February 2022 administrative policy

In requesting deliberations on each bill, including the initial budget for FY2022, we would like to ask citizens about the basic policies of municipal administration, the projects to be promoted in particular, and the distinctive initiatives. I will let you know.

When I came to this place last year, I had a faint hope that in the new fiscal year, we would be able to overcome the serious phase of infectious disease control, start a post-corona society, and see the future prospects. I was there.

However, looking back at the calendar, nearly two-thirds of the last year was spent under priority measures such as declaring a state of emergency and preventing the spread of the virus. Since the beginning of this year, the number of new positive cases has reached a new maximum, and we have been in a state of emergency due to the pandemic of the new coronavirus infection for a long time.

During this time, under the responsibility that Suita City protects the lives of Suita citizens, we have worked hard to increase the number of duties while strengthening the system of public health centers. I am deeply honored and proud of the dedication of many essential workers, including public health officials, who work day and night.

In terms of vaccination, with the cooperation of the Suita City Medical Association, in addition to individual and group vaccinations, the city government's crisis response capabilities include work-related vaccinations in collaboration with universities. We have made the most of this and strived to promptly vaccinate everyone who wishes.

In addition, as the repeated requests to refrain from going out have a serious impact on the lives of citizens and the local economy, not only the national government and Osaka Prefecture, but also various support measures, including the city's own efforts, We have been promoting it as an action plan for emergency measures against coronavirus infections.

The rapid progress of these initiatives is due to the efforts of many people, including the Congress, and the active cooperation of those involved.

I would like to express my gratitude and hope that we will continue to nurture the relationship of trust that we have always had.

We will continue to work together to prevent further spread of infection, such as the prompt implementation of the third vaccination, and to support citizens and businesses in the city. I will come.

[Enhancement of Crisis Management System]

Last year, various disasters hit various parts of the country. We must work seamlessly to strengthen public assistance functions such as firefighting, first aid, medical care, and health, which are necessary in the event of an emergency, and the crisis management system that manages them.

We will set up a "Crisis Management Center" in the main government building in order to quickly build an initial response system, which has been a pending issue in disaster response. We will fulfill our responsibility to always assume the worst situation, put in place an effective system without letting our guard down, and protect the lives of citizens.

In addition, we will rebuild the evacuation support system for those who require assistance during a disaster, promote the creation of individual evacuation plans, and strengthen the evacuation support capabilities for those who require assistance.

Coordination between municipalities is also one of the important measures to strengthen the crisis management system. Preparations are underway for joint operation of firefighting communication command services by five cities, Toyonaka City, Ikeda City, Minoh City, and Settsu City. We aim to start operation in line with the opening of the complex facilities such as the Northern Fire Department Building in 2024.

[Health care and welfare]

The average life expectancy and healthy life expectancy of this city, which promotes community development for health and medical care, are among the top in the world. Our next goal is to maintain and improve the quality of life (QOL) of all generations, and to realize a society in which everyone can grow old happily in their own way. Health is a state of physical, social and mental well-being. We will develop concrete and effective measures to maintain and nurture them, and aim to realize a "happy aging society."

The core of this is the Kita-Osaka Health and Medical City (Kento). We are taking on the challenge of building a system (platform) to create new services and programs while maximizing the high potential of Kento, where diverse entities from industry, academia, government, and the private sector gather. By disseminating the results to the citizens, we will further promote health and medical community development.

Following the ``Kento Cardiovascular Disease Prevention Project'' two years ago, last year we signed a memorandum of understanding with the National Cerebral and Cardiovascular Center to build a new regional collaboration system ``Suita Frailty Prevention Net''. This is an epoch-making approach to proactive follow-up for mildly ill patients who have been discharged from the hospital after the onset of acute stroke.

In addition, we will also focus on efforts to prevent the deterioration of mental and physical functions of the elderly, which is becoming increasingly important in a long-lived society, such as oral frailty prevention and dementia countermeasures.

Toward the realization of a smoke-free city "Smoke-Free City", as a "FRESH (Fresh) Project", we will disseminate the smoke-free philosophy to citizens and businesses, encourage smokers to quit smoking, and minors We will focus on projects such as education not to let people smoke.

As an ambitious initiative to reduce tobacco smoke in public spaces such as in front of train stations, we will set up a closed smoking cessation support booth. In addition to increasing the effectiveness of preventing passive smoking and littering, we will challenge efforts to encourage people to quit smoking by communicating health risks, etc. through video distribution and poster display in the booth.

