africa three-fold, from USD 23 million in 2006 to
USD 65 million in 2014, KOICA established the “Hope With Africa” strategy in
response to the need for the efficient use of resources. Also, in order to achieve the
development goals of the African region, it designated four different visions (Wealthy
Africa, Initiative Africa, Thriving Africa, and Harmonious Africa), thereby allowing
Africans to regain a sense of pride and ownership and providing motivation for
them to achieve sustainable development together with Korean efforts.
Based on Korea’s development experience and superior technology, KOICA has
consistently made efforts to support the core development goals of the Africa Union
(AU), including the Comprehensive Africa Agriculture Development Programme
in the agricultural sector, family planning campaigns, and the development and
proliferation of information and communications technology. In particular, with the
recent increased interest of African countries in the “Miracle of the Han River,” a
reference to Korea’s rapid economic growth, many have expressed their interest in
the Korean Saemaul Movement. As such, African demand is increasing for Saemaul
training programs, so that they may apply elements of this movement to their own
national economic development.
Based on the needs of individual African countries, KOICA creates support plans
that are aligned to the development goals of the partner country and are based on
program outcomes. In a regional sense, by determining a mid- to long-term support
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agenda, budgets, and areas of support for each country, KOICA is contributing
to increasing the possibility of consistent cooperation and predictability, as well as
creating practical ODA regulations. In terms of region-specific aid, the poorest subSaharan countries and other low-income countries are being provided with aid for
basic human necessities (health, education, and rural development), while the low,
middle, and high-income countries in northern Africa are provided with aid for
sustainable economic development (information and communications, industrial
energy, public administration, and technological support).
2) Aid Disbursement
in 2013
In 2013, KOICA provided a total of KRW 104.8 billion to 46 partner countries
in Africa. The amount of ODA was KRW 2.5 billion more than in 2012, and
represented 20.1% of KOICA’s total aid. In terms of aid by country, Ethiopia
received KRW 15.1 billion, about 14.4% of the total aid package for Africa.
Following close behind were Rwanda, Uganda, Tanzania and Tunisia. These topfive countries received 46.7% of the total aid to Africa and 9.4% of KOICA’s total
disbursement. In terms of aid per sector, support for education consisted of 28.3%
(KRW 29.6 billion), with agriculture, forestry and fisheries at 22.7% (KRW 23.7
billion). Compared to 2012, a greater amount of aid was provided for agriculture,
forestry and fisheries, health, and the industry and energy sectors.
<Table II-4> Top five partner countries in Africa
Rank
Country
Aid Amount
1
2
3
4
5
Ethiopia
Rwanda
Uganda
Tanzania
Tunisia
Total
15,142
10,086
9,248
7,991
6,561
49,028
<Table II-5> Performance in Africa by sector
Sector
Education
Health
Industry and Energy
Emergency Relief
Total
KOICA’s Total
Disbursement for the
Disbursement
Region: Africa
2.9
14.4
1.9
9.6
1.8
8.8
1.5
7.6
1.3
6.3
9.4
46.7
Aid Amount
29,639
23,786
21,808
18,066
11,155
392
104,845
Proportion of Total
28.3
22.7
20.8
17.2
10.6
0.4
100.0
2013
3) Model cases of
system improvement
and program
outcomes
Modernization of tax administration at Tanzania Revenue Authority (2010-2012/USD 3.26 million)
Tanzania is the second strongest economy in East Africa, and its port city, Dar es
Salaam, is a hub of East African trade. Therefore, the modernization of tax administration
in Tanzania has had a significant influence not only on Tanzania but on neighboring
inland countries, including Rwanda and Uganda. By automating Tanzania’s customs
duties, KOICA improved efficiency, strengthened risk management, and enhanced the
transparency of tax administrative duties while sharing Korea’s technology and expertise
in this area.
Through this project, KOICA performed an analysis of the current status of the
management and legal system related to high-risk and cargo management as well as
document management. It also proposed a future model for Tanzanian tax administration.
Furthermore, KOICA designed a prototype to guide the system’s future development. By
identifying problems and additional requirements of the existing system through trial runs
carried out with employees of the Tanzania Revenue Authority, KOICA received a positive
response from the Tanzanian side. Also, its effective proposal of the benefits that the
improvements would have on the development of Tanzanian tax administration was wellreceived.
By automating the tax administration process, work efficiency and anti-corruption
measures were improved, while the proposal of a new direction for the advanced
management of customs duties involving standards for Tanzanian cargo management
and a real-time cargo processing system improved Tanzania’s national image.
Furthermore, the success of this project gave rise to additional support projects
(establishing tax systems and tax e-learning projects in Rwanda and Egypt), through
which Korean technological know-how was shared with even more countries.
Process of modernization of tax administration for
the Tanzania Revenue Authority
Signed MOUs
Working-level meeting
Analysis of current ICT status
Kick-off meeting
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Obstetric fistula treatment in North Central and Northwestern Ivory Coast with UNFPA (2010-2015/USD 1.7 million)
In cooperation with the UNFPA, KOICA is currently conducting a fistula treatment
program in the Ivory Coast. In this program, the term “fistula” refers to obstetric fistula, a
medical condition in which a hole in the birth canal leads to symptoms of incontinence.
The major causes of obstetric fistula are difficult deliveries and female genital mutilation,
which occur mostly in developing countries that do not have adequate maternal and
Obstetric fistula treatment program in north central and
northwestern Ivory Coast in cooperation with UNFPA
Religious leaders participating in a perception
improvement seminar
child healthcare facilities. Patients often suffer just as much as a result of being rejected
by their families and communities, a response stemming from social and/or religious
prejudices concerning treatment as well as the condition itself.
A woman recovering after fistula surgery
Women who have recovered from obstetric fistula
A woman who started her own business
after receiving surgery
In order to address these problems, KOICA has developed a comprehensive problemsolving method that provides support for treatment, assists patients with reestablishing
themselves into society, and attempts to improve social perceptions. First, doctors and
residents who are able to perform fistula surgery are regularly gathered into groups of
touring medical service teams called “caravans.” Through this effort, fistula sufferers who
live in outlying areas far from the capital are provided access to medical treatment while
residents gain invaluable experience with fistula surgery. Second, by providing supplies
and equipment to dilapidated healthcare facilities (hospitals and clinics) in rural areas
and developing local human resources, KOICA is working toward improving maternal
and healthcare services so that obstetric fistula becomes a preventable disease. Third,
support is provided for recovered patients to reestablish themselves into society. By
providing early start-up support funds (for self-employed businesses) and connections
to vocational training, KOICA assists recovered women in becoming fully functioning
members of society. Lastly, in an effort to improve the social perceptions of fistula
patients, religious leaders and men’s associations are provided with education that
improves their understanding of fistula-related ailments and fistula prevention methods.
Through this comprehensive approach, women with obstetric fistula and potential
patients are treated as short-term recipients, while the entire regional society becomes a
long-term beneficiary.
As of the mid-term program evaluation held in 2013, a total of 358 women have received
obstetric fistula surgery, and 52 medical personnel have completed training on obstetric
fistula surgery. The goal of this project is to perform surgery on 1,200 fistula patients
and cultivate 90 doctors capable of conducting obstetric fistula surgery by 2015. By
successfully establishing a means of preventing obstetric fistula through this project,
KOICA is doing its best to improve the overall quality of life for women as well as the
regional society as a whole
2013
C. Latin America
1) Overview
The Latin American region is composed of 33 independent countries. Depending on
geographical, environmental, population, and economic characteristics, the region is
typically divided into the Caribbean, Northern Central America, and South America.
There are severe imbalances between social classes and regions, even within the
same country. Also, based on the definition of poverty as living on approximately
USD 5 per day, then over 70% of the entire population can be classified as living in
poverty. Furthermore, if poverty is defined as living on less than USD 2 per day, then
40% of the entire population would be classified as poor. According to a UN MDG
report, most Latin American countries have failed to narrow the gap between the
pace of economic growth and the extent of income imbalance.
In response to these conditions, KOICA conducted a number of grant aid programs
with the goal of relieving regional poverty and social inequality, and the programs
were conducted with a focus on improving governance and transparency and
establishing environmentally-friendly sustainable development. They aimed to
achieve these goals and solve the social polarization problem by achieving lowincome population-centered growth, providing basic education for vulnerable
groups, offering health and medical care, achieving the MDGs, and strengthening
the competence of government. In 2013, aid was focused on socially vulnerable
groups by supporting social infrastructure, relieving income inequality, and
strengthening the security-related capability for social stabilization.
In order to provide aid more effectively, KOICA established a CPS of key cooperating
pan-government countries, such as Colombia, Peru, Bolivia, and Paraguay. By
using this as the basis for designating key areas for cooperation, it improved the
predictability of international development cooperation programs and prepared a
foundation for strengthened inter-program relations.
2) Aid Disbursement
in 2013
Making up 11.6% (KRW 60.5 billion) of KOICA’s total aid, aid for Latin America
in 2013 was initially prioritized for Ecuador, Paraguay, Peru, Colombia and Bolivia.
Compared to the aid figures for 2012, it was a KRW 5.5 billion (10%) increase.
By country, Ecuador received KRW 9.9 billion, or 16.3% of the total aid for Latin
America, followed by Paraguay (9.2 billion, 15.2%), Peru (7.9 billion, 13.1%),
Colombia (6.5 billion, 10.7%), and Bolivia (6.4 billion, 10.6%).
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In terms of each sector, the largest proportions of aid were allocated to education
(33.1%) and industry and energy (25.1%); followed by health; agriculture, forestry,
and fisheries; and public administration. Also, as part of the USD 10 million
in support promised by the Korean government for reconstruction and social
stabilization following the Haiti earthquake in January 2010, KOICA continues to
conduct grant aid programs for the reconstruction of the Haitian government.
<Table II-6> Top five partner countries in Latin America
Rank
Country
Aid Amount
KOICA’s Total
Disbursement
1
Ecuador
9,894
1.9
16.3
2
Paraguay
9,213
1.8
15.2
3
Peru
7,947
1.5
13.1
4
Colombia
6,452
1.2
10.7
5
Bolivia
6,414
1.2
10.6
Total
39,920
7.6
66.0
Disbursement for the Region:
Latin America
<Table II-7> Performance in Latin America by sector
Sector
Aid Amount
Proportion of Total
Education
20,074
33.1
Health
9,340
15.4
8,689
14.3
7,079
11.7
Industry and Energy
15,222
25.1
179
0.3
60,582
100.0
Emergency Relief
Total
2013
3) Model cases of
system improvement
and program
outcomes
Project assisting social inclusion of vulnerable youth in Ahuachapán, El Salvador (2011-2014/USD 2.35 million)
One of the world’s most notorious countries in terms of lack of public order and
security, El Salvador (has second highest murder rate in the world per 100,000 people)
is constantly plagued by drug-related crime, along with neighboring Guatemala and
Honduras. With a high rate of child and youth-targeted crimes of violence, approximately
60 children and youth are killed every month. As a result, public insecurity is becoming
an increasingly serious social problem.
In order to respond to such problems, the El Salvador government (especially Consejo
Nacional Seguridad de Publica (CNSP)) and the Ministry of Education are jointly exploring
ways to expand educational opportunities and social protection nets for socially
vulnerable children. Educational opportunities and social protection is planned to be
expanded to include youth in order to prevent them from becoming involved in gangs or
drug-related crime. Another long-term goal is for these youth to become fully functioning
members of society.
In response to this need, from 2011 to 2014, KOICA and the El Salvador government
invested USD 2.35 million in a project aimed toward the social inclusion of vulnerable
youth in Ahuachapán, a city 100 kilometers north of San Salvador, the capital of El
Salvador. Located near the Guatemalan border, the city has a high concentration of
poor citizens: 48% of the population of Ahuachapán is in the low-income bracket, while
over 20% lives in absolute poverty. Maras, an organized crime group, is a dominating
force throughout the country, with over 80% of crime in El Salvador attributable to them.
According to the most recent information, approximately 100 Ahuachapán youth are
currently active in Maras.
In order to decrease the proportion of Ahuachapán youth involved in crime and improve
public security in the region, KOICA invested USD 2.35 million to build a two-story
youth center (2,000m2 total floor space) on a 4,200m2 lot and provided consultations
on the operation of the center. To ensure that Ahuachapán is able to continue to use
the youth center as a foundation for counseling and vocational training for local youth,
KOICA dispatched experts to assist in the creation of an education operation manual.
The construction of the youth center, which was a part of the Project Assisting Social
Inclusion of Vulnerable Youth in Ahuachapán, was carried out by the presidential youth
committee INJUVE and the Ahuachapán municipal government. On August 29, 2014,
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high-ranking El Salvador government officials, including the president, were invited to the
opening ceremony.
The center is equipped with educational facilities (library, computer training room,
counseling room, classrooms, and cooking labs), an indoor auditorium that seats 300,
an outdoor baseball field, and a cafeteria and child care facilities for local residents. It
is expected that approximately 54,000 local youth will benefit from the center. Also, a
number of youth vocational and after-school programs will be conducted (computers,
physical education (soccer, dance), cooking, confectionery and baking, English, sex
education, organic farming, and mentoring). These programs are expected to be effective
in preventing youth crime by providing opportunities for the emotional development and
employment of youth.
Photos from opening ceremony of Korea-El
Salvador Youth Center in Ahuachapán
Congratulatory remarks by President Sanchez
Ambassador Kim Byong-Seop and President
Sanchez unveiling the commemorative plaque
Welcoming remarks by important figures
Student performance
2013
D. Middle East
1) Overview
The location of many conflict areas (Iraq and Palestine), the Middle East has not
been able to achieve sufficient socioeconomic development in recent years due
to drawn-out conflicts and national instability caused by organized terrorism.
However, because it had experienced a significant degree of economic and social
development in the past, the level of technical proficiency is relatively higher
here than in other regions. With its rich reservoirs of natural energy (oil), if social
and political stability can be achieved, the potential for future development is
considerably high. Therefore, development cooperation in this region is significant,
as it transcends mere post-war reconstruction to include international efforts for
world peace and prosperity.
The most prominent characteristic of KOICA’s aid in the Middle East is the
consideration of CPS for the distinct characteristics of each nation in conjunction
with the special needs of conflict-ridden nations such as Palestine and post-war
reconstructing countries such as Iraq. Furthermore, based on these factors, KOICA
aims to focus on supporting capability strengthening to achieve human resource
and socioeconomic development.
2) Aid Disbursement
in 2013
In 2013, the Middle East received approximately 4.5% (KRW 23.8 billion) of
KOICA’s total program budget. The countries that received the most aid were
Iraq (KRW 13.6 billion) and Jordan (KRW 5 billion), which received 78.4% of the
total aid for the Middle East. This is the result of focusing aid on the two countries
that require reconstruction support, just as the Korean government promised the
international community. Following Iraq and Jordan were Palestine (KRW 4.7 billion)
and Yemen (KRW 300 million), taking up 21.6% of the total program budget
for the Middle East. In terms of key sectors, education (KRW 14.2 billion), public
administration (KRW 4.1 billion), and health (KRW 3.3 billion) took up 91.07% of
the total program budget, with industry and energy, agriculture, and forestry and
fisheries following close behind.
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<Table II-8> Top five partner countries in the Middle East
Rank
Country
Aid Amount
KOICA’s Total
Disbursement
Disbursement for the Region:
Middle East
1
Iraq
13,667
2.6
57.3
2
Jordan
5,021
1.0
21.1
3
Palestine
4,795
0.9
20.1
4
Yemen
346
0.1
1.5
5
Lebanon
10
0.0
0.0
23,839
4.6
100.0
Total
<Table II-9> Performance in the Middle East by sector
Sector
Aid Amount
Proportion of Total
Education
14,273
59.9
4,135
17.3
Health
3,314
13.9
Energy and Industry
1,812
7.6
312
1.3
Agriculture, Forestry and Fisheries
Emergency Relief
Total
0
0.0
23,847
100.0
2013
3) Model cases of
system improvement
and program
outcomes
Program Outcome
Construction of ICT Center in Ramallah, Palestine (2011-2014/USD 3.2 million)
Plagued by a long history of conflict, need for human resource development in Palestine
is greater than for any other region. The Palestinian National Authority has acknowledged
the need to strengthen human resource capability and education for socially vulnerable
groups by including these goals in its national development scheme, but the shortage of
state finances and pressure from Israel are exposing many Palestinian youth to various
types of delinquency, crime, and terrorist activity.
In response to this situation, KOICA provided approximately USD 3.2 million in aid from
2011 to 2013 for the construction of an ICT center in Palestine’s administrative capital,
Ramallah, in order to help cultivate personnel in the ICT sector and strengthen the
capability of the Palestinian ICT sector overall. As the first ICT center in Palestine, the
center is a symbolic project of the Korean government’s promise of continued support
and friendly, cooperative relations, and is the driving force behind the development of an
information age society in Palestine. The center was constructed inside the Ministry of
Telecom and IT building in Ramallah, and has contributed to improving Palestine’s ICT
educational environment and cultivating professional personnel via technology transfer
(ICT educational and training programs) and the provision of ICT equipment. It is also
expected that through the continued cultivation of a technologically-skilled workforce in
Palestine, economic growth will occur as a result of increased industrial development and
regional employment rates.
The front view of the ICT Center in
Ramallah, Palestine
The seminar on ICT capacity development
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E. Eastern Europe and CIS
1) Overview
The Eastern Europe and CIS region is composed of approximately 30 countries (as of
2010) with a total population of 40.4 million. In terms of key development indices,
the average life expectancy is 70 years, average per capita GNI is USD 6,793, and
the infant mortality rate per 1,000 is 21.37. The former Soviet bloc countries in this
region seek to successfully transition to a democratic system while simultaneously
breaking free from an aid-dependent economic structure. In order to achieve these
goals, the region aims to improve productivity and transparency in the public sector
and expand the scale of its resources for balanced industrial development.
Among CIS countries, KOICA is currently focusing its aid on Uzbekistan and
Azerbaijan. Through a CPS-based aid system tailored to the individual needs of each
country, KOICA provides aid that will allow former Soviet bloc countries to improve
their productivity and transparency, thereby successfully transitioning to a new
political system. Furthermore, to reduce the aid dependency of regional economies,
it is doing its best to achieve balanced industrial development as well as sustainable
development.
2) Aid Disbursement
in 2013
In 2013, Eastern Europe and CIS was provided with approximately KRW 22.5 billion
in aid by KOICA, about 4.12% of KOICA’s total disbursement in 2013. The country
that received the most aid was Azerbaijan (KRW 10.2 billion), which accepted
45.7% of the disbursement for the Eastern Europe and CIS regions. Uzbekistan,
Kirgizstan, and Tajikistan received KRW 9 billion, KRW 1.4 billion, and KRW 700
million, respectively. The key aid sectors were industry and energy, education, public
administration, and agriculture, forestry, and fisheries at KRW 7.8 billion, KRW 7.4
billion, KRW 3.5 billion, and KRW 2.5 billion, respectively, totaling 95.05% of the
disbursement for the region.
2013
<Table II-10> Top five partner countries in Eastern Europe and CIS
Rank
Country
Aid Amount
1
Azerbaijan
10,288
1.96
45.7
2
Uzbekistan
9,095
1.73
40.4
3
Kirgizstan
1,409
0.26
6.3
4
Tajikistan
719
0.13
3.2
5
Moldova
241
0.04
1.1
21,751
4.12
96.7
Total
KOICA’s total program budget Total program budget: Eastern Europe and CIS
<Table II-11> Performance in Eastern Europe and CIS by sector
Sector
Aid Amount
Proportion of Total
Education
7,406
32.9
3,509
15.6
931
4.1
Industry and Energy
Health
7,897
35.1
2,572
11.4
131
0.6
Emergency Relief
Others
Total
46
0.2
22,493
100.0
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3) Model cases of
system improvement
and program
outcomes
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59
Program Outcome
Automation of intellectual property rights management system in Azerbaijan (2011-2013/USD 4.2 million)
In modern society, intellectual property rights are regarded as an important
business asset that can determine a country’s degree of industrial development and
competitiveness. Their importance continues to grow, especially in regard to achieving
early market domination through technology, protecting intellectual data in the market,
and preventing patent-related conflict.
Based on the importance of intellectual property rights, KOICA led the informatization
of the intellectual property rights management system in Azerbaijan for three years,
beginning in 2011. The project involved computerizing the paper-based work process
in order to increase the efficiency of administrative duty execution necessary in the
intellectual property right application process, make information about intellectual
property rights more accessible to the general public, and establish a foundation for a
nationwide intellectual property data service. In order to achieve these goals, KOICA
established an intellectual property right management system while providing the
necessary equipment for this system and dispatching experts to carry out technology
transfers in Azerbaijan.
The seminar on the informatization of the intellectual
property rights management system
The workshop on the informatization of the intellectual
property rights management system
The automated management system for intellectual property rights was designed to
maximize the functions of Korea’s “patent net” and was tailored to match the needs
and characteristics of Azerbaijan, including the following key service functions: patent
applications, electronic application submissions, DB and automated search engine,
and the online payment of commission fees. Through this process, the Azerbaijan
State Committee for Standardization, Metrology, and Patents (recipient organization)
has completely converted its work environment from paper-based to computer-based,
while the submission of email applications has grown to account for almost 30% of total
submissions. The nationwide e-government service in the intellectual property sector has
thus been stabilized and continues to run smoothly.
Furthermore, this project is not only regarded as a model example by other government
ministries in Azerbaijan, but is being promoted in the international community as a model
case of an e-government project in a developing country. It is expected that neighboring
CIS and Middle Eastern countries will also request KOICA’s cooperation on patent
informatization.
III
CHAPTER
Performance by Sector in 2013
1. Overview
2. Performance by sector
REPORT 1. Overview 2. Performance by sector
2013
III. Performance by Sector in 2013
1. Overview
In accordance with the KOICA Strategic Plan for Advancement (2010-2015), KOICA
designated five core aid themes: education, health, public administration, industry
and energy, and agriculture, forestry, and fisheries. In addition, the following four
issues to be considered for all themes were designated: gender, human rights,
environment, and ICT.
Based on its core aid themes, KOICA aims to enhance the expertise of ODA
per sector and create and plan outstanding projects. Internal efforts to achieve
professional expertise in each aid sector include the developing program guidelines
and publishing Issue Reports, conducting research on all core areas, and analyzing
the aid tendencies of international organizations and other aid organizations.
Furthermore, strategies are being explored for strengthening the relations between
policies and strategies and improving their practical application. Externally, the
relationships between related ministries and organizations are being strengthened
in order to internalize outside expertise and increase project effectiveness. Also,
through workshops held by ODA experts per aid theme and the establishment
of networks of specialized organizations per aid theme (including government
ministries), efforts to establish ODA platforms in each sector are being conducted.
