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The 4th Study Meeting on the Promotion of the Use of Vision for a Digital Garden City Nation Well-Being Indicators for the Realization of area

Overview

  • Date and Time: Wednesday, December 13, 2023, from 10:00 to 12:00
  • Location: Online
  • Agenda:
    1. Opening
    2. Proceedings
      1. Status of Well-Being Efforts in local governments
        • Aizuwakamatsu City, Fukushima Prefecture
        • Yokoze-machi, Chichibu-gun, Saitama
        • Q &
      2. OASIS Training and Awards Program for the Practice of area Well-Being Indicators
      3. Promotion of the use of local governments Well-Being Indicators in area
    3. Exchange of opinions

Materials

Minutes

Moderator (Nagura): Thank you very much, Mr. Murakami .

It's on time, so let's start the meeting.

First of all, I would like to give you a warning. Everyone in local government who will be participating, and everyone in local government who is not a member of the presentation group, please turn off the camera and microphone.

My name is Nagura from For the public Group, Digital Agency.

We will now hold the 4th Review Meeting on Promoting the Use of Vision for a Digital Garden City Nation Happiness Indicators for the Realization of area.

Today, the selected organizations are also in attendance, but the selected organizations other than the announcement are only in attendance, so please be careful not to hear the sound. Please turn off the camera and microphone if you are in the local government of the announcement organization.

First of all, Mr. Murakami, Director-General of Digital For the public Group, would like to say a few words. Thank you.

. I'm Mr. Murakami.

Thanks to the cooperation and efforts of Mr. Nagumo, Type 2/3 has also been made a Issue project requirement, and more than 60 local government have come to the point where they will use this indicator to carry out various activities.

As for the data, it has only been collected from about 10 areas, but I believe that data, including the raw data of the results of the subjective questionnaire index, will be collected one after another in the future. I believe that we are discussing the handling of this data, but I would like to give feedback to the experts because it will be useful for their research.

Mr. private business, who is a shrewd person, has already asked me to give him that information, but I have no immediate plans to give it to him. If I give it to him, the town where I live could be used immediately as a town with a good reputation in terms of the Well-Being Indicator, so I think I need to be careful about how to handle it. On the contrary, I would like to report on the situation while thanking you for your understanding and support.

Second, I would like to take a step into the world of logic tree. So far, I have consulted with and received the cooperation of several professors, including Professor Shirasaka.

As I believe Mr. Suzuki will explain in detail later, in short, the Well-Being Indicator and its workshops this time have been useful in many areas. We will focus on Issue's weak points in our town, such as childcare, nursing care, and what it is, while measuring the indicator and conducting workshops. I believe that the number of people in local government who have such a feeling and who say that local government is interesting, at least as a personal experience, is steadily increasing.

If possible, this is for Digital Agency, and it may be a slightly different perspective from the research, but I would like to move forward with the next steps, such as what measures should be prioritized for that, and what kind of changes in citizen behavior should be particularly emphasized.

To this end, for the Issue that the Well-Being Indicator has revealed, for example, what kind of social impact does this project in the town have? Isn't this other project in the town actually connected to the impact of health promotion? We will use this as an logic tree to explain how each project and initiative in the town has an impact on Issue that the Well-Being Indicator has revealed. We are thinking of recommending these initiatives to the people of local government who will apply for Type 2/3 next year.

However, I think it is probably impossible to suddenly tell everyone in local government to create this logic tree from scratch, so I will create several standard samples, which I will also have to report to Dr. Shirasaka later. Just in case, I showed the one in medical care to the Ministry of Health, Labor and Welfare and pharmaceutical industry, and they advised me that if I write "cost reduction" in the standard logic tree, I will be hit and burned by the medical association. So, I think it is necessary to pay attention to the expression as an logic tree and in terms of policy, and I think this will come out in the discussion. If we ask for too much impact and impact and numbers, I think we will be able to create feedback on the Well-Being Indicator, which is an objective indicator, even if it is highly correlated. However, evaluation of the subjective part may be left behind in the PDCA cycle. Therefore, I would like to make a proposal today that we should add a loop in Stage 2 on how the town's measures will return to Well-Being based on logic tree, while paying attention to this point. Unless we use it carefully by looking at it in a good balance between subjective and objective, we should not waste the meaning of taking a questionnaire and asking how the evaluation differs between objective and subjective.

At the time of the exchange of views today, I would like to have a talk about the evaluation in the first half and advice on the trial in the second half. I am here today. In addition, I am going to ask the people of local government to cooperate with me and introduce me to the current situation. After receiving various useful advice and comments, I think we will hold another meeting within this fiscal year. At that time, based on the results of the consultation and advice I received today, I would like to make a final decision on what to do and consult with you. I will be in this position. Thank you.

It's been more than 1 minute, but that's all.

.

Moderator (Nagura): Thank you very much, Mr. Murakami Yes, Mr. Murakami, thank you very much.

I would like to ask Professor Maeno of the Graduate School of Keio University, who is the chairman, to proceed with the proceedings from here.

Mr. Maeno, nice to meet you.

Chairman Maeno: Hello, this is Maeno.

I'm Maeno from Keio University. I'll be your chair.

Today, I'm looking forward to it. I would like to talk about the efforts of Aizuwakamatsu and Yokose, and Mr. Nagumo, who is a member of the Advisory Committee, about the logic tree logic model. There are results and we need to make it better. I hope you will have a lively discussion, so I would like to start now.

First of all, Aizuwakamatsuichi-san, thank you very much.

Aizu-Wakamatsu: In This is Sasaki from the smart cities Promotion Office in Aizu-Wakamatsu, Fukushima.

Thank you for giving me this opportunity today.

Today, although it is a short time, I would like to explain the utilization of the area Happiness Indicator in Aizuwakamatsu City.

First of all, I would like to give you a brief overview of Aizuwakamatsu City. As some of you may know, it is located in the western part of Fukushima Prefecture, close to Lake Inawashiro and Mt. Bandai. As of November 1 last year, the population of Issue was 112,780, and the population is decreasing at a rate of about 1,000 every year.

In the orange part, we describe the characteristics. History, culture, and nature are the weapons of the tourism industry.

Turning to the next page, on slide 3, in Issue in Aizuwakamatsu City, as I mentioned earlier, the population is decreasing at a rate of more than 1,000 people per year, and as for the social dynamics of the declining population, there are many young people who have moved out.

In order to respond to such Issue, we have been working on "smart cities Aizuwakamatsu" since 2013, and we are advancing the utilization of ICT and environmental technologies in various fields related to life.

Next, since there are some in the back, I would like to briefly introduce how "smart cities Aizu-Wakamatsu" is progressing on this slide.

As for our city's efforts in smart cities, we are cooperating with industry, academia, and government. As you can see in the middle, we have an organization called the AiCT Consortium, which consists mainly of Aizuwakamatsu City, the University of ICT, a public university in Fukushima Prefecture, the AiCT Consortium, and Aizu-related companies that are interested in Aizuwakamatsu City. We are advancing our efforts as a promotion system centered on these three organizations.

Among them, we have placed an architect of smart cities Aizu-Wakamatsu, and we are proceeding with it while receiving your opinions on how to proceed in terms of management.

In addition, there are several systems for receiving opinions. For example, in the upper left corner, there are four advisors. Commissioner Nagumo, who is attending today, is also participating as an advisor of our city, and we are proceeding while receiving advice in various aspects, including the contents that will be introduced later.

In addition, in the upper right corner, there is the Smart City Supporters and the smart cities Aizu-Wakamatsu Co-Creation Conference. Although it will not be mentioned later, the Co-Creation Conference is a system in which local medical associations, tourism-related organizations, and area industry organizations gather and give their opinions on smart cities's efforts.

At the top right, we are registering citizens and groups who can actively use smart cities's initiatives and new digital services in Aizuwakamatsu City. We will provide them with information on the experience ahead of time, so that they can experience it first. Among the citizens, those who can play the roles of influencers are called smart city supporters.