We will review the public health center organization and further strengthen the functions that support the health and medical care of citizens. By concentrating specialized work, such as the promotion of regional medical policies, in public health centers, and by having separate organizations take charge of health care and health promotion work for a wide range of citizens, we will promote more effective and efficient health care. I will work on health policy.

[Education]

It cannot be said that the educational system of elementary and junior high schools has been able to respond to the speed of change in the social situation surrounding us.

This opportunity to drastically change the learning environment for children, such as the 35-person class organization of elementary schools and the GIGA school concept, is a great opportunity for educational reforms that have not been realized so far for teachers and boards of education. I accept it.

On-site teachers have a sense of responsibility to provide children with a high-quality, fulfilling, and individually optimal educational environment, and to fulfill the original mission of compulsory education. However, under the current system, I feel a strong sense of stagnation that I am unable to fully realize my desires.

While solving the structural and social problems of school education one by one, both the city and the board of education work together to build a unique educational model. education reform.

As a big step toward this goal, under the philosophy that Suita City is responsible for educating the children of Suita, we are systematically working on everything from recruiting faculty and staff members to developing human resources. In order to achieve further improvement, we aim to receive the transfer of faculty and staff personnel rights held by Osaka Prefecture.

At the same time, we will consider expanding the placement of school social workers and school counselors so that the support necessary for each child's childcare environment can be delivered.

Regarding the large imbalance in the number of children and students between schools, we cannot avoid reviewing school districts from the perspective of creating a better educational environment for children. We cannot deny the possibility that the relationship between the existing school district and the local self-governing activity area will be affected. I would like to fulfill my responsibility.

The fact that faculty members are responsible for the collection of school lunches and teaching materials has had an impact on education itself. By introducing a new system in which the Board of Education Secretariat handles these administrative tasks, we will increase the time that teachers can devote to working with children.

In recent years, in order to protect children and students from the risk of heat stroke due to the hot environment that has become noticeably worse, we will start investigating the installation of air conditioning equipment in elementary and junior high school gymnasiums, which was a pending issue.

We have finally started considering the realization of the long-standing issue of eating all junior high school lunches. With a view to providing school lunches unique to the city, such as from the perspective of promoting food education, we will proceed with coordination with related organizations toward the realization of facility development and operation jointly with Settsu City.

[Parenting]

When transferring to Osaka, there is a growing tendency to seek housing in Osaka, but there are many households who move out after a certain period of time. It can be said that one of the characteristics of this city is that it tends to have weak ties with its neighbors and regions due to its active supply.

That's why the city's important role is to support child-rearing households under the idea of ​​``supporting the healthy growth of children in society and the community as a whole.''

We will continue to work on the "Suita version of Neuvola", a system that seamlessly supports from pregnancy to child-rearing.

By greatly expanding the available period of postpartum care services from two months to one year after childbirth, the burden of childcare and anxiety for mothers after childbirth will be alleviated, preventing the isolation of childrearing households, and raising children with peace of mind. We will create an environment where we can

Due to the lack of capacity to meet the growing needs of childcare, we had to wait for many children to enter nursery schools for a while. In response to this, the number of children on waiting lists for nursery schools has been greatly reduced through large-scale and concentrated budget investment to develop facilities. In the new fiscal year, we will continue to work systematically with the aim of "zero children on waiting lists," such as opening four nursery schools and converting existing kindergartens into certified childcare centers.

In addition, we will focus on improving the quality of childcare, such as starting a "career advancement training" aimed at improving the expertise of nursery teachers.

In order to strengthen support for children who need medical care, we will enhance subsidies for personnel expenses that require placement when using private nursery schools.

It is especially difficult for those who are raising children to come to the office. Therefore, we will start applying for use of nurseries, etc. on smartphones and tablets. By making it possible to apply anytime and anywhere, we aim to reduce the burden and improve convenience.

In recent years, I think that everyone feels sadness and frustration about the cases of child abuse that have been reported frequently, saying, "Couldn't we have noticed and helped earlier?" It is extremely difficult to actually acknowledge the abusive behavior behind closed doors. Even so, it is possible to protect the life of a precious child or life if someone notices some signs and takes appropriate measures. We will consider the desirable system of our city as a core city, including the possibility of establishing a child guidance center.