By bringing a variety of issues related to ODA program activities into the
mainstream, KOICA is making numerous efforts to satisfy the regulation
requirements concerning international aid. In particular, in order to reinforce
gender mainstreaming, a gender mainstreaming perspective is being applied to all
ODA programs. Each year, KOICA establishes gender equality development plans
and implements organization-wide initiatives to carry them out. Test projects in
this area are also being conducted. Also, with the ever-increasing importance of
human rights in development cooperation, KOICA has determined the direction
of its human rights programs based on the human rights improvement strategies
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of partner countries. Training was conducted for those who help carry out KOICA
ODA programs on an administrative level in order to raise awareness of issues that
span various sectors.
In order to prevent the segmentation of its grant aid, KOICA will continue to
strategically strengthen its ODA partnerships with government ministries and
related organizations per aid theme. Internally, it will improve the effectiveness and
efficiency of projects in each aid theme with the goal of enhancing the quality of its
ODA programs. In particular, by adjusting the Korean government’s position on the
post-2015 agenda and preparing a mid-term strategy that reflects this direction in
each aid theme area, KOICA plans to continue making preparations that will enable
it to effectively respond to the post-MDG era.
Program
Outcomes for
Five Core Aid
Themes
A. Preparation of foundational plans for outstanding projects
through development of program guidelines for core aid themes
The importance of the program planning stage at KOICA is beginning to be
emphasized just as much as the expansion of program scale. Accordingly, KOICA
developed the “Program Guidelines per Aid Theme” system in order to increase
the effectiveness of program idea development and planning. In 2013, a total of 22
program guidelines were established by applying KOICA’s core aid theme mid-term
strategies and select module content developed in 2012, including five programs in
the education sector (i.e. expansion of opportunities for secondary education), 10
in the health sector (i.e. maternal and child healthcare program for strengthening
the healthcare and medical system), three in the agriculture, forestry, and fisheries
sector (i.e. processing and distribution program for farm produce), one in the public
administration sector (public electricity procurement program), two programs
related to the environment, and one Saemaul Movement-related program.
Included in the program guidelines are key aspects to consider when planning or
carrying out a project and ways to evaluate project quality in each category. These
guidelines and content are considered to have contributed to the formation of new
outstanding projects and strengthened the capacity of the planning stage.
2013
B. Analysis and sharing of Post-2015 development goals by sector in
response to international ODA trends
While debate on Post-2015 in the international community is relatively active,
in Korea, not only is understanding of the establishment of the Post-2015
development goals poor, but specific and detailed discussions on them are also
severely lacking. Included in this critique of the Korean situation was the idea that
KOICA should preemptively respond to the establishment of the Post-2015 agenda.
As a result, KOICA has proposed four core values in the Post-2015 development
framework in 14 areas, including education, health, and gender. In this way, KOICA
plans to establish a fresh strategy for the new direction of international ODA after
the MDGs and support discussions on the direction of each core area so that they
may be utilized when collecting feedback from related domestic organizations. Also,
during the course of the international negotiations on the Post-2015 development
goals, KOICA will continue to work hard, so that the Korean government may
occupy an authoritative position in discussions on the establishment of goals per
sector
C. Reinforced verification of program effectiveness through
establishment of performance management system for programs
by country
Due to the lack, thus far, of performance management of the programs conducted
per country, KOICA has realized the need to have a scientific and systematic
performance management system. In order to address this matter, KOICA
established a scientific evaluation system, provided funding for the evaluation of
the investigating companies, and prepared the foundations for a performance
management system for all program areas. For the first time, a joint evaluation
was conducted with the evaluation committee on the project for improving
drinking water sanitation in Ghana’s Volta region. In this way, systematic support
for performance management and verification of project effectiveness through
performance management are being strengthened for the health and medical
services sector.
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2. Performance
by sector
A. Health
1) Overview
In order to improve the health levels of women and children in developing
countries, in accordance with the KOICA Mid-term Health Strategy (2011-2015),
KOICA is conducting projects to strengthen the human resource and systemic
capability of health and medical services, accessibility to health and medical services,
and capability to prevent and manage contagious diseases as well as improve
maternal and child healthcare and sanitation/drinking water. Recently, through local
maternal and child healthcare programs and medical insurance programs, efforts
have been made to expand the scale of guaranteed medical treatment to include
socially vulnerable groups. Also, as a part of efforts to strengthen domestic and
international partnerships in the health sector, KOICA is increasing its cooperative
activities with aid organizations in developed countries. In 2013, it worked with
USAID on cooperative programs for maternal and child healthcare in Africa and
with the GIZ to introduce a medical insurance system in Nepal.
A) Strengthening the
systemic capability
of human
resources in the
health and medical
services
KOICA realizes that cultivating personnel in the health sector is the most effective
and necessary factor in solving health and medical care-related problems in
developing countries. As such, it has worked toward cultivating personnel in
national health and medical care policy, professional medical personnel (doctors and
nurses), and personnel who are able to provide basic medical services. Furthermore,
in order to establish the health and medical care program as basic infrastructure and
secure its sustainability, KOICA has contributed to strengthening systemic capability
(e.g. medical care system and medical insurance financial system) as well. In 2013,
as part of its efforts toward systemic capability strengthening, KOICA conducted the
following programs: establishment of a medical insurance system in Nepal, creation
of a medical data system in Iraq, and the construction of a graduate-level nursing
school in Bangladesh.
2013
B) Greater
accessibility to
health and medical
services
In order to improve accessibility to quality health and medical services, KOICA has
conducted various projects that aim to increase accessibility to basic medical services
and strengthen the basic healthcare services and medical delivery systems. In 2013,
it conducted projects focused on strengthening the local healthcare services in the
Philippines’ Iloilo Province and Papua New Guinea.
C) Improved
maternal and child
healthcare and
family planning
For countries that are having difficulty achieving the fourth and fifth MDGs (reducing
child mortality and improving maternal health) or are unable to provide the basic
health services necessary to fulfill these goals, KOICA has consistently carried
out maternal and child healthcare programs. Recently, in order to improve the
effectiveness of such maternal and child healthcare programs, the projects are no
longer based solely on infrastructure, but are taking a more comprehensive, locallybased approach. In 2013, KOICA conducted a project to reinforce the medical
service delivery and personnel cultivation in maternal and child healthcare in
Ghana’s Volta region, the maternal and child healthcare program in Tigray, Ethiopia,
and the improvement of healthcare services in Chanchamayo, Peru.
D) Strengthened
prevention and
management
of contagious
diseases
In accordance with the expansion of a paradigm to manage and eliminate deadly
diseases, which have threatened those living in developing countries since the
2000s, the involvement of the international community in disease control has
been continuously emphasized. KOICA has consistently provided support for
the management and prevention of little-known tropical diseases, as well as
tuberculosis, malaria, and other diseases that are lethal in developing countries.
In 2013, KOICA fortified contagious disease control in Uzbekistan, improved the
ability to diagnose and eliminate tuberculosis at the National Health Laboratory in
East Timor, and raised the capability of the contagious disease research center in
Myanmar.
E) Improvement of
sanitation and
drinking wate
As of 2013, child mortality of children under five years old is almost 6.6 million.
Among them, approximately 600,000 children died of diarrhea caused by lack of
clean water and bathrooms. The provision of clean water and improved sanitary
conditions is directly related to the fourth MDG regarding child healthcare. In order
to go beyond simply increasing accessibility to drinking water, KOICA is carrying
out a comprehensive water sanitation improvement project based on creating
more sanitary conditions and changing the general perception of sanitation to
improve the health of women and children in developing countries. In 2013, KOICA
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conducted water sanitation improvement projects in Ethiopia’s Gurage Zone and
drinking water development projects in Senegal and Ghana’s Volta Region.
2) Aid Disbursement
in 2013
In 2013, KOICA devoted approximately 15.6% (KRW 81.8 billion) of its total aid
disbursement to the health sector. The largest majority in terms of program type was
strengthening/improving accessibility to health and medical services (15 projects)
at 31.3% of the health sector funding, followed by projects for maternal and child
healthcare and family planning (12 projects) at 25%, projects to improve drinking
water and sanitary environments (10 projects) at 20.8%, projects to strengthen the
prevention and management of contagious diseases (6 projects) at 12.5%, projects
to improve the health service system (3 projects) at 6.3%, and projects to improve the
capabilities of human resources in the health and medical sector (2 projects) at 4.2%.
<Table III-1> Programs in the health sector
Program
Type
Country
Bangladesh
Program Name
Establishment of graduate school of nursing
Strengthened
Improvement of health service system and capability of
HR capability Bolivia
medical personnel in Oruro
Support for establishment of medical insurance system
Strengthened Nepal
systemic
Vietnam
Support for establishment of medical insurance system
capability
Iraq
Establishment of medical data system
Improvement of health/medical care environment in
Nepal
Tikapur region
Bolivia
3rd round of aid support for Korean hospital in El Alto
Medical care support in Parwan
Afghanistan
PRT support project in Parwan
El Salvador
Construction of Korea-El Salvador medical center
Cameroon
Construction of national emergency medical center
Functional improvement of national pediatric hospital
Greater
Capability improvement of Batheay Hospital
accessibility to
Colombia
Construction of ophthalmic clinic
services
Construction of Korea-Colombia Friendship Rehabilitation
Hospital
Construction of national center for substance addiction
Palestine
and psychological trauma
Papua New Guinea Support for strengthening of health/medical system
Skills improvement at UNSAAC dental clinic
Peru
Health improvement program (Lima, Callao)
Philippines
Capability strengthening for health services in Iloilo
2013 Executed
Program Budget
Start
Year
End
Year
2012
2018
3,227
2010
2016
420
2013
2011
2013
2015
2013
2015
398
131
816
2011
2014
2,466
2013
2008
2008
2013
2010
2013
2011
2011
2015
2014
2013
2015
2014
2014
2014
2014
576
9,462
630
1
1,637
457
738
1,275
2007
2014
58
2013
2015
568
2010
2010
2013
2013
2014
2014
2017
2015
525
1,624
912
619
(unit: USD 1,000)
2013
DR Congo
Capability strengthening of maternal/child healthcare in
Kwango
2013
2015
816
Ghana
Improvement of service delivery and cultivation of
personnel for maternal/child healthcare in Volta region
2013
2017
665
Laos
Training for pediatrics personnel, capability strengthening
of local health centers
2013
2017
438
Bangladesh
Improvement of home visit-based maternal/newborn
healthcare
2010
2013
1,093
Capability strengthening of maternal/child healthcare
hospital in Huehuetenango
2011
2015
843
Maternal/child healthcare in Tigray
2011
2014
492
IEC/BCC activity support for improvement of general/
reproductive health
2013
2015
1,563
Obstetric fistula treatment in UNFPA central and
northwestern regions
2010
2013
1,336
Paraguay
Capability strengthening of maternal/child hospital in San Pablo
2013
2016
97
Peru
Improvement of 2nd Korea-Peru maternal/child healthcare
center in Comas district
2011
2014
2
Peru
Capability strengthening of health and medical services in
Chanchamayo
2013
2016
260
Peru
Capability strengthening of health and medical services in
Pachacutec district
2013
2016
167
East Timor
Improvement of tuberculosis diagnosis and eradication
capability of national health research center
2013
2015
1
Myanmar
Capability strengthening of contagious disease center
2011
2014
3,227
Philippines
Capability strengthening of public health and tuberculosis
management in Cavite Province
2010
2012
1,131
Ethiopia
Tuberculosis prevention and eradication programs in Addis
Ababa
2011
2014
890
Sudan
2nd project on schistosomiasis eradication
2011
2013
1,648
DR Congo
Capability strengthening and malaria eradication project in
five health districts of Bandundu
2012
2014
536
Laos
Waterworks project in Udomxay
2013
2014
430
Drinking water facilities in Punjab
2011
2014
1,512
Construction of sewage treatment facilities in Kasur
2012
2014
43
Improvement of drinking water sanitation in Volta
2012
2014
995
Development of drinking water facilities in Idiofa
2012
2014
654
Improvement Guatemala
of maternal/
child
Ethiopia
healthcare
and family
planning
Ivory Coast
Strengthened
management
and
elimination
of contagious
diseases
Pakistan
Ghana
Improvement
DR Congo
of drinking
water and
Senegal
sanitation
Ethiopia
Development of drinking water facilities
2010
2014
1,648
Improvement of drinking water sanitation in SNNPR Gurage Zone
2013
2015
809
Bolivia
Construction of waterworks in Guarayos Province
2010
2013
538
Guatemala
Expansion of drinking water supply in Huehuetenango
2011
2013
38
Iraq
Improvement of drinking water supply in KRG Duhok
2011
2014
1,382
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In order of region, KOICA provided aid to Asia (49%), Africa (27%), South and
Central America (11%), international organizations (7%), and the Middle East (4%).
The country that received the most aid in 2013 was Afghanistan, followed by
Ethiopia, Bangladesh, Nepal, and Cambodia. In the case of Afghanistan, the aid
provided was 14% of the disbursement for health and 2.2% of KOICA’s total
disbursement. Programs conducted in Afghanistan were the PRT and medical care
support projects in Parwan Province.
<Table III-2> Top five partner countries in health sector
Rank
Country
Aid Amount
KOICA’s Total
Disbursement
Sector: Health
1
Afghanistan
11,446
2.2
14.0
2
Ethiopia
6,117
1.2
7.5
3
Bangladesh
4,667
0.9
5.7
4
Nepal
4,629
0.9
5.7
5
Cambodia
4,596
0.9
5.6
Total
31,455
6.1
38.5
<Graph III-1> Performance in health sector by region
Eastern Europe and CIS 1%
Oceania 1%
Middle East 4%
International Organizations 7%
Latin America 11%
Total
disbursement
81,876
(Unit:KRW 1 million)
Africa 27%
Asia 49%
2013
3) Model cases of
system improvement
and program
outcomes
Program Outcome:
Schistosomiasis management in Sudan (2010-2013 / USD 1.8 million)
Although the damage caused by schistosomiasis in the Sudan is second only to malaria,
it is classified as a neglected tropical disease (NTD) but has not yet been adequately
addressed due to budget constraints. After the Sudanese government requested
support for the eradication of schistosomiasis in 2008, KOICA provided its first round
of aid from 2009 to 2011, during which the schistosomiasis infection rate dropped
from 28.5% to 13%. In order to maintain the results obtained with the first round of aid,
by strengthening sustainability and management policies, the Sudanese government
requested a second round of aid.
Centered on the dispatch of health policy experts, support for the construction of
drinking water facilities, preventative education for schistosomiasis, parasite diagnosis,
and improvement of the parasite treatment system, KOICA conducted various projects in
the White Nile’s Al-Jabalain and Al Salam to strengthen policies and systems on parasite
management in the Sudan. In particular, experts concluded that schistosomiasis,
a waterborne disease, spreads through drinking water. Water supply facilities were
installed in these regions in order to reduce the local residents’ contact with rivers and
puddles. The Sudanese government was an active participant in all activities, providing
administrative support and assisting in controlling the intermediate host (snail) population
through molluscacide treatment. Through such efforts, KOICA contributed to lowering the
schistosomiasis mortality rate of children, youth, and women, the members of the family
usually responsible for drawing and carrying water. By concentrating schistosomiasisbased health educational campaigns (diagnoses and injections) in elementary schools, it
also contributed to lowering elementary school student absenteeism.
Schistosomiasis management project in Sudan
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B. Education
1) Overview
KOICA is currently focusing its aid in the education sector to ensure the
development of the human resources necessary for social and economic
development in developing countries. Based on the KOICA Mid-Term Education
Strategy (2011-2015), it has conducted education-related programs in countries
in which education is an important resource, based on CPS. The provision of
high-quality basic education and the cultivation of technical and highly-skilled
manpower are the key goals, with efforts being made in each area to increase the
number of education opportunities, improve the quality of education, and improve
educational policies and systems. Based on the recent connection between the
lack of qualified teachers and the low quality of education in developing countries,
KOICA has responded by conducting programs to cultivate teachers and improve
their capabilities. KOICA is also conducting a variety of aid programs for vulnerable
social groups, including the reduction in inter-regional or sex-based differences in
education level, special education for handicapped children, and training for the
social inclusion of vulnerable children and youth.
A) Provision of
high-quality basic
education
To assist countries having difficulty achieving the second MDG, universal primary
education, do not offer high-quality education, or have a poor educational
environment due to war or natural disasters, KOICA is making efforts to provide
high-quality basic education. Programs are being conducted to improve accessibility
to basic education and increase the quality of education. In 2013, a school was
constructed in the northern Sri Lankan region of Kilinochchi, while textbooks were
provided for Senegalese elementary schools.
B) Secondary-level
education
With the growing achievement rate of the second MDG, the number of
elementary school graduates in developing countries is increasing, which is
expected to increase the future demand for middle and high school education.
However, the secondary education offered in a majority of developing countries is
not yet prepared to meet this need, either quantitatively or qualitatively. In order to
increase the quality of secondary education and broaden accessibility to secondary
schools, KOICA is currently providing textbooks and improving IT education. In
2013, it constructed a middle school in Adwa, Ethiopia, and is distributing Tetum
textbooks in East Timor.
2013
C) Cultivation
of technical
manpower
Today, with the increasing levels of economic growth and industrial development
in many developing countries, there is a corresponding increase in demand for
manpower equipped with knowledge of specific technologies. In particular, in
the area of technical manpower cultivation, Korea’s comparative advantage is
recognized throughout the world due to the fact that its vocational training in the
past created a skilled industrial workforce at just the right time for the country. In
accordance with the national development plans of developing nations that have
an industrial basis, KOICA aims to cultivate a workforce that can lead the future
development of those national economies by providing strategic aid for vocational
training, after an analysis of the country’s labor and employment market. Also,
with the participation of Korean companies operating in developing countries in
their vocational training programs, trainees can benefit from a curriculum and onsite training that responds to the actual technical needs of industries, contributing
to the improved employment rates of graduates. In 2013, KOICA conducted a
program to strengthen vocational training activities in Rwanda and help establish
the Vietnam-Korea Industrial Technical Vocational College.
D) Cultivation of
highly-skilled
manpower
Developing countries are becoming increasingly interested in higher education that
can cultivate highly-skilled manpower and core personnel for the state. Developing
countries are particularly interested in Korea’s advanced information and
communications technology, cutting-edge science and technology, high-quality
research capability, and strategies for cultivating core technical personnel, and are
requesting aid from Korea to create these conditions in their own countries. KOICA
is leading efforts to develop the economies and societies of developing countries
while providing aid to cultivate highly-skilled manpower in developing countries
that aim to enhance their growth potential by transitioning into a knowledgebased economy. In 2013, it provided aid for establishing a technical training
center at Kathmandu University in Nepal, a high-performance textile center at the
National Textile University in Pakistan, and e-libraries at two universities in Tashkent,
Uzbekistan.
E) Non-traditional
education
Non-traditional education refers to educational programs that lie outside the
boundaries of formal school education. By providing educational programs to
youth and socially vulnerable groups who have not had the benefit of a formal
education, KOICA opens up the possibility of self-sufficiency and becoming
fully functional members of society. In 2013, KOICA provided aid for the social
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integration of socially vulnerable children in Ahuachapán, El Salvador, and the
construction of a youth center in Jenin, Palestine.
2) Aid Disbursement
in 2013
KOICA devoted approximately 29% (KRW 153.5 billion) of its total disbursement
for 2013 to the education sector. The largest proportion in terms of program type
was the cultivation of technical manpower, consisting of approximately 58.5% of
the education sector with 32 programs. This was followed by programs related to
providing high-quality basic education at 21% (11 programs), secondary education
programs at 5% (6 programs), cultivating highly-skilled manpower at 14% (13
programs), and non-traditional education (2 programs) at approximately 1.5%. The
programs were focused on increasing the number of opportunities for education
and achieving qualitative improvement in education, and will be expanded in the
future to include programs for policy and system-level improvement.
<Table III-3> Programs in the education sector
Provision
of basic
education
Start
Year
End
Year
Guatemala
Strengthening of educational infrastructure in San Juan Cotzal
2010
2014
227
Nigeria
Construction of elementary/middle model school complex
2013
2018
677
Senegal
Distribution of elementary school textbooks
2012
2015
723
Sri Lanka
Construction of school in Kilinochchi (northern Sri Lanka)
2011
2014
3,764
Haiti
Increased accessibility to elementary schools
2013
2014
2,291
Afghanistan
Reconstruction of PRT education in Parwan
2010
2013
3,546
Ethiopia
Strengthened capability of elementary education through
radio program in Oromia
2013
2017
83
Construction of model school in KRG Dohuk
2011
2014
941
Iraq
Improvement of educational environment in KRG Sulaimaniya, Erbil
2013
2016
147
Construction of elementary school in Kasnazan, Erbil
2010
2014
1,374
Construction of special education school
2010
2013
139
Distribution of Tetum textbooks
2010
2013
41
Cultivation of printing technology specialists
2012
2014
1,321
Bangladesh
Support for IT education at middle schools in Dakar
2011
2013
699
Ethiopia
Construction of middle school in Adwa
2009
2013
137
Iraq
Construction of model school in Sulaimaniya
2012
2014
125
Palestine
Construction of technical high school in Kufur Nima
2010
2013
942
El Salvador
East Timor
Secondary
education
2013 Executed
Program Budget
Program Name
Program Type Country
(unit: USD 1,000)
2013
Iraq
Support for vocational training centers in four southern
provinces
2011
2013
2,850
Nigeria
Construction of vocational training center
2010
2013
950
Improvement of vocational training center in Tamnagar,
Butwa
2008
2013
52
Construction of vocational training center at Kathmandu
University
2011
2014
1,699
East Timor
Support for technical high school in Becora
2013
2016
1,266
Rwanda
2nd round of support for technical training center in Kicukiro
2013
2015
838
Morocco
Support for automobile vocational training center in
Casablanca
2010
2013
1,179
Mozambique Capability strengthening of industrial school in Matola
2013
2017
1,059
Capability strengthening of Mongolia-Korea Technical
College
2010
2013
514
Capability strengthening of vocational training center in
Chittagong
2011
2013
3,454
Capability strengthening of vocational training center for
chemical industry
2013
2016
30
Support for establishment of qualification exam for national
technical competence
2010
2013
155
Improvement of vocational training center in Quang Tri
2011
2013
2,322
Establishment of Vietnam-Korea Industrial Technical
Vocational College in Bac Giang
2010
2013
3,548
Improvement of youth vocational colleges for ethnic
minorities in central plateau region
2013
2015
572
Sri Lanka
Improvement of technical college (CoT) and auto section of
training center (TC)
2013
2015
416
Haiti
Construction of clothing technology training center in
Caracol
2013
2015
1,815
Afghanistan
Support for vocational training center in Parwan
2008
2014
4,346
Ethiopia
Cultivation of job capability of Korean War veteran
descendants
2012
2014
16
Construction of vocational training school in Tigray
2013
2018
709
Honduras
Construction of technical training center
2010
2013
120
Jordan
Improved vocational training
2010
2013
2,943
Uganda
Construction of vocational training center
2011
2013
680
Uzbekistan
Improved vocational training in Samarkand
2013
2016
365
Nepal
Mongolia
Bangladesh
Cultivation
of technical
manpower
Vietnam
KOICA
ANNUAL
REPORT
2013
Cultivation
of technical
manpower
Egypt
Improvement of auto vocational training system
2008
2013
34
Cameroon
Construction of national vocational training center
2013
2017
578
Cambodia
Construction of human resource development center
2010
2014
1,728
Colombia
Korea-Colombia cooperation for improvement of vocational
training in Central and South America
2011
2013
421
Paraguay
Construction of vocational training center in Asunción
2010
2015
1,748
Pakistan
Follow-up activities for support for clothing production
technology training center in Karachi
2012
2013
133
2nd round of support for construction of vocational training
center in Davao
2011
2014
754
Construction of Korea-Philippines Human Resource
Development Center
2010
2014
1,023
Philippines
Nepal
Construction of ICT Center at Tribhuvan University
2010
2013
1,396
Bangladesh
Improvement of e-Learning at Open University
2011
2013
514
Development and capability strengthening of Industrial Safety
and Health Training Center
2013
2015
568
Elevation of Korea-Vietnam Friendship IT College to four-year
university status
2013
2015
1,659
Vietnam
Improvement of ASEAN e-Learning program
2010
2013
165
Support for administrative informatization of Azerbaijan
Technical University
2011
2013
858
Support for informatization of education data at Nakhchivan
State University
2013
2015
1,038
Ethiopia
Improvement of ICT education at Adama Science and
Technology University
2013
2016
645
Iraq
Establishment of language laboratories at government
organizations and state colleges
2013
2016
1,270
Improvement of interpretation training and evaluation system
at University of World Economy and Diplomacy
2012
2014
41
Support for e-libraries at two colleges in Tashkent
2011
2013
138
Pakistan
Establishment of ICT Center in Islamabad
2010
2013
545
Palestine
Construction of Techno ICT Center in Ramallah
2011
2013
192
El Salvador
Support for social inclusion of vulnerable children in
Ahuachapán
2011
2013
688
Palestine
Construction of youth center in Jenin
2013
2016
311
Cultivation of Azerbaijan
highly-skilled
manpower
Uzbekistan
Nontraditional
education
74
75
2013
In terms of individual regions, education aid was provided as follows: 53.2% for
Asia-Pacific, 19.3% for Africa, 13.1% for Latin America, 9.3% for the Middle
East, 4.8% for Eastern Europe and CIS, and 0.3% for Oceania. The country that
received the most aid for education in 2013 was Vietnam, followed by Cambodia,
Bangladesh, Iraq, and Sri Lanka. In the case of Vietnam, the aid provided was
10.4% of the disbursement for the education sector, which is 3.05% of the total
KOICA’s disbursement for 2013.
