Resilient Toyama
Toyama Vision 2050 Community, Nature & Innovation Live Toyama, Love Toyama
Community, Nature & Innovation for the Future
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T O Y A M A Table of Contents
Letter from the Mayor 7 Letter from the Chief Resilience Officer 8 Letter from the President, 100 Resilient Cities 9
I. Executive Summary 10
1. Toyama’s Resilience Vision 11 2. Toyama’s Resilient DNA: People, Infrastructure, Prosperity, Environment 14 3. Toyama’s Resilience Challenge 17
II. Resilient Toyama 18
1. City Facts 19 2. Modern Roots in Traditional Society 22 3. Toyama in World War II 25 4. Municipal Consolidation 25 5. Solutions to Shocks and Stresses 28 i. Aging and Declining Population 29 ii. Compact City Strategy 30 iii. Flooding 34 iv. Neighborhood Disaster Prevention Associations 34 v. Waste Management 35 6. National and International Resilience Policy Awards 35
III. A New Strategy 36
1. 100RC Journey 37 2. Defining Resilience 39 3. Toyama’s Resilience Strategy Development Process 40 4. Organizational Structure 40
IV. Initiatives 46
1. Comprehensive Smart City Initiative 50 2. Public Transportation Initiative 52 3. Water / Waste / Energy Management Initiative 54 4. Disaster Preparation & Response Initiative 56 5. Integration of City Center to Seacoast Area Initiative 60 6. Rural Toyama & Agricultural Sustainability Initiative 62 7. Business Investment Initiative 66 8. Tourism Initiative 68 9. Citizen Health, Wellbeing & Participation Initiative 72 10. Conservation & Environmental Education Initiative 78 R E S I L V. Implementation and Future I Resilience Delivery Structures 80 E N T
T VI. Acknowledgements 82 O Y A
Mount Tsurugi, 2,999 m (9,839 ft) Joseph© Dr. Runzo-Inada M VII. Current Official Toyama City Policy Plans 86 A
04 05 Letter from the Mayor
Our city is located in the center of Japan on the Toyama was selected as one of the 100 Resilient Japan Sea. With a population of approximately Cities in December 2014. Under the direction of CRO 420,000, the city is blessed with beautiful nature, Dr. Joseph Runzo-Inada we have re-examined and extending from the 1,000 meter deep rich marine realigned current city development policies within a waters of Toyama Bay to the 3,000 meter crest of the future resilience framework and vision for sustainable Northern Japan Alps, a remarkable vertical span of development and natural and manmade crisis some 4,000 meters. Famous for its pharmaceutical management, based on strong cooperation from a industry and advanced city planning, Toyama is a broad range of stakeholders and NGOs and IGOs. vibrant regional hub on the Sea of Japan with a wide Our “Toyama Resilience Strategy”, the first of its kind variety of industries complementing its long cultural in Japan under the 100 Resilient Cities program, will and artistic history. be responsible for ensuring cross-cutting approaches to city policies and strategies. The city will continue When I had the privilege of being elected Mayor to robustly cooperate with citizens and the business of Toyama in 2005, we set out to revitalize the community to create our future resilience strategies city and tackle multiple issues such as the crucial through our collective strength and we especially challenges in Japanese society of depopulation, a hope this can be a model for other cities. low child birth rate and an ultra-aging society, as well as the deterioration of public transportation I would like to deeply thank 100RC and especially caused by excess dependency on cars, suburban Michael Berkowitz for their invaluable support in this flight, and decreased residential density in the city process. Finally, I would like to extend my gratitude center. Through city-wide discussions and more than to all our citizens, business partners, advisors and 200 two hour meetings with citizens, we devised city staff members who participated in this strategy a compact city plan to meet these challenges. development. Announced in 2008, our compact city plan, which began with the key element of revitalizing public transportation and then moved step-by-step to related projects, has achieved clear success in reversing suburban flight, rebuilding our public transportation ridership and reinvigorating the city. Mayor Masashi Mori
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06 07 Letter from the Chief Resilience Officer Letter from the President, 100 Resilient Cities
The success of Toyama’s Resilience Strategy would support and to Horng Dar Lim, Associate Director in On behalf of the entire 100 Resilient Cities family, I Through the commitment and leadership of Mayor not have been possible without the unstinting efforts the Singapore Office, who has aided and encouraged want to congratulate the city of Toyama and Mayor Mori and Chief Resilience Officer Dr. Runzo- of the many dedicated people committed to helping us at every turn. Arup is our 100RC Strategy Partner Mori, on the release of the city’s Resilience Strategy, a Inada, the city has already begun the hard work of Toyama realize its resilience vision. and Laura Frost has been the key person helping us major milestone for the city and 100 RC’s partnership institutionalizing resilience. With a robust resilience in the formulation and formatting of this Strategic with it. This document builds on Toyama pioneering program that incorporates resilience into strategic Our resilience journey began in December 2013 in Plan report. past efforts as it lays out an extraordinary vision planning for the city, and the full political support of Marseilles at the OECD Roundtable of Mayors, where of urban resilience for its future. Importantly, this all city sectors. Mayor Mori and I presented the Toyama plan for We have learned from many cities in the 100RC Strategy is also a first for Japan and we hope it will sustainability. Afterwards, the Rockefeller Foundation network and I especially want to thank these fellow serve to inspire other cities in this great nation to Extensive engagement with the business and representative suggested that Toyama would be ideal CROs for their inspiration and advice: Timothy learn from Toyama’s example and work to build a NGO community have also laid the foundation for for the 100 Resilient Cities initiative and encouraged Burroughs (Berkeley), Grant Ervin (Pittsburgh), Mike more resilient future. successful implementation, and for enriching the the Mayor to apply. At the ensuing 2014 World Cities Gillooly (Christchurch), Jeff Hebert (New Orleans), lives of all who live in Toyama. Long ago, the city Summit in Singapore, I met with Michael Berkowitz Mike Mendonca (Wellington), Oscar Santiago Set between sea and sky, along the Sea of Japan and recognized the opportunities it could unlock through who generously gave me his time to (I might add Uribe Rocha (Medellin), Purnomo Dwi Sasongko, the Northern Japanese Alps, Toyama boasts a rich collaboration with the private sector, especially persuasively) explain the intent and value of the (Semarang), Sarah Toy (Bristol), and Kamlesh environmental heritage along with its storied cultural as it builds towards a future of growth and shared program. We immediately assembled an application Yagnik, (Surat). We have also been fortunate to and artistic traditions. It also has a history of having prosperity. committee representing key city departments and receive exceptional advice from representatives of to overcome immense challenges and recreating began generating enthusiasm for the program. 100RC Platform Partners, and I want to particularly itself into the modern technological hub it is today. Through his energetic leadership in Toyama, and thank Senior Director Tony Newling of Microsoft, VP As it contends with its current shocks, such as the 100RC network, Dr. Runzo-Inada has guided the No comprehensive plan for a city’s future can be Business Development Cities for Veolia, Christine flooding, and the severe stresses relating to its aging city to this major moment. His collaboration with successful without effective, visionary leadership and Rodwell; Director Thomas Kessler of Swiss Re, and population, low birth rate, and resulting reduced tax other CROs and partners in the 100RC network have I cannot say enough how fortunate Toyama is to have VP Dr. Ingeborg Rocker of Dassault Systems. As base, Toyama draws on this past of perseverance and already proven that Toyama will be a major part one of the most respected mayors in Japan, Mayor a World Bank Partner City, Toyama has greatly regeneration. of the urban resilience movement to realizing real Masashi Mori. Now beginning his fourth consecutive benefited in our resilience planning from the Bank change world-wide. 4-year term, it is Mayor Mori’s inspirational compact and for this we are especially grateful to Philip Karp, Toyama’s Strategy makes its people and history Though this strategy represents the end of the city vision which has laid the foundation for Toyama’s Lead Knowledge Management Specialist for Social, central to its resilience and to the four elements strategic planning process in Toyama, it is only the success and garnered national and international Urban and Rural Resilience, and Senior Operations around which the city’s resilience is structured: beginning of the exciting work to come in the months acclaim. Among senior city officials, Vice Mayor Officer Dan Levine, Tokyo Center, Social, Urban, and Resilient Infrastructure; Resilient Prosperity; Resilient and years ahead. And 100 Resilient Cities’ partnership Masayoshi Imamoto and Director General Shinji Rural Resilience. People; and Resilient Environment. Together they Honda have been stalwart supporters of Toyama’s form an inter-systemic blueprint for a vibrant with the city is also just beginning. It is now that we resilience journey. Among the many citizens who Finally there would be no Strategic Plan without future, which address the city’s environmental can collectively begin implementing the actions and have participated in our resilience journey, we are the invaluable dedication and hard work of the and demographic shocks and stresses, such as initiatives contained in the following pages, which especially thankful for the prominent CEOs and thirteen members of our Office of Strategic Planning improvement to public transportation to improve will positively impact the lives of all of those who call Presidents of Toyama companies, academic leaders and Resilience, and there will be no future success accessibility for all residents; preservation of rural Toyama home. and NGO presidents, who devoted their time and without the enduring resilient spirit of Toyama’s and agricultural communities; upgrade and seismic leadership to our Working Groups. citizens. retrofits of community centers; creating a human R resources bank to facilitate employment of senior E 100RC’s innovative conception of a Chief Resilience citizen retirees; and promoting an active cultural S Officer (CRO) has been instrumental to Toyama’s I and artistic life for all citizens; among many others. L success. Though I was the principal writer of The four elements complement one another, and I Toyama’s application to 100RC, it was entirely truly reflect the need to plan holistically to create E N unexpected when Mayor Mori asked me to serve as meaningful resilience. T Toyama’s CRO and I am grateful to the Mayor and Michael Berkowitz 100RC for this honor and the exciting opportunities President, 100 Resilient Cities T O it has afforded. Among the many supportive staff Dr. Joseph Runzo-Inada Y of 100RC, we are especially grateful to President CRO Toyama City A M Michael Berkowitz for his inspiration and constant Head of Strategic Planning and Resilience A
08 09 I. Executive Summary Overview Toyama’s Resilience Vision
Toyama is recognized by the Japanese national Located on the Japanese main island of Honshu and government and by international organizations extending from the Sea of Japan to the crest of the like 100 Resilient Cities, The World Bank, OECD Northern Japan Alps, Toyama is a thriving high tech and the United Nations as a leading model for city city surrounded by and infused with nature. Present resilience. The stated goal of the Mayor is to make day Toyama was created from the remarkably Toyama a truly resilient city for our citizens and to successful merger of 7 former municipalities with help others as they create their own resilience cities. urban, suburban and rural populations. Deeply The underlying lesson is that Toyama’s success embedded in the city and citizens’ identity is both a is fundamentally not about policies, priorities or deep, Japanese sense of nature’s sacredness and the programs; it is about nurturing the resilient spirit centrality of agricultural and rural lands. Regarding of its citizens. For Toyama, resilience is a social the latter, our understanding of the importance journey begun long ago and directed toward future of a robust relationship between rural and urban generations. We owe an immeasurable debt to our especially benefited from discussions with Ede Ijjasz- ancestors, rejoice in the resilient spirit of our citizens, Vasquez, Senior Director of the World Bank’s Social, and dedicate ourselves to secure opportunities for Urban, Rural and Resilience Global Practice. self-realization for all citizens and future generations. With an ancient cultural and artistic heritage and We have created a long range Resilience Strategy by deep interpersonal and community bonds, Toyama building on the policies Toyama has developed since Vision 2050 emphasizes “Community, Nature and its inception as the new city of Toyama in 2007, and Innovation for the Future” and the critical balance drawing on the past and present resilient spirit of our of essential elements which must be maintained to people. This strategy was created with the invaluable nurture an enduring and resilient Toyama. help of the 100 Resilient Cities program, pioneered by the Rockefeller Foundation. The Toyama vision is:
This report details the background, challenges, to be a vibrant city of innovation and a tourism development process, vision, aspirations and specific gateway, a model of resilience and environment- initiatives of our Resilience Strategy. In terms of friendly living, where strong community bonds help policies, this report emphasizes certain policy areas citizens flourish, and the high quality of an active such as the four areas specifically first recognized lifestyle for all its residents achieves a harmonious by The World Bank when Toyama became the first balance between traditional arts and modern sub national government entity to sign an individual technology and between economic prosperity and MOU Partnership with the Bank: Compact City the inspiring natural surroundings of the pristine Design, Waste Management, Flood Control, and the Northern Japan Alps. challenges of a rapidly Aging Population. But beyond How do we realize this vision? What are the specific policies, initiatives or mechanisms, this report constituent policies and actions we need? What will attempt to capture something of the communal challenges must be overcome? What are the spirit, social outlook, and management style which resources and best practices which will enable us to form the resilience backbone underlying the past, achieve our goals? present, and any future success of those specific policies, initiatives or mechanisms in Toyama.
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T O Y A M Joseph© Dr. Runzo-Inada A
10 11 I. Executive Summary
Toyama’s Resilience Vision
The Toyama vision is to be a vibrant city of innovation and a tourism gateway, a model of resilience and environment-friendly living, where strong community bonds help citizens flourish, and the high quality of an active lifestyle for all its residents achieves a harmonious balance between traditional arts and modern technology and between economic prosperity and the inspiring natural surroundings of the pristine Northern Japan Alps.
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Essential Elements of Resilient Toyama
Toyama’s Resilient DNA Viewed as a living organism, Resilient Toyama has four integral, organically connected elements in its city DNA, each with a subordinate vision, which create a logical structure for our comprehensive Resilience Strategy.
Resilient People Resilient Infrastructure
The Toyama Vision for People is to continue to The Toyama Vision for Infrastructure is a sustainable develop and promote a flourishing, mutually infrastructure network connecting and enhancing supportive community for all generations. Japanese urban, suburban and rural areas to support citizen culture has three interrelated ideas which are self realization. The heart of Toyama’s infrastructure important for understanding this. In descending vision is the sustainable compact city which includes order of importance, one should first engage in jijyo, social as well as transportation infrastructures. People self help, then seek kyojyo, mutual help, and finally This integrates disaster risk management into a turn to kojyo, public help. For example, with our labor and cost saving IT and ICT technology-driven rapidly aging society we try to enable our seniors infrastructure through public-private collaborations, to live active, independent lives. They in turn can radiating reciprocally from the central city support younger people with families, who in turn throughout the regional hubs and agricultural and support our seniors. This strengthens social bonds, rural areas. enhances civic pride, and increases opportunities for self-realization regardless of age, gender or disability. This is Toyama’s social vision of self support and mutual support which will be passed on to the next generation.
