Government

Policy Speech by the Governor of Tokyo, Yuriko Koike, at the First Regular Session of the Tokyo Metropolitan Assembly, 2019

February.21.2019

Tokyo Metropolitan Government

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In opening the first regular session of the Tokyo Metropolitan Assembly in 2019, I wish to relate my basic stance on future metropolitan administration.

This year marks a full 30 years on the throne for His Imperial Majesty Emperor Akihito. On the 24th of this month, a commemorative ceremony to be attended by Their Imperial Majesties will be held. At the ceremony, I will represent Tokyo, Japan’s capital, and its 13 million citizens as governor and extend our most heartfelt congratulations.

On January 23, Honorable Citizen of Tokyo Mr. Teiichi Yamada passed away. I would like to offer my sincerest condolences to his family. May he rest in peace.

1. Introduction

With the upcoming abdication by His Majesty the Emperor and the Crown Prince’s ascension to the throne, only two months remain in the Heisei Era. Around the start of this era, through international developments such as the collapse of the Berlin Wall and dismantling of the Soviet Union, people, goods, and money started moving beyond the wall separating East and West to expand globally. At the time, I was working in journalism and remember reporting from such areas undergoing upheaval and conveying situations that were developing by the minute. This allowed me to experience the dynamically changing world. Now, about thirty years later, cross-border economic exchange coupled with progress in information technology have dramatically advanced, and the trends of the time -- globalization and digitization -- have strongly propelled global economic growth, including the creation of so-called tech giants and unicorn companies.

For Japan, although the country suffered several major natural disasters during the Heisei era, this was an era in which, strong human bonds enabled us to overcome those difficulties one step at a time. Furthermore, of the 499 medals Japan has won at the Summer and Winter Olympic Games, half were won during the Heisei Era. Japanese Nobel Peace Prize winners in the Heisei Era also outnumbered Showa Era winners by about three to one, making Heisei an era that also widely showcased the power of the Japanese people.

Early in the Heisei era, Japan’s share of global GDP was about 15 percent, second only to the United States. However, with Japan’s share having fallen to around 6 percent, second place now belongs to China. In the era that advanced globalization and digitization around the world, our economy continued to endure harsh times, bogged down by deflation and the aftereffects of the bubble economy and financial crisis.

Japan is currently in the midst of its longest growth period in the post-war period. However, that growth has been modest, and uncertainty regarding developments abroad is on the rise, including an economic slowdown in China and confusion surrounding the Brexit issue in the U.K., making the outlook for our economy bleak. In addition, soon Tokyo will undoubtedly be hit by two waves: the shrinking and further aging of our population. While facing such realities, we must boldly design a new growth model for the new era and steadily move forward.

Tokyo cannot stop in its tracks and cower at this important time.

Japan cannot rely on a growing population to spur economic growth as it did during the post-war “economic miracle.” Despite such circumstances, our country must continue to progress.

To achieve this, along with creating a dynamic society where anyone, including women, senior citizens, and those with impairments, can lead vibrant lives, it is crucial for Tokyo to generate more added value by advancing growth strategies in line with the times. As Japan’s capital, Tokyo must continue to drive the country’s economy. Last month, at this year’s first meeting of the Central Government-Tokyo Metropolitan Government Working Level Council, we reaffirmed our shared understanding that increasing Tokyo’s vitality promotes the growth of the entire country. While collaborating with the central government, we will work to strengthen Tokyo’s global competitiveness and grow the pie that is Japan’s national economy to achieve a mutually beneficial relationship with all of the country. Allow me to once again express my strong resolve to continue this important task and pass on to our children and grandchildren a Tokyo and Japan that they will be proud to see shining in the world.

2. Pushing forward with the future-oriented “Grand Reform of Tokyo” that will create the “new Tokyo”

To strengthen the foundation for Tokyo and Japan’s sustainable growth beyond 2020, this year, we will develop future-oriented policies based on three pillars: bolstering Tokyo’s urban power, enhancing Tokyo’s earning potential, and connecting people. 

Bolstering Tokyo’s urban power

Along with strengthening anti-seismic measures for the earthquakes that strike Japan on a regular basis, now is the time to firmly take action from both mitigation and adaptation approaches to address climate change, which is said to be a cause of “disaster-level” extreme heat and frequent torrential rainstorms. Ceaseless efforts to shore up preparations against threats and raise the city’s urban power are essential to achieving Tokyo’s sustainable growth. We will advance the bolstering of Tokyo’s urban power from a broad perspective, including improving the city’s functionality and appeal.

