Silviase/jgov_v1.4_full_ann huggingface dataset:
項目	取組の状況	目標達成度(左で④実施中・実施済の場合)
①未検討	②検討中	③計画中	④実施中・実施済	無回答	計	①成果まだ	②一定成果	③期待通り	④期待以上	無回答	計
公共工事コスト削減に関する行動計画の策定	0	1	2	30	0	33	0	18	7	3	2	30
0.0%	3.0%	6.1%	90.9%	0.0%	100.0%	0.0%	60.0%	23.3%	10.0%	6.7%	100.0%
公共工事の見直しに係る評価・工夫等の取組	2	1	2	27	1	33	0	18	7	0	2	27
6.1%	3.0%	6.1%	81.8%	3.0%	100.0%	0.0%	66.7%	25.9%	0.0%	7.4%	100.0%
条件付き一般競争入札の適用範囲の拡大	4	5	3	17	4	33	2	7	5	0	3	17
12.1%	15.2%	9.1%	51.5%	12.1%	100.0%	11.8%	41.2%	29.4%	0.0%	17.6%	100.0%

項目	取組の状況	目標達成度(左で④实施中・実施済の場合)
①未検討	②検討中	③計画中	④実施中・実施済	無回答	計	①成果まだ	②一定成果	③期待通り	④期待以上	無回答	計
*	ガイドライン作成等による包括的な外部委託の推進	5	4	7	15	2	33	0	7	6	0	2	15
15.2%	12.1%	21.2%	45.5%	6.1%	100.0%	0.0%	46.7%	40.0%	0.0%	13.3%	100.0%
*	総務事務の集中化・アウトソーシングの実施	5	8	9	11	0	33	0	5	5	1	0	11
15.2%	24.2%	27.3%	33.3%	0.0%	100.0%	0.0%	45.5%	45.5%	9.1%	0.0%	100.0%
*	PFIの導入	2	11	4	15	1	33	4	2	7	1	1	15
6.1%	33.3%	12.1%	45.5%	3.0%	100.0%	26.7%	13.3%	46.7%	6.7%	6.7%	100.0%
*	指定管理者制度の活用	0	7	19	7	0	33	4	3	0	0	0	7
0.0%	21.2%	57.6%	21.2%	0.0%	100.0%	57.1%	42.9%	0.0%	0.0%	0.0%	100.0%

項目	取組の状況	目標達成度(左で④実施中・実施済の場合)
①未検討	②検討中	③計画中	④実施中・実施済	無回答	計	①成果まだ	②一定成果	③期待通り	④期待以上	無回答	計
外郭団体の見直しに関する基本方針の策定	1	2	0	30	0	33	3	16	10	0	1	30
3.0%	6.1%	0.0%	90.9%	0.0%	100.0%	10.0%	53.3%	33.3%	0.0%	3.3%	100.0%
改革を意図した積極的な外郭団体の統廃合	1	2	1	29	0	33	0	12	12	0	5	29
3.0%	6.1%	3.0%	87.9%	0.0%	100.0%	0.0%	41.4%	41.4%	0.0%	17.2%	100.0%
都道府県が一括してすべての外郭団体の財務諸表等の情報公開を実施	7	2	1	21	2	33	1	6	11	0	3	21
21.2%	6.1%	3.0%	63.6%	6.1%	100.0%	4.8%	28.6%	52.4%	0.0%	14.3%	100.0%
地方独立行政法人化の取組	5	19	7	1	1	33	0	1	0	0	0	1
15.2%	57.6%	21.2%	3.0%	3.0%	100.0%	0.0%	100.0%	0.0%	0.0%	0.0%	100.0%

項目	取組の状況	目標達成度(左で④実施中・実施済の場合)
①未検討	②検討中	③計画中	④実施中・実施済	無回答	計	①成果まだ	②一定成果	③期待通り	④期待以上	無回答	計
*都市再生、地域再生、構造改革特区への取組	1	2	0	30	0	33	4	20	4	0	2	30
3.0%	6.1%	0.0%	90.9%	0.0%	100.0%	13.3%	66.7%	13.3%	0.0%	6.7%	100.0%
*市区町村への事務権限の移譲	0	1	0	32	0	33	2	16	10	0	4	32
0.0%	3.0%	0.0%	97.0%	0.0%	100.0%	6.3%	50.0%	31.3%	0.0%	12.5%	100.0%