<Table III-4> Top five partner countries in education sector
Rank
Country
Aid Amount
KOICA’s Total
Disbursement
Sector: Education
1
Vietnam
15,963
3.1
10.4
2
Cambodia
9,673
1.9
6.3
3
Bangladesh
8,215
1.6
5.4
4
Iraq
7,867
1.5
5.1
5
Sri Lanka
7,193
1.4
4.7
Total
48,911
9.5
31.9
<Graph III-2> Performance in education sector by region
Oceania 1%
Middle East 9%
Latin America 13%
Total
disbursement
153,539
Africa 19%
Asia 53%
KOICA
ANNUAL
REPORT
2013
3) Model cases of
system improvement
and program
outcomes
76
77
Program Outcome:
Development and improvement of qualification exam for national technical competence in Vietnam (2010-2013/USD 1.5 million)
Although the demand for technically-skilled manpower is rising due to Vietnam’s
rapid economic development, the country not only lacks a standardized national-level
qualification exam system but individuals with sufficient expertise to administer and
evaluate the qualification exam. For this reason, the systemization of grade standards
and administration of the exam is limited. To solve this problem, the Vietnamese
government requested technical assistance from the Korean government in establishing
an objective standard of ability with which to evaluate vocational school graduates and
job seekers as well as effectively manage the quality of vocational training. The project
was composed of the following components: establishment of a Vietnamese qualification
system and creation of qualification rules and regulations, establishment and operation
of an organization to manage the qualification exam and required finances, development
of a list of examination subjects and exam manual, and the conducting of mock exams
using sample exam questions.
The components of the project were the dispatch of experts (53MM), training programs
for invitees (3 programs held: managers and administrators of qualification system and
mock exam), and advisory committee meetings (136 meetings held with participation by
56 local experts), which made it possible to establish policies through the participation
of the involved parties. Through this project, KOICA contributed to establishing the basic
foundations for a qualification system based on the Vietnamese national competency
standard (NOSS), as well as an examination procedure. Also, for the areas of welding,
auto repair, and industrial electricity, mock exams were conducted in cities like Hanoi,
Vinh, and Ho Chi Minh City, which have high demand rates for the qualification exam. As
a result, 29 individuals eventually passed the exam, proving the potential of consistently
conducting the exam in the above three areas in Vietnam. The project expanded KOICA’s
vocational training programs, which had previously been based on support for individual
organizations, to the level of national policymaking. The Vietnamese case is expected
Establishment and training for national technical
competence qualification exam in Vietnam
to serve as a model for similar requests that may be made in the future by other partner
countries.
2013
C. Public Administration
1) Overview
The absence of healthy governance (government administrative ability, transparency,
and rule by law) hinders sustained socioeconomic development in developing
countries. Recognizing the importance of establishing a developing country’s
capability in the public administration sector in evaluating the effectiveness of
aid to that country, KOICA has designated public administration as one of its
five core aid themes. In order to strengthen sustainable growth in developing
countries, and the role of governance in accelerating economic growth, and also
assist the proper establishment of a social and economic system, the KOICA MidTerm Public Administration Strategy (2013-2015) has designated the following
strategic goals: establishment of economic development strategy, establishment of
e-government, effective and transparent cultivation of administrative capability, and
the promotion of social stability and legal/systemic modification. In particular, the
Korean government is providing various aid opportunities for developing countries
to improve the effectiveness and transparency of their public administration, based
on Korea’s experience with rapid government-led growth. Aid programs are also
being conducted that aim to strengthen the capability of human resources in public
administration and promote the establishment and operation of national systems in
developing countries.
A) Establishment
of economic
development
strategy
For countries that are in transition from a planned to a market economy and
developing countries seeking to open their doors and/or conduct systematic
economic development measures, KOICA provides consultation on the
establishment of national economic research centers and economic development
strategies as well as strengthening capabilities and establishing systems required
for a developed capital market. Based on positive evaluations of Korea as the
optimum development model for developing countries, due to its rapid economic
development in a short timeframe, there are increasingly more requests for Korea to
share its experiences with developing countries. Therefore, programs in this sector
aim to boost the desire of developing countries to become developed, discover
new growth engines, and cultivate enough national capability to achieve economic
development. In 2013, KOICA established detailed strategies for regarding how
to conduct economic development plans in Ethiopia and increase the capacity of
Moroccan trade.
KOICA
ANNUAL
REPORT
2013
B) Establishment of
e-government
78
79
For countries that do not have a master plan for their information and
communications sector, or have a master plan but do not have a concrete plan of
action with which to carry it out, KOICA provided aid for the establishment of ICT
master plans and plans of action. For countries that have a basic IT infrastructure
and demand by government ministries for informatization, KOICA provides support
for system sophistication (e-procurement, tax and tariff administration, patents, etc.)
and establishment of e-government through the installation of communications
networks for government ministries. Together with its internationally-recognized
success in establishing e-government (ranked top place in UN E-Government
Development Index in 2010 and 2012) and comparative advantage of possessing
a highly developed IT industry, Korea is receiving increasingly more requests from
developing countries for assistance in establishing e-government. By achieving
government-led informatization in developing countries by providing support
for the establishment of e-government, KOICA has contributed to improving the
efficiency and transparency of government duties. In 2013, KOICA created an ICT
master plan for Cambodia and established a test system for e-procurement for the
Tunisian government.
C) Cultivation of
efficient and
transparent
administrative
capability
In developing countries, inefficient usage of public property and finances,
increased corruption, and the limitations of government capability are handicaps
that prevent consistent socioeconomic development. For developing countries
that have a strong desire to innovate their public sector and have a significant
proportion of their national budget taken up by external aid, KOICA provides
support for the cultivation of efficient and transparent administrative capability.
With this goal in mind, the conducted programs include support for the
establishment of a government innovation roadmap, enhanced work capability of
government employees, and strengthened capability of human resources devoted
to reforming the public sector. In 2013, KOICA established a development strategy
for national statistics for the Myanmar government and a national museum in DR
Congo.
D) Social stability
and legal/systemic
modification
For Southeast Asian countries with high demand for jurisdictional cooperation
and South and Central American countries with significant instability in the public
order, KOICA provides support for social stability programs. It also conducts legal
and systemic modification programs to achieve constitutionalism by strengthening
the capability of the judicial branch, as in the establishment of training for judges.
2013
In 2013, KOICA supported the construction of a judge academy in Vietnam and
strengthened the ability to maintain public order in Honduras.
2) Aid Disbursement
in 2013
In 2013, KOICA devoted approximately 14.4% (KRW 75.2 billion, or USD 68.7
million) of its disbursement to the public administration sector.
According to region, Asia received 42.6% of the aid in the public administration
sector, followed by 24% for Africa and 11.6% for Latin America. The top five
partner countries in the governance sector were Vietnam, Indonesia, Cambodia,
Mongolia, and Nepal. The scale of aid for the above partner countries consisted
of 4.7% of KOICA’s total disbursement and 32.6% of the disbursement for the
public administration sector.
Aid in the public administration sector is currently focused on Asia, which has
relatively satisfactory economic growth indices and is rich in resources, in the
areas of capability strengthening and systems establishment for the development
strategies of recipient countries. In Asian countries (mainly Vietnam and Indonesia),
programs are focused on capability building for economic development, creation
of infrastructure, and informatization at the state level. Currently, aid for the
Asian region consists of approximately 42.6% of total public administration aid.
However, with increased demand in Africa for Korea to share its experiences of
establishing e-government and IT industry development, requests for Korea to
assist with e-government are increasing as well.
KOICA
ANNUAL
REPORT
2013
80
81
<Table III-5> Programs in public administration sector
2013 Executed
Program Budget
Program Type
Country
Program Name
Start
Year
End
Year
Establishment
of economic
development
strategy
Morocco
Strengthening of trade industry capability
2013
2015
687
Ethiopia
Establishment of detailed, concrete strategy for economic
development plan
2011
2013
954
Colombia
Strengthening of productivity competitiveness for SMEs
2011
2014
387
Nigeria
Improvement of e-government
2013
2017
845
Modernization of tax administration
2011
2013
1,829
Establishment of recovery center for IT disasters
2013
2015
282
Strengthening of ICT innovation
2013
2015
770
Establishment of informatization system for state-owned
asset management
2013
2014
316
Establishment of support system for National Assembly
activity
2013
2015
310
Modernization of immigration management system
2013
2015
1,489
Establishment of integrated information management system
for Vietnam Competition Authority
2011
2014
329
Support for administrative informatization of intellectual
property rights
2011
2013
685
Establishment of e-government education center
2011
2013
1,074
Modernization of tax administration (single-window)
2013
2015
2
Establishment of R&D center for ICT security
2011
2014
2,436
Capability strengthening of IT administration
2013
2015
563
Zimbabwe
Improvement of electronic infrastructure for patent
administration
2013
2015
2,052
Cameroon
Establishment of master plan for e-procurement
2013
2014
453
Cambodia
Establishment of ICT master plan
2012
2014
1,171
Tunisia
Establishment of model system for government
e-procurement
2011
2013
2,439
Palestine
Construction of ICT center in Ramallah
2011
2013
1,265
DR Congo
Construction of national museum
2012
2015
4
Establishment of development strategy for national statistics
2013
2014
295
Capability strengthening of convention operation
2013
2014
198
Iraq
Capability strengthening of training center for KRG Kurdish
government employees (KIPA)
2013
2016
1,092
Bangladesh
Capability strengthening of cybercrime investigation
2012
2015
648
Vietnam
Establishment of judge training academy
2013
2015
2,267
Honduras
Improvement of public security
2013
2015
108
Nepal
Rwanda
Mongolia
Vietnam
Establishment of
Azerbaijan
e-government
Uzbekistan
Indonesia
Cultivation of
efficient and
transparent
administrative
capability
Social stability
and legal/
systemic
modification
Myanmar
(unit: USD 1,000)
2013
<Table III-6> Top five partner countries in public administration sector
Rank
Country
Aid Amount
1
Vietnam
5,850
1.1
7.8
2
Indonesia
5,608
1.1
7.5
3
Cambodia
5,144
1.0
6.8
4
Mongolia
4,132
0.8
5.5
5
Nepal
3,786
0.7
5.0
Total
24,520
4.7
32.6
KOICA’s Total
Disbursement
Disbursement for the Sector:
<Graph III-3> Performance in public administration sector by region
International Organizations 10.4%
Oceania 1.2%
Eastern Europe and CIS 4.7%
Middle East 5.5%
Total
disbursement
75,200
Latin America 11.6%
Africa 24%
Asia 42.6%
KOICA
ANNUAL
REPORT
2013
3) Model cases
of system
improvement and
program outcomes
82
83
Program Outcome:
Modernization of tax administration in Nepal (2011-2013/USD 5 million)
In Nepal, tariffs make up over half of the country’s total tax revenue. As a method of
obtaining resources from internal sources to be used for national development, the need
for the modernization of tax administration in Nepal has consistently been proposed
over the years. In particular, as the Nepal Office of Customs Administration has to
exchange data with related organizations and conduct risk management duties entirely
by hand, due to the limitations of its current system, work processing is often delayed
and efficiency levels are very low. At the request of the Nepalese government, KOICA is
conducting programs to modernize Nepal’s tax administration system and strengthen its
national competitiveness. To achieve this goal, KOICA has designed BPR/ISP, developed
a UNI-PASS system and risk management system, established a data warehouse,
provided materials necessary for system operation, dispatched experts, and invited
Nepalese trainees to Korea.
This project contributed to removing sources of corruption by modernizing the duties
of the Nepalese tariff administration, improving administrative transparency and work
efficiency, and strengthening the capability of government employees. Furthermore,
by establishing a tariff administration information system, the customs processing time
has been reduced, and it has become possible to offer more user-friendly services.
By establishing a tariff work system that follows the recommendations of international
organizations such as the WTO, it is expected that the trade competitiveness of Nepal
will further improve in the future.
Modernization of tax administration in Nepal
2013
D. Agriculture, Forestry, and Fisheries
1) Overview
Approximately 75% of impoverished populations throughout the world, such as
those in rural areas of developing countries, rely on subsistence farming. In order to
achieve the first MDG, which is to reduce the number of people who suffer from
extreme poverty and hunger by half, focus must be placed on agriculture, which is
a highly important area of development as well as a tool.
ODA in the area of agriculture, forestry, and fisheries is directly related to
increasing the quality of life by reducing poverty and increasing income levels in
developing countries. Furthermore, it is important, from the perspective of primitive
accumulation of capital and consumption of goods and services, in achieving
balanced economic development through the cultivation of secondary and tertiary
industries. However, contrary to the overall increase in scale of ODA, ODA in
agriculture has decreased by over 40% since the 1980s, and continues to decrease.
The ODA budget for the agricultural, forestry, and fisheries sector of OECD/DAC
member countries has also decreased from approximately 17% of the total ODA in
the 1980s to 6% today. The cause of such a sharp budget reduction is the relatively
low performance levels of ODA in the agriculture sector compared to that in health
and medical services, education, and other areas. Fortunately, due to the direct
connection of the first MDG with the development of agriculture and farming
communities and the changing paradigm in the agriculture sector, from a materialbased approach to an overall shift in the value chain (productivity increase based
on efficiency and sustainability, improved market accessibility), the importance and
development potential of ODA in the agriculture sector has reemerged as a major
issue. In accordance with this trend, the international community is increasing
the amount of ODA in agriculture, forestry, and fisheries to support sustainable
development in farming and fishing communities in developing countries. KOICA
has also designated agriculture, forestry, and fisheries as a core aid theme and
designated five major strategic goals in accordance with its Mid-Term Strategy
(2013-2015) to conduct projects in the poorest countries.
A) Establishment of
infrastructure in
farming and fishing
communities
Most developing countries have poorly developed production and residential infrastructures,
which reduces productivity and the quality of life. Therefore, one of the most fundamental
goals of ODA is the increased convenience of residents’ everyday lives and the guarantee
of sufficient productive activity through the establishment of infrastructure in farming and
KOICA
ANNUAL
REPORT
2013
84
85
fishing communities in developing countries. In order to improve production infrastructure,
KOICA is providing aid for the expansion of water pipes (irrigation) facilities as well as
increased road networks and home improvement in order to raise standards of
living. In 2013, with the goal of securing agricultural water and sufficient irrigation
facilities, KOICA conducted 12 projects in nine countries, including Laos, Bolivia,
and the Philippines.
B) Productivity
improvement in
the agriculture,
forestry, and
fisheries industry
Due to the lack of adequate production technology and human resource/systemic
capability, the productivity of the agriculture, forestry, and fisheries industry in
developing countries is very low. It is also one of the most basic problems that
need to be addressed to eliminate poverty and raise income levels. By cultivating
and supporting production organizations, transferring production technology,
and improving policy systems, KOICA supports the improvement of productivity
in the agriculture, forestry, and fisheries industries of developing countries. In
2013, it conducted 16 projects in 12 countries, including Mongolia, Myanmar, the
Philippines, and Algeria.
C) Improved market
accessibility of
agriculture and
fishery products
The improvement of not only productivity but the market accessibility of produce
is critical in solving the poverty problem in developing countries. In order to
achieve this goal, post-harvest loss must be minimized by providing aid for
processing, storage, distribution, and marketing while increasing added value
and guaranteeing a balanced supply, which in turn requires income stability and
strengthened food security. KOICA is currently conducting various projects to
improve market accessibility for agriculture and fisheries, including aid for product
processing, improvement of distribution networks, revitalization of marketing, and
strengthened export potential. In 2013, it conducted five projects in four countries,
including Myanmar, the Philippines, and Uganda.
D) Diversification of
sources of income
In the case of developed countries, the development of the economy is
accompanied by the relative decrease of agricultural income to total farm
income and the relative increase in the proportion of non-agricultural income.
This phenomenon is caused by the need to supplement the low profitability of
agriculture compared to other industries with an increase in non-agricultural
income. In developing countries, new sources of income must be developed to
simultaneously address the problem of reduced productivity due to overpopulation
in farming communities and increased farm income. In particular, new sources of
income must be developed in order to utilize idle labor forces (rural women), which
2013
is expected to be of significant help in not only increasing the incomes of individual
farms but also the economic development of local communities. Therefore,
KOICA is currently conducting various projects in relation to this issue, including
the revitalization of farm finances and support for vocational training, agricultural
industrial complexes, and the development of tourism resources.
E) Comprehensive
development
of farming
and fishing
communities
As farming areas in developing countries have not only a poorly established value
chain of production, processing, and distribution but also poor general living
conditions as well, there needs to be an integrated approach to development.
In particular, by actively reflecting the experiences of the Saemaul Movement
in integrated development programs for farming and fishing communities, it
is possible to establish a Korean-style ODA model. In 2013, KOICA conducted
10 integrated development projects for farming and fishing communities that
were an organic combination of the above four strategic goals (establishment of
infrastructure in farming and fishing communities; productivity improvement in
agriculture, forestry, and fisheries; improved market accessibility of agriculture,
forestry, and fisheries; and diversification of sources of income) in 11 countries,
including Laos, Cambodia, Ethiopia, and Ghana.
2) Aid Disbursement in
2013
In 2013, the disbursement for agriculture, forestry, and fisheries was KRW 72.3
billion (USD 66.06 million), approximately 13.8% of KOICA’s total disbursement
(KRW 522.7 billion). The disbursement for agriculture, forestry, and fisheries
decreased by 10% from that of 2012 (KRW 65.2 billion), while its proportion of the
total program budget increased by 4.4% over that 2012 (13%).
<Table III-7> Programs in agriculture, forestry, and fisheries sector
Program
Type
2013 Executed
Program Budget
Country
Program Name
Start
Year
End
Year
Laos
Construction of irrigation dam and waterworks in Hin Hup,
Vientiane
2010
2012
20
Capability strengthening in forest management for climate change
2013
response improvement
2015
403
Development of underground water for irrigation use in Monte
Verde, Santa Cruz
2013
2013
532
Construction of irrigation canal and reservoir dam in Chuquisaca
2011
2015
385
Establishment of concrete plans for management of forest
resources
2012
2015
384
Establishment
Myanmar
of
infrastructure
in farming
and fishing Bolivia
communities
Solomon
Islands
(unit: USD 1,000)
KOICA
ANNUAL
REPORT
2013
El Salvador
86
87
Development of irrigation facilities for improved rice productivity
2013
2015
556
Reforestation activities in Navoi
2013
2016
389
Model project for forest conservation in Badaling district (Beijing)
2010
2012
245
Desert eradication in Wuchi prefecture, Yenan, Shaanxi Province
2010
2012
72
Capability strengthening for forest conservation
2010
2015
568
Construction of small-scale undercurrent facilities to secure
agricultural water and reduce flood damage
2010
4024
6,381
Creation of sustainable commercial plantations and wooden
pellet processing plant
2010
2011
893
Development of forests and water resources in Bayannayur
2009
4022
113
Support for increased productivity of eco-friendly agriculture
2013
2015
353
Model farms in Khalkhgol
2011
4026
634
Improvement of foot-and-mouth disease prevention system
2011
2013
519
Land reorganization and farm machinery training for agricultural
mechanization
2013
2015
794
Provision of farm equipment and capability strengthening
for research on plant breeding at Bangladesh Rice Research
Institute
2011
2013
460
Mechanization of farm work and increased productivity in
highland areas through capability strengthening of farmers
2013
2013
297
Construction of farm technology training center
2011
2013
582
Construction/technology transfer for shrimp nursery in Sahara
2010
2014
2,171
Second round of support for production technology for seed
potatoes
2011
2014
244
Angola
Capability strengthening regarding water accumulation
technology
2011
2016
666
Uganda
Construction of training center for agricultural leaders
2011
2013
1,804
Cambodia
Establishment of master plan for construction of agriculture
investment zone
2011
2013
157
Pakistan
Construction of capacity building center for agricultural and
livestock technology at Arid Agriculture University
2012
2015
287
Palestine
Construction of bio-research center
2013
2016
251
Philippines
Establishment of GIS for integrated water resource management
2012
2015
971
Mongolia
Capability strengthening for farm produce safety management
2013
2016
344
Support for post-harvest management of agricultural produce
2011
2013
1,819
Construction of fruit processing plant
2011
2013
501
Establishment of strategy for agricultural processing
2013
2015
1,260
Construction of rice processing center
2009
2012
159
Saemaul agricultural development in Quirino
2013
2016
1,030
Uzbekistan
Establishment
China
of
infrastructure
Kirgizstan
in farming
and fishing
communities
Philippines
Mongolia
Myanmar
Bangladesh
Bolivia
Improved
productivity Sudan
of farming
and fishing
communities Algeria
Improvement
Myanmar
of market
accessibility
Uganda
for agriculture
and fishery
produce
Philippines
2013
Rural development projects in Shuenge
2010
4022
Integrated rural development in Kichini
2013
2017
Ghana
Integrated rural development in Dawhenya
2011
2013
1,812
Rwanda
Integrated rural development in Nyaruguru
2013
2013
131
Establishment of agriculture development plan and model project
in central region of Kalimantan
2010
2013
833
Poverty elimination projects in rural areas
2011
2014
2,311
Integrated rural development in Morogoro
DR Congo
Integrated
Indonesia
development
Colombia
of farming
communities Tanzania
2010
2013
856
Tanzania and
Korean Millennium Village program
Uganda
2009
2013
1,361
Nepal and
three other
countries
Korea-WFP Saemaul Zero Hunger Communities program
(Nepal, Rwanda, Bangladesh, and Tanzania)
2011
2015
3,966
Increase of farm household income through establishment of
more farms
2011
2013
768
Income increasing program for farmers in northern Uganda
2012
2013
1,293
Afghanistan PRT farmland development and reconstruction program in Parwan 2010
4024
2,339
Diversification Uzbekistan
of income
sources
Uganda
Others
1,770
By region, Asia received the most aid (43.1%), followed by 27% for Africa, 9.3%
for Latin America, 3.9% for Eastern Europe and CIS, 0.9% for Oceania, and 0.6%
for the Middle East. Compared to 2012, cooperative programs with international
organizations increased by 78%, indicating the increasing popularity of the multiparty cooperation format.