Infrastructure Prosperity
Resilient Prosperity Resilient Environment
The Toyama Vision for Prosperity is an The Toyama Vision for the Environment is a entrepreneurial and flexible response to demographic harmonious balance between human health, animal change and the needs of every generation of citizens. health and the health of Toyama’s bountiful nature. While continuing to enhance its current strengths This comprises two aspects, each reflecting a in the IT, pharmaceutical and manufacturing different though complementary value and ethical industries, Toyama’s innovative promotion of stance: environmental management (human health) advanced technology industries such as aviation and environmental conservation (the health of nanotechnology, robotics, and bio technology, nature and animals for their own sake). Working with creation of start-up incubators, and the infrastructure international organizations like UNEP, NOWPAP, Environment modifications and city promotion drive to grow the SEforALL, IUCN and IGES, Toyama will continue to tourism industry, will attract industries, create jobs, vigorously support eco-friendly socio-economic R E engage young people, and provide opportunities for practices, efficient waste management systems, S seniors who wish to continue working. green industries and long range conservation plans. I L I E N T
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14 15 I. Executive Summary
Toyama’s Resilience Challenge
Toyama’s major resilience challenges are generated primarily by demographic and geographic forces, as well as the inevitable forces of deterioration and aging.
Even though it is blessed with rich supplies of food services. Consequently economic resilience becomes and water, social stability, an extraordinarily low another challenging stress. And the greatest shock crime rate, a negligible threat of terrorism, full the city faces is flooding. While more than 100 years employment, a diverse economy, the highest home of constructing sophisticated flood control systems ownership in Japan, temperate weather, and clean has reduced the historic threat of catastrophic snow- air and pure water, Toyama faces acute resilience melt river flooding, the new threat of global warming challenges. Following the 100RC categorizations, has caused an increased frequency of torrential these challenges can be divided into “shocks” and rain occurrences, overwhelming what were once “stresses”: adequate drainage systems.
A shock is a sudden, acute event that occurs At the same time Toyama also faces the challenge infrequently, such as a major flood, earthquake or of preserving the exceptional quality of its natural disease pandemic. A stress is a chronic condition and human made assets. Environmental standards that gradually weakens the city’s fabric on a daily or are high and the environment unusually clean, but cyclical basis, such as high rates of unemployment, diligence and evolving methods are required to severe traffic congestion or social inequalities. maintain and improve the quality of the environment and the conservation of nature. Likewise, social Here is a snapshot of Toyama’s major stresses and cohesion and community bonds are strong but these shocks which are detailed in the body of this report. wither without nourishment. And the multifaceted public transportation system is exemplary, but aging The single greatest resilience challenge Toyama faces bridges, older rail lines, and new provisions for is the stress of Japan’s rapidly aging and declining electric vehicles and bicycle sharing need constant population. The steep reduction in the percentage of attention. wage earners as medical costs for the aged rapidly increase puts enormous pressure on the city’s budget and ability to maintain a high level of city social
Resilience Outlook
Throughout this process we developed a new and sub initiatives, it is fundamentally flexible to perspective for the municipal government of seeing account for new contingencies and new challenges. policies and planning through the lens of resilience. Most of all, though, the flexibility and resilience success of our Resilience Strategy does not depend This is reflected in the Resilience Strategy and rooted on the refinements and complexities of systems, in the shared resilience vision flowing from the Mayor policies and initiatives, but on its organic foundation: through the CRO and Office of Strategic Planning the resilient spirit and community bonds of Toyama’s and Resilience and throughout the City Departments. citizens which have overcome the great challenges of While the Strategy has a large number of initiatives R the past and will make possible a resilient future. E S I L I E N T
T O Y A Shinran, Founder of Jodo Shinshu Buddhism in 13th Century Japan. Joseph© Dr. Runzo-Inada M A
16 17 II. Resilient Toyama City Facts
Located 260 km (160 miles) from Tokyo on the Sea of Japan, Toyama sits on an alluvial plain at the base of the Northern Japan Alps, facing Korea, China and Russia. “Toyama ( 富山 )” means “rich with mountains” (“tomi ( 富 )” rich, “yama ( 山 )” mountains). Toyama stretches south from the historic shipping port of Iwase on the Japan Sea - home of Toyama’s prized premium seafood - to the historic mountain town of Yatsuo and the stunning 3000 meter (9840 feet) crest of the Northern Japan Alps, only 34 kilometers from the city center.
R E A thriving high tech city, Toyama is one of Japan’s From the 1200 meter deep, rich waters of Toyama S leading ecological cities and serves as a gateway Bay, 156 species of fish and shell fish are caught, I to the mountains where Japanese alpine climbing making it one of the greatest fisheries in Japan. L I originated and the famed Tateyama-Kurobe Alpine Toyama seafood is an integral part of “washoku”, E trekking route begins. The mountains above Toyama the traditional Japanese cuisine, which UNESCO N T frequently have the highest recorded snowfall in the has designated one of the world’s cultural assets. In world and Toyama’s famed snow-melt city water has the washoku tradition of Japanese hospitality, the T O won the Monde de Selection Grand Gold and Gold service is intimately personal, infinite care is taken in Y awards for taste and purity 6 consecutive times since the preparation of the various dishes, and the final A M 2012. result is an artistic feast for all five senses. This is the A essence of Japanese culture.
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Location of Toyama Population Area
Toyama prefecture Toyama prefecture
Toyama City
420,000 people 1,242 square km (40% of Toyama Prefecture) (30% of Toyama Prefecture)
Toyama Toyama prefecture prefecture
Toyama City Topographical diversity Industries
Tokyo Pharmaceutical, high-tech, of the land is forested 70% robotics, banking etc Abundant agricultural land
Ranks
R E S Toyama Prefecture is Toyama Prefecture is first in Toyama Prefecture is I first in Japan for home Japan for lowest percentage fourth in percentage of L ownership at of population receiving public women in the workforce I E assistance at N T 78% T 0.03% O Y A M A
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Modern Roots in Traditional Society
To comprehend the citizen vitality underlying the of haiku poetry, visited the region on his trip to the four elements of Toyama’s resilience DNA, we must “deep north”. look to the nexus of Toyama’s geology, location, history, and cultural traditions. Historically secluded In 1690 the feudal lord of Toyama, Masatoshi Maeda, by formidable mountain passes and difficult seas, used a medicinal preparation from Toyama to cure and relatively protected from central government the chronic stomach pain of a powerful central interference, Toyama was ideally placed to harbor government lord in Edo Castle (present day Tokyo). new ideas, develop entrepreneurial attitudes, and The story of the cure spread and requests came in evolve strong social bonds – all vital attributes from all over Japan for medicine. Toyama became grounding its citizen’s resilience. known as “The City of Medicine” and Toyama’s medicine peddlers delivered medicine all over One of the three sacred mountains of Japan, Mt. Japan, becoming the basis of Toyama’s modern Tateyama, rises directly behind the city and attracted pharmaceutical industry and eventually its glass religious pilgrims for 800 years from all over Japan. art community after glass was first used to hold In the feudal period the castle town of Toyama was medicines. The entrepreneurial spirit, resilience in the strategically important, located on the trade routes face of extreme conditions, and the strong cultural along the Japan Sea, and dominated the rich rice bonds, developed during these earlier periods have fields of the Toyama Plain. Even Basho, the founder served the people of Toyama well.
The old port town of Iwase has carefully preserved China when Kitamaebune, the traditional stout cargo 19th century wooden buildings, recalling its past on ship of the 17th - 19th centuries, carried Japan’s the sea routes from Hokkaido to southern Japan and commerce on the northern seas.
R E S With its wooden structures preserved today, the Toyama Castle, built in 1543, was surrounded by inner I beautiful hill town of Yatsuo was once a thriving and outer moats on three sides with the Jinzu River L I center of silk production and Japanese papermaking, on the fourth, enclosing a large area of 2.5 square E and the 300 year old Harvest Wind Festival in Yatsuo km (1 square mile). Renowned as the Castle which N T is one of the most famous festivals in Japan. “floated on water”, after 1581 it was the keep of the powerful samurai Narimasa Sassa. In 1585 Hideyoshi T Toyotomi, the great samurai lord of western Japan, O Y attacked the castle with 100,000 troops and Modern and Traditional come together at the new Cities Summit guests flanked by city staff in samurai A destroyed it. In the 1600’s, Lord Masatoshi Maeda M civic pride slogan “Amazing Toyama”, with the costume. A rebuilt the castle and his family ruled here until 1870. castle in the background and international Resilient
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Toyama in World War II Municipal Consolidation
With abundant water from the Northern Japan Another indication of how resilient communal bonds Alps, the area’s massive production of hydroelectric have served to produce results for the greater good power supported the development of heavy industry. is the remarkable municipal consolidation in 2005. To Producing specialized steel and ball bearings, reduce costs, increase efficiency and transfer more Toyama became the most totally bombed Japanese administrative control to the local level, the national city in World War II. After being used as a practice government of Japan instituted a program to target for four huge “pumpkin bombs” as a rehearsal encourage municipalities to merge, especially in rural for the atomic bombing of Hiroshima and Nagasaki, areas. On April 1, 2005, seven municipalities (Toyama 99% of city center was destroyed on the night of City, Osawano Town, Oyama Town, Yatsuo Town, August 1, 1945 in a massive incendiary raid by 173 Fuchu Town, Yamada Village and Hosoiri Village) B-29 bombers, many marked with a “T” for Toyama. were able to successfully merge into a greater More than 110,000 people were directly affected, Toyama City. The mayor of the former Toyama City, 8,000 were injured and 2,700 lost their lives. Masashi Mori, was elected the first mayor of the new Toyama City on April 24, 2005. Recovering from the war, the resilient spirit of the people of Toyama is evinced in the fortitude, This consolidation of the original seven municipalities gratefulness, and uncomplaining attitude expressed vastly increased the scope of responsibility for the in the city’s World War II Peace Reconstruction administration of the new city. For example, the Memorial erected on August 1, 1974. At the center is largest of the former municipalities, Toyama City, a statue of a Tennyo, or Buddhist celestial maiden, comprised 209 square kilometers and a population commemorating the hard work, great sacrifices, and of 320,374, while the new consolidated Toyama City enduring resilience of those citizens who created had a 30% higher population of 418,000 but covered today’s vibrant city from the ashes of war. Wreathed 1242 km2, an area 5 times larger than the largest of in traditional ribbon-like scarves, the Tennyo stands the pre-consolidation municipalities. This presents on the celestial clouds holding an open red lotus both a management challenge and an opportunity flower in the left hand to symbolize compassion and for government efficiency, financial savings and purity of heart and, with a young child, lifts up a greater resilience. But most importantly, this prayer for world peace. successful process of consolidation produced even more resilient social bonds to meet Toyama’s future This is an enduring emblem of a people’s individual challenges. and communal resilience which made it possible to achieve the sense of common purpose and dedication to create the advanced transportation system, economic prosperity, and clean environment © Dr. Joseph© Dr. Runzo-Inada of this formerly devastated city.
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Toyama city timeline 2000 BCE 1100s CE 1580 1639 1858 1889 1901 1963 2006 2008 2012 2014 2016 2016 ≈ CE 538 1690 1891 2011 1585 1868 1702 1543 1689 2017 2015 1945 2016 2014 2007 2005 701 CE 701 1000 BCE ≈ Jomon Village Site in present day in present Site Jomon Village City Toyama in Japan Buddhism Arrives one of becomes Mt. Tateyama mountains sacred three Japan’s Nobunaga Oda Daimyo Powerful of Lord Narimasa Sassa makes Castle Toyama the Maeda becomes Toshitsugu Castle of Toyama Lord Maeda pioneers Masatoshi Lord position as the medicine Toyama’s of Japan center Mt. earthquake. Hietsu 7.0 Great Joganji River into collapses Tombi landslide in history and this largest floods causes devastating City created Toyama Meiji Era straighten to project Renovation started Jinzu river of snowfall heavy Extraordinary 186cm in one day starts Light Rail ‘Portram’ Toyama operations a National Designated Toyama Model City” “Environmental as Toyama OECD recognizes cities with advanced one of five City” policies “Compact Japanese city is the first Toyama 100 the Rockefeller chosen for Cities program Resilient G7 Environment hosts Toyama Meetings during G7 Ministers’ meetings In Japan as a World is selected Toyama non the first Bank City Partner, sign an MOU with entity to national Bank the World -2000 BCE CE 538 1100 1580 1639 1690 1858 1889 1901 1963 2006 2008 2012 2014 2016 2016 1891 2011 1585 1868 1702 1543 1689 2017 2015 1945 2016 2014 2007 2005 701 CE 701 released 1000 BCE ≈ Toyama City Toyama Toyama Castle Toyama Toyama begins Toyama through Toyama through Meiji Restoration and Meiji Restoration 99% of the city center Consolidation of seven of seven Consolidation Wind Festival) founded Festival) Wind industrialization of Japan industrialization (SEforALL) global initiative (SEforALL) Toyama City Timeline City Toyama “Sustainable Energy for All” for Energy “Sustainable men and defeats Lord Sassa Lord men and defeats “Environmental Future City” Future “Environmental the mountains, Hokuriku Lord Nagatomo Jinbo builds Nagatomo Lord
R the great Toyotomi, Hideyoshi municipalities creates the new the new municipalities creates Toyama Designated a National Designated Toyama samurai Lord of Western Japan, of Western Lord samurai Basho, founder of haiku, travels travels of haiku, founder Basho, E Mountain Worship Buddhist for Toyama City Resilience Strategy Strategy City Resilience Toyama Rice Cultivation Begins in Japan Cultivation Rice Dutch engineer Johannis de Rijke Dutch begins Joganji River flood control flood begins Joganji River
S tunneling through extensive After Compact City Strategy announced City Strategy Compact city selected for the United Nations the United for city selected Shinkansen (bullet train) service to service (bullet train) Shinkansen Toyama Resilient Cities Summit held Resilient Toyama attacks Toyama Castle with 100,000 with 100,000 Castle Toyama attacks I the only Japanese becomes Toyama On August 1, 1945, 173 B-29s destroy B-29s destroy 1, 1945, 173 On August L no Bon (Harvest Kaze Owara Famous
I site established becomes Mt. Tateyama E N T
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Solutions to Shocks and Stresses Aging and Declining Population
Toyama has identified four shocks and five stresses The most significant stress or shock Toyama Projected Demographic Changes in Toyama as the most challenging issues facing the city: currently faces is an aging and declining population which reflects the population decline of Japan, Declining Young and Increasing Elderly predicted to be approximately 19% over the next 30 Changes in Population Percentage
years. The proportion of Toyama’s population over % Key Shocks 65 already exceeds 26% and is expected to increase 100
to 38% within 30 years. These demographics cause 90 16 19 21 25 29 31 32 33 35 38 40
critical stresses for social, financial and infrastructure 80 systems, and directly affect multiple policy areas, 70 including disaster response. An example of this 60 cross-sector stress is the sharp decline in daily bus 50 ridership, from 40,000 to 16,600 between 1995 and 40 2012. This was mostly due to elderly citizens going 30 68 67 65 62 59 58 58 58 56 53 51 20 out less frequently and finding traditional bus lines 10 15 14 14 13 12 11 10 9 9 9 9 more difficult to negotiate. The aging population 0 also means increased healthcare costs. In our rapidly 1995 2000 2005 2010 2015 2020 2025 2030 2035 2040 2045 year aging society, nursing care costs increased by 23% from 2008-2012. Also, the number of elderly people 65 years old and above Flooding Land slides Earthquakes Potential 15-64 years old infrastructure living alone has increased, which can leave them 0-14 years old failure more isolated and, if they do not maintain active lifestyles, decrease their overall health and increase the city’s healthcare costs. Increasing Expenditures for Long-Term Care Key Stresses Some of Toyama’s innovative solutions for an aging population deal directly with health and welfare issues, though they are fundamentally connected with solutions to other shocks and stresses. Two examples are the Kadakowa Preventative Care Center and the Comprehensive Care Center.
