The 7th Study Meeting on the Promotion of the Utilization of Well-Being Indicators for the Realization of Vision for a Digital Garden City Nation

Overview

Date: October 8, 2024 (Tue) from 9:30 to 11:30
Location: online
Order of business
1. Opening
2. Proceedings
  1. Regional Well-Being Indicators (Well-Being) Status of Implementation of OASIS and Other Training / Promotion and Promotion of Utilization of Indicators
  2. Promotion of the Use of Well-Being Indicators by Local Governments
  3. Matters related to reference logic tree (draft)
3. Exchange of opinions

Material

References

Holding of the Study Group on the Promotion of the Utilization of Regional Well-Being Indicators (PDF / 138 kb)

Minutes

Moderator (Nagura): Now that is on schedule, the 7th Study Group on Promoting the Utilization of Well-Being Indicators toward the Realization of Vision for a Digital Garden City Nation will be held.

From now on, I would like to ask Dr. Maeno to proceed with the proceedings. Thank you in advance.

Chairman Maeno: .
I would like to start a study meeting on the promotion of the utilization of the regional happiness index of Digida.

There are a lot of contents. Is that all right?

The first item on the agenda is the status of implementation of training on regional happiness indicators such as OASIS / promotion of utilization of indicators. This is Mr. Nagumo, isn't it?

Dr. Nagumo: I am 100% in favor of what Mr. Murakami Yes. I would like to start now.
I would like to report on the current situation of various training and information activities.

(p. 1) I will come back to the executive summary later, but basically, in December last year, the OASIS training was proposed at this review meeting, and since March, the implementation status has been regularly reported.

(p. 2) The way of thinking is, on the right side of the second page, there is a picture of a punch. This is the concept. On the vertical axis, first of all, let's train local leaders. The content of the six months of OASIS training is rather strong.

On the horizontal axis, we will expand awareness of the utilization of the Well-Being Indicator through workshops and information activities. This is "quantity."

In the middle is the localization of the questionnaire. In addition to the standardized questionnaire prepared by Dr. Maeno and Dr. Uchida, by adding the original questionnaire of the local government, we are advancing with these three axes that demonstrate more originality.

(p. 3) First of all, regarding OASIS, if you look at the graph on the left, this is the implementation status. The number of organizations that have received OASIS is increasing, and it is rising toward 27 at the end of the fiscal year.

On the other hand, the number on the right shows the number of people who took the course. In March, 200 people were said to have taken the course in December, but in the third quarter, the number will be 400, which is far more than that, and the number of people who are taking the course is increasing at about twice the pace.

At the bottom, what kind of people are taking the examination? There are local governments, private organizations, universities, and newspaper companies, but I have a sense that it is really spreading to various places.

(p. 4) Also, OASIS is six months, but in one day, in the morning and afternoon, a combination of lectures and workshops is being held in various places.

This is closer to "wide range," but this is also growing steadily, and at the end of the fiscal year, the number of participants will exceed 1,000.

In terms of the breakdown, the so-called one day training that I am conducting with Mr. Digital Agency, the caravan that goes to the place where the local government asked me to come at Mr. Digital Agency's request, and I am doing it on my own, so things are piling up like this.

To put it in an interesting place, there is a public-private study group of Kamakura City, and there is also a meeting of mayors of 8 cities with Yokohama City as the center.

Wide-area study groups, the so-called "Decker Ige," the Council for the Co-creation of Digital Innovation in Public Administration, and the Japanese Facilitation Association are all of great interest to us, and I personally have the impression that there is a growing trend toward policy making that builds on what Dr. Maeno and Dr. Uchida have been doing.

(p. 5) Also, in university classes, policy design based on well-being is gradually increasing in number, and Kyoto University is actually starting this weekend, but other universities are also starting gradually, and this is included in the education of young people.

On the right is a game based on the Well-Being Index, which was created mainly by students at Kanazawa Institute of Technology. The game is gaining tremendous popularity, and various hands-on events have started all over the country.

Probably, in the second quarter, this figure will increase more and more.

In the sense that you can choose the basic concept from the icebreaking point of view, it has just become affordable.

(p. 6) The situation of training, etc. is like this.

OASIS, One Day, and the Collective Impact Card Game are currently being advanced.

(p. 7) And I'm very sorry to talk about the Smart City Institute, which now has more than 650 members and has online training programs and schools.

We were asked to do this by Cabinet Office and Cabinet Secretariat, and we started it three years ago, and now the third generation students are taking classes. We have a module for them to learn the basics of the Well-Being Indicator, and as a premium content, we have Professor Maeno last year, and Professors Uchida and Hiroi this year to give classes. In a more in-depth way, face-to-face online is face-to-face in the sense of looking at one's face.

(p. 8) Then I would like to shift my focus a little to information activities.

(p. 9) As you know, we hold a major event at the Nikkei Hall every July, and Professor Maeno and Professor Uchida have been participating in the event for several years, but the proportion of local governments participating is gradually increasing. This year, Professor Suzuki and Professor Koizumi of the University of Tokyo participated as commentators.

(p. 10) One month later, it will be widely reported in the Nikkei Shimbun, and we are doing various things to expand our recognition.

(p. 11) In addition, we are using various media to widely increase recognition. In the upper left, there is a NHK program called "Cartoonist Ienaga's Super Definition of a Complex Society." In the program, Well-Being and Smart Cities are featured in the back, and if various local governments do it, the local media will pick it up. In the lower right, there is an opportunity to hold a webinar with artist Nanase Aikawa. It was planned by a lawmaker from Setagaya Ward, and Mr. Aikawa was one of the participants in my workshop, so this has become a reality.

(p. 12) In addition, there are contributed papers in the flow of SDGs, and in the case of private companies, the realization of a sustainable society based on well-being is included in the sustainability report of 8000s Engineering, and I think it is gradually becoming a form in which various audiences increase.

(p. 13) Then, on July 1, I kicked off the "digitalisation Horizontal Expansion Promotion Council," and within that, I created a Well-Being Community, which was launched in the form of eight teams with various functions, including facilitators, tools, data, and finance, and yesterday, I held the kick-off of the general planning meeting.

(p. 14) Eight teams will be established. If you look at the table on the right, you can see the ratio of people in these eight teams. The upper part says 188 people, but it has exceeded 190 people. Therefore, various private companies, local governments, and non-profit organizations have entered the country, and universities are also participating, but we are now at the point where a nationwide movement has begun to spread this through sharing among everyone.

(p. 15) And about the questionnaire, about the localization of the questionnaire.

(p. 16) Shibuya Ward received the OASIS training early on, and we are now in the second year. When we analyzed the data of Shibuya Ward during the OASIS training, attention was paid to the fact that there was no survey on the well-being of people who do not live in Shibuya but come to work, go to school, or play. We even took the data and analyzed it in the form of trying it.

(p. 17) There are some things that are a little surprising and very interesting, so I would like to introduce them briefly.

If you look at the left side, you can see how the well-being in the form of work and school relations among the residents and visitors, and play relations among the visitors, on the so-called country ladder, when it is 0 to 10 points, the residents are higher, and so on.

(p. 19) Then, the words that come to mind are, of course, "livable" for residents of the ward, "young people" for those who come to the city and are related to school, but "noisy."