We are advancing smart cities's efforts under this framework. Among the efforts of smart cities in Aizuwakamatsu City, I would like to introduce three ways of utilizing the Well-Being area Happiness Indicator.

First of all, as I have indicated in Slide 5, at the end of last year, we held a workshop in area, and in order to understand and disseminate smart cities's efforts and indicators, we held a workshop for people such as the city's smart city supporters who are influencers, members of the Aizuwakamatsu Co-Creation Conference, and people actually involved in the consortium companies that I mentioned earlier.

I would like you to move on to the next page. On page number 6 on the lower right, this is this year's initiative. As you will introduce later, with the cooperation of our city advisor, Mr. Nagumo, we have conducted a training program for employees in Aizuwakamatsu City, which is similar to the OASIS training program led by Mr. Nagumo.

This summer, from June to August, using a conference room in the public office of the city or a community center, we conducted training for 19 city officials who requested to be involved in policy formulation and evaluation, which is at the bottom. The purpose of the training is to deepen understanding of Well-Being and area Happiness Indicators, to provide an opportunity to think about Issue and strengths for improving the sense of well-being of citizens, and to enhance skills for evidence-based policy formulation and evaluation using logic models.

Finally, I would like to turn over one more page. On page 7, as it is written in the upper square in terms of utilization in comprehensive strategies, based on the completion of Comprehensive Strategy for the Vision for a Digital Garden City Nation, we plan to revise the Comprehensive Strategies for Creating the City, People, and Businesses of area. In the revised strategies, we plan to set a city vision of "a city where we want to continue living," and we plan to use LWC indicators to visualize the effects of businesses toward the realization of that vision.

In fact, on our website and elsewhere, we have indicated the direction of the revisions or our basic concept. In the third part, highlighted in red, we have stated that we will utilize the area Happiness Indicator, which is being disseminated in Digital Agency, to visualize the effects of our projects toward realizing the area Vision of a "Town that We Want to Continue Living." We have not yet decided on any specific indicators, and we are at the stage of considering how to reflect them here. However, we would like to conduct validation by comparing the progress of certain indicators with the measures we are implementing every year, and validation the effects of the revisions, by using fixed-point observations or the revised Comprehensive Strategies, which will last for about three years. area

I'm sorry it's been a long time.

That's all for the explanation.

Chairman Maeno: Yes, thank you very much.

I believe there will be questions, but I would like to proceed with all of them first, and then make it a time for questions.

Next is Yokose. Nice to meet you.

Yokoze-machi: Yes, thank you.

I'm Machida from the Yokoze-machi Town Management Section.

Thank you very much for this opportunity.

I would like to take a short time to explain about the efforts being made in Yokoze-machi to promote Well-Being.

First of all, I would like to give you a brief overview of Yokoze-machi. Yokoze-machi is located in the western part of Saitama. It is one of the area in the area called Chichibu local government, which consists of one city and four towns centered on Chichibu City.
Taking advantage of the short distance of less than 70 kilometers from Tokyo, we are actively engaged in day-trip sightseeing and public-private partnership initiatives.

As of December 1, the population of the local government was 7,739, which is considered to be a local government with a possibility of extinction with a population decrease of about 100 per year.

With regard to Yokoze-machi, I believe many Mr. local government have formulated a comprehensive promotion plan.

This is Yokoze-machi's 6th Comprehensive Promotion Plan. As a future vision to be aimed at, we have set a goal of "the best town to live in, the best town to be proud of." As a goal of this plan, we have set a Colorful Town. As shown on the slide, this Colorful Town has a theme of a town with rich colors, a town with diverse happiness, and the happiness of the residents, and each resident can live happily in his or her own way.

In this context, while Well-Being is currently attracting attention, a person who was originally assigned to Yokoze-machi as a area Revitalization Cooperation Corps wanted to create an organization that could create a town that could further pursue Well-Being after the completion of his term as a Cooperation Corps. As a result, I became the founder of the Japan Happiest Town Yokose Council in Yokose.

This association was established on November 26 last year. Mr. Maeno, who is also serving as the chairman this time, serves as the chairman of the association. Ms. Yuka Shimada, who is serving as the representative director of the Japan Wellbeing Promotion Association, serves as the vice chairman. In addition, the mayor of Yokoze-machi, Tomachi, and Mr. Yoshihiro, the director of the New Business Planning Office of the area Revitalization Center, serve as members of the association. The association is operated by the association. The main purpose of the association is to pursue the happiness of residents, participating businesses, organizations, and the relevant population in Yokoze-machi, so-called Well-Being, and to accompany and implementation the project together.

I have described the outline of the activities of this council, but the main activities are the three listed above.

The first is to investigate national well-being measures, and to investigate and research projects related to Well-Being and Well-Being initiatives that are being carried out in various local government throughout Japan.

The second is the Survey on the Level of Happiness of the People of Yokoze-machi. Based on the survey, we will understand how happy the people of Yokoze-machi are, including LWCI, and what they want.
The third is a study meeting on well-being measures. Based on the results of the survey on the measures I mentioned at the beginning, we are also conducting study meetings to input the results of the survey to the residents and the administration.

I am ashamed to say that even in Yokoze-machi, the term "Well-Being" itself has not yet spread to some parts, so the Council is responsible for making the residents feel closer to the term "Well-Being" and the pursuit of happiness.

Through these activities, we are conducting activities to create a more Well-Being Town by creating more and more resident-centered activities in the Happy Future Conference of Yokoze-machi, such as realizing my happiness or becoming more Well-Being in Yokoze-machi.

As a specific initiative in what I have just described, last fiscal year, we conducted a total of 55 surveys on seven themes of Well-Being throughout Japan, and we have received case reports from local governments.

In addition, as a study group, we hold study groups on well-being measures online and introduce advanced cases to people who are interested in Well-Being.

In addition, we hold various workshops and events as the Happiness Future Conference.
We are disseminating the idea of Well-Being to residents through various workshops such as workshops to deepen, create, and make art that looks at oneself in cooperation with art. We are also conducting workshops to deepen myself that may be the happiness for me as a day to talk about everyone's happiness.

In addition, regarding the survey on the level of happiness of the townspeople, which is deeply related to cooperation with the town, the 6th Comprehensive Promotion Plan for Yokoze-machi, which I spoke about at the beginning, has been completed this fiscal year for the first four years, and plans for the second half will be advanced from next fiscal year.

In promoting the Second Comprehensive Promotion Plan, we are currently revising or reviewing the Second Comprehensive Promotion Plan to some extent based on the points of reflection from the previous term. In formulating the Promotion Plan, we would like to include indicators and initiatives related to Well-Being in the Comprehensive Promotion Plan, placing emphasis on Well-Being in Honmachi.

Among them, in cooperation with this council, which is actually actively conducting academic studies on Well-Being, we are receiving academic advice on how to include it in the promotion plan and how to measure more effective indicators by conducting a questionnaire survey of residents.

In addition, we are currently planning to create a fund and make Issue for various projects by providing subsidies from this council as a fund for what the residents want to do.

With regard to the support for the formulation of the second half of the Comprehensive Promotion Plan that I just mentioned, as I mentioned, at the end of the four years of the first half, we would like to incorporate indicators related to Well-Being in the second half, and we are currently working on the plan. We have already conducted a questionnaire survey of residents. Among these, as I have briefly shown in the images below, for example, among the subjective indicators of the LWCI, there are pick-up points where it is better to listen to such indicators, especially in Yokoze-machi, and other measures to make Well-Being more easy-to-understand, such as ladders of the Cantril Ladder, have been included in the questionnaire, and based on the results, we have received advice on KPIs to be included in the Comprehensive Promotion Plan.

In addition, we are actively cooperating and collaborating with other initiatives in the town. For example, in Yokoze-machi, while public-private cooperation projects are actively being carried out, there is a company in demonstration experiments called I' m beside you, which is currently working on a demonstrative initiative to measure the degree of Well-Being by installing a system in a computer and measuring facial expressions with the in-camera of the computer and the degree of Well-Being from the facial expression of a person in private sector.

