1. 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 ㎡

2. 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

3. 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

4. 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

5. 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.

6. 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

7. 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％

8. 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

9. 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

10. 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.

11. 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