September 2019

Hamamatsu Voluntary Local Review Report“Hamamatsu, a creative city built on civil collaboration,
shining into the future”

2019Hamamatsu Voluntary Local Review 2019©2019 Hamamatsu City and Institute for Global Environmental Strategies (IGES)
All photos are provided by Hamamatsu City.
All copyrights are reserved.
The source must be clearly stated when this publication is cited, reproduced or transmitted in any form or by anymeans.
Published in September 2019
Hamamatsu City and Institute for Global Environmental Institute (IGES)

Hamamatsu Voluntary Local Review 2019
“Hamamatsu, a creative city built on civil collaboration,
shining into the future”

Message from the Mayor of Hamamatsu

Hamamatsu has a range of diverse environments, from urban areas to the countryside andmountainous areas. Also, as the daylight hours are the longest in the country, the area is blessed withmany agricultural and natural resources. We are very proud of this wonderful environment and climate.
Hamamatsu serves as a base for many world class businesses such as Suzuki, Yamaha, Kawai,
Hamamatsu Photonics, Roland and FCC, and has been rapidly progressing as a manufacturing city byboldly taking on new challenges.
Our vision for Hamamatsu is to build a “Creative City” and “Bright Future” supported by our citizens.
Through backcasting methods, we pursue policies that are in line with the SDGs to create a harmonious
balance between the economy, society, and the environment. Among others, we have been focusing on
three distinctive areas.
First is “forestry”. We have developed various policies to create a circular society connected to forests
with sustainable forestry businesses and management practices, in line with the concept of “co-creating
valuable forests” and the FSC International Forestry Standards Certification. We are also aiming to
improve the lifestyles of citizens involved with the forests.
Second is “renewable energy”. We are aiming for the realisation of a resilient and low-carbon society
with a reliable energy supply, leveraging the unique characteristic of our region, the long daylight hours,
and our city currently holds top ranking positions in Japan for solar energy generation.
Third, we aim to increase “intercultural initiatives”. As the city with the highest Brazilian populationin Japan, we have made it our key policy to raise and support the next generation, and to encourageschool attendance rates and lower truancy. Hamamatsu is also a member of United Cities andLocal Governments (UCLG), and the Intercultural Cities Programme by the Council of Europe, and iscollaborating with various cities overseas to work toward the goal of interculturalism.
In June 2018, Hamamatsu was selected as a “SDGs Future City” by the Japanese government. This isbecause the work that Hamamatsu had done towards the realisation of the SDGs was highly valued by
the national government.
We drew up the “Hamamatsu Voluntary Local Review 2019” together with the Institute for Global
Environmental Strategies (IGES) with the aim of disseminating Hamamatsu City’s efforts to achieve theSDGs throughout Japan and around the world. This report illustrates Hamamatsu City’s basic ideas andgoals for achieving the SDGs and collaboration with various stakeholders to promote sustainable urban
management through civil collaboration.
Hamamatsu’s strengths are its rich environment, positive attitude, and its diverse and cooperative
society. We will continue to work toward the realisation of the SDGs by collaborating with diverse
stakeholders and fully utilising the regional resources which we are proud of.
September 2019

Suzuki Yasutomo, Mayor, Hamamatsu City

Message from the President of IGES

It is an honour beyond my expectations that the Hamamatsu Voluntary Local Review 2019, a
collaborative effort between Hamamatsu City and the Institute for Global Environmental Strategies (IGES),
is being released on the occasion of the SDG Summit 2019.
Hamamatsu is a large city with a population of 800,000, with a wide variety of natural, socio-economic
features including urban, rural, and hilly and mountainous areas. This diversity can be a challenge whenproviding administrative services and carrying out urban development, but Hamamatsu takes advantageof this diversity and promotes sustainable and autonomous urban development. Hamamatsu City is also
well known as a city to promote an intercultural society.
In 2015, the same year of adoption of the SDGs, Hamamatsu defined its future visions for the next 30
years in its comprehensive plan, the city’s top-level government plan. The comprehensive plan and its
promotion plan and individual project under the plan are now linked with the SDGs. In 2018, Hamamatsu
was selected as a “SDGs Future City” by the Japanese government and recognized as an advanced cityfor SDG implementation. In addition, Hamamatsu is actively engaged in realisation of Regional Circularand Ecological Sphere, as detailed in Japan’s “Fifth Basic Environment Plan” in line with localisation of
the SDGs. Accordingly, Hamamatsu is one of the leading cities in sustainable city planning. As an only
Japanese member of the United Cities and Local Governments (UCLG), Hamamatsu is also active ininternational community.
This is the voluntary local review of Hamamatsu City, following the format of the United Nations
Handbook for preparation of Voluntary National Reviews (VNRs) where possible, and it illustrates actions
taken by Hamamatsu for sustainable development and achievement of the SDGs. Since the High Level
Political Forum on Sustainable Development in 2018, the momentum on the VLR has been increasing andI expect that the Hamamatsu’s VLR helps the acceleration of efforts by local and regional governments
not only in Japan but also in the rest of the world.
IGES launched “VLR Lab” an on-line platform of the VLR in March 2019 in partnership with UCLG
Asia and the Pacific, and disseminates information on SDG localisation efforts by local and regional
governments through the Lab. Going forward, IGES will continue its efforts to contribute to a sustainable
future by sharing information and experiences of SDG localization and by making sure that IGES researchoutcomes on the SDGs reach all parts of Asia and the international community.
September 2019

Kazuhiko Takeuchi
President, Institute for Global Environmental Strategies (IGES)

Message on the Publication of the Hamamatsu VLR 2019

It was in 2018 when Voluntary Local Review (VLR) was first presented by Kitakyushu City, Shimokawa
Town, Toyama City, and New York City at the High-Level Political Forum. I was pleased to participate in
the launching in New York. At the 6th Asia-Pacific Forum on Sustainable Development in March 2019 in
Bangkok, the Online VLR Lab was launched and now showcases a total of eleven (11) VLRs from acrossthe world.
The increasing number of local governments undertaking VLR is promising. This process complements
the Voluntary National Review carried out by national governments. At the same time, it serves as
an expression of the commitment and effort made by cities and local governments to achieve thesustainable development goals. The VLRs help local governments integrate the SDGs in their local plans
and actions and monitor the implementation.
UCLG ASPAC has been implementing the SDG localisation as we are aware that more than sixty
percent of its targets are related to local actions. Therefore, the role of cities and local governments inachieving the SDGs is crucial and engaging them in the national process is a must.
I would like to congratulate Hamamatsu City, an active member of UCLG ASPAC, with support from theInstitute for Global Environmental Strategies (IGES) and the Government of Japan, for completing theHamamatsu Voluntary Local Review 2019. This report shows what empowered local governments canachieve given a good enabling environment provided by national government. The strong political will
and leadership of Mayor Suzuki Yasutomo were instrumental to this remarkable accomplishment. We
welcome this report and hope that it inspires more local governments to join the emerging movement
on VLR and subsequently leave no one and no place behind.
September 2019

Bernadia Irawati Tjandradewi
Secretary General
United Cities and Local Governments Asia PacificHamamatsu Voluntary Local Review 2019

“Hamamatsu, a creative city built on civil collaboration, shining into the future”

Table of Contents

Summary................................................................................................................................................................2

Introduction..........................................................................................................................................................6
Preparation of This Report.................................................................................................................................. 7

Policies and Enabling Environment...................................................................................................................8
Creating Ownership for the Sustainable Development Goals................................................................................... 8
Consistency with National Policies and Incorporation the SDGs into Local Policy Framework.................10
Integration of Economic, Social and Environmental Aspects...................................................................................12
No One Left Behind: Actions for an Intercultural Society..........................................................................................14
Governance....................................................................................................................................................................................16

Structural Challenges........................................................................................................................................ 17
Goals and Targets............................................................................................................................................... 18

Measures and Means of Implementation......................................................................................................38

Conclusion: Looking Towards the Future....................................................................................................... 41

Summary
Hamamatsu City is a government ordinancedesignated city, located between Tokyo and Osakaalong the Pacific coast, with an area of 1,558km2
and a population of about 800,000. The populationof the city is on a downward trend from its peakin 2008. It is projected that the population trend
will continue and the aging ratio (27% as of 2018)
will increase. One of the features with regard to
population in Hamamatsu is the number of foreign
nationals, which accounts for 3% of the total
population, 1% higher than the national average.
As a result of the merger of 12 local municipalities
in July 2005, Hamamatsu became the second largest
municipal area nationwide with a diverse natural and social environment that includes urban, rural,
mountainous and hilly areas. For this reason, it is referred to as a government ordinance-designatedcity that is a model of Japan in miniature. With rich forest and fishery resources, primary industry is
thriving in Hamamatsu. In addition, the city is famous for manufacturing, and is the location of large
corporations that are active on the global stage, such as Suzuki, Yamaha, Kawai, Hamamatsu Photonics,
Roland, and FCC. Not only large companies but also small and medium enterprises (SMEs) and venturecompanies are also active. The higher ratio of primary and secondary industries compared to othergovernment-ordinance designated cities in Japan is one of the characteristics of Hamamatsu.
<Challenges>
Hamamatsu City faces various challenges including the administrative costs to maintain andupgrade municipal services covering large administrative area, independence of underpopulated areas,
administrative services that can meet to socio-economic environment and social needs that changes
according to the population decline, low birthrate and progressive aging society, and co-existence withforeign residents. Against the background of the nuclear disaster as a result of the Great East Japan
Earthquake and the subsequent deregulation of the electric power industry, Hamamatsu is also facing
the need to put measures in place to continue to secure a stable supply of energy and to protect
people’s lives and livelihoods against natural disasters (disaster prevention and mitigation).
<Localisation and mainstreaming of the SDGs in Hamamatsu City>
To tackle with a lot of local challenges, Hamamatsu City is managing city administration in
partnership with various local stakeholders and by leveraging municipal budgets and local resources
effectively. The Hamamatsu City Comprehensive Plan, the 30-year plan from 2015 is integrated withthe principles of the SDGs, and therefore the city is promoting the SDGs implementation through theimplementation of the comprehensive plan.
The comprehensive plan of the city was drawn up using backcasting techniques. The comprehensive
plan includes 12 vision-points for the desirable future of city called the “One Dozen Futures” and setsout comprehensive policies to achieve the vision. In the process of making the comprehensive plan,"the Hamamatsu Future Design Council" composed of experts and citizens having different backgrounds
was established to review and discuss the plan. In addition to the discussion at the Council, the cityinterviewed citizens to hear and reflect more voices from citizens.
2

after30 years

Vision of Hamamatsu (Basic Concept)
a creative city built on
Vision of the City “Hamamatsu,
civil collaboration, shining into the future”