A Tokyo that makes money

With a population that is on the verge of declining and further aging, and increasingly intense international competition between cities, unless Tokyo strategically raises its money-making potential, it will not be possible for the city to lead the sustainable growth of all of Japan. We will aggressively develop measures for a prosperous Tokyo, including measures aimed at invigorating small and medium-sized enterprises (SMEs), which are the source of Tokyo’s industrial strength, and implement growth strategies that attract investment from overseas.

Connecting people

People have always been the driving force behind Tokyo’s prosperity and will continue to be so into the future. An environment that enables all types of people to fully demonstrate their abilities will indeed steadily raise Tokyo’s vitality. And, people’s abilities are further enhanced when they connect with others. Following such a belief, by advancing initiatives that connect people, we will create a Tokyo that is a mature city brimming with the vitality of a diverse population.

I was privileged to have worked under Taichi Sakaiya, who suddenly passed away the other day, when he served as Minister of the Economic Planning Agency. He helped bring me up as a Vice-Minister of the agency.

Mr. Sakaiya had the ability to capture a broad overview of the times from a bird’s eye perspective and to also zoom in on people’s lives and consumer sentiment. This accurate analysis is now again being highly praised. Mr. Sakaiya indicated that the biggest danger to present-day Japan lies in the “three no’s,” specifically, “no ambition, no dreams, and no sense of purpose.” I believe that is exactly why we must utilize the power of the people to build a Tokyo that allows its citizens to have ambition, dreams, and a sense of purpose.

Advancing measures based on the aforementioned three pillars will lead to realization of the “Safe City,” “Diversity” (Diverse City), and “Smart City” concepts. To make that even more certain, last month, we announced “Strengthened Policies for the Realization of the Three Cities.” As with last fiscal year’s strengthened policies, this year’s edition aims to further enhance policies contained in the Action Plan for 2020. The plan also sets forth initiatives for a mutually beneficial and prosperous relationship with other areas of Japan, including expansion of opportunities for SMEs nationwide to receive business orders and promotion of the use of Japanese timber. In addition, the plan clearly indicates that promoting these policies will contribute to achieving the UN Sustainable Development Goals (SDGs), which Tokyo is also actively working to achieve. We will vigorously advance policies that are for a great cause and which empathize with the people to steadily realize the “three cities.”

Now, with the Olympic and Paralympic Games Tokyo 2020, which will serve as the springboard to further transform Tokyo, approaching next year, we are also entering the stage of laying out the specific path Tokyo should follow after 2020. We will advance the study of a new long-term plan to serve as the blueprint for us to forge Tokyo’s bright future beyond 2020 together with the people of Tokyo. Using the resources of the entire TMG, we aim to formulate within the year a new concrete vision that will serve as the goal for Tokyo to aim for after the Games.

We will steadily promote strategic measures for realizing the “three cities,” as well as final preparations for the Tokyo 2020 Games. And, based on a wise spending perspective, we will maintain a strong fiscal foundation. From this standpoint, the budget we have drawn up for fiscal 2019 invests resources where they are needed much better than any previous budget. We have incorporated 411 new programs, increasing the general account budget to 7.461 trillion yen -- the largest ever. Meanwhile, we thoroughly reviewed measures and by releasing the results of a record 1,208 program reviews, we were able to cut costs and secure a record 90 billion yen. I believe that by reflecting the requests of the members of this Assembly and various groups, as well as proposals submitted by the people of Tokyo and university researchers, we have truly brought together the knowledge of Tokyo to successfully create a budget that “paves the way to the future.”

Due to the recent tax system revisions by the national government, Tokyo’s budget is expected to lose about 880 billion yen in tax revenues annually from fiscal 2021. Together with all of the members of this Assembly, I have worked tirelessly to voice our opposition to these absurd measures. I would like to again express my thanks for all of your efforts during this time. Although the TMG has been able to maintain a fiscal balance through relentless effort, the situation around us is growing increasingly severe due to this tax system revision and uncertainty regarding the direction of the global economy, on top of a tax revenue structure that is unstable to begin with. While maintaining sound finances by continuing to eliminate wasteful spending and other means, we will undertake effective investments that open up the future, and pursue sustainable and strategic metropolitan administration.

With respect to metropolitan administration reform that is steadily progressing in accordance with the Reform Plan for 2020, in the next fiscal year, we will further raise convenience for the citizens of Tokyo, including accelerating what we are tentatively calling “digital work reform,” which will digitize TMG administrative procedures and operations, and advancing the testing of cashless payment using QR codes at Ueno Zoo. And, concerning the main programs of TMG bureaus for which analysis has been completed through “reform to enhance visibility,” we will ceaselessly work to raise the quality of reform, such as introducing “policy evaluations,” so that bureaus can continue to implement autonomous and comprehensive review.