項目	取組の状況	目標達成度(左で④実施中・実施済の場合)
①未検討	②検討中	③計画中	④実施中・実施済	無回答	計	①成果まだ	②一定成果	③期待通り	④期待以上	無回答	計
事務事業評価の取組	1	0	0	32	0	33	3	25	2	0	2	32
3.0%	0.0%	0.0%	97.0%	0.0%	100.0%	9.4%	78.1%	6.3%	0.0%	6.3%	100.0%
政策・施策評価の取組	2	2	4	24	1	33	1	18	4	0	1	24
6.1%	6.1%	12.1%	72.7%	3.0%	100.0%	4.2%	75.0%	16.7%	0.0%	4.2%	100.0%

項目	取組の状況	目標達成度(左で④実施中・実施済の場合)
①未検討	②検討中	③計画中	④実施中・実施済	無回答	計	①成果まだ	②一定成果	③期待通り	④期待以上	無回答	計
ガイドラインの作成等による窓口サービス向上に関する包括的な取組	10	4	2	15	2	33	0	9	2	0	4	15
30.3%	12.1%	6.1%	45.5%	6.1%	100.0%	0.0%	60.0%	13.3%	0.0%	26.7%	100.0%
ホームページを通じた申請・届出等の手続の実施	0	0	6	27	0	33	3	19	3	0	2	27
0.0%	0.0%	18.2%	81.8%	0.0%	100.0%	11.1%	70.4%	11.1%	0.0%	7.4%	100.0%
C I Oの設置	9	6	2	11	5	33	0	7	2	0	2	11
27.3%	18.2%	6.1%	33.3%	15.2%	100.0%	0.0%	63.6%	18.2%	0.0%	18.2%	100.0%

項目	取組の状況	目標達成度(左で④実施中・実施済の場合)
①未検討	②検討中	③計画中	④実施中・実施済	無回答	計	①成果まだ	②一定成果	③期待通り	④期待以上	無回答	計
パブリックコメントに関する要綱・要領等の制定	3	1	1	28	0	33	2	18	4	1	3	28
9.1%	3.0%	3.0%	84.8%	0.0%	100.0%	7.1%	64.3%	14.3%	3.6%	10.7%	100.0%
情報公開に関する条例の制定	0	0	0	33	0	33	0	16	15	0	2	33
0.0%	0.0%	0.0%	100.0%	0.0%	100.0%	0.0%	48.5%	45.5%	0.0%	6.1%	100.0%
住民満足度等をもとにした政策立案・事業実施の取組	2	2	3	21	5	33	1	14	3	0	3	21
6.1%	6.1%	9.1%	63.6%	15.2%	100.0%	4.8%	66.7%	14.3%	0.0%	14.3%	100.0%
「地方の行政改革の推進に関するアンケート調査」自由記述回答の各都道府県別一覧 <公共工事の指名競争入札における地域要件の具体的内容に関する回答>

1．公募型指名競争入札における地域要件は、原則として県内に本店を有する業者としている。また、通常の指名競争入札においては、原則として当該事務所管内に本店を有する業者としている。

2．建設工事請負約款を改正し、県内企業の活用をより一層図るため、県内企業の組合せによる特定J V（共同企業体）の活用や下請契約において、県内に本店を有する者の中から選定するよう努めることとした。

３．特Ａ～Ｄまでの等級のうち特Ａ以外については、工事実施場所の市町村に本社のある業者を優先的に指名。

４．工事の規模、内容により異なる。特殊な工事以外は原則として次のとおり。

・1億円以上...全県・5千万円~1億円...全県を2分割したブロック

・5千万円未満...土木事務所の所管区域

5．J Vにおける、第二順位の中小企業について地域要件を設定。

6．（条件付一般競争入札も含めた地域要件）設計金額が1億円以上は県内全域、4千万円以上1億円未満は総合支庁管内（4プロック）、4千万円未満は総合支庁の分庁舎管内（7プロック）を最小範囲として、必要に応じて範囲を広げて競争性を確保する。指名の場合は、おおむね12社程度とする。

7．発注工事の種類、内容、地理的要件等を勘案して業者選定を行っている。

8．地理的条件として、本店、支店又は営業所の所在地及び当該地域での工事実績等からみて当該地域における工事の施工特性に精通し、工種及び工事規模等に応じて当該工事を確実かつ円滑に実施できる体制が確保できるかどうかを勘案することとしている。

