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Hiroo Ichikawa, Ph.D.

Module X： Urban GovernanceModule X： Urban Governance

Movement based on economic activity in the private sector

2-①

Section 1 : NATIONAL MANAGEMENT FRAMEWORKSection 1 : NATIONAL MANAGEMENT FRAMEWORK

(major urban area)

Investment based on public-sector systems

Movement based on economic activity in the private sector

Investment based on public-sector systems

2-②

Risks connected with the Functions of the Three-way RelationshipRisks connected with the Functions of the Three-way Relationship

Flow of people from outlying regions to major urban areas may fail to function within the realm of the private sector.

Flow of people from outlying regions to major urban areas may fail to function within the realm of the private sector.

Flow of money from major urban areas to the central government is intertwined in the realms of both thepublic and private sectors.

Flow of money from major urban areas to the central government is intertwined in the realms of both thepublic and private sectors.

Flow of money from the central government to outlying regions may fail to function within the realm of thepublic sector.

Flow of money from the central government to outlying regions may fail to function within the realm of thepublic sector.

2-③

Regional Cities in JapanRegional Cities in Japan

Regional Cities vary greatlyRegional Cities vary greatly

From 2,177.67 km2

(Takayama City, Gifu)

to 3.47 km2 (Funahashi Village, Toyama)

Merging of municipalitiesMerging of municipalities

Number of municipalities:

－ From 1953 to 1961:

10,000 to around 3,000

－ From 1999 to 2006:

around 3,000 to 1,820

From 3.58 million people (Yokohama City)

to 200 people (AogashimaVillage, Tokyo Islands)

2-④

Section 2: MANAGEMENT OF LARGE URBAN AREAS ANDRELATED ISSUES

Section 2: MANAGEMENT OF LARGE URBAN AREAS ANDRELATED ISSUES

－ Education & culture－ Daily living & housing－Welfare & human rights－ Health and medical care－ Employment & labor/employment consultation/vocational

training/labor issues

－ Urban development－ Environment－ Economy & industry－ Roads & transport－ Safety & disaster

prevention

－ Planning/finances/taxes－ Information disclosure &

publications

2-⑤

Tokyo’s Special Ward SystemTokyo’s Special Ward System

－ Tokyo’s special wards are fundamentally local government bodies, but they differ from ordinary cities.

－ Also, unlike ordinary municipalities, the special wards cannot carry over taxes to their own revenues.

－ Installation and management of waterworks

－ Sewerage systems－ Firefighting

－ Installation and management of waterworks

－ Sewerage systems－ Firefighting

essentially act as local governments in other areas.essentially act as local governments in other areas.

2-⑥

The Prefectural/Ward Financial Adjustment SystemThe Prefectural/Ward Financial Adjustment System

－ to bring balance to financial resources between the prefecture (to) and the special wards as well as among the special wards

－ to establish autonomous and systematic administrative managementin the special wards.

Financial equalizationGrants to special wards

98% as “ordinary grants”to be distributed from affluent wards to poorer wards

2% as “special grants”

2-⑦

Organization of the Tokyo Metropolitan GovernmentOrganization of the Tokyo Metropolitan Government

(Headquarters of the Governor, 10 Bureaus, etc.)

(Transportation, waterworks, and sewage)

2-⑧

Leaders and AssembliesLeaders and Assemblies

－ Determined through direct elections for a term of 4 years

－ Functions to comprehensively integrate and coordinate other executive organs

－ Comprised of 127 members voted from 42 election districts in the prefecture

－Members serve for terms of 4 years

－ Centered on “factions”; votes for or against bills and other measures are issued by each faction

2-⑨

Financial Resources and Authority: Concentration, Decentralization, and LiaisonFinancial Resources and Authority: Concentration, Decentralization, and Liaison

50

60

70

80

90

100

87 88 89 90 91 92 93 94 95 96 97 98 99 00 01 02 03 04 05

Central Government

Local Public Finance

Budget Scale(trillion yen)

3

3.5

4

4.5

5

5.5

6

6.5

7

7.5

8

87 88 89 90 91 92 93 94 95 96 97 98 99 00 01 02 03 04 05

Budget Scale

\5,854.0 bil.

\7,231.4 bil.

