Incorporating the Wisdom and Intelligence of into Policymaking: Case Studies on Random Selection-based Citizen Panels in Tokyo-Area Municipalities

Abstract

Japanese municipalities have developed multi-layered channels for incorporating the “common-sense knowledge of citizens” into their policy, especially since the end of the 1960s. In the 21st century, an approach that is rapidly spreading is to select citizens through random sampling of the resident register and invite them to examine and review municipal government plans and projects. These developments are in line with the global trend toward expanding deliberative minipublics.

In this study, we explored the issue of poolicymaking and citizen knowledge,” investigating the receptivity and response of municipal departments to citizens’ recommendations through participatory observation in the following random selection-based citizen panels: 1) priority assessment of the city’s public facility construction plans with randomly selected citizens in Wako, Saitama Prefecture, 2) priority screening (review and prioritization) of municipal programs with randomly selected citizens, academics, and other city officials in Wako, 3) examination of several projects scheduled in the municipal action plan with randomly selected citizens at a citizen’s deliberation meeting in Shinjuku Ward, Tokyo Metropolis, and 4) evaluation of the city’s business performance with randomly selected citizens, association-nominated citizens, and city employees in Saitama City, Saitama Prefecture. Each panel had different organizational structures and deliberation processes, and the projects they handled differed in terms of issue salience.

The results of this comparative case study revealed that random selection-based citizen panels have a positive effect on bureaucracy’s policy learning. However, we also found that the policy norms of the bureaucracy and the policy directives issued by the mayor to the bureaucracy constrain how much learning can occur from the citizens’ recommendations and limit the changes to projects carried out by the municipal bureaucracy. These constraints imply that the elected mayor, the administrative reform section that hosts the panels, and the department whose projects the panel examines need to come to a mutual understanding regarding the purpose of citizen reviews.

Therefore, it is crucial to design deliberation procedures that provide rich information resources to encourage “learning-based correction” by the bureaucracy. Making it easier to understand the rationale and procedures involved in evaluations and setting up mechanisms to improve commitment by the bureaucracy should also promote spontaneous improvements by the bureaucracy