9．公募型指名競争入札は、県内企業を優先して指名。指名競争入札は、地元企業を優先して指名。

10．平成16年5月1日より、1千万円から3千万円までの工事について、地区割数を97地区から67地区へ削減した。

11．出先機関の管内エリアをベースとしているが、発注種類によっては競争性の観点から隣接するエリアにも広げることがある。

12．請負対応額1億円以上の建設工事については、全県を対象とし、1億円未満の建設工事については、県内8管内ごとの地域要件を設定している。

13. 県の「建設工事等入札制度合理化対策要綱」に定める指名基準の1つとして「当該工事に関する地理的条件」を規定。当該工事に関する地理的条件・当該地域での工事実績からみて、当該地域における工事の施工特性に精通し、工種及び工事規模等に応じて当該工事を確実かつ円滑に実施できるかどうかを総合的に勘案する。当該工事箇所を管轄する地域振興局の各公共事業部管内（以下「部管内」という。）の業者をまず考慮し、業者数が満たない場合もしくは隣接する部管内の業者を選定することが地理的条件から適当と認められる場合は、隣接する部管内の業者のうち当該工事箇所付近に実績を有する業者を選定する。

14．2 億円未満の工事について、公募型指名競争入札・地域公募型指名競争入札を導入しており、それぞれ、地域要件を考慮している。地域要件は、本社・支店・営業所の所在について工事施行箇所の経済活動エリアとして市町村界や各発注機関所属県民局管内による条件設定を行っている。指名競争入札については、緊急時における災害復旧工事や特に必要がある場合に適用できるものとしている。

15．技術的適性、その他特殊事情がある場合を除き、原則として、施工地を管轄する地域振興局管内、又は隣接する地域振興局管内を含めた地域で業者を選定する。

16．発注工事の規模、業種特性、対象業者数に応じて詳細は異なるが、土木事務所管内における指名を基本としている。大規模工事や特殊工事については更に広い範囲を地域要件とすることもあり得る。

17．基本的に、各振興局（総合出先機関）の管内業者。ただし、指名業者が管内に少ない場合は管外の業者、更に少ない場合は県外業者から指名する。
18．基本的に地方機関(地域振興局等)管内に営業所を持つ会社から選定。

19．原則として、発注機関の管内に営業所を有する建設業者を対象とするが、建設工事の規模及び内容等からみて施工能力のある建設業者が限られる場合、競争力が確保される程度に対象範囲を広げる。

20．中小建設業の育成、地域の産業振興及び雇用促進に資するため、地元業者で施工可能な工事にあっては、極力地元業者に受注機会の確保を図るよう考慮している。

21．地域内（土木事務所の所管区域内又は施工場所の市町村内）に主たる営業所（本社又は本店）を置くもの。

22．営業所の所在地又は当該工事地域での工事実績等から判断し、当該地域における工事の施工特性に精通し、工種及び工事規模等に応じて当該工事を確実かつ円滑に実施できる体制が確保できるかどうか勘案して設定する。

23．具体的な取決めはないが、県内産業の振興と、地域経済の発展に寄与するよう県内業者の優先発注をしている。

24．受注希望型指名競争入札は、設計額5千万～1億円で工事個所の地方振興局管内及びその隣接管内。通常型指名競争入札は、設計額5千万円未満で工事個所の地方振興局管内。

25．工事場所を所管する出先事務所の所管区域に主たる営業所を有する業者を優先して指名することしているが、平成16年度から指名数の標準を従来の1.2～1.5倍程度に拡大したため、結果として隣接する出先事務所の所管区域まで拡大することとなる。

26．原則、当該工事箇所の市町村における対応等級業者を指名対象とし、それによりがたい場合は、工事箇所を管轄する土木事務所の管内における対応等級業者まで範囲を拡大し対象とする。

27．一般競争入札では、地域要件は求めない。公募型指名競争入札では、主に県内業者を応募対象（工事の内容により国内の業者を対象とすることも有る）とする。簡易公募型指名競争入札では、県内業者を応募対象とし、応募条件を満たす応募業者を基準に基づき採点し、点数上位12社を指名する（管内業者が有利になるような基準となっている）。通常指名型指名競争入札では、主に管内業者の中から上位10社を指名。

< 国の基準を超えて行っている行政サービスに関する回答>

1．長期失業者再就職支援事業の実施。長期失業者に対する就職支援のためのカウンセリングから就職の斡旋までを民間事業者に委託（目標に達しない場合、委託料減）。

2．創業・ベンチャー支援センターの開設。民間の専門家であるチーフアドバイザー及び開業アドバイザーを配置し、ベンチャー企業等からの相談に対応。

3．湖流域の水環境の悪化を未然防止するため、水環境の保全に関する条例（平成14年3月制定）において、法の規制を超えて工事・事業場等に対する窒素、リンの排水規制等を行うとともに、規制に伴い必要となる工場・事業場等の排水処理施設や、下水道、農業集落排水施設、合併処理浄化槽の高度処理施設整備に対し、事業者、市町村負担分の3／4を県単独で助成している。