With respect to extra-governmental organizations that work with the TMG as members of the “TMG group” to realize policies, we will merge the two organizations responsible for Tokyo’s water business and also establish a new organization to address new challenges faced by the metropolitan government. We will build a framework to further accelerate policy implementation by elevating the capabilities of the TMG group, such as doubling the placement of outside human resources in full-time executive positions. In addition, as the environment surrounding the metropolitan government continues to go through major change, we aim to set forth the direction to be taken with respect to restructuring the TMG organization next fiscal year. As the very first step, we will establish three new TMG offices to handle matters related to growth strategies, housing policies, and youth issues.

We will leverage a highly productive TMG organization where a reform mindset has taken root, as well as a budget that paves the way to the future, to boldly implement improved policies. While focusing on the current situation, of course, we will also look toward the future, and continue to aggressively advance the grand reform of Tokyo, which will create a “new Tokyo” that is full of dreams and vitality.

3. Steadfastly protecting children from abuse

Continuing on, I will now speak about our key policies. First, child abuse prevention, a pressing issue that must be dealt with immediately.

We must absolutely prevent the endless cases of child abuse in the home, which is supposed to be the fortress that keeps children safe and secure. With strong resolve, we are proposing an ordinance for the prevention of child abuse, which we have deliberated while taking into consideration the opinions of experts and the people of Tokyo. Along with prohibiting corporal punishment by guardians, the ordinance also makes promotion of child rearing that does not rely on corporal punishment a duty of the TMG, and clarifies matters such as the sharing of required information with the police in order to facilitate an appropriate response to abuse cases.

Based on this ordinance, we will effectively advance efforts to prevent abuse, as well as to promptly uncover and respond to abuse. In addition, we will launch a study panel with the municipalities to strengthen cooperation for the child consultation system for all of Tokyo. Children are precious and must be respected in all situations as individuals who have rights. To protect their rights and interests, and to ensure their sound growth, we will comprehensively promote measures.

4. Creating a Tokyo that is safe, secure, and attractive by boosting urban power

Next, I will move on to initiatives aimed at boosting Tokyo’s urban power to create a safe, secure, and attractive city, centering on measures to prepare for disasters and counter threats that arise from climate change.

Creating a city that will not collapse or burn

To fortify Tokyo to make it a city even more resilient to earthquakes, we must steadily raise the seismic resistance of buildings along disaster response routes, which will serve as lifelines for rescue and recovery when a major earthquake hits. Through the amendment to the ordinance to promote seismic reinforcement submitted to this regular session of the Assembly, we will newly establish matters such as the responsibility of building occupants to accelerate seismic reinforcement. By commencing revision of the “Plan to Promote Seismic Reinforcement” and the “Plan to Promote Disaster Resilient Urban Development” for even more effective promotion of earthquake and fire resistance, we will advance the creation of a city that will not collapse or burn.

Last year in the Kansai Region, many utility poles were knocked down by Typhoon No. 21 (Typhoon Jebi), blocking roads and causing widespread blackouts. This made me again painfully aware of the need to remove utility poles. By revising the “Plan to Promote Removal of Utility Poles” within this fiscal year to expand measures implemented by municipalities and pursue new initiatives in the Tokyo Islands, we will advance the elimination of utility poles throughout Tokyo.

Strengthening initiatives to ensure the safety of Tokyo residents

We will also work to enhance our emergency rescue systems. The Tokyo Fire Department will establish a new first responder team that can go to difficult-to-access sites to promptly assess the situation and carry out rescues when a disaster strikes. A new ambulance unit that operates during the day will also be established in order to respond to daytime ambulance demand, as well as to prepare an environment that enables employees on parental leave to easily return to work. Through the use of electric ambulances, we hope to promote energy conservation. These measures to upgrade our system will have broad positive impacts.

We will also strengthen measures to combat more personal threats. With the number of reported scams and petty fraud cases and losses resulting from such crimes rapidly on the rise, we will work to eradicate them by employing various measures, including promoting the installation of automatic phone recording devices in homes, which are highly effective as a deterrent. We will also begin providing support for the cost of maintaining security cameras in neighborhoods, shopping districts, and other areas. In such ways, we will further expand initiatives to ensure the safety of Tokyo citizens.