This initiative is being implemented in the town. This is the image in the middle of the slide. It is a software that automatically detects facial expressions such as happy or sad and uses AI to distinguish them. In cooperation with the Council, we are inviting residents to participate in demonstration tests and conducting workshops to collect opinions so that residents can actively use these. We are also supporting the town's projects.

In addition, as it was just held the other day, we are holding a class called the Town Children's Picture Book Course. We are also supporting the entire project based on the proposal, adjustment, and implementation of the course content so that the residents can enjoy the content of the course more Well-Being.

The goal of the Council is to be a town where each person has a variety of happiness, as shown in the image. I believe that the Council will continue to cooperate with the town and implement various projects.

It will be more than Yokoze-machi.

Chairman Maeno: Yes, Yokoze-machi, thank you very much.

So, after this, Mr. Nagumo and Mr. Suzuki will give an explanation, right? First, Mr. Nagumo. Please ask questions to Mr. Yokose later.

Moderator (Nagura) Mr. Maeno, I'm sorry. I'd like to ask Mr. local government to put in a question and answer session here.

Chairman Maeno: Yes, I'm sorry.

I'm pushing a lot, but let's have a Q & A session. If you have any questions and answers about the two local government presentations, please do so.

Seki: I think you are right about ?

I'm Seki. Thank you for your explanation.

Both Aizuwakamatsu City and Yokoze-machi have a relatively long history of public-private partnerships, and I believe that there have been quite a few challenges before. This time, with regard to the Well-Being Indicator, I would like to ask if there are any examples of public-private partnerships, in particular partnerships with companies, and if the Well-Being Indicator is used differently from the past to discuss and build consensus on, for example, what kind of Issue and what kind of thing to do in Issue, there will be better cooperation. If there are any examples of this, I would like to ask if there are any expectations or specific examples of this.

Aizu-Wakamatsu: In , I would like to start with Aizu-Wakamatsu.

There are no specific examples of this, but in terms of our future image, the AiCT Consortium, which I explained earlier, or its predecessor, organization, has been promoting public-private partnerships for a long time, and although it has a long history, when Vision for a Digital Garden City Nation or the Super City was planned, the city said it would do about 12 fields, but there are places where private sector companies are interested in and can do it, and last year it was six fields, plus two fields, and this year it will be done, but there are places where there is not much progress in considering how to deal with the remaining fields that have not been dealt with yet. For example, regarding garbage countermeasures, I think the Well-Being Indicator will be a tool to think about what to do in the first place, and I have expectations that if happiness or a sense of well-being is used as a subject, it will be easier for citizens to come in. So, I just said that I held a workshop last year, and I would like to continue to hold workshops, including those of Smart City Supporters, to deepen our understanding of this, and to discuss what indicators are necessary and what policies are necessary. I hope that we will be able to make new efforts where we have not been able to make efforts.

That's all.

Seki: I think you are right about .

Chairman Maeno: Yes, thank you very much. How is Yokoze-machi?

Yokoze-machi: Yes, as Yokoze-machi, the KPIs that the government has been doing so far have been measuring numerical values in quantitative terms, such as how many tourists have visited and how many people have used the facilities, but I think it was very difficult to understand whether this was actually beneficial to the town and the residents.

There has been a tendency to pay close attention to such figures in public-private partnership efforts. In terms of well-being, especially LWCI, there has been a subjective well-being. To be honest, the means of measurement is questionnaires, and measurement is difficult in some cases, but I believe that it will be possible to make measurements that are committed to the residents.

Seki: I think you are right about . I understand very well.

Chairman Maeno: Yes, thank you.

Do you have any other questions or opinions? If so, there will be a Q & A session at the end, so I would like to ask you to listen to it there as well. Then, after this, I would like to ask Mr. Nagumo to explain about the OASIS training and award program.

Commissioner Nagumo: Yes, Yes, I understand.

At the Advisory Council, as I believe it was the last time and the last time before, once we were able to use the indicators, we needed training to train people to use them, so I made a recommendation to start a standard one first. In May of this year, I am more than six months away, and I have visited various places with Mr. local government, so I would like to talk about that.

Originally, it started with Mr. Maeno and Mr. Uchida and this simplest model.

This fiscal year, we are creating a model of such well-being indicators and developing it, which is a kind of logic model. If we take the policy at the bottom, it will lead to happiness and life satisfaction through the factors of customer perception and subjectivity.

This kind of data is made into a dashboard that anyone can see, and it is deployed in this way at the present location.

What Issue is all about is, as I have been saying for a long time, if there is no training program in which local government can make good use of this, I believe there will remain Issue, which will inevitably end up seeing the indicator only once.

In particular, I was aware of the need for a process to connect well to the landing point of incorporating it into the comprehensive plan, and a place where I could learn about this. I recognized that the three points of what Well-Being is, whether indicators can be used, and whether policies can be formulated using indicators are major Issue.

That's why we have created a training program called OASIS. To create local champions, our goal is to nurture people who can become leaders who can lead others in local government.

Starting with what Well-Being is, we can create policies to increase happiness using logic tree and logic models, and we want to create people who can go beyond the LWCI, which we are providing as a standard model, localize it for local government, and make it more suitable for the local area. These two big things, written in red, are the goal points.

In general, it is called a double loop, but I believe that policies will be created based on data, and that the data itself will be designed to determine what kind of data is necessary.

OASIS is a simplified word for this process, but the word OASIS is added to make it easier to understand. First, we look at the characteristics of the area from a bird' s-eye view, and from there, we find a focus for policy intervention. When we find a focus, we make a policy and produce an impact. We share good results and bad results.

In this way, it is 90 minutes x 6 times, 90 minutes each time, with homework. At the level, it is like a short-term intensive course at a business school or the Graduate School of Public Policy. You will study for about 20 to 30 hours. The first two courses will be in the form of basic knowledge of Well-Being, and we will share the concepts used by Mr. Maeno, Mr. Uchida, and Mr. Hiroi with everyone. It will be a precedent case in Arakawa Ward, Iwate Prefecture, and the Cabinet Office, and overseas cases such as Bhutan, Australia, and Europe will be seen and knowledge will be acquired.

Sessions 3, 4, and 5 are so-called workshops, in which teams use various tools to analyze the individuality of the city using the data of the city and create policies.

If you look at Lecture 4, you can see what will happen in the future from here to the present location. However, creating a plan for the future means that you have to create an image and do backcasting in the future, so you do backcasting, and based on that, you create a logic model for policy. Since objective indicators can be used for finance, the concept of SIB is also explained.

On the last day, a presentation will be made to the head of the town, and we will analyze the data and make recommendations on what kind of town should be created. This is the flow.

The city of Aizuwakamatsu was the first. It was the hardest, but the cities of Hamamatsu and Shibuya have already been completed, and various other cities in local government are now developing. We are also doing this to trace the path of industry, government, academia, and the private sector while looking at the same Well-Being Data, so that private sector companies can actually enter and learn together.

So far, more than 130 people have taken the course. The number of participants is still increasing, but many of them are section chiefs who are in a position to make comprehensive plans and so on. There are two patterns, one is that they come from various departments, and the other is that they are concentrated in the policy planning department. In this way, about 10 to 20 people, 19 people in Aizuwakamatsu City, have been gathered. Mr. Digital Agency has been invited to participate in the course and share it with us.

If you look at the photos of the site, it's probably not that different from a normal training, but in this way, everyone gets together and each team creates various things.

For the first loop, we will start with an overview of the dashboard, and we will do SWOT analysis from subjective and objective scatter charts. Then, we will create an integrated map that summarizes which policy areas should be intervened in in the eight areas, and from there, we will enter the process of delving into who should be intervened in by logic tree.

In general, if you do it, it will be a discussion about mobile transportation for people who have returned their licenses, how to spare time for busy mothers, and how to make young people start up businesses. I think that is generally the case with subjective happiness, but it will be detailed in a way that connects people. Based on that, we will set goals for how far we will go in the future, backcast, write a policy logic model, and make recommendations.