When it comes to play, words like "flamboyant" and "lively" come up.

(p. 20) What was very interesting was that when you associate it with the word Shibuya, it is by far the "lively space", and if you look at the green bar on the far left, it is at the highest point.

However, when I asked what I wanted to see happen, I heard that "a calm space" and "a space with lots of greenery" were high, including visitors, and from Shibuya Ward, it was a very big discovery that there was a gap between what I wanted and what I had in mind.

(p. 21) Various analyses were conducted, and (p. 22) When we first created this kind of large logic model, the logic model was written only for the well-being of the residents of the ward, but when visitors were included, how it would be composed was also written within the ward. This is an example.

(p. 23) In addition, Shibuya Ward has the Shibuya Smart City Promotion Organization, and I am also a director of the organization. There, it says that the theme is safe and secure, environmental, various space utilization, etc., and we are circulating projects as a team.

Regarding the Smart City Project and the top colored factors of mobility and transportation, public space, and Well-Being, which factors can be mapped, I would like to introduce an example of the Smart City concept that comes from technology, which shows which factors each project is working to increase, and the fact that the mapping work of Well-Being has reached the point where it has been completed and is growing step by step.

That's all. Thank you for your attention.

Chairman Maeno: Yes. Thank you.

So can I take a moment to ask questions about this?

Suzuki (Digital Agency): , today Dr. Uchida will be attending until 10 o'clock and there is a time limit, so I would like you to give your comments first.

Dr. Uchida: Thank you very much, I'm sorry. I have an internal meeting, so please forgive me for leaving the room in the middle.

Mr. Nagumo, thank you very much for your presentation.

I was surprised that it is expanding in a great way, and felt that various people are familiar with well-being, and I thought it was really wonderful that the way of reading data is deepening and knowledge is improving.

I believe I have been talking with Mr. Nagumo for a long time about the goal of enabling local governments to think for themselves, and I really thought so.

I have one question. Is this gamification method done through trial and error rather than something fixed, or is it already packaged as content? If there is something that can be used like this, I would appreciate it if you could introduce it to me.

Dr. Nagumo: I am 100% in favor of what Mr. Murakami Yes, thank you.

This Collective Impact Game is made in the laboratory of Professor Hiramoto and his colleagues at Kanazawa Institute of Technology. Originally, they have been doing gamification based on the SDGs for a long time.

So, to give you a representative example, I think you are all familiar with the Game of Life, but you are making an SDGs version of it.

So, as a method, it has reached a certain level of maturity, and students can be absorbed in it without losing to adults, and it is even possible to create such games autonomously.

When I looked at the indicators again this time, there were various players in industry, government, and academia, and at the same time pursuing their own interests, I made the game with the theme of two way profit maximization, where everyone has to be a win-win, so I understand that it has come to an interesting stage because the technique theory has matured on top of a fairly deep reading.

Dr. Uchida: Thank you very much, .

I recognized that we are at a deep stage in terms of how to adjust conflicts.

Dr. Nagumo: I am 100% in favor of what Mr. Murakami .

Chairman Maeno: Yes, thank you. Do you have any other questions?

Seki: Thank you, ?

Thank you for your explanation.

I am interested in the case of Shibuya Ward. In the table of contents at the beginning, it was described as an original indicator. Is it original in the sense that it was taken by creating a new indicator other than the one originally prepared? Or is it original in terms of the selection method?

Dr. Nagumo: I am 100% in favor of what Mr. Murakami Yes, the former.

In addition to the 51 questions that we are all using now, the so-called Regional Happiness Index of 50 questions plus one option question, we have increased the number of questions in the form of what the city or ward should ask uniquely. In the case of Shibuya, it is new that we have reached the point where the plus target is not limited to the residents of the ward.

Seki: Thank you, For example, what items were newly established?

Dr. Nagumo: I am 100% in favor of what Mr. Murakami Just a moment, please. I think it's better to bring up the screen.

(p. 21) This is a representative example of the questionnaire we conducted this time. If you look at it, you will see that we did not actually say "Time spent in the town has a positive impact on my health" or "I am proud of this town," but "I sympathize with the values of the residents of this town," or "This town is proud of its thriving culture, art, and entertainment." There are many things in it. In terms of field, it must be something that Professor Maeno and Professor Uchida created, but I think it is good to think that the nuances of the way you listen are expanding.

Seki: Thank you, I see. Thank you.

Dr. Nagumo: I am 100% in favor of what Mr. Murakami Yes. Thank you.

Chairman Maeno: Yes. Do you have any other questions or comments?

: May I ask a question? I am Koga from the University of Tokyo.

Thank you for your presentation. I would like to ask you a few questions about the three axes of the OASIS training. I believe there is a local fixed questionnaire in No. 3. May I ask who decides the questionnaire items and how they are used?

Dr. Nagumo: I am 100% in favor of what Mr. Murakami Yes. Thank you.

This has a bit of a long history. Originally, I only had objective indicators. In the meeting between Professor Maeno and Professor Uchida, I realized that without subjectivity, happiness and well-being cannot be fully discussed, so I asked Professor Maeno to make a new general question.

Originally, Professor Maeno's 4 factors are famous, but he made a foundation in the form of 10 factors.

Professor Uchida, you have a world that has already been created for a sense of coordinated happiness, and you have incorporated elements of that into this. At first, the number of questions was 160, which was a great number, but there were some compromises, but considering the people who will answer, we reduced it to 50.

There were surprisingly few questions from digitalisation, so I made some additions, and I did a good job of making the package. I spread it and folded it, and it came to this point. Also, it is characterized by the fact that it is based on the method of Professor Maeno and Professor Uchida.

Thank you very much. Then, it doesn't mean that there are separate questions for each municipality.

Dr. Nagumo: I am 100% in favor of what Mr. Murakami That's right. Originally, there was a tendency for various local governments to do it separately. However, if we do that, there is no comparison axis or scale for what can be done and what cannot be done, and if we do data collection separately, there is a cost problem, so it was unified, or rather, it was made like the first floor of a two story building.

I think that both are very important indicators, but of course the common points are important, and the way the well-being is structured may change depending on the region, and the resources may change, so I would like to ask if there are individual cities, towns, and villages that are receiving attention, and if that is what you are asking.

Dr. Nagumo: I am 100% in favor of what Mr. Murakami .

The first floor is for comparability and standardization, and the second floor is for uniqueness. For example, in Maebashi City, time poverty was added to the questionnaire.

This time, Shibuya Ward has added the relevant population, and after taking a panoramic perspective of the entire survey, we are taking an approach in which our own local government sees only this and that and makes a choice to further deepen the color of uniqueness.

Chairman Maeno: Yes. Do you have any other questions?

Committee members, please raise your hands if you have any comments. Is that all right?

Well, today there are three, so I will go ahead with it, and I will come back anytime to make a connection, so I think it would be good for you to ask questions, but the second one is titled "Promotion of Utilization of Well-Being Indicators in Local Governments," and this is from Mr. Digital Agency, right?

Yes, please.

Suzuki (Digital Agency): , I would like to explain about document 3.

(p. 2) First, on page 2. As of September 24, the number of organizations using the indicator was 102, which is a significant increase from the initial fiscal year.