Aging and Aging Lack of Preventing Insufficient declining infrastructure economic environmental opportunity population resilience degradation for citizen self-realization
The Resilience Strategy initiatives are designed became the first World Bank Partnership to address these shocks and stresses in a City in November, 2016: aging population, comprehensive and integrated manner which flood control and management, compact includes the multitude of challenges facing the city transportation systems, and waste R city. Toyama has a long history of developing management. Other shocks and stresses E innovative solutions to shocks and stresses. such as potential infrastructure failure and S Here we will focus on some of our shocks and insufficient education for citizen self-realization I L stresses together with Toyama’s successful will be addressed below within the Initiatives I solutions in the four areas of expertise which and Sub Initiatives of our comprehensive E N the World Bank identified when Toyama Resilience Strategy. T
T O The Kadokawa Preventative Care Center is the first the re purposed site of an elementary school using Y of its kind in Japan using natural hot spring water private donations and city funds, and managed by a A for Aquakinetics, and Physical and Hyperthermia private company. An on-site medical staff assesses M A Therapy. It is a public-private partnership, built on appropriate therapy for each individual.
28 29 II. Resilient Toyama
First Compact City Pillar
The key to the Compact City Plan is revitalizing Revitalizing Public Transport - public transportation. This not only produces Japan’s First LRT Network efficiency, increases convenience for everyone, and reduces CO2, as the map above indicates, the senior Beginning with Japan’s first complete LRT network, population is clustered along the rail transportation our goal is to create a city where every amenity is corridors so these policies are highly beneficial for within public transport and/or walking distance. seniors. The Portram and Centram lines are PPPs where Revitalizing public transport has four stages: the city provided public funds for renovating/ constructing the lines and private companies run 1. A new LRT line (Portram) from the city center to the service. Our Light Rail System uses barrier the ocean front free stations, ultra low access cars and on-board 2. A new loop line (Centram) in the city center attendants to aid the elderly. We instituted a 100 3. Integrating the LRT lines with the new bullet train yen (90 US cents) public transportation “going out ticket” for the elderly, 24% of whom now have this (Shinkansen) from Tokyo ticket while 2,600 use it daily. The Portram line 4. Connecting the LRT lines to the local tram lines. ridership has increased over two times on weekdays and over three times on weekends and the Centram Because the central downtown Japan Railways line, completed in 2009, has seen a dramatic Station lies at the center of a radiating rail network, increase of 61% in elderly passengers. by integrating the new 25 km LRT network into the rail network we have the opportunity to create a The east-west aligned central train station was pedestrian-friendly city where citizens do not have to elevated so that the Shinkansen comes in on the rely on cars. third floor, local trains are below on the second floor, and the trams can pass under the station on The Comprehensive Care Center, completed in March privately owned sports club, and a nursing school a north-south axis. In our Resilience Strategy we 2017, is dedicated to care for seniors and for young administered jointly by the city and a private are addressing the last element of connecting the and handicapped children, and also provides daycare company. It provides comprehensive support for a north and south tram lines, integrating the LRT into for working mothers with newborns. A public-private healthy and active lifestyle, helps reinvigorate the the city’s complete rail/bus/tram/bicycle sharing partnership in the heart of downtown Toyama, it downtown area and provides in-home doctor visits network. consists of a medical center, culinary school and café and coordination of seniors’ medical and nursing devoted to healthy medicinal foods, a convenience care. The Care Center was built on the re purposed store and pharmacy, a public gymnasium and site of a former elementary school.
Compact City Strategy Urban Development Serving the Elderly
Toyama’s compact city strategy, announced in 2007, addresses multiple challenges including the needs of our aging society, and its successful policies have now been incorporated into Toyama’s 30 year Resilience Strategy. The Compact City Strategy has three pillars:
1. Revitalizing public transportation R 2. Encouraging both residents and business to E S relocate to zones along public transport lines and I building city facilities along these lines. L I 3. Revitalizing the city center E N T
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30 31 II. Resilient Toyama
Second Compact City Pillar Third Compact City Pillar Compact City Results
The second pillar of the compact city plan is Another key to our compact city strategy is As the graphs 1 and 2 show, the number of people In the Toyama vision, compact does not mean that encouraging both residents and business to relocate revitalizing the city center. Because the city moving into the city center, and the number of everything is concentrated in the city center. Instead to zones along public transport lines and building city government has been consistent in carrying out our people moving into the residence encouragement the emphasis is on encouraging residents and facilities along these lines. This policy is illustrated in compact city strategy, this has encouraged private zones along the public transport lines, has business to locate along the transportation lines. This the graphic below. investment and many new commercial and residential steadily increased and there are strong long range encompasses hub areas which were once centers of buildings have been built in the core area. Especially projections. Even though the total population of the smaller cities that consolidated into the new Toyama. notable is the new Toyama Glass Art Museum city will have decreased by about 7.5% in the 20 year Hence, transportation and many city services are designed by the renowned Japanese architect Kengo period between 2005 and 2025, as chart 3 shows the efficiently combined and compact, but all areas of Kuma. Built with the financial support of Toyama’s percentage of the city population living in the city the city - urban, suburban and rural - are served. And business community and national redevelopment center will have increased from 28% in 2005, when the rural to urban citizen’s resultant sense of equal funds, and a culmination of Toyama’s history as the the plan was first established, to about 42% in 2025. entitlement has become the underlying model for “City of Glass” with the largest glass art community Toyama’s resilience approach: careful planning and in Japan, it anchors the downtown area, enriches wide stakeholder engagement. citizen lives, engenders self realization through the arts, and attracts national and international visitors. Shifting Population through Compact City Policies
1. Population shift back into the city center 3. Projected population shifts
Light blue = total city population People 250 205 Dark blue = % of population in city center 187 200 and along transportation corridors 149 150 112 84 2005 100 68 48 2016 37 50 22
0 2025 (estimate) 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Total Total -50 Population Population - 43 -38 Total 421,239 418,399 Population -100 389,510
2. Population shift to transportation corridors 154,668 162,180 117,560 in city in city in city center center center People 600 37% 42% 468 28% 400 245 178 200 42 0 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 -200 -26 -145 -185 -167 -147 -230 -400
-600
-800 - 718
City Center Zone The success of Toyama’s compact city Each Compact City policy is formulated and policies have set the standard for the city’s implemented to address multiple resilience issues. • 436 hectares in the urban core of the city comprehensive and integrated resilience planning approach of addressing multiple Public Transportation Line Zones issues with one policy. Reducing CO2 • 3,387 hectares R • Rail and tram line zones are within a 500 meter Dale Chihuly, Toyama Mille Fiori, 2015, Improving Accessibility for Elderly People E radius of rail and tram lines H280×W940×D580cm, Toyama Glass Art Museum S Example: Increasing Public Transportation Ridership I • Bus stop zones are within a 300 meter radius of Revitalizing L bus stops I Public Revitalizing the City Center E In 2016, 57% of the population is living in the Transportation N The Toyama Glass Art Museum opened in August T residence encouragement zones, a 9% increase over Reducing City Budget Costs 2015. A Public / Private Partnership, the building 2005. T incorporates the art museum, the city library and O Encouraging Tourism Y a bank. The largest glass art museum in Japan, it A houses a monumental installation by the renowned M A American glass artist Dale Chihuly.
32 33 II. Resilient Toyama
Flooding Number of rainfall events exceeding Waste Management Award Winning Resilience Policies 80mm per hour nationwide
1976-1985 1986-1995 1996-2005 2006-2015 35 AVG10.7 AVG12.4 AVG16.9 AVG18.0
30 With the exception of the devastating bombing of Toyama citizens are proud of their scrupulous In 2008 the National Government of Japan the city during World War II, the greatest shock the 25 attention to waste, reflecting the Japanese adage designated Toyama an “Environmental Model city has faced is the threat of flooding. Two Class A 20 “mottainai” or “don’t waste”, with its Buddhist roots City” and then in 2011 designated Toyama an rivers, the Jinzu and Jōganji, flow precipitously down 15 conveyed with a sense of regret concerning waste. If “Environmental Future City”. This was followed by a from the mountains directly through the center of 10 you go to a beach in Toyama, there are no trash cans series of international recognitions and international
Toyama to the Japan Sea on the north, producing the 5 but the beach is spotless. Executives of high rises will cooperative agreements in resilience knowledge
wide Toyama Plain of loose volcanic debris. The land 0 come into the street once a year to clean the area sharing, which also saw Toyama selected to host the mm is subject to the constant threat of floods and rapid 1976 1979 1982 1985 1988 1991 1994 1997 2000 2003 2006 2009 2012 2015 around their building and neighborhood associations G7 Environmental Ministers’ Meetings in 2016. erosion. In 1858 the magnitude 7 Hietsu Earthquake have a regularly scheduled routine of each neighbor caused the largest landslide in recorded history when cleaning storm drains around their own house. a 700m high section of Mt Tombi collapsed into the Jōganji River above Toyama. Filling rapidly with melt Neighborhood Disaster On the municipal scale, one important city waste International Recognition water from heavy snows, within two months the huge Prevention Associations management project is Eco-Town, a city supported landslide dam broke twice, generating devastating industrial park housing waste-to-useable-product OECD Model Compact City Policies Report (2012) floods of debris laden water. In 1969 torrential companies. The Eco-Town program was founded rainfall caused massive flooding, killing many people, by Japan’s Ministry of Economy, Trade and Industry UN Sustainable Energy for All program (2014) After the Great East Japan Earthquake, Toyama sent devastating homes, collapsing bridges, and isolating and the Ministry of the Environment and Toyama 300 disaster relief professionals to the Sendai area 100 Resilient Cities (2014) villages. established its Eco-Town in 2002, the first approved and housed refugees. This experience led the city to in the Hokuriku region and the 16th in the nation. The World Bank City Partnership Program (2016) As early as 1906, now famous Sabo erosion control restudy its disaster risk management and voluntary goal is to advance city planning in harmony with the Neighborhood Disaster Prevention Associations were projects were launched to prevent landslides in the environment while promoting the local region as part International Cooperation Mt. Tateyama Caldera and debris laden floods on developed. These Associations are composed of local of a “Zero Emission” initiative that aims at ensuring groups of neighbors who have a natural tendency the Jōganji River into Toyama. 260 erosion control that waste discharged from one industry is reused as Introduction of Micro Hydro Electronic Generation to look out after each other. By March 2014 the city facilities have been built, including the highest and a raw material for other sectors. System in Tabanan, Indonesia (2014) the largest sabo dams in Japan. Between 1901- had already successfully trained 385 Associations. 1920 Toyama completed a second large project These Associations are key elements in the city’s Waste Recycling – Eco-town Introduction of Micro Hydro Electronic Generation to straighten a major bend of Jinzu River in the ability to convey critical information about disaster System and Solar Electronic With city incentives, seven different companies downtown. response and to successfully implement emergency Generation System in Iskandar, Malaysia (2015) plans during disasters by helping citizens follow now turn “waste” into usable products at the Eco- More recently, climate change has raised a new threat official evacuation routes and by watching over Town Industrial Park, started in 2002. An extensive MOU with JICA for International Cooperation of urban flooding. A greatly increased incidence of the young, infirm and elderly. These Associations waste recycling education center increases citizen (2017) torrential rain, which can reach 100mm per hour, embody the strong social bonds and a high degree awareness of the methods and importance of waste has started to overwhelm the once adequate urban of volunteerism which is an essential characteristic of recycling. drainage system for downtown streets. the resilience of Toyama’s citizens.
Old River Bed
R E Since the 2011 East Japan Earthquake, the City S has sponsored 765 disaster awareness lectures I L by disaster experts, fire department staff, and by I Neighborhood Disaster Prevention Associations. The E N Associations have then carried out 712 drills. Directly T involving these voluntary groups in the city’s disaster T relief strategies heightens citizen’s awareness, builds Straightened O Jinzu River a framework for disaster preparedness, and develops Y A strong communal bonds for securing the safety of M the elderly and most vulnerable. A
34 35 III. A New Strategy 100RC Journey
Toyama began its resilience planning journey with 100RC in April 2015 when the Office of Strategic Planning and Resilience was created to oversee the planning, development and implementation of the Resilience Strategy. In July 2015 Dr. Joseph Runzo-Inada was appointed as Toyama’s CRO, reporting directly to the Mayor and heading the Office of Strategic Planning and Resilience. These are the milestones on our resilience planning timeline:
2014 December 3rd 2014:
Toyama City was selected as part of the 100 Resilient Cities network, pioneered by The Rockefeller Foundation.
2015 st July 1 2015: th July 7 2015: Dr. Joseph Runzo-Inada took office as the The Agenda-Setting Workshop was held at Chief Resilience Officer of Toyama City. Toyama International Conference Center.
January 14th 2016: 2016 May 30th 2016: Development of the Resilience Strategy commenced. 1st meeting of the Resilience Advisory Committee was held at Toyama International Conference Center.
th August 18 2016: st August 31 2016: The Preliminary Resilience Assessment was released. Working Groups for the Resilience Strategy 2017 were inaugurated. February 20th 2017: February 22nd 2017: Resilience Advisory Committee reviewed Resilience Strategy structure and initiatives. The Executive Council of Toyama City Government discussed the Resilience Strategy framework and initiatives.
March 17th 2017: th SPR Director Mori presented outline of May 11-12 2017: Resilience Strategy to the City Assembly Opportunities were assessed and shortlisted R for the Resilience Strategy. E S I L I th E July 13 2017: N T Release of Toyama’s Resilience Strategy.