Due to the time, I don't read out each one, but I write it in the material like this.

This integrated map, as shown in this figure, was originally proposed by Mr. Digital Agency, but until now, it was a KPI for projects and policies on the left side of the lower row, but there was no superordinate concept. So, first, it is a piece of paper to solidify the image of what kind of city will be created, and what kind of policies will be introduced into it. Therefore, at the head of the prefecture level, it is a form to look from here. In the case of a company, it corresponds to the corporate strategy.

We break down this, and as a persona, people from each department will come up with various ideas for the section they are in charge of, so the workshop starts around here.

On top of that, we are doing a combination of the process of increasing the resolution and the highest level of abstraction, increasing the message.

The logic model that will be completed is actually written, and the diagrams that I have presented so far are examples written by Mr. local government, but I think this is an example written in Shibuya Ward. This kind of thing will be completed, so we are working to create it as a team.

Therefore, the LWCI model that I originally showed fell into the toolbox and created a process that actually completed the logic tree and logic model.

In the second loop, beyond the dimensions of standard questionnaires and KPIs, we are working to find out how to pick up things unique to the local government, what methods are suitable for analysis, encourage participation by citizens, develop human resources in the town, and create plans for organization strategies, including reports to the Assembly.

You break down the necessary things like this and write them in this frame. You acquire the basic knowledge to expand the base in the first 2 times of OASIS, and move your hand in the 3rd, 4th, and 5th times, you will naturally see what should be put here.

What we are very much focusing on is this second layer, whether you can squeeze out the local government specific question survey items and KPIs by yourself.

What actually comes out is something like this. This is also something that really came out of local government, but something that we think we need.

On the last day, we will have a presentation to the head of the city. The materials are photos of the actual report of Hamamatsu City, and at the same time, we have submitted the certificate.

We have always been told that when young people talk about happiness, there is a Issue where they are difficult to listen to by their superiors. So, we have issued a certificate saying, "I have studied well about well-being." You are local champions who lead everyone in the agency as teachers.

Also, we are creating a community online, and everyone from every local government on Slack and every local government who is taking classes is here.

It is a place where we can see what kind of things we have made, and it is a place where all the people across local government who are taking the course can help each other. Therefore, we are making various materials, and we are going to take the best parts and accumulate best practices. It is a kind of know-how collection, and there are about 100 cases of various analysis results such as logic tree and logic models. Everyone is watching this while receiving training, and they are saying that this is good or this is bad, and they are different. They are building up their own best practices. The actual feeling is that the quality is improving as we do more and more.

We will follow this process to get here, but at first, we will have a study group of about 90 executives below the head of the city. After that, we will have OASIS for six months. During that six months, we will have a workshop at the smart cities Promotion Council, which Aizuwakamatsu City held last year, and a more gentle workshop for citizens. The head of the city and the person in charge will speak at various events. We held a big event on July 26, and Mr. Suzuki and Mr. Murakami from Digital Agency participated, and it was also published in various media. In addition, more and more local government will be creating awards. We will award them for their activities designed to increase Well-Being or Well-Being. You can see the newspaper on the right, and it is exactly what was said in the representative question of the Assembly that Hamamatsu City will be included in the comprehensive plan.

Also, I would like to introduce to you what kind of tool we are using and making now.
Basically, by standardizing the questionnaire, we reduced the cost of what each local government had to do from scratch, and created a situation in which we could use the results. Now, we will reduce the cost by standardizing the analysis tool to link the results to policy. This is a subjective and objective scatter chart, and by looking at this, we can understand how it is positioned.

And how well each factor or KPI correlates with happiness or life satisfaction can be seen at the touch of a button.

Also, the score is the deviation value, that is, the average score, but how much dispersion there is in terms of the original data, that is, whether all the citizens are saying the same thing, or whether there are people who evaluate very highly and people who evaluate low, so to see it, this dispersion is shown in the form of a band.

In addition, there are various characteristics depending on age, so you can see how happiness and each factor are by age with just one button.

In addition, ordinance-designated cities have been on a city-by-city basis until now, but they have created something that allows you to drill down to the level of wards, and this has already been disclosed.

In addition, we originally had a map display, but it was a feature where you could specify any location for the top layer of the happiness questionnaire, "How happy are you?" and see the results only for that location. Now, we are creating a drill-down function that shows the results for each of the 24 factors by color. We have started to use this in training, but it was originally an agreement between Dr. Maeno and Dr. Uchida that we should be able to drill down to the postal code district when design this indicator, so we have arrived at a point where we can see the 24 factors in a fine mesh.

Another is that in the case of private sector companies, there is a problem that the indicator is not necessarily captured by the basic local government, and in contrast to Issue, the "urban employment local government" is formed from multiple cities, and where people can come from in employment. The dashboard is being improved a little bit so that it can be seen in that data. The concept of the "area living area" is now appearing, but the "area living area" does not have a definition of which local government is in which living area. On the other hand, the "urban employment area" is a concept that has already been established, and since it has been decided which city is which employment area, it is possible to display specific data.

In this example, the metropolitan area of Toyama Prefecture is shown, and Toyama, Takaoka, and Uozu City are included in this area, so we can see a well-being in the form of a summary.

In addition, this is also done in OASIS Sessions 1 and 2, in the field of knowledge, the World Happiness Report, the OECD Better Life Index

We are now creating a discussion about what each local government will look like if we apply our own data to WELLBY or Maslow, and I think it is easier to connect the concept with what your local government is like.

Hamamatsu City was the first to receive the award, but Odawara City targeted students, and Kanazawa Institute of Technology and Nonoichi targeted students. A practice has begun in which Issue are given to students while looking at the Well-Being Indicator, and excellent products are awarded based on their effectiveness.

Also, I would like to share with you a very good example made mainly by students at Kanazawa Institute of Technology. They made a card game. Using our data, it is a game that reflects high and low scores. I think it is very good that it is an entrance to young people in the form of gamification.

In addition, if we do not have a place to share such prior cases, it is difficult to attract attention from everyone. So, on July 26, we held a discussion with everyone, including people from various local government.

We are making a double effort to convey this information nationwide in the form of newspapers about a month later.

Finally, with regard to my recommendations, I recognize that there are two things that should be done going forward.

One is to expand the scope of the OASIS training and increase the number of participants, and for those who have completed it, I think it is necessary to have a support system in which they can become teachers who transfer know-how to various area across area, like area Information Advisor or Open Evangelist. Also, I think it is very important to advance cooperation in the so-called second layer, which is to create questionnaires unique to local government, create analytical indicators, and create policies. local government

The second major point is that I think it would be better to increase the number of places where private sector companies and startups can use it, and I think it would be good to create a private sector corporate version of the OASIS training, and as I think it will probably come out in the process, it is very important to have private sector companies participate in a co-creation culture in which private sector companies contribute data and it becomes a situation where it can be used more subjectively or objectively. Currently, Tokio Marine and Kayak are contributing data, but I think it would be good to come out at the national level and area level, and I would like to call on them.

That's all. Thank you very much.

Chairman Maeno: Yes, thank you.

Next, I would like to ask Mr. Suzuki Digital Agency about agenda 3, promotion of utilization of indicators.

Suzuki (Digital Agency): This is Digital Agency Suzuki from Yes, thank you.

Then, Mr. Digital Agency will explain in accordance with Material 5.

I'm Suzuki. Nice to meet you.

I would like to explain our efforts to expand the use of the area Well-Being Indicator this fiscal year.

We are continuing to utilize this indicator, report the results, and hold workshops mainly for the organizations that have adopted Type 2/3 in Vision for a Digital Garden City Nation. In fiscal 2023, in addition to the employees of the organizations that have adopted Type 2/3 in Digita Issue, we are expanding the target to employees, businesses, and organization employees in local government. At present, we believe that we have expanded the use of this indicator to more than 60 local government.