As for the skin sensation, I feel that it is increasing day by day rather than staying at 102 organizations. In August, I published an article in a booklet called Jittai Works, and I received an increasing number of inquiries from local governments that were interested in it after seeing it, and I feel that it was effective. The article itself is attached on page Appendix12, so please see it later.

(p. 3) On the next page, regarding the points of today's discussion, I think that what I would like you to discuss today is mainly the fourth logic tree. I would like you to discuss the development of human resources, which was just explained by Committee Member Nagumo, and the spread of the utilization of indicators. There is a gap between organizations that are in the early stages of introduction and those that are making progress in utilization, so I would like you to discuss support tailored to the degree of proficiency. In addition, as I will explain later, we will start dispatching facilitators to support the holding of workshops, so I would appreciate it if you could comment on this point as well.

(p. 4) On page 4, regarding the status of our efforts this fiscal year, I would like to explain three main points that are outlined in red today.

(p. 5) It is page 5.

First, about the release of the local government questionnaire survey system.

We are developing a survey system to support the implementation of questionnaires by local governments, and we plan to release it in the middle of this month. As for the system, I have explained it several times in this review meeting, so I will omit it today, but I will introduce it to you because I have received feedback from organizations that participated in verification test.

At the bottom of this page, I have an impression that this system has 50 questions preset, which greatly simplifies the setting and lowers the hurdle to take a survey. By using the system, organizations can collect data in the form of items, eliminating the need for local governments to format the data, which is very meaningful. The UI of the survey screen, etc. is easy to see and the operation is smooth, so there was no discomfort in the answers, but I want the UI to be continuously improved. We have received feedback that we have not received any bad reactions from citizens.

We have received feedback on the details of the system from organizations that participated in verification test, so we will revise and reflect what can be released and release it.

In this system, as you mentioned earlier, you can also take a questionnaire on the local government's own questions. If you use this system, everything will be online, and you can reflect it on the index site without using paper.

It will be released in the middle of this month, and we are planning to connect it to LGWAN to make it easier for local governments to use after November.

(p. 6) On the next page, a radar chart is included in the index site, and graphs are available. The correlation coefficient graph and scatter graph are scheduled to be released around this winter. This is an image. This is also being progressed sequentially.

(p. 7) Next is page 7.

I would like to explain about the facilitator introduction and dispatch system that we will start this fiscal year.

In order to promote regional revitalization through digital technology, it is extremely important to involve stakeholders. We believe that workshops are effective as a specific method for this, and we have been recommending local governments to hold workshops. However, local governments have said that there are relatively high hurdles, such as who can be invited to participate and what kind of content should be held. In response to this comment, we held a facilitator training course in July and August this year, and we have established a system to introduce 103 facilitators. As shown in the figure on the left side of this page, we have trained facilitators who can conduct 2 hours of classroom study in the morning and 3 hours of workshop in the afternoon as described in the column of "Standard Workshop to be Provided."

For local governments, we will hold a briefing session on October 16 to explain how to apply for the dispatch and how to apply for the introduction so that they can use it.

Also, we would like to make it possible to accept applications on the website.

(p. 8) Next, on page 8, thanks to the efforts of Dr. Nagumo, we are advancing the holding of the workshop, and the schedule of future workshops is posted.
I hope you will see it again.

(p. 9) On page 9, I would like to explain about the support for the creation of the logic tree (demonstration in Nomi City). It is about the creation of the logic tree that was discussed at the previous expert review meeting.

As for the details, Mr. Inoue and Mr. Nomi City will explain in detail later, but I will explain the outline.

At the previous expert review meeting, Dr. Nagumo pointed out the coordination between the persona logic tree that clarifies the areas that are effective for well-being, which is promoted in the OASIS training, and the initiatives currently being promoted in Digital Agency.
I also spoke with Dr. Nagumo about this, and I understand that the timing of utilizing the logic tree is different. To be specific, the logic tree of this initiative is used at the stage of analysis prior to the planning and commercialization of projects that should be carried out, and with regard to the persona logic tree that Dr. Nagumo is promoting, I believe that there is a difference in the timing of utilizing the tree to clarify what policies are effective for well-being in each area and what initiatives are most effective.

The outline of the demonstration is shown in the upper column of the slide photo. Regarding the demonstration contents, we asked Mr. Nomi City to create a logic tree on the improvement of medical and nursing care environments. It took four months from June to September. Regarding the system, with the consent of the Mayor of Nomi City, the Digital Promotion Section of the Planning and Promotion Department was in charge.

Regarding the status of support, I asked Dr. Inoue and Mr. Nomi City in Digital Agency, and in addition to three real-life discussions, we held consultations and discussions online and by e-mail to advance our logic tree efforts.

Based on this demonstration, we believe that through the creation of the logic tree, we were able to confirm that local governments felt the necessity of organizing measures to be taken and cooperation across divisions, assuming the problems that the service target people have.

In the future, we will ask the organizations adopting Type2 and 3 to create a tree, and as a support measure, we are considering the three points described in the document.

First of all, we will publish a usage guide based on the demonstration by Mr. Nomi City. As a material today, I am submitting the one that is currently in the process of being made.

Second, with the cooperation of the Shirasaka Laboratory of Keio University, we are currently considering an escort support system.

The third point is that there are multiple organizations working on disaster prevention in the Digita project, so we are currently preparing a reference logic tree for the disaster prevention field. This is the current version on page 30 of the guide in today's material 4, so please take a look.

We plan to hold a briefing session for local governments on October 16 to provide an opportunity to explain our efforts in more detail.

That's all from Digital Agency.

Chairman Maeno: Yes, thank you.

As it is related, Inoue-san and Nomi City can continue, but does anyone have any questions at this point? I will accept them.

Commissioner Inoue: .

I was wondering if you could tell me a little about the local government questionnaire support system. Is that all right?

Chairman Maeno: .

Commissioner Inoue: It is possible to set up your own questions, but is it possible to increase the number of questions indefinitely, or are there any restrictions? If it is possible to increase the number of questions, for example, if it is difficult to set up in a drill-down format, even if it is a selection format, or if there are any restrictions, I would like you to add them. What do you think?

Suzuki (Digital Agency): Yes, thank you.

First of all, regarding the number of original questions, there is no limit, or rather, it is made in such a way that more than 100 questions can be set, so I would like you to recognize that there is generally no limit.

Regarding the response method, the free description method could not be adopted, but since other methods can be used, it is possible to answer, including multiple-choice methods.

Commissioner Inoue: So you can't give an open-ended answer.

Suzuki (Digital Agency): Yes, in terms of security, the free description column is a high hurdle, and it has not been realized.

Commissioner Inoue: Is there a system where the respondents are anonymous or proceed to the response with the consent of being anonymous?

Suzuki (Digital Agency): Yes, in the first page of the appendix of today's document, there is a screen of the respondent, but the attributes are to select gender and age, so the individual cannot be identified.

Commissioner Inoue: era is in 10-year increments.

Suzuki (Digital Agency): Yes, every 10 years.

Commissioner Inoue: I see. Thank you.

Chairman Maeno: Yes, do you have any other questions or comments?

If not, Inoue-san will be next.

Commissioner Inoue: Yes, I would like to introduce the details of what Mr. Suzuki talked about.