The top five partner countries and organizations in the agriculture, forestry, and
fisheries sector were the Philippines, WFP, Uganda, Myanmar, and Algeria. The aid
provided to the above partner countries and organizations was 9.7% of KOICA’s
total disbursement and 55.4% of the disbursement for the agriculture, forestry, and
fisheries sector.
KOICA
ANNUAL
REPORT
2013
88
89
<Table III-8> Top Five Partner Countries in the agriculture, forestry, and fisheries sector
Rank
Country/
Organization
Aid Amount
KOICA’s Total
Disbursement
Sector: Agriculture, Forestry,
and Fisheries
1
Philippines
10,326
2.0
14.3
2
WFP
5,756
1.1
8.0
3
Uganda
4,600
0.9
6.4
4
Myanmar
4,677
0.9
6.5
5
Algeria
2,903
0.6
4.0
Total
28,262
5.5
39.2
<Graph III-4> Performance in agriculture, forestry, and fisheries sector by region
Middle East 0.6%
Oceania 0.9%
Latin America 9.3%
Total
disbursement
72,309
Africa 27.0%
Asia 43.1%
KOICA
ANNUAL
REPORT
2013
1. Overview 2. Performance by sector
3) Model cases
of system
improvement and
program outcomes
Program Outcome:
Integrated rural development program in Dawhenya, Ghana (2011-2014/USD 3.6 million)
Despite the fact that Ghana’s Dawhenya area is one of the government’s five strategic
rice-growing regions, the aging irrigation facilities and low productivity rate have kept
the local economy from rising out of poverty. By improving the irrigation facilities and
other infrastructure in addition to applying the Saemaul Movement to integrated rural
development in the region, KOICA is conducting model programs based on Saemaul
Movement principles in order to establish local governance and develop the rural economy.
By introducing elements of the Korean Saemaul movement (e.g. revitalization of
community organizations) into its programs, KOICA conducted a model gender
mainstreaming program that took into consideration the benefits and participation of
women, which is believed to have created a model for recipient-participation programs
and gender mainstreaming programs. KOICA reflected the opinions of local residents
as much as possible throughout the program and encouraged the voluntary and
enthusiastic participation of residents. By cultivating community organizations and
water management organizations, KOICA made it possible for the management of
the program’s outcomes to continue even after the program period. Also, as a model
gender mainstreaming project by KOICA, the principles of gender mainstreaming were
applied throughout the program. Considering the fact that the major beneficiaries of
agriculture sector programs are farmers (who are mostly male), a statistical analysis was
conducted separately for men and women from the earliest stages of the program. Many
precautions were taken so that women farmers and residents were not alienated from
the benefits of the program.
Furthermore, in order to increase agricultural productivity, aging farming facilities were
renovated and repaired while schools and the daily-use facilities of residents were also
repaired. The program is considered to have strengthened the capability of residents,
contributed to achieving the agricultural development policy standards of the Ghana
government as well as the policy goals of the local government, and improved the quality
of life for local residents.
Integrated rural development program
in Dawhenya, Ghana
KOICA
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2013
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91
E. Industry and Energy
1) Overview
In order to achieve sustainable development in developing countries, it is important
to consider not only social development but also the establishment of an
economic infrastructure that can accommodate the rapid population increase and
industrialization of developing countries while cultivating self-sustainable economic
growth. KOICA’s industry and energy sector includes infrastructure facilities and aid
for the establishment of such facilities necessary in the early stage of the economic
development of developing countries, including transportation infrastructure, urban
development, development of water resources, energy development, and the
development of a stable supply of electricity.
Regarding the industry and energy sector, in order to accelerate the economic and
industrial development of developing countries, KOICA is focusing on conducting
development consulting-centered programs, such as the establishment of
master plans and feasibility studies and execution drawings for the construction
of infrastructure, including roads, cities, industrial complexes, water resource
development facilities, and electricity transmission and distribution networks.
Furthermore, to enhance capacity building and a sense of ownership, KOICA also
provides support for training programs in Korea to cultivate local manpower in the
repair, construction, and maintenance/management of industrial infrastructure, as
well as the dispatch of experts to developing countries to provide technical support.
Among the detailed strategic goals for the industry and energy sector, the
development of transportation infrastructure makes possible not only the
elimination of poverty and narrowing of the inter-regional gap between the rich
and poor but also sustainable economic development, through the improvement
of market accessibility by marginalized regions, job creation, and the provision of
incentives for domestic and international investment. The establishment of the
foundations for land management contributes to the efficient use of national land,
development of primary industries such as agriculture, and the improvement of
national welfare conditions through the management of national land and water
resources and the enhanced ability to make use of such resources in an efficient
manner. Lastly, by supporting energy development and providing a stable supply of
electricity in regions with a high concentration of poor residents, KOICA hopes to
help eliminate poverty and contribute to local development.
KOICA
ANNUAL
REPORT
2013
A) Improvement
of national
transportation
infrastructure
The development of transportation infrastructure has the initial effect of making
it possible to effectively and safely transport people and objects for all types of
educational, welfare, public safety, and economy-related activities and revitalize
the construction sector. In the mid to long term, this revitalizes domestic and
international exchange (e.g. inter-regional trade, overseas export) and creates
the conditions necessary for the enhancement of private welfare benefits and
development of the national economy through the increased profit-earning
capability of citizens. To achieve this goal, KOICA provides development consulting
and operates capability strengthening programs regarding infrastructure
construction (e.g. roads, railways, airports, and harbors). Also, in order to reduce
greenhouse gas emissions, it provides support for programs that can respond
effectively to climate change, including the easing of traffic congestion in urban
areas and establishment of Traffic Information Systems (TIS). As a result, improved
traffic infrastructure eases social conflict by improving market accessibility for
marginalized regions and narrowing the inter-regional gap between rich and
poor, and is also expected to contribute to sustainable economic growth that is
environmentally friendly and assists balanced national development.
Major programs conducted thus far include the improvement of roads and carrying
out of construction feasibility surveys in Indonesia and Paraguay, establishment of
a master plan for an expressway network in Myanmar, carrying out of a feasibility
survey for railroads in Cambodia and Paraguay, establishment of a master plan for
the development of national airports in the Philippines, establishment of a cuttingedge traffic management system in Sri Lanka and Paraguay, and improvement of
traffic safety in Cambodia.
B) Establishment
of foundation
for national land
management
Due to a lack of experience and capability in relevant areas, the majority of
developing countries are experiencing difficulty in establishing a plan for national
land management that responds to rapid urbanization and supports growth
engines, which is a stumbling block in terms of economic growth and national
development. So that recipient countries can establish a management system
for national data and resources and designate their own development priorities,
KOICA provides support for the technical and capability strengthening of relevant
organizations. At the same time, by supporting the establishment of master
plans for the efficient use of national land through the strengthening of planning
capabilities, carrying out of legal investigations for sustainable urban planning,
KOICA
ANNUAL
REPORT
2013
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93
strengthening the capability of citizen-participatory development, and utilization of
water resources, KOICA is contributing to sustainable development.
Major programs conducted thus far include the establishment of development
plans (creation of development master plans for industrial complexes and new
cities in Vietnam, Nepal, Indonesia, and Honduras), establishment of plans for the
management of national water resources (Sri Lanka, Rwanda, and Azerbaijan),
establishment of a master plan for the development of mineral resources,
infrastructure, and resource procurement in Mongolia, and establishment of
information management systems for the management of national land (creation
of land registration map and land registration program in Jamaica).
C) Improvement
of electricity
and energy
infrastructure
Approximately 1.4 billion people (over 20% of the global population) do not have
access to electricity, and the majority of them reside in rural areas of developing
countries. The electricity gap among regions in sub-Saharan Africa and South
Asia is particularly serious, intensifying economic and social inequality in various
places throughout the world. Also, due to the price instability of fossil fuels caused
by anxiety over the international environment and global warming, international
regulations in these areas are being strengthened. As a result, with the transition
to eco-friendly industrial systems being requested not only of developed nations
but also of developing nations, the cost of developing energy infrastructure in
developing countries continues to increase.
The purpose of aid for electricity and energy infrastructure is to contribute to easing
the inter-regional gap between the rich and poor, as well as promote sustainable
economic development through the stable supply of electricity. Considering that
over 80% of energy-alienated populations in developing countries live in poverty
in farming and fishing communities, there is a need for aid in these areas to
secure sufficient sustainable, as well as cheap and stable, energy sources for those
without access to electricity. To achieve this goal, KOICA provides infrastructure
(establishment of local energy networks that utilize new and renewable energy,
including solar power, small hydropower, and wind power), support for the
establishment of master plans for the stable supply of electricity by the state, as well
as training programs that serve to increase the efficiency and operational capability
of transmission and distribution networks.
2013
Major programs conducted thus far include the development of a solarpowered irrigation pump and home system in Bangladesh that uses new
and renewable energy to improve local living conditions, the construction
of a solar power plant in the Galapagos Islands that helped ease the interregional gap between the rich and poor, and the improvement of energy
efficiency levels and construction of an automatic check system in Iraq, which
contributed to improving energy efficiency.
2) Aid Disbursement in
2013
In 2013, the industry and energy sector took up 15.3% (KRW 77.94 billion or USD
73.03 million) of the total disbursement.
<Table III-9> Programs in the industry and energy sector
Program
Type
2013 Executed
Program Budget
Program Name
Start
Year
End
Year
Feasibility study for railroad construction
2011
2013
456
Feasibility study for renovation of national highways
(No. 1, 2, 6, and 7)
2012
2014
522
Establishment of cutting-edge traffic management system in
Asunción
2013
2015
1,873
Improvement
Cambodia
of national
transportation
infrastructure
Indonesia
Establishment of railroad master plan
2011
2013
1,403
Improvement of traffic safety for national highways
(No. 3 and 48)
2011
2014
622
Feasibility study for construction of one section of toll expressway
2012
on Sumatra
2014
1,104
Myanmar
Master plan for expressway network
2013
2015
1,363
Philippines
Master plan for national airport development
2013
2015
826
Sri Lanka
Technical support for establishment of cutting-edge traffic
management system in Colombo
2013
2015
756
Editing of master plan in Hue
2011
2013
824
Establishment of master plan for state-led green growth
2013
2015
905
Establishment of master plan for development of Lumbini
2011
2013
868
Feasibility study for techno park in Gafsa
2012
2013
522
Feasibility study for special development areas
2012
2014
908
Water-related programs in Absheron (focused on developing
renewable water resources)
2010
2015
5,185
Construction of sewage processing facilities in Kasur
2012
2014
43
Country
Paraguay
Vietnam
Creation of
foundation and Nepal
comprehensive Tunisia
development Honduras
for national land
management Azerbaijan
Pakistan
(unit: USD 1,000)
KOICA
ANNUAL
REPORT
2013
94
95
Master plan and feasibility study for the improvement of
drainage facilities in Palembang, Sumatra
2012
2015
166
Model renovation of Keelung River
2013
2015
338
Feasibility study and detailed plan for construction of textile
complex in central Java
2011
2013
1,573
Feasibility study of water resource development in Nyagatare
2013
2015
686
Feasibility study and execution drawing for multi-purpose dam
in Digilioya
2013
2015
758
Maps of Lamu Port and neighboring areas
2011
2013
264
Creation of land registration map, land registration program
2012
2014
1,141
Second round of support for creation of 1:1,000 scale map of
Ulan Bator
2013
2015
2,236
Drinking water supply and efficiency of water resources in
Yarmag, Ulan Bator
2010
2014
5,417
Establishment of master plan for mineral resource development,
infrastructure establishment, and resource procurement
2013
2016
555
Ecuador
Construction of solar power plant in Galapagos
2010
2015
4,348
Uzbekistan
Reduction of damage to electricity supply, AMR activities
2011
2013
1,179
Model project for recycling of electric/electronic equipment
2011
2014
1,105
Capability building of electricity supply management to
increase trust in supply provision system
2013
2015
397
Second round of support for automation of electricity supply
in northern Cairo
2011
2015
4
Capability building in electricity sector
2012
2014
671
Morocco
Support of foundation of research center for increased
efficiency of solar energy usage
2012
2014
1,086
Iraq
Improvement of efficiency of electricity and creation of an
automatic check system
2013
2016
653
Indonesia
Rwanda
Creation of
foundation and Sri Lanka
comprehensive
development Kenya
for national land
Jamaica
management
Mongolia
Tunisia
Improvement
of electricity
Egypt
and energy
infrastructure
Ghana
By region, Asia received 53% of the total aid for the industry and energy sector,
followed by 19% for Latin America and 14% for Africa. The top five recipient
countries in 2013 in the industry and energy sector were Mongolia, Indonesia,
Ecuador, Azerbaijan, and Vietnam. The aid for the above five countries for 2013
comprised 7.2% of KOICA’s total disbursement and 47.2% of the disbursement for
the industry and energy sector.
2013
<Table III-10> Top five partner countries in the industry and energy sector
Rank
Country
Aid Amount
KOICA’s Total
Disbursement
Disbursement for the Sector:
Industry and energy
1
Mongolia
12,553
2.4
15.7
2
Indonesia
7,816
1.5
9.8
3
Ecuador
5,974
1.1
7.5
4
Azerbaijan
5,777
1.1
7.2
5
Vietnam
5,594
1.1
7.0
Total
37,714
7.2
47.2
<Graph III-5> Performance in industry and energy sector by region
Oceania 0.8%
Middle East 2.3%
Latin America 19%
Total
disbursement
79,945
Africa 13.9%
Asia 53.2%
KOICA
ANNUAL
REPORT
2013
3) Model cases of
system improvement
and program
outcomes
96
97
Program Outcome:
Two-stage construction of bypass in Siem Reap, Cambodia (2005-2012/USD 10.8 million)
Although Cambodia lacks developed industries in areas such as manufacturing and
agriculture, due to the instability of its socioeconomic structure caused by internal civil
conflict and backward social infrastructure, the potential for the development of the
tourism industry is high, due to its wealth of cultural heritage sites, such as Angkor Wat.
However, due to the increasing tourist traffic (numbering in the hundred thousands) to
Angkor Wat, tourism is causing serious damage to the ruins as well as the environment.
The Cambodian government realized that, to solve this problem, it needs to build a
bypass around Angkor Wat, and requested aid from the Korean government in 2002.
In response, KOICA provided aid for the two stages of construction of a bypass to
supplant the existing road that passed directly through Angkor Wat (Stage 1: 15.1km,
USD 1.6 million, 2005~2006/ Stage 2: 21.5km, USD 9.2 million, 2010~2012). The aid
from KOICA for the construction of such economic infrastructure not only will prevent
further damage to the ruins of Angkor Wat, but has also contributed to the revitalization
of the tourism industry by enhancing the mobility of tourists in the area. Furthermore,
the reduction in environmental pollution levels has improved the quality of life for local
residents.
Two-stage construction project for
Friendship Road in Cambodia
2013
F. Cross-Cutting Issues
1) Overview by
sector and Aid
Disbursement
A) Gender
Achieving gender equality in developing countries is not only vital to strengthen
the capability of women, but is also necessary to achieve other MDGs. Considering
this fact, KOICA continues to work toward improving development efficiency by
achieving gender equality.
Each year, KOICA establishes a gender equality plan and sets goals for gender
mainstreaming that fit the characteristics of each department, and also defines
smaller target goals, thereby increasing its responsibility in this area. Its major results
in 2013 are as follows: establishment of a “KOICA gender equality development
cooperation plan” and organization-wide indices, creation of budget and balancing
of accounts for gender perception programs related to government gender
mainstreaming policies, completion of gender influence analysis and valuation,
provision of aid for the establishment of sector-wide evaluation guidelines (goal
of 9th Committee for International Development Cooperation (CIDC)), provision
of support for gender mainstreaming in countries without CPS (Palestine, Iraq,
and Afghanistan), gender education classes for KOICA employees (as well as ODA
program workers and the general public), promotion of gender mainstreaming and
discussion of strategies through quarterly meetings of gender perception officers,
implementation of test programs for gender mainstreaming (nine projects), and
dispatch of gender experts/conducting of gender analysis at the negotiation stage.
The 2013 budget for gender perception was KRW 137.377 billion (based on the
account-closing figure).
(1) Multinational
training programs
The multinational training programs conducted in 2013 achieved a female
participation rate of 34%. KOICA conducted six women’s empowerment programs
(enhanced financial capability of rural women, maternal and child healthcare,
gender equality policies, etc.), 62 inclusions of “gender and development” as a
theme of regular ODA training programs, a 31.5% participation rate by women in
country-specific training programs, and women’s empowerment programs in five
developing countries (including Afghanistan and Bangladesh).
KOICA
ANNUAL
REPORT
2013
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99
<Table III-11> Goals and actual results of multinational training programs (2013)
No.
Goal
Actual Results
1
30% of all trainees in long-term
- Overachievement of goal: 38% (115/301 trainees)
degree programs being women
2
① Enhanced financial capability of rural women
② Improved efficiency of, provided aid through,
strengthening of women leadership skills
Women’s empowerment section
③ Improved maternal and child healthcare (Latin
for women in multinational
America)
training programs
④ Improved maternal and child healthcare (Asia-Pacific)
⑤ Improved maternal and child healthcare (Africa:
English-speaking areas)
3
- Inclusion of “gender and development” lecture in
Increased effectiveness of lecture
ODA lectures
methodology for “gender and
- Included in 62 training programs
development” theme
(starting August 2013)
<Table III-12> Change in participation ratio of women in training programs by country
Region
Africa
Central
Afghanistan/CIS
2010
27%(171/632)
2011
2012
2013
24%(151/630)
34%(283/821)
31.9%(283/916)
28%(201/716) 31.2%(223/714)
33%(215/675)
29.34%(98/334)
34.8%(93/267) 34.5%(110/319)
29.5%(90/305)
Latin America
33.5%(76/227)
Asia-Pacific
32.7%(185/565)
35%(276/786)
31%(714/222) 32.37%(361/1115)
(Source: Performance statistics on invited trainees, internal KOICA data, 2013)
(2) World Friends Korea
programs
The World Friends Korea (WFK) volunteer program is one of KOICA’s programs
with the highest female participation rates. Following on the heels of 2012, the
proportion of female members in 2013 was extremely high at 67.4%. Beginning
in 2012, gender perception training was made mandatory for all WFK participants
and administrators, and in 2013, gender perception training was conducted for all
new WFK groups (World Friends, World Friends Advisors, Dream Volunteers, and
Saemaul Volunteers).
2013
<Table III-13> Male/female ratio of KOICA service program members
2012
2013
Total no.
Female
Male
Total no.
Female
Male
World Friends
Korea-regular members
813
45
(56%)
358
(44%)
860
580
(67.4%)
280
(32.6%)
World Friends
Korea-NGO
249
171
(68.7%)
78
(31.3%)
340
265
(77.9%)
75
(22.1%)
World Friends Advisors
84
1
(1.2%)
83
(98.8%)
120
2
(1.7%)
118
(98.3%)
(Source: Gender perception budget statistics, internal KOICA data, 2013)
(3) Development
cooperation test
programs for gender
equality
To achieve gender mainstreaming in all of its ODA programs, KOICA has adopted
a two-track strategy to simultaneously reflect a gender awareness perspective in
programs for which the target recipients are women as well as in the overall results
of regular programs that have their own goals (health, education, etc.). In 2013,
KOICA cooperated with the UNDP, UNICEF, and UNFPA on a total of six programs
in the areas of maternal and child healthcare and job skills development. In terms of
private-public cooperation, KOICA and the women’s advocacy group DoRunDoRun
jointly conducted an education session on the theme “sustainable development
and gender”.
Also, in order to effectively reflect a gender mainstreaming perspective in programs
on the five core KOICA themes, in 2013, KOICA made efforts to apply the gender
mainstreaming perspective in each stage of the process (program planning,
implementation, monitoring, and evaluation) for nine pilot programs designated
for gender equality development cooperation. For these programs, gender experts
were sent to the program site, in the survey stage, to conduct a gender analysis
on the needs for each gender and the status of gender equality in the country
in question. Also, in the planning stage, gender mainstreaming guidelines were
reflected that would enhance gender equality while the program was actually being
carried out.
KOICA
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REPORT
2013
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101
<Table III-14> Pilot programs in the gender equality sector
Period
Total Budget
Country
Pilot Programs on Gender Equality
Cambodia
Development of self-sufficient farms in
Cambodia through Saemaul Movement
2014-2016
5,500
Philippines
Capability strengthening of local healthcare in
Iloilo, Philippines
2013-2015
7,500
Nepal
Regional development in Nepal
2014-2017
4,350
Jordan
Construction of health centers in four regions of
Jordan
2014-2015
4,260
Afghanistan
Construction of patient wards and ICU for
Ibne-Sina Emergency Hospital, Afghanistan
2014-2017
15,000
Tanzania
Second round of capability strengthening for
basic medical care and maternal and child
healthcare in Tanzania
2014-2016
2,000
Morocco
Capability strengthening and statistical survey of
Moroccan industries
2014-2018
6,100
Equador
Improvement of basic medical care services in
Guayas, Ecuador
2014-2017
5,000
Bolivia
Solar energy-based home lighting and
construction of agricultural water facilities in
Bolivia
2013-2015
3,000
(USD 1,000)
2013
Program Outcome:
Improvement of drinking water sanitation in Krachi, Ghana (2011-2014/USD 4 million)
In Ghana, it is the women and girls who are responsible for obtaining the family’s water
for drinking and domestic use. The task of obtaining water is an important aspect of
everyday housework. However, due to poor infrastructure and the time and physical
labor involved, obtaining drinking water is difficult, and is the major cause of low school
attendance rates among girls. Furthermore, in the process of carrying water from lakes
and rivers back home, women are exposed to schistosomes and other waterborne
diseases. The danger of sexual violence inflicted by local men during the long journey
home at late hours is also a very real threat.