Creative City, Partnership with Citizens, Human Capacity Development

The First Promotion Plan for the Vision of Hamamatsu (Basic Plan)

Connect

ChangeWork

Accomplish

NurtureMutual Support

Mutual Respect

Connect

Circulate

Use

Raise

CreateOne Dozen Futures (ideal points)

10

year-plan● Ideas of Urban Managemet
1 Local capacity to be strengthened

4

Independent and self-suﬃcient citythat can cope with unforeseen incidents

2 Sustainable city development

5

Connecting with other regions,connecting with the world

through partnership with citizens

3 Creative city providing

new experiences● Basic concept of city development“Compact and lively city development”

Sectoral Plans

industry
andeconomychildrearing
andeducation

safety,security
andcomfortenvironment
andenergyhealthandwelfarecultureandlifelong
learning

local
government
and
urban
management

Hamamatsu City Strategic Plan (annual plan)
Structure of Hamamatsu CIty Comprehensive Plan

In the comprehensive plan, the First Promotion Plan for the Vision of Hamamatsu (Basic Plan) was
formulated with a planning period of 10 years from 2015 to 2024. Under the First Promotion Plan,
indicators and targets have been set in seven sectoral areas: industry and economy; childrearing andeducation; safety, security and comfort; environment and energy; health and welfare; culture andlifelong learning; and local government and urban management. These indicators and targets are closely
related to the objectives of the SDGs and Hamamatsu City promote the SDGs through implementationof the First Promotion Plan. In addition, when the “Hamamatsu City Strategic Plan”, an annual
implementation plan under the comprehensive plan and “policy and project sheets” that describe moredetail project plan are formulated, line departments are requested to indicate relevant goals and targetsof the SDGs in addition to information on budget and department and sections in charge.
3

Hamamatsu City was selected as a SDGs Future City in 2018 by the Japanese government and also as
one of the activity groups to build a local platform for realising the concept of a Regional Circular andEcological Sphere (R-CES) that included in the government’s Fifth Basic Environment Plan. Hamamatsu’s
actions are linking with the Japanese government policies to promote the SDGs and sustainable city
development as such.
The SDGs Future City Plan, an action plan of Hamamatsu City as a SDGs Future City set three pillars ofactions related to the economy, society and environment as explained below. The city will implement
the plan by linking these three dimensions of sustainable development (economy, society andenvironment) effectively and also by involving various stakeholders.
Economy: Promote initiatives making use of local resources and utilizing the characteristics of
a diverse city as a “microcosm of Japan”
Strengthen the resilience of the city and the “6th industrialisation”* of Tenryu Forest by maximising
the use of renewable energy and promoting self-sufficiency in energy.
*6th industrialisation: Primary industries (generally production) + secondary industries (processing) + tertiary industries(distribution/sales)

Society: Work to create a multicultural society focusing on development and support for
the next generation
Promote “Hamamatsu Model” for a “zero out-of-school rate” (or a 100% enrolment rate) of foreign
children and promotion of the enrolment of children of foreign residents, as well a Career Support
Project for Youths with Roots Abroad after they are too old to be in school, etc.

Environment: Promote sustainable forest management and improve Hamamatsu’s model ofgreen resilience that supports a balance between forest conservation and industrial
development.
Expand FSC forest certified areas with cooperation between the public and private sectors,
develop forestry and timber into growth industries, provide support for expenses related to forest andenvironmental conservation, develop green infrastructure, etc.

<Governance>
Since SDG localisation is closely linked with policies in the context of regional revitalisation,
Hamamatsu City Regional Revitalisation Promotion Headquarters, a body that manages the progressof the Hamamatsu “Yaramaika” (“Can-do Spirit”) Comprehensive Strategy (planning period: 2015-2019),
formulated based on the national Act on Overcoming the Population Decline and Vitalizing Local
Economy is responsible for promoting the SDGs. The headquarters is headed by the mayor withall departments in city hall cooperating and taking part. checks and verifies the progress and theachievements and provide advice. Review and guidance are provided by the Hamamatsu City “Yaramaika”
4Comprehensive Strategy Promotion Council, which is made up of experts and individuals representing
various sectors including local industry, government, academia, financial institutions, labour
organisations, media, and law.
<Partnership>
The Hamamatsu City SDGs Promotional Platform was established in order to implement and entrench
the SDGs into every aspect of society in May 2019. As of September 2019, the platform has more than
120 private companies, organisations, and individuals. The “SDGs Future City Hamamatsu Partnership
Symposium” was held on 27 August 2019 featuring panel discussions on the different roles of
stakeholders under the theme of “civil collaboration” and information was disseminated and exchanged
through panels and booth exhibits. Hamamatsu City also concluded mutual agreements of collaboration
with private sector and universities has been promoted with aim to promote the SDGs. NPOs and othergroups and individuals in the city area are also active in implementing awareness-raising activities. It is
expected to further promote awareness on the SDGs and also enhance local SDG actions through these
activities.
In addition, Hamamatsu City is tackling with local challenges and also to contribute global challenges,
in partnership with neighbouring local governments through the San-En Nanshin Area Relationship
Vision Progressive Conference (SENA) and international network including the United Cities and Local
Governments (UCLG).

SDGs Future City Hamamatsu Partnership Symposium (August 2019)<A way forward>
To build a “Creative City” and “Bright Future” in Hamamatsu’s vision, the city has been promoting
various policies and measures. By making the best use of its inherent strengths which lie in its richenvironment described as a microcosm of Japan, its bold and challenging spirit, and diversely integrated
and cooperative society, and rich local resources that Hamamatsu is proud of, Hamamatsu City has beenworking for achieving the SDGs. Hamamatsu City believes that action for the SDGs is also contributing
to the realisation of the Hamamatsu’s vision and also promoting sustainable management of the city.
This voluntary local review report of Hamamatsu illustrates Hamamatsu City’s basic ideas andactions for achieving the SDGs. By disseminating and sharing this report, Hamamatsu City expects tocontribute to promotion of the SDGs not only in Japan but also to the rest of the world. Hamamatsu
City continues sharing its experience through the domestic and international networks that the city
participates in.

5Hamamatsu Voluntary Local Review 2019

“Hamamatsu, a creative city built on civil collaboration, shining into the future”

Introduction

Hamamatsu City is a government ordinancedesignated city located between Tokyo and Osakaalong the Pacific coast, with an area of 1,558km2
and a population of about 800,000. As a result of
the merger of 12 local municipalities in July 2005,
Hamamatsu became the second largest municipal
area nationwide with a diverse natural and social
environment that includes urban, rural, mountainousand hilly areas. For this reason, it is referred to as
a government ordinance-designated city that is amodel of Japan in miniature. It differs from otherordinance-designated cities in that it is a city thathas been developed through the power of industry
although it is neither a prefectural capital nor oneof the three major metropolitan areas.

Figure 1. Location of Hamamatsu City

Forests in the Tenryu River basin cover approximately 70% of the city area. Hamamatsu City’s primaryindustry is thriving compared with other ordinance-designated cities, with a forestry industry taking
advantage of rich natural resources, an agricultural industry that harnesses the area’s warm climate,
and a fishery industry in the Sea of Enshu, Lake Hamana and the Tenryu River. Starting with cotton
textiles and lumber in the Edo period, Hamamatsu is also a manufacturing city with a diverse range ofindustries, including transportation equipment, musical instruments, optics and electronic technologies
that have emerged as a result of constant innovation by brilliant entrepreneurs and researchers. Bothlarge corporations that are active on the global stage, such as Suzuki, Yamaha, Kawai, Hamamatsu
Photonics, Roland and FCC, and small- and medium-sized enterprises (SMEs) and venture companies,
have located their operations here, building upon the city’s enterprising “can-do spirit”. Against thisbackdrop, Hamamatsu primary industry accounts for 3.9% of the city’s gross production, almost thesame as the national average of 4%. The secondary industry accounted for 33.5%, exceeding the national
average of 23.7%. These figures are higher than those of other ordinance-designated cities and give an
indication of how different the industrial structure of Hamamatsu City is from other major Japanesecities.
Since peaking in 2008, Hamamatsu City’s population has been on a downward slide and is expected tocontinue along this vein. The population is expected to continue to age (the aging ratio as of 1 October
2018 is approximately 27%). Hamamatsu’s thriving economic environment has attracted a number offoreign nationals to the city who now make up about 3% of the total population (in contrast to 2% at
the national level ). Over 80% are long-term residents, including permanent residents. Foreign residents
living in the region are a significant force of support to the local economy and are important partners inpromoting the development of the city.