[Environment]

Environmental policies, including global warming countermeasures, need to go beyond the narrowly defined "environment" field and take a cross-sectoral and wide-area approach under the concept of "environmental community development."

As a municipality, our city strives to create a sustainable local community by ensuring a good environment for safe, healthy, and comfortable living, decarbonization, resource recycling, and coexistence with nature. We push forward town development that we did keynote generally.

Last year, four NATS cities (Nishinomiya City, Amagasaki City, Toyonaka City, and Suita City) concluded a basic agreement on inter-municipal cooperation for global warming countermeasures. As a joint initiative, we encouraged people to carry their own bottles and installed water dispensers in public facilities.

We will continue to work together to reduce plastic waste, take measures against heat stroke, and promote the introduction of renewable energy.

In order to reduce greenhouse gas emissions, we must reconsider the pursuit of excessive convenience and comfort, as well as not wasting energy.

It is the basis for transforming society into a sustainable one that business operators and citizens become aware of "mottainai" in their ordinary business activities and lives and change their lifestyles. And we must pass on the spirit of “mottainai” to the next generation.

In administrative organizations as well, we will take the lead in transforming work styles, such as going paperless, and ambitiously working on energy saving and energy conservation, such as switching to LED lighting in public facilities.

Housing development continues throughout the city. With the development project as an opportunity, we will share the concept of "environmental urban development" with the business operator and provide appropriate guidance and guidance so that the surrounding environment will be better.

[Urban Infrastructure/Facilities]

In Japan, the aging of urban infrastructure such as roads, parks, water supply systems, and sewage systems is becoming a serious problem. Last year, there were incidents in other prefectures in which ruptures in water supply mains led to large-scale water outages, and local governments across the country were once again confronted with serious issues.

As a city that has been working to improve and enhance its urban infrastructure in response to the development of the town, we have just reaffirmed the importance of maintenance and management through appropriate budget investment. The expenses should be "fixed costs of the town" that are not directly affected by economic fluctuations. We will continue to pass on a sound urban infrastructure to the next generation through systematic and effective responses.

At the Katayama Water Purification Plant, we have completely renewed the water treatment facility, whose treatment capacity had declined due to aging. With the introduction of the latest technology, it has been reborn as a plant that can operate stably, and as a facility that can handle water supply in the event of a disaster, we will strongly support the safe lives of citizens.

We will continue to strive to strengthen the water system so that we can continue to deliver safe and secure water through appropriate maintenance and investment.

On the other hand, in the town development that I have been focusing on since I became mayor, I am steadily working to solve the difficult issues that have been difficult to even tackle, while gaining the understanding and cooperation of various stakeholders. It is possible.

Saideranishi land readjustment, Kamikawa area improvement, and Senrioka Asahigaoka road construction have already started.

In the new fiscal year, we will finally start work on improving the Shin-Hachioji Bridge to ensure the safety of pedestrians passing through Yamada Mitsutsuji, and on sidewalk widening work to install an elevator on the north side of Esaka Station.

In addition, we will work together with right holders to realize urban redevelopment projects such as the Kitasenri District Center.

Parks play a major role in the formation of a green environment, which is a major attraction of the city. In order to promote further greening both qualitatively and quantitatively, we have positioned the area around Minami Suita Station, which has relatively little greenery, as a priority area for greening, and are proceeding with the redevelopment of six parks within the area.

In addition, we will improve the attractiveness of Esaka Park and Momoyama Park by introducing new redevelopment and management methods. Regarding other major city parks as well, we will proceed with initiatives that will lead to future improvements in attractiveness, while providing detailed explanations to local residents and other citizens.

There is no goal in urban development. We will continue to tenaciously and proactively tackle difficult issues with the aim of creating a city of even higher quality and sustainability.

[Culture/Sports/City Attraction]

We were deeply moved by the Tokyo Olympic and Paralympic Games, which overcame various difficulties.

Due to the prolonged corona crisis, we have been deprived of many "daily lives" to enjoy sports, culture, and art, but they give us excitement and joy, and are an important life support device for living lively. I once again realized that

The city's well-equipped sports facilities are facing a period of reassessment due to aging and changes in the needs of citizens since their establishment. We will take a bird's eye view of the entire facility, formulate a Suita City Sports Promotion Plan that includes redevelopment from a comprehensive perspective, and start reviewing both the soft and hard aspects.