For this project, KOICA created the Water Sanitation Committee and ensured that at
least 30% of the members were female residents for the areas in which the project was
conducted. This measure was taken based on the fact that women are the most directly
affected by any changes in the water supply. Women were also guaranteed a voice in all
decision-making processes related to well installation, maintenance, and management,
and aid was provided in the form of training on personal hygiene and how to maintain
the cleanliness of well facilities in each region, thereby improving women’s understanding
of sanitation-related issues. Through the installation of wells and related activities of this
program, it is expected that the number of women suffering from waterborne diseases
will be decreased, and that women will have less exposure to sexual violence.
Drinking water improvement
project in Krachi, Ghana
KOICA
ANNUAL
REPORT
2013
B) Human Rights
Through its KOICA Human Rights Strategy (2013-2015), KOICA aims to prepare
the systemic foundation for an approach to human rights based on capability
strengthening (HRBA). After establishing a vision and overarching goals for the human
rights sector, it systematically developed major principles, approach, subordinate goals,
and detailed strategies for the achievement of the overarching goals.
After first adopting the principles of participation, equality, and non-discrimination,
and the responsibility for human rights outlined by international standards, KOICA
adopted the human rights-based approach, which reflects these principles in actual
development plants and policy/development processes. Also, after establishing
the goals of “capability building of those with rights and responsibilities” and
“establishment of systemic foundations related to the human rights-based
approach,” KOICA designated several subordinate projects for each goal.
In relation to the human rights-based approach, KOICA is also working toward
applying HRBA to the entire program process from brainstorming to evaluation and
strengthening related domestic and international partnerships. Also, the inclusion
of human rights as an issue in all sectors has been a major factor in each step of the
program process, from the proposal to the evaluation stage.
In 2013, after the establishment of an aid strategy for human rights, KOICA operated
a multinational training program (Human Rights Policy Development Program,
Mar. 10 to 30, 2013, with 16 participants from 8 countries), which included
lectures on the topics of the universality of human rights, international human
rights organizations, and international human rights systems. Also, International
Development Cooperation (2013, Vol. 1), which was published alongside the 18th
KOICA Development Cooperation Forum (Feb. 26, 2013), included an article entitled
“RBA debates based on international human rights and their implications for Korea”.
This promoted the continued trend of surveys of related issues. In addition, KOICA
participated in the OECD/DAC public management network (GOVNET) annual
meeting (Apr. 2013) and a political and economic analysis workshop (Dec. 2013),
where it took part in an international discussion on governance.
Furthermore, by expanding its ODA programs in the human rights/democracy
sector and participating in OECD GOVNET, KOICA plans to continue its cooperative
efforts and learn from the experiences of advanced donor countries in international
development cooperation in the areas of democracy and human rights.
102
103
2013
Program Outcome:
Construction of special education school in El Salvador (2010-2012/USD 2.3 million)
Although El Salvador concentrated its investment in the education sector after the end of
the civil war in the 1990s, financial difficulties have made it unable to adequately provide
for the educational needs of 48,000 children with physical and mental disabilities. By
providing new buildings and capability building of the educational curriculum of San
Jacinto School, the most renowned special education school in the country, KOICA aims
to assist the social inclusion of its students by providing them with an education tailored
to their needs.
By negotiating with the El Salvador Ministry of Education from the program planning
stage and sharing and discussing the content of each subsequent stage, KOICA did its
best to provide assistance on critical aspects of the program. As such, KOICA provided
aid for not only construction labor and materials for a new building but also consultations
on operational and teaching method development. To ensure that education here would
be sustainable in the long term, it also conducted training programs on the management
of schools specializing in vocational education and teaching and learning methods
per disability type. KOICA’s efforts are currently being introduced to other regions of El
Salvador as a successful case of guaranteeing equal education rights for students with
disabilities by treating them as full individuals with the human rights that they deserve.
Construction of special education school
in El Salvador
KOICA
ANNUAL
REPORT
2013
C) Environment
104
105
In its peer review of Korea in 2012, the OECD/DAC recommended reinforced
environmental mainstreaming in all sectors as an integrated means of solving
various global environmental problems. As can be seen in the regulation
establishing the prime minister as the president of a task force with the goal of
creating evaluation schemes for all sectors related to international development
cooperation, there is an undeniable need for the establishment and development
of supplementary guidelines for a comprehensive strategy on the environment and
development.
To help achieve this goal, KOICA proposed a mid to long term direction for
environmental mainstreaming through specific measures, including a system and
guidelines for the environmental officer system. To ensure that short-term goals
can be established, it also created the KOICA Environmental Mainstreaming Midterm Strategy (2013-2015) and “performance guidelines” to further strengthen
the foundations of the actual performance and implementation of environmental
mainstreaming at a practical level. Also, to facilitate a more efficient work process
than that outlined in the 2012 guidelines, an additional Guide to conducting
programs in environmental mainstreaming was developed.
Based on these efforts, the number of designated test programs for environmental
mainstreaming increased from just three in 2012 to 25 in 2013. For the three
programs regarded as having an influence on the environment, an EIA and basic
environment survey were conducted from the program development and presurvey stage. The purpose of this was to gain an understanding of the degree of
environmental influence exercised by development cooperation programs and
minimize the negative effects of the program activities on the environment. In
the future, KOICA plans to conduct an overall expansion and strengthening of
environmental mainstreaming in all new programs.
In order to strengthen the capability of personnel to implement environmental
mainstreaming in a stable manner, KOICA held training programs for environmental
officers per department. Also, by conducting a workshop for all program officers on
environmental guidelines and the Guide to conducting programs in environmental
mainstreaming, KOICA promoted awareness and consideration of environmental
issues for each program stage.
2013
<Process on conducting/applying environmental mainstreaming>
Environmental Officer
Support for environmental
mainstreaming, consultation on
influence of project on the
environment
Policy execution
department
Regional program
department
Through environment officer system,
establish system of action for
environmental mainstreaming in all
aspects of policy and programs
Country-specific
strategies:
Program
development:
Preinvestigation:
Program
execution
- Establishment of countryspecific environment
analysis department
- Reflect environmental
mainstreaming on CPS
- Categorize green ODA
programs
- Confirm program’s CRS
code and policy marker
- Screening for environmental
influence
- Conduct basic environment
survey (environment
checklist)
- Environment evaluation
- Establish environmental
mainstreaming strategy on
preliminary
- Execution plan, monitoring
of influence on environment
Application of environmental mainstreaming for each stage of KOICA program
conducting process (strategy planning, program creation, etc.)
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Program Outcome:
Feasibility study and environmental influence valuation of section 1 of toll road in Sumatra,
Indonesia (2012-2014/USD 3.5 million)
Most infrastructure construction projects conducted in developing countries create
considerable environmental damage during the construction process or conflict with local
residents concerned about the environmental damaged caused by the project. Projects
expected to have a negative effect on the environment mostly involve infrastructure,
including general construction (highways, railroads, bridges, airports, etc.), mine
development, and hydropower plants.
By conducting a feasibility study for the road project planned by the Indonesian
government (construction of section 1 of toll road in Sumatra), KOICA was able to take
prior consideration of the environmental problems and potential for conflict with the local
community. In order to minimize the negative impact of the construction work, it is also
conducting an EIA of the project.
Feasibility study and environmental
influence valuation of section 1 of toll road
(Sumatra, Indonesia)
2013
D) ICT
KOICA does not consider ICT to be an independent sector, but instead has
redefined it as an area that must be applied to all programs conducted by all
sectors. The goal is not to be limited to programs for which ICT is the primary
objective, but to utilize ICT as a means of conducting and enhancing the efficiency
of programs in all sectors. As Korea is internationally recognized for its successful
establishment of e-government (ranked first place in the UN e-government
Development Index in 2010 and 2012) and has comparative advantage in the
advanced IT industry, it is receiving an increasingly number of requests for not only
aid in establishing e-government for developing countries but also for projects in
various other areas that utilize ICT. For all sectors, ICT programs are conducted
under one of the following categories:
(1) Cultivation of ICT
personnel
This type is mostly used for programs in the education sector. Skilled ICT personnel
are critical to the achievement of industrial development in the twenty-first century,
and in an information society, they are required by many developing countries as a
means of creating new jobs, attracting foreign capital, and increasing income levels.
To promote the development of ICT in developing countries, KOICA is currently
providing support for the construction of ICT centers and the cultivation of ICT
technicians.
(2) Establishment of
e-government
The computerization of administration is a critical factor in increasing administrative
efficiency and transparency in developing countries. Therefore, depending on
the ICT situations in particular countries, KOICA is conducting its programs in
a differentiated manner according to the following strategies: ① for developing
countries in the early stages of ICT or that do not have ICT policies, aid is provided
for the creation of a government-wide master plan for establishing ICT policy
and standards for informatization, ① for countries that do have a governmentled ICT policy, but lack the necessary infrastructure or information technologybased infrastructure, aid is provided for the establishment of basic administrative
infrastructure that is compatible with e-government, and ① for countries equipped
with basic ICT policies and/or have information technology-based infrastructure, aid
is provided for phased informatization and/or public services, in accordance with a
mid to long-term plan.
(3) Expansion of ICTutilizing technology
For developing countries with a relatively well-established information
communications infrastructure, the majority of KOICA aid is used for the
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2013
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establishment of systems, including networks, library informatization based on basic
IT infrastructure, medical informatization, and e-business transactions. Through
such systems, KOICA aims to utilize ICT to develop informatization throughout the
economy, society, and culture of developing countries, in addition to improving the
quality of life.
<Table III-15> Programs in the ICT sector
2013 Executed
Program Budget
(unit: USD 1,000)
Country
Program Name
Start
Year
End
Year
Vietnam
Establishment of electronic transfer-integrated management
system for hazardous wastes
2009
2013
Pakistan
Construction of ICT center in Islamabad
2010
2013
545
Palestine
Construction of techno-ICT center in Ramallah
2010
2013
1,457
Mongolia
Establishment of e-procurement system
2010
2013
37
Egypt
Second round of computerization for processed goods quality
2010
supervisory agency
2013
60
Vietnam
Establishment of qualification system for national technical
qualification
2010
2013
155
Sri Lanka
Development of reception analysis system for marine
meteorological satellite
2010
2013
80
Nepal
Construction of ICT center at Tribhuvan University
2010
2013
1,096
Vietnam
Capability building for ASEAN e-learning
2010
2013
165
Tanzania
Modernization of tariff administration in Tanzania’s Tax Service 2010
2013
200
Mongolia
Survey of current mining conditions and establishment of
mine informatization
2010
2013
91
Indonesia
Construction of ICT security R&D center
2011
2014
2,436
Mongolia
Establishment of integrated land data system in Ulan Bator
2011
2013
385
Bangladesh
Capability building of Open University e-learning
2011
2013
514
Support for administrative informatization at Azerbaijan
Technical University
2011
2013
858
Support for administrative informatization of intellectual
property rights
2011
2013
685
Azerbaijan
Uzbekistan
25
Construction of geographic IT center for city planning
2011
2013
92
Interpretation training and improvement of evaluation system
at University of World Economy and Diplomacy
2011
2013
41
Support for e-libraries at two universities in Tashkent
2011
2013
138
Nepal
Modernization of tariff administration
2011
2013
1,829
Tunisia
Test establishment of e-procurement system for Tunisian
government
2011
2013
2,439
2013
Establishment of integrated data system for Vietnam
Competition Authority
2011
2014
329
Computerization of traffic administrative data for Bangladesh
Road Transport Authority
2012
2014
235
Support for IT training at middle schools in Dakar
2012
2014
1,321
Capability building for cyber-crime investigation
2012
2015
648
Support for development of integrated management system
for land data
2012
2015
1,110
Support for elevation of Korea-Vietnam Friendship IT College
to four-year university status
2012
2016
1,659
Philippines
Establishment of COMS analysis system
2013
2015
251
Azerbaijan
Support for education informatization at Nakhchivan State
University
2013
2015
1,038
Establishment of e-government training center
Vietnam
Bangladesh
Vietnam
2013
2015
1,074
Indonesia
Establishment of space data system in northern coastal region
2013
of Java
2015
1,178
Nepal
Establishment of data disaster recovery center
2013
2015
282
Establishment of informatization system for state property
management
2013
2015
316
Establishment of support system for parliamentary activity of
Mongolian National Assembly
2013
2015
310
Uzbekistan Tariff administration modernization via single window service
Mongolia
2013
2015
2
Zimbabwe
Improvement of electronic infrastructure for patent
administration
2013
2015
2,052
Indonesia
Capability building for IT administration
2013
2015
563
Vietnam
Improvement of vocational college for ethnic minority youth
in northern plateau region
2013
2015
572
Rwanda
Capability building for ICT innovation
2013
2015
770
2013
2015
242
Philippines Establishment of electronic signal management system
Ethiopia
Capability building of ICT education at Adama Science and
Technology University
2013
2016
645
Mongolia
Modernization of immigration management system
2013
2016
1,489
Nigeria
Capability building of e-government
2013
2017
845
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2013
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111
Program Outcome:
Improvement of maternal and child healthcare through mobile phone
technology (rapid SMS) in Rwanda (2013-2015/USD 4.5 million)
Many mothers and newborn babies in Rwanda do not consume a sufficient quantity of
nutrients, causing infant mortality rates to be relatively high. In cooperation with UNICEF,
KOICA has used mobile phone SMS technology, with the participation of 120,000
pregnant women and newborn babies in 10 areas of Rwanda, to provide prenatal care
and information on health services and nutrition for newborn babies.
In the mobile system used, all text messages are saved on the central server of the
health clinic in Kigali, allowing the mother’s condition to be monitored with ease. Rapid
communication with the health center is maintained through the management of and
home visits to mothers by local health personnel, who also respond to emergency
situations. The technology is expected to be an effective method of managing local
mothers and newborn babies, strengthening the capability of local health clinics,
and making it possible for newborns to obtain sufficient nutrition at the right times,
ensuring proper development. Furthermore, through the nationwide use of mobile SMS
services, the project is expected to contribute to the improvement of maternal and
child healthcare by providing appropriate prenatal and postnatal care of mothers and
newborns, improving the supply of nutrients, and improving the overall health/medical
care conditions.
Improvement of maternal and child healthcare
through mobile phones in Rwanda
IV
CHAPTER
Performance by Program Type in 2013
1. Project/DEEP
2. World Friends Korea (WFK)
3. Global Training Program
4. Public-Private Partnerships (PPP)
5. Emergency Relief
6. Multilateral Cooperation
KOICA
ANNUAL
REPORT
2013
1. Project/DEEP 2. World Friends Korea (WFK) 3. Global Training Program 4. Public-Private Partnerships (PPP)
5. Emergency Relief 6. Multilateral Cooperation
IV. Performance by Program Type in 2013
1. Project/
DEEP
A. Overview
KOICA’s projects combine a material cooperative approach (buildings/facilities,
equipment, construction materials) with a human resource cooperative approach
(inviting trainees to Korea, dispatching experts abroad) to provide long-term
aid (2 to 5 years) with the goal of achieving the desired development goals of
developing countries, in areas such as education/training, health, and improved
agricultural capabilities. KOICA projects provide aid throughout all steps of the
execution process (producing new project ideas, establishing a plan, execution, and
evaluation).
Recently, the international community has been showing increasing interest in
Korea’s development experiences and economic growth, leading many developing
countries to request that Korea share its economic growth and development
expertise. Since 2012, in response to this demand, KOICA has been systematizing
and consolidating the development consulting and survey projects of the past
20 years into DEEP. By providing aid and support for policy consultation, systems
establishment, creation of master plans and execution drawings, and capability
strengthening of human resources through DEEP, KOICA is contributing to
strengthening the overall capabilities of recipient countries.
In order to strengthen the country-specific aid provided through the projects and
DEEP programs, KOICA has been reinforcing recipient country-centric program
implementation systems, connections between grant aid and credit assistance
programs, and the foundations for site-based ODA implementation. First,
programs were developed and carried out based on CPS, which coincided with the
development strategies of the recipient countries, while the increased participation
of recipient countries in local consultative organizations of donor countries and
KOICA
ANNUAL
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2013
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115
the compartmentalization/convergence of aid improved aid effectiveness and
strengthened mutual partnerships. Also, KOICA reinforced the integration of and
connections between grant aid and credit assistance programs by simultaneously
increasing efforts to develop core areas of cooperation and major programs that
recognize the connection between grant aid and credit assistance and expanding
the degree of information sharing between grant aid and credit assistance programs
from the first stage of country-specific cooperation strategies. Lastly, in accordance
with the KOICA Localization Strategy (2011-2015), the functions and authority for
implementation were transferred to the site of each program being conducted.
Furthermore, aid for on-site personnel and material infrastructure was reinforced,
and the foundation of on-site ODA execution was also strengthened.
B. Aid Disbursement in 2013
<Table IV-1> Performance by sector
Agriculture,
Industry
Public
Emergency
Forestry,
Education
Others
Health and
and
Administration
Relief
Energy
Fisheries
Total
Disbursement
by Sector
75,200
153,539
72,309
Proportion
by Sector
14.4
29.4
13.8
81,876 79,945
15.7
15.3
1,245
0.2
Total
58,670 522,783
11.2
100.0
<Graph IV-1> Performance by region
Latin America 11.6%
Middle East 4.6%
Total
disbursement
522,783
Asia 44.5%
Africa 20.1%
KOICA
ANNUAL
REPORT
2013
2. World
Friends
Korea
(WFK)
A. Overview
1) Execution strategy
World Friends Korea (WFK) is a program in which Korean citizens who fulfill
certain qualifications go abroad to live together with the residents of developing
countries and work to improve their quality of life and strengthen their capabilities.
This program not only serves to enhance friendly relations between Korea and
developing countries through cultural and human resource exchanges, but also
cultivates Korean volunteers into global citizens with regional expertise.
In 2013, in order to conduct programs that take responsibility for government
policies, KOICA focused its efforts on implementing various government policyrelated programs, including the “global youth leader training policy” and the
creation of jobs for financial aid. Also, having supervised and managed WFK
integrated programs since 2009, KOICA is establishing itself as a platform for
Korean service programs abroad as well as a hub organization that creates synergy
among all service activities.
2) Overall evaluation
In 2013, KOICA created a roadmap for the training development cooperation
leaders through WKF, as a part of the “global youth leader training policy,”
made by the Korean government. In accordance with the roadmap, over 4,400
volunteers were sent abroad in 2013, which later resulted in 35% of the returning
volunteers and 55% of the ODA youth interns eventually finding jobs in areas
related to development cooperation. Also, according to the program guidelines
for job creation for financial aid purposes, in 2013, a total of 412 high school
graduates, retirees, and recipients of basic livelihood security participated in WFK.
In particular, the participation of socially vulnerable members of society was greatly
expanded by dispatching the first “Dream Volunteers” group, which was created
for the purpose of supporting any and all socially vulnerable members of society.
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2013
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117
The implementation of this type of program created the foundation for KOICA to
simultaneously achieve socioeconomic development in developing countries along
with the Korean government’s goal of cultivating domestic youth leaders.
Also, in order to properly function as a platform and hub organization of Korean
volunteers overseas, KOICA has conducted a variety of cooperative programs
since 2013. To first establish partnerships with developed countries regarding
WFK programs, KOICA signed an MOU with the Peace Corps in 2013 to jointly
conduct cooperative programs and discover solutions for development-related
problems. It also laid the cornerstone for increased exchange between volunteer
groups and Singapore, as well as other rising/new donor countries. By conducting
cooperative community service projects with private companies, such as Samsung
Electronics, CJ, and Megabox, KOICA paved the way for public-private cooperation
in community service, and by conducting 10 programs that incorporate various
formats of cooperative community service activities (e.g. mid to long-term activities
by WFK volunteer groups with special characteristics), KOICA was able to establish
the framework for systematic program integration as a hub organization of WFK
activities.
1) Major Performance
In 2013, the WFK dispatched 4,426 volunteers to 56 developing countries.
A) Performance
<Table IV-2> Status of dispatched overseas volunteers by program
Program
World Friends World
KOICA
Friends
(including
Advisors
NGO group)
Responsible
Organization
KOICA
KOICA
No. of
people
1,163
97
World
Friends
Senior
Experts
World
Friends
Youth
Volunteer
World
Friends
TPC
World
Friends
Total
IT
Volunteers
Korea
National
University
National
National
IT Industry Council for
Research Information
Promotion Social Service, Foundation Society
Industry
Pacific Asia
of Korea
Agency
Society
111
2,463
40
552
4,426
KOICA
ANNUAL
REPORT
2013
B) Performance by
Type of Training
In 2013, KOICA dispatched 1,163 volunteers to 45 developing countries.
(1) Performance of
KOICA’s overseas
volunteer groups
<Table IV-3> Total number of dispatched volunteers by category
(*Performance of World Friends Advisors excluded)
KOICA Volunteers
Type
Total
No. of
people
1,163
578
110
66
11
31
32
14
321
Proportion
100.0
(%)
49.7
9.5
5.7
0.9
2.6
2.8
1.2
27.6
29
26
5
5
8
11
9
36
No. of
countries
(2) Performance by
region
Int’l Collaborative Agents
45
General
Saemaul
College Collaborative Collaborative NGO
Doctors
General Senior General Senior Students Agents
The regional proportion of dispatched volunteers was highest in Asia at 45.1%,
followed by Africa, which had the second largest number of volunteers at 30.9%.
The countries with the highest number of dispatched volunteers (in descending
order) were Cambodia, Tanzania, Vietnam, and Ethiopia.
<Table IV-4> Total number of dispatched volunteers by region
Latin
Eastern Europe,
America
CIS
Middle
East
Type
Total
Asia
Africa
No. of people
1,163
524
359
217
54
9
Proportion (%)
100.0
45.1
30.9
18.7
4.6
0.7
<Graph IV-2> Top 10 countries with the largest number of dispatched volunteers
Ethiopia
53
Tanzania
50
Colombia
47
Uzbekistan
44
Senegal
43
Vietnam
41
Rwanda
40
Peru
40
Philippines
40
Mongolia
38
0
10
20
30
40
50
60 (Number of People)
KOICA
ANNUAL
REPORT
2013
(3) Performance by
sector
118
119
By sector, the largest number of volunteers were dispatched in the education
sector (55.5%), followed by approximately 10% each for the remaining sectors. In
terms of occupational area, the largest number of volunteers were dispatched for
Korean language education, followed by computer education (general), regional
development, nursing, and early education.