6

40.0
800,000

38.0
36.0

600,000

34.0

500,000

32.0
30.0

400,000

28.0

300,000

Aging ra�o (%)

Popula�on (Persons)

700,000

26.0
200,000

24.0

100,000
0

22.0
2010

2015

Age 0–14

2020

Age 15– 64

2025

Year

Age 65–74

2030

2035

2040

Age 75 and overFigure 2. Population Projection of Hamamatsu City

2045

20.0

Aging ra�o(Source: Hamamatsu City “Projection of Population in Hamamatsu City (March 2013)”)

Local Challenges
Hamamatsu City is confronting the same local challenges that many municipalities in Japan are
experiencing, such as rising expenses for maintenance and updating local administrative services
because of the city’s vast area, self-sustainability of depopulated areas, and methods of providing
administrative services in response to the socio-economic environment and needs that are changing
as a result of declining populations, low birth rates, and aging, and co-existing with foreign residents.
Against the background of the nuclear disaster as a result of the Great East Japan Earthquake and thesubsequent deregulation of the electric power industry, Hamamatsu is also facing the need to put
measures in place to continue to secure a stable supply of energy and to protect people’s lives andlivelihoods against natural disasters.
In the face of these many challenges, Hamamatsu City is effectively combining administrative andlocal resources and promoting urban management in cooperation with various local stakeholders
towards its goal of the sustainable development of the region. Hamamatsu City’s 30-year comprehensive
plan, which was formulated in 2015, specifies integrated policies to achieve 12 visions for the future
called the “One Dozen Futures” which were drawn up using backcasting techniques. This comprehensive
plan is aligned with the principles of the SDGs. Therefore, Hamamatsu City is implementing andverifying this comprehensive plan by linking with the SDGs.

Preparation of This Report

This “Hamamatsu Voluntary Local Review 2019” is a collaborative effort between Hamamatsu City andthe Institute for Global Environmental Strategies (IGES), which have a cooperative relationship in areas
such as sustainable urban development and Regional Circular and Ecological Spheres (Regional CES). The
information in this report has been compiled by IGES researcher through interviews with city officials
and other stakeholders, such as NPOs and companies. The report itself has been created together with
Hamamatsu City.

7

Policies and Enabling Environment■ Creating Ownership for the Sustainable Development Goals

With a target year of 2045, Hamamatsu City’s comprehensive plan which aligns the goals of the citywith the SDGs, incorporates backcasting methods that take current challenges and solutions based on
Hamamatsu’s ideals into account. During the review process, the Hamamatsu Future Design Council,
chaired by the mayor, was established as a space where discussions could be carried out with thecouncil’s 22 members which included experts from various positions in universities, companies andNPOs that were active in the city, as well as committee members, including students, who applied to
be on the council through an open recruitment process. Between September 2013 and October 2014,
the council met seven times and was the site of intense discussions. Prior to these meetings, citizens
that were active in various fields such as industry, welfare, medical care, urban planning and education
were selected based on gender, age, residential area and other demographic features, and interviewed
to reflect more people’s ideas in the comprehensive plan. During the interviews, the city asked them
about their dreams and expectations of Hamamatsu 30 years into the future and requested proposals
to the government. The results of these interviews shaped discussions at the Hamamatsu Future Design
Council and working groups within city hall. Public comments were also taken on the comprehensive
plan. By securing such opportunities for the public to participate, Hamamatsu City was able to reflect
the ideas and opinions of more residents in the comprehensive plan and foster a sense of public
ownership through this process.
In May 2019, the city established the “Hamamatsu SDG Promotion Platform” to promote a wide rangeof activities by companies, organisations and individuals to achieve the SDGs. As a space to interact withmembers who are engaged or interested in activities related to the SDGs and exchange information,
the platform plans to build partnerships by matching members, organise lectures by experts and holdstudy sessions by members. As of September 2019, the platform has more than 120 members, including
private companies, organisations, and 27 individuals. The city organised “SDGs Future City Hamamatsu
Partnership Symposium” on 27 August 2019 featuring panel discussions on the different roles of
stakeholders under the theme of “civil collaboration” and information was disseminated and exchanged
through panels and booth exhibits.

SDGs Future City Hamamatsu Partnership Symposium (August 2019)8

Local NPOs and individuals have also been promoting awareness raising activities on the SDGs in thecity (Box 1).
It is also important for local government officials to deepen their understanding of the SDGs tomainstream the goals in policies and policy measures, and then to promote SDG actions. Hamamatsu
City hosted lectures by outside experts on the theme of “expectations for regional revitalisation throughthe SDGs Future Cities” that was organised by the Tokai Cities Cooperation Council, comprising 10 cities
in the Tokai region on 20 December 2018, Hamamatsu City is also engaged in activities to improve its
employees’ level of understanding of the SDGs. In January 2019, a lecture was held on the theme of theenvironment. In February, workshops were held on the themes of civil collaboration through the SDGs
and based on partnership agreements with companies.

Box 1. Awareness-raising activities on the SDGs by stakeholders in the region
Companies, NPOs and other groups and individuals in the city area are implementing awareness-raising
activities and exchanging ideas on spreading the SDGs and initiatives for a sustainable society.
•7 September 2019: A “Partnership Meeting” was hosted by the Hamamatsu Civil Collaboration Centre

with booth displays by about 40 organisations, including NPOs, companies and the local government.
Participating organisations aimed to build networks that crossed sectors and professions using the SDGs
as the common language.

•

27 July 2019: The “Talk with City Council Members: NPO Roundtable 2019 ~SDGs x Hamamatsu City” washosted by the Association of labourers' Welfare Fund of Shizuoka Prefecture and run by N-Pocket, alocal NPO in Hamamatsu. About 50 people attended, including city council members from Hamamatsu,

civil society groups, the local government, and university and high school students, and it was a good
opportunity to share local needs and challenges.
•

7 July 2019: An introductory course to the SDGs, “For a Sustainable Future: Understanding and using theSDGs”, was organised by the Association of Labourer’ Welfare Fund of Shizuoka Prefecture and N-Pocket,

a local NPO in Hamamatsu. About 40 people, including civic groups and teachers, came together to think
about the SDGs through this workshop.
•

18 March 2019: The “’SDGs de Regional Revitalisation’” Card Game Training Session” was held by a localgroup called “Will & Wheel 17Lab” to help people learn and think about the SDGs while having fun.
About 40 people attended, including local government officials and companies.

•

13 March 2019: The Hamamatsu Civil Collaboration Centre organised the “Hamamatsu City Corporate CSR
Symposium” with the participation of about 60 people, including company managers and staff in chargeof CSR (corporate social contribution) activities, who introduced activities and shared challenges.

•

Hamamatsu Iwata Shinkin Bank established an SDGs Promotion Department in January 2019 to launch

policies to support SDGs-related activities by business partners. The bank is working on promotional

activities, including explanations and lectures on the SDGs at the request of its customers and local

schools. The bank has also concluded comprehensive collaborative agreements on the SDGs with
Mitsui Sumitomo Insurance Company to promote the sustainable growth of its business partners andrevitalise the local economy.

9■ Consistency with National Policies and Incorporation the SDGs into Local Policy
Framework
Consistency with national policies promoting the SDGs

The Government of Japan established the Sustainable Development Goals (SDGs) Promotion
Headquarters, chaired by the Prime Minister and with the participation of all Ministers of State, in order
to comprehensively and effectively promote measures related to the SDGs in close coordination withrelated ministries, agencies and organisations. Included as one of three pillars in the SDGs Action Plans
for 2018 and 2019 formulated each year by the Promotion Headquarters is the “realisation of regional
revitalisation and resilient, environmentally-friendly and attractive city planning driven by the SDGs”
that recommends activities be implemented taking local characteristics into account.
As one of the measures to promote theimplementation of the SDGs, the Japanese
government supports the activities of local
governments and promotes information-sharing
between municipalities. This support is provided
through the SDGs Future City and Local Government
Model Projects initiatives aimed at backing theimplementation of the SDGs by local governments
and promoting the sharing of best practices.
Hamamatsu City was selected as an SDGs Future
City in 2018 in recognition of its efforts in forestry,
energy and diversity.

Selected as a SDGs Future City in 2018

In addition, Hamamatsu City was selected as one of the activity groups to build a local platform
for realising the concept of a Regional Circular and Ecological Sphere (R-CES) that included in thegovernment’s 5th Basic Environment Plan. Hamamatsu is involved in creating a decentraised system topromote the local production of energy for local comsuption by using the local forest resouces of thecity.
Box 2, Regional Circular and Ecological Sphere (R-CES)The Regional Circular and Ecological Sphere (R-CES) is a concept that has been incorporated into thegovernment’s 5th Basic Environment Plan where each region aims to maximise the vitality of the region bymaking the most of local resources, such as the beautiful natural scenery in each location, while also forming

a self-sufficient and decentralized society, and supplementing and supporting resources according to thecharacteristics of each region.

Incorporating the SDGs in local policy framework

In 2014, Hamamatsu City formulated a comprehensive 30-year plan for the city (2015-2044). This
comprehensive plan included Hamamatsu’s future vision of “a creative city built on civil collaboration,
shining into the future” and illustrated vision-points or future ideals of the city entitled “One Dozen
Futures”. This comprehensive plan is aligned with the principles of the SDGs, such as approaches
to integrate the economy, society and environment, collaboration between diverse stakeholders,and creating a society acknowledged and supported by all for no one left behind. In addition, thecomprehensive plan was formulated the same approach as the SDGs, i.e. backcasting approach in which
the desirable “future” that can be felt emphatically throughout all generations was drawn first and thenpolicies and plans were developed to achieve the future.