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36 37 III. A New Strategy
Defining Resilience
Throughout this process, 100RC has been an against the background of the Japanese sense of the One of the most crucial questions is “What is parallel would be to resilience vis-à-vis athletes. invaluable partner. The Resilience Framework sacredness of nature, our resilience strategy has a Resilience”? 100RC identifies seven qualities of a Two athletes might have the same “measurables” helped our city staff and citizens achieve a more strong emphasis on both environmental management resilient city: but one performs at a consistently outstanding comprehensive understanding of resilience and and on conservation, which have different ethical level and the other does not. What is the underlying a more precise understanding of which issues motivations. The former is primarily concerned with Reflective:Reflective systems are accepting of the difference? With athletes we sometimes talk about Toyama was better at addressing and what areas what is best for humans while the latter focuses inherent and ever-increasing uncertainty and change “heart”, that immeasurable something extra of the needed improvement. We were also able to assess on valuing animals and nature for their own sake. in today’s world. successful athlete. Likewise for Toyama, it is essential the importance of Toyama’s unique attributes in Moreover, the present Toyama City was formed that the city maintain strong civic pride (“Amazing Robust systems include well-conceived, resilience planning. under a national reorganization plan for formerly Robust: Toyama”), exceptional community bonds, and a deep constructed and managed physical assets. separate cities with the intent of incorporating rural and abiding commitment among our citizens to self For example, Toyama’s natural setting is more similar areas so that the whole is officially the “city”. Hence Redundancy refers to spare capacity realization of oneself and of others (a Confucian to cities in the 100RC system like Vancouver and Redundant: Toyama’s Resilience Strategy addresses and balances purposely created within systems so that they can ideal) – qualities of “heart” which are not fully Wellington than to mega urban centers. With 1242 sq urban, suburban and rural needs and interests and accommodate disruption. measurable. km of land from a seacoast to a mountain range, 2 every system – transportation, water etc – is treated major and 8 minor rivers and 70% forested land, and holistically as one integrated whole. Flexible: Flexibility implies that systems can The pragmatic effect of these immeasurable qualities change, evolve and adapt in response to changing of “heart” help explain how the most bombed city in circumstances. Japan in World War II could recover to become the vibrant modern city of Toyama; how seven former Resourceful: Resourcefulness implies that people cities could peacefully merge into one Toyama; how and institutions are able to rapidly find different ways urban dwellers do not look down on rural dwellers as to achieve their goals or meet their needs during a “peripheral”; and how doors are often left unlocked, shock or when under stress. streets and public places are meticulously cleaned, and this major city still has volunteer firemen to Inclusive: Inclusion emphasizes the need for broad complement the professional firefighters. They are consultation and engagement of communities, also foundational for the consensus management including the most vulnerable groups. style, unusually strong working relationship the city government has with the business community, our Integrated: Integration and alignment between wide stakeholder involvement, and our drive for a city systems promotes consistency in decision- long range city plan which supports all segments of making and ensures that all investments are mutually society and all regions of the city and foregrounds supportive to a common outcome. the deep relationship between the city and the natural environment. Perhaps one word which best During our resilience planning process, and sums up the essential centrality of relationships to particularly our 2016 Resilient Cities Summit session people and nature in Toyama is the Japanese phrase with the World Bank, OECD, UN Habitat and Dr. "itadakimasu", said traditionally before eating to Adrian Healy of Cardiff University on the topic “What give thanks to every being which made one’s meal is resilience?”, we found that the seven qualities possible: the fish, the fisherman, the farmer, the cook are helpful and necessary criteria but not sufficient and the server. criteria of resilience on Toyama’s model. Consequently, the initiatives in our Resilience The seven resilience qualities are relatively Strategy incorporate the high degree of mutual quantifiable, a useful feature. For Toyama, some of support and volunteerism inherent in the citizen’s self the qualities which make the city resilient are not 25 Cities 5 Continents understanding and emphasis the arts as a means of quantifiable. With its agricultural milieu and Japanese Resilient Cities Summit TOYAMA 16 Countries: self realization. (We owe CRO Sara Toy special thanks Japan, United States, China, cultural setting, Toyama sees itself in organic terms. In Association with The World Bank and 100 Resilient Cities for sharing her insightful views on the importance of Romania, Georgia, Columbia, Guatemala, DATE : 2nd ‒ 4th November, 2016 As CRO Runzo-Inada noted in the Dassault Systems Ecuador, South Africa, Ivory Coast, the transformative value of art to civic life in Bristol’s PLACE : Sky Hall, Tower 111（INTEC）5-5, Ushijimashin-Machi, Toyama Compass, the 3D Experience magazine article Gaza West Bank, Pakistan, Bhutan, resilience understanding.) Bangladesh, Indonesia, Singapore “Uniting for Resilience”, on Toyama’s model resilient Toyama is a pioneering model resilient city. It is a World Bank Partner City, the first Japanese cities are like resilient people and a suggestive city chosen for the 100 Resilient Cities initiative, the only Japanese city in the UN SE4All program, R and has a long association with OECD. Bringing together the World Bank, 100 Resilient Cities, E OECD and UN Habitat, representatives from 25 cities, and international corporations, the Toyama S Resilient Cities Summit will address concrete resilience challenges facing cities and develop I strategies for resilience collaboration among cities, NGOs, IGOs, and Corporations. L
I E For more information: Toyama City Office of Strategic Planning and Resilience N Phone +81-76-443-2006 [email protected] T Summit Director: Dr. Joseph Runzo-Inada
T O 富山県酒造協同組合 Y New Nippon Consultants Toyama Sake Association A M Toyama Kankyo Seibi Environmental Recycling A
38 39 III. A New Strategy
Toyama’s Resilience Strategy Organizational Structure Development Process
Toyama’s Resilience Strategy draws on a rich and The Organizational Structure of our Strategy Resilience Working Groups diverse array of stakeholders and sources, including development has six key components: the city’s already extensive municipal planning. A key document is the new 10-year plan required by the 1. A direct relationship between the CRO and National Government and just completed in March the Mayor which is supported by the Office of 2017. Working with 100RC and our city resilience Strategic Planning and Resilience (SPR) which in Mayor CRO 100 RC consultant team from PwC Advisory, we created turn is directly linked to pivotal city departments. PwC Advisory
1. A distinguished Resilience Advisory Committee of 2. A Resilience Advisory Committee of prominent prominent CEOs and Presidents from the business stakeholders to advise the CRO, SPR and Mayor community, Presidents of NGOs and Director throughout the process. Office of SPR Strategy Partner Generals of key city government Departments, and ARUP 3. Working Groups of diverse stakeholders to 2. Four Working Groups to generate new initiatives research and develop initiatives. for our elements of People, Infrastructure, Resilience Advisory Committee Prosperity and Environment, with a cross section 4. A consensus vetting process overseen by the Head CRO Runzo-Inada of members of the business community, NGOs, CRO and SPR Director which flows from the Ex Officio member Mayor Mori municipal government leadership, and citizens. city advisors and accumulated research then through the Resilience Advisory Committee, city The results of these discussions were added to Department Director Generals, city Executive that of the Mayor’s separate Task Forces (e.g. on Committee and Mayor. Working Women), advice from the Mayor’s Policy Advisers, wide ranging discussions with citizens and 5. Final presentation by the SPR Director of the Resilient Resilient Resilient Resilient People city experts, and the city’s various 3-year, 5-year Resilience Strategy to the City Assembly, which Infrastructure Prosperity Environment and 10-year plans, such as the Urban Development will be overseeing the city budget during the Comprehensive/Compact City Plan. implementation of initiatives.
6. The understanding of all parties in this process that genuine and effective city resilience plans Official City Process for Developing the Resilience Strategy depends on all city policies working cross-silo and in concert toward the one goal of a long-term comprehensive resilience. Japanese data SPR CRO This process ensures that diverse stakeholders are for Resilience Initiatives Translation and Winnowing English Text Organization Chart of Toyama CRO and Office of already invested in the Resilience Strategy by the Strategic Planning and Resilience time it is launched.
Working Groups 10 year Plan Task Forces Advisors / Consultants Mayor
Vice Mayor Resilience DG Administration CRO and SPR Vice Mayor and DGs Mayor CRO Advisory Committee and Planning Analysis
Director Director Director Director Director Director General General Welfare General General Urban General General Planning & & Health Environment Development Construction Fire Administration Department Department Department Department Department SPR Director CRO CRO and SPR Director
R E S Deputy Deputy SPR Office City Executive DG Administration Strategic Plan I Director Director Mayor Mayor DDG DDG DDG DDG DDG Committee and Planning with Initiatives L Senior Deputy General General I Director E General for N Resilience T Director CRO and SPR Director CRO T Relevant Relevant Relevant Relevant Relevant Assistant O Divisions Divisions Divisions Divisions Divisions Y Director A M Chief and Staff A
40 41 III. A New Strategy
Resilience Landscape City Resilience Framework Structure of Toyama’s Resilience Strategy
Our Resilience Strategy was created to both address Putting the CRF together with our Resilience Vision, the shocks and stresses facing Toyama and nourish the Mayor’s leadership and compact city vision, the foundational resilient spirit of Toyama’s citizens and Toyama’s unique perspective on resilience, we through comprehensive, integrated and long developed Guiding Principles for developing our term resilience planning. The basic format for our resilience initiatives: Resilience Strategy is based on the City Resilience Toyama City Framework (CRF) developed by The Rockefeller • Creating a model resilient city Resilience Foundation and Arup, which is also Toyama’s official • Developing a comprehensive 30 year plan for 100RC Strategic Partner. resilience with step by step progressions Strategy • Focus on four interrelated elements: Resilient The 100RC understanding of urban resilience driving People, Resilient Infrastructure, Resilient Prosperity the CRF is: and Resilient Environment • Emphasis on self realization for citizens The capacity of individuals, communities, • Wide stakeholder engagement institutions, businesses, and systems within a city • Specific plans for the urban suburban and rural/ to survive, adapt, and grow no matter what kinds of agricultural areas which are mutually integrated chronic stresses and acute shocks they experience. • Integrated/cross silo communication and cooperation The CRF helped us assess Toyama’s resilience • Efficient, with the resilience dividend of multiple strengths, weaknesses and opportunities through results from each project the four main dimensions and 12 drivers of the CRF • Flexible time line which help indicate what makes a city resilient. As • Maximum utilization of public-private partnerships the 100RC analysis points out, genuine resilience and cutting edge technologies involves the capacity to not only overcome stresses and shocks but to learn from those experiences We then developed four subsidiary Visions for the to be better prepared to deal with future shocks four integral and connected elements in the city and stresses. This is a paramount goal of Toyama’s DNA. These four subsidiary Visions, together with Resilience Strategy, extended, as noted above, to the city Resilience Vision and the Guiding Principles our constituent rural and agriculture areas, and set the parameters for our comprehensive Resilience comprehensively directed toward sustaining and Strategy. fostering the resilient spirit of our citizens.
Components of the Stakeholders Plans / Strategies Policies Resilience Strategy
• Mayor • 10 year Plan • Welfare policy • Resilient People • Resilience Advisory • Compact City Master • Health policy initiatives Committee plan • Urban policy • Resilient Infrastructure • City Executive • Demographics based • Business policy initiatives Committee Comprehensive • Agriculture policy • Resilient Prosperity • Vice Mayor Strategy • Environment policy initiatives • Director-Generals • 100RC Strategic Plan • Transportation policy • Resilient Environment • Mayor’s task forces • Downtown • ICT policy initiatives • Working women Revitalization Plan • Construction policy • Senior citizens • Environmental Future • Education policy • Health tourism City Plan etc. • Working Groups • Flood Control Plan NIX • 100 RC and platform System partners • Disaster Prevention • World Bank City Regional / National Partnership Plan R • Advisors / consultants etc. E S I L I E N T
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42 43 III. A New Strategy
Resilience Structure
People
Infrastructure Prosperity Resilience Vision 2050
Community, nature and innovation for the future
Guiding Principles
Environment Resilience Elements & Visions
Resilient Resilient Resilient Resilient People Infrastructure Prosperity Environment
The Toyama Vision for People is a flourishing, The Toyama Vision for Infrastructure is a resilient mutually supportive community for all generations. network connecting urban, suburban and rural As we support our seniors to live active lives, they areas. The heart of Toyama's vision is the sustainable Major Cross-Cutting Initiatives can support younger people with families, while compact city which includes social infrastructures, 10 initiatives we encourage youth to support our seniors. This and integrates disaster risk management into a labor strengthens social bonds, enhances civic pride, and and cost saving technology-driven infrastructure increases opportunities for self-realization regardless through public-private collaborations, radiating from of age, gender or disability, a Toyama vision of the central city throughout the regional hubs and mutual support which will be passed on to the next agricultural and rural areas. generation. Sub Initiatives
35 Initiatives / Examples
The Toyama Vision for Prosperity is an The Toyama Vision for the Environment is a R E entrepreneurial and flexible response to demographic harmonious balance between human health, animal S change and the needs of every generation of health and the health of Toyama's bountiful nature. I L citizens. While continuing to enhance Toyama's Working with organizations like UNEP, NOWPAP, I current strengths in the IT, pharmaceutical and SEforALL, IUCN and IGES, Toyama will continue to E N manufacturing industries, Toyama's innovative vigorously support eco-friendly socio-economic T promotion of advanced technology industries practices, efficient waste management systems,
T such as aviation nano-technology, robotics, bio green industries and longrange conservation plans. O technology, and its infrastructure modifications and Y city promotion drive to increase tourism, will attract A M industries, create jobs, and engage young people. A
44 45 IV. Initiatives Major Cross-Cutting Initiatives
To break down silos and achieve a comprehensive approach to resilience, we developed 10 major cross-cutting Initiatives. Each Initiative has an overall goal and specific sub initiatives.
The following sections outline the ten initiatives and New - initiative or sub initiative which is new for 35 sub initiatives of Toyama's resilience strategy. Toyama. They are summarized using the following icons to show how they will contribute to Toyama's resilience. Ongoing - initiative or sub initiative which is already underway in Toyama, but critical for our resilience.
Alignment - initiative or sub initiative which builds on existing work in Toyama to increase the resilience value.
Extension - initiative or sub initiative which is an extension of existing work in Toyama.
Stresses Shocks
Economic resilience Earthquakes
Declining city revenue Flood
Aging infrastructure Landslides
Economic prosperity Infrastructure failure
Underdeveloped transport system
Environmental degradation
Diversifying / Centralizing Energy Supply R E S I Aging population L I E N T Declining population
T O Y A Insufficient Opportunity for Citizen Ancient Shinto Shrine at top of Mt. Tateyama 3,015 m (9,892 ft) Joseph© Dr. Runzo-Inada M Self-realization A
46 47 Toyama’s Resilience Elements, Initiatives and Sub Initiatives
1. 2. 3. 4. 5. 6. 7. 8. 9. 10.