Regarding the Suita Festa, which has been canceled for two years in a row due to the spread of infectious disease, we will not only communicate the appeal of Suita and make it a place full of smiles for citizens, but also revitalize the entire Hokusetsu area. We aim to hold it as a new form of event that brings.

As the city's cultural policy vision, the 2nd Suita City Cultural Promotion Basic Plan was formulated to provide opportunities for citizens to come into contact with culture and the arts, such as familiar music events in the city and workshops for children. We will increase it.

As one of them, we will renew Expocity's information dissemination plaza "Inforest Suita". Considering the age group and needs of visitors and matching with the concept of the facility, we will take on the challenge of creating a new space that moves the heart through experience and bodily sensations such as wall art. In addition to supporting , we will create a space that conveys the effects and importance of cultural activities on the city.

In autumn, "Machinaka Living Kitasenri" will open on the site of Kitasenri Elementary School. We will manage and operate a complex facility consisting of a children's center, a community center, and a library in an integrated manner, aiming to be a facility where people of all generations can interact.

The number of foreign nationals registered as residents in the city has increased by about 20% over the past five years, and more than 5,000 people live there. We have newly set up a multilingual "General Consultation Desk for Foreigners" where you can consult various problems in a centralized manner, and we will provide information and introduce and cooperate with administrative services that are close to the consulter.

We will continue to take steps towards the realization of a multicultural society that is comfortable and attractive for everyone to live in.

[Administrative and financial management]

While the impact of the new coronavirus infection has been prolonged, even in 2021, we have comprehensively judged and implemented "what is necessary immediately and what will be necessary in the future" for citizens. .

Precisely because the future is uncertain, we will make effective use of limited human resources and financial resources, maintain financial soundness, and as a core city, while assessing the state of society after Corona. Authority must be exercised appropriately.

The use of ICT throughout society is progressing, and expectations for the promotion of digital transformation (DX) in local governments are also increasing rapidly.

We will promote a drastic review of business processes with the aim of becoming a "paperless, cashless, and sustainable city hall" so that citizens can realize the improved convenience of administrative procedures.

The 4th Comprehensive Plan will reach the halfway point of the plan period at the end of 2023. Based on the changes in the situation after the plan was formulated, including the transition to the core city and the spread of infectious diseases, we will work on an interim review of the basic plan over the next two years from the new fiscal year, Indicates the direction of efforts.

Local governments need human resources who can take advantage of the skills they have cultivated through various experiences, communicate with citizens in good faith, think for themselves, and act quickly and accurately. We will strive to create an organization where employees can continue to work in a safe and healthy manner so that they can fully demonstrate their abilities.

As a core city, the responsibility of continuing administration that meets the needs of the times and citizens is increasing. We will continue to work on optimizing the organization and the number of staff, as well as conduct effective human resource development and strive to secure a sustainable system to fulfill our responsibilities.

Dispatch of staff to ministries and agencies and personnel exchanges with other local governments greatly enhance the awareness and ability of staff. From 2022, we will also conduct personnel exchanges across prefectures among the four NATS cities.

In recent years, efforts toward SDGs are accelerating in society. All 17 goals are in line with the city's direction. In order to achieve each goal, it is necessary for various actors to take various steps, large and small. The meaning of is exactly there.

In conclusion, I would like to summarize the outlook for the new fiscal year based on the efforts in each of the above fields.

This is the third year of NATS's action against infectious diseases centered on the city public health center. Thanks to the foresighted decision of the assembly that endorsed the transition to a core city, Suita City has passed the 80th anniversary of its establishment as a city, and has taken the first step towards its 100th anniversary. I was.

The city is in a unique situation where the number of residents continues to increase despite the declining population. In the results of various local government rankings conducted by private companies, it seems that the city continues to be ranked high as a city where people want to live, an attractive area, and a city with sound finances.

In addition to the good traffic environment and the ease of shopping, based on a stable financial base, we have a vibrant community development policy, health and medical care, child-rearing and education, culture and sports, and human rights as the foundation. Steady efforts in all fields, such as security, have led to its reputation as a high-quality city, and this is a manifestation of the fact that it is widely recognized.

Although it is a great honor and honor, I also feel a responsibility to maintain and further refine these features that are the city's urban appeal. By protecting the lives of 380,000 citizens and supporting their comfortable and convenient lifestyles, we will continue sound administration of the city, with the cooperation of the assembly, so that they can experience the happiness of living here in Suita. We will devote all our energies to

I would like to express my determination and make it an administrative policy for FY2022.