10

In the comprehensive plan, the First Promotion Plan for the Vision of Hamamatsu (Basic Plan) was
formulated with a planning period of 10 years from 2015 to 2024. Under the First Promotion Plan,
indicators and targets have been set in seven sectoral areas: industry and economy; childrearing andeducation; safety, security and comfort; environment and energy; health and welfare; culture andlifelong learning; and local government and urban management. These indicators and targets are closely
related to the objectives of the SDGs and Hamamatsu City promote the SDGs through implementationof the First Promotion Plan. In addition, when the Hamamatsu City Strategic Plan, an annual
implementation plan under the comprehensive plan and “policy and project sheets” that describe moredetail project plan are formulated, line departments are requested to indicate the goals and targets of
the SDGs in addition to information on budget and department and sections in charge.
after

30 years

Vision of Hamamatsu (Basic Concept)
a creative city built on
Vision of the City “Hamamatsu,
civil collaboration, shining into the future”

Creative City, Partnership with Citizens, Human Capacity Development

The First Promotion Plan for the Vision of Hamamatsu (Basic Plan)

Connect

ChangeWork

Accomplish

NurtureMutual Support

Mutual Respect

Connect

Circulate

Use

Raise

CreateOne Dozen Futures (ideal points)

10

year-plan● Ideas of Urban Managemet
1 Local capacity to be strengthened

4

Independent and self-suﬃcient citythat can cope with unforeseen incidents

2 Sustainable city development

5

Connecting with other regions,connecting with the world

through partnership with citizens

3 Creative city providing

new experiences● Basic concept of city development“Compact and lively city development”

Sectoral Plans

industry
andeconomychildrearing
andeducation

safety,security
andcomfortenvironment
andenergyhealthandwelfarecultureandlifelong
learning

local
government
and
urban
management

Hamamatsu City Strategic Plan (annual plan)
Figure 3. Structure of the Hamamatsu Comprehensive Plan

11

The Hamamatsu City also developed the SDGs Future City Plan in 2018 on the basis of the First
Promotion Plan, and is implementing it as an action plan to promote the SDG action of the city as a
SDGs Future City. The Hamamatsu “Yaramaika” (“Can-do Spirit”) Comprehensive Strategy (planning
period: 2015-2019), formulated based on the national Act on Overcoming the Population Decline andVitalizing Local Economy, is also closely related to the implementation of the SDGs within the context ofregional revitalisation, and as such, the implementation system of the comprehensive plan is the sameas the implementation system for the SDGs. In the second phase of the Hamamatsu City Comprehensive
Strategy (planning period: 2020-2024), which will be formulated in the future, measures related to the
SDGs will be developed and deployed in different fields to promote regional revitalisation that is driven
by the SDGs, as the city aims to form a society where “no one is left behind”.
The SDGs will be introduced in individual plans for each field and correlations will be enhanced intime with review periods.

■ Integration of Economic, Social and Enviromentalal Aspects

Hamamatsu City has developed measures taking the three dimensions of sustainable development(economy, society and environment) into account. For example, out of a total of 853 major projects
positioned in the FY2019 strategic plan, 662 projects are being implemented in connection with morethan one of the SDGs (This number excludes 191 projects that are difficult to associate with the SDGs,
such as operation costs and funds.). Many of 662 projects are corresponding to Goal 11 (Sustainable
Cities and Communities), Goal 4 (Quality Education) and Goal 3 (Good Health and Well-Being). Since
each project corresponds to multiple goals, many fall under Goal 11, Goal 4, and Goal 3, which forms thefoundation for ensuring a better quality of life for people (Figure 4).

Figure 4. SDGs in Major Projects of Hamamatsu City
(Based on the Policy and Project Sheet as of July 2019）12

The SDGs Future City Plan, an action plan of Hamamatsu City as a SDGs Future City set three pillars ofactions related to the economy, society and environment as explained below. The city will implement
the plan by linking these three dimensions of sustainable development (economy, society andenvironment) effectively and also by involving various stakeholders.
Economy: Promote initiatives making use of local resources and utilizing
the characteristics of a diverse city as a “microcosm of Japan”

Strengthen the resilience of the city and the “6th industrialisation”* ofTenryu Forest by maximising the use of renewable energy and promoting
self-sufficiency in energy.

*6th industrialisation: Primary industries (generally production) + secondary industries(processing) + tertiary industries (distribution/sales)

Society: Work to create a multicultural society focusing on development
and support for the next generation
Promote the “Hamamatsu Model” for a “zero out-of-school rate” (or a
100% enrolment rate) of foreign children and promotion of the enrolment ofchildren of foreign residents, as well a Career Support Project for Youths with
Roots Abroad after they are too old to be in school, etc.

Environment: Promote sustainable forest management and improve
Hamamatsu’s model of green resilience that supports a balance between
forest conservation and industrial development.
Expand FSC forest certified areas with cooperation between the public andprivate sectors, develop forestry and timber into growth industries, provide
support for expenses related to forest and environmental conservation,
develop green infrastructure, etc.

Initiatives to balance and integrate the three dimensions will be further promoted by incorporating aneven more grounded perspective of the SDGs, in order to achieve the future vision of Hamamatsu as set
out in the comprehensive plan.

13

U�lizaton of
woody biomass
Introduc�on ofdecentralised
energy sourcesCrea�on ofsmart community inconsidera�on ofregional characteris�cPromo�on ofsustainable
forest management

Strengthening
forest industry

FSC
cer�ﬁca�on

Expan�on ofuse of Tenryu lumber

Human resouce development
Educa�onal suppot tochildren of foreign residents

Figure 5. Activities in relation to Economy, Society, and Environment Aspects■ No One Left Behind: Actions for an Intercultural Society

In the manufacturing city of Hamamatsu, many foreign nationals work primarily in the manufacturingindustry. After the amendment and enforcement of the Immigration Control and Refugee Recognition
Act in 1990, the foreign population in Hamamatsu City increased rapidly due to the arrival of SouthAmericans of Japanese descent and their families who had no restrictions on employment. Since
peaking in 2008, the foreign population in the city declined, but is now rising again. Foreign nationals
comprise about 3% of the city population, making Hamamatsu one of the municipalities in Japan with ahigh concentration of foreign residents.
There has been an increase in troubles in daily life in communities due to differences in lifestyles,
as well as the emergence of issues with the low enrolment of children of foreign residents who are
not required to attend school, as well as with encouraging youth with roots overseas to be active
members of society as more people settle in the area. In order to respond to these issues and create
an environment where all children have equal opportunities for education and can play an active rolein society, Hamamatsu City has positioned education and support of the next generation as a priority
measure and is focusing on efforts to make sure that youth with roots overseas are enrolled in schooland providing support for career development after compulsory education ends.

Measures to ensure children of foreign residents are enrolled in school and career
supportHamamatsu launched a “zero out-of-school rate campaign” (or a 100% enrolment rate) for foreign
children in 2011 with the cooperation of the Board of Education of Hamamatsu City, Hamamatsu
Foundation for International Communication and Exchange and local related organisations (Brazilian

14Consulate General in Hamamatsu, schools for foreign students, NPOs, community associations, etc.). This
campaign was implemented with the aim to continue to understand the situation of school attendancefor children of foreign nationals, achieve a zero out-of-school rate, and create a system that would
encourage students to be enrolled in school. The campaign also aimed to promote school attendance
through a smooth enrolment in both public and foreign schools and by promoting exchange between
the foreign and local communities.
In this project, it was possible to maintain a continuous understanding of the enrolment status offoreign children based on changes in the Basic Resident Register of foreign residents, as well as theregister of school-aged children that is put together and managed by the city’s Board of Educationof Hamamatsu City. Data managed by individual departments was linked in the project and this wasfor the first time in the country. Based on this information, the city visited the homes of families ofchildren who may not be enrolled in school. At the same time, the city provided guidance and support
to parents and guardians for enrolling their children in school when they moved into the city with theaim of having all children attend school. By continuing these efforts and collaborating with relatedorganisations, 100% of school-aged children were enrolled in school by 2013.
This “Hamamatsu Model”, a model of actions aiming at 100% enrolment based on the data managed
by different department and implemented by all stakeholders in Hamamatsu that provide detailed
support based, including guidance for enrolment when residents move into the city, home counselling
and language support, has attracted attention from other local governments as well.
Today, even though Hamamatsu has reached a zero out-of-school rate, the Hamamatsu Modelcontinues to be promoted with a liaison meeting held together with the above stakeholders once
every two months to share information and discuss the challenges each stakeholder is facing. Thismutistakeholder approach helps to ensure effective implementation in consideration with actual
situations in homes.
The educational support to children of school age has been strengthened, but lifestyle support andeducational opportunities after formal schooling is finished have emerged as a new social issue. To
cope with this, Hamamatsu City is also implementing a project called “Career Support Project for
Youths with Roots Abroad”. The high school entrance rate for foreign children who graduated frompublic school is high at 86.7% (as of the end of 2015), but there are a number of cases where students
leave school or lack opportunities to obtain information on employment and designing their future,
which is an indicator that additional
support is needed. For this reason,
Hamamatsu is carrying out projects
to share information on trainings
and employment in order to gain an
accurate understanding of the actual
situation, promote social participation,and help students develop anawareness of and think about the
professional opportunities available indetail (Box. 3). In this project as well,
the key to effective implementation is
to cooperate and carry out studies withstakeholders both inside and outside
the city to create opportunities for
employment.

15

Box. 3 All-Hamamatsu Initiative: Career Support Project for Youths with Roots Abroad
Hamamatsu City outsources the implementation of the Career Support Project for Youths with Roots Abroadto the Hamamatsu Foundation for International Communication and Exchange. This foundation collaborates
and cooperates with part-time (night) high schools, schools for foreign nationals, the foreign community,
researchers and organisations that provide support for employment opportunities to foreign youth and is
involved in creating surveys and opportunities. In addition to target high schools, the Shizuoka Prefectural
Multicultural Affairs Division, Shizuoka Prefectural Board of Education, Hamamatsu City’s International
Division, university officials, the Japan International Cooperation Centre, NGOs, public employment security
office (Hello Work) and other organisations review activities and exchange ideas at network meetings thatinvolve the participation of related stakeholders in the region to ensure cooperation.
Project Outline (in FY2016)
Visiting lectures at part-time (night) high schools•
Held a total of eight times (four times at two schools)
with the participation of 50 students.
•
Employment support seminars
In addition to reports by foreign youth with work
experience and talks by company managers, the city
held individual consultations to create opportunities
for employment in industries other than manufacturing
and strengthen collaboration between companies andschools.
•
Career support meetings
Discussions were held with representatives from educational institutions, local governments andresidents on sharing reports and creating opportunities, as well as required support.