4．近年の社会経済の急速な進展の中で、消費者から寄せられる相談も多種多様で複雑化してきている。さらには、エト化の進展とあいまって利用した覚えのない有料情報利用料や身に覚えのない借金等を請求する架空請求に関する相談が急激に増加してきている。これらの相談件数の増加により、県民からの相談電話がつながりにくくなっている状況の改善と土曜、日曜、祝日及び夜間においても対応できる「消費生活情報提供サービス」の充実を図るため、本年4月にコールセンターを開設した。

5．「30人学級」の一部導入（平成16年度は小学1年を対象に実施。平成17年度以降は未定）。外国人の不慮の疾病等に対する緊急的な医療が適切に確保されるよう支援するため、医療機関に対する未払医療費の一部補てん。
# Chapter 2

Current State of Japan's ODA

School children using donated desks and chairs at Stung Mean Chey primary school

Chairs donated by Japan, some indicating the names of the students who used them

Students sitting at recycled desks and chairs donated by Japanese schools

"The Project to Provide Secondhand School Equipment to Primary Schools in Mean Chey District, Phnom Pen"

"The Project to Provide Secondhand School Equipment to Secondary Schools in Phnom Penh": Cambodia

## Key Points

• In August 2003, the government revised the ODA Charter for the first time in 11 years. Since then, Japan has developed ODA in line with the revised ODA Charter.

● For steady implementation of the ODA Charter, the government continues to make various reform efforts.

The government actively promotes the perspective of "human security" and assistance for peace-building (reconstruction assistance to Iraq, etc.), which is a new priority issue.

Japan hosted summit-level meetings in Japan, such as the ASEAN-Japan Commemorative Summit Meeting, the TICAD III, and the Pacific Islands Forum (PIF).

● Japan continues to promote efforts for strengthening collaboration with NGOs and other aid-related entities and increasing public participation.
# Activities of the Country-based ODA Task Force in Ghana

In recent years, the environment surrounding Ghana has undergone significant changes, such as the formulation of the Ghana Poverty Reduction Strategy (GPRS) and the intensification of aid coordination on a local level. In particular, triggered by participation in the Enhanced HIPC Initiative in 2001 (see Part II, Chapter 2, Section 3, 2-(7)), Ghana has become subject to debt relief, and it has become difficult to newly provide aid by Yen loans, which had accounted for a relatively large proportion of cooperation up to then. This urged Japan to implement a fundamental review of Japan's assistance policy to

Policy consultation in Ghana

The Japanese Embassy and JICA overseas office in Ghana were alarmed by such change, and started joint work to revise the aid policy for Ghana in a way that meets the current situation of the country, which is in line with the "country-specific approach" emphasized in the revised ODA Charter. Specifically, Japan confirmed the development needs of Ghana under the GPRS through repeated policy dialogues with government officials, intellectuals and economists in Ghana. At the same time, Japan has narrowed down the direction of Japan's development assistance to assume among development goals under the GPRS from the medium and long-term viewpoints (3-5 years) in consideration of its own weaknesses and comparative advantages. Such restructuring of development assistance through strengthening collaboration at the field level takes in advance the idea of "Country-based ODA Task Forces," which is now being promoted under the revised ODA Charter, and it was a continuing process of trial and error.

As one example, Ghana faces a problem of how to respond to accelerating aid coordination. Ghana is a country whose national budget largely depends on assistance from donors. For such a country, donors are required to cooperate with each other to enhance medium and long-term prospect for assistance (this is called predictability) in line with the formulation process of national budget for the purpose of efficient and effective utilization of donors' support. On the other hand, Japan's ODA is implemented based on a one-year budget, so it is necessary to contrive a way to establish a medium and long-term prospect. To overcome this problem and take active part in aid coordination on a local level, the Country-based ODA Task Force in Ghana has made efforts to enhance the "predictability" of Japan's assistance by relating several of Japan's ODA one-year budget-based projects in different fiscal years with each other.

