Infrastructure, including public real estate and public facilities, is the foundation for people's safety and security, sustainable local communities, and economic growth. Our basic policy will continue to make the most use of public real estate and public facilities to resolve the concerns of the people in regions and give them hope for the future. Promoting public-private partnership projects that utilize a variety of private funds and know-how, including concessions projects, we would like to contribute to the provision of high-quality public services, the creation of business opportunities for the private sector, and the realization of regional revitalization.

While looking back on past efforts in facility management of public facilities by Okazaki City, we will consider future challenges.

What is the public facility management necessary to view public facilities as assets and to commit to municipal management? What are the activities to optimize public facilities through action and practice, rather than facility management that focuses only on planning and total volume reduction?

Japan's infrastructure was developed intensively during the period of high economic growth, and will be aging intensively in the future. Since the public investment budget has been drastically reduced, there are no financial resources available for renewal investment. The government has asked local governments throughout Japan to formulate comprehensive management plans for public facilities in order to effectively reduce the amount of infrastructure. However, so far, no significant reduction of infrastructure has been achieved. To solve these problems, I have created a standardized menu for reducing the quantity and cost of infrastructure while maintaining its functionality. One of the most important menu is public real estate（PRE）. As the population declines, surplus assets will be created, and PRE is a way to make effective use of them. In the case of schools, for example, considering that schools will be consolidated and turned into regional hubs in the future, 14,123 hub development projects will be created nationwide. At the same time, 13,641 projects to utilize closed school buildings will be created. The role of public real estate is to reduce the financial burden on these projects as much as possible by introducing the private sector.

New preparation guidelines （“Uniform Standards”） issued by the Ministry of Internal Affairs and Communications in 2014 strengthened the emphasis in local governmental accounting on the management and renewal of public real estate. This paper will summarize the purpose and outline of the current preparation guidelines and present specific ways to use governmental accounting within the “GRE Management Cycle”.

Ten years ago, various planning systems were established to deal with urban planning in an era of declining population. It was also a decade in which the ability of local governments, which were the main formulators of these plans, to create plans and realize projects became an issue. In this report, I review the changes in population over the past decade and consider the current status of the various planning systems and their future direction.

An overview of Japan's overall asset stock will be explained based on publicly available materials. In addition, we will analyze the financial status of countries, corporates, local governments, governments, etc. using their respective publicly available balance sheets, and explain their issues and asset strategies that should be selected in the future.

This paper describes the results of a questionnaire survey for local governments on public facility management and restructuring conducted in the author's project, and discusses the author's personal views on public facility management as public real estate.

In 2014, the formulation of comprehensive management plans for public facilities was launched as a measure against aging public facilities and many local governments are proceeding with planned management of public facilities. Now, 10 years have passed since the establishment of the planning system, we are facing the several problems and new initiatives for the strategic management of public real estates. In particular, not only dealing with the rapidly increasing demand for maintenance, management, and renewal, but also the new initiatives are required such as public-private partnership （PPP/PFI） for effective use of PRE （Public Real Estate）, the reorganization of public real estate through urban compactness. Therefore, I discuss the public real estate management system since the formulation of comprehensive management plans for public facilities and the prospect for the new public real estate management.

Currently, Public Real Estate Management is implemented by local governments to relocate public facilities. And the government encourages all municipalities to take action through the Comprehensive Management Plan for Public Facilities. However, these efforts are not sufficient considering the speed of population decline in the future. It has a lot to do with our collective decision-making mechanism.

We should carry out urban development in accordance with the three keywords of "compact city," "multifunctional compounding" "green, water, and open space" and the PRE strategy based on the optimal PPP business method.