Housing policies to enable Tokyo citizens to live safely and with peace of mind

The increasing number of vacant homes could become a risk that threatens the safety and security of communities. We will speed up measures from the three perspectives of proper management, effective use, and preventing properties from becoming vacant, including providing support for measures taken by municipalities and promoting the continuous use of vacant homes and the appeal of renovated housing. And, concerning the number of aging condominium complexes, which are rapidly increasing, we are proposing a new ordinance to strengthen the functions of condominium owners associations. Along with clarifying the responsibilities of the TMG, condominium owners associations, management businesses, and others, we will establish a system for reporting the management situation, and by providing advice and support according to the situation, we will work to promote proper management and contribute to the formation of a pleasant living environment.

Furthermore, to secure a stable supply of housing for Tokyo citizens, effective use of metropolitan housing is vital. Recently, the Council on Housing Policy issued an interim report on matters such as the metropolitan housing management system. It advises the direction for policy, including expansion of support for households raising children and the elderly. We will study new initiatives based on the council’s upcoming final report, which is scheduled to be released in May.

Protecting lives from threats arising from climate change

Next, I would like to speak about protecting lives from threats brought about by climate change. Along with studying the construction of new regulating reservoirs for eight rivers, we will also advance consideration of extension and other upgrades to the Ring Road No. 7 Underground Regulating Reservoir to provide solid protection against flooding. We will also promote initiatives that encourage evacuation at the appropriate time, including speeding up designation of areas such as sediment disaster hazard areas and working to spread the use of a timeline Tokyo citizens prepare and confirm themselves, which outlines the actions they should take when a disaster occurs.

To protect young children and students, as well as evacuees in times of disaster, from severe heat, a supplementary budget to advance the installation of air conditioning equipment at gymnasiums at municipality-run schools was approved at the last regular session of the Assembly. To further promote measures in the budget for the upcoming fiscal year, we have included the costs of supporting installation of leased air conditioning equipment, as well as installation of units in school lunch preparation kitchens.

Aiming to realize zero-emission Tokyo

To mitigate the effects of climate change, we will also speed up initiatives for realizing a zero-emission Tokyo. For household energy consumption, a segment of energy consumption that is rising, we will create a new system to encourage people to replace refrigerators, air conditioners, and other appliances with highly energy-efficient models. In addition to using the reduction in CO2 emissions achieved through this system to offset Tokyo 2020 Games carbon emissions, I hope this initiative will boost consumption when Japan’s sales tax increase goes into effect.

To popularize the use of next-generation cars that do not emit CO2 when running, subsidies provided to SMEs to purchase electric and hybrid vehicles will be expanded to include individuals and large companies. We will further promote the installation of recharging facilities, as well as examine the use of major events such as Formula E racing, which is said to be the F1 of electric cars, to educate the public. We will implement a variety of measures to achieve our goal of having zero emissions vehicles (ZEVs) account for half of all new cars sold in Tokyo by fiscal 2030.

A measure crucial to boosting Tokyo’s urban power is construction of the Tokyo Outer Ring Road, which will generate wide impacts, including alleviating traffic congestion and improving disaster preparedness. Regarding the section of the Tokyo Outer Ring Road in Tokyo that will link the Kan-etsu and Tomei expressways, with the start of tunnel boring from the Kan-etsu Expressway side last month, construction of the entire line is now fully underway. The TMG is also actively supporting construction.

At the same time, with respect to enhancing the railway network which helps strengthen urban power, in the upcoming fiscal year budget we have also included costs to study construction of six railway lines and other matters. For example, with respect to the extension of the Tama Monorail to Hakonegasaki, one of the six lines under review, we hope to mature plans based on factors such as the progress of town development in the area. We plan to continue deepening discussions and coordination with relevant parties, focusing on these six lines.

In addition, since compiling a proposal last July with the central government and others to relocate the elevated section of the Metropolitan Expressway in the Nihombashi area underground, we are advancing concrete studies and have recently started procedures to incorporate this in city planning. While working to tie this into plans to develop the surrounding area, we will continue to steadily make efforts for the start of construction.

As one way to elevate Tokyo’s urban power, we are also focusing efforts on making metropolitan parks more attractive. Following the formulation of a grand design for Hibiya Park at the end of last year, we are advancing the formulation of new plans for Meiji Park and Yoyogi Park that actively incorporate the ideas of the private sector with respect to development and management. We will draw out new appeal at parks so that all Tokyo citizens can enjoy a rich, urban lifestyle.

5. Generating sustainable growth and driving Japan’s economy: A truly productive Tokyo

Next, I’ll go on to a truly productive Tokyo that drives Japan’s economy.

Regarding promotion of the small and medium-sized enterprises (SMEs) that underpin Tokyo’s industrial base, last month, we formulated the Vision for the Promotion of SMEs based on the principles of the ordinance you approved at the last regular session of the Assembly. Based on discussions with experts, the vision lays out a solid policy direction, to allow many SMEs to accurately respond to changes in the business environment and to shine in the future. We will vigorously implement measures based on ambitious numerical targets to achieve the vision for SMEs a decade from now.