In this way, the activity of the Country-based ODA Task Force also constitutes the process of finding what Japan should do to make its support meaningful to both donors and recipient countries, by frankly considering the weaknesses and comparative advantages of Japan's ODA and by giving feedback to Japan's development assistance policy through overcoming, improving and strengthening of these weaknesses and advantages. Country-based ODA Task Forces in Ghana and other countries continue their operations at the very front lines of Japan's ODA reforms.
governments on a local basis; (3) being involved in the process of formulating and reviewing Country Assistance Programs; and (4) collaborating with the local aid community. As of July 2004, Country-based ODA Task Forces had been established in 64 countries, and they are working to improve the strategic value, transparency and efficiency of Japan's ODA. (For Country-based ODA Task Forces, also see Part II, Chapter 2, Section 6, 1-(5) of this white paper and page 71 of the ODA White Paper 2003.)

The activities of Country-based ODA Task Forces in 64 countries across the world vary depending on the situation of recipient countries, but the Country-based ODA Task Force in Bangladesh is one of those playing an active role.

In Bangladesh, working groups are set up for each sector to share and accumulate each sector's knowledge in an organized way, and assistance programs are prepared for each sector. In addition, a session for studying the situation of Bangladesh is held once a month to understand Bangladesh's needs in major sectors, which are the biggest issues when implementing assistance. Moreover, regular consultation is held once every six months between the Ministry of Finance and other related ministries and agencies in Bangladesh and the Japanese Embassy, JICA, and the JBIC to share aid policy and cooperate with each other in relation to individual projects.

Together with eight other countries, Bangladesh was

selected by the Board on Comprehensive ODA Strategy as one of the countries for which a Country Assistance Program will be formulated or revised within the next one to two years. The active Country-based ODA Task Force in Bangladesh is expected to play an increasingly important role in the future.

## ☑ Evaluation and Revision of the Medium-Term Policy on ODA

Formulated in 1999, the Medium-Term Policy on ODA is one of the documents that constitute the framework of Japan's ODA policy. In fiscal year 2003, in line with the revision of the ODA Charter, the Ministry of Foreign Affairs held the Advisor's Meeting on Evaluation of ODA Medium Term Policy consisting of intellectuals and evaluated the current Medium-Term Policy in order to verify the past efforts, and use the results as references for its revision.

The Advisor's Meeting evaluated the Medium-Term Policy on ODA from the viewpoint of (1) whether the Medium-Term Policy on ODA is consistent with the "ODA Charter of 1992 (former ODA Charter)", which is the upper ODA policy, and with the development needs of the international community; (2) whether the Medium-Term Policy on ODA is steadily reflected in sector-specific and country-specific assistance policies; and (3) whether efforts have been made to appropriately implement and verify the
Division, which had handled the formulation of sector wide assistance programs in the past, and those of the Multilateral Cooperation Division, which had been in charge of relations with the DAC, the United Nations Development Programme (UNDP), the World Bank and other international organizations.

The Ministry of Foreign Affairs also established the "Global Issues Strategy Planning Council" from the point of view that coordination among bureaus and divisions is indispensable in the era of globalization when the characteristics of threats to human lives, livelihoods and dignity are changing, to conflicts, refugee issues, infectious diseases, sudden economic crisis, and global environmental issues.

The primary purpose of the "Global Issues Strategy Planning Council" is to formulate and coordinate basic strategies concerning global issues that require efforts across bureaus and divisions, to strengthen coordination among them in order to implement various measures for achieving human security, to strengthen the strategic framework for budget spending of international organizations, to increase the number and level of posts for Japanese staff and elections within international organizations, and to coordinate and raise policy proposals relating to multilateral issues closely related to Regional Bureaus and Departments.

## ■ JICA's Organizational Restructuring

In parallel with the structural reform of the Ministry of Foreign Affairs, JICA, which is one of the ODA implementing agencies, also restructured its organization. JICA became an independent administrative institution in October 2003 (see page 64 of the ODA White Paper 2003 for details), and it has become the Independent Administrative Institution Japan International Cooperation Agency with Ms. Sadako Ogata (former United Nations High Commissioner for Refugees) as President. On this occasion, JICA published the "New JICA reform plan" (new direction of JICA) in March 2004 under the initiative of President Ogata, and restructured its headquarters organization with the aim of strengthening the ODA implementation system. With "realism" in view, JICA is also
# Chart II -12 Concept of the Global Issues Strategy Planning Council

strengthening the structure of its overseas offices to cope with various development issues in developing countries more precisely and promptly.

