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佐藤栄作論文集9~16

第14回優秀賞be given on a priority basis in these countries. If necessary, interest-free loans shouldbe considered instead. In giving aid for an expansion of infrastructure, considerationshould be given to training personnel for managing and operating such facilities.ODA suffers from a lack of trained development administrators. This severelylimits its ability to initiate and manage innovative, culturally and environmentallysensitive, and effective grassroots projects in recipient countries. Furthermore, manyofficials assigned for the grassroots assistance program are fairly junior and have nothad an opportunity to gain the skill necessary for the most effective administrationof assistance programs. Also the two- to four-year nature of Japan’s foreign serviceassignments does not lend itself to the development of the relationships andknowledge necessary to work effectively with local NGOs that are playing a crucialrole in the development of democratic governance and vibrant civil societies. A moreefficient means to enhance the effectiveness of ODA programs is to make maximumutilization of the organizational and human resources found in international anddomestic NGO communities. This would also provide domestic and foreign NGOswith an opportunity to further develop their own capacities to work together and inpartnership with government and business structures to help define issues, as well asdesign and manage pragmatic approaches to address them.3.Japan’s role in the UN ReformsOf late, there has been widespread criticism that the UN does not adapt itself toglobal changes in the post-Cold War era in formulating its programs and policies. It is,therefore, important to improve the efficiency and review the mandates of the variousUN organizations and agencies and to promote more effective coordination amongthem. Japan has a joint responsibility with other nations including developing ones to587