■ Governance

The Hamamatsu City Regional Revitalisation Promotion Headquarters, which manages the progressof comprehensive strategies is responsible for promoting the SDGs, as SDG actions contribute to theresolution of local issues and can be connected to regional revitalisation. The headquarters is headedby the mayor with all departments in city hall cooperating and taking part.
In order to steadily promote comprehensive strategies and ensure validity and objectivity whenverifying effects, the headquarters is also equipped with check functions, such as verification throughthe Hamamatsu City
“Yaramaika (Can-Do Spirit)”
City Council
Comprehensive Strategy
Special Commitee
on Regional Revitalisation
Promotion Council, which
is made up of 23 experts
from local industry, governReporting
ment, academia, financial
Monitrimg
Progress
institutions, labour organEvaluation andisations, media, and law,
Comments
Hamamatsu City Regional
Hamamatsu City
in addition to reports to
Revitalisation Promotion“Yaramaika” (Can-Do Spirit)
Headquarters
Comprehensive Strategy
the Special Committee on
Promotion Council
Chairperson: Mayor
Member: Deputy Mayor,
Regional Revitalisation of
Executive Directors
the city council.
Figure 6. Institutional arrangements to promote the SDGs in Hamamatsu City

16

The Hamamatsu City SDG Promotional Platform was launched in May 2019 with the city’s Planning
Division functioning as the secretariat. The platform creates a space to revitalize activities throughinternational and information exchange between members that are engaged or interested in activities
related to the SDGs, in order to promote a wide range of activities by companies, organisations andindividuals to achieve the objectives of the SDGs. Based on the idea that it is essential to collaborate
with companies and universities with experts that contribute to the local economy and society in orderto promote activities to achieve the SDGs, Hamamatsu is planning to further promote the participationof various stakeholders by utilising theHamamatsu Yaramaika (Can-Do Spirit)
Comprehensive Strategic Promotion
Council and cooperative partnershipagreements with companies anduniversities that are involved in local
creation.

Group photo of the SDG Promotion Platform at
the SDGs Future CIty Hamamatsu Partnership
Symposium, August 2019

Structural Challenges

While not the seat of the prefectural government, Hamamatsu City has continued to develop as alocal city far from the three major metropolitan areas (Tokyo, Nagoya, and Osaka). After the merger ofthe municipalities in the area, Hamamatsu became a government ordinance-designated city in 2007,
and today, it is home to more than 800,000 people. To continue to develop into the future, Hamamatsu
must overcome the challenges each local community is facing, from urban to rural, mountain and hilly
areas through the power of the local communities. Hamamatsu City must work to resolve local issues
in partnership with residents, local stakeholders and partners with comprehensive and individual plansthat make use of the characteristics of each region.
In addition, partnerships not only in the city area, but also with neighbouring local governments thathave similar issues or can provide support to solve issues are a powerful way of finding solutions tolocal challenges.
Hamamatsu City has a strong connection to the adjacent, historic area of Higashi Mikawa in
the eastern part of Aichi Prefecture and the Minami Shinshu area in the southern part of Nagano
Prefecture. People who once travelled along Shio no Michi (Salt Road) ultivated exchange between thesea and mountain areas. The development of exchange between the sea and mountains has built aconnection between distinctive cultures, people, products and information, including modern folk art.
In 2008, the San-en Nanshin Regional Collaborative Vision was formulated, and the San-En Nanshin
Area Relationship Vision Progressive Conference (SENA) was established to promote the Programme.
Hamamatsu is working together with other organisations to integrate, promote and develop this region
through SENA based on collaboration and cooperation from key actors, namely residents, the business
community, educational institutions, and the governments.

17

Goals and Targets

This chapter will give an overview of the initiatives of Hamamatsu City concerning the SDGs, as well
as relevant indicators. Indicators have been derived from targets designated in the Comprehensive Planand Strategic Plan, and are aligned with the current policies of Hamamatsu. Moreover, because mostpolicies and measures are related to achieving the SDGs, only major measures are included herein
as examples; therefore, not all measures and projects are included. Additionally, individual measures
are related not only to the achievement of a specific SDG, but in most cases, are relevant to theachievement of multiple SDGs. The Strategic Plan, formulated annually, lists connections with the SDGs
on individual policy and project sheets, aiding in the promotion of integrated initiatives that bridge
multiple goals.

Goal 1No Poverty

Related sectoral areas of the First Promotion Plan:

Childrearingand education; Safety, security and comfort; Health and welfare
Related sectoral plans:

Hamamatsu City Children and Youth Support Plan

The Fourth Hamamatsu City Regional Welfare Plan

Hamamatsu City’s ratio of public assistance recipients is 0.93% (as of Feburary 2017), lower than the national

average of 1.69%, and the lowest among government-ordinance designated cities in Japan. In addition, for people
who have difficulty living due to various factors, Hamamatsu accepts comprehensive consultations on life andfinancial issues, and provides close-by support for solving these issues.
Addressing child poverty

In Japan, one in six children is said to be living in a state of poverty. Hamamatsu is implementing initiatives

based on cooperation between Local government and communities to address this nationwide social issue of “childpoverty”.

Specifically, a survey was conducted

Schools

Board of
Education(Educational institutes)

in 2016 to ascertain the living conditionsof children, targeting 5,101 households

Connection 3
Build personal relationshipthrough network of
relevant organisations

containing children in grade 2 of juniorhigh school and grade 5 of primary school

Connection 2(response rate 47.1% (2,405 households)), as

Connect welfare
service provided by
local government andfamilies need support

well as 2,000 single-parent families (23.2%

SchoolSocialWorkers

Connection 2
Provide information on
local welfare services/
service provided by
local governments

Connection 3
Strengthen
local partnershipby coordinators

response rate, (464 households)). Basedon these results, the “Support Project forChildren(home)

Children’s Future” (Child Poverty Alleviation
Support Plan) was established. Based on thePlan, the city is developing projects such as

study support and creation safe spaces incollaboration with local governments andcommunities (Figure 7). Coordinators foralleviating child poverty create systems tolink supporting organisations with schools

and also make sure children who needsupport can access those organisations.
18

Cityoﬃcials

Local
Administration(Welfare)Ward Oﬃce

Connection 1

Use the child’splace service andleaning services

Provide seamless welfare
support by local government

Local
supporters

Connection 3
Connect welfare
service provided by
local government andfamilies need support

Coordinators

Social Worker,
Children’s Social Worker

Privatecompany

Community
centreLearning
SupportCreating
Children’s PlaceChild Cafeteria

Figure 7. Framework of child support by community(Created based on Hamamatsu City Children and Youth Support Plan)

Social Welfare
Associations
Local Supporting
Organisations
NPO, etc.

Goal 2

Zero Hunger

Related sectoral areas of the First Promotion Plan:

Industry and economy; Safety, security and comfort; Health and welfare
Related sectoral plans:

Hamamatsu City Agricultural Promotion Vision

Basic Concept on Strengthening of Agricultural Business

SDG 2 sets out targets related to issues such as zero-hunger, food security, improved nutrition and sustainableagriculture. Among these targets, this section focuses on city policies and actions on agriculture and fisheries.
Innovations for agriculture and fisheries

The mild climate and rich natural environment of Hamamatsu provide for thriving agriculture and fisheries, which

produce a wide array of agricultural and fisheries products. However, issues challenging the sustainability of the
agriculture and fisheries industries include the problem of finding successors in the next generation due to an
aging population, and improvement of earning power. For instance, the number of farmers is on a declining trend,

and the population of persons employed in farming over the age of 60 has risen to 76% of total farmers, causing theindustry to come face to face with issues including the aging society, and lack of successors/labour force. Further,concerns have arisen over declining size and dispersion of cultivated land should these trends continue. The fisheryindustry also faces resource declines such as clams and eels.

To address these issues, Hamamatsu is advancing the creation of a mechanism to facilitate the fluidisation of

farmland, the sixth-sector industrialisation of agriculture and fisheries, introduction of smart agriculture throughAI and ICT utilisation. Also, the city sets up a mechanism in which diverse persons can participate, and to produce
agricultural and fisheries products with high added value. Further, the city is advancing initiatives in sustainableagriculture and fisheries from the three perspectives of society, economy and environment, thus guaranteeing thefunction of wholesale markets which enable citizens to gain easy access to safe food products, and promoting
environmentally-sound agriculture and appropriate management of fisheries resources based on balanced anddiverse fisheries.

Related Indicators:

The accumulation rate of farmland to those responsible for it
2013

2018

2024 Target

27%

31%

50%

19

Goal 3 Good Health and Well-being

Related sectoral areas of the First Promotion Plan:

Childrearing and education; Safety, security and comfort; Enivironment and energy,

Health and welfare; Culture and lifelong-learning; Local government and urban
management

Related sectoral plans:

Hamamatsu City Children and Youth Support Plan

The Fourth Hamamatsu City Regional Welfare PlanThe Eighth Hamamatsu City Aged Welfare Plan and the Seventh Hamamatsu City Long-Term Care Insurance Project
Plan (Hamamatsu Yu-ai no Koreisya Plan)

The Third Hamamatsu City Plan for the Persons with disabilities
Healthy Hamamatsu 21

The Second Hamamatsu Cancer Care Plan
Health and well-being are the foundation for citizen’s daily lives and are related to a variety of measures. Various

measures are being carried out related to this goal, covering areas ranging from community medical care andsupport for children and youth, to measures on health of the elderly.
Promotion of community welfare

The city aims to build communities where everyone can be themselves and live securely where they havegrown comfortable living, even if they need support due to being elderly or having disabilities, based on broad

participation by citizens. For example, efforts involve support to district social welfare councils and to allocation ofcommunity social workers. The city also promotes the establishment of comprehensive consulting system throughmulti-stakeholder partnership such as social-welfare sections and organisations to provide consultation to those
who need it.

Healthy life expectancy
With the population declining and aging, there is expected to be a sharp upturn in both the number of elderly

people over 75 years old for whom the incidence of nursing care and dementia increase, and also in the numberof elderly living alone. Considering this situation, Hamamatsu takes actions to extend healthy life expectancy, theperiod during which daily life is not limited by health concerns or the necessity for care.

