Government Facilities Facilities Managed by MLIT: １３ M ㎡ Joint Government Offices: ２. ４ M ㎡ 　　Others: 20.4M ㎡ Other Government Offices: １0.6 M ㎡ 　Total:　 89.9 M ㎡ National Schools: 23.1 M ㎡ 　Defence Facilities: 14.1 M ㎡ 　National Hospitals: 9.4 M ㎡ Post Offices: 9.9 M ㎡ This diagram illustrates the breakdown of the government facilities. Total area is about 90 Million Square Meters. Of which, about one seventh, 13 Million Square Meters of spaces, were constructed under direct supervision of the MLIT. National Schools, National Hospitals, Post Office Facilities, or Defence Facilities were built by respective government agencies. Others:　７６. ９M ㎡

Transition of Government Facility Stock Facilities surveyed by the MLIT Areas（x １０００ ㎡） ９.１８ M ㎡ １０.９２ M ㎡ １２.９８ M ㎡ As seen in this diagram, in the later half of the 1970s, most of the facilities were younger than 15 years old. As those facilities age, the ‘peak’ of the curve shifts gradually to the right. Ages

Future Projections for Government Facilities ＊Number of ‘older’ facilities is rapidly increasing Projections for stock facilities Below 10 yrs Above 10 years ４８％ Above 20 yrs １５％ If we maintain the current pace of facility renewal and repair, about half of the facilities will reach the 30 year mark in 10 years. Above 30 yrs

Background/Experience of Facility Managers Facility Managers responsible for maintenance do not have extensive experience. They are in need of Support Systems. Above 3 yrs Below 1 yr Technical １５％ 2～3 yrs １２％ Administrative １５％ ４１％ Who is managing this quickly aging government facility portfolio? Facilities owned by the Japanese government are managed by the staff people of respective government agency. In other words, they are managed by tenant facility management team, not by the organizations Involved in the construction process of those facilities. Although inspections and operation supervision for large facilities are handled by the outsourced building management companies, such works for the most of government facilities fall into responsibilities of administrative staff people, whose maintenance job experience is typically less than 2 years. Also, for most of those staff people, facility maintenance is just a part of their job description. Only few of them are full-time maintenance staff. ８５％ ３２％ １～２ｙｒｓ Job background of Facility Managers Maintenance job experience of Facility Managers

What do Facility Managers look for? Questionnaire : “What are the problems you face in the day-to-day maintenance activities?” According to the response to a questionnaire, the majority of the facility managers is challenged by insufficient knowledge, uneasiness about the capabilities for emergency response and so on.

Ratio of Operating Costs to the entire LCC Operating costs after construction add up to more than 80% of the entire LCC. Disposal Planning &Design ０．５％ ０．７％ Other O&M Construction ３．９％ １６．３％ ３０．３％ Operation Our experience shows that the total Life Cycle Cost of a building during its 60 year service life is 5 times larger than the initial costs. (planning, design and construction) Maintenance costs include inspection, operation of equipment, cleaning, security, plants management, utility, reception, etc. ３２．１％ Maintenance １５．７％ Repair& Improvement LCC of a mid-size office building

Building-related CO2 emission Building-related CO2 emission has a large impact on Global Warming CO2 emission during operation phase is especially large. Building-related CO2 emission Construction Phase ３６％ １１％ Operation Phase Others Others ２５％ One of the driving factors for considering the STM was the issues related to global environment. It is said that, within Japan’s total annual CO2 emission, building-related emission accounts for some 36%, 70% of which (25% of Japan’s total) is generated during building use. In order to achieve the reduction goal set for Japan at the COP3 (Kyoto Conference), these numbers need to be lowered, which in turn calls for an appropriate and efficient facility operations. ６４％ ６４％

Systems for Stock Management Technologies Evaluation & Improvement Planning Implementation Maintenance Planning & Implementation Systems Maintenance Information System MLIT Maintenance Guidance Other government agencies Work Implementation Work Evaluation Planning In the Chapter 2, the systems for stock management technologies are examined. In order to implement optimal facility maintenance, we needed to address the issues described in Chapter 1., and came up with the following 3 measures: ①In addition to conventional approach of building a maintenance plan for each year, a long-term maintenance planning/implementation systems need to be developed. ②An effective, priority-based capital investment methodology and facility operation/management methodology need to be developed. ③In order to improve the day-to-day maintenance and management works, a maintenance information system and a series of technical standards which provide support for facility managers need to be developed. These concepts and measures are illustrated in the system diagram above. The vertical axes are organized according to the flow of the maintenance work, and from the left to the right, work phases are described - maintenance planning, work implementation and work evaluation. The results of evaluation would be fed back to the next planning phase.　 The horizontal axes are organized by the parties involved in the maintenance activities: from the top to the bottom, parties such as the Facility Management & Maintenance Planning Office of the MLIT or the 地方整備局の保全担当 who provide administrative guidance on maintenance activities, facility managers/operators of other government agencies who are responsible for the actual maintenance of their facilities, and the contractors who will handle field works such as the inspection, maintenance, cleaning, and so on. Contractors Implementation of contract works Maintenance Technology Systems

Performance Standards and Evaluation Methodologies Key evaluation items for facility performance ＝Key management items Safety Earthquake-resistance Energy/Resource Saving Indoor Environment Barrier-free Usage Costs Safety Environment In order to maintain optimal function of facilities and use them effectively, we need to identify the estrangement between their originally intended performance levels and the actual performance Levels. Then, we need to develop an optimal maintenance plan toward the improvement of facilities and implement repairs or renovations. In order to meet all these requirements, we need to establish performance standards and develop evaluation methodologies. There are various performance levels for facilities, including the ones examined in the planning and designing phases. In this case, we decided to concentrate on the ones in the operation phase, and identified 3 important areas – safety, environment and quality. Then we have identified 7 key management items. ‘Safety’ includes both safety and earthquake resistance. The former includes exfoliation of external walls, removal of asbestos, treatment of PCB, disaster prevention, fire prevention, etc. The latter Includes earthquake resistance diagnosis, implementation of seismic upgrading, etc. 　 ‘Environment’ includes energy/resource saving measures – reduction of utility costs, reduction of waste materials, etc.　 ‘Quality’ is looked at from functional perspectives, which includes indoor environmental factors such as daylight, heat, air, and hygiene; degree of barrier-free, space use density, user satisfaction, accessibility, ease of use, and reduction of maintenance/management costs.　 Function Quality Costs

Management of Facility Management Activities Facility Managers Management of Facility Management Activities Overall Coordination Operation/ Surveillance Inspection/Maintenance Cleaning Plants Management Repairs This diagram illustrates our approach toward facility management activities. In the management of facility management activities, we look at the ‘cross-section’ of maintenance activities. Maintaining a neutral position, we manage/analyze the maintenance Information, and provide facility managers with the supports which will help them manage their facilities and construction works properly. We also provide an overall coordination of management activities conducted by outsourced contractors.

Evaluation of Maintenance Works Evaluation Flow Commissioning & Current State Verification Client Commencement of works Contractor Self-inspection Hearing-inspection Completion of works This diagram shows the work evaluation flow. An emphasis is put on the self-inspection conducted by the contractor. Completion inspection & overall evaluation