<Table IV-5> Performance of dispatched volunteers by five core sectors
Public
Industry Agriculture, Forestry,
Administration and Energy
and Fisheries
Type
Education
Health
Total
No. of people
645
142
134
64
178
1,163
Proportion (%)
55.5
12.2
11.5
5.5
15.3
100
<Graph IV-3> Top five Volunteer Activity Areas
Korean language
education
163
Computer education
(general)
106
Regional
development
88
Nursing
54
Early education
43
0
50
100
150
200 (Number of People)
C) Model cases of system improvement and program outcomes
1) Expanding
opportunities for
participation through
overseas volunteer
groups (Dream
Volunteers)
In 2013, KOICA selected the first Dream Volunteers,1] a service organization
composed of students and prospective graduates of Meister/specialized high
schools, and created foundational plans for World Friends Korea Youth Volunteers,2]
a similar service organization for university students. By establishing a service group
system that makes it possible for those interested in community service to join
1. Dream Volunteers provides prospective high school graduates who have marketable skills an opportunity to experience
overseas community service and use this experience as a window that can open up a variety of future opportunities, including
entrepreneurships, job employment, and enrollment at a university. The first group of Dream Volunteers was dispatched
abroad in February 2014 to vocational training centers and schools in Vietnam, Myanmar, Cambodia, and Sri Lanka, where
students taught local residents technical skills related to baking and confectionery, computers, and other areas.
2. World Friends Korea Youth is a community service program that provides university students with opportunities to use the
theoretical knowledge gained in university to practical situations. It is an opportunity to gain on-site experience, enhance their
understanding of developing countries, and strengthen their theoretical and practical capabilities.
KOICA
ANNUAL
REPORT
2013
regardless of education level (no need for a college degree), as long as they have
passion and a specific set of skills, KOICA has expanded the window of opportunity
for Korean citizens to participate in overseas community service.
2) Cultivating globallyminded youth
In order to create an adequate ecosystem for domestic personnel in the area of
development cooperation, KOICA created a roadmap in 2013 for cultivating future
development cooperation leaders that covers the entire WFK Volunteers process
(recruitment, training, on-site service, after-care/management). To ensure that
the expertise obtained via training in Korea and abroad, as well as the experience
gained from hands-on experience with community service at development sites,
can be converted into a format that is usable in Korea, KOICA provides assistance
for job searches in development cooperation-related areas and aid for start-ups for
prospective social enterprises. Through these efforts, KOICA aims to consistently
expand the horizons of development cooperation in Korea.
3) Diversification of
service programs
through liaisons with
corporations
Since 2013, KOICA has been expanding its range of cooperative projects with
private corporations through liaisons with Samsung Electronics, CJ, and Megabox.
The cooperative projects are created by the proposal of volunteers for ideas that
required the technology and capital of corporations. Through such projects, the
range of community service activity can be expanded to all areas (including culture,
technology transfer, and development of appropriate technology) instead of being
limited to particular fields designated by volunteers.
4) Joint programs with
non-Korean service
organizations (Peace
Corps, etc.)
In honor of the sixtieth anniversary of Korea-US relations and in order to strengthen
the partnerships between both countries in the development cooperation sector,
KOICA signed an MOU with the Peace Corps on September 25, 2013. Based on
the MOU, which calls for both institutions to share information and technology
and create cooperative programs, KOICA and the Peace Corps will jointly designate
core partner countries, improve the quality of existing service programs, and find
solutions for development cooperation problems. In addition, KOICA will strengthen
its existing on-site cooperation partnerships with non-Korean aid organizations (JICA,
VSO, etc.) and expand its exchanges with volunteer organizations of emerging
donor countries, such as Singapore.
KOICA
ANNUAL
REPORT
2013
5) Construction of
Yeongwol World
Friends Korea
Training Center
120
121
In order to secure sufficient basic facilities to carry out domestic training on the
WKF integrated roadmap and improve the training environment for the growing
number of incoming volunteers, KOICA is currently constructing its second WKF
training center in Yeongwol. The Yeongwol training center will be an experiencebased training center that reflects the characteristics and needs of training for
overseas volunteer work. Slated for completion in late 2014, it will be capable of
accomodating up to 4,000 trainees per year.
KOICA
ANNUAL
REPORT
2013
Rwanda Science Competition with KOICA (June-Oct. 2013/USD 99,620)
The Rwanda Science Competition was begun in 2011 as a cooperative project with
volunteers that grew into an official annual event. It continues to develop each year, in
terms of both size and quality. A total of six organizations (KOICA, Peace Corps, JICA,
Rwanda Education Board, Rwanda Ministry of Education (MINEDUC), and Rwanda
Youth Science Society) participated in this program, and in 2013, 699 students
participated in the competition.
The purpose of this program is to stimulate Rwandan youth’s curiosity about science and
encourage them to enter the sciences/engineering as well as supplement the inadequate
finances and operational skills of the Rwanda Ministry of Education. To achieve this
end, the program first conducts an information session on the competition, after which
winning candidates of local science competitions are permitted to enter the finals at the
national Rwanda Science Competition.
Photos of 3rd Rwanda Science
Competition (2013)
KOICA
ANNUAL
REPORT
2013
122
123
Power of Art Project in Tikapur (May 2012~Mar. 2013/USD 4,500)
The “Power of Art” project conducted in Tikapur by the KOICA Nepal Volunteers is
targeted at elementary school art classes. The aim is to not only increase the quality
of art education, but also prepare a foundation for the systematic enhancement and
development of the emotional capacities of young students.
To achieve this goal, the program conducts a drawing contest and an exhibition of
the winning artworks. In 2013, it provided art supplies and aid for students to make
wall paintings on the outside of schools and hospitals. The wall paintings improved
the external appearance of the schools and hospitals in addition to demonstrating the
connection between educational value and community service to the students. The
Power of Art project shows that even a program with a small budget can produce a
significant promotional effect and influence on local residents.
Site of student drawing contest
and the winning artwork
KOICA
ANNUAL
REPORT
2013
3. Global
Training
Program
A. Overview
The KOICA global training program (CIAT3] program) provides information and
training on Korea’s development experience and technologies to policy planners,
government employees, and experts from developing countries. Based on Korea’s
development experience, KOICA has established partnerships with domestic public
organizations, research centers, and universities to provide developing countries
with high-quality training programs and contribute to their socioeconomic
development. Furthermore, in addition to professional training in specific areas,
KOICA is making significant contributions to the improvement of Korea’s national
image by introducing Korean history and culture around the world and enhancing
friendly and cooperative relations with participating countries.
1) Purpose/objective
The CIAT program is one of KOICA’s most representative programs that aim to
share with developing countries the experience, technology, and professional
expertise Korea accumulated during its development process, and in doing so,
contributes to the socioeconomic development of those countries. By supporting
the human resource development of developing countries, KOICA is contributing
to enhancing not only individual capability but also the capability of the institutions
with which the participants are affiliated, and ultimately to the establishment and
improvement of national systems. This serves to create a basis on which to establish
closer relations with participating countries.
3. Designated in 2012 as a training program brand, CIAT (Capacity Improvement and Advancement for Tomorrow) aims to act as a “seed”
of small but infinite potential for KOICA training programs toward the development of partner countries.
KOICA
ANNUAL
REPORT
2013
2) Basic direction for
2013
A) Aid for achievement
of development
goals and capability
building required
for sustainable
development
in developing
countries
B) Assistance for
execution of major
government
agenda and
pledges
124
125
The CIAT program provides not only individual capability development for those
who have directly participated in KOICA programs but also aid for participants
to share their newly obtained knowledge and technology with their affiliated
organizations in their home countries so they can strengthen their organizational
capability. In the future, KOICA will continue to help trainees’ home countries to
independently solve their own development problems by building the capability
of core personnel from those countries. It will also continue providing aid for
sustainable development.
The CIAT program also conducts training programs in support of the execution
of foreign policies of the Korean government, including “New Asia” diplomacy
and the Korea-Caribbean Development Initiative. In particular, by starting a special
training program for CARICOM (an association of Caribbean countries) as a followup measure for the first and second Korea-Caribbean Forum for high-ranking
officials, KOICA is actively aiding the execution of major government agenda and
pledges and strengthening regional cooperation in Latin America.
C) Performancebased training by
expanding the
number of multiyear training
programs
To improve program effectiveness by strengthening organizational capability, KOICA
has been conducting multi-year training programs since 2012. Accordingly, in 2013,
systems were reorganized based on existing test programs, and the number of
multi-year training programs was also increased. In particular, to establish a better
understanding of the problems faced by recipient countries, KOICA systematically
modified various measures, including the revitalization of preliminary investigations
and the provision of aid for on-site programs, so that trainees could directly apply
the results of their training to situations in their home countries.
D) Improvement
of program
sustainability by
strengthening
trainee postmanagement
KOICA has devoted significant efforts to strengthening networks among trainees
and between the trainees’ home countries and Korea in order to maximize the
effect of the returning trainees’ experiences and accomplishments in their home
countries, in the hopes that this positive impact will act as a bridge of friendship
between these various countries and Korea. In 2013, KOICA provided aid for onsite post-management networking, such as trainee “alumni meetings” and yearend parties, per country. It also provided aid for more diverse types of followupmanagement to improve the sustainability of KOICA training programs, including
re-training programs for graduate trainees and conferences held in recipient
countries.
KOICA
ANNUAL
REPORT
2013
<Table IV-6> Aid Disbursement in 2013
Proportion of Disbursement
in training programs (Out of
KOICA’s Total Budget)
Type
Performance
No. of Courses/Trainees
123/2,216
-
Supporting Amount
28,774
5.5%
<Table IV-7> Performance by region
Type
Total
Proportion
(%)
Country
# people
Country
#people
#people
Country
Country
Country People Country People Country People Country People Country People Country People Country People
113
2,216
100.0
892
20
714
40
40.3
32.2
327
27
14.8
78
6
143
10
3.5
6.5
62
10
2.8
<Table IV-8> Performance by sector
Rank
Sector
No. of programs
No. of people
1
Public administration
40
682
30.8
2
Industry and Energy
29
455
20.5
3
Education
23
449
20.3
4
Agriculture, Forestry,
and Fisheries
18
296
13.4
5
Health
9
282
12.7
6
Emergency relief
Total
Proportion (%)
4
52
2.3
123
2,216
100.0
<Table IV-9> Performance by Type of Training
Type
Total
General
Training
Group
Training
Cooperative
Training
Master’s Degree
Program
No. of courses
123
76
19
13
15
No. of trainees
2,216
1,430
316
169
301
% of trainees
100.0
64.6
14.3
7.6
13.6
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C. Model cases of system improvement and program outcomes
1) Improved
effectiveness
and expertise/
professionalism of
training programs
In order to provide training content that is tailored to the needs of each recipient
country, efforts were made in 2013 to make the CIAT program more flexible and
diverse, in terms of program execution methods. For the planning of outcomebased programs, a local pre-investigation system was introduced, through which
demand was surveyed and analyzed for 11 recipient countries in 2013. Local
training programs and seminars were strengthened by creating curricula that were
relevant to local circumstances, while the lessons and knowledge learned through
Korea’s development experience were taught to recipient countries in order to
strengthen their sense of ownership.
2) Reinforcement
of partnerships
with domestic and
foreign training
organizations
In order to improve its cooperative work systems
with domestic and foreign partner organizations
and strengthen its active/strategic partnerships
with them, thereby enhancing the operation of
the CIAT program, KOICA made improvements
KOICA Fellowship Program
to its program execution system. By unifying
the external requests that used to be scattered across various areas into a single
processing window, KOICA improved the efficiency of its communication with
partner organizations. Also, by hosting meaningful forums for exchange, including
discussions and training with training organizations and meetings of master’s
degree program participants, KOICA revitalized the inter-organizational exchange
of opinions. It also strengthened its international partnerships by establishing
cooperative strategies and standards with capable international partners
(international organizations, local cooperative organizations, etc.).
3) Improved awareness
and reinforced PR of
training programs
To better promote the CIAT brand, which was first launched in 2012, the existing
logo was re-designed to give it a more friendly appearance, thereby potentially
increasing its use. The new CIAT logo was used as the title for the KoreanEnglish newsletter (The CIAT) and also on items such as the trainee t-shirt, greatly
contributing to the increased awareness of the CIAT brand.
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Expansion of Action Plan establishment, execution of test programs (2013 (up to 6 months)/USD 1 million)
The CIAT program highly encourages trainees to utilize the Action Plan,4] a basic
resource for the execution of training content in their home countries through documents
composed by the trainees. In 2013, KOICA published the Guidelines for Writing Action
Plans for KOICA Training Programs, standardizing the content that had thus far been
delivered in different forms depending on the training organization or lecturer. The
templates provided in this manual allow for the more logical and systematic composition
of action plans.
Also, to increase the sophistication/visualization of training outcomes, greater effort was
dedicated toward connecting action plans with actual programs. KOICA began providing
aid to recipient countries with a strong desire to execute programs and systematic action
plans that could be carried out, so that the content of the action plans could be turned
into actual programs. As a result, in 2013, five action plans that had been written up
in multi-year training programs were turned into actual programs, all lasting up to six
months and using a budget of within USD 1 million. In the future, the CIAT program will
continue to discover and develop more methods through which graduate trainees can
improve program execution in their home countries.
Operation of test programs: Training
program for “New and renewable energy and
transformation of waste into energy as a response
to climate change” (2013.9.22~10.9)
Guidelines for Writing Action Plans for KOICA
Training Programs
4. The Action Plan is a type of specific execution plan designed to allow trainees to apply the knowledge and experience gained during the
program to the establishment of policies in their home countries.
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4. Public-Private
Partnerships
(PPP)
A. Overview by program format
1) Basic direction and
purpose/objective
Currently, private participation and the establishment of strategic partnerships
are being emphasized, as in the expansion and discussions on the diversification
of internationally sustainable development resources, private participation in
accordance with the launch of the Busan Global Partnership, and gradually
increasing emphasis on the importance of international aid. In regard to this trend,
the 15th Committee for International Development Cooperation (Feb. 15, 2013)
focused on designating Public-Private Partnership(PPP) as a major current issue,
creating strategies for expanding the availability of PPP resources, and strategies
for capability strengthening of private organizations. To enhance cooperation
with the private sector, whose role as an important partner in development
cooperation continues to increase, KOICA expanded the budget and cooperation
platform for PPP and provided support to strengthen the capability for effective
cooperation. Also, by conducting systematic and professional achievement
management for PPP programs, KOICA aimed to improve the effectiveness
of development cooperation programs and provide aid that fits the needs of
individual developing countries.
2) Program outline
By utilizing a variety of private partnerships with civil societies, corporations, and
universities, human resource/intellectual assets in the private sector, technical
and industrial capability, and sector and regional expertise and assets for the
joint development and planning of projects, KOICA has aimed to contribute to
establishing sustainable development and decreasing poverty in partner countries.
Also, through capability training sessions for private-public cooperation project
officers and support for program development, KOICA has aided the program
capability building and policy activities of the private sector and broadened the
horizons of PPP. Also, by conducting policy research geared toward increasing
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public-private cooperative programs and their effectiveness and by publishing
case studies and guidelines, KOICA has accumulated and distributed professional
expertise for use in the private sector. Furthermore, by operating the Development
Alliance Korea (DAK) platform, the first and largest public-private network for
development cooperation, which was launched in August 2012, KOICA accelerated
the formation of diverse types of partnerships, brainstorming of innovative program
ideas, and the sharing of useful program information and professional knowledge/
performance results.
3) Strategy execution
First, KOICA established a systematic basis of performance management in order
to improve the effectiveness and sustainability of PPP. To achieve this goal, it
prepared a comprehensive foundation for inclusive and integrated performance
management of PPP, made changes to the country-specific program management
system and consulting on program performance goals, and strengthened/localized
on-site feedback for local programs.
Second, based on the diversification of the agent and field of PPP programs as
well as of program content, the program execution capability per performing
agent and field needs to be diversified. In order to achieve development goals, the
strengthening of domestic/international cooperation and networks has emerged
as an important agenda item. In accordance with this goal, KOICA conducted
capability strengthening training to improve the program planning ability,
performance management abilities, and professional development of program
agents. It also expanded the horizons of PPP by strengthening the capabilities of
new and small and medium organizations through program development and aid
programs.
Third, in order to strengthen and revitalize the DAK operation network, which
was founded on August 1, 2012, KOICA worked toward expanding PPP and
networks. To create a development cooperation platform that encompasses civil
society, corporations, and academia, KOICA conducted various activities aimed
at strengthening information exchange and enhancing understanding and
solidarity relations, thereby ensuring the formation of active online and offline
communication channels and meetings. In particular, by focusing on participantcentric solidarity, KOICA increased the private sector’s sense of ownership and
established the foundations for sustainable cooperation.
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1) Major program
outcomes
A) Establishment
and operation
of performance
management
system for countryspecific programs
In order to improve the effectiveness and sustainability of PPP, support programs
that meet the developmental needs of developing countries, and conduct effective
on-site-based program management, KOICA has established and is operating a
country-specific program performance management system. In order to achieve
the aims and improve the quality of public-private performance goals, KOICA
conducted program performance management consulting with its 2014 program
partners. Together with these partner organizations, KOICA negotiated the
establishment of program plans regarding performance indices, program direction,
budget appropriateness, and plans for monitoring/evaluation of approximately
130 cooperative programs. Through the change to country-specific program
management, from the existing program format-based system, measures were
taken to allow KOICA to better meet CPS requirements and strengthen countryspecific program management. Furthermore, by conducting program management
so that local programs were supervised by overseas KOICA offices, KOICA prepared
the foundation for the localization of PPP programs, allowing them to be conducted
as smoothly as possible and in accordance with local circumstances.
B) Capability building
of development
cooperation
programs of
public and private
partners
For its civil society partner organizations, KOICA strived to improve individual
and organizational capability by conducting capability strengthening training for
program planning and performance management/evaluation. Also, local/onsite development training was made more effective by connecting intermittently
commissioned local training with meetings held by NGOs currently working with
local KOICA offices. By publishing self-evaluation guidelines for such organizations,
KOICA provided support for the private sector’s voluntary efforts toward capability
strengthening. Also, it conducted capability strengthening training for professional
development per sector, including social enterprises and cooperatives, environment,
gender, and microfinance. Furthermore, by continuing to operate the program
development aid system introduced in 2012, KOICA worked toward expanding
PPP by enhancing the abilities of new and small and medium-sized organizations to
implement development programs.
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<Graph IV-4> Number of capability strengthening training programs and participants
(left: international, right: domestic)
800
(Increased half as many)
3500
720
2013
2012
600
(Increased threefold)
2874
2013
2012
2500
483
2000
400
1500
1000
200
(Increased twofold)
28 13
0
500
938
No. of
No.programs
of programs
(Increased twofold)
74 34
0
No. of participants
C) Expansion and
capability building
of Public-Private
Partnerships
3000
No. of participants
No. of programs
Having agreed to actively take part in expanding PPP efforts at the 2011 Busan
Partnership for Effective Development Cooperation, KOICA established and
began operation of its DAK platform, a new type of public-private cooperation
platform launched in 2012. It decided to hold regular meetings, created
subcommittee meetings, and launched a DAK homepage, thereby strengthening
the DAK operational system. Through the development of innovative PPP
programs (5), establishment of DAK public-private collaboration guidelines,
and introduction of regular seminars, by the end of 2013, the platform had
become a key player in development cooperation programs as a coordinator of
187 information exchange and development cooperation programs among civil
society, corporations, and academia. Through policy forums and campaigns,
support for international outreach activities, publication of newsletters and case
study series, and support for domestic and international cooperative bodies,
KOICA strengthened its international development cooperation networks and
international aid system.
132
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<Table IV-10> Expansion status of integrated development cooperation platforms
70% increase
5 new programs
17% increase
Type
2012
2013
No. of member
organizations
152
187
No. of joint programs
0
5
No. of annual meetings
2
7
52
216
(regular meetings, subcommittees, etc.)
Solidarity
Cooperative
partnership activity
programs
No. of member
organizations
Related online activities
(no. of members of cafe/homepage)
Establishment of DAK platform
2) Aid Disbursement
in 2013
In 2013, KOICA provided KRW 39.8 billion for 187 Public-Private Partnership (PPP)
programs, and stepped up its efforts to achieve consistent increases in program
budget and improved effectiveness of ODA programs through cooperation with
the private sector. By sector, aid was provided for education (43%), health (29%),
agriculture, forestry, and fisheries (13%), and public administration (5%), and by
region, aid was focused on Asia-Pacific (61%) and Africa (31%). PPP programs
were also conducted in Latin America and the Eastern Europe-CIS region.
<Table IV-11> Performance for Public-Private Partnership programs for past five years
(2009-2013)
Amount
Year
No. of countries
No. of programs
2009
28
75
6,957
2010
33
84
9,100
2011
34
119
16,440
2012
37
160
30,939
2013
37
187
35,957
(KRW 1 million)
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<Graph IV-5> Progress of budget increase for Public-Private Partnership programs per year
450
400
359.57
350
309.39
300
250
200
164.4
150
91
100
50
52.7
72
69.6
Public-Private
Partnership budget
0
2007
2008
2009
2010
2011
2012
2013
(unit: KRW 100 million)
<Table IV-12> Performance by sector for Public-Private Partnership programs in 2013
Sector
No. of programs
Amount
Proportion
Education
80
10,757
29.9
Health
55
10,336
28.7
10
5,364
14.9
Agriculture, Forestry,
and Fisheries
24
6,497
18.1
Industry and Energy
5
2,333
6.5
Environment and Others
13
670
0.0
Total
187
35,957
100.0
<Graph IV-6> Performance by region for Public-Private Partnership programs in 2013
Latin America 4%
Total
disbursement
35,957
Africa 31%
Asia 61%
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Program Outcome:
Distribution of G-Savers to low-income families in Mongolia (2013-14/ KRW 1.446 billion)
In cooperation with Good Neighbors, KOICA utilized eco-friendly appropriate technology
(AT) and the social enterprise model to improve heating efficiency and air quality for lowincome groups in Mongolia. It utilized AT in the form of the G-Saver, a heat regenerating
device, to solve the winter heating problem in Mongolia. Also, by establishing the
social enterprise Good Sharing in Mongolia, KOICA established a value chain for the
production, processing, distribution, and sale of heat regenerators, contributing to job
creation by hiring local residents as employees. By distributing 10,000 heat regenerators,
KOICA helped reduce heating costs for poor Mongolian families by 40%, as well as the
production of air pollutants by 40%. By introducing an all-encompassing business model
for development cooperation programs, KOICA made it possible to achieve independent
operation through sales profits and developed a sustainable development model for local
communities.
See-through cross-section of a G-Saver
Introduction of the G-Saver on SBS (AT)
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5. Emergency
Relief
A. Overview
1) Strategies for 2013
In 2013, the strategic goal of emergency overseas aid was the provision of speedy
and effective relief work in the event of an overseas disaster (natural or man-made).
In order to improve the effectiveness of emergency relief, KOICA is strengthening its
aid system, improving the professional expertise of the humanitarian aid sector, and
strengthening partnerships with related domestic and foreign organizations.