According to a study by a research team at the Ministry of Health, Labour and Welfare, Hamamatsu ranked

number one among major cities in 2016 for both men and women in healthy life expectancy (73.19 for men, 76.19
for women). The city also ranked number one in the same survey conducted in 2010 and 2013. Factors contributing
may include the high employment rate of citizens, active participation in community activities, and the mild

climate, seasonal food and medical system. Hamamatsu will continue to enhance activities for further extension ofhealthy life expectancy with three pillars, namely exercise, nutrition and social participation. Such activities include

locomotion training, awareness raising on health promotion and nursing care prevention, and promotion of “sasaeai”
points, local cashable points given to citizen’s social volunteer services at nursing facility and house of elderly
people.

Related Indicators:

Percentage of people consider medical and nursing care service is good

Healthy life expectancy
2010

Male
72.98
Female 75.94

20

2016

73.19
76.19

2024 Target

73.98
76.94

2014

2016

37.8%

40.6%

2024 Target

50.0%

Goal 4 Quality Education

Related sectoral areas of the First Promotion Plan:

Industry and economy; Childrearing and and education;

Safety, security and comfort; Environment and energy; Health and welfare;
Culture and lifelong-learning; Local government and urban management
Related sectoral plans:

The Third Hamamatsu Comprehensive Education Plan
(Hamamatsu Future Plan for People)

Hamamatsu Lifelong Learning Promotion Network
Hamamatsu City Children and Youth Support Plan

One of the three pillars of Hamamatsu City's Comprehensive Plan is to foster human resources to takeresponsibility for a future Hamamatsu. To this end, Hamamatsu takes measures to provide education that cares foreach child, maximizes children’s potential, and ensures that children acquire the ability to live, not only in schools

but also outside of schools in partnership with citizens. In addition, the city provides opportunities for children toexperience art and music and local traditional culture aiming to foster children’s creativity. As part of our multicultural coexistence policy, we are also promoting measures to support schooling and career development forchildren of foreign-nationals living in the city.

The city also provides support to school-refusers, in partnership with schools, families, and specialized institutions

at municipal elementary and junior high schools. The city also supports lifelong learning by providing lectures atpartnership and communication centres according to the needs of citizens in each area.
Related Indicator:

Percentage of people who think their intellectural curiocity is satisfied such by lifelong learnig facility and liburary
2014

2018

29.4%

32.3%

2024 Target

35.0%

21

Goal 5

Gender Equality

Relation to the First Promotion Plan:

Industry and economy; Childrearing and education; Safety, security and comfort;
Environment and energy; Health and welfare; Culture and lifelong learning;
Local government and urban management
Related sectoral plans:

The Third Hamamatsu City Basic Plan for Gender Equal Society
Hamamatsu City Child and Youth Support Plan

Hamamatsu City Plan for Human Right Policy Promotion
One of the global indicators of the SDGs is the percentage of female members of the city council. The percentage

of female members of the Hamamatsu City Council is 26% (2019), which is third highest percentage out of all

government-ordinance designated cities. Hamamatsu has been taking measures to create an environment in which

women can play an active role in society, such as creation of an environment that makes it easier for women to givebirth and carry out childcare, increase of the number and capacity of nursery school/facilities, support to community
childcare programme, measures to reduce the number of children on nursery school waiting lists through certified
nursery facilities. In addition, the city conducts activities to support the improvement of skills, career development,
and continued employment for working women.
Related indicator:

Percentage of people who consider raising children is easy in Hamamatsu
2014

2018

23.4%

24.3%

2024 Target

50.0%

Goal 6 Clean Water and Sanitation
Relation to the First Promotion Plan:

Industry and economy; Safety, security and comfort; Environment and energy;
Health and welfare; Culture and lifelong-learning
Related sectoral plan:

Hamamatsu City Water Supply Vision
The water supply coverage rate for the population is 96.8% (FY2018) and sewerage coverage rate is 80.9% in

Hamamatsu City in FY2018. “Providing water supply and sewage service to ensure safe water supply, comfortable

life and good social environment through good water cycle” is one of the principal policies of the city’s Basic Plan
and to this end, the city considers ways to ensure a sound water supply and service. In addition, the city promotes
disaster-resilient water supply and sewage systems.
Related indicators
Rate of main water supply pipeline that meets seismic evaluation
standards (%)
Rate of sewage pipeline that meets seismic evaluation standards (%)
Number of combined Jokaso (decentralized wastewater treatment
system) (Units)
22

FY2015

59

83.4
20,245FY201870.1

88.3
23,068Goal 7

Affordable and Clean Energy

Related sectoral areas of the First Promotion Plan:

Safety, security and comfort; Environment and energy
Related sectoral plans:

Hamamatsu City Energy Vision

Hamamatsu City Biomass Industrial City Plan

In response to the rising attention to safe energy generated by the Great East Japan Earthquake, the Hamamatsu

City set up the “New Energy Promotion Project Headquarters” as a cross-sectoral specialized division directly

answering to the Mayor in April 2012 and adopted “Hamamatsu City Energy Vision” in March 2013 as a grounddesign of the city’s policy on energy. The city envisions to “develop a resilient, low-carbon city with secure energy”

as stipulated in the above-mentioned vision. The vision further articulates four commitments. (1) Introduction ofrenewable energy to raise the energy self-sufficiency rate; (2) Promotion of energy-saving measures to achieve
low-carbon society; (3) Set up of the energy management system to optimize the energy use; and (4) Creating

environment and energy focused industry to revitalize the local economy. With these actions, the city set theFY2030 goal of energy self-sufficiency rate at 20.3% (4.3% in FY2011) with a 10% reduction in energy consumption.
Moreover, the city also strives to establish a decentralized energy system through smart communities in different
parts of the city.

Local production and consumption of energy

With rich environment, the city has a high potential to utilize the renewable energy such as solar power, biomass(wood etc.), wind, and small hydrogen. These local natural resources help the city to promote the decentralizedenergy system. To accelerate the energy transition, several policies have been implemented: hotline for solar power

generation; partnership with local financial sectors to promote financial instruments such as “solar loans” toaccelerate the solar power generation; and draft of guidelines to advance the appropriate introduction of renewableenergy. All of these policies intend to maximize local resources. In the end of FY2018, the city has already exceeded
its 2020 target of 10.7% of energy self-sufficiency rate, reaching 14.9%.
Building a Hamamatsu Version of Smart CityTo achieve the vision of “a resilient, low-carbon city with secure energy”, the city is making efforts to build

smart communities that leverage regional differences. This has been done through a public-private-partnership(PPP) approach, in particular “Hamamatsu City Smart City Promotion Council”. This council has 153 companies as

members (as of the end of March 2019). Currently, with strong leadership from companies, it is implementing thesmart projects (three model projects, four model districts) to create smart communities.
Optimisation of energy use and creation of new business and technology

Hamamatsu Energy Co., Ltd, local PPS (power producer and supplier) that Hamamatsu City is a capital investor ofis supporting local energy production and consumption by providing locally generated renewable energy. Moreover,the company is encouraging the smart house that is equipped smart energy devices including those for solar power,
as well as constructing eight micro grids to introduce the solar power generation and storage batteries in several
public buildings (Hamamatsu City Micro Grids Project).

23

Ensuring
decentralised
power supply
by renewableenergy and etc.

Smart community
by area

IntakeWater pipe
Power genera�on facilityBa�eryWater ﬂow

Mountain and Hilly Area
PV

Large ba�ery

High energy
eﬃcient homeelectrical appliance

Private power
genera�onHigh energy
eﬃcient
air condi�oner

Woody biomass

FEMS
Informa�on network
Power transmission anddistribu�on network

Industrial AreaPV

Gas co-genera�on
CEMS

Waste to energy facility
Bio-gas genera�onElectric vehicles

High energy
eﬃcient powermachine

CEMS

FEMS

PelletstovesPV system
Solar heat facility

High energy
Householdeﬃcient
home electrical power
genera�on
appliance

Hydropower andmicro-hydropower genera�onWind genera�on

PV

HEMS

Generator
Water
wheel

Electric vehicles

Informa�on network
Power transmission anddistribu�on network
HEMS

Household power
genera�onBa�eryResiden�al Area

Mega solar power
genera�on

PV

Energyhigh eﬃcient
air condi�oner

CEMS

BEMS

Private power
genera�on

Large ba�ery

Informa�on network
Power transmission anddistribu�on network

Energy eﬃcientOﬃce automa�onequipment

Commercial Area

Small-scale LNG power
genera�on

Figure 8. Image of Hamamatsu Version of Smart City
(Created based on the Hamamatsu Energy Vision (Summary version))24

Box.4: Hamamatsu Energy Co., Ltd.
In response to energy system reform at the national level, including full liberalisation of energy retails,

Hamamatsu City organized an internal consultation and decided to establish a local PPS. Hamamatsu
Energy Co., Ltd., the local PPS was established in October 2018, financed by both 9 corporations and thecity. This was the first local PPS financed by local government among government ordinance-designed city.

The objectives of Hamamatsu Energy include: 1. Local production and consumption of renewable energy; 2.

Maximizing the local resources; 3. Revitalize local economy; 4. Fostering popular awareness of energy-saving
and protecting the environment; and 5. Developing a resilient, low-carbon society without energy concerns.

In order to develop an economy which circulates within the city and focuses on local consumption andproduction, the Hamamatsu Energy targets that energy self-sufficiency rate to be at about 80% (meaningthat they purchase less than 20% of its electricity use from the market). This strategy distinguishes thecompany from other energy firms. In 2019, the Hamamatsu Energy began to provide low-voltage power

supply to households, and it is expected that larger population starts to be able to consume locallygenerated energy.