Regarding the outline of our efforts this year, first of all, as a tool, we are providing indicators through Dr. Nagumo and SCIJ's indicator site as the area Well-Being Indicator. Digital Agency is building a new site this year, and I will explain it later.
Next, regarding dissemination and promotion, in addition to this, we are holding model workshops for type 2/3 local government in four cities across Japan. I will report on this later.
In addition, as an online workshop type training, in addition to Type 2/3, we held a workshop on the use of indicators for organizations selected for the My Number Card Utilization Case Promotion Type six times in total, and Mr. Kan Suzuki participated as a lecturer to deepen our understanding. We had 126 participants.

In addition, we have established a consultation service, and from June to November, we received about 100 questions, of which 60% were from local government, and 30% were from companies, universities, and researchers.

In addition, two lines up, we are also holding one day seminars using indicators in four cities across Japan, and they have ended in Hamamatsu City and Yokohama City, both of which are full. I believe this is also a sign of the growing interest. As I mentioned earlier, with the cooperation of Dr. Nagumo, we have been working on a wide range of targets.

As a result, the number of organizations using the Well-Being Indicator by prefecture has increased from 24 at the end of last fiscal year to 62 as of the end of October.

I would like to explain the status of the new site for the Well-Being Indicator, which is currently under construction. I would like to explain the differences from the previous sites, but first of all, we are proceeding with the construction of the site because we are thinking that it will be easier and more easy-to-understand for those who have never used this indicator.

On the new site, we are making it easier to check graphs and date from smartphone, and we are also renewing guidebooks and videos. Details of the videos are posted on page 15, so please see them later. Regarding the release time, we are planning to release the beta version in January and the official version in March.

As stated at the bottom of the slide, the main change is to set up a dashboard page so that it can be viewed in one screen so that it can be compared over time since surveys by local government, survey type, and survey year are accumulating. In addition, I will arrange up to five graphs of organizations I want to compare so that they can be viewed on the screen. I believe that this will further deepen the analysis.

In addition, in order to utilize each graph for policy, we would like to download it in PNG and PDF, and make it a specification that can be developed and used within the agency.
In addition, I would like to add the My Page function so that I can easily look back at the place I registered again.

With regard to the disclosure of information to support the holding of workshops for models that I mentioned earlier, we are currently asking the organizations that have adopted Type 2/3 to hold workshops, but we are asking questions because they are worried about who to invite and what kind of program to use.

In response to this, we will hold four model workshops, and we would like to support them as a method to involve citizens and business operators. In the future, we would like to disclose the materials used and videos of the workshops held as models so that other organizations can also refer to them. On the screen, we are posting photos of the model workshop held by Odawara City the other day on December 6, and with Mr. Nagumo as a lecturer, we proceeded with an initiative to hold a workshop with the participation of about 20 people, not only local government employees but also members of the Digital Innovation Council. In the future, we will hold the workshops with the cooperation of Ishikawa Prefecture, Maebashi City, and Hiroshima City. In addition, we would like to disclose the situation one by one.

Next, as I explained in my opening remarks earlier, this is about Issue and our response based on this fiscal year's efforts.

So far, we have been working to obtain the agreement of the social Issue of area and various parties concerned through analyses and workshops using the Well-Being Indicator. Issue feels that in order to connect the Issue and the agreement to the resolution of the social Issue, it is necessary to have a mechanism that leads to action and measures.

This is a picture that shows that numerical validation is necessary for logic tree and so on, and that it will be advanced in two wheels. In addition to creating a logic tree to identify actions that lead to social Issue solutions in area, I believe that people in local government may consider point incentives as a measure to induce the identified actions, and we would like to consider development, an app that can capture such action history, in Digital Agency.

As Dr. Nagumo mentioned earlier, I would like to connect the utilization of this indicator to policy. I would like to improve Well-Being in two steps, i.e., indicator and standard logic tree, so that people in local government can utilize it for policy and accelerate it. I believe that the method of logic tree is suitable for the solution of Issue, but I believe that people in local government have difficulty in preparing logic tree from scratch. I would like to see standard logic tree presented in Digital Agency, and based on that, work on identifying social Issue and actions and measures to solve it.

We hope that such efforts will lead to the acceleration of social investment.

Mr. Shirasaka, who is participating in the logic tree today as an observer with Mr. Inoue, first made a prototype from the perspective of improving medical care nursing care environments, so I attached it to the document.
This is still under work, but I am showing it as a reference. For the people of local government, in the orange part on the far right, I expect that projects corresponding to social Issue will be considered and buried in local government, but even if I show this much, I think it is difficult to use it, so I would like to show the guidelines for how to use the standard logic tree so that people of local government can use it easily.

First of all, regarding this standard logic tree, in addition to the medical care nursing care field, we will make three prototypes of public transportation and pre-school childcare support, and we will consult with the Expert Review Committee around March, so we will set it up to some extent, and we will start the challenge from the organizations that will adopt Digita Issue Gold Type 2/3 next year.

Regarding this, Dr. Shirasaka and Dr. Inoue, if you have any additional information later, I would like to ask you.

On the next page, regarding the efforts made by Mr. Mitoyo City, who made a presentation in advance at the second meeting of the Advisory Panel, this is an example of an effort to visualization logic tree, make it into a poster on the right, and convey the policies and other matters found in the logic tree to the citizens.

It is the next page.
That is the outline of my explanation. Based on the efforts made so far, I would like to ask you to discuss today. First of all, in terms of support for the implementation of workshops, how should we improve the support for holding workshops to promote mutual assistance?

My second question is about the development of human resources who can handle the Well-Being Indicator, which Dr. Nagumo has suggested. I would like to ask you to discuss how to develop human resources who can use the Well-Being Indicator for workshops and policies to further promote the utilization of the Indicator. As for the standard logic tree, how the standard logic tree should be, how to advance regional support for the utilization of the logic tree, and how to respond to the local government that spans more than one local government, Dr. Nagumo explained about the of a wide local government earlier, so I believe that this part is being dealt with to some extent. However, I would like to ask you to discuss how to advance measurement and analysis, and how to improve the provided data for small-scale regions.

In addition, I have attached the Super App architecture that we are currently considering and the details of our efforts, so please take a look at them.

That's all from me.

Chairman Maeno: .

Then, I think I will ask questions until twelve o'clock. Before that, regarding Mr. Suzuki's presentation, do Committee members Shirasaka and Inoue have any supplements?

Member Shirasaka, : The logic tree I showed you earlier is still in the middle of creation, so please think that it is at a level where you can understand what the logic tree is like. It is created with the intention that it will be used as a reference when it is difficult to create it from scratch. In order to create a logic tree that matches each area, it must be considered by each area, but the measures adopted by Digita Issue Gold in local government are similar to some extent, so we are proceeding with the idea that it will be useful to prepare standard logic tree for measures that often appear. We will not create a standard guideline exhaustively, nor will it apply to all of local government. Please let me know if you have any additional information.

Inoue: Yes, .

As mentioned by Mr. Shirasaka, I hope that the logic tree model created during the OASIS training that Mr. Nagumo is conducting and the standard logic tree will be positioned in a way that creates a synergistic effect. After this, I would like to hear your opinions.

Chairman Maeno: Yes, thank you very much for the supplement.

If there are any questions or comments from the members of the Committee, please let us know.

Member Shirasaka: Thank you very much, Nagumo.

I think the online communities that are part of the OASIS training are amazing, but how active are they, and if there is anything that can be done to encourage participation, please let me know.
Another point is that in the OASIS training, I have an image that people who will be the center of the utilization of Well-Being will grow up. When area's own survey items are added, I would like to know whether the tool for which SCI-Japan is made can be used as it is or whether it must be dealt with independently.

Commissioner Nagumo: Yes, Yes, thank you very much.

First, regarding the online community (Slack), first of all, it is mainly used for logistical purposes, such as asking people to submit their homework and asking questions. However, when they do their homework, they go to see how they did in other cities. As a result, I feel that the quality of the community has improved as the training has been repeated. As an interesting example, Aizuwakamatsu City was the first one, but there was a person who thought that it would be better to spread it more among the students. At the Decker local government (Administrative digital reform Co-Creation Conference), which was established by Seki and others, there was a proposal to gather everyone in local government and share this method with everyone, and it was also used as a meeting place. I have an impression that it is a good meeting place for people who are trying to become local leaders.