Comprehensive Public Water /Waste Disaster Integration of Rural Toyama Business Tourism Citizen Health, Conservation & initiatives Smart City Transportation / Energy Preparation & City Center to & Agricultural Investment Wellbeing & Environmental Management Response Seacoast Area Sustainability Participation Education initiatives
1.A 2.A 3.A 4.A 5.A 6.A 7.A 8.A 9.A 10.A Create a 30 year Smart Complete north-south Revise comprehensive Embed resilience Develop a masterplan Conserve our rural Develop a Develop Toyama’s Upgrade community Host an international City Plan tram line connections Environment (Waste/ as a principle of for revitalization of the landscape and forests comprehensive 30 year digital services centers summit on the marine under Toyama Station Water/Energy infrastructure design city center to seacoast Business Investment environment to increase LRT Management) Plan and maintenance corridor Plan passenger numbers
1.B 2.B 3.B 4.B 5.B 6.B 7.B 8.B 9.B 10.B initiatives sub Build an integrated Promote city center Develop the city’s Improve access Attract new business Promote high-value Promote second home Promote Toyama, Implement Promote “3R” project Lifeline Platform and other well waste-to-energy to community activities to locate agricultural products ownership both internationally intergenerational (Reduce Reuse connected zones industry infrastructure in the city center to and domestically, as a programs for Recycle) as residential and seacoast area tourist destination community commercial areas to participation
sub initiatives increase use of public transport and decrease car use 6.C 7.C 8.C 9.C 10.C 1.C 2.C 4.C Expand agricultural Establish an incubator Create an international Implement Increase environmental Create and promote Modernize old and Improve flood control skills program for start-ups identity for Toyama intergenerational education at ECO Town the use of an open build new train stations programs for local data platform in congested and under conservation served areas
6.D 8.D 9.D 4.D Introduce electric Create a healthy Facilitate employment Create community vehicles at rural city lifestyle plan and city opportunities for disaster management facilities branding elderly and disabled teams people
9.E Introduce initiatives to ensure working parents can continue to participate in the workplace
9.F Promote cultural events
R E S I L I 9.G E Encourage an active N T lifestyle for the older generation T O Y A M A
48 49 IV. Initiatives
New 1 WaterComprehensive / Waste / 1.A Create a 30 year Smart City Plan EnergySmart City Management Initiative Establish a Working Group of city experts, Ph.D. Graduate School of Information Science and representatives from international, national and Technology, University Of Tokyo, Microsoft Co. Ltd., Goal: local companies as well as external experts in IT, to Dassault Systems produce a long-term vision of a Smart Toyama City • Timescale for completion: 1-5 years and articulate major milestones and actions critical to • Resilience Value: Toyama’s Smart City Plan will creating a Smarter City. improve leadership and management of city systems by enabling better co-ordination between To improve cityaccessibility services acrossand operations Toyama, • Potential sub-initiative leader: Information and multiple stakeholders and increase economic Statistics Division, CRO, Office of Strategic Planning resilience through efficiency and innovative promotingin real time, inclusivity, allowing flexibility mobility andand and Resilience (SPR) applications as well as supporting the underlying • Potential partners: INTEC Inc., Prof. Hiroshi Esaki, resilience value of citizen self realization. integration ofwith communities, stakeholders. businesses and public services. New 1.B Build an integrated Lifeline Platform
Our publicSmart Citytransportation Plan and associated and mobility IT and initiative ICT platforms will allow will Toyama’scomprehensively citizens embedof all ages leading to travel edge more technologies easily around across thepublic, city private and access and communitykey services, sectors jobs and of thecommunities. city, enabling It Create an integrated lifeline platform which citizens, • Potential sub-initiative leader: Information and willboth enhance more effective the vibrancy response of the to city shocks center and and stresses hub areas, and companies and other organizations can join. This will Statistics Division benefitingsupporting citizenboth residents self realization. and businesses. allow citizens to access information on city services • Potential partners: INTEC Inc., Microsoft Co. Ltd. and enable more efficient communication with these • Timescale for completion: 5-10 years services. The city can coordinate agencies to help • Resilience Value: Information provided by reduce costs, undertake joint planning and respond the platform will improve communication and quickly to major events. contribute to understanding of the situation when a disaster happens, enabling quick disaster recovery, minimizing human vulnerability and improving well- being. Sub Initiatives
Extension 1.A CreateComplete a 30improvements year Smart to ToyamaCity Plan station to increase light rail transit passenger numbers 1.C Create and promote the use of an open data platform 1.B BuildPromote an cityintegrated center and Lifeline other well Platform connected 1.C Createzones as and residential promote and commercialthe use of areas an open to dataincrease platform use of public transport 1.C Modernize train stations in congested and underserved areas.
Enable public and private data in Toyama to be • Potential sub-initiative leader: Information and opened up for public access. Citizens can access Statistics Division R E open and real-time information regarding e.g. public • Potential partners: INTEC Inc., Microsoft Co., Ltd. S transportation and utilities. The database created by • Timescale for completion: 5-10 years I the platform will aim to contribute to transportation, • Providing open data would L Resilience Value: I tourism, and disaster control. By opening data, new improve the integration of development planning E economic enterprises and business innovation will be in the city, empower stakeholders by providing N T encouraged to develop. access to city information, and promote economic prosperity through business innovation. T O Y A M A
50 51 IV. Initiatives
Extension WaterPublic / Waste / 2.A Complete north-south tram line connections under 2 Toyama Station to increase LRT passenger numbers EnergyTransportation Management
Complete Toyama Station improvements to connect • Potential partners: Construction Companies, Goal: the northern and southern tram line, making the Toyama Prefecture city wide LRT network fully interconnected and • Timescale for completion: 3 years convenient. • Resilience Value: Increased connectivity of public transit networks will improve mobility and access To improve accessibility across Toyama, • Potential sub-initiative leader: Urban Development to services, improve well-being and provide a more Department - Toyama Station Area Development attractive business environment. promoting inclusivity, mobility and Division, Light Rail Transit Promotion Division
integration of communities, businesses Ongoing and public services. 2.B Promote city center and other well connected zones as residential and commercial areas to increase use of public transport and decrease car use
Our public transportation and mobility initiative will allow Toyama’s citizens of all ages to travel more easily around the city and access key services, jobs and communities. It will enhance the vibrancy of the city center and hub areas, Promote Toyama's compact city policy by • Potential partners: Construction companies benefiting both residents and businesses. encouraging and incentivizing residents, business • Timescale for completion: More than 20 years and others to relocate to the city center zone • Resilience Value: This aims to revitalize the city and along public transportation lines (Residence center and regional hubs by increasing residents Encouragement Zones) to increase use of public and business activity, and improving prosperity. transport and decrease car use. This will improve accessibility and use of public transport, particularly enabling the elderly to be • Potential sub-initiative leader: Urban Development mobile. Sub Initiatives Department - Urban Redevelopment Division, Housing Division, Central Urban Area Activation Division
2.A1.A CompleteComplete improvements north-south to tram Toyama line station to increase light rail transit passenger numbers 1.B connectionsPromote city center under and Toyama other well Station connected to New increasezones as residentialLRT passenger and commercial numbers areas to 2.B Promoteincrease use city of publiccenter transport and other well 2.C Modernize old and build new train stations 1.C Modernize train stations in congested and connectedunderserved zonesareas. as residential and in congested and under served areas. commercial areas to increase use of public transport and decrease car use R 2.C Modernize old and build new train stations E in congested and under served areas S I Revitalize old and establish new stations in areas • Construction companies, L Potential partners: I which are currently congested or poorly connected. Toyama Prefecture E Encourage public-private partnerships to create full • Timescale for completion: 5-10 years N T service stations with stores, restaurants, and medical • Resilience Value: This will make public transport services. more convenient, improving mobility and access T O to services and employment. It will encourage Y • Potential sub-initiative leader: Ainokaze Toyama transit-oriented development and integrated urban A Railway, Urban Development Department - Urban M planning. A Policy Division, Transportation Policy Division
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Extension Water / Waste / 3.A Revise comprehensive Environment 3 (Waste/Water/Energy Management) Plan Energy Management
Revise the plan which integrates ongoing actions on • Potential sub-initiative leader: Environmental Goal: energy, water and waste management within a single Department, Waterworks and Sewage Bureau plan. We will strengthen our approach by focusing on • Potential partners: Factories and offices in Toyama local production of renewable energy including micro City, citizens for residential renewable energy, hydroelectric facilities and solar power generation. Veolia To improveprovide robust,accessibility integrated across and Toyama, clean • Timescale for completion: 10 years • Resilience Value: This will help to ensure effective provision of critical infrastructure and services, promotingsolutions to inclusivity, Toyama’s mobilityenergy, water and particularly securing our future waste management, water supply and energy provisions. It will promote integrationand waste management.of communities, businesses economic prosperity through the development of and public services. new industries and business sectors.
Extension 3.B Develop the city’s waste-to-energy industry Our publicwater, wastetransportation and energy and management mobility initiative initiative will allowwill Toyama’screate an citizensintegrated of allapproach ages to totravel delivery more water, easily energy around and thewaste city management and access keyservices services, in Toyama. jobs and It communities.will simultaneously It willsupport enhance our futurethe vibrancy needs, ofaddress the city global center environmental and hub areas, benefitingchallenges, andboth stimulateresidents economicand businesses. diversification into new Develop the waste-to-energy (WtE) market, both • Potential sub-initiative leader: Waste service areas of the green and circular economy. within the city and externally, and promote recycling companies, Environmental Department, and WtE within the city. This will build on Toyama's Waterworks and Sewage Bureau current capacity including Eco-Town recycling • Potential partners: Environmental companies industrial park, several private waste-to-energy • Timescale for completion: 10 years plants, and the use of waste energy to cultivate • Resilience Value: This will help to ensure effective agricultural crops. provision of critical infrastructure and services, Sub Initiatives particularly securing our future waste management and energy provisions. It will promote economic prosperity through the development of new industries and business sectors. 3.A1.A ReviseComplete comprehensive improvements to EnvironmentToyama station to(Waste/ increase light rail transit passenger numbers 1.B Water/EnergyPromote city center Management) and other well connectedPlan 3.B Developzones as residentialthe city’s and waste commercial to energy areas toindustry increase use of public transport 1.C Modernize train stations in congested and underserved areas.
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Extension Disaster Preparation 4.A Embed resilience as a principle of infrastructure 4 design and maintenance and Response
Ensure earthquake resistance and flood damage • Potential sub-initiative leader: Construction Goal: prevention is a central part of building codes Department, Waterworks and Sewage Bureau and retrofit projects for all public buildings and • Potential partners: National government, critical infrastructure. To sustain this resistance Construction companies, IT companies, Swiss Re in the long term, we will establish a management • Timescale for completion: 10 years To improve the robustness of our and conservation system for residential buildings • Resilience Value: Create robust housing and and critical infrastructure and strengthen risk infrastructure that minimizes human vulnerability management through disaster insurance and re- and ensures continuity of critical services in the critical infrastructure and ensure the insurance mechanisms in concert with national event of a sudden shock. Increase city, business insurance policies. We will pilot the introduction of and citizen financial security through improved resourcefulness of our people to sensors to monitor infrastructure such as bridges. If insurance instruments. this program is effective, we will roll it out across the respond effectively in emergencies. city.
Extension
Our emergency preparedness and response initiative will focus 4.B Improve access to community infrastructure on ensuring robust design of our buildings and infrastructure and effective monitoring of existing assets to avoid failure. We will also ensure that our people are prepared to respond in an emergency, to avoid injury or loss of life. Extend social infrastructures such as elementary • Potential sub-initiative leader: Board of Education schools and community centers to provide greater Administration Office, Construction Department access to public facilities for community participation • Potential partners: National government and support, and also provide evacuation spaces in • Timescale for completion: 10 years the event of an emergency. • Resilience Value: This will improve community access to services like schools and community Sub Initiatives centers, enhancing social ties and neighborhood cohesion. This will improve ability to withstand both shocks and stresses.
4.A Embed resilience as a principle of infrastructure design and maintenance Ongoing 4.B Improve access to community infrastructure 4.C Improve flood control 4.C Improve flood control 4.D Create community disaster management teams
R E Expand implementation of projects such as the • Potential sub-initiative leader: Construction S I rainwater overflow storage tunnel in the city Department, Waterworks and Sewage Bureau L center, enhanced rainwater storage capacity in rice • Potential partners: Kobe University, New Nippon I E fields and agricultural canals in our rural area, and Consultants Co. LTD., Furuno Electric Co., Ltd. N installation of storm detection radars at suburban • Timescale for completion: 10 years T schools to predict imminent flood risk. • Resilience Value: Increased preparedness and T response times to torrential rain and flooding, O helping to ensure continuity of critical services and Y A meet basic human needs. M A
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Ongoing 4.D Create community disaster management teams
Share information about disaster management • Potential sub-initiative leader: Construction with all citizens by supporting the creation, training Department and costs of voluntary disaster management • Potential partners: Local residential associations organizations. Equip these teams with information • Timescale for completion: 10 years for dissemination to all households, such as flood and • Resilience Value: Improved awareness of roles and inundation hazard maps. procedures in shock events will enable improved management, support for vulnerable citizens and reduced loss of life.
Inspiration from peer cities : Peta Jakarta, Jakarta
The city of Jakarta is prone to severe annual The system allows for a far greater reach flooding, causing significant damage and and speed of data collection and information disruption. During periods of extreme weather, dissemination. The map and its data are shared up-to-date and accurate information is critical in amongst government agencies, NGOs and order to inform disaster response efforts. residents, helping to enable joined-up and improved decision-making, and speeding up In 2014 the Jakarta provincial government disaster response times. Once waters levels launched its Smart City Platform which have receded, the data can also be used to help includes a flood map, called PetaJakarta, an prepare for and mitigate future flooding . The issue reporting app, called Qlue, and a traffic system is seen as a successful and low cost management tool, called Waze . application of open data principles that could help other cities improve their disaster response PetaJakarta.org was developed by Jakarta systems and overall resilience to extreme Emergency Management Agency (BPBD DKI), weather events. and is an online map which improves disaster response at a city scale by providing citizens and government departments with live data on flood levels across the entire city. The map combines data from a variety of sources, including:
• river gauge measurements, • sensor data, • citizen reporting, and • social media.
Making use of Jakarta’s high concentration of Twitter users, the system automatically interacts R with users whose tweets contain the word E S “flood” (“banjir”), asking them to confirm their I destination and the current status of the flood. L I It answers questions that are vital to public and E emergency services, such as ‘There’s flooding N nearby, should I collect my kids from school BPBD DKI Jakarta Control Room using the Peta Jakarta map T Photograph courtesy of Marcin Szczepanski / University early?’ and ‘Which neighborhoods are currently of Michigan from the ODI website: https://theodi.org/odi- T worst affected by flood waters?’ showcase-peta-jakarta-real-time-flood-mapping-jakarta O Y A M A
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New Integration of City 5.A Develop a masterplan for revitalization 5 of the city center to seacoast corridor Center to Seacoast
Develop a plan for integration and revitalization of • Potential sub-initiative leader: Urban Development Goal: Area the city center to seacoast corridor. This will include Department, CRO, Office of Strategic Planning and integration of land use and development plans to Resilience create a cohesive and active area. For example, a • Potential partners: Construction companies new Castle View Pedestrian Mall along the LRT line • Timescale for completion: 3-10 years To increase business activity and from the Convention Center which will form part • Resilience Value: This will improve mobility around of a redeveloped Castle Park area. As part of this the city and revitalize a part of the city to enhance masterplan, we will improve the tramline connections economic prosperity and community resilience. visitor numbers in the downtown and under the central station to connect to the transportation system south of the station, increasing seacoast area, while preserving the ridership between the city center and Iwase. This character of the city and preserving the contributes to our compact city plans. seacoast area. New 5.B Attract new business activities to locate Our city center and seacoast will be integrated, reinvigorated in the city center to seacoast area and enhanced to increase business opportunities, connect communities and support tourist activity.