(p. 1) Then, I would like to explain again the detailed outline of what Mr. Suzuki talked about, although it is an outline while saying details.

We are planning to release the "Reference and logic tree Usage Guide."

(p. 2) I think you have been talking about the background and aim for a long time, so I will omit it.

(p. 5) Regarding the point of the aim, as Mr. Suzuki mentioned earlier about the difference in positioning with Professor Nagumo's persona logic tree, this logic tree aims to create co-creation by actively sharing one's own thoughts, listening to the opinions of others, and communicating with diverse stakeholders with different positions.

In addition, participation in the co-creation process contributes to enhancing the well-being of each person involved, and the results of the measures created as a result have been promoted based on the concept of creating a cyclical structure that enhances the well-being of citizens as a whole.

Earlier, you mentioned the timing in terms of the difference in positioning with Dr. Nagumo's persona logic tree, but I would like to add one more thing. I believe it is the range of subjects.

With regard to this reference logic tree, I believe that it will be mainly used by city halls and within local governments. We are encouraging participation in the form of citizens, but the citizens I am talking about here are not ordinary citizens, but mainly private sector, and I think it would be good if private sector, which is involved in policy, is involved in part. Therefore, I believe that it will not be used for more specific areas that can be understood by citizens, such as persona logic tree.

(p. 6) We will proceed with the outline of the Utilization Guide.

(p. 7) I will omit the logic tree because I think it is as you know.

(p. 8) A new slide entitled "Usage Guide 2: Specific Work Procedures" has been created.

(p. 9) First of all, regarding the framework of the logic tree, this one has a total of five levels. It is set in five levels from level 1 to level 5.

Level 1 is the policy area, Level 2 is the goal of the measure, Level 3 is the outcome of each measure group, Level 4 is the output of each measure, and Level 5 is the individual measure. However, Mr. Nomi City also told me that I can't get an image with only this, so I added a little as shown on the right.

Policy area means the policy area of the theme to be selected. Level 2, the goal to be achieved as a policy area. Level 3, I think you can understand that it represents the changes in the city to be aimed at as a result of each measure. Level 4, I added, is more specific changes in citizens' experiences. Level 5 is the same thing, but it means individual projects, measures, and initiatives.

(p. 10) Next, regarding the framework of the logic tree, regarding Framework 2, first of all, I think it would be good to start by analyzing regional characteristics using the Well-Being Indicator. The form of well-being will change depending on each city, and where we should work will also change. From this point, after conducting a well-being analysis, I would like you to identify important policy areas. This will be the selection of themes for the logic tree. For the selected themes, reference logic tree are provided, so please refer to them as appropriate.

As the next step, I would like you to clarify the goals in important policy areas. I think it would be good for local governments to clearly state the state of well-being they aim for in specific important policy areas. Every local government may have similar sentences, but in terms of different resources, I think it would be good to clearly state the state of well-being that each local government aims for.

After that, we will sort out the outcomes necessary for the policy goals from Level 1 to Level 2 into Level 3. I will talk about this stage in detail later.

After sorting up to Level 3, Level 4 is sorted out, and the flow from Level 1 to Level 5 goes back and forth from left to right and right to left. This is the main flow of the framework.

(p. 11) The preparation steps are set from 0 to Stage 4, assuming a standard preparation period of three to six months. However, I think that the main work to be done this time will be up to Stage 3, but if local governments are interested and have spare capacity, I think it would be good to refer to Stage 4 and use it as a management system. I would like to introduce the contents of this for each stage.

(p. 12) First of all, Stage 0 is the kick-off stage. When we start the work of creating this, first of all, under the project owner, the head of the prefecture, etc., instead of one person or one department working one by one, I think it would be good to organize a team across departments. First of all, gather people from departments and divisions who seem to be related to the theme this time, and I don't think it is necessary to have such a large number of people, but form a team as an initial core member. In that case, I think it would be good to clarify the roles and authorities of each member, communication methods and policies. As the initial core members deepen their understanding, I think it would be a good idea to gradually expand the members of the project.
The key point here is the existence of the project owner, and first of all, I would like you to set someone as a project manager to act as a flag bearer.

(p. 13) As a supplement to the work of Stage 0, it is written here, but I will omit it because it is a detailed story. What is written here is that it does not mean that you will create it using any special tool.

(p. 14) Next is the preparatory stage for Stage 1. You will select one of the policy areas identified here, such as disaster prevention, mobility, and medical and nursing care, and set a goal. This is about the explicit culture of well-being that I mentioned earlier.

And each local government has a comprehensive plan and so on, so I think it would be good to have them pick out all the projects related to the selected theme.
Mr. Nomi City, I think there will be some detailed examples later, but at this point, we had a fairly detailed list of over 600 projects, and we had them pick out projects related to the theme. This is the preparatory stage.

And in this preparation stage, Mr. Nomi City, first of all, for the first, second, and third levels, the reference was used as it was and temporarily placed. Then, for the fourth and fifth levels, the measures developed in the local government were sorted out, which corresponds to this stage 1 preparation stage.
(p. 15) Next is stage 2, the deliberative stage.

The draft, including a tentative one, was once completed, and the project members discussed thoroughly whether the story is connected from the high-level objectives to each measure, and whether each measure is effective for the high-level objectives. I heard that there was a lot of back-and-forth in this. This repetitive work, going back and forth, trying to organize, trying again, I feel this process is very important.
(p. 16) And stage 3, the finishing stage.

At the final stage, we are at the stage where the logic tree as a whole has achieved a certain level of consistency, so I would like you to set KPIs here. This ②.

As for KPIs, I think it would be good if you set from the first level to the third level. However, I think that what kind of KPIs should be set here also needs to be discussed thoroughly. Rather than setting KPIs by force, I think it is necessary to set KPIs that are suitable for that item.

And ③ KPI will also be set, and the completed logic tree will be confirmed with the project owner, the head of the prefecture, etc., and will be disclosed to people other than the core members of the project, such as officials in the town and people in the private sector, and feedback will be obtained. Through this process, I think it is desirable to raise the maturity of the tree.

(p. 17) And finally, we put on stage 4.

This is a slide that recommends that it function as a management system for continuous revision and implementation so that it does not end with the creation of a logic tree.

I made it once and put a KPI on it, but it might have been a little off, or there was something more important. I think there are a lot of things like this, so we will reflect these things and make it again for the next term. I think it would be good to raise the maturity level like this.

(p. 18) This is a summary of the points I have discussed so far.

First, at the preparation stage, using the reference of the reference logic tree as it is, make a list of measures. Then, temporarily state the fourth and fifth levels. Then, at the deliberation stage. From left to right, right to left, go back and forth through this verification work, and polish each story. Then, at the finishing stage. When the next form is visible, set up a KPI and make it into the form of the first edition.

(p. 19) Points to keep in mind when creating and using logic tree I would like to introduce only two of them in the places written here.

One is logic tree, but I don't think the purpose is to have MECE as a proper logic. Here, it is not a taxonomy that neatly arranges the inside of the frame. I think it would be good to have a tool that does not run through taxonomy, but as a story, allows people to consider and discuss what measures are really important.

In addition, I believe that the significance of the logic tree is to find truly important initiatives or initiatives that can be mutually supported across departments as a common recognition through the process, including at the deliberation stage of the preparation.