My second question is that we are creating various analysis tools, and we are incorporating them into the dashboard one by one. Due to the development of the system, it takes a little time to introduce new tools, so until then, we are working on the dual theory of having people log in to another site and use it for training. In addition, we are also making sure that individual questionnaires are included in the dashboard. We will create a corner for individual questionnaires and show them in the form of standardization.

Member Shirasaka: Thank you very much, .

Chairman Maeno: Yes, thank you very much. Mr. Ota, please.

Member: Thank you very much for sharing your wonderful progress.

I have some ideas. I thought the workshop was very good, and I heard from local government who participated in it that it was good. I hope that these activities will take root and expand. As a good example, the RESAS workshop has been held since 2015, and it is in its eighth year, but it is still held about 10 times a year, and there are quite a few horizontal connections. In a broad sense, it is community development, so I think it would be good to link it well with this. In addition, in terms of data utilization, if the PLATEAU workshop is repeated in the same way, I think the participants may overlap, so I very much expect that the connection of thinking about community development using data will be made in a three dimensional form.
Second, I heard that in local government, where the workshop was held, it is not well known within the Agency or in area. I think it would be good to collect data on how well these movements are known. As a guide, the structural reform being carried out by the Tokyo Metropolitan Government, nicknamed "Shin Tosei," for example, when you send an internal e-mail saying that something like this has come out, the opening rate is about 30 percent. It was lower at first, but over the course of several years, it has finally risen to 30 percent, so I would like about 30 percent of the people within the Agency to know about it. For citizens, it is 2 to 3 percent, for example, Aizuwakamatsu City has a population of 120,000, so I think we should aim to achieve a state in which about 1,000 people know about it. In addition, I think it is very important to know how much of a gap there is. Rather than having a workshop and ending it, I think it would be good to be able to grasp and follow up on it.

Finally, regarding the logic model, we are working with Mr. Nikken design at the first Chatan Park of Park-PFI in Shibuya Ward. In Shibuya Ward, land prices are rising significantly, so we are using logic tree to figure out how social capital will increase through parks. There are several things that we have come to know. To tell you the point, we cannot get very detailed information only from people's flow data (location information of AI cameras and mobile phones), but if we take a deeper step and take questionnaires (subjective data) and behavioral data at the touchpoints of parks, we can get the elements of the logic model. Then, we can follow how behavioral change occurs in the short and medium term. This is what we can technically do.

What I would like to emphasize here is that it is wasteful if only the government knows about this, but if private sector companies know about it, they will invest properly. If the value increases with this service and it is possible to replicate it, maybe other area will be able to do it. I think it is important to create a flow in which private sector companies invest in town development. First of all, local government will lead the creation of the logic model, but in order to make the logic model known not only to local government but also to companies involved in the area, I think it is important to send it out well.

Chairman Maeno: Yes, thank you very much.

Mr. Suzuki, do you have any comments from Mr. Nagumo?

Commissioner Nagumo: Yes, Ohta said, I think the logic model is really important. After all, in order to plan and finance projects, if you can't write a plan with that granularity, private sector companies won't come. Until now, there was no such tool in town development as public-private cooperation, but now we are in an era where it can be done, so I am also thinking that this is the next break. Thank you very much.

Suzuki (Digital Agency): This is Digital Agency Suzuki from Yes, thank you.

Commissioner Ohta mentioned that it is not well known to everyone in the Agency and area. I believe that it is not well known to local government either. We are currently conducting a survey on how much it is used by Digita Type I and Type X organizations and whether you know about it in the first place. We have received preliminary responses from 607 organizations. I would like to explain the results at the next meeting.

Chairman Maeno: Yes, thank you.

Then, do you have any questions, other members?

Mr. Seki, Mr. , I think Mr. Ohta has already made a point, but I also thought it was very important for the next step to be how to involve companies, and how to get into the actual management process of local government, which was already in the process of being launched. In terms of cooperation with companies, we have been receiving consultations on whether we can use the Well-Being indicator in combination with SIB and ESG local bonds. I think it is a very important step to create cases where orders can be placed differently from before based on logic when investing from private sector or investing money from local government. I feel that it is extremely difficult to think only from local government, and there are places where companies cannot come up with enough ideas to create a logic tree in this way, so I think it is important to create good cases over the next fiscal year. For example, I thought it would be better if the government could subsidize Digita to encourage such moves.

In addition, in terms of involving companies, I think it will also create companies that will create solutions, and it is really wonderful to keep evolving the dashboard, but I think it would be good if vendors who are currently talking to Digita could create visualization solutions and data collection solutions. I thought it would be better to consider an API ecosystem, such as making it possible for vendors who are building the data connections foundation to connect to data collection when the logic model has been completed to some extent without building the UI part too much.

Commissioner Ohta also talked about RESAS. RESAS is doing RESAS API con testing, and think tanks in area are putting forward ideas that are connected to their own databases, and solutions from private sector are gradually spreading. Unless we do so, it will be difficult to spread across Japan. It is the same with workshops, and I thought that it is necessary for companies to incorporate the ideas of workshops.

Isikawa: : Thank you very much for your time today.

I thought it was really wonderful that we were making steady progress. On top of that, in order to advance this further, I would like to ask Mr. Suzuki, is there a legal basis for creating a logic model when making a plan for local government? If there is a legal basis, I wonder if the logic model will be an opportunity or a boost to spread nationwide.
I would also like to know if private sector companies will be involved in the creation of the standard logic model, or if Digital Agency and academia will be the first to create it. What steps will this take?

Suzuki (Digital Agency): This is Digital Agency Suzuki from .

With regard to the first point, the legal basis for creating the logic model, I do not believe there is any particular legal basis. With regard to the second point, the process for creating the standard logic tree, we are considering a process in which Digital Agency will first create a draft with the support of Mr. Shirasaka and Mr. Inoue.

Chairman Maeno: , the right to pursue happiness is written in the basic human rights in the Constitution. As a servant of the people, local government must have logic in order to satisfy the right to pursue happiness, so I think it would be good to proceed in light of this Constitution.

Isikawa: Probably, I think there was a sentence in the Local Autonomy Act that local government must make plans and proceed with things. If a phrase like a logic model is also included in it, it will have considerable force, so I thought it would be easy to spread.

Even if the law is not revised, if Ministry of Internal Affairs and Communications issues a notification or something like that, I thought that the word logic model would be strongly understood in the minds of local local government.

Chairman Maeno: That's really true.

There must be logic in the law, so even if you don't mention it directly, indirectly, it must be there, so it would be good if you could specify what it is.

Commissioner Nagumo: Yes, , I would like to say this a little, but it tends to fall into the vertical division of the administration, but the Cabinet Office has disclosed the KPI setting guidelines for smart cities measures, and it is required to create a logic model. It is still in the introduction stage, so I think everyone has not done it. In addition, we cannot build capacity only with guidelines, and we cannot build capacity unless we have a teacher and accompany them. In addition, the guidelines issued by the Cabinet Office tend to be a little closer to objective indicators, and the impact on happiness is missing. What I am showing this time is in the form of happiness, so I have a feeling that it is better to evolve this again, and I think that is the point when Mr. Shirasaka and Mr. Inoue make a standard logic model.

Chairman Maeno: Yes, thank you.

Member: , I would like to add a little to what I have just discussed. In terms of how to spread the logic model, I think it is important to create many good examples. You mentioned the Local Autonomy Act earlier, but in the flow of decentralization, even comprehensive planning has ceased to be mandatory. I think it is actually better to create a comprehensive plan. In local government, where I have a business relationship, we are creating a comprehensive plan, creating KPIs, and creating an urban master plan together. Various things are described in the plan, and measures are taken while being thoroughly evaluated and measured. In that context, I think it is the responsibility of the government and us to create good examples and disseminate information.

