ESRI Discussion Paper Series No.157 by February 2006 Economic and Social Research Institute Cabinet Office Tokyo, Japan
1 E-mail:ohsumi@kanto-gakuin.ac.jp
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Application of strategic management model to Japan s local authorities Based on SWOT analysis Soshiro OHSUMI (Professor of Economics Kanto gakuin University) (Abstract) In Japanʹs local authorities, management has not worked well; one of the reasons seems that they have few definite visions and values in top management. In the advanced cases of the Europe and USA, most of them apply strategic management model based on SWOT analysis. The purpose of this article is to establish methodology in the application of strategic management model. This article modifies the general strategic management model to be able to be applied to Japan s local authorities through the case study of the authorities in U.S. and Japan to make efforts to apply strategic management model. With regard to the application of SWOT analysis which is the base of strategic management model to the public sector, the following points should be noted. The difference between public and private sectors must be clearly reflected in SWOT analysis. There are two boundaries (municipality and local government), which sharply differentiate between the outside and the inside, and particular attention is required for market analysis related to these boundaries. In order to apply SWOT analysis to the local authorities is to modify the following the two points. First, with regards to external environment analysis it is to take needs to the public service of the citizen, roles which the city should achieve, by the increase/the decrease and to make the standard of the priorities. Second, it is to specify partner analysis by NPOs and the communities and so on as the internal management information and to purify the role of the public administration. Through the SWOT analysis visions and strategic goals are set, and strategic management will go on. -3 -
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16 SWOT 2 SWOT (1) (2) SWOT 3 BSCBalanced ScorecardSWOT BSC SWOT BSC 2 SWOT (Strength)(Weakness)(Opportunity)(Treat) S W O T SWOT 3 SWOT -5 -
SWOT BSC SWOT BSC 1 NPM SWOT 2 3 SWOT DP SWOT SWOT 1960 4 4 (2003) -6 -
NPM 5 NPM NPM 6 PFI NPM 7 (1) Will (1)(2) NPM Will() Skill Will 5 2005pp.3-6 6 2004 NPM 7 2005-7 -
(2)NPM NPM Will (1)(2) (3) NPM -8 -
NPO NPO SWOT+BSC+BPR SWOT+BSC+BPR 8 8-9 -
20 Dodge and Eadie 1982; Eadie 1983 GPRA1993 Broom 1995; Aristigueta 19991995 60 Berry and Wechsler 1995 Poister and Streib(1994) 25,000 38 Poister and Streib(2005) 9 25,000 9 Poister and Streib(2005) - 10 -
(1) 512 225 44 5 (1994) 6 225 24 232 53 (2) 95% 80% 60 50 (3) 92 89% 78% 72% 71%60% 57%53% 36% (4) 44 37% 33( 90%) 22 2/3 (5) 48 224 5-11 -
5 (6) 95% 95% 83% 64% 77% 30% (6) 56% 60% 50% 48% - 12 -
35 (7) 80% 70 50 Vinzant and Vinzant(1996) Poister and Streib(2005) 56% 1 44% 3-13 -
9 4 (8) 80% 79% 73% 6567% 67% 83% 61% 48%59% 75%65% 69%71% 89% 10 31 10 9 1 11 10 11-14 -
SWOT SWOT SWOT F I F SWOT SWOT SWOT JA JA JA 12 SWOT I I 19 SWOT I I SWOT SWOT 12 12 F - 15 -
I SWOT S () W () O ( ) T SWOT 13 13-16 -
(T) SWOT O T () - 17 -
SWOT I SWOT O+W SWOT F I 2-18 -
(1). SWOT 1 (2). SWOT - 19 -
SWOT SWOT SWOT SWOT 14 SWOT (1)(2) 15 14 (2003)pp7481 15-20 -
SWOT - 21 -
SWOT (1)(2) (1)(2) NPO SWOT (1)(2) NPO - 22 -
(1). (2). (3). 16 CS (1). (2). 16 http://www.pref.aomori.jp/koutyou/marketing/ - 23 -
(3). (4). (5). 17 18 (1)(2)(3) SW SW Performance-based Program Budgets 17 18-24 -
100 SWOT SWOT SWOT 3E NPO - 25 -
SWOT (1) (2) (1) (2) 19 SWOT 19-26 -
SWOT SWOT () () () () () () () () () () NPO - 27 -
NPO SWOT SWOT 20 NPO 20 SWOT - 28 -
SWOT 21 () PPPPublic Private Partnership 130 80 50 20 50 20 () 8 VeoliaOndeoThames 8 () 13 () 14 () 21 2-29 -
2 () () () () () () () () () () - 30 -
PPP 20 SWOT SWOT SWOT - 31 -
SWOT (1) (2) SWOT () () () () () () () - 32 -
() () () () () () () SWOT - 33 -
SWOT BSC 22 SWOT 1. 2. 3. 4. 5. 6. 7. 8. Balanced Scorecard SWOT BSC SWOT 22 BSC 2001 (20032004-34 -
Critical Success FactorKey Performance Indicator SWOT 23 SWOT CS NPO SWOTBSC 23 SWOT DP - 35 -
BSC SWOT BSC SWOT Aristigueta, Maria Pilar. 1999. Managing for Results in State Government, CT: Quorum Books. Broom, Cheryle A. 1995. Performance-Based Government Models: Building a Track Record. Public Budgeting and Finance 15(4):3-17. Dodge, William R., and Douglas C. Eadie. 1982. Strategic Planning: An Approach to Lauching New Initiatives in an Era of Retrenchment. Management Information Service Report 14(9): 1-13. Eadie, Douglas C. 1983. Putting a Powerful Tool to Practical Use: The Application of Strategic Planning in the Public Sector. Public Administration Review 43(5): 447-53. Poister, Theodore H., and Gregory Streib. 1994. Municipal Management Tools from 1976 to 1993: An Overview and Update. Public Productivity and Management Review 18(2): 115-25. Poister, Theodore H., and Gregory Streib. 2005. Elements of Strategic Planning and Management in Municipal Government: Status after Two Decades. Public Administration Review 65(1): 45-56. Vinzant, Douglas H., and Janet Vinzant. 1996. Strategy and Organizational Capacity: Finding a Fit. Public Productivity and Management Review 20(2): 139-57. NPM Will Skill 2005 /INPM SWOT/CRM 2005 2002. (2004) () - 36 -
2 2004 3 (2001) (2003) http://www.pref.aomori.jp/koutyou/marketing/ - 37 -