Niseko Town Intensive Reform Plan (2005-2009)
Niseko Town has been focusing on the promotion of administrative and financial reforms in the face of the severe economic situation surrounding local governments, and has established the Administrative Reform Charter in July 1996, and in March 2004, Formulate the current administrative reform outline with the target year of 20th fiscal year, promote the participation of residents, thoroughly reduce administrative expenses, consolidate subsidies, actively utilize private consignment, etc., an organization with flexibility We have been working on reforms such as reducing the number of staff members by building
The Central Reform Plan was approved by the Cabinet in February 2004 to promote aggressive administrative reforms in the country, and the Ministry of Internal Affairs and Communications announced the Ministry of Internal Affairs and Communications in March 2005 based on this. Based on the "New Guidelines for Promotion of Administrative Reform in Local Governments", the contents to be addressed as Niseko Town were determined based on the Administrative Reform Charter.
Contents of centralized reform plan
1. Basic Concept
(1) Background of Plan Formulation
In order to deal with this situation, the government is undertaking structural reforms in all sectors such as industry, fiscal and social security under the flag of "structural reform without sanctuary", and administrative reform is part of such reform.
In "Trinity Reform" which is one of the important tasks of this administrative reform, the transfer of tax sources from the country to the rural areas, the reduction of the local allocation tax, and the abolition and reduction of the government subsidy contribution money are proceeding. In addition, in the country strongly promoted mergers of municipalities that put financial support on the front, "merger of Heisei" is now spreading in municipalities nationwide.
In order to promote aggressive administrative reform, the Cabinet decided on the Outline of New Administrative Reform in December 2004. Based on this, in March 2005, the Ministry of Internal Affairs and Communications asked the Ministry of Internal Affairs and Communications for "promoting administrative reform in local governments The new guidelines of the
In this guideline, specific actions up to FY 2009 have been clarified through seven items including review of the administrative reform outline, reorganization / organization of administrative operations, discontinuation / integration, promotion of private consignment etc. and optimization of capacity management We have formulated a centralized reform plan and announced it.
(2) Necessity of Plan Formulation
Meanwhile, the balance of "local government bonds" which is the debt of the town is about 11 billion yen at the end of FY 2004 and about 2.37 million yen when converted to debt per citizen. The actual amount of debt excluding depopulated bonds that the government compensates for principal and interest redemption money is a little less than 5 billion yen, which is a heavy burden of about 105 million yen per town town. In addition, due to the substantial reduction of tax revenue reduction due to the prolonged economic recession and local allocation tax etc. due to trinity reform, the financial management of the town is extremely difficult.
In the town, from the harsh economic situation surrounding local governments, we have been focusing on promoting administrative and fiscal reform. In July 1996, we formulated the Outline of Administrative Reform, and in March 2004, we formulated the current general administrative reform outline with the fiscal year 2008 as the target year, promote the participation of residents, reduce thorough administrative expenses, We have been working on reforms such as consolidating subsidies, actively utilizing private consignment, and reducing the number of staff by constructing a flexible organization.
However, due to the extreme reduction of the local allocation tax that the government advances, the fiscal situation of the town is getting worse rapidly. In FY2006, the repayment amount of debts reaches its peak, and in FY 2007, it is expected to drastically reduce the local allocation tax which accounts for approximately 45% of total revenue.
In addition, it is savings of town, and the balance as of the end of 2004 is more than 1.6 billion yen, including the “Financial Adjustment Fund” to adjust the imbalance of financial resources during the fiscal year. The fiscal outlook for the future is that if the expenditure scale in FY2005 continues without administrative reforms, the balance of funds that cannot be allocated will bottom out in FY2009, and will increase over the five years from FY2008 to FY2014. A shortfall of 900 million yen is expected. The future of the country's trinity reform is uncertain, but town finance could collapse if left unchecked. Niseko Town to become independent as a “town” in the future, it is urgently necessary to reinforce its finances through further administrative and financial reforms.
