1. Introduction

Accelerating the pace of reform

Can Tokyo keep up in this world of tumultuous change? With the rapid progression of population decline and aging expected to trigger an unprecedented crisis, Tokyo must accelerate the pace of reform.

According to the 2015 Population Census, the total population of Japan was 127.09 million, a decline of about 960,000 people from the previous survey. This was the first decline recorded since the start of the census. Even Tokyo’s population is expected to peak at 13.98 million in 2025 when the last of the baby boomers will reach 75, and then decline. And, according to projections by the central government, if Japan’s population continues to decline at the current pace and advancements are not made in productivity reform, negative economic growth will firmly take hold in the 2040s.

Under such circumstances, we will not be able to open up a bright future for Tokyo and Japan if we continue to administer affairs in a manner that is an extension of what has come before. Japan’s labor productivity is the lowest of the G7 countries. The participation of women in society is also not advancing as hoped. Japan’s ranking in a World Economic Forum report, which looks at gender equality and other conditions in countries around the world, has slipped further below its place last year. For our country to break through the current situation and plot a course to growth even as the population declines, Tokyo -- the engine of the Japanese economy -- must accelerate reform and propel all of Japan.

Opposing the irrational national measures on local taxes

Meanwhile, the central government is needlessly inciting a sense of confrontation between Tokyo and rural areas, taking actions that could lead to dampening Tokyo’s growth potential, and by extension, Japan’s international competitiveness. Capping the enrollment capacity and creation of new faculties at universities in Tokyo’s 23 special wards will only serve to lower the international standing of Japanese universities, which is already dropping drastically.

Furthermore, the review of criteria for redistributing local consumption tax contorts the original purpose of the tax, which is to assign tax revenue to the location where final consumption takes place, and it is nothing more than an attempt to force Tokyo and the other areas that support Japan’s economic growth to offset the huge lack of financial resources facing the rural areas. To protect Tokyo’s precious financial resources, first, I, along with Aichi and Osaka prefectures and Tokyo municipalities, visited Internal Affairs and Communications Minister Noda, whose ministry is also responsible for local taxes, to present a joint request. We will also compile a written counterargument, which specifies the problems with the central government’s argument and outlines the Tokyo Metropolitan Government’s stance, and advance a wide appeal to gain support for Tokyo’s position among members of the Diet. I will continue to actively pursue this matter, including meeting with relevant Diet members to request support. In cooperation with the members of this Assembly, municipalities, and others, I will seize every opportunity to strongly oppose the irrational national measures that force the role of the central government on to Tokyo and unjustly plunder our financial resources, threatening the livelihoods of Tokyo citizens.

Striving toward the “New Tokyo”

Tokyo’s sustainable growth will be the driving force behind Japan’s economic growth. Based on this certainty, I have dedicated my efforts to a wide range of initiatives to date, including thorough information disclosure to change the structure of metropolitan administration, while also developing sweeping measures to eliminate waiting lists for childcare and a growth strategy to win in the international competition between cities, as well as initiatives that use the opportunity presented by the Tokyo 2020 Games to transform Tokyo into an even more mature city. Taking to heart the mission Tokyo has been entrusted with, I will continue to advance the “grand reform of Tokyo” with the “Tokyo citizens first” concept as its cornerstone. And, using methods such as information disclosure and wise spending, we will realize the three cities to form the “New Tokyo” -- a “Safe City” that is safe and secure, “Diversity” (a diverse city), where anyone can play an active role, and a “Smart City” that generates growth.

Concerning the budget compilation process that we are currently advancing, in the last fiscal year, we discontinued the so-called seito fukkatsu yosan system and launched hearings to listen to the opinions of various types of organizations. This year, we are holding hearings over one month ahead of last year’s schedule, to hear the public’s views at an early stage, and as the second phase of reform utilize proposals submitted by the people of Tokyo and highly motivated Tokyo Metropolitan Government (TMG) employees in the creation of measures. Through this new method that actively incorporates new ideas from Tokyo citizens and the knowledge and experience accumulated by TMG employees working on the frontlines, we will develop policies to resolve pressing issues.

At the Reform Office, we are vigorously advancing reform for more visibility, by clarifying the costs, personnel, and results associated with the major programs of each TMG bureau, and studying the review and renewal of policies, efficiency of implementation, and the division of roles between private companies and extra-governmental organizations. At a recent meeting of the Reform Office, eight TMG bureaus presented findings on their respective programs acquired through the analysis of objective data and other information. Reports from many other bureaus are expected at this month’s Reform Office meeting. Visibility reform methods will now be used on a regular basis in all of the bureaus to strategically consider how their programs should be. We are also working on reviewing matters including the role of extra-governmental organizations and improving personnel systems through human resource development and work-style reform, and plan to discuss these issues at meetings of the Reform Office by the end of this fiscal year.

Concurrent with such reforms, we will strongly roll out measures that focus on “people,” including measures to respond to a super-aging society and enhance the quality and quantity of childcare service options, based on our key policies, which aim to realize a Tokyo where “people live and shine.” I will work tirelessly so that the “New Tokyo” where everyone can shine will be realized as a product of these efforts.