Akinori Ogasawara is involved in the development of public-private partnership projects at the Business Produce Headquarters. In addition to planning, concept design, planning, and production, we have also taken on business operations, and have boldly worked on building unprecedented business schemes. Looking back on the major projects he has worked on so far, he talks about his thoughts on public-private partnership projects.
The Business Producing Headquarters is responsible for creating new business schemes for sustainable business operations that transcend the boundaries of existing business domains. In particular, the Public-Private Partnership Project Development Department is promoting efforts to formulate projects in collaboration with the public and private sectors and turn them into businesses. Ogasawara belongs to the PFI section. I am mainly in charge of public projects that utilize private funds and technology.
Ogasawara: PFI is an abbreviation for Private Finance Initiative, and is a method of designing, constructing, maintaining, and operating public facilities, etc., using private funds and know-how. Tentative name) Shizuoka City Ocean and Earth Comprehensive Museum Development and Operation Project". This is a new construction of a "comprehensive ocean and earth museum" that combines the functions of an aquarium and a museum in a corner of Shimizu Port in Shizuoka City. is participating for the first time as a representative company of the PFI business.
We are responsible for displays production and management. We have been working on the operation of public facilities since around 2001, but this is the first time that most of the operating costs are covered by admission fees. A major feature of this PFI project is that the private sector bears the revenue risk of operation.”
A special purpose company (SPC) is generally established to implement a PFI project. This time, together with the companies participating in the project, NOMURA has established "Shizuoka Marine Culture Network Co., Ltd." as a representative company, and Ogasawara is a director of the company.
Ogasawara: In a PFI business, a special purpose company (SPC) raises funds on its own and repays borrowings using service charges and entrance fee income from the city, or outsources operations to the operating companies that make up the SPC. NOMURA is a representative company, a shareholder, and at the same time a contractor that receives consignments.”
The business concept is “a campus for everyone connected to Suruga Bay”. Together with universities and national research institutes, we aim to create a facility that conveys the joy of exploring the connections between the global environment, the ocean, and people.
Ogasawara: “Like a university campus, learning and academics will be the axis, and the people who gather there will become the center of the city’s activity. We plan to conduct business activities with that concept. In cooperation with Tokai University, JAMSTEC (Japan Agency for Marine-Earth Science and Technology), and various other people involved in the ocean, we would like to promote projects such as research, exchange, creation, and dissemination, and build a base for marine culture through public-private unity. I think"
The goal of this project is not just the success of the facility itself. The ultimate goal is the realization of “Shimizu, an International Maritime Cultural City”.
Ogasawara: “This project is based on a redevelopment plan for the wharf area where the facility will be built. This facility is positioned as a leading project to restore the bustle of the town. Our biggest mission is to boost community development.”
▲ Tokyo Water Science Museum | The powerful “Mizuno Tabi Theater” surrounded by 4-screen images
Ogasawara said that he became interested in social education facilities like museums because his father was researching museums. After studying broadcasting technology at university, I wanted to be involved in a wider range of expressions, so I chose to work at NOMURA
After joining the company, I was assigned to the Cultural Environment Division, which I had hoped for. After being in charge of corporate museums, I was involved in the Water Science Museum of the Tokyo Metropolitan Government Bureau of Waterworks.
Ogasawara: I participated in a project to completely renovate the facility as a leader and was in charge of project management.At first, I was only undertaking normal displays work such as research, planning, concept design, design, and construction, but after that, the facility I had an opportunity to propose a scheme called comprehensive management outsourcing, which comprehensively outsources the management and operation of
At that time, there was no precedent for entrusting management operations under such a scheme. The challenge was how to secure incentives for business operators and how to demonstrate originality and ingenuity, even though it was a form of consignment work.
We had a hard time repeating the simulation many times, but as a result of planning events and public relations measures to be implemented in the operation work and proposing how to increase the number of customers at the facility, we were able to accept the contract. I was able to
For Ogasawara, this event will be a great source of inspiration for the promotion of subsequent projects.