Create an active business and tourist environment • Potential sub-initiative leader: CRO, Office in the city center to seacoast area. We will aim to of Strategic Planning and Resilience, Urban attract for example, new cafes, restaurants and Development Department, Commerce, Industry entertainment facilities in the Castle Park area, art and Labor Department galleries near the Glass Art Museum, a new premium • Potential partners: Prefecture police, Land owners, landmark hotel, and expansion of the Iwase artisan Construction companies Sub Initiatives street and a seacoast park linking to the Iwase Canal. • Timescale for completion: 10 years On the seacoast, we will expand pleasure boat docks • Resilience Value: This will enhance business and attract private day-cruise boats from Toyama to opportunities, foster economic prosperity and other coastal cities. support livelihoods, which will contribute to 5.A Develop a masterplan for revitalization building Toyama’s economic, environmental and of the city center to seacoast corridor social resilience. 5.B Attract new business activities to locate in the city center to seacoast area
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Ongoing 6 Rural Toyama 6.A Conserve our rural landscape and forests and Agricultural Following the national reorganization program to • Potential sub-initiative leader: Agriculture, consolidate Japan's rural and urban areas, Toyama's Forestry and Fisheries Department Goal: Sustainability agricultural landscapes are a key feature of the city. • Potential partners: Farmers and fishers, agriculture We will celebrate and maintain the rural landscapes companies through establishment of a volunteer forest • Timescale for completion: More than 10 years management project, conservation of the traditional • Resilience Value: This will contribute to Toyama’s rice terrace landscape, and we will promote regional environmental protection and preserve the To protect and enhance the rural forestry products as a characteristic of Toyama. economic productivity of our forested area. It will promote community engagement in landscape areas which are vital for our protection and support citizen self realization. regional economy, our identity, and Ongoing environmental quality. 6.B Promote high-value agricultural products
Our rural sustainability initiatives will ensure Toyama’s agricultural and traditional rural landscapes are maintained, With our farming communities, we will promote • Potential sub-initiative leader: Agriculture, supporting viable businesses and a good quality of life for sustainable agriculture by identifying and promoting Forestry and Fisheries Department, Commerce, rural residents. important medicinal and health benefit plants, Industry and Labor Department supporting farmers to expand the planting area to • Potential partners: Farming association increase productivity, and add new commercial value • Timescale for completion: More than 10 years to medicinal plant products. We will promote sharing • Resilience Value: Promotion of business efficiencies of farm machinery to reduce agricultural costs, and and diversification into high value agricultural encourage the younger generation to develop low products will improve economic resilience of the cost, high value agricultural businesses. agriculture sector.
Sub Initiatives
6.A Conserve our rural landscape and forests 6.B Promote high-value agricultural products 6.C Expand agricultural skills 6.D Introduce electric vehicles at rural city facilities
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Extension 6.C Expand agricultural skills
We will expand agricultural skills and nurture new • Potential sub-initiative leader: Agriculture, farmers by providing agricultural training to increase Forestry and Fisheries Department the employment opportunities in agriculture. We will • Potential partners: Farming Association, Citizens provide opportunities for children from an early age (mainly elementary school students) to learn agricultural skills and the importance of this • Timescale for completion: More than 10 years industry in protecting nature. • Resilience Value: Promotion of sustainable agriculture skills and education will attract new people into the industry, helping to maintain the economic robustness of this sector and preserve the environment.
New 6.D Introduce electric vehicles at rural city facilities
Introduce electric vehicles for everyday use at rural • Potential sub-initiative leader: Environmental city facilities particularly in areas where there are Department, Office of Strategic Planning and few gasoline stations. This will ensure the continuity Resilience of public service vehicles without the need for new • Potential partners: Nissan Corp. gasoline stations, and also help to reduce the impact • Timescale for completion: 3 years of vehicles on rural environments. • Resilience Value: Electric vehicles will provide reliable mobility in rural areas for city staff enabling their work in the area while also contributing to
reduced CO2 emissions.
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New 7 Business Investment 7.A Develop a comprehensive 30 year Business Investment Plan
Create a 30 year business investment plan to support • Potential sub-initiative leader: CRO, Office of and grow existing industries- such as pharmaceutical, Strategic Planning and Resilience, Commerce, Goal: IT, chemicals and agriculture- while also attracting Industry and Labor Department new business areas, including aviation, robotics and • Potential partners: Economic organizations nano-industries. The plan will help establish Toyama • Timescale for completion: 5 years as a key logistics and transportation hub on the Sea • Resilience Value: Attracting new business will of Japan, and support the development of a new, bring new jobs and attract new people to the To diversify Toyama’s economy and large industrial park in the city. city, contributing to building economic and social support long-term prosperity for resilience and supporting prosperous livelihoods. Toyama’s citizens, while attracting new working-age residents that Ongoing can contribute to the city’s financial 7.B Promote second home ownership stability.
Encourage people working in Toyama or those • Potential sub-initiative leader: CRO, Office of on vacation, who live in Tokyo and other cities, to Strategic Planning and Resilience, Housing Division Our business investment initiative will help expand existing purchase second homes and contribute to the local • Potential partners: Travel companies, house businesses and attract new businesses– both start-ups and economy of the city. owners established firms– to support economic prosperity and • Timescale for completion: 10 years support livelihoods, while also preserving and diversifying our • Resilience Value: This will foster economic city’s identity. prosperity for the city and enable more effective city management through increased revenues.
Sub Initiatives Alignment 7.C Establish an incubator program for start-ups 7.A Develop a comprehensive 30 year Business Investment Plan 7.B Promote second home ownership 7.C Establish an incubator program for start-ups Develop a unique incubator for start-ups to attract • Potential sub-initiative leader: CRO, Office of skilled and young people, working through a public- Strategic Planning and Resilience, Commerce, private-partnership to offer business facilities, Industry and Labor Department mentoring and skills training. The incubator will have • Potential partners: INTEC Inc., film companies, IT R an initial focus on the IT and film industries, planning companies E S to create new IT start-ups in 3-30 years, film and TV • Timescale for completion: 3-20 years I studio production in 4-5 years, and major films in 10 • Resilience Value: This will attract skilled people L I years. We hope to establish a Film School Institute to the city and provide new industries for young E in 4-20 years and an international film festival to people, stimulating economic prosperity and N T support our growing industry. sustainable livelihoods, and reducing the number of young citizens leaving Toyama. T O Y A M A
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New 8 Tourism 8.A Develop Toyama’s digital services
Improve the city's web services for tourists, through Culture and International Affairs Division initiatives including a tourism app for smart phones, • Potential partners: IT companies, Travel companies Goal: free public Wi-Fi network in urban public facilities • Timescale for completion: 1-5 years and hotels, and an English language website and • Resilience Value: This will improve the accessibility social media. of the city for tourists and those who do not speak Japanese. This will improve mobility around the • Potential sub-initiative leader: CRO, SPR, city center, promote visitor numbers and contribute To diversify our economic base and Commerce, Industry and Labor Department, to growth of the tourism industry and supporting Planning and Administration Department, Tourism businesses. celebrate Toyama’s unique identity, Division, Information and Public Relations Division,
attracting tourists and fostering a sense New of civic pride. 8.B Promote Toyama, both internationally and domestically, as a tourist destination
Our tourism initiative seeks to improve and expand tourist facilities and environment and cultural attractions in Toyama. We aim to increase the role of tourism as a major economic Attract more international and domestic conferences Planning and Administration Department, Tourism sector for Toyama. by creating a city strategy for conferences, events Division, Information and Public Relations Division, and exhibitions. Work with the World Bank to Culture and International Affairs Division document the Toyama story, which will introduce • Potential partners: World Bank, PR companies the city's successful projects to potential visitors and • Timescale for completion: 1-5 years event hosts worldwide. • Resilience Value: This will promote Toyama internationally as a center of proactive and • Potential sub-initiative leader: CRO, SPR, innovative events, increasing visitor numbers and Commerce, Industry and Labor Department, promoting economic resilience. Sub Initiatives
New
8.A Develop Toyama’s digital services 8.C Create an international identity for Toyama 8.B Promote Toyama, both internationally and domestically, as a tourist destination 8.C Create an international identity for Toyama 8.D Create a healthy lifestyle plan and city branding Enhance recognition of Toyama's identity Information and Public Relations Division, Culture domestically and internationally through branding and International Affairs Division, Planning and campaigns. We will establish Toyama as a “food Administration Department R E destination” city and establish a food institute to • Potential partners: Policy Advisor, PR companies S support our thriving restaurant sector. We will also • Timescale for completion: 5-10 years I L develop a “Come Home to Toyama” campaign for • Resilience Value: This will strengthen Toyama’s I city residence. brand internationally, creating a center of E N excellence and generate new industry creating T • Potential sub-initiative leader: CRO, Office of economic diversity and jobs. It will encourage Strategic Planning and Resilience, Commerce, new visitors and residents in Toyama, which will T O Industry and Labor Department, Tourism Division, contribute to increasing city revenues. Y A M A
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New 8.D Create a healthy lifestyle plan and city branding
Develop a city healthy lifestyle plan to promote • Potential sub-initiative leader: CRO, Office of citizen well-being and tourism. This will support Strategic Planning and Resilience, Tourism Policy activity facilities such as running courses in the city Division, Sports Division center, mountain biking courses, horse riding trails, • Potential partners: Travel companies and Kureha Hills park trails. It will be targeted at both • Timescale for completion: 1-5 years residents and visitors, helping to grow Toyama's • Resilience Value: This will improve the health of reputation as a healthy lifestyle city. Toyama’s citizens, enable access to new facilities and attract visitors to the city providing an economic boost.
Inspiration from peer cities : Gastronomy tourism, Donostia-San Sebastián
San Sebastián, Spain, has built a reputation city every two years. Therefore the third World for being a destination for food tourists. The Forum of Gastronomic Tourism, in 2017, will city is only the 27th largest in Spain but has return to San Sebastián co-organised by the the second highest number of Michelin starred Basque Culinary Center. The city also hosts an restaurants per inhabitant in the world (behind annual event of an international gastronomy Kyoto, Japan). congress, called San Sebastián Gastronómika. This is the biggest event of its kind where the The Basque Culinary Center (BCC), located world’s most celebrated chefs perform. The in the center of San Sebastián, aims to ensure International Seminar on Local Public Policies the continuity of cuisine as a center for for Food Sovereignty was held in San Sebastián innovation for the future, by providing expert in 2016. This was an opportunity to debate and training, promoting research and knowledge promote public processes which provide food transfer between haute cuisine professionals sovereignty. The annual San Sebastián Film and businesses. It plays an active part and a Festival holds ‘Culinary Zinema’, partnered with leadership role among the tourism offerings BCC, where top international chefs prepare a of San Sebastián, aimed not just at culinary menu based on the films screened that day. professionals but a more general audience of food lovers. Gastronomic tourism can help the development of local economies, preserve local tradition, The food capital brand is maintained through create jobs and improve other sectors. It the various events held in the city. The World is most effective when it is collaborative, Tourism Organization (UNWTO) holds a World where everyone involved has one view on the R Forum on Gastronomy Tourism, started in gastronomic brand. E 2015, in San Sebastián and will return to the S I L I E N T
T O Y A M Joseph© Dr. Runzo-Inada A
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Ongoing 9 Citizen Health, 9.A Upgrade community centers Wellbeing and We will enhance the facilities at our community • Potential sub-initiative leader: Board of Education centers to provide expanded opportunities for Administration Office Goal: Participation lifelong education. • Potential partners: Citizens, construction companies • Timescale for completion: 10 years • Resilience Value: This will strengthen opportunities to participate in community groups and to promote To ensure a good quality of life and skills and learning for all age groups. self-realization for citizens of all ages, Extension by enabling active participation in 9.B Implement intergenerational programs inclusive communities. for community participation
Our health, wellbeing and participation initiative includes Introduce and promote initiatives that enable citizens • Potential sub-initiative leader: Citizens Affairs actions to ensure a vibrant and inclusive city community, to support others within their community. This will Department, Child and Family Department, providing facilities to support every citizen’s quality of life include services that match young families with Board of Education Administration Department, and self realization. citizens who can offer childcare, and vice versa, Construction Department match people who can offer care to elderly people • Potential partners: NGOs with dementia. We will also offer certifications for • Timescale for completion: 5-10 years people who volunteer for the fire corps. • Resilience Value: This will improve social cohesion and strengthen community bonds. This enables everyone within the community to have a role in supporting each other from day to day, meaning they are better prepared to offer support during Sub Initiatives emergency situations.