One point I would like to make is related to KPIs. As I have mentioned in the previous discussions, I think it is already understood that the KPI is linked to the subjective evaluation of various areas by people living in each local government.

However, I think you mentioned that it is difficult to link the level of specific measures that are put into action. When I helped you with a similar analysis on another occasion, there is a considerable relationship between subjective evaluation in various areas and a sense of well-being, but when I took a correlation with the physical environment and the amount of measures put into action, there is no correlation. I was not able to have a good discussion with the people from the companies I worked with about how to interpret this, but listening to your talk today, I think I have come up with something that I need to think about again.

One of them is that looking at the data from Yokoze-machi, we may actually be measuring Well-Being with an app, but I am beginning to think that the way to take measures to increase subjective happiness may be different from the introduction type of conventional measures. For example, it may be more important to provide opportunities to enjoy greenery on a daily basis than to increase the absolute amount of greenery.

In short, rather than setting a green coverage rate as a KPI, it may be more important to consider how many opportunities there are for easy access to greenery. As a process of clarifying such a thing a little, as Professor Seki mentioned earlier, there is already a method of clearly indicating evaluation indicators and achievement indicators for each business in SIB and pay-for-success approaches. In this process, if we properly consider and use a logic model, for example, there is a park, but it is a problem of utilization of the park. As a result, I began to think that what has been a style of manufacturing goods during the high growth period or introducing a large number of specific measures is probably related to enhancing a sense of well-being by transforming into a management type measure in our domain that approaches people's lives. If so, I can understand that there is not much correlation between existing measures and a sense of well-being. Rather, I think it will be a little interesting to clarify that we must change the way of implementing measures. Although it is an unexpected story, I hope that I can empirically clarify it with the teachers who are with me here.

Chairman Maeno: Yes, thank you very much. Do you have anything to say in response to what you just said?

Commissioner Nagumo: Yes, Exactly as Mr. Koizumi said, I have the recognition that the more I use this indicator, the more I will enter such a world. I have called it the second layer, but I think there are many things that cannot be understood by men and women, by age group, or by address, unless I put them into personas and enter them in terms of their lifestyles. When they go down to personas and are connected to policies, subjectivity and objectivity are clearly connected, and a logic model with high individuality will be written. I have the recognition that this is a very important point.

In addition, as was the case last time, when we looked at the macro data this time, we wondered how much the subjective and objective are correlated. However, when we looked at it by local government, for example, in Hamamatsu, the correlation coefficient between the subjective and objective is 0.6. On the other hand, in some local government, the correlation is less than 0.1. When we look at it at a higher resolution, for example, it's a little difficult to say, but things that are very important and that are related only to certain people in area, such as the disabled, the elderly, and the suicide rate, are not correlated between the subjective and objective in the macro. It is important for certain people, but it is not correlated with the subjective in the general public. Such KPI habits are being understood through analysis.

As I think I will be able to show at the next meeting, I believe that we are entering a stage in which KPI patterns can be used in accordance with individual personas and lifestyles, and KPI patterns depend on the happiness of citizens as a whole, and we share this habit with everyone, and then we deepen second layer discussions and linkage with policies.

Chairman Maeno: Yes, thank you for your important point. How about other teachers?

Dr. Uchida, I believe that what we do with the KPI and what kind of logic tree we use depends on how we understand the indicator. On the other hand, I also thought that we should not be limited to the indicator in the end. As a researcher, I think it is necessary to analyze it from a perspective different from that of local government, independently and objectively, to some extent, and to announce that we have seen such a tendency. And it is also important to analyze it from the perspective that each local government wants to focus on and have feelings for it. I was thinking about how to link both activities. I think it is the work of an objective analyzer to find out that this is actually the liver and kidney, although people inside may not be aware of it, so I would like to ask Mr. Nagumo whether both activities can be established.

Member Nagumo: For example, there is not much correlation between healthy life expectancy and a sense of well-being, and there is no meaning unless there is an element of purpose in life between the two. However, local government is trying to extend healthy life expectancy at once from the perspective of reducing social security costs, but they say that they have never discussed the matter of "It can't be helped if there are many people who are healthy and have no purpose in life." When we look at it objectively, there are many things that are missing. Unless we tell them from a third party perspective, it is unlikely that they will come out of local government autonomously. I think it has a very good meaning to consciously do that, as Member Uchida is saying. We, the experts, have a recognition that it is a worthwhile point of view.

Member Uchida: Thank you very much for .

If that is the case, I believe that in today's presentation, the issue of how to handle this information in local government is relatively well organized, but I believe that we, as experts, including the members of this Council, must consider how to handle this information together under the supervision of Mr. Nagumo.

Commissioner Nagumo: Yes, Well, we may have entered that stage in the first place.

Member Uchida: Thank you very much for to some extent. I thought it would be better to think about what kind of process we will use in the future, and how long and in what timeframe we will use it.

Commissioner Nagumo: Yes, .
In that case, it is not by gender and age group as Commissioner Koizumi said earlier, but it is necessary to collect more detailed data by persona and lifestyle, so we cannot engage in in-depth discussions. In marketing, we often go there. It seems that what is consumed differs depending on lifestyle, and we are now at the point where we can consider the next stage of how to collect attribute data.

Member Uchida: Thank you very much for .

Chairman Maeno: Yes, would you like anything else?

I also wanted to ask a series of questions. You said that there is no correlation between the suicide rate, the data of people who are really in need, and the level of happiness. For example, if you take out only people with particularly low levels of happiness, you can see that the logic of various measures is actually connected. You can see it as a whole, and it is also seen as a correlation, but it is actually nonlinear, or it is extremely important for a specific person. The amount of analysis will increase indefinitely, and it will be difficult. Is there such a possibility?

Commissioner Nagumo: Yes, .

At present, we have only been able to determine what will happen to the country and area as a whole, and what will happen when viewed from an average to an average. However, if we think in terms of philosophy, it is the disabled, the elderly, and people with serious problems that need social welfare, and I think we will come back to the point where we need to shed light on this, or rather, we need to think hypothetically and be ideologically oriented. Rather than doing this simply mathematically, it is necessary to judge values, and I think it is necessary to discuss this at expert meetings and so forth, and to link this to policy recommendations.

Chairman Maeno: Another thing I thought when I asked you was that local government tends to be centered on saving the weak, the people who are most in need. On the contrary, private sector can make very healthy people even happier. In that sense, when creating a logic model, it is necessary to discuss the cooperation between industry, government, and academia. Another thing is innovation. In order to make it possible for people to enjoy going to parks from a completely different perspective from previous policies, I think it is necessary to do things that cannot be done only by the public sector, such as mobilizing the private sector or incorporating academia. What do you think about this?

Commissioner Nagumo: Yes, .

As a public entity, there is a safety-net-like initiative to eliminate the negative, but if it were only for that, it would be difficult to reach a sense of happiness or affluence. To that end, innovation and the power of private sector are very important, and I don't think a sense of speed would be achieved unless the discoveries of various researchers were made. I think the Well-Being Society, where Dr. Maeno and others are being studied, would be fine, but we may be approaching a forum where we can join forces in such a way, in Digital Agency's words, in an inclusive square. I think this is what we are seeing as we are doing it.

Chairman Maeno: Yes, thank you very much. Mr. Koizumi, do you have anything?

Member I really think that is true, and how to incorporate the perspective of the so-called inclusive of low-income people is important in some policies. On the other hand, it is important to reduce the number of people with problems by middle-up or middle-up, so it is important to organize the division of roles in a logic model. Then, the analysis becomes clear, and Commissioner Nagumo talked about value judgment, but I think value judgment is to create a logic model to determine what is important. I think that analysis is based on objective data where objective data can be prepared, so if we take a segment or a cohort, we may see such results in time series. If a logic model can be created, the analysis of the data we are collecting now can be made more precise, and we may be able to measure the effects over time. In that sense, I think that the logic model is important.

Chairman Maeno: Yes, thank you.

