A study on how regional management organizations operate and utilize social educational facilities as their base facilities, community development by residents through small‐scale multifunctional self‐government

Abstract

The establishment of kominkan, a public institution for social education in Japan, was proposed by the Ministry of Education, Science, Sports and Culture (currently called the Ministry of Education, Culture, Sports, Science and Technology) in 1946. Since then, the establishment of kominkan has progressed rapidly throughout Japan. In the meantime, regional autonomy should be broadened to regional management autonomy. Since 2014, the government has promoted the establishment of regional management organizations (RMOs) that implement projects with business perspectives and approaches. According to a survey conducted by the Ministry of Internal Affairs and Communications (MIC), kominkan play a significant role in the establishment of RMOs. In this research, we investigated and quantitatively analyzed (1) the status of RMOs across Japan for which kominkan, etc., are involved in their establishment and operation and (2) some pioneering examples. In our quantitative analysis, a questionnaire survey was conducted among the RMOs in 255 municipalities to understand the status of the base facilities in the establishment of RMOs and to clarify the relationship of the RMOs with kominkan. In our qualitative analysis, on‐site or online hearing surveys were conducted among the RMOs in eight municipalities where many activities were carried out, according to the results of our quantitative analysis. The results of those surveys showed that local governments took the lead in establishing RMOs in many cases and that the largest number of activities was carried out at the initiative of local governments at the community centers that are former kominkan. The survey results also revealed that kominkan and the community centers that are former kominkan contribute significantly to the establishment of RMOs. Considering that the main players in community development are residents, the support from local governments to RMOs should be examined and designed to encourage the independence of residents. Social education administration may play a proactive role in achieving this goal. It is said that community development is human development. RMOs should therefore focus on human resources development as their key mission. This is why we believe that the establishment of RMOs based on kominkan activities will lead to resident‐led community development.