(p. 20) And from here on, it is supplementary.

For the usage guide of logic tree, a catalog of indicators is attached separately.

This is the reference for setting up the KPI.

For example, in the first level of medical care, there are subjective indicators such as these, objective indicators such as these, and where they are handled are shown. There are introductions to the first level, second level, and third level. However, I don't think all of them apply. If there are none that apply, I think it would be good if local governments establish their own indicators and use them for verification.
(p. 21) Mr. Nomi City's example is also on the slide, but I would like Mr. Nomi City to talk about it later.

(p. 22) Reference logic tree I would like to restate what we have.

(p. 23) This is what is presented for medical and nursing care.

Some of you may have seen it for the first time, so just to be on the safe side, this is not a complete coverage. It's just to give you an image of the logic tree, although it's a small number, but it's presented. In fact, as you can see from Mr. Nomi City's example, quite a lot of measures are lined up.

(p. 24) And indicators are set.

(p. 28) Next, the parenting of preschoolers is introduced like this.

(p. 29) This is how we introduce mobility.

(p. 30) Regarding disaster prevention, I heard that it is still in the middle of preparation, but I have arranged it like this.

(p. 31) As for the slides this time, I will talk about the glossary later.

(p. 32) It also includes supplementary explanations about why it is a logic tree and what the logic tree is used for.

(p. 33) I think it would be good for Mr. Murakami to talk about this later.

(p. 32) I briefly introduced the outline of the Reference and logic tree Usage Guide.

That's all.

Next, I would like you to give it to Mr. Nomi City.

Chairman Maeno: Yes, Mr. Nomi City, would you like to go? Shall I listen to Mr. Nomi City and then take your questions?

Nomi City: (p. 1) Yes, the doctor explained it to me, but as I explained earlier, this was conducted within the Planning and Promotion Department, mainly by the Digital Promotion Division.

First of all, regarding the outline of the preparation of the logic tree, the logic tree was prepared in four stages as the preparation stage. As the work to be the foundation of the four stages, about 1,500 medium businesses related to the medical and nursing care field were sorted out. The logic tree was based on the summary of what kind of businesses, for what purpose and for whom, and what kind of outline of businesses were compiled by actually using paper and Excel.

(p. 2) While there are many medium-term projects, I applied them based on the model from Level 1 to Level 4 that Mr. Digital Agency gave me at the beginning, but there are many medium-term projects, so in order to sort them out, I summarized medium-term projects with the same purpose and outline into one group in Level 6, and set the title of the group as Level 5, and newly thought of it as a "policy theme."

After arranging in this flow, it becomes a flow like linking the third level and the fourth level.

With the advice of Director-General and others, we were able to sort it out to this extent. When we sorted it out, we narrowed down the medium business to the medical and nursing care field, so not only the business related to the Health and Welfare Department, but also other life-long learning and sports-related businesses, the Living Environment Division's business related to support after returning the license, and the connections across departments became clear. In addition, we were able to sort it out from a broad perspective that we are working with the same purpose to solve problems across departments.

(p. 3) This is the method that was originally arranged until the first logic tree, but the third and fourth levels were arranged into one, and the fifth and sixth levels were raised as they were.

(p. 4) Based on these processes, on the third page, the Digita project was originally started by the Medical and Nursing Care Policy Office to solve problems in the medical and nursing care field. Currently, the staff of the Digital Promotion Section and the Medical and Nursing Care Policy Office are working together to promote the project. In the course of organizing the project, we were able to reorganize and review our own project while standing still in the process of organizing what kind of projects should be prioritized for Nomi City.
In order to look back on what was important with a focus on the Digita business, I rearranged it into the third, fourth, and new fifth levels.

At that time, Mr. Inoue mentioned in an easy-to-understand manner what words should be replaced from Level 1 to Level 5. In order to do so, Level 4 needs to clarify to whom and what kind of value and effect it will have, and to whom and what kind of value it will have. Level 3 is about how the town will change. Level 2 is about how citizens will be satisfied. With your advice, I organized it. So, in Level 1, I organized it by identifying policy areas. It became easier to organize, and by using digital tools, the living infrastructure will be improved. I think I was able to reconfirm that we are aiming for a Nomi City where Nomi citizens can continue to live with peace of mind in emergencies and peacetime.

(p. 5) Finally, I would like to close with the fourth page. In the end, based on various processes, while looking back at the foot of the digital TV project, I once again expanded the whole policy to the field of medical care and nursing care, and I entered the final stage. As a result, while organizing the digital TV project, while the viewpoint of improving medical care and nursing care is also based, when I connected it with the measures of the whole city, I think that I was able to organize it by taking a broad view of the whole and clarify what I aim for in stages of level 4, level 3, and level 2.

Chairman Maeno: . Now, I would like you to discuss with Mr. Inoue about Nomi City's explanation. Do you have any questions or comments?

OTA: Reference logic tree Guidebook. In particular, I understood how Mr. Nomi City's four materials will change through the deliberation process.

I have two proposals. The first one is, as Professor Inoue and Mr. Nomi City said, at Level 4, I think it is important for citizens to feel what changes they are going through. logic tree is also used in existing projects. For example, at the bottom of Level 4 on page 4, there is a multi-layered support system. I have seen quite a lot of logic tree, and I think it is probably close to Level 4, but many citizens are interviewed, and I think it is very good that they do not abstract the interview but incorporate it in a narrative form. If you abstract the story, even though you have talked for 10 minutes, you may feel that it is a little different from what you said. In some cases, I think it is good to refer to the narrative story as a set with the logic tree. Of course, it is better to abstract it into one phrase in order to convey it short, but if you do so, there will be a sense of distance between citizens and business operators, so I think it would be good to devise a way to do that.

In this area, Ms. Satoko Hotta of Keio University, who is researching health management, is doing a lot of work on multi-layered support, integrated community care, and dementia design, and she has a lot of interviews, so I think it would be a good idea to talk with her once.

Another question is who will be called. As stated in the guidelines, I believe that citizens are of course important, but on top of that, there is a bit of overlap, but for the past 10 years or so, various organizations have been sharing logic tree with each other, such as the Japan Innovation Foundation (CIIF), which was spun out from the Nippon Foundation about five years ago, and Social Investment Partners, which I believe has been active for about 10 years. Not only social entrepreneurs, but also regional banks, credit unions, and various companies have been working with each other, within the scope of their own management, to make use of logic tree in areas related to local communities, such as transportation and healthcare. If you have the opportunity, I think it would be good to participate in the regional context.

, is it correct to understand that the indicator items on page 24 are not included in the logic tree as they are?

Commissioner Inoue: Yes, that's right. I don't think you can enter as it is.

: At the deliberation stage, for example, when measuring how much a person's subjective sense of health has increased, the items on page 24 are very easy to understand, and I think that the Well-Being Indicator is created based on this, but I had the impression that the relationship between this item and logic tree was a little difficult to understand. I thought it would be good if the evaluation of what kind of items was made a little easier to understand.

Commissioner Inoue: That's right. As for the indicators used in this reference, we have collected indicators that are not required to be taken independently by the local government, as well as indicators published by public organizations. If it seems that these indicators can be used as they are at the first level, second level, etc. of our logic tree, I think you can use them.