In 2013, the scale of aid per unit was expanded from that of 2012, with approximately
KRW 20.5 billion (USD 18.1 million) in aid provided for 20 emergency overseas
disasters.
KOICA provided humanitarian aid for disaster-hit regions in the Middle East,
including for natural disasters, such as the flood victims in South Sudan and cyclone
victims in Madagascar, but also chronic conflict areas, such as the reconstruction in
Libya and aid for refugees of the Syria crisis. For the typhoon that hit the Philippines
in November 2013, KOICA actively provided various forms of emergency relief,
including the dispatch of the Korea Disaster Relief Team (KDRT).
Also, in order to secure the capability to respond quickly to disasters, KOICA
prepared a permanent on-call system for the dispatch of the KDRT (human
resource pool management, conducting of basic training, procurement and
advancement of relief work equipment). To improve the effectiveness of material
aid, it secured a constantly-ready supply of standardized relief equipment
and accumulated relief items in the UNHRD overseas storage facility with the
cooperation of the WFP.
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Also, by actively participating in co-hosting international disaster relief training (ARF
DiREx) with Thailand, as well as meetings, interviews and training with domestic
KDRT-related organizations, private organizations, international bodies, and
foreign aid organizations, KOICA expanded its emergency relief sector through
strengthened partnerships with domestic and foreign partners.
1) Performance
In terms of disaster type, the largest amount of aid (USD 6.83 million, approx.
37.7%) was sent to refugees in conflict areas as well as toward reconstruction
efforts in Africa and the Middle East (Libya, Sudan, Syria, etc.), followed by
approximately USD 4.4 million (24.3%) for natural disasters, including flooding,
earthquakes, cyclones, and typhoons, and approximately USD 294,000 (1.6%) for
the treatment of malaria, dengue fever, and the measles.
Furthermore, as a contribution to UN humanitarian activity, KOICA provided
approximately USD 7.23 million in aid through the Central Emergency Relief Fund
(CERF) and consolidated appeal process (CAP) operated and managed by the
United Nations Office for the Coordination of Humanitarian Affairs (UNOCHA).
To improve the effectiveness and efficiency of its humanitarian aid sector, the UN
emphasizes predictability, timeliness, and flexibility of resources and encourages
participation in CERF and CAP.
The scope of humanitarian aid to the international community was expanded to
include not only emergency aid and early reconstruction efforts in the immediate
aftermath after disasters but also a wider definition of disaster response and
even prevention. Also, KOICA enhanced disaster response capability to minimize
damage to local communities while emphasizing the importance of strengthening
Disaster Risk Reduction (DRR) and reconstructive capabilities to ensure a quick and
efficient return to pre-disaster status. In this sense, KOICA is also providing support
for disaster prevention and the strengthening of disaster response capabilities,
which it plans to expand in the future.
Among recipient countries, Syria received the most aid (approx. USD 3,687,000),
followed by Libya (USD 1,945,000), China (USD 972,000), and the Philippines (USD
970,000), centered on countries with conflict regions and the victims of large-scale
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natural disasters. If the scale of the damage was not large, KOICA provided smallscale aid amounts per country in units of USD 50,000 to 100,000.
By aid format, cash aid (USD 7.7 million) was 2.4 times greater than material aid
(USD 3.25 million). This is due to the fact that, for the sake of aid effectiveness
and efficiency, most of the aid was indirectly provided through international
organizations rather than directly.
Regarding KDRT, a major form of emergency aid, KOICA sent a total of 127 relief
workers in four intervals to help reconstruction efforts after Typhoon Haiyan in
the Philippines in November 2013. The KDRT recovered over 140 bodies and
provided medical services on 6,670 occasions, for which Korea was recognized by
the Philippines Department of Health as one of the most outstanding countries in
terms of medical service.
<Table IV-13> Emergency Relief calendar for 2013 (major events)
Type
Jan
Refugee
Syria
Conflict
Myanmar
Feb
Mar
Earthquake
Waterrelated Afghanistan,
(typhoon, Philippines
flood)
Disease
2) Major Outcomes
A) Successful dispatch
of emergency
overseas relief
team to provide
aid for typhoon
damage in the
Philippines
Apr
May
Jun
Jul
Libya,
Syria
Libya
Syria
Sudan
Aug
China
Madagascar,
Sri Lanka,
Indonesia,
Cuba,
Philippines
India
Sudan
Niger,
Laos
Sep
Oct
Nov
Dec
Syria
Libya,
Philippines
Libya
Libya, Syria
Pakistan
Philippines
Cambodia,
Philippines
South Sudan,
Somalia,
Palau,
Philippines
Sudan
As a part of active overseas emergency aid activities in 2013, KOICA dispatched
an emergency overseas relief team to help with the relief efforts following the
damage caused by typhoon Haiyan in the eastern region of Visayas. Sent just
three days after the typhoon hit the country, the KOICA aid team is listed in the
UNOCHA report as the international relief team that arrived in the Philippines
first, together with relief workers who arrived in quick succession from the US,
Japan, and Belgium. Through cooperative efforts with 25 partners throughout
the world, KOICA has provided relief services for 860,000 disaster victims, thereby
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139
contributing to the increased acknowledgement of the expertise of Korean
emergency relief.
In particular, the relief team sent to the Philippines utilized smartphone messaging
services to achieve efficient, real-time communication, which improved interorganizational information exchange and made it possible for the aid process
to take place smoothly. Such measures made significant contributions to the
protection of not only local victims but also overseas Korean citizens.
B) Capability building
of emergency
overseas aid
With the increasing scale of emergency relief, Korea is being recognized in the
international community as an emerging donor in the humanitarian aid sector. As
a result of the increased scale of aid, there is a continued need for higher levels of
expertise in order to conduct more developed aid distribution. Therefore, KOICA
conducted the “Study on mid/long-term education and training for capability
strengthening in the humanitarian aid sector”. This research report contains a
broad outline of the factors involved in all basic and professional expertise required
by not only government organizations such as KOICA but also NGOs and all
other personnel working in the humanitarian aid sector. Based on this outline, the
report provides a variety of suggestions for the accumulation and sophistication of
expertise by relevant individuals.
Using this research report as a starting point, KOICA will establish a mid to longterm plan for the 2014 humanitarian aid sector and provide systematic and
consistent aid for capability strengthening purposes.
C) Strengthening
of domestic and
international
partnerships
related to overseas
emergency aid
In 2013, KOICA continued conducting its “Plan for Public-Private Partnership
(PPP) in the humanitarian aid sector,” which was first established in 2011 and
consists of aid and capability strengthening plans for emergency relief activities
by NGOs. Through activities such as the joint conducting of ARF disaster response
training (DiREx training), KOICA expanded its cooperative networks with major
international organizations in the field of humanitarian aid.
The ARF DiREx training session, jointly hosted by Korea and Thailand in 2013,
was the third session of its kind after those hosted by the US and Japan. With the
participation of 1,640 individuals, the largest scale ever for an ARF DiREx training
session, it not only played a major role in improving Korea’s status as a leading aid
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nation in the Asia-Pacific, but served to strengthening the partnerships between
11 domestic organizations and corporations in the same field.
Furthermore, KOICA sent emergency relief personnel to a number of international
training activities, including earthquake response training held by the International
Search and Rescue Advisory Group (INSARAG) (Nov. 2013), TEEX training
(Apr. 2013) held by College Station in Texas, and a meeting of the Asia-Pacific
Humanitarian Partnership (APHP) (July 2013). In doing so, KOICA was able to
strengthen the expertise of emergency relief workers as well as global partnerships.
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141
Program Outcome:
Dispatch of emergency overseas relief team to assist reconstruction effort in the
aftermath of typhoon Haiyan in the Philippines (Nov.~Dec. 2013/USD 1 million)
In order to help repair the damage caused by typhoon Haiyan in the Philippines in
November 2013, KOICA dispatched relief workers to join the KDRT. For over 30 days,
workers provided medical services on 6,670 occasions and recovered over 140 bodies.
A total of 127 emergency relief workers were sent to the Philippines in four groups: 44 in
Group 1 (Nov. 14-24, 2013), 45 in Group 2 (Nov. 22-Dec. 1, 2013), 21 in Group 3 (Nov.
29-Dec. 8, 2013), and 18 in Group 4 (Dec. 6-15, 2013). In total, workers recovered 145
bodies, conducted 47 disease prevention measures, 2 safety measures, and provided
medical services on 6,672 occasions. Through such activities, Korea was designated,
along with Spain and Australia, by the vice-minister of the Philippines Department of
Health as one of the countries that provided the best medical services for typhoon
victims.
The major accomplishments of the KDRT in the Philippines are as follows. First, within
three days of the typhoon, a public-private emergency overseas aid association was
assembled, and the decision to provide USD 5 million in humanitarian aid for typhoon
relief activity was made quickly. Second, for effective communication and information
exchange among related organizations and departments, social networking messenger
chatrooms were utilized to minimize inter-organizational information gaps and make rapid
real-time decisions regarding aid. Third, by maintaining a cooperative network with local
Filipino medical teams and fire authorities, the KDRT was able to work effectively, in terms
of medical and relief activity. At the same time, close cooperation was made possible
with the participation of the KDRT leader at a local UN OSSOC meeting and Korean
UNDAC agents in local UN activities. Fourth, with the largest team (127 members), and
staying on site for the longest time (30 days), of all countries that sent relief workers to
the Philippines, and while other countries’ teams were mostly occupied with rescuing
their own citizens, the KDRT focused on cooperating with local fire authorities to recover
over 140 bodies. Fifth, with the rapid dispatch of Group 1 on a military aircraft, due to
the suspension of all airlines in the Philippines, the KDRT was able to transport Korean
residents and local disaster victims quickly. Sixth, the KDRT provided aid to regions that
were the focus of Korean government aid (Tacloban, Tanawan, etc.) while at the same
time providing indirect aid through international organizations and NGOs, including not
only medical care and relief work but also food shipments, emergency evaluations, and
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public sanitation. Lastly, by announcing its provision of USD 20 million in grant aid and
USD 500 million in credit assistance at the donor country meeting for the reconstruction
of the Philippines held on December 16, the KDRT improved Korea’s international
standing by committing to not only short-term humanitarian aid but also mid to long-term
reconstruction efforts.
In the future, based on its experience sending a relief team to the Philippines, KOICA
plans to consistently inspect and improve all circumstances related to the effectiveness
of overseas emergency relief work, including establishing a response system based
on disaster types, updating its on-site action manual, reorganizing its emergency relief
medical system, and establishing connections between the relief activities of relief teams
and private organizations.
KDRT dispatched to engage in relief
activities following typhoon Haiyan in the
Philippines
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6. Multilateral
Cooperation
A. Overview
1) Strategies for 2013
The strategic goal for multilateral cooperation in 2013 was to strengthen multiparty cooperation capability and diversify partnerships with major international
organizations as well as strengthen preliminary inspections and monitoring in order
to improve the effectiveness of aid provided for multilateral cooperation.
In 2013, KOICA provided a total of KRW 18.507 billion in aid for 16 programs
conducted by 13 NGOs. In doing so, it contributed to the resolution of global
issues, such as the achievement of the MDGs and food security. It also strengthened
partnerships with international organizations and civil society organizations.
First, it developed program ideas that utilize the comparative advantage of UN
organizations on development, such as the UNDP, WFP, and UNICEF, in order to
conduct multilateral cooperation. It also participated in not only development
activities but also international aid systems for humanitarian aid, such as CERF and
the Common Agricultural Policy (CAP), and activities intended to improve the aid
effectiveness of the Multilateral Organization Performance Assessment Network
(MOPAN), OECD, and the UN. Furthermore, to improve the effectiveness of
multilateral cooperation, KOICA conducted strategic research in support of health
programs in Sub-Saharan African and joint preliminary investigations, increased
participation in program planning, and strengthened the degree of program
monitoring.
1) Performance
In 2013, KOICA provided a total of approximately KRW 13.537 billion to its primary
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partner organizations (UNDP, UNICEF, and WFP), which comprised 73.14% of
its total aid budget. Programs were developed and executed so that they could
supplement the comparative advantages of each organization.
KOICA also participated in activities (evaluations, meetings, etc.) aimed at improving
the aid effectiveness of, and provided aid for, MOPAN, OECD, and the UN, among
others.
As a representative example of aid provided, after Korea’s Ministry of Foreign
Affairs and the UNDP signed an MOU in 2010 regarding the establishment of the
Korea-UNDP NMDG Trust Fund, KOICA continued to conduct programs geared
toward helping recipient countries achieve their MDGs, and also provided aid for
these programs (USD 3.872 million in 2010, USD 5.795 million in 2011, USD 5.75
million in 2012, and USD 5.65 million in 2013). It also sent a program manager to
the UNDP headquarters to oversee duties related to the trust fund. In 2011, the
first year of the fund, authorization was given for livelihood support programs in
vulnerable countries (Haiti, Sudan, and DR Congo). In the second and third years
(2012 and 2013), aid was provided for programs that could supplement Korea’s
bilateral aid for key partner countries that are have not yet achieved their MDGs (East
Timor, Nepal, Rwanda, Colombia, Laos, Mongolia, and Nigeria).
In order to improve the aid effectiveness of mutually conducted educational
programs with Sri Lanka, KOICA provided aid for the Korea-UNICEF program in
order to improve accessibility to basic education in Northern and Eastern Sri Lanka
(USD 500,000 in 2011, USD 375,000 in 2012, and USD 130,000 in 2013), utilizing
the child-friendly approach. KOICA built the program so that it not only provided
financial aid for the international organizations, but also actively participated in
program content, by sending Korean technical support personnel and inviting Sri
Lankan personnel to training programs in Korea.
Also, in accordance with the increased number of recipient countries of the
Korea-WFP Food for New Village (FFNV) program and its name change (KoreaWFP Saemaul Zero Hunger Community), KOICA revised the 2011 MOU signed by
MOFA and the WFP and signed an implementation agreement with the WFP. The
program, which incorporates Korean Saemaul elements (capability strengthening,
reinforcement of village organizations, etc.) into the WFP’s Food-for-Work program,
KOICA
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2013
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145
in accordance with the stipulations of the implementation agreement, was
expanded to include Bangladesh and Tanzania together with the existing basis in
Rwanda and Nepal (USD 1 million per country in 2013). Also, in order to contribute
to improving the content and effectiveness of the program, KOICA invited WFP
personnel, government employees of recipient countries, and employees of NGOs
to Korea in April for a program planning (action plan establishment) training
session. A joint Korea-WFP on-site visit was conducted in November with the
participation of program officers from MOFA and KOICA as well as WFP program
officers, government employees from recipient countries, UNV, and Korean NGOs
(Good Neighbors), who also participated in an on-site training program.
In addition, in order to expand the influence of and increase the knowledge gained
by the Korean government in the development cooperation sector through multiparty channels, KOICA expanded its international partnerships. It also participated
in an international conference (May 15 and 16, 2014, Hangzhou, China) to discuss
UNESCO cultural heritages and sustainable development as well as a KoreaUNDP policy meeting (Dec. 11, 2013, New York), which included an operational
committee meeting for the New MDG trust fund.
KOICA conducted face-to-face meetings with 29 individuals, including the UNDP
deputy secretary-general, WFP director of the donor country department, director
of UNICEF Asia-Pacific, UNFPA secretary-general, UNOPS secretary-general, and the
acting president of UN Women.
2) Major Outcomes
Through cooperative multilateral cooperation program in 2013, KOICA utilized
the comparative advantage of key UN development organizations to contribute to
improving the effectiveness of mutual aid.
It utilized the UNDP’s policy development skills on MDGs and program experience
in poverty reduction and the MDG Breakthrough Strategy (MDG Acceleration
Framework) as the foundations for aiding programs addressing the weakest areas
of countries trying to achieve their MDGs.
With UNICEF, it utilized the child-friendly approach to contribute to improving
childhood education.
KOICA
ANNUAL
REPORT
2013
KOICA utilized the WFP’s program experience and superior program transfer abilities
to secure food in rural areas and jointly conducted the Saemaeul Zero Hunger
Community program, which incorporates aspects of Korea’s Saemaul Movement.
It also provided small-scale aid (under USD 300,000) for the establishment of
professional organizations and partnerships in various areas, including gender issues
and AIDS prevention.
KOICA also supported the humanitarian aid system of the international community,
including participating in various meetings and conferences and providing
organizational aid (CERF: USD 4 million, CAP: USD 3.23 million). Through activities
(evaluations, meetings, etc.) aimed at increasing aid and improving aid effectiveness
for MOPAN, the OECD, and the UN, KOICA strengthened its partnerships with
international organizations.
Furthermore, in order to improve the performance of multilateral cooperation
program, KOICA strengthened its evaluation process for organizational efficiency
and program effectiveness, and with the participation of Korean experts and
NGOs in cooperative programs with NGOs, KOICA contributed to improving
program effectiveness as well as increasing the participation of Korean citizens in
international NGOs.
+ WFP Food for Work program
This is a program that enables populations
with little access to food to participate in
activities, such as the construction of local
infrastructure, in return for provisions of
food or cash. Activities include restoring
reservoir facilities, road construction,
planting forests, and increasing income.
It is currently being conducted in 60
countries, including Ethiopia, Rwanda
and Bangladesh.
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147
Program Outcome:
Korea-WFP Saemaul Zero Hunger Community program (2011-2017/USD 27 million / WFP)
As a key organization in the food security and humanitarian aid sectors, the WFP has
a comparative advantage with its experiences in rural and poverty-ridden areas as well
as the excellence of its program transfer system. Therefore, the Korean government
is making active use of the WFP in the food security sector. In order to improve the
effectiveness and visibility of food security issues, it abandoned the small-scale aid
method in 2011, and has instead adopted the Saemaul Zero Hunger Community
program (formerly, Korea-WFP Food for New Village), a program that applies aspects
of the Korean rural development experience (Saemaul Movement) to the WFP program
transfer system.
The Korea-WFP Saemaul Zero Hunger Community program is a new type of rural aid
program that applies aspects of the Korean Saemaul movement (emphasis on local
communities, resident-led development, income increase, etc.) with the WFP Food for
Work* program. In 2011, test runs of the program were begun in Nepal and Rwanda
through the Korea-WFP implementation contract. Between 2011 and 2013, KOICA
provided Nepal and Rwanda each with USD 1 million per year (total of USD 3 million
each per year), which was followed by an execution of the same program in Bangladesh
and Tanzania from 2013 to 2015 on the same scale.
Also, by utilizing WFP’s professional expertise, KOICA established a cooperative model
that allows Korea to share its development experience with the international community.
This model is expected to supplement the limitations of direct food distribution and
contribute to improving food production technology in recipient countries, in addition to
capability strengthening. Also, Good Neighbors International is the first Korean NGO to
conduct cooperative programs on-site with international organization such as the WFP.
Korea-WFP Saemaul Zero Hunger Community program
In addition, by utilizing the KOICA Multilateral Cooperation Office (KMCO), KOICA plans
to improve the effectiveness of the program by expanding Korean participation, which
will eventually lead to obtaining professional expertise from international organizations
and improving the entry rate of Koreans into such organizations.