Under such a severe fiscal situation, in order to respond to the needs of new townspeople, it is necessary to strengthen the efforts of administrative reform more than ever and to maximize effect with minimum expenses. In order to build a sustainable foundation municipality, with the understanding of the townspeople, we aim to establish administrative and financial management with the cooperation of the residents and the administration, and we will further tackle administrative and fiscal reform.
(3) Plan contents
- Restructuring and organization of administrative and business, abolition / integration
- Promotion of private consignment
- Optimization of capacity management and personnel management
- Appropriate salary
- Review of the third sector
- Securing financial management by cost reduction etc.
- Town development of information sharing
(4) Positioning of the centralized reform plan and alignment with the second line of outline
From the items of the Rules Outline, we will select and implement urgent issues that the town should concentrate on in line with the new guidelines. In addition, since the contents listed in the centralized reform plan are included in the outline reform plan, consistent with the reform outline and the progress status of the central reform plan are strictly managed by the progress management system of the outline outline To go.
2. Duration of reform
3. Efforts to be taken
1. Reorganization / organization of office work and business, abolition / integration
(1) Review of administrative operations
- Introduction of administrative finance evaluation system (General Affairs Section, Planning Section)
- Consider introduction of wide-area collaborative affairs with subordinate branch office towns and villages (each department concerned)
- Consideration of Municipal Merger (Planning Division)
- Efficiency improvement of election execution administration (General Affairs Section, Election Management Committee)
- Fixed amount of voting official work allowance (General Affairs Section, Election Management Committee)
- Establishment of 2007 Year's Day Comprehensive Facilities (School Education Division, Health and Welfare Section)
- Miyata Elementary School Integration (School Education Division)
- Study of future image of town high school (School Education Division)
- Proper operation of circulation bus (contact shuttle bus) (planning section)
(2) Establish efficient organization / mechanism
- Review of office organization organization from time to time (efficient office work)
- Consideration of public corporation
2. Promotion of private consignment etc.
(1) Promotion of private consignment
- Creation of guidelines / plans for private consignment etc. (General Affairs Section / Planning Section)
- Heisei era town town snow removal work full consignment, road maintenance maintenance part consignment (construction division)
- Heisei era snow removal work in 2006, consigned full road maintenance work (Construction Division)
- Heiseiro Fully Participated in Snow removal work of public facilities (Jurisdiction section)
(2) Promoting introduction of designated manager system
- Guidelines for the introduction of designated manager system in each public facility (each department concerned)
- Heisei hot spring spring "Kiranoyu" in FY 2005, compost center (agricultural tourism section)
- Heisei era regional community center (townspeople's life section)
- Annupuri Forest Park (Commerce and Tourism Division)
- Heisei era townspeople center (town residence life division)
3. Optimization of capacity management and personnel management
(1) Capacity management · Human resources management
- In capacity management, we will strive to organize drastic clerical work, rationalize the organization, allocate staff appropriately and promote systematic staffing by promoting private consignment etc. (General Affairs Section)
- As of the end of FY 2004, 93 employees will be reduced to 85 (net loss 8.6%) as of the end of FY 2009 as a result of the non-supplement of retirees. (General Affairs Section)
- In order to revitalize the organization and improve operational efficiency, it is important to enrich staff training and maximize the abilities of individual staff. As a method to raise awareness of officials, we will consider a mechanism to properly evaluate job performance and reflect it in treatment. (General Affairs Section)
- For administrative management that truly corresponds to the decentralization era, it is essential to improve the planning skills of each employee and the processing capacity of ordinary work. Therefore, in addition to offering various training opportunities, we will strive to improve the training level and enhance the content of the training. (General Affairs Section)
- Employees are strongly aware that they are engaged in public work and formulate ethics provisions in order to clarify their intention to hope in a tough manner. (General Affairs Section)
- We will consider establishing a committee on reward and punishment etc. including external committee members. (General Affairs Section)
4. Adjusting salary appropriately
(1) Appropriate salary
- Revised in accordance with the 2007 fiscal year's new salary system (General Affairs Section)
- Reduction of monthly salary of special occupation in FY 2005 (General Affairs Division)