Extension 9.A Upgrade community centers 9.B Implement intergenerational programs for 9.C Implement intergenerational programs for local conservation community participation 9.C Implement intergenerational programs for local conservation 9.D Facilitate employment opportunities for elderly and disabled people Introduce and promote environmental initiatives that • Potential sub-initiative leader: Citizens Affairs R 9.E Introduce initiatives to ensure working embed an understanding of the natural environment Department, Board of Education Administration E parents can continue to participate in the and local history in the community. This will include Department, Elementary schools, Agricultural, S I workplace tree planting programs for school children and Forestry and Fishery Department, Construction L development of community gardens in downtown Department, Environmental Department 9.F Promote cultural events I parks for all age groups to cultivate together. • Potential partners: NGOs E 9.G Encourage an active lifestyle for the older N • Timescale for completion: 5-10 years T generation • Resilience Value: This will encourage T intergenerational communication and interaction O which strengthens social cohesion while promoting Y A an appreciation of the value of the natural M environment. A
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Inspiration from peer cities : One Tree Per Child, Bristol
The ‘One Tree Per Child’ project was launched organisations, native nurseries, horticultural Extension in Australia, but Bristol was the first city in the volunteers and community groups have also world to roll out the One Tree Per Child initiative, been involved in the project. 9.D Facilitate employment opportunities for elderly which began in February 2015. This initiative was set up by Bristol’s previous and disabled people The initiative had a primary target of planting Mayor, George Ferguson, who said the scheme 36,000 trees by April 2016. This target was met, was “a great way for school children to connect and exceeded, by the target date with 39,000 to the environment and their local community. trees planted. The city council supported As a child’s tree grows, their commitment to the the schools by providing a plot for them to environment and their local community grows Create a human resources bank to facilitate • Potential sub-initiative leader: Welfare and Public undertake planting if they have no spare land . as well. ” employment of senior citizens and entrepreneurs Health Department, Commerce, Industry and Labor Bristol City Council also covered the costs of the in Toyama's businesses. Identify opportunities to Department following: This initiative has continued with the current Mayor, Marvin Rees, committing to continue the develop employment opportunities for disabled • Potential partners: All private companies, NGOs • Tree seedlings, scheme by planting 24,000 trees in schools, people. This will encourage participation in the city • Timescale for completion: 10 years • Existing council staff to assist with the school parks and open spaces across Bristol in the next economy. • Resilience Value: This will support access to plantings (including roles like community four years . Rees has described the scheme as the workplace for elderly and disabled people, liaison officers, tree officers and parks and “an amazing opportunity to develop lasting allowing them to access sustainable livelihoods and roads maintenance staff), and change in environmental education, wellbeing participate in the economic life of the city. This will • Council staff to talk about the ‘One Tree Per and community engagement. ” improve citizen well-being and reduce inequality. Child’ project and the importance of trees. The initiative is replicable across the world, with ‘One Tree Per Child’ is part of Bristol City the programme now starting to plant trees in Extension Council’s tree plan. Children are being Australia, the Netherlands, Kenya, Ghana, Mali encouraged to play an active role in doubling and South Sudan. Tree plantings are also set to 9.E Introduce initiatives to ensure working parents the city’s tree cover . Local tree planting begin in Jamaica and the USA . can continue to participate in the workplace
Offer programs to support working parents through • Potential sub-initiative leader: Welfare and the provision of childcare facilities for sick or Public Health Department, Children and Family recovering children, and offer financial support for Department divorced individuals. Introduce workplace equality • Potential partners: NGOs, national government , programs to enable working parents to continue in local governments their professional development while fulfilling their • Timescale for completion: 10 years family commitments. • Resilience Value: This will support workplace equality and families through sickness and major life events, improving well-being, strengthening familial bonds and enabling more citizens to enter the workforce.
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T O Y Photo: Previous Mayor George Ferguson Planting Trees with Local Children A http://www.onetreeperchild.com/#photos M A
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Extension 9.F Promote cultural events
Promote cultural exhibitions, citizen art education • Potential partners: Culture organizations, PR and performances to enhance the city's active companies cultural and artistic life, promote social cohesion and • Timescale for completion: 5-10 years celebrate Toyama's unique history and identity. • Resilience Value: This will enhance the quality of life and self-realization for citizens of all ages, • Potential sub-initiative leader: Planning and and provide creative activities for all, revitalizing Administration Department, Citizen’s Affairs communities and promoting social cohesion. Department
Extension 9.G Encourage an active lifestyle for the older generation
Promote mobility and active lifestyles for the elderly • Potential sub-initiative leader: Welfare and by holding walking events where leaders convene Public Health Department, Urban Development group walks in the downtown. We will also aim to Department measure the movement of the older generation • Potential partners: Kyoto University, IT companies, through the use of GPS devices, and use this data to Toyama University, local companies, citizens upgrade the city's transport and health services. • Timescale for completion: 1-5 years • Resilience Value: This will increase the mobility of the older generation in the city, increasing the health of citizens which can decrease medical costs, increase social integration and contribute to a lively downtown.
Inspiration from Peer Cities - Pittsburgh
Supporting aging Pittsburghers and those with Pittsburgh’s long-standing traditions of social disabilities The City of Pittsburgh, Allegheny connectivity and civic engagement as well as County, and a number of local non-profits and its wealth of non-profit institutions enables a foundations offer services for Pittsburghers wide variety of opportunities for Pittsburghers with disabilities. As the population in the region to get engaged in making the city a better continues to age and demands for services place. The resilience strategy presents an R E increase, a number of ongoing and new efforts opportunity to expand the scope of activities, S aim to meet the needs of these populations, many coordinated through the city’s ServePGH I L including offering healthy living opportunities, program, that aim to address resilience-related I enabling mobility, promoting workforce issues through impact volunteerism, including E N development, enhancing home and community- protecting the urban forest, cleaning up blighted T based care, meeting basic needs, providing neighborhoods, or assisting Pittsburgh’s elderly T access to supportive housing, and other or disabled populations. O objectives. Y A All Japan Chindon (street performer) Contest M A
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New 10 Conservation and 10.A Host an international summit on the marine environment Environmental Well balanced development and protection of • Potential sub-initiative leader: Environmental nature is essential for environmental protection Department, Agriculture, Forestry and Fisheries Goal: Education and sustainable economic activity in our natural Department, Masahiko Horie Councilor International areas. The city will work with NGOs and IGOs such Union for Conservation of Nature as UNEP, NOWPAP, ICLEI, JICA, and IGES. UNEP • Potential partners: CRO, Office of Strategic and NOWPAP are planning to hold a summit on the Planning and Resilience, UNEP, NOWPAP, Natinal marine environment in cooperation with the National and local governments, IUCN, PR companies, To preserve nature for future and local Governments, and the city in the summer Environmental companies of 2018. • Timescale for completion: 1-3 years generations and conserve nature and • Resilience Value: This will contribute to the conservation of biodiversity in the Toyama area and the preservation of natural supportive functions accessibility to nature for citizen’s self of our environment. This provides a buffer against environmental shocks and stresses and strengthens realization and resilience. the resilient spirit of Toyama’s citizens.
Ongoing
We will conserve our natural environment as an essential part 10.B Promote “3R” project (Reduce Reuse Recycle) of Toyama citizens’ sense of self and source of vitality, which promotes a positive outlook on life by honoring, protecting and increasing the accessibility of nature.
Developing a "3R Promotion School" for children • Potential sub-initiative leader: Environment to learn about the environment in order to raise Center, Environmental Department interest in waste reduction and recycling from early • Potential partners: Kindergartens, nursery schools, childhood and school age. elementary schools • Timescale for completion: More than 10 years • Resilience Value: Contribute to citizens’ awareness Sub Initiatives of conservation and environmental protection.
Ongoing 10.A Host an international summit on the marine environment 10.B Promote “3R” project (Reduce Reuse Recycle) 10.C Increase environmental education at ECO Town 10.C Increase environmental education at ECO Town
Provide opportunities for holistic environmental • Potential sub-initiative leader: ECO Town, R education at EcoTown - Toyama's industrial park Environmental Department E S where "waste" is turned into usable products. An • Potential partners: Private companies in ECO Town I extensive waste recycling education center increases • Timescale for completion: 10 years L I citizen awareness of the methods and importance of • Resilience Value: Enhance citizens’ understanding E waste recycling. Encourage including other topics of modern environmental and conservation best N T related to environment and conservation. practices.
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78 79 V. Implementation and future resilience With the release of Toyama’s Resilience Strategy, we initiatives by the relevant departmental teams. The will continue implementation of initiatives currently CRO and SPR will be able to leverage resources to underway – such as our environmental education support the departments’ work, such as the 100RC delivery structures programs and compact city strategy - ensuring that network and Platform Partners, and the World Bank their resilience value is maximized. We will also begin and its Partner and Client cities. The SPR will work implementation of new resilience initiatives. We will with city departments to monitor the progress of develop an implementation plan for the first year initiatives and sub-initiatives as they are carried out, with specific actions and outcomes. and offer additional resilience support as needed in view of each department’s progress. We have already established resilience planning structures which will also be essential to successful The CRO and SPR will also oversee the Working implementation. The principal structures include: Groups, which will be organized in specific resilience policy delivery areas in consultation with the relevant • Continuity of the Mayor - reelected to a new four city departments and divisions. The Working Groups year term in April 2017 will offer advice to ensure our resilience initiatives and sub initiatives bring together the best knowledge • Continuity of the position of Chief Resilience and innovation in each area. Current plans are to Officer directly under the Mayor - term of service establish new Working Groups for the following aligns with the Mayor’s Initiatives: • Firmly established and budgeted Office of Strategic • Initiative 1 Comprehensive Smart City (planning Planning and Resilience (currently 11 members) already underway) under the CRO, with civil service staff reporting • Initiative 7 Business Investment to the Director General of Administration and Planning Additional Working Groups may also be established for: • Establishment of a Resilience Advisory Committee model comprised of city administrative staff, • Initiative 3 Water/Waste/Energy Management business leaders, and NGO representatives • Initiative 8 Tourism • Initiative 10 Conservation & Environmental • Structure for Working Groups comprised of Education. city administrative staff, business leaders, NGO representatives, city policy advisers and Platform Progress with implementing the resilience strategy Partner representatives will be monitored in part by making use of the key performance indicators for each sub-initiative. Working closely with the Mayor and the Director Progress will be reported on a yearly basis, allowing Generals of the city’s departments, the CRO and us to take stock of our successes, review new SPR will provide a coordinating role to support the opportunities, and articulate our next actions. implementation of resilience initiatives and sub-
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80 81 We are grateful to all those, including members of the VI. Acknowledgements Resilience Advisory Committee, Working Group members, Workshops attendees, Policy Advisers, and Platform Partners, who gave so generously of their time and knowledge in the development of this Resilience Strategy. Without their help, we could not have accomplished this work. Below is the list of those who offered advice and support for our Resilience Strategy.
Toyama City Business Community Tatsuya Sakamoto: Director, Toyama Kankyo Seibi Co., Ltd. Yukihiko Aizawa: President, Aizawa Construction Inc. Yasuhiko Shioi: CEO, Kokando Pharmaceutical Masaji Aoki: General Manager, Executive Officer, Company Regional Government Systems Division, INTEC Inc. Naoki Sumida: Transportation Policy Division, Toyama Yasuo Awashima: President, Toyama Light Rail Co., Regional Railways Co., Ltd. Ltd. Hiroshi Udono: Director, Toyama Office, Development Mike Gozzard: President, Pennlyn Productions; Bank of Japan Inc. Filmmaker Takashi Yamashita: Counsellor, C.A.P Inc. Yu Hane: President, Life Net Institute Co., Ltd. Wataru Yoshio: Manager, NIX Co.,Ltd. Engineering Atsushi Hashimoto: President, Sakura Paxx Company Consultants Tomoaki Ichimori: President, NiX Co.,Ltd. Engineering Consultants Toyama NGOs Kyoko Hamatani: Director, Toyama City Kadokawa Toshiko Imai: President, Zephyr Limited Company Care Prevention Center Keiko Inada: General Manager, Hokuriku Yuzo Kamiguchi: Vice President, Association of Administration, INTEC Inc. Chair, Prefecture Women’s Community Associations Leadership Takashi Noda: Vice President, Japan Disaster Sadayuki Ishii: Senior Managing Executive Officer Prevention Experts Association, Toyama / Toyama INTEC Inc., CEO INTEC Inc. USA Prefectural Disaster Prevention Experts Association Motoe Katsushima: General Manager, ANA Crowne Shoichi Nojiri: President, Social Welfare Council Plaza Hotel Kunio Kosugi: President,Japan Disaster Prevention Fumito Kawata: Head Director, Hokuriku Economic Experts Association, Toyama/ Toyama Prefectural Research Institute Disaster Prevention Experts Association Ryuichiro Masuda: President, Masuda Brewery Co., Kunio Saeki: Executive Director, Japan Disaster Ltd Prevention Experts Association,Toyama / Toyama Satoru Miyata: Group Leader, INTEC Inc. Prefectural Disaster Prevention Experts Association Takafumi Murakami: Director, Management and Masahiro Shinmura: President, Mt. Tateyama Planning, Toyama Light Rail Co., Ltd. Volunteer Guide “Ure” Kunihiko Nakada: Senior Managing Director, Toyama Shigeo Takagi: President, Toyama Chamber of Regional Railways Co., Ltd. Commerce and Industry Tetsuo Nakao: Senior Adviser, Izak Corporation Shigeyuki Yamamoto: President, Toyama City Family Miki Nishida: Director, PCO Convention/Events Park Zoo R Company International Corporations E S Hachiro Nitta: President, Nihonkai Gas Company Nobuko Asakai: Managing Director, Accenture I L Kouji Nukiba: Deputy Director General / Director, Francisco Campoy: Consultant, Accenture I Transportation Policy Division, Toyama Regional E Atsuhiro Dodo: Director, Swiss Reinsurance Company N Railways Co., Ltd. T Ltd, Asia Saiko Ogyu: President, Leaf Landscape Design Co., T Laura Frost: Associate, Arup O Ltd. Y Michel Funfschilling: Vice President, Municipal EPC Kazuhiko Omachi: General Manager, Future City A Business Line ,Industrial Business Line, Veolia Japan M Initiative Department, INTEC Inc. A
82 83 VI. Acknowledgements
