Policy process management in the introduction of a new LRT system: a case study in Toyama, Japan

This paper analyzes a policy-making process and discusses the role of policy process management in the Toyama Light Rail Transit (LRT) introduction project. It classifies the process into four phases: the stakeholder behaviors, the main agenda, the framework recognized by the stakeholders, and the meetings in each phase. The policy process management of the Toyama City Council (TCC) is examined, and the factors that influenced the successful introduction of the LRT, from the viewpoint of policy management, are discussed. In summary, there are three factors involved: technology/topography, financial resources, and policy process management. Well-organized policy process management contributes to smooth consensus-building; in this case, the process manager made the best use of the technological/topographical and financial factors and consequently guided the stakeholders to a consensus. Finally, the lessons learned from the Toyama LRT case are discussed, including the following key factors, each of which influences the policy-making process: appropriate vision-setting and strong leadership, meeting management, viewpoint shift under certain constraints, the involvement of experts, and the framing arrangement vis-a-vis individual negotiation.