Related Indicator:

Energy Self-sufficiency rate
2013

2018

6.6%

14.9%

2024 Target

17.6%

Other Related indicators
Solar Energy Generation Volume（MWh）

2015

2018

353,184

577,832

Electricity contracted with Hamamatsu PPS (kw)--

16,600

Number of company member of Hamamatsu City Smart City Council

95

153

25

Goal 8 Decent Work and Economic Growth
Related sectoral areas of the First Promotion Plan:

Industry and economy; Childrearing and Education; Safety, security and comfort;
Health and welfare; Culture and lifelong-learning; Local government and urban
management

Related sectoral plans:

The Fourth Hamamatsu City Regional Welfare PlanThe Eighth Hamamatsu City Aged Welfare Plan and the Seventh Hamamatsu City
Long-Term Care Insurance Project Plan (Hamamatsu Yu-ai no Koreisya Plan)
The Third Hamamatsu City Plan for the Persons with disabilities

Along with the declining birth rate, aging society and shrinking population, the working age population has

also decreased, which is likely to result in labour shortages. Meanwhile, we need to review current male-centred

employment practices and start to act to create an environment where women, persons of all abilities, and theelderly can play active roles and where each and every person can demonstrate their abilities and enjoy work-lifebalance. Hamamatsu City implements a variety of support measures to improve employment environments andenable each person to engage in meaningful work with peace of mind.

Seminars and support projects for work-life balance and women’s empowerment in the community

Hamamatsu City organises trainings for business owners and managers, and career advancement seminars

for working women. The city also implements projects linked to the creation of diverse and flexible working

environments and the promotion of women’s empowerment via a certification system for workplaces promoting
work-life balance.

Work environments where all people play an active role

As a measure to create an environment where every worker can make use of their talents and individuality andto develop lifestyles full of motivation in life and decent work, Hamamatsu City supports the elderly in finding
employment opportunities where they can draw upon their rich experience, knowledge and skills, such as througha programme that authorises business entities as “companies promoting employment for senior citizens”. The cityalso supports people of all abilities to find workplaces where they can perform to their full potential and satisfy
their needs. Further, based on the fact that children and young persons with roots in foreign countries do notalways have opportunities to access information on employment and future planning, the city conducted a survey
on the status and needs and implements support projects (career support training, etc.) based the survey results.
Support for starting a business

The city set up a one-stop counter to support those interested in business start-up and those planning toestablish a business.

Comprehensive information provision

Aiming to improve citizens’ access to support employment information, the city issued a guidebook (Hamamatsu

Guidebook on Livelihood and Employment Support) that outlines and gives contact information for employment

and livelihood support provided by public bodies other than Hamamatsu City, such as the national and prefectural
government.

26

Related Indicator:

Percentage of persons who are satisfied with employment opportunities
2014

2018

26.0%

27.9%

2024 Target

30.0%

Other Related indicators
Number of persons transferred from welfare employment
to regular employment (persons/ficsal year)
Employment rate of member of Silver Human Resource
Centre (organisation provides support to elderly persons infinding work opportunities) (%)
Employment rates of women that received supports (%)

Goal 9

2015

147

2018

150

76.9

76.3

47

41

Industry, Innovation and Infrastructure

Related sectoral areas of the First Promotion Plan:

Industry and economy; Safety, security and comfort; Environment and energy;
Health and welfare; Culture and lifelong learning
Related sectoral plans:

Hamamatsu Industrial Innovation Concept

Hamamatsu City Basic Plan for the Act to Promote Regional Future Investment

Hamamatsu City has a history of developing as a city of manufacturing, challenging technological development

and innovation, and creating new things. At Hamamatsu City, we support the development of new businesses,
innovations and entrepreneurship of local companies, while strengthening the spirit of the initiative to actively
embrace new things in everything, and the tolerant civic ability to embrace different cultures. We are pursuingpolicies to promote industries that utilize local resources. In addition, in the future image of Hamamatsu City, which
is depicted in the comprehensive plan, information and communication technology (ICT) is used wisely to connect

people and things in various situations such as working, learning, living, and playing. We are drawing up a society
in which convenience and people's choices increase, and for this reason, the city promotes ICT in the educational
field and creation of businesses that are easy to understand by using ICT.
Related Indicator:
Number of commercialisations such as the developmentof new technologies and new products in the industrial

2015

47

2018

53

innovation promotion business (cases)

27

Goal 10 Reduce Inequalities

Related sectoral areas of the First Promotion Plan:

Industry and economy; Safety, security and comfort; Environment and energy;
Health and welfare; Culture and lifelong-learning
Related sectoral plans:

Hamamatsu City Human Rights Policy Promotion Action Plan
The Fourth Hamamatsu City Regional Welfare Plan

The Third Hamamatsu City Plan for the Persons with Disabilities
Hamamatsu Intercultural City Vision

Hamamatsu City Universal Design Plan

Hamamatsu City states its vision for the future to be “A Creative City Energized with Diversity”. To realise thevision, the city is working to create communities where citizens support each other and make our city one where all
people can lead active lives that fulfil their needs, regardless of gender, age, disability, nationality or ethnicity.

Because many people of foreign nationality or foreign roots live in the city, the city is working to build

environments in which foreign residents can play active roles through projects on multiculturalism and inclusivity.
Based on these measures, we participate in the Intercultural Cities network, an urban policy programme aimed attranslating multiculturalism and diversity into strengths for city growth, launched in 2008 by the Council of Europe(EC).

Support for persons with disabilities

In Hamamatsu City, the number of persons carrying disability passbooks is on an increasing trend. Further, thenumber of persons using disability welfare services has exceeded the growth of persons with disability passbooks,

with a particularly high growth rate among those under 18 years of age. In addition, the aging of persons withdisabilities has revealed a trend in the increasing severity of disabilities and instances of multiple disabilities.

Accordingly, the need for support and services has risen, and those needs have diversified. Under the basic concept
of “a city where people live in community they get used to live in hope and security with mutual support ofcitizens", Hamamatsu City carries out initiatives to support the independence and participation in society of persons
with disabilities.

Initiatives in universal design and barrier-free standards
Hamamatsu hosts the pre-games training camp for

the Brazilian Olympic and Paralympic teams, leading

up to the Tokyo Olympic and Paralympic Games to beheld in 2020. With this, in August 2018, the city wascertified as a “Leading Host Town of a Harmonious
and Inclusive Society” by the Prime Minister’s Office

Headquarters for the Promotion of the Tokyo Olympic
and Paralympic Games. Among the “Host Towns of

a Harmonious and Inclusive Society” that engage incommunity-led initiatives to realize inclusive societies,

this certification is given to local governments withadvanced initiatives in universal design and barrier
free standards.

Exchange training with Brazil wheelchair marathon athletes(November 2018)28

Goal 11

Sustainable Cities and Communities

Related sectoral areas of the First Promotion Plan:

Industry and Economy; Safety, security, and comfort; Environment and energy; Healthand welfare; Culture and life-Long learning; Local government and urban management
Related sectoral plans:

Hamamatsu Urban Planning Master Plan

Hamamatsu City Local Disaster Management Plan

Hamamatsu City Tsunami Disaster Prevention City Planning Plan

Hamamatsu City Crime-free, Safe and Secure City Development Plan
The Second Basic Environment Plan

The Comprehensive Plan envisions a city which encourages its residents to protect their own lives and wealthfrom the risk of disasters, crimes, and accidents as well as a compact city where residential areas. To achieve this,many actions have been taken.

Basic concept of city development (Compact and lively city development)

Hamamatsu City aims at a network-type urban structure in which residential areas are aggregated at the nodesof public transport and along major roads and railways, residences, industrial areas and natural conservation areas

are clearly delineated, and there is a clear distinction between high and low population density areas as a result.
This structure is effective for urban

management that makes the bestuse of various local characteristics

and resources, addresses
social issues such as declining
populations, falling birthrates andaging, and takes environmental
conservation into consideration.

City centre
Living bases
Residential areas
Industrial areas
Public transportation network
Image of aggregation
Urban areas

Where urban land use is planned

Suburban areas

Future ideal of hilly andmountainous areas

The natural environment is preserved andexchanges with urban areas are actively
conducted. In the center of each area,
people can enjoy the countryside.

Where low-density land use is planned

Future ideal of the suburbs
Agricultural land has been
consolidated, land use is balanced
between agricultural and industrial use
in line with changes in the industrial
structure, and the existing community
is maintained.

Future ideal of urban areas

The residential and industrial areas areclearly separated, and many citizens
call the residential areas concentrated
at the nodes of public transport andalong major roads and railways home.

Future ideal of the city centre

With increased attractiveness ofcommerce, business and culture as thegateway to a creative city, the city
centre is the heart of activity where
many citizens live.

Figure 9. Basic concept of urban development (source: Hamamatsu City Comprehensive Plan)

29

Disaster management and risk reduction

Hamamatsu City Action Plan against Earthquake and Tsunami 2013 (revised in June 2019) defines concrete actions,targets, and indicators to protect as many lives as possible.
Making the city safe

To make a safe city free from crime in partnership with citizens, the city is encouraging communities to establish“District Safety Meeting” as a voluntary group to conduct crime prevention activities. In addition, the city is
supporting security associations within the six local police department so as to enhance local crime prevention
activities.

Protecting the environment

Based on the Hamamatsu City Basic Environment Regulations and the Basic Environment Plan, the city

implements countermeasures against air and water pollution, and conducts waste management.

Related indicators:

Number of persons who live in the major nodes in the city's urban development master plan
2013

2018

52,35852,6752024 Target

53,000Percentage of person who think they live with care of the environment

30

2014

2018

1,011

3,849

2024 Target

3,500

Goal 12

Responsible Consumption and Production

Related sectoral areas of the First Promotion Plan:

Industry and economy; Childrearing and education; Safety, security and comfort;
Environment and energy; Health and welfare; Culture and lifelong learning
Related sectoral plan:

The Second Environmental Basic Plan
Waste reduction and recycling

Hamamatsu City is implementing various initiatives to reduce waste volume, promote waste recycling and tobuild an environmentally sound resource recycling society. For example, the city tried to raise citizen awareness on

waste reduction and recycling by distributing goods to drain water from kitchen garbage and sorting bags for mixed

paper, as well as giving lectures on waste reduction and the 3Rs (reuse, reduce, recycling). The city also promotes
policies and initiatives to recover rare metals from electronic waste (e-waste), promote 3R activities in which local
governments, citizens and businesses understand their roles and fulfil their respective responsibilities, and enhance
longer-term and effective use of waste treatment facilities and landfill sites.
Promotion of food education and ethical consumption

Promoting ethical consumption is an important indicator of sustainable consumption and production. Under the

National Act on the Promotion of Consumer Education, local governments are responsible for consumer educationin schools, communities, homes, and workplace, and Hamamatsu City arranges and provides lectures for citizens topromote ethical consumption, with a focus on fair trade. In FY2018, various initiatives were carried out to promote

Fair Trade Town. For example, school lunches using sesame and sesame oil that with fair trade certification were
provided at model schools by the Inasa School Meal Centre.