Kei Hasegawa: Associate, PwC Advisory LLC University Habitat and Housing, Municipality of Quito, Ecuador Michael Odermatt: Deputy Chief of Staff Jun Hirabayashi: Senior Manager, Accenture Dr. Yasushi Yokohata, PhD: Professor, Graduate Timothy Burroughs: CRO, Berkeley, USA Paul Nelson: Director, Network and Learning School of Science and Engineering for Education, Ryo Ishii: Manager, PwC Advisory LLC Grant Ervin: CRO, Pittsburgh, USA Yumi Nishikawa: Associate, City Solutions, Singapore University of Toyama Seiji Kajiya: Managing Director, Tokyo Dassault Jiro Fukuda: Executive Adviser to the Chief Andrew Salkin: Senior Vice President, City Solutions Systems National Government Information Officer, Yokohama, Japan Lauren Sorkin: Regional Co-Director, City and Yasufumi Mangyo: First Division Director, Toyama Akihiro Kanda: Program Manager, TOYOTA Mobility Giorgi Gabunia: Advisor for Sustainability, Practice Management, Asia and Pacific, Singapore Office of Rivers and National Highways Foundation Architecture Service, Tbilisi, Georgia Nicola Thomson: Head of Global Partner Network, Kenichi Matsui: Director, Toyama Office of Rivers and Satoshi Kato: Head of Manila Representative Office, Mike Gillooly: CRO, Christchurch, New Zealand City Solutions National Highways Chodai, Civil Engineering Consultancy Paul Haggart: Chief, Council Industry and Tourism Sandy Tung: Manager, City Solutions, Global Delivery Takayuki Nagai: Director, Tateyama Mountain Area Thomas Kessler: Director, Swiss Reinsurance Division, Niseko Town, Japan for US & Canada Sand Erosion, Control Office Company Ltd, Asia Toru Hashimoto: Executive Director of Development Elizabeth Yee: Vice President, City Solutions Sylvain Laurent: Vice President, Singapore Dassault Prefecture Government Cooperation, International Affairs Bureau, Yokohama, Maxwell Young: Vice President, Global Systems Shoetsu Kato: Deputy Director General, Civil Japan Communications and Marketing Engineering Department, Toyama Prefecture Daisuke Matsumoto: Account Executive, Microsoft Kenichi Hiramatsu: Section Chief, Disaster Risk Alan Zhuang: Associate, City and Practice Japan Co.,Ltd. Management Office, Kyoto, Japan International NGOs and IGOs Management, Singapore Yuji Munehiro: General Manager, Business Planning Alain Bertaud: Senior Research Scholar, New York Reiji Hitsumoto: Chief Executive, Campus Office of Strategic Planning and Resilience Division, Chodai Co.,Ltd., Civil Engineering University Administration Center, Kitakyushu Foundation for the Consultancy Advancement of Industry, Science and Technology, Dr. Joseph Runzo-Inada, PhD: Chief Resilience Officer Gershwin Lesley Fortune: Head of Donors Kitakyushu, Japan Yoshie Muramatsu: Senior Project Manager, Arup Relations and Project Management, Unit, Municipal Toshiyuki Yamazoe: Senior Advisor for International Development Fund, World Bank Bagus Irawan: Government Officer, Semarang, Business Relations: ICT, business investment, Hideaki Nagai: Public Sector Lead, Microsoft Japan Indonesia incubator start-up program Co.,Ltd. Junichi Fujino: Principal Researcher, Senior Coordinator for Urban, Taskforce, IGES Michael Koh: Fellow, Centre for Liveable Cities, Tetsuji Tsunekawa: Senior Deputy Director General: Tony Newling: Senior Director, Government Singapore Relations with city departments/External relations Department, Asia Public Sector, Microsoft Operations Arturo Ardila Gomez: Global Lead for Urban Mobility, Pte Ltd World Bank Junichi Nishiyama: Director for Management Toshihiko Mori: Director: Office management; Improvement and Business Development, Osaka, Budgets; Long range planning with CRO Yumiko Noda: President, City Solution Center Sumila Gulyani: Global Lead, Urban Strategy and Japan Japan, Partner, Head of Infrastructure and PPP, PwC Analytics, World Bank *Hiroki Shimizu: Senior Deputy Director, *Planning Advisory LLC Rosanna Nitti: First Deputy Minister, Ministry of and coordination Division: 10 year Comprehensive Adrian Healy: Research Associate , Cardiff University Regional Development and Infrastructure, Georgia Plan Shoji Nozaki: Technical Director, Tokyo Dassault Taku Honiden: Head of Division, Regional Policies for Systems Shihomi Sakamoto: Staff, Yokohama, Japan *Takashi Imura: Senior Deputy Director, *Planning Sustainable Development, Public Governance and and Coordination Division, 10 year Comprehensive Arata Oguri: Principal, Arup Territorial Development, OECD Oscar Santiago Uribe Rocha: CRO, Medellin, Plan, Environment Colombia Atsushi Otsuka: Senior Business Development Masahiko Horie: Councilor, International Union for *Hideki Kanayama: Director, *Construction Policy Manager, VP, Swiss, Reinsurance Company Ltd, Japan Conservation of Nature Purnomo Dwi Sasongko: CRO, Semarang, Indonesia Division: Engineering; Flood control Dr. Ingeborg M. Rocker, PhD: Vice President, Boston Haruka Imoto: Knowledge Management Analyst, Nobuo Satoh: Deputy Director General for Aviation *Takashi Takeuchi: Deputy Director, *Planning and Dassault Systems World Bank Policy, Transportation Infrastructure Development Coordination Division: 10 year Comprehensive Plan and Transportation Policy, Bureau of Urban Christine Rodwell: Vice President, Cities Innovation & Philip Karp: Global Lead, Knowledge Management Development, Tokyo, Japan Jun Yokogoshi: Deputy Director: Project management Markets Dep., Business Development, Veolia Specialist, New York, World Bank Masato Shinagawa: Mayor, Koriyama, Japan Maki Hijikata: Chief: Liaison with Mayor’s office, Sadahisa Tajima: Group Senior Manager (Tokyo), Daniel Levine: Team Lead, Senior Operations Officer, project execution; Environment; Gender issues Microsoft Japan Co., Ltd. Tokyo, World Bank Besse Montenegro Thierry: Manager, Metropolitan Transport Secretariat Project, Sao Paulo State, Brazil Keiichi Kobayashi: Chief: Project execution; World Kenzaburou Tamaru: General Manager, Technology Daniel Lewis: Chief, Urban Risk Reduction Unit, UN Bank; economic resilience; tourism Administration Office, Microsoft Japan Co., Ltd. HABITAT, Barcelona Sarah Toy: CRO, Bristol, England *Tomoharu Kurosaki: Chief: *Construction Policy Naoki Tonegawa: Consultant, Accenture Tadashi Matsumoto: Lead, Transport Specialist, OECD Mikheil Ukleba: Head of Department, Innovation Division; Data analysis, Engineering; Flood control Support Unit, Tbilisi, Georgia Tim Turitto: General Manager, Worldwide Government Dr. Lev Neretin, PhD: Senior Coordinator, NOWPAP *Airi Yamazaki: Chief: Project execution; Environment Department, Microsoft Regional, Coordinating Unit, Toyama Raquel Iglesias Verdenacci: Manager, Companhia do Metropolitano de Sao Paulo, Brazil *Natsuki Shimizu: Staff, *Planning and Coordination Hiroto Wakatsuki: Director, Client Markets, Swiss Re James Newman: DRM Specialist, World Bank Division: Residential affairs insurance Company Ltd, Japan Yohei Watanabe: Senior Staff, Koriyama, Japan Yuko Okazawa: Operations Officer, World Bank *Joint appointment in two departments Hiroki Yamamoto: Senior Consultant, Arup Hirofumi Yano: Chief Staff, Disaster Risk Management Gerald Paul Ollivier: Lead Transport Specialist, World R Office, Kyoto, Japan E Universities Bank S Kamlesh Yagnik: CRO, Surat, India I Dr. Hiroshi Esaki: Professor, Graduate School of Ede Ijjasz-Vasquez: Senior Director, Social, Urban, L I Information Science and Technology, The University Rural and Resilience Global Practice, World Bank 100RC E of Tokyo N Japanese and International Cities Michael Berkowitz: President T Dr. Minoru Kusakabe, PhD: Emeritus Professor, Nihad M. K. Almughany Director General, Gaza, Leah Flax: Associate Director, City Solutions Toyama University T Palestine Ashley Knapp: Head of Communications, Asia Pacific O Dr. Ikuo Nakagawa, PhD: Principal, INTEC Inc. Y Tom Bates: Mayor, Berkeley, USA A Horng Dar Lim: Associate Director, City and Practice Dr. Akira Takeuchi PhD: Emeritus Professor, Toyama M Jacobo Herdoiza Bolanos: Secretary of Territory, Management, Singapore The titles listed above were those held by the people we are A acknowledging at the time of our strategy formulation.
84 85 More than 200 actions, including more than 50 key plans of VII. Current official Toyama Toyama City, were compiled in the City Resilience Actions Inventory, which demonstrates how the actions the City is city policy plans taking are contributing to resilience. The most important plans for the development of a city resilience strategy are summarised below.
Toyama City Comprehensive Plan (2007-2016 & country, coping with the declining and aging 2017-2026) population. Each local government is required to develop a plan based on the strategy. Like many of cities in Japan, the operation of Toyama City is based on a Comprehensive Plan which consists Toyama City published a population vision to 2060 of a ten-year policy concept, a five-year basic plan, and the city strategy in 2015. As a basic policy to and a one-year implementation plan. In the current implement the priority programmes and project Comprehensive Plan, five objectives, 19 policies, 62 in 5 years, it laid out four objectives in relation to programmes are designed and 157 key projects are employment creation, incoming population, quality budgeted as Comprehensive Plan Projects. (The of life for all generations, and compact city. 2012-16 Basic Plan). Toyama City Regional Disaster Prevention Plan The five objectives are summarized as Safety, (2006, 2016) Security, City environment with nature, Economic vitality, and Partnership. These are responding to 12 A Regional Disaster Prevention Plan is developed key issues. by a local government, according to the Disaster Countermeasures Basic Law. Toyama City drew up The 1st Comprehensive Plan issued in 2007 will be the plan in 2006 and updated it in 2016, following completed in March 2017. The Provisional Policy the Great Eastern Japan Earthquake. The Plan Concept for the 2nd Comprehensive Plan starting describes counter measures, including prevention, FY2017 was released in 2016 for public comment and preparation, emergency response, and recovery. The will be issued as a five-year Basic Plan this year. countermeasures are categorized into three types of disasters; i.e., wind and flood, snow and severe In the 2nd Comprehensive Plan, four objectives – accidents, earthquake and tsunami. The recent human asset and secured lives, city and environment, update enforced in particular the sections related vitality and wider linkage, and partnership and to tsunami. The plan also includes a set of related connectivity, are proposed. The issue of city resilience materials including hazard map, organizational is mainly situated in the “city and environment” network, reporting line, and list of disaster control section but also related to all other objectives. headquarters and shelter facilities.
Toyama City Urban Master Plan (2008) Toyama City Regional Resilience Plan (2017-2021)
Under the Urban Planning Law, Toyama City A Regional Resilience Plan has been developed by developed a Urban Master Plan in 2008. The Master each local government, according to the Basic Act Plan is built upon the Comprehensive Plan and the for National Resilience (2013). Toyama City Plan Urban Land Use Masterplan, and looks about 20 was released in March 2017. The planning process years ahead. of the Resilience Plan of Japan follows a unique framework designed by the central government. Four This plan envisions the Compact City development objectives, and 45 types of incidents that should that aims to control the suburban sprawl and be prevented are established; then, a vulnerability revitalise the downtown, promoting the use of public assessment is carried out with 12 policy areas and transportation. 3 cross-cutting areas. A 5-year plan is produced The Masterplan includes basic policies for land use, based on the assessment and reviewed every 5 years. The hazards are any kind of natural hazards R transport, urban infrastructure and public facilities. E The development plans for fourteen districts are also and accidents, hazards such as nuclear plant failure, S are not included. The national government placed I included. L the National Resilience Plan as a top layer plan I which umbrellas various plans, including the Disaster E Toyama City Population Vision (2015) and Toyama N City Comprehensive Strategy for City, People and Prevention Plan and National Land Use Plan. T Work (2015-2019) Report on the use of public facilities T O In 2013, the national government initiated a “Regional (2012) Y Revitalisation Strategy” as a part of growth strategy A
© Dr. Joseph© Dr. Runzo-Inada This plan aimed to optimize all city-owned assets- M that aims to recover earning power across the A especially targeting buildings- and reduce the
86 87 VII. Current official Toyama city policy plans
budgeted pressure for the city. 562 building assets 1. Natural Symbiosis with a total floor area of 1.6 million m2 were listed 2. Low Carbon and the cost for maintenance and replacement was 3. Resource Recycling Toyama City Eco-Model City Action Plan (2009-2013 &2014-2018） estimated. The necessity of cost-reduction was well 4. Compact City Planning recognized and, referring to the current and future 5. Improving the Value of the Environment, Society, Global warming has been increasing and Strong demand for such facilities, approaches for elimination and the Economy measures are required these days. In order to and consolidation were proposed. 6. Collaboration and Human Resource Development change the nation into a “the low-carbon society” Based on this report, the city is currently preparing a and exercise leadership in international society, the “Public Asset management plan (2015 － 16). The plan The second phase of the plan is based on the idea of national government selected “Eco-Model Cities” aimed to optimize the all city-owned building assets SDGs (Sustainable Development Goals) adopted at which have made progressive efforts with high and reduce the budgeted pressure for the city. Detail the United Nations Sustainable Development Summit goals to realize a low-carbon society including a investigation and analysis are carried out and the 2015. large reduction in greenhouse gas. Toyama City was solution is discussed, engaging the citizens. selected as “Future City” in 2008 and developed Toyama City Future City Plan “Toyama City Eco-Model Action Plan” in 2009. Since Report on the study for social asset investment for (2012-2016&2017-2021) 2014, the city has developed and implemented “the realization of a compact city (2017-2056) Second Action Plan” based on the plan for the past The “Future City” Conception is part of the “21 5 years. The plan mentions the long-term goal of National Strategy Project” positioned in National This study analyzed the current situation and issues reducing greenhouse gas by 2050, the medium-term New Growth Strategy the Cabinet decided in 2010. of key city assets; i.e., roads, bridges, parks, and goal by 2030, the principles for achieving this, the The national government selects a few cities and water supply and sewage, and proposed basic policy specific projects, the prospect for the reduction of areas as “Future City” and creates techniques for future capital investment and management costs the greenhouse gas, follow-up measures to grasp the for coping with the environment and the super- for aging infrastructure, aiming at sustainable social progress of the whole plan and the periodic emission aging and outstanding successful cases in urban asset management that aligns with the compact city situation, and so on. policy. development. The government develops these at home and abroad. This aims at increasing demand, Based on this proposal, further actions are designed. creating jobs, and ultimately realizing the sustainable Some are implemented under the Infrastructure economic and social structure of the nation. Toyama Long-life Plan, a national initiative of the MLIT. city was selected as a “Future City” in October 2011. Currently the city is developing an asset management The plan aims at promoting “a Concentrated type of plan for bridges, which are aging and urgently Compact City planning through the Renovation of require efficient and effective countermeasures. Public Transport” further and realizing a vigorous city where anyone wants to live by introducing renewable The study confirmed major challenges for the city energy utilizing the geographic characteristics and to maintain the quality and the current volume of promoting new industry utilizing the traditional the existing assets with limited city budget. Also the pharmaceutical industry and so on. In order to study confirmed the necessity of integrating various implement the projects in the plan efficiently and objectives of cross-cutting policies, such as transport continuously, the city has established a “Toyama City policy, industry, welfare, and disaster preventions, Future City Advisory Group”, and a “Toyama City which is not fully incorporated in the urban master Future City Promoting Conference” composed of plan. industry, academia, public sector, and Toyama city. Each project teams composed of companies and Toyama City Basic Environment Plan research institutions etc., and promoted the project (2007-2016&2017-2026) with engagement of various stakeholders. At the end The Basic Environmental Plan of Toyama aims to of FY 2016, the second phase plan was formulated. secure a good environment for the next generation Toyama City Energy Efficiency Accelerator Plan through 1) showing common recognition for future (2015-2019） image of the environment in the city, 2) revealing the direction to implement the policy comprehensively In view of Toyama City’s achievements in working R and strategically, and 3) guiding citizens, business E as a Future City” and “Eco-Model City” and the S promoters, the city and tourists to facilitate fact that improvement in energy efficiency can be I participation and action. Planned period of this plan L expected in the future, the city was selected as I is 10 years from 2017 to 2026 (the second phase an “Energy Efficiency Accelerator City” in United E plan). In the second phase plan from 2017, Toyama Nation’s SEforALL（Sustainable Energy for All). N T City set the following six goals. The theme is "Toyama has full of vitality and appeal which is created from The Toyama City Energy Efficiency Accelerator Plan T the environment". contains measures aiming at improving the energy O Y efficiency accelerator pace in order to achieve the A goal SEforALL established. M A
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