I wish for Tokyo to produce many venture companies that will drive the city’s growth by being active on the world stage where global companies such as the U.S.’s GAFA (Google, Amazon, Facebook, Apple) and China’s BAT (Baidu, Alibaba, Tencent) are rapidly expanding. Next fiscal year, we will implement a range of support in areas including management, technologies, and funding for 1,000 companies according to their stage of development. We will also raise interest in entrepreneurship across a broad range of people through efforts such as holding programs to educate children and students and seminars for senior citizens.

And, by expanding programs to nurture startups by women, holding events that contribute to the success of women managing businesses, and other means, we will support women’s fresh approach to business management, and tie that to further growth for Tokyo’s industries.

Initiatives for making Tokyo a global financial city

Concerning attracting foreign companies involved in the growth sectors of asset management and fintech, we will raise our annual target to 15 companies and work to further advance efforts with the aim of making Tokyo a global financial city. The catalyst for this will be the establishment of Japan’s first financial promotion organization. Under public-private cooperation, I hope to effectively promote the attractions of Tokyo as a financial market.

Leading the realization of Society 5.0

To raise Tokyo’s “earning potential,” it is imperative that we support private sector innovation related to technologies that drive the Fourth Industrial Revolution such as big data and AI. And, as an extension of that, we will realize Society 5.0, a new society that strikes a balance between economic growth and resolution of social issues through the use of advanced technologies. To that end, we will launch the study of future policy direction and other matters in cooperation with experts. Along with field testing local digital currency, which will lead to the popularization of cashless payment, and Mobility as a Service (MaaS), which is capturing attention as the next generation of transportation services, we will advance examination and study on building a data infrastructure that supports such advanced services. I want Tokyo to pioneer initiatives for the future society our country should aspire to realize.

Additionally, to invigorate industry, we will support private sector initiatives that widely promote the appeal of Tokyo fashion. I hope to use this occasion to enhance Tokyo’s presence as a world-leading fashion capital of the likes of Paris and Milan, and link this to the creation of new business opportunities.

Furthermore, to promote sustainable growth of the agricultural industry in Tokyo, we will establish the Tokyo Agriculture Academy (temporarily known as) in fiscal 2020 to cultivate a range of human resources. Ahead of opening the academy, we will advance efforts to secure and train new human resources, including establishing an agriculture training farm next fiscal year to support those interested in working in the agricultural field.

Redevelopment to make Tsukiji a new face of Tokyo

To leverage the area’s great potential and have it contribute to Tokyo’s sustainable growth, last month, we released a draft of the urban redevelopment policy for the Tsukiji area. The plan outlines the creation of a hub for exchange to create and promote a new Tokyo brand with international convention functions at its core and other details. While taking into consideration the opinions of the people of Tokyo, I hope to compile the policy within this fiscal year and develop Tsukiji as a new face of Tokyo that is both advanced and global.

And, regarding the former site of Tsukiji Market, with an eye to urban development that aims to maximize Tokyo’s overall value, based on account balance estimates derived from an outside appraisal, we have decided to transfer jurisdiction of the property from the Central Wholesale Market Account to the General Account in accordance with public property regulations by selling/buying the property. And, to fully bring out interest in Tsukiji’s redevelopment among private developers early on, we will launch concrete studies for implementing the redevelopment project. As we have been able to identify the fiscal resources to achieve this transfer through examination of the settlement surplus and budget implementation situation, at this session of the Assembly, we are proposing a supplementary budget bill to allow transfer of the site from the Central Wholesale Market Account to the General Account. Through this transfer, sustainability of the Central Wholesale Market Account will be ensured for the foreseeable future, and we will also advance studies for strategic management practices and establishment of a solid financial structure to support the Central Wholesale Market.

Enhancement and strengthening of hub functions throughout Tokyo

At other locations throughout Tokyo as well, we will engage in urban development to support Tokyo’s growth. For example, the Shinagawa area, which is located close to Haneda Airport, will become more and more alive with international business exchange with the opening of the Chuo Linear Shinkansen Line and other developments. And, through integrated redevelopment of its station plaza and station building, Shinjuku aims to become an area that is more people-friendly. We will promote the formation of hubs that make the most of the characteristics of each area, including Tokyo’s bay area for which a new vision is currently being considered for cutting-edge urban development that creates growth for Tokyo and Japan.

