5. Unwavering advancement of reform

Enhancing the volitional implementation and effectiveness of Reform for 2020

Let’s now move on to Tokyo Metropolitan Government reform. At the end of last fiscal year, we compiled the Reform Plan for 2020 and entered the phase of full scale reform implementation. We have taken this opportunity to create systems for TMG employees to continuously take the initiative in advancing measures through the reform mindset they have cultivated to date. This includes the establishment of councils to promote reform, headed by each of my vice governors, which will manage the progress of reform in each of the TMG bureaus. While having these councils and the Reform Office verify the progress of reforms and using the PDCA (Plan-Do-Check-Action) cycle for TMG bureaus to advance further reforms, we will raise the effectiveness of Reform for 2020 without fail.

The incorporation of opinions and advice from broad perspectives is also effective in firmly managing this cycle. Therefore, at this time, we have decided to establish a new Tokyo Metropolitan Government Reform Advisory Council made up of business leaders accomplished in areas such as work-style reform, and experts in various fields, including government reform and legal affairs, to seek objective advice. While receiving advice on matters ranging from overarching themes, such as taking reform to the next level, to individual initiatives, such as the promotion of flexible work-styles, I am determined to push forward metropolitan government reform without letting up.

As part of our efforts to “enhance visibility,” our objective analysis of the industrial water supply services last fiscal year revealed that amid decreasing revenues, an increase in demand cannot be expected, and large sums of money would be required to renew the aging facilities. After studying the best course of action to take and based on last week’s recommendations from the panel of experts, we decided to address this outstanding issue of many years and move toward discontinuing the service. For users of this service, while listening closely to their voices, we will provide a detailed response. Tackling the various issues that we have been putting off until now is the very purpose of the “Grand Reform of Tokyo.”

Toward proper management of extra-governmental organizations

With regard to extra-governmental organizations working to strengthen their management foundations through reform as members of the “TMG group,” yesterday, we released business reform plans for all 33 organizations. Each organization clarifies its own business challenges heading toward 2020 and sets forth strategies and business targets to resolve these challenges, while also reflecting an outside perspective. To ensure the contents of the plans are befitting to organizations that work alongside the TMG to realize policies, I met with the leaders of each of the organizations to discuss the current situation and challenges prior to release. We will promote volitional management reform and efforts by these organizations to make management information more visible through evaluations conducted every fiscal year by the TMG on the initiatives taken based on the plans which also give due consideration to the opinions of outside experts.

All-out implementation of tendering system reform

The trial implementation of tendering system reforms that we started advancing last June has produced results in raising the competitiveness and transparency of bidding, including an increase in the number of entries. Now, while applying those results, we will improve a portion of the system by giving consideration to small and medium-sized enterprises and other standpoints, and implement reforms in earnest. While always maintaining a clear picture of the situation surrounding the system, we will continue to ensure competitiveness and adhere to fair and transparent operation of the system.