I thought that if we could take action such as creating a new logic model by involving not only local government but also companies and people who are creating innovation, we would be able to create a Japanese society that would truly be revitalized.
Is there anything else? In the chat, there is a comment from the Cabinet Office about the KPI in smart cities, so I would like you to see who is interested. Thank you. Is there anything else?

Murakami. This is not a summary comment, but rather a comment to the effect that I would like to have your re-comments.

To put it briefly, what I think is a certain weakness of the logic tree based on objective data, in particular, is which is more precious, an event in which 100 people with no motivation gather or an event in which 10 people with motivation gather. There are 100 people gathering now, but it is probably the end of the story, and there are only 10 people now, but it is possible that there will be 300 people. I can't tell the difference between them. We are rather interested in finding 10 people with motivation, and how to grow them, including our ambition to have corporate finance evaluate them. How to motivate them, or to put it more simply, how to make the bonfire bigger, in the words of Mr. Maki of Nishi-Awakura. I think it is ideal that the process of increasing the fire of motivation and the structuring and verbalization of the logic tree of what we are doing proceed in parallel. I think it is ideal that the process of increasing the fire of motivation and the structuring and verbalization of the environment of what we are doing. logic tree Issue

It may be a little different from the position of academic research, but in terms of motion theory, rather than starting with Well-Being and then trying to structure the behavior we are doing in logic tree, and running toward refining it as it is, the degree of completion as a logic tree may be somewhat rough, and it will be good as a tool if we can successfully support the method of creating an logic tree that can accompany our motivation and evolve along with our efforts. I have a feeling that what comes out as a result and reaches a certain level will appear as an object of academic research with a moderate balance between subjectivity and objectivity.

In closing, I would like to ask if there is any good advice in the atmosphere of doing so. On the other hand, I think that we should think about the next step. It is a strange way of saying it, but I would like to have them do the reporting well. Right now, we are doing the workshop ourselves, and we are excited about it, and we are trying to do it ourselves, but when we want to raise the awareness of the parties involved, or discuss ourselves from a vision that aims to be higher, for example, when you are invited to the council and you have to think about what you will say in the eyes of everyone, I think that the mode of awareness is different. What we need to do now is how to promote citizen participation in the policy making mechanism, so in that sense, how the people can see the progress of the workshop and what it has produced. 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Chairman Maeno: Yes, thank you.

Member : It may be a little bit detailed, but I don't fully understand the logic model yet, but in terms of the disabled people mentioned by Member Nagumo, I think the final outcome when creating the logic model we are looking at is probably something like the mean value of the Well-Being in area. Internationally, the Well-Being gap has been mentioned, and I wonder if the content of the logic model will change if the perspective of the Well-Being gap, such as the gender gap, the generation gap, the Well-Being gap between the disabled and the non-disabled, or the Well-Being gap, is introduced.

My other question is, in the field of public health, what kind of logic model is necessary to increase healthy life expectancy? It is a rather strict world. After determining such factors, it is not possible to reach all people at once. So, when I asked how to prioritize and target over a long period of time, there is a general method called the TARPARE method. One of the criteria is whether the number of people is large or small, but is it possible to reach those people in the first place? And as Mr. Murakami said, I am motivated or not, but is it possible to move those people even if I reach them? From about six perspectives, there are ways to prioritize targets and allocate limited resources. When determining targets, I thought that it would be easier to use them in the field if they were based on criteria rather than a different logic from the logic model.

Commissioner Nagumo: Yes, .

As you just said, there is a slight misunderstanding. When we calculate the correlation in the macro, we use the average, but when we use the logic model, we use the persona level. After incorporating it into the persona, we create a logic model for a specific person, such as a disabled person or an elderly person, so the impact is limited to that. Please don't misunderstand that.

Chair: Maeno Chair: I see. You mean they use macro and micro properly.

Member I am very interested in the point that Mr. Murakami just mentioned. When you do town development, you first start by finding motivated people. There are various specific methods, and there is a process of discovering people in various ways, such as the snowball method. I think how many such people have been discovered can be the first KPI in terms of administrative measures. What kind of evaluation will it be for area, and what position will it be from an objective perspective? There was a talk about the overall process of the logic model at the first stage. It is important to be able to explain what you are aiming for in the process, and why you are discovering such people. In our way of thinking, we call it process design, but you do process design for town development. I think it is important to properly create KPIs and logic models in accordance with it.

For example, SIB, which Commissioner Seki mentioned, will be gradually expanded in steps, and the target audience will be expanded. I think that is also because the design of how to view it as a certain process will be incorporated into this logic model. For example, it is not just about discovering key persons, but about creating a network of people in area with those key persons as the core. Outreach will be done. And with those people as the core, we will create a organizational system that can include various people. For example, in the next step, how many people were interested in outreach activities will be the KPI. I think that what Director Murakami talked about can be understood from the perspective of the process design of community development. Given this, I thought that it would be good if you could set up a logic model while keeping that process design in mind in your practice.

Chairman Maeno: Yes, thank you.

Seki: I think you are right about Process Design.

We at Code for Japan are also conducting activities to validation what kind of process is good by using pattern language.

Another thing that is easy to understand from Mr. Murakami is how to expand it. Code for Japan also holds an event called "Code for Japan Summit" every year, and I think it is very useful that practitioners gather, make presentations, meet in real life, build friendships, introduce examples, and learn from each other. In terms of community development and citizen participation, "Challenge! Open Governance" and "Urban Data Challenge" are famous, and I think that such a place will deepen learning, so I would like you to consider it.

Chairman Maeno: Yes, thank you.

Even if it is heated as usual, it will be interesting in the second half and I would like to make it a symposium.
As Mr. Imazeki said, there is certainly a lot of room to think about the place where local government will make a presentation together with everyone, or the logic model that we are discussing now, so I think there are many things to think about, from the macro to the micro, from the relief of the weak to the happiness of all people, from the Constitution of Japan to each law. Thank you very much.

Regarding the Constitution of Japan, I heard that the right to pursue happiness is used when there is no other law. Therefore, the right to pursue happiness is written in the Japanese Constitution, but there is no law that is a specific version of it. From the perspective of researchers on happiness, I think that the right to pursue happiness should be broken down and the logic of the law should be created, and each local government, each company, each ministry and agency should have a legal basis for how to specifically realize the right to pursue happiness. In that sense, I am glad that the discussion on how we can create a well-being world has progressed as a logic.

I believe that this discussion is really just the beginning, and that the framework and theory have been established. However, I believe that what will actually be done is for industry, local government, experts, and the ministries and agencies to think together. I would like to continue to work together to create a world in which all Japanese are happy.

Thank you very much for your time today.

Although the discussion of logic tree and logic models is still rough, I think that today you have confirmed the spread of the utilization of the Well-Being Indicator as the first step. Thank you very much to everyone in local government. At the same time, I am glad that I was able to throw a good keyword that will lead to the next in your network.

It has become clear that the goal or exit of the study group is to propose and enact the Act on Promotion of Happiness Seeking Activities, and I thought it would be difficult to be in charge of it. However, I would like to take a minute of today's discussion a little carefully and factorize the points of discussion a little more carefully. On top of that, I think we are talking about various angles, such as trees, models, process design and the evolution of process maturity, and motivation theory. It is impossible to suddenly seek perfection while sorting this out. Therefore, I would like to move forward by making good use of the draft proposal that Mr. Shirasaka and Mr. Inoue cooperated with, while running and making a proposal with the people of local government who will ride us, and continuing to review it at the Expert Review Meeting in such a way that it is objectively considered that we have come this far.

We will probably ask for another meeting within this fiscal year, and that will be the immediate conclusion that we will ask for this year's Type 2/3 Adoption Organization, and we will review it next fiscal year while watching it. I would be grateful if you would not get bored and would be able to keep company with us. Thank you very much for taking time out of your busy schedule today.

Moderator (Nagura): Thank you very much, Mr. Murakami .
Once again, my name is Nagura Digital Agency. Thank you very much for your valuable opinions today. As Mr. Imamura said, it is scheduled to be held around March next time, so I would like to ask you to participate again next time.

Yes, that's all.

: Thank you very much for your time.

End