6. Connecting people to create a Tokyo where residents can live vibrant lives with peace of mind

Now, I would like to speak about initiatives to connect people with the aim of creating a Tokyo where residents can live vibrant lives with peace of mind.

Measures to respond to the graying of our population, which is progressing at an unprecedented scale and speed, are urgently needed. Next fiscal year, in addition to measures for improving the foundation for long-term care services and securing human resources in the field of long-term care, we will also focus on measures for seniors with dementia, the number of which is expected to continue rising, and measures to prevent the need for long-term care and frailty, a condition marked by overall physical weakness and a decline in daily activities.

For dementia, early diagnosis and treatment is vital. We will establish a system to provide appropriate care from the onset of symptoms, including support for municipality initiatives for early detection and expanded support for patients and families. Concerning the prevention of frailty and the need for long-term care, we will advance efforts such as partnering with convenience stores to prevent malnutrition and implementing programs to educate those 50 and older about these issues. Recently, I attended an event in Nishitokyo City and underwent a frailty check-up with the local residents. I was again reminded of the importance of having each and every Tokyo citizen think about their own health. While promoting proactive local initiatives such as this one, we will take multifaceted measures to support peace of mind in an age with a 100-year life.

Initiatives to support people with impairments in the local community are also necessary. We will support group homes working to improve their organization to admit individuals with serious impairments. And, with regard to child development support centers, we will promote the improvement of systems to support children with impairments in their communities. In addition, for children and students in need of medical care, we will also expand assignment of nurses to school buses of metropolitan special needs schools to provide assistance during the commute if needed. Through a variety of measures, we will create a society where anyone can live a vibrant life within the ties of their community.

While supporting a sense of security in daily life, we will also support the activities of individuals full of ambition. So that anyone can work according to their desire and ability, we will help match senior citizens and local companies, and offer recurrent education to help women rejoin the workforce who left their jobs for reasons such as to have a baby. Under the concept of social inclusion, we also plan on receiving the recommendations of an expert panel in October for the establishment a new ordinance that will support the employment of all Tokyo citizens.

Furthermore, in addition to supporting municipalities that work to provide information and create opportunities for senior citizens who want to be active in the community, we will also hold events that provide opportunities to interact with the community as part of efforts to enhance the lives of as many senior citizens as possible. Tokyo Metropolitan University Premium College, which will open this April as a place for seniors to deepen learning and interaction with others, received many applications from prospective students. We will advance a wide range of measures with the aim to create a Tokyo where all types of people can be active throughout their lives and work as they desire, learn, and shine. Think of how much the motivation of senior citizens will grow just by having a student identification card in place of the name cards and business cards they once used.

We will implement seamless support to realize a city where residents can have and raise children with peace of mind. We will establish a portal site for those hoping to have a baby to provide information for each stage through birth. We will further enhance support for those who hope to have children through measures such as expanding eligibility for subsidies for infertility testing and treatment, as well as expanding support for companies that help employees strike a balance between infertility treatment and their jobs.

Concerning support for child rearing, ahead of eliminating waiting lists for child daycare by the end of next fiscal year, we have again boldly allocated budgets to both advance creation of capacity to secure “quantity” and improve “quality” to enable parents/guardians to entrust their children with peace of mind. We will also implement detailed measures in the area of TMG-certified child daycare centers, including providing nighttime and holiday childcare that considers the diversifying workstyles of guardians. With respect to making preschool education free of charge, Tokyo will develop its own support measures to accompany the launch of the central government’s system, and strongly support households raising children.

We will promote the creation of an environment for community to protect children and raise healthy children. We will promote a series of initiatives called the Tokyo School-Community Project under which we will enhance the functions of programs at elementary schools that provide children with a safe place to spend time after school; station coordinators to promote cooperation between schools and the community; and establish centers for community exchange on the premises of schools. By connecting people in this way, we will broaden learning and experiences for children, and also have this accelerate the active participation of senior citizens in the community.

In order to cultivate our next generation of leaders, with regard to reforming teacher workstyles, we will seek to promote work sharing using the manpower of motivated former teachers and others, and expand placement of external staff to support lesson preparation and vice principal duties. We will also take a varied and multi-tiered approach to reduce the burden on teachers and improve the quality of education. This includes establishing a foundation to secure staff supporting teachers and to handle administrative paperwork that can be uniformly processed as the first such initiative in Japan.

Last week, the Board of Education released the New Action Plan for the Plan to Promote Metropolitan High School Reform (Second Phase), which sets forth new prospects for metropolitan high school reform. Through collaboration with universities and companies to further enhance the content of the education provided and other efforts, we will advance initiatives to raise and promote the appeal of metropolitan high schools, such as having each school undertake strategic PR activities with the aim to become the chosen school of students and guardians.