Ogasawara “For example, I learned that I could get exposure even with a limited budget by planning an event related to Water Day, putting out a news release, and getting reporters to visit. We were able to make a difference, and I think it was very important that we were able to experience a series of processes for attracting customers that we hadn't put much effort into until then."
▲Hamamatsu Science Museum "Mirai-La" | Mirai-La Core, where the science show is held
After that, Ogasawara became the chief. I was put in charge of project management for large-scale cultural facilities, and one of the most challenging projects was Hamamatsu Science Museum Miraira.
Ogasawara: We were responsible for the design, construction, and operation of displays renovation of a large facility with schematic design floor area of over 6,000 square meters.
In the case of a facility run by a local government, it usually takes 10 years at the longest and 3 years at the shortest. Under such circumstances, as a designated manager, we also undertake management and operation work, so it was necessary to proceed with the operation plan and design work at the same time.”
At that time, it was the first time in the industry that we received a proposal based on the so-called DBO method (*), in which a private company receives a comprehensive order for design, construction, and operation in the field of educational facilities. Ogasawara, who leads the project, is faced with trial and error here as well, as there is no know-how within the company.
Ogasawara: When creating a museum, it is common for curators in charge of administration and management to first decide on the direction of the facility, and then we displays displays space based on that. Since the production was going on at the same time, even within the company, the management team and displays production team were handing over the initiative to each other, and the project was stagnating for a long time.
Therefore, I decided that I should oversee it from a position like a producer, and with the help of the general manager at the time, I set the overall concept. We put it into the software (operation) and hardware (displays production) teams and put together the project.
It's a common technique these days, but at that time, NOMURA had almost no precedent, so we were just trying to figure it out. It was necessary to consider a wide range of business areas in parallel while ensuring consistency.”
Ogasawara successfully led the design, construction and operation in a short period of about 17 months. He says that he felt a great response through this project, although he said that there are still points to reflect on.
Ogasawara: I believe that it is the charm of the people who run the facility that attracts visitors and leads to repeat visitors. With that in mind, we placed the show space, which is often built in a corner of the facility, right in the center of the Hamamatsu Science Museum, and designed it so that the stage could be seen from anywhere.
This kind of planning idea was born because the planners were involved from the design stage. I believe that we were able to create an displays space unique to the DBO method.”
*DBO method (Design, Build, Operate): A system in which the public sector raises funds and orders the design, construction, maintenance and management, and operation of the project from a private company.
At the forefront of public-private partnerships, Ogasawara has chosen to take operational risks willingly and has taken the lead in expanding the scope of its business. We will continue to maintain that stance.
Ogasawara: Currently, the contracting business in fields such as commerce and events is in an oligopoly state, and we are falling into price competition. I think we need to actively participate.
Nonetheless, as the declining population becomes a social problem, businesses that benefit only private businesses are unsustainable. I would like to improve the quality of our services by devising a monetization scheme in which both citizens and citizens can share risks and returns.
Especially in public works, precedents are emphasized. Since this is not a field in which we can expect large profits, our current goal is to first accumulate experience so that we can control risks well. I believe that by accumulating results in this way, we will be able to become an irreplaceable company.”
Until now, Ogasawara has demonstrated its presence in the area of public cultural facilities. He says that he would like to expand into the fields of education and child-rearing in the future, using the experience and knowledge he has cultivated there.
Ogasawara: As the number of dual-income households has increased, children are spending more and more time alone. I would also like to be involved in on-site reforms.
In addition, as parents go out to work, the local community is being diluted. We are currently trying to incorporate into the park business a system that allows parents to exchange information on holidays, and I would like to take the initiative in socially good initiatives to solve such social issues.”
For the benefit of the company to the benefit of customers and society—As we enter an era of public-private collaboration in urban space development, Ogasawara and NOMURA, which have been aiming to create better spaces and towns, have begun a new public-private partnership project. The page is about to be opened.
Joined NOMURA under the slogan of "total production of museums that Japan boasts to the world". Responsible for sales and PM of public cultural facilities. Since 2010, he has been involved in the operation management of a certain science museum in Tokyo. In 2022, he established a special purpose company for the aquarium PFI business and became a director of the company.
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