Specifically, JICA changed the conventional four regional department-based system to the five regional department-based system (Regional Department IV (Africa) and Regional Department V (Middle East and Europe) were newly established) to strengthen the country/region-specific approach and thereby meet the needs of each country and region. JICA also shifted from the scheme/sector-specific implementation system to the issue-specific implementation system in order to strengthen approaches to MDGs and other development issues, and strengthened capacity to cope with issues by reforming five departments in charge of technical cooperation projects and three departments in charge of development study into five issue-specific departments. Hereby, JICA will accumulate knowledge and know-how for each sector/issue within issue-specific departments, and will strengthen technical support overseas in the future.

With respect to the structure of overseas offices, JICA established regional centers in six countries and promotes support for project formulation and formulation of regional strategies by individual overseas offices, as well as efforts for cross-regional issues. In addition, with the goal of making the proportion of personnel in the Japanese headquarters equal to that in overseas offices, JICA will enhance staff at about 30 offices intensively, and will expand the responsibility and authority of these overseas offices in project implementation.

President Ogata's press conference about JICA's organizational restructuring (Photo: JICA)
## Chart II -13 Aid Disbursement in the WID Sector

## (1) Technical Cooperation

(2) Grassroots Human Security Grant Aid

(3) Breakdown (FY 2003)
construction of schools, the distribution of equipment, and the provision of educational materials for classrooms conducted by Japan, of which approximately 0.63 million were children in Asia and approximately 1.52 million were those in Africa.

As an effort contributing to ensuring "access" and improving "management," Japan has implemented the "Community-based Basic Education Improvement Project" in Oromia State, Ethiopia since November 2003. Ethiopia was able to improve the school enrollment ratio through the "Education Sector Development Programme (ESDP)" implemented by its government from 1997, but the number of schools and the training of teachers far exceeds the increase in the number of children. In order to address this challenge, the Government of Ethiopia formulated the ESDP II, and has positioned non-formal education that is characterized by its low school construction costs and flexible curriculum as an important alternative to formal education and has set the expansion of non-formal education as the top priority. However, local educational administrations have little knowledge and experience in mobilizing the participation of local residents, including parents and influential persons in the region that is indispensable for providing non-formal education focusing on literacy education effectively. Therefore, it became an urgent task to improve the capacity to plan and implement educational plans, and Japan has come to support achieving such a task. Specifically, Japan plans to conduct workshops on the construction and management of schools that serve various regional needs with the participation of local residents. Japan will also conduct school mapping and provide support for the construction of schools by local administrations and residents themselves, the procurement of equipment, fixtures, textbooks and teaching materials, and the enhancement of teaching ability of teachers as well as non-qualified teachers who teach at these schools.

In addition to Ethiopia, in January 2004, Japan also initiated such support for the construction and management of schools with the active participation of residents in Niger where the children's school enrollment ratio is particularly low among Sub-Saharan African countries.

As for the "quality" of education, Japan has been providing active assistance for science and mathematics education,

Teachers training to improve their abilities (Project for Improving Mathematics Teaching: Honduras)

Chart II-14 Number of Dispatched Japan Overseas Cooperation Volunteers (Education and Culture) by Region and by Type of Job

Number of dispatched volunteers by region

FY 2003
which are relatively universal subjects in terms of knowledge and teaching methods compared to other subjects. This is one of the major forms of assistance of Japan in the field of basic education. Japan started the "Project for Improving Mathematics Teaching" in Honduras in April 2003. While the net school enrollment ratio for primary education is high at 95% in Honduras, less than 70% of children are able to complete six-year primary education. In Honduras, many children drop out of school or repeat a grade due to their poor performance in national language (Spanish) and mathematics, and this is one of the largest challenges affecting educational development in the country. Japan has dispatched volunteers in the field of mathematics education for 12 years to date and a total of 60 volunteers have been dispatched. This contribution from Japan is highly valued, and Japan has been given a leading role in the field of mathematics education under the "Programa de Formación Continua" of the country. Specifically, Japan has been carrying out the improvement and implementation of in-service training of mathematics teachers, preparation of teacher's manuals for government-designated mathematics textbooks and exercise books for children, and establishment of an educational evaluation method using standard achievement tests for children.

In addition, Honduras is one of the beneficiary countries of the Fast Track Initiative (FTI)* $ ^{1} $ initiated by the World Bank. The development of teacher's manuals for government-designated textbooks and exercise books for children in three provinces, El Paraíso, Colon, and Ocotepeque, conducted by

Chart II -15 Major Projects in the Educational Sector