At the end of this fiscal year, the Board of Education will also formulate the Vision for Education (Fourth Phase) as the basic policy for five years starting next fiscal year. We will advance studies based on the opinions of Tokyo citizens so that the vision will serve as a steady compass to guide us in raising children’s abilities to proactively and creatively navigate a rapidly changing society.

Even as we approach a period of population decline, we will guide Tokyo to sustainable growth by raising productivity and accelerating policies that will lead to active participation in society by a variety of people. To that end, we will now comprehensively and effectively promote initiatives under the collective name “Smooth Biz” for new workstyles, including teleworking and “Jisa Biz” (staggered commuting), and transportation demand management to reduce and redistribute transportation volume.

To spread teleworking, we will further support initiatives undertaken by companies through means such as enhancing expert consulting services and subsidizing the cost of trial programs. Concerning alleviation of road and transportation congestion, last month, the TMG established its own areas of focus in preparation for the Tokyo 2020 Games. In addition to compiling the specific content and time of implementation, we will also request the cooperation of companies and others to advance measures. Recently, we gathered with top leaders from labor and business organizations and issued a joint declaration to work together to implement “Smooth Biz.” Through close government-labor-management cooperation, we will establish the “Tokyo Model” for diverse workstyles and corporate activities and establish this as a legacy of the Games.

7. Toward Rugby World Cup 2019TM and the Tokyo 2020 Games

We have finally reached the year of the Rugby World Cup, and the Tokyo 2020 Games are fast approaching next year. To deliver events that meet the world’s expectations and link this to Tokyo’s further evolution, we will vigorously push forward with final preparations.

Excitement is definitely building for Rugby World Cup 2019TM. In advanced ticket sales, which started last month, tickets for team Japan matches and the championship match sold out immediately. To fully maximize momentum for the tournament, we will focus efforts on implementing a wide variety of promotional events, including decorating areas around match venues, shopping arcades, and other locations with banners, and holding 100-days-to-go countdown events.

During the tournament, we will set up “fanzones” in both the special-ward and Tama areas which will feature attractions such as public viewing of matches and booths promoting Tokyo. I want to make the tournament enjoyable and exciting for all by welcoming visitors from Japan and abroad, raising excitement for the matches, and creating an atmosphere that lasts even after the matches have ended.

Vigorously advancing final Games preparations

Regarding the Tokyo 2020 Games, this month, we completed construction of the Yumenoshima Park Archery Field, and the other venues will follow back-to-back. As test events for the Games also start in earnest, we will steadily advance initiatives for smooth Games operations, including safety measures on the “last mile” from stations nearest to the venue to the venue itself.

This summer will be our final chance to raise the effectiveness of measures to combat the heat for the Games. We will advance testing and verification of measures at test events, including advanced technologies, such as fine mist, and familiar items used to combat the heat, such as fans and hats. We will also continue advancing the installation of solar heat-blocking pavement on roads, mainly in central Tokyo and along roads to be used as event courses.

In addition, we will thoroughly advance the many aspects of Games preparations, including the management of city volunteers, for which the name City Cast was chosen and over 36,000 applications were received in response to the call for about 20,000 volunteers, and studies on the routes for the Olympic and Paralympic Games torch relays, which will pass through all of Tokyo’s 62 municipalities, including the islands.

Realizing a city where anyone can enjoy a comfortable stay and get around smoothly

With an eye to hosting the Games and the graying of the population which will further progress in the years to follow, we will speed up measures to make lodging facilities barrier free. With respect to the metropolitan barrier-free ordinance that applies to buildings, Tokyo has stipulated standards surpassing those set by the central government, and while supporting initiatives undertaken by businesses through a system of subsidies, we have facilitated the creation of guest rooms for wheelchair users at lodging facilities. This time we have proposed an amendment that covers facilities measuring 1,000 square meters or larger to be newly constructed or undergoing expansion. The amended ordinance is the first in Japan to also require elimination of steps in regular guest rooms and to establish standards to be followed for the width of doorways to guest rooms. The amendment also specifies standards for the width of doorways to areas such as bathrooms as an obligation that facilities should endeavor to fulfill. Through efforts such as expanding subsidies for businesses, sending out consultants, and disseminating more information on the barrier-free accessibility of facilities, we will, with the cooperation of the private sector, establish a lodging environment that is more accessible for all, including wheelchair users.