I think there are many cases where this is not the case, so in that case, I think we can think of various things, for example, using a questionnaire system and taking it independently.

Seki: Thank you, , I have two questions. The first one is that persona logic tree and reference logic tree are coming up, and I thought that if I didn't explain the difference between the two properly, everyone in the local government would be confused. I didn't understand when to use them differently, how both logic tree are related, or whether they are used independently. I would like you to explain that a little more. Reference logic tree is more like a business plan, so I thought that ideally it would be suitable to use it at the timing of the implementation plan under the comprehensive plan. I also thought that it could be used in the framework of project evaluation in the context of considering new projects such as Digida and inventory of existing projects, but the first question is that I want to know how and at what timing persona logic tree should ideally be used in the business cycle.

The other point, which is addressed to Mr. Nomi City, is that by looking at the logic tree, we can see the relevance of projects that go beyond the departments, which I think is a great advantage, and the time to come and go and think about various things is decreasing in the local government, so I thought it would be great to have a place like that, but in the local government where I am involved, I thought it would be quite difficult to make time to gather people across departments and have discussions, so I thought I would like to ask you if you were cooperative from the beginning and how other departments cooperated.

Chairman Maeno: Yes. Thank you very much. I would like you to answer the first question to Inoue-san or Digital Agency. What do you think?

Commissioner Inoue: persona logic tree, I think it would be a good idea to have Mr. Nagumo answer it.

Dr. Nagumo: I am 100% in favor of what Mr. Murakami . As for the reference logic tree, I think what Mr. Seki said is correct. In other words, I think we have reached a level where we can temporarily forget about Well-Being. In short, we have reached a level where we can make business plans and mid - to long-term plans, or in the case of local governments, make comprehensive plans, or create comprehensive strategies for the creation of local communities, or in the case of the private sector, at the time of mergers, post-merger integration, etc., we have reached the level of a stocktaking tool for thinking about how to connect the establishment of organizations with missions. Therefore, rather than saying Well-Being immediately, I think it is very meaningful in the sense that we should review whether our organizational structure is appropriate for promoting Well-Being before talking about Well-Being.

When we talk about where persona logic tree appears, I think Mr. Nomi City said when he created the theme, for whom and what kind of value, and this is where persona logic tree comes in. When discussing level 4, if the image of a person does not come to mind, we cannot discuss what kind of value we will provide or what kind of Well-Being we will enhance. In terms of cycles, in the course of turning the logic tree in a large cycle, when we approach level 4, persona logic tree appears because we think of the face of a citizen. It becomes a junction that can be used to create a logic model as it is.

We haven't organized this as a language yet, so if we don't properly organize the relationship between the reference logic tree to optimize the whole and the persona logic tree to use when breaking it down, I think everyone in the local government will be confused.

Chairman Maeno: Yes. For now, I think it will be even better if Digital Agency, Inoue-san, and Nagumo work together to create easy-to-understand materials. Inoue-san, do you have anything to add from Digital Agency?

Commissioner Inoue: I'm fine.

Suzuki (Digital Agency): I'm fine, too.

Chairman Maeno: , next, please answer the question to Nomi City.

Nomi City: Yes, I'm Nomi City. The current situation is summarized by the Digital Promotion Section of the Planning and Promotion Department, and the cross-department work will be carried out in the final stage.

The idea of logic tree itself has not penetrated into the staff of the city, and we did not understand it at all at first, but we learned that there is such a way of organizing things while talking with Mr. Inoue with the support of Digital Agency. I think it is quite difficult to penetrate this idea into the whole staff of the city. However, through this kind of work, I have a feeling that cross-departmental discussions on specific fields will be a good opportunity to organize the business.

Seki: Thank you, . I understand very well. It seems to be quite difficult to proceed citywide without proper understanding at the level of the mayor and deputy mayor.

Chairman Maeno: Yes, is that all right? Next, Mr. Nagumo, please.

Dr. Nagumo: I am 100% in favor of what Mr. Murakami , I think you can think of this as coming up with an idea of how we can all work together to develop, but I think it's a plus as a whole to step into the third part of optimizing a large organization with logic tree. The next difficult part is the discussion of setting up KPIs. I think we should think about this a little more carefully. To be specific, we will create a logic tree with a structure of cascading down from the first level to the fifth level, but if the line between levels remains like a spider's web, whether we can get to the top by adding up KPIs from the bottom is too complicated to control. I think we should sort this out once.

In addition, the division from Level 1 to Level 5 usually means that accountability cannot be demonstrated unless it is linked to the authority theory of who has the responsibility and authority according to the level in the operation of the organization. Unless the link between responsibility and authority, that is, the organizational structure, is organized along with the reorganization of the concept, it will not become a management control system. I think this point also needs to be organized again. However, it has come to this point at a tremendous speed in just one year, so I think there is still much time left. If we do this together, I think it will evolve into what is an organization with high Well-Being and what is the structure of KPI with high Well-Being.

Finally, in terms of horizontal cooperation, I am currently working as an advisor in a certain prefecture, and I am going to make a proposal and implement it. I think I should hold the post of Chief Well-Being Officer at the local government level. That person is the right-hand man of the mayor or the governor of the prefecture. If we want to raise the level of horizontal cooperation, in other words, Well-Being, there will be cross-organizational and cross-functional divisions, so I think it is time to think about the evolution of the organization, such as a person responsible for cross-organizational and cross-functional divisions.

The first issue will be born soon, and I hope that we can spread this by sharing best practices while watching it. That's all.

Chairman Maeno: Yes, thank you very much. You are right.

Director-General Murakami: I would like to say three things in general, and then I would like everyone to discuss them.

One is the introduction and dispatch system of facilitators for the utilization of the Well-Being Indicator, which Mr. Suzuki introduced. I think this is an extremely important step. The Well-Being Indicator is finally entering its next phase of popularization in more than 100 local governments, and the system for training and circulating people is also starting to move forward. I would like to thank Professor Nagumo and others for their efforts, and since the introduction and dispatch system that we have created is meaningless unless it is properly used, I would be grateful if you could speak to a wide range of experts and people around you.

Similarly, regarding the questionnaire function, from the viewpoint of local governments, it is a problem that they have a lot of trouble just to secure the survey cost to conduct a questionnaire, but even though there is a net bias, I would like to advertise it well, including the fact that it can be done at almost free cost.

It will not be used only for Digital Agency's projects, so I hope people will use this questionnaire platform for their research and social initiatives in the future. Also, if there is something more systematic, please let me know. Digital Agency's design rules and security restrictions are so strict that I can't include the free answers I mentioned earlier this time, but if you start using it and say yes, I think we can improve it little by little from next year. This is my first point.

The second point is, at the end of the reference logic tree material, I would like to make a brief statement that we are considering a new policy cycle. It is still a draft for discussion, but in fact, we are moving with this cycle in mind. To make a brief statement, if we analyze with the Well-Being Indicator, we can extract policy areas to focus on, or rather, we can create a kind of consensus while discussing. After policy areas and themes are identified, I believe that the work of the reference logic tree that I am recommending this time is to make visible, cross-departmental, what kind of policies should be implemented in those areas and where to focus.