- Heisei era 2005 parliamentary remuneration reduction (Congress secretariat)
- Unique reduction of year-end allowance for FY 2006 from FY 2005 (General Affairs Division)
- Reduction of 2006 managerial allowance (General Affairs Section)
- Review and reduce the travel expense payment standard for 2006 FY2006 (General Affairs Division)
- Regarding welfare programs for employees, we will conduct inspections and reviews so that residents' understanding will be obtained, and we will implement projects properly. (General Affairs Section)
Fifth review of the third sector
(1) Strengthening the operation of outsider organizations
- Niseko Town Land Development Corporation (Equity: 5 million yen / 100%)
- Kirat Niseko Corporation (stock: 6 million yen / 50%)
- Niseko Resort Tourist Association (stock: 10 million yen / 50%)
- We will encourage aggressive management reform incorporating know-how of private management. (Each department concerned)
- In addition to strengthening the auditing system, we will encourage enhancement and strengthening of inspection and evaluation based on the viewpoint of administrative evaluation. (Each department concerned)
- If it is judged that the management content is serious, we will verify the cause of management deterioration without postponing the problem and encourage drastic management improvement. (Each department concerned)
- We will strive to accurately grasp the management situation etc. of the outer group. (Each department concerned)
- In addition to reporting management status to Congress, we will make efforts to disclose information that is easy to understand by making use of the homepage etc. (Jurisdiction Division, Planning Division)
6. Securing financial management through cost reduction etc.
(1) Savings in expenses Rationalization etc. Financial soundness
- Review of "Niseko Town Financial Crisis Breakthrough Plan" from time to time (General Affairs Division)
- We will continue to promote the account transfer system and actively improve the collection rate and work to strengthen the system for delinquent payment. (Tax Division, Jurisdiction Division)
- From the viewpoint of optimizing the beneficiary burden, we will constantly review the non-tax income such as fees and usage fees. (Each department concerned)
- It is important to accurately grasp the financial situation of the town and to objectively evaluate whether fiscal management is being carried out properly. In order to correctly know the current situation, we will prepare the materials using an effective and easy-to-understand method and release that information. (General Affairs Section, Planning Section)
(2) Rationalization of subsidies, etc.
- Regarding subsidies etc. to organizations etc., we will verify necessity, cost effectiveness, how to bear burden of expenses, etc. as administrative goal, and plan to abolish or reduce them. (Each department concerned)
7. Community Planning for Information Sharing
(1) Establishment of an open administrative system
With the advancement of information technology, it is becoming possible to obtain administrative information from home etc., and to receive administrative services such as application and application of public facility use. In Honcho, we will actively utilize these methods to establish an open administrative system.
- Information is "shared" and "understandability" is also an important element. It will not be useful as information unless it gains understanding from many residents. In Honcho, we will endeavor to implement policies that take into consideration "shared" and "easy to understand" in order to fulfill accountability to residents. (Each department concerned)
- "Electronic municipalities" using communication technology will be able to eliminate time and distance constraints. We will carefully consider whether the mechanism using this communication technology will contribute to residents' service or whether it is cost effective and will proceed with its introduction. (Planning Division)
- Regional towns and villages including Honmachi are delayed in the development of the information and telecommunications infrastructure compared with the urban areas, and there is a gap in the information that the residents can acquire. Since the disparity of information greatly affects the regional economy and education, we will consider the method of communication infrastructure adapted to the topography of Honcho and try to resolve the disparity. (Planning Division)
- We will continue to consider new information sharing means as a substitute for Soyokaz Communication, which is provided using a telephone line. (Planning Division)
- With the progress of communication technology it has become possible to receive many useful services, but at the same time the problem of information leakage due to unauthorized access etc. is occurring. Although Honmachi conducts strict information management and operation, we will consider introducing an external audit to evaluate whether this is properly done in the administrative information system. (Planning Division)
- In order to improve residents' services, we will consider the possibility of consolidating windows and issuing juminhyo (certificate of residence) certificates on holidays. (Town Citizen Life Division)
Inquiries regarding information on this page
- Planning & Environment Division Public Relations Hearing Association