In addition to advancing the removal of difference in height between sidewalks and roads, the installation of platform doors and elevators at railway stations, and conversion of Japanese-style toilets to Western-style, we will introduce space to support child rearing on some Toei Subway Oedo Line cars, which can be conveniently used with peace of mind by passengers traveling with small children. Through a variety of initiatives, I hope to realize a city where anyone can enjoy a comfortable stay and get around smoothly, and also show the world the style of a sophisticated city.

To create momentum to steer the Tokyo 2020 Games to success together with the people of Tokyo and Japan, next month, in front of Tokyo Station, we will hold a Tokyo 2020 500-days-to-go event, as well as an event to mark completion of the nationwide Olympic and Paralympic Flag Tour. With official ticket sales for the Olympics to start in the spring and the Paralympics in the summer, next fiscal year we will continue to raise a sense of unity for the Games through all-Japan efforts, including jointly promoting the Games with other prefectures.

A record of how Tokyo evolved through Games preparations, the atmosphere of elation during the Games, and other aspects of the Games will be a valuable historical asset for Tokyo. As the host city, we will produce a documentary film, and along with disseminating it to the world, I hope to pass the story down to future generations.

Concerning Olympic and Paralympic education, which will leave an important legacy in the hearts of children, we will further expand the number of schools cheering on Paralympic sports. In addition, we will broaden understanding with respect to para sports and toward individuals with impairments even more  by promoting exchange among children through sports such as Boccia. We will also work to further enhance the content of the educational program in the area of culture as well by promoting participation in the Tokyo Tokyo Festival -- the cultural program of the Games -- and raising children’s interest in the arts, among other means.

8. Enhancing the appeal and vitality of the Tama area and Tokyo islands

I will now go on to promotion of the Tama area and Tokyo islands.

To raise the appeal and vitality of the Tama area, it is necessary to improve the ease with which people and goods move and further invigorate exchange within and around the area. To that end, we will further enhance the transportation and logistics network that underpins the development of the Tama area, including steadily advancing the construction and development of the north-south and east-west arterial roads that form the Tama area’s framework, as well as roads including the Minami Tama-One Trunk Road.

To link the Tama area’s concentration of universities and research institutions -- a strength of the region -- to revitalizing industry, we will establish a new center in Tachikawa City to support startups. By providing a range of support to those hoping to start a company, we will work to increase the business entry rate.

Renewal of Tama New Town is also a crucial task for revitalization of the area. By utilizing vacant shops within the housing complexes, redistributing urban functions within the area, using advanced technology to make it easier to get around the area, and other initiatives to make Tama New Town a model for other “new towns” across the country, we will create a dynamic area where people of all ages enjoy a rich life.

With respect to the Tokyo islands, we will place additional focus on tourism promotion. Along with accelerating our branding initiative to enhance the appeal of the islands, we will work to improve convenience for travelers and their level of satisfaction, including implementing a pilot program to promote the move to cashless payment and promoting the development of high-quality lodging facilities, with the aim to make the islands a destination bustling with visitors. In addition, we are moving forward with studies on transportation access to the Ogasawara Islands. In next fiscal year’s proposed budget, we have included the costs of studying the construction of an airport in the Susaki district that considers factors such as geological features, weather conditions, and environmental impacts.

9. Building up achievements of the Grand Reform of Tokyo

Serving as Home Minister at the time, Shinpei Goto, who led the reconstruction of Tokyo after the 1923 Great Kanto Earthquake, said “As capital of the Empire, Tokyo is the center of national politics and the source of national culture,” and rebuilding Tokyo is to “form the structure for development of the Empire and improvement of the lives of the people.” Advanced under such grand ideals, the many various projects that created the backbone of today’s Tokyo, including construction of wide arterial roads, modern bridges, and numerous parks, raised the capital’s urban power by showing foresight in areas such as strengthening readiness for major earthquakes and responding to the age of automobiles that was to come.

Today as well it is crucial to have a perspective that looks well into the future to enhance Tokyo’s potential today as well. We will strengthen Tokyo’s urban power, boost its productivity, and bring out the city’s vitality by connecting people. The very mission we are charged with now is to lay the foundation for Tokyo and Japan’s growth to continue beyond 2020 by raising Tokyo’s true potential. To accomplish this mission, we will continue to roll out metropolitan government services that focus on the people, who are the source of all of Tokyo’s strengths, and build up achievements of the Grand Reform of Tokyo to create the “New Tokyo.” I sincerely request the understanding and support of the Assembly and that of the people of Tokyo.

Including the matters to which I have already referred, a total of 102 proposals have been presented to this regular session of the Tokyo Metropolitan Assembly, including 33 budget bills and 53 proposed ordinances, to be deliberated among the Assembly members.

This concludes my policy address to the Assembly. Thank you.

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