If I want to make it for policy evaluation, I need to make a solid logic model to use it for policy evaluation, but this logic tree is more like a tool for logical thinking, and I think it focuses more on the process of discussion using a tree than on the accuracy of the tree, so I don't want it to be strict as a product.

This time, Mr. Nomi City, I was hoping that it would be a good opportunity for you to become aware of various things, including cross-departmental matters. Among them, I would like you to typically select the Digita issue Gold Project and other important project groups that the city should focus on using digital technology. To give you a partial introduction, in the case of Mr. Nomi City, when we first conducted our research, we found that there were more than 1,500 budget projects in Nomi City alone. Even if we narrow down only those related to medical and nursing care logic tree, we found about 160 of them. Level 5 starts with, "Do I have to write all 160 of these?" And when we actually put them in order, budget projects are organizing studies for obtaining a budget, so there are cases where the name of one project is extremely specific, and there are cases where the name of a budget project is extremely rough. For example, in the case of the Well-Being Project in Digital Agency, the entire analysis project related to the Well-Being Indicator is broadly grouped into one project, and the specific system development project of creating a questionnaire site can be regarded as one project.

As a matter of fact, the granularity of these projects is not uniform. When we sort them out, we can see not only the granularity, but also cases where two similar projects are included in different departments for the same project due to circumstances, or cases where projects with completely different purposes coexist in the same budget project. In addition, we are making a comprehensive plan with the lid on, so when we wanted to make a tree, we had to sort out these disparate projects first. That is why we had Mr. Minami make a huge number of projects, including the sixth level.

We then re-organized the businesses into levels 6 to 4 based on the medium and large classifications and the effects of the businesses. As you can see on the second page, we were able to see a relatively clean organization. This time, we started to discuss the relationship between levels 4 to 6 and levels 1 to 3 in the reference logic tree. The relationship between the created level 4 and the outcome of level 3 presented in the reference logic tree was not clear.

As a result of extensive discussions among the people of Nomi City, we actually referred to Level 3 as the outcome and Level 4 as the output, but when we look at what has been achieved, that is not necessarily the case. Rather, the people of Nomi City themselves found that sitting down is better when they think that Level 4 is the result of measures, changes that occur to individual citizens and changes in experience, and that Level 3 is the result of accumulation of such changes, changes that occur to the whole town and changes in experience.

I don't have time to introduce you today, but in fact, Professor Inoue found that ISO is doing something similar in this process. In fact, there was an ISO-made standard for the reference of logic tree for Well-Being. It's not exactly in accordance with this work, but in their logic tree, they sort out the system in the form of the impact on personal members and then the impact on the group. In that sense, I understand well that there were people who worried about similar things internationally about the bad behavior of Level 3 and Level 4 and how to solve it, which Nomi City found.

There are important projects such as Digita issue Gold, and in the digital field, for example, the infrastructure of payments and authentication is shared among what kind of projects, and after selecting the technology of sharing data, including personal action history, among what kind of projects, we measure the behavioral changes that actually occur. In fact, we are currently creating a behavioral change application, and it doesn't have to be a Digital Agency application, but we are trying to measure changes in the behavior of citizens in real time, such as riding in a ride-sharing car, participating in a health guidance class for health policy, actually participating in various programs, and so on.

Using this behavior change application, we can measure how citizens' objective actions have changed in response to policies that have actually been taken up, and in the next fiscal year or the next cycle, we will try to change subjective satisfaction with the Well-Being Index, and confirm how the results of measures and behavior change have changed the evaluation on the Well-Being Index. In this way, we would like to run the PDCA cycle of policies.

If it comes to the question of whether the implemented measures were different, I think it would be difficult to put all the projects of the city hall in this model in the form of changing the weighting and logic linkage when conducting a hypothetical analysis again, but I think it would be good to think that one goal is to run this cycle as a logic tree for now.

At the beginning, I think it will be difficult for each local government to start all five processes at the same time. I think there are various patterns of how to start, such as those who start with the Well-Being Indicator, those who start with the logic tree, and those who try to use the behavior change application first, but in the end, I think that these tasks will be interconnected, so please try what you want to work on in front of you. This is the second point.

Lastly, I would like to comment on what happened in Nomi City, its evaluation, and future challenges. With regard to what happened in Nomi City, I have explained that the granularity of projects is uneven, so we first sorted it out, and then how to connect it to the logic of impact, and at that point, sorting out the changes in citizens and the changes in the town became more appropriate. After that, Mr. Nomi City finally came to the stage where it was impossible to sort it out neatly from Level 1 to Level 5 for the entire medical and nursing care sector, so by narrowing down the spots to be covered in Level 1, such as related projects of the digital TV project and related projects of this project, we came to the stage where we came to a tree where the logical relationship can be seen to be connected from Level 1 to Level 5.

My question for the future is, by the way, in the case of Nomi City, they did more than I expected, but the line was very good, and first of all, the mayor was committed to doing this work in its entirety from the beginning. Then, there were two former department heads, Consultant, and they came in between and played around with various things. I didn't move their hands directly, but I think these two were quite significant. Then, in the planning and coordination, Mr. Deputy Director-General and the section chief in charge worked with great sense, understanding what they were doing abstractly.

Furthermore, Ms. Minami is a wonderful person. Ms. Minami herself has a lot of policy experience in this field, and among her own knowledge, she has quite a bit of know-how across policy fields in her mind, so I didn't really work on expanding it to each department, but I was able to make a draft to some extent and discuss it based on it. As a result, we are talking about how we would like to use it for policy evaluation if we could make it this far. Now, I am secretly giving them a document on the difference between logic tree and logic models, and if they want to make a logic model, they should see this kind of reference.

I went to the site three times, and I gave a solid assist, and I thought it would be like this at important points, so I threw in keywords and assisted with Professor Inoue.

The reference logic tree will be created for medical and nursing care, child care, disaster prevention, and transportation, so the degree of assistance may be reduced by one in each field, but with the cooperation of Shirasaka Laboratory, Dr. Inoue, and others, and in consultation with Dr. Nagumo, I would like to support other local governments.
In addition, as you mentioned earlier, the relationship with persona logic tree needs to be properly explained. This verbalization is also as Mr. Nagumo and Mr. Inoue explained earlier. In a sense, both are used independently of each other, and the usage and aspects of the same tree are clearly different. When we try to do it in advance, I recommend a reference logic tree, but if we want to analyze why this policy is being implemented more carefully, this logic tree will not reach that level of proficiency, so when we move on, I think it will be a two step process in which we need to use the method of persona logic tree. However, what to do, including the explanation of that, will have to be properly verbalized in the future, so I am consulting with Mr. Nagumo.

The last one is the relationship between subjective satisfaction and this work. If you look at the PDCA I mentioned earlier, you will inevitably feel that you are bound by objective figures, so there is a risk that this cycle may cause a bias toward the objective side even though we have created the world of subjective indicators. I think there are two points about this. The first is, as Dr. Koga also asked earlier, the issue of how much subjective indicators can be used when pasting KPIs in each item of this logic tree.

The collection of indicators included in the logic tree reference only lists candidates that can be used for each of them, so it is not something that can be used as it is, as Professor Inoue explained, but I think it is possible to actively take up subjective indicators in this tree, especially in the third level of changes in towns.