V
APPEndiCEs
1. KOICA Overview
2. KOICA’s status of budget and accounts for revenue and expenditure in 2013
3. KOICA’s grant aid from 2009 to 2013
4. Percentage change in KOICA’s grant aid to other countries compared to previous years (2009-2013)
5. Performance by year and region (2009-2013)
6. Performance by year and sector (2009-2013)
7. Grant aid to international organizations (2009-2013)
8. ODA performance in Korea (2009-2013)
9. List of KOICA publications and events in 2013
10. KOICA Overseas Offices
KOICA
ANNUAL
REPORT
2013
1. KOICA Overview 2. KOICA’s status of budget and accounts for revenue and expenditure in 2013 3. KOICA’s grant aid from 2009 to 2013
4. Percentage change in KOICA’s grant aid to other countries compared to previous years (2009-2013) 5. Performance by year and region (2009-2013)
6. Performance by year and sector (2009-2013) 7. Grant aid to international organizations (2009-2013) 8. ODA performance in Korea (2009-2013)
9. List of KOICA publications and events in 2013 10. KOICA Overseas Offices
A. Purpose of establishment
1. KOICA
Overview
To promote friendly cooperative relations and exchange between Korea and
developing countries and provide aid for the economic and social development of
these countries
* As a government-funded organization affiliated with the Ministry of Foreign Affairs, it is
exclusively in charge of international grant aid cooperation programs in accordance with the Act
on International Development Cooperation and the Korea International Cooperation Agency Act
B. Organization History
1990' s
1990' s
Establishment of Korea International Cooperation Agency (Act No. 4313) 1991
International Cooperation Personnel Act (Act No. 4715) 1994
Establishment of Korea International Cooperation Agency (Act No. 4313) 1991
International Cooperation Personnel Act (Act No. 4715) 1994
1990
2000
Launch of support activities for the establishme
Launch of support activities for the est
Contributions for international anti-poverty effo
Launch of Eas
Launch of unified overseas service g
2000' s
Launch of support activities for the establishment of peace (Afghanistan)
Launch of support activities for the establishment of peace (Iraq)
Contributions for international anti-poverty efforts (Revised Act No. 8316)
Launch of East Asia Climate Partnership
Launch of unified overseas service group World Friends Korea
C. Major Programs
Aid for Asia-Pacific region
Aid for African region
Aid for African region
Aid for Central &
South American region
Aid for Central &
South American region
Aid for Middle East/
CIS region
Aid for Middle East/
CIS region
Dispatch of experts
2002
2003
2007
2008
2009
Dispatch of experts
Invitation training
program in Korea
KOICA
ANNUAL
REPORT
2013
2010' s
150
151
2010' s
2010 Opening of KOICA Global Village and ODA training center
2011 Launch of ODA youth intern program
of development
cooperation programs via partnerships with universities
2010 Opening of KOICA Global2012
VillageLaunch
and ODA
training center
2013
Launch of global youth cultivation program and global Saemaul Movement program
2011 Launch of ODA youth intern
program
2012 Launch of development cooperation programs via partnerships with universities
2013 Launch of global youth cultivation program and global Saemaul Movement program
2010
2000' s
ent of peace (Afghanistan)
tablishment of peace (Iraq)
orts (Revised Act No. 8316)
st Asia Climate Partnership
group World Friends Korea
2002
2003
2007
2008
2009
Invitation training
program in Korea
Dispatch of overseas
service teams
Dispatch of overseas
service teams
Public-private
cooperation
Public-private
cooperation
Cooperation with NGOs
Cooperation with NGOs
Climate change/
environment
Climate change/
environment
KOICA
ANNUAL
REPORT
2013
D. Organization Chart (As of December 31, 2013)
President
Gender
Desk
Officer
Environment
Desk
Officer
World Friends
Headquarters
World Friends
Department
Offices(28)
Resident
Employees(16)
Overseas
Offices
Public
Relations
Office
Auditor
Audit Office
Vice President of
Regional Cooperation
Vice President
of Strategic Planning
Vice President
of Management
Capability
Development
Asia Department I
Strategic Planning
Department
Personnel Affairs Office
Capability Development
Department
World Friends
Coordination Team
Program Team II
World Friends
Recruitment &
Training Team
Civil Society
Cooperation Office
World Friends
Assistance Team
Assistant
to the
President
Vice President
of Global Cooperation
Program Team I
World Friends
Operation Team
ODA
Evaluation
Office
Climate Change &
Environment Office
Humanitarian Assistance
& Multilateral
Cooperation Office
International Development
Education Academy
Regional Coordination
Team
Strategic Planning Team
Southeast Asia Team I
Social Development Team
Southeast Asia Team II
Economic Development
Team
Management Team
ODA Research Team
Financial Accounting
Team
Asia Department II
Southwest Asia Team
Northeast Asia &
Pacific Islands Team
Africa Department
East Africa Team
Budget & Legal
Affairs Department
Budget Team
Administration
& Legal Affairs Team
West Africa Team
Middle East and Latin
America Department
Latin America Team
Eastern Europe-CIS Team
Management
Evaluation Office
Management
Department
Overseas Office
Management Team
Information &
Knowledge
Management Team
Procurement
Department
Procurement &
Contract Team
Bid Evaluation Team
KOICA
ANNUAL
REPORT
2013
2. KOICA’s status
of budget and
accounts for
revenue and
expenditure
in 2013
152
153
A. Budget and accounts: revenue
Type
Expected income
Income
Total
541,269
536,965
Government contribution
527,427
513,512
Self-earned income
13,842
23,453
Interest income
6,300
5,728
Earned surplus
7,542
17,725
B. Budget and accounts: expenditure
Type
Expected expenditure
Expenditure
Total
541,269
521,446
Aid for countries in
Asia-Pacific region
144,983
125,759
Aid for countries in Africa region
59,349
52,836
Aid for countries in
Latin America region
35,228
29,351
Aid for countries in Middle East/Eastern
Europe-CIS region
35,315
31,843
Global programs
3. KOICA’s grant
aid from
2009 to 2013
206,529
204,369
Aid for cooperative programs
59,365
59,582
East Asia Climate Partnership
500
17,706
Year
Total
2009
2010
2011
2012
2013
Amount (₩)
355,747
524,731
451,840
501,338
522,783
Amount ($)
279,258
454,156
408,056
445,277
477,585
326,507
503,286
410,154
485,233
500,139
29,240
21,446
41,687
16,105
22,644
Bilateral (₩)
Multilateral (₩)
KOICA
ANNUAL
REPORT
2013
4. Percentage
change in
KOICA’s grant
aid to other
countries
compared to
previous years
Year
Total (KRW 1 million)
Total (USD 1,000)
Percentage change (%)
2009
355,747
279,258
2010
524,731
454,156
47.5
2011
451,840
408,056
-13.9
2012
501,338
445,277
11.0
2013
522,783
477,585
4.2
Total
2,356,439
2,064,332
(2009-2013)
5. Performance
by year and
region
(Unit: KRW 1 million, USD 1,000)
Region
Total
(2009-2013)
Type
2009
2010
2011
2012
2013
No. of countries
(No. of organizations)
112(24)
124(14)
125(26)
121(14)
122(11)
Amount (₩)
355,747
524,731
451,840
501,338
522,783
Amount ($)
279,258
454,156
408,056
445,277
477,585
No. of countries
Asia
Africa
Latin
America
Middle
East
28
32
34
31
32
Amount (₩)
144,117
285,935
205,591
235,333
230,558
Amount ($)
113,131
247,477
185,669
207,963
210,625
Proportion (%)
40.51
54.49
45.50
46.94
44.10
No. of countries
42
47
46
45
46
Amount (₩)
67,907
78,217
72,688
102,345
104,845
Amount ($)
53,306
67,697
65,644
90,960
95,781
Proportion (%)
19.09
14.91
16.09
20.41
20.06
No. of countries
21
25
27
26
27
Amount (₩)
36,302
55,823
44,009
55,072
60,582
Amount ($)
28,497
48,315
39,744
48,920
55,344
Proportion (%)
10.20
10.64
9.74
10.98
11.59
No. of countries
8
8
5
6
6
Amount (₩)
23,530
27,666
12,145
18,038
23,847
Amount ($)
18,471
23,945
10,968
16,505
21,786
6.61
5.27
2.69
3.60
4.56
Proportion (%)
KOICA
ANNUAL
REPORT
2013
No. of countries
Eastern
Europe and
CIS
13
12
14
13
11
24,122
24,834
25,627
22,558
22,493
Amount ($)
18,936
21,493
23,144
20,540
20,548
6.78
4.73
5.67
4.50
4.30
24
14
26
14
11
Amount (₩)
29,240
21,446
41,687
16,105
22,644
Amount ($)
22,953
18,561
37,647
14,304
20,686
No. of organizations
Proportion (%)
Noncategorized
155
Amount (₩)
Proportion (%)
International
organizations
154
8.22
4.09
9.23
3.21
4.33
Amount (₩)
30,529
30,812
50,094
51,887
57,814
Amount ($)
23,965
26,667
45,240
46,085
52,816
8.58
5.87
11.09
10.35
11.06
※ Oceania is included in Asia region
6. Performance
by year and
sector
(2009-2013)
Sector
Total
Health
Education
Type
2009
2010
2011
2012
2013
Amount ($)
355,747
524,731
451,840
501,338
522,783
100
100
100
100
100
80,357
94,885
61,753
80,683
81,876
22.6
18.1
13.7
16.1
15.7
85,749
95,175
110,872
133,317
153,539
24.1
18.1
24.5
26.6
29.4
53,541
135,017
76,429
75,174
75,200
15.1
25.7
16.9
15.0
14.4
37,894
54,676
42,942
65,236
72,309
10.7
10.4
9.5
13.0
13.8
24,542
58,624
55,107
65,582
79,945
6.9
11.2
12.2
13.1
15.3
22,174
18,399
25,885
2,230
1,245
6.2
3.5
5.7
0.4
0.2
51,489
67,955
78,852
79,117
58,670
14.5
13.0
17.5
15.8
11.2
%
Amount ($)
%
Amount ($)
%
Public
Administration
Amount ($)
Agriculture,
Forestry, and
Fisheries
Amount ($)
Industry and
Energy
Amount ($)
Emergency
Relief
Amount ($)
Others
%
%
%
%
Amount ($)
%
KOICA
ANNUAL
REPORT
2013
7. Grant aid to
international
organizations
(2009-2013)
Organization Title
2009
2010
2011
2012
2013
Total
ADB
2009
2010
2011
2012
2013
APEC
355,747
524,731
451,840
501,338
522,783
816
ASEAN
100
100
100
100
100
4,003
80,357
94,885
61,753
80,683
81,876
733
ASIA FOUNDATION
1,128
CERF
22.6
18.1
13.7
16.1
15.7
3,488
EBRD
85,749
95,175
110,872
133,317
153,539
217
ESCAP
24.1
18.1
24.5
26.6
29.4
5,230
IAEA
53,541
135,017
76,429
75,174
75,200
916
ICC
15.1
25.7
16.9
15.0
14.4
43
ICRC
37,894
54,676
42,942
65,236
72,309
1,841
IMO
10.7
10.4
9.5
13.0
13.8
539
IOM
24,542
58,624
55,107
65,582
79,945
332
IPPF
6.9
11.2
12.2
13.1
15.3
180
22,174
18,399
25,885
2,230
1,245
140
6.2
3.5
5.7
0.4
0.2
716
51,489
67,955
78,852
79,117
58,670
7,456
MOWCA
14.5
13.0
17.5
15.8
11.2
0
OECD
237
102
95
0
0
434
OHRLLS
0
0
112
0
0
112
OSCE
0
0
0
0
0
0
ITLOS
IVI
Millennium
Promise
684
0
55
674
486
1,899
UNAIDS
UN
0
0
116
109
0
225
UNCTAD
0
0
116
0
0
116
UNDP
3,975
10,792
7,957
6,888
6,456
36,068
UNEP
2,116
0
665
0
13
2,794
UNESCO
UNFPA
UNHABITAT
0
0
0
0
631
631
583
0
0
784
1,463
2,830
0
0
3,220
0
0
3,220
UNHCR
514
451
2,300
0
0
3,265
UNICEF
1,285
1,819
6,663
416
4,589
14,772
UNIDO
350
0
852
508
0
1,710
UNIFEM
117
171
232
0
0
520
UNITAID
0
0
0
0
0
0
UNOCHA
2,533
2,554
0
0
0
5,087
UNODC
0
0
110
0
0
110
KOICA
ANNUAL
REPORT
2013
UNOPS
8. ODA
Performance
in Korea
(2009-2013)
0
0
1,096
UNRWA
0
289
UNWTO
522
184
156
157
0
0
1,096
0
0
0
289
0
110
0
816
WAPP
558
0
0
0
0
558
WFP
3,797
2,711
7,661
3,613
5,756
23,538
WHO
0
0
1,427
0
0
1,427
WMO
772
0
0
0
0
772
World Bank
0
0
326
224
0
550
WTO
0
0
0
0
0
0
(Multi-party
organization)
Performance
Evaluation Network
119
127
120
0
0
366
Madrid Club
140
0
0
0
0
140
Sub-total:
international
bodies (46)
29,240
21,446
41,687
16,105
22,644
131,123
(Unit: USD 1 million)
Type
ODA Total
2010
2011
2012
2013
816,040 1,173,710 1,324,590 1,578,950 1,755,380
KOICA contribution
275,930
454,140
408,010
445,040
477,420
33.8
38.7
30.8
28.2
27.2
581,100
900,630
989,570 1,169,410 1,308,900
366,970
573,890
575,020
701,120
808,330
KOICA contribution(A) 272,830
448,930
404,860
444,540
477,420
KOICA
contribution(%)
Bilateral aid
Grant aid
2009
Credit assistance (EDCF)
214,130
326,740
414,550
468,290
500,570
Multilateral
aid
234,940
273,150
335,020
409,540
446,470
3,100
5,210
3,150
500
0
0.10
0.12
0.12
0.14
0.13
KOICA contribution(B)
ODA/GNI proportion (%)
※ Based on OECD/DAC statistics reports
* Figures for 2013 are tentative.
(Figures are subject to change until they have been confirmed by the DAC in December 2014)
KOICA
ANNUAL
REPORT
2013
9. List of KOICA
publications
and events
in 2013
○ Published research reports (21)
- Improvement plans for Aid for Trade (AfT) to promote trade in developing countries
(2013.3)
- Improvement plan for national cooperation strategies and performance evaluation
framework (2013.4)
- Aid system for capability strengthening of governments of donor/developing
countries (2013.8)
- Research on aid strategies for job creation programs in developing countries
(2013.9)
- ODA white paper and case studies on test systems (2013.10)
- Post-2015 development goals per sector from the perspective of donor institutions
(2013.10)
- Proposal for revitalizing optimum technology in development cooperation
programs (2013.11)
- Lessons of the Korean development model: Effective development cooperation
and the synergy of system and policy (2013.11)
- A study on development proposals for DEEP programs (2013.12)
- A study on improvement methods for multi-organization cooperative programs
with a focus on multi-buy and bilateral programs (2013.12)
- Support plan for ODA in the energy sector for the Post-2015 system (2013.12)
- A study on the execution system and methods of revitalization for the baseline
survey (2013.12)
- Changes and aid strategies of the economic development theory: Proposals for
future research by KOICA from an economic perspective (2013.12)
- ODA and youth employment policies of developing countries with a focus on
discussions on creating a vocational training system connected with the labor
market (2013.12)
- Case studies of other organizations for the application of C4D (Communication for
Development) to KOICA programs (2013.12)
- Case study of policy establishment and program execution systems of other
international aid organizations: DFID (2013.12)
- Utilization methods for evidence-based approaches for the improvement of
development effectiveness (2013.12)
- International Development Cooperation 2013 (Vol. 1)
KOICA
ANNUAL
REPORT
2013
158
159
○ Development and Issues, Working papers (6)
- [No. 8] Results and implications of OECD DAC peer reviews of Korea in 2012
based on changes in the international development cooperation paradigm (2013)
- [No. 9] Implications of discussions on innovative development aid by international
community on Korean ODA (2013)
- [No. 10] Report on the Post-2015 development framework and the UN high-level
panel (2013)
- [No. 11] Direction and Future of local community development in developing
countries: Implications for the establishment of Saemaul Movement ODA policies
and programs (2013)
- [No. 12] Dignified lives for all: UN Secretary-General Report on Post-2015
Development Goals (2013)
- [No. 13] Case studies on local community development programs in developing
countries with a focus on the possibility for expanding Saemaul ODA (2013)
○ Forums, conferences, and seminars (10)
- 18th Development Cooperation Forum (2013.2/Results of DAC peer review on
Korea)
- 19th Development Cooperation Forum (2013.5/Sharing of Korean development
experience)
- 20th Development Cooperation Forum (2013.9/ODA white paper)
- 21st Development Cooperation Forum (2013.11/Comparison of ODA in Korea,
China, and Japan)
- 22nd Development Cooperation Forum (2014.2/Status of domestic development
resources)
- 23rd Development Cooperation Forum (2014.6/Korean development experience
and ODA)
- 7th Seoul ODA International Conference (2013.10/Discussion on the role of ODA
in Post-2015 development framework)
- OECD Development Center Flagship Reports Seminar (2013.8): Economic
prospects for Latin America, prospects for global development, economic prospects
for Africa, etc.
- KOICA-JICA joint workshop (2013.5): Discussions on the role and functions (in
terms of research) of ODA execution organizations
- Award ceremony for 10th thesis contest for college and graduate students (2013.5)
10. KOICA
Overseas
Offices
Asia-Pacific Offices
Nepal l KOICA Nepal Office (C/O Korean Embassy) P.O. Box 5562,
Ravi Bhawan, Kathmandu, Nepal
T : 977-1-4286782 F : 977-1-4288098
Laos l Vientian Plaza Hotel, 3rd Floor, Sailom Road,Hatsady
Neua Village, PO BOX 10822, Vientian, Lao PDR
T : 856-21-263-331 F : 856-21-263332
18
Mongolia l Olympic street 10, Sukhbaatar District C.P.O Box
1039 Ulaanbaatar, Mongolia
T : 976-11-31-1774 F : 976-11-7011-0560
Africa
Bangladesh l Level10,DoreenTower,6ANorthAvenue,Commercial
Area,Gulshan2,Dhaka-1212,Bangladesh
T : 880-2-988-4690 F : 880-2-988-2613
Office
Vietnam l VietNam office 18th KeangNam Landmark 72, Plot E6,
Pham Hung Street, Tu Liem district, Hanoi, Vietnam
T : 84-4-3831-6911 F : 84-4-3831-6912
Sri Lanka l Sayuru Sevana Building 3rd Flr No.46/12, Nawam
Mawatha, Coombo02, SriLanka
T : 94-11-233-5551 94-11-233-1146 F : 94-11-233-1162
Afghanistan l House No.14, Street 11,Wazir Akbar Khan, Kabul,
Afghanistan
T : 93-20-230-2936, (Internet phone)070-4078-4575
F : 93-20-230-2937
Afghanistan PRT
09354 U.S.A
l
Korean Hospital, Bagram Air Field, APO AE
Indonesia l The Plaza Office Tower 20th Fl.Jl.MH.ThamrinNo.
2830, Jakarta 10350
T : 62-21-2992-1900 F : 62-21-2992-2102
East Timor l Hotelda Ramelau, RuaAimutin, Comoro, Dili,
Timor-Leste
T : 670-332-1030 F : 670-332-1033
CIS Offices
Uzbekistan l AfrosiabSt.2, Tashkent, Uzbekistan
T : 998-71-252-3561 F : 998-71-140-0648
Azerbaijan l KOICA Officein Azerbaijan, ChiragPlaza(4thFloor),
Tbilisiavenue,49"C", AZ1065, Baku, Azerbaijan
T : 994-12-499-7214~6 F : 994-12-499-7217
Middle East Offices
Iraq(Baghdad) l Baghdad, AI-Jadriyah, House24, Street5, District
915(NO.325-56, AIZuwiyya)
Iraq(Erbil)
l
No.18, Bd.F, NazCity, GulanStreet, Erbil, Iraq
Cambodia l P.O.Box487, Phnom Penh Tower 12F, #445Monivong
Blvd, CornerStreet 232, Boeung Prolet, 7 Makara, PhnomPenh,
Cambodia
T : 855-23-964-150~1 F : 855-23-964-152
Latin America OfficesOffices
Philippines l 29/F Petron MegaPlaza, 358 Sen.Gil Puyat Avenue,
Makati City
T : 63-2-403-9780 F : 63-2-659-6955~6
Peru l Av.Principal 190, Piso3, LaVictoria, Lima, Peru
T : 51-1-224-2730 F : 51-1-476-3615
Pakistan l House#14, MainMargalaRd, F-6 / 3Islamabad, Pakistan
T : 051-227-9609, 051-844-4681 F : 92-51-227-9391
Colombia l Cra.14 No.98-51 OFICINA 701, Bogota
T : 571-7438882 F : 571-610-0338
Solomon Islands l KOICA SolomonIslands Office, POB1450,
HyundaiMallSuite 307, MendanaAvenue, Honiara, SolomonIslands
T : 677-26806, 26807 F : 677 26815
Bolivia l Calle13 No.7977 Esq.Av.Sanchez Bustamante, Edificio
Business Center, Zona Calacoto, La Paz
T : 5912297-1577(8)
Paraguay l Malutin 656c / Lillo, Asuncion, Paraguay
T : 595-21-606-856 F : 595-21-606-580
Middle East/CIS Sojourning Employee
Palestine l The ground floorof Intergamma Building, 16 ABBA
Eban St., Herzila Pituach, Israel
T : 972-9-954-3964 F : 972-9-956-3196
14
Asia-Pacific
Middle East
Jordan l P.O.BOX 3060, Amman 11181, Jordan, Embassy of the
Republic of Korea
T : 962-6-592-3463, 962-79-624-7665 F : 962-6-592-3469
Offices
2 Offices
Middle East 4 Offices
Latin America Sojourning Employee
Guatemala l 5 Ave. 5-55, Europlaza World Business Center, Torre
3, Nivel 7 Zona 14, Ciudad de Guatemala, Guatemala
T : 502-2382-4061~2 F : 502-2382-4063
Ecuador l Av.12deOctubreN24-660yFranciscoSalazar,Edf.
Concorde,3erPiso,Quito-Ecuador
T : 593-2-222-4334, 593-2-255-8437 F : 593-2-255-9029
El Salvador l Calle El Mirador y 87 Avenida Norte, Edificio Torre
Futura,Nivel 10, Local 3, Colonia Escalon, San Salvador, El Salvador
T : 503-2252-6131, 503-2252-3162 F : 503-2252-6133
Haiti
Africa Offices
Ethiopia l P.O.Box 5652, HouseNo.New, Kebele05, Nefas Silk
Lafto Sub City, Addis Ababa, Ethiopia
T : 251-11-3720340~1 F : 251-11-3720338
Nigeria l No9 Ovia Crescent Off Pope John Paul II Street
Maitama, POBox 6870, Abuja, Federal Republic of Nigeria
T : 234-9-461-2701 F : 234-9-461-2702
Ghana l P.O.Box GD 13700, 2ndFl., CDHBuilding, No.36
Independence Avenue, North Ridge, Accra, Ghana
T : 233)302-265-231~2 F : 233)302-265-233
Rwanda l PlotNo.10050, Nyarutarama, Kigali, Rwanda(P.
O.Box3182)
T : 250-252-585-506 F : 250-255-585-508
Mozambique l Av 25, de Setembro n° 270, Edificio Time
square Office Park bloco 4, 1° andar Escrito´rio 4, nesta cidade de
Maputo, Mozambique
T : 258-21304701~2, 4, 070-4069-8400 F : 258-21304698
Uganda l C3,Plot 16 Nyonyi Gardens,Kololo, Kampala,Uganda,
POBOX 37636,Kampala
T : 256-414-258-637 256 (0)41 425 8637 F : 256 414 258 648
Cameroon l KoreaInternationalCooperaionAgency,
P.O.Box13286, Yaounde, Cameroon
T : 237-2220-7141 F : 237-2220-7144
DR Congo l KOICA No8CavenueNzongotolo2emeetage, Gombe,
Kinshasa, RDC
T : 243-15-129 951~4
Asia (Diplomatic Mission)
Myanmar l 97 University Avenue Road, Bahan Township, Yangon
T : 95-1-539572, 95-1-527142~4 F : 95-1-513182
l
17 Rue Moise, Petion Ville, Port-au-Prince, Haiti
Africa Sojourning Employee
Kenya l KOICA Kenya Office, 4th floor Office Suite No. 30,
Crawford Business Park, State House Road, P.O.BOX 30455-00100,
Nairobi
T : 254-20-239-1888/1889 F : 254-20-2217-772
Egypt l Embassy of the Republic of Korea, Korea International
Cooperation Agency(KOICA ) Egypt Office, 3Boulos, HannaSt.
Dokki, Cairo, Egypt
T : 20-2-3748-1611, 4627 20-2-3671-1234~8(diplomatic mission)
F : 20-2-3338-9340
Morocco l No.20, Av.Mehdi Ben Barka, Soussi, Rabat,
MOROCCO (separate KOICA office within the diplomatic mission)
(mail to headquarters should be sent to the diplomatic mission’s
address)
T : 212-537-75-4677 F : 212-537-75-1966
Senegal l Atryum Center(ImmeubleEricsson), 4èmeétage,
Routede Ouakam 3323 Dakar, SENEGAL
T : 221 33 865 07 83 F : 221 33 865 07 81
Tanzania l KOICA 6thfl.MillenniumTower, Kijitonyama, PO.Box
31370, DaresSalaam, TANZANIA
T : 255-22-277-2324, 070-7559-7401 F : 255-22-277-2297
Tunisia l 9, Rueemir Abdelkader Mutuelleville Tunis
T : 71-894-587/ 71-282-143 F : 71-849-858
Algeria l KOICA, LotissementAADL, SaidHamdine, BirMouradRais,
VillaNo.193, Alger, Algerie
T : 213-21-44-77-49 F : 213-21-44-78-04
International Organizations Employee
USAID l USAID(PPL/DE), 1300, Pennsylvania Avenue, NW,
Washington D.C. 20523
OECD 대표부(파리) l Delegationdela CoreeAupresdeL 'OCDE 4
Placede La Portede Passy 75016, Paris, France
T : 33-1-44-05-24-04
ISBN 978-89-6469-262-213320
업무자료
ODA연구 2014-32-222
KOICA ANNUAL REPORT 2013
Korea International
Cooperation Agency
825 Daewangpangyo-ro, Sujeong-gu, Seongnam-si,
Gyeonggi-do, 461-833, Republic of Korea
Tel. 031-740-0114 Fax. 031-740-0655
http://www.koica.go.kr

KOICA ANNUAL REPORT

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