(trillion yen)

(FY2005)

(FY2005)

2-⑩

Financial ResourcesFinancial Resources

Annual Revenue of the Tokyo Metropolitan Government (General Account) : 5.8 trillion yen

Annual Revenue of the Tokyo Metropolitan Government (General Account) : 5.8 trillion yen

Local Public Finance Program : 83.8 trillion yenLocal Public Finance Program : 83.8 trillion yen

－ high local tax share.－ no local allocation tax － low share of local bonds

Compared to the Local Public Finance Program, Tokyo has:Compared to the Local Public Finance Program, Tokyo has:

Other

Local Bonds

Local Tax

LocalAllocation Tax

NationalTreasuryGrants

Other

Local Bonds

Local Tax

LocalAllocation Tax

NationalTreasuryGrants

2-⑪

General Annual Expenditure of the Tokyo Metropolitan Government

General Annual Expenditure of the Tokyo Metropolitan Government

4.2 trillion yenEducation andCulture

Police andFirefighting

Urban Planning

Welfare andHealth Care

Planning andGeneral Affairs

Labor andEconomics

LivingEnvironment

Expenditureconnecting totaxes,Government Debtand etc.

2-⑫

AuthorityAuthority

－ to build a new administrative system in which various entities take on the free and autonomous aspects of local areas as well “governmental” aspects

－ to establish a clear relationship between “received benefits and burden”

－ to examine frameworks for ensuring the self-government of local residents in major urban area management

The Tokyo Metropolitan Government needsThe Tokyo Metropolitan Government needs

2-⑬2-⑬

Section 3: MANAGEMENT OF SMALL AND MIDSIZE REGIONAL CITIES AND RELATED ISSUES

Section 3: MANAGEMENT OF SMALL AND MIDSIZE REGIONAL CITIES AND RELATED ISSUES

Policies that are implemented to realize the concept of “uniform provision of services throughout Japan” actually create the problem of lost regional individuality.

－ Abolished the agency-delegated function system

－ Established general affairs of local government and statutory entrusted functions

2-⑭

Example of a Regional Midsize City: Fukushima CityExample of a Regional Midsize City: Fukushima City

Population: 290,000Households: 109,000Number of city hall employees: 2,279

AssemblyGeneralAffairs andPlanning

Taxation

Citizens'Affairs

Public Health

Lobor

Agriculture,Forestry, andFisheries

CivilEngineering

Education

Commerce andIndustry

Firefighting

Waterworks

Sewerage

Other

2-⑮

General Revenue of Fukushima City

77.5 billion yen(FY2005)Local Transfer Tax

Local ConsumptionTax Grants

Disbursements fromthe Prefecture

Municipal Bonds

National TreasuryGrants

Special Grants toLocal Governments

Donation, AutomobileAcquisition TaxGrants, Grants toCollection forInterest, Other

Local Allocation Tax

Donations andAccounts carriedforward

Assets Revenue

ContributionsUsage Fees andHandling Charges

Money Transferred

MiscellaneousRevenues

Municipal Tax

2-⑯

General Expenditures of Fukushima City

77.5 billion yen(FY2005)

Firefighting Expenses

Commerce andIndustry Expenses

Public HealthExpenses

General AffairsExpenses

Debt Expenditure

Education Expenses

Civil EngineeringExpenses

Citizens' AffairsExpenses

Other

City AssemblyExpenses

Agriculture, Forestry, and Fisheries Expenses

2-⑰

Example of a Regional Small City: Ono CityExample of a Regional Small City: Ono City

15.2 billion yen(FY2005)

Population: 38,800 (2000)Households: 10,900 (2000)

MoneyTranferred

Municipal Tax

LocalAllocation Tax

National/PrefecturalExpenditures

Municipal Bond

TransferTax/Subsidy

Others

MiscellaneousIncome

2-⑱

General Expenditures of Ono City

15.2 billion yen(FY2005)

Commerce andIndustry

Construction andEngineering

Fire-fighting

Education

Disaster Recovery

Government Debt

Labor

Agriculture/Forestry/Fishery

Health

AssemblyContingency

General Affairs

People's Livelihood

2-⑲

Organization of Ono CityOrganization of Ono City

・Citizen’s Welfare

・Industry and Economy

・Construction

・General Affairs

5 sections

3 sections

4 sections including water and sewage

5 sections

2-⑳

Responses by the Central GovernmentResponses by the Central Government

Shift the relationship between the central government and local governments from one based on an “up-down, master-servant” framework to one based on equality and cooperation

Shift the relationship between the central government and local governments from one based on an “up-down, master-servant” framework to one based on equality and cooperation

Emphasis on the policymaking and performance capacity of local governmentsEmphasis on the policymaking and performance capacity of local governments

New approaches in small and midsize cities are required as major urban areas grow more affluent while regional small and midsize cities atrophy.

New approaches in small and midsize cities are required as major urban areas grow more affluent while regional small and midsize cities atrophy.