The other is to measure the actual situation with the behavioral change application at the end, and then connect it to the evaluation of the next Well-Being Indicator. I think this is how you can proceed with awareness. The behavioral change application really only takes behavioral changes, so it can only be objective. In the next world of the Well-Being Indicator, first of all, it is not a questionnaire about the policy, but a subjective questionnaire that we have been listening to as usual. In that, we need to make sure to observe whether there was any impact or change in the results of the subjective indicator, and make sure to guess whether there is a causal relationship or not. To put it more bluntly, I think that will be the case.

As for the subjective satisfaction part, you can add your own questions in the questionnaire tool, so in addition to the standard set of 51 questions, I think it may be possible for the city to include its own questions focused on that field when evaluating the Well-Being Index for the next cycle, especially for questions related to satisfaction that you want to focus on in relation to policies.

I would like Mr. Nagumo, the members of the Shirasaka Laboratory, and the members of this Advisory Council to give us advice on all this, including the relationship with persona logic tree, and I hope that we can report on what we have made even better at the next Advisory Council meeting.

Chairman Maeno: . So now it's like a summary of the whole thing, but does anyone have any more questions?

Dr. Nagumo: I am 100% in favor of what Mr. Murakami said. We are all working together on this, so I think it was a really good performance today. I would like to say a little bit about what I am feeling now. Today, Mr. Uchida really touched on just a few words, but I believe that the first point of my discussions with Mr. Maeno, Mr. Uchida, and Mr. Seki was that local governments should be able to work independently. Therefore, I would like to confirm once again that it is not good to make something so difficult that it becomes a black hole by being thrown to an external consultant. This is the first point of our agreement.

I think that self-reliance, or self-efficacy, means that local governments use the Well-Being Indicator to change the organizations that make policies on their own. I think self-efficacy is one of the biggest factors of Well-Being that often appears in Professor Maeno's world, and I think it would be wonderful if it became a tool for accumulating such successful experiences. In that sense, rather than accumulating a lot of difficult things, I think it is very important to take a stance of creating an environment where everyone can grow continuously.

Another point is that I think the subjective part I mentioned earlier has a very difficult problem. Originally, Professor Maeno had the experience of trying to connect the question "Are you happy?" with the objective indicator all of a sudden, but it didn't work. By dividing it into 24 factors and connecting it to the objective indicator, the chain can be seen. This is how we came to this point. In the course of getting to that point, when there were 160 questions, there was a time when I tried to include the question "Did you take that action?" This means that objective information such as the number of parks is sufficient and there are no traffic jams, and the question "How many times and what did you do?" is inserted into the subjective indicator. Thinking about this chain of environment-> action-> thinking, I simplified it once (omitting action). This is the Imadate. Potentially, there is a high-dimensional problem of whether the relationship between action performance and subjective view is really consistent, that is, whether the data obtained from biometrics and the words and consciousness obtained from the questionnaire are really consistent. That is what Professor Maeno sees in the comparison between Buddha and Professor Maeno. I also have the recognition that we have to solve a very important problem at the end.

However, I think this means that we are truly conducting a tremendous experiment around the world, so I think it is important to do it with pride. That's all.

Chairman Maeno: Ohta also raising his hand?

OTA: Yes, I'm Ota. From a slightly different perspective, I'm in the middle of judging for the Good Design Award, so I can't talk about it in detail, but I've been looking at about 5,500 works since August. There are no quantitative figures, but I was looking at it thinking that there are quite a few Well-Being themes. In terms of the process, the application will be around April, and there will be various briefing sessions before that. For the next application around February next year, we will consider what themes to present, and I think it would be good to cooperate at this briefing session and policy development meeting. The reason for this is that when I looked at the content of 5,500, I thought that so-called Agile and OODA (Observe, Decide, Make, and Change) have penetrated not only software, but also architecture, cosmetics, playground equipment, and many other areas, and I think that these advantages are quite compatible with Well-Being. Also, today, there was talk about the results of plans and measures, and while we are actually creating things and things, I believe that what we find through well-being indicators, analysis, and dialogue will be implemented, and in that sense, I hope it will be connected well. The Good Design Award is just one example, but it is recognized by 70 to 80% in Japan and 60% in Asia, so I hope it will be connected well. That's all.

Chairman Maeno: Yes, thank you very much. Thank you for your various comments. I want to say a little because I feel like saying it, but the academic field is becoming more and more segmented, and as a result of everyone thinking good and doing things separately, the whole problem can't be solved. So, I thought I should go back to being happy in the first place, and started research on Well-Being.

It is convenient for ministries and agencies to be divided vertically, and if they are divided vertically, each of them can move forward, but it has gone too far, so I think we have to go back to what we will do in the first place by sticking a horizontal stick in a Digital Agency.

Logic tree is exactly the same. We are trying to integrate what has been divided in the long history of mankind into a very big thing called Well-Being, and I think we are taking the first step toward a very big thing in human history. Therefore, it is natural that there are various discussions, but if we can create a path to integrate the world, administration, and academics, which have all been divided, then we can really create a society where everyone is happy.

The whole issue, such as environmental problems and poverty problems, cannot be solved because of the endless disassembly and disassembly, so I would like to discuss it here and integrate it. I recognize that we are having such a big and important discussion. When I think about it that way, I think it would be good to receive the Nobel Peace Prize.

We will continue to hold discussions, and we can work together to achieve a good logic tree, or even greater digital Well-Being. It was a meeting where such a dream spread. Thank you very much for your efforts. Those who did not speak are my friends. I hope we can work together to create this big world.

Director-General Murakami: As for the future, I will first hold a briefing session with local governments next week while further sorting out the points of discussion with Mr. Inoue and Mr. Nagumo. After that, I will proceed while talking with local governments, such as accompanying each other. I would like the local governments participating today to feel free to say any questions or approaches at the time of listening to today's discussion, and I would be grateful if you could bring them together by the briefing session. In addition, if there are any indications that I understand, I would like to start the practical process while consulting with teachers.

Once again, I would like you to cooperate with us and introduce us to the use of the introduction and dispatch systems and questionnaire functions. In the next three months or so, we will be doing a little bit of work with local governments, so I am not sure if we will be able to start the reworking of policies from decomposition to integration across departments. To be honest, for local governments, cross-departmental cooperation is actually the most difficult task. The other day, I went to the Mayor of Kannami-cho and tried to persuade him about ride-sharing, and to that end, as an example of Asahimachi's efforts, I explained that a cross-departmental project promotion section called the Minna de mirai! section was established, and the Mayor of Kannami-cho was the first to say that he respects the Mayor of Asahimachi. "The' Minna de mirai! section' here is difficult to do," he said.

One aspect of the process from decomposition to integration is the vertical division within the government office, and sharing and thinking about a group of related initiatives within that division. I think that is the starting point when a virtuous cycle of Well-Being starts in the actual area. Not all measures may be the starting point of the city hall, but the power of the government office in the local community has a great influence after all. I would like to find a method that I can be proud of to the world for the perspective and movement theory of how to bring the vertical division within the government office to integration. It is a rather bold and rough discussion, but I would like to ask for your cooperation. Thank you very much for taking time out of your busy schedule today.

Chairman Maeno: Okay, thank you very much. Now, I'd like to end with the Daidanen. Thank you very much.

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