The city also tackles food loss issues that are prevalent in Japan. The city encourages local food providers toregister themselves as shops to support food loss reduction. In 2018, 161 companies registered and conduct foodloss reduction promotion activities at shops.
Related indicator:

Per capita waste volume/day
2013

2018

2024 Target

898g

879g

851g

31

Goal 13 Climate Action

Related sectoral areas of the First Promotion Plan:

Industry and economy; Safety, security and comfort; Environment and energy;
Health and welfare; Culture and lifelong learning
Related sectoral plans:

Hamamatsu City Global Warming Countermeasures Action Plan
Hamamatsu Regional Disaster Prevention Plan

Hamamatsu City Tsunami Disaster Prevention City Planning Plan

Hamamatsu City conducts activities to reduce the burden on the environment in citizens’ daily lives, andpromotes efforts to mitigate global warming. In addition, the city implements various disaster risk reduction
measures to protect the lives of local people from disasters.
Climate mitigation

Hamamatsu City Action Plan for Global Warming Countermeasures (Local Area Measures) set 26% greenhousegas emission reduction as the medium-term target in FY2030 (baseline year: 2013) and 80% in FY2050 as a longterm target. In order to achieve these goals, four principal policy measures were identified, namely (1) promotionof energy conservation in business, citizens, and local government’s activities, (2) promotion of introduction ofrenewable energy, (3) realisation of low-carbon society through promotion of low energy consumption buildings
and infrastructure, and the spread of next-generation vehicles such as hybrid vehicles, electric vehicles and fuel cellvehicles, (4) promoting sound forest management, revitalisation of agricultural sector, and ensuring carbon sinks
through greening. Information on greenhouse gas emissions and the status of implementation of climate policies

and measures is open to the public, and the action plan will be revised every three years in consideration of socialand economic changes.

thousand t-CO2

5,795

6,000

5,344
△7.8%

5,000

Mid-term target
△26%

4,000

base year

3,000
2,000
1,000
0

1990 1995 2000 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

Includingcarbon sinkby forestand others

2030 (ﬁscal year)

Figure 10. Trends of Greenhouse Gas Emissions in Hamamatsu City
(Souce: Hamamatsu City)

Adaptation

The Action Plan also incorporates "adaptation measures" to the impacts generated by global warming. The measures

include such as sharing information among relevant five departments namely, agriculture and fishery, water
resources, natural disaster, health, and ecosystems, and impact assessment and planning of adaptation measures32

in cooperation with experts. “Hamamatsu City Wide-Area Support Plan” was established to protect citizen’s lifeand safety by securing a system so that Hamamatsu can smoothly accept human and material resources that are
scarce in the event of a large-scale disaster from other administrative agencies and effectively implement disasteremergency measures.
Related indicator:

Percentage of persons who think they are ready to secure their own lives and proporty in case of disaster
2014

2018

37.8%

40.86%

2024 Target

50.0%

Other Related indicators:
Percentage of road lighting switched to LED (%)
Completion rate of breakwater (%)
Rate of earthquake-proof measure implementation for bridges
on emergency transport roads (%)

2015

10
20
74

2018

34
59
88

Goal 14 Life Below Water

Related sectoral areas of the First Promotion Plan:

Industry and economy; Environment and energy; Culture and lifelong learning
Related sectoral plans:

Hamamatsu Biodiversity Strategy

The Second Basic Environment Plan
In order to protect the richness of the sea, Hamamatsu City maintains fishing ports, manages and protects

fishery resources, and supports the modernisation of the fishing industry. In addition, the city takes measures toprevent marine pollution from inland sources by conserving the water quality of rivers and lakes and reduction andappropriate management of municipal solid wastes. The city strives to conserve a wide variety of flora and fauna,based on the "Hamamatsu Biodiversity Strategy".

33

Goal 15 Life on Land

Related sectoral areas of the First Promotion Plan:

Industry and economy; Safety, security and comfort; Environment and energy;

Health and welfare; Culture and lifelong-learning; Local government and urban
management

Related sectoral plans:

Hamamatsu City Forest and Forestry Vision
Hamamatsu Biodiversity Strategy

Hamamatsu’s total area is made up of 66% forest, including the Tenryu Birin Forest, known as one of Japan’s

three most beautiful planted forests. Hamamatsu promotes sustainable forest management utilising the “FSC

certification” system that certifies that global standards for appropriate forest management are being met. We aim

to strengthen the multi-faceted functions of forests by promoting the creation of new projects and expanded salesof “Tenryu lumber” and revitalizing the forestry and wood industry in an integrated manner.
Promoting Hamamatsu’s version of green resilience

After 18,400ha of land in the city received FSC forest management certification in 2010, the area of certified landin the city was expanded, and has now reached 45,270ha, ranking number one in Japan for certification area bycity. Further, more than 70 business entities obtained certification of FSC CoC (Chain of Chain of Custody), which

confirms identification and separation of FSC material for forest products throughout the entire supply chain, fromprocessing and manufacturing to distribution, right up to reaching the end user. As such, Hamamatsu is one of
the area that FSC certifications are widely applied in entire forest businesses. Variety of stakeholders are involvedin the FSC certification such as forest owners, those who are engaged in unsawn timber, lumbering, distribution,
constructors, wood processing and product sales. Therefore, Hamamtsu City are advancing these initiatives basedon partnerships and the participation of many stakeholders, including the national government, prefectural

government, city government, six forestry unions and private companies. Further, as a way of promoting the use of

Tenryu lumber, Hamamatsu city has provided support for housing construction using Tenryu lumber. The city is now
expanding this programme to non-residential use such as shop and office construction .

Additionally, several initiatives are underway that make the most of the multi-faceted values of forests. Suchinitiatives includes the development of “green breakwaters” with participation of citizens that aim to reduce
the risk of flash floods and landslides by maintaining and expanding forest capacity to replenish groundwater,
implementation of environmental education programmes to enhance understanding on forests and their utilisation,and use of woody biomass for energy.

Using Tenryu lumber at a convenience store
in the city

34

Lecture by a forest association

Hamamatsu’s version of green resilience adds another step to the typical “plant”, “grow”, “cut down”, “use”

cycle. Specifically, before “use”, an extra step in the process is inserted focused on innovation. The step of"innovation" aims to add value to the forest products and the city has been promoted "innovation" through public-

private partnership and participation of various local stakeholders. Further, by protecting and utilizing community
forest resources, these initiatives also contribute to the achievement of multiple SDGs.

Grow

Cyclical Use ofForest Resources
Cut
Plant
+ one（Innovation） down

1) Sustainable and appropriate forest
management with FSC forest
management certification＋

2) New business creation with andexpansion of FSC certified local timber
Use

Innovation【Aiming regional revitalization by achieving the following
goals at the same time】

n Ensure multiple functions of forest that contribute tomaintain and strengthen local resilience. The multiple
functions include water conservation by the Tenryu Forest,
prevention of forest disasters, conservation of ecosystems,
absorption of carbon dioxiden Creation of new businesses by utilizing local timbers,
promotion of local industries by expansion of timber
utilisation＋
3) Enhancement of citizen’s understandings
on forest, infrastructure development
such as “green breakwaters” with citizen’s
participation!
Hamamatsu’s Green Resilience

Figure 11. Overview of the Hamamatsu's Green Resilience

Goal 16 Peace, Justice and Strong Institutions
Related sectoral areas of the First Promotion Plan:

Childrearing and education; Health and welfare; Local government and urban
management

Related sectoral plans:

Hamamatsu City Plan for Human Right Policy Promotion

Measures to prevent the abuse and exploitation of children

In order to prevent child abuse and for improved early detection and response, personnel are actively put inplace including social workers, clinical therapists, and public health nurses, aiming to expand support based on

more expert knowledge and techniques. Further, as part of measures to provide family care environments forvictims of child abuse, we are raising public awareness on our foster parent system (giving lectures at companies
and universities, holding salons and trainings for foster parents) and providing support to foster parents. We also
provide support to children that cannot get support from their parents and are living in facilities without foster
parents, helping them to attend university.

35

Goal 17 Partnerships for the Goals

Related sectoral areas of the First Promotion Plan:

Safety, security and comfort; Health and welfare; Culture and lifelong-learning;
Local government and urban management
Related sectoral plans:

Hamamatsu City Ordinance to Promote Civic Cooperation andHamamatsu City Basic Principles to Promote Civic Cooperation

Encouragement of multi-stakeholder partnership

The Hamamatsu City Future Vision has designated “Hamamatsu, a creative city built on civil collaboration, shining

into the future” as the ideal of the city. To address local challenges, the collaboration and partnership of diverse

actors including citizens, civil society groups, businesses and the municipal government is key. To facilitate suchcollaboration and partnership, the city government has been trying to create an enabling environment that connects
diverse stakeholders, creates partnership, and promotes collaboration among citizens. The city allocates community

support staff in ward offices and carries out other activities to promote the public’s autonomy, collaboration
among citizens, and the development of a liveable city. Community support staff promotes collaborative community

development by providing guidance and assistance to community activities and development. The city alsoestablished the Hamamatsu Citizen Cooperation Centre in 2010 as base to facilitate collaboration among citizens
and provide support to various citizens groups. In addition, a “Student Volunteer Centre” was set up to encourage
collaboration among student volunteer groups and disseminate information on volunteer activities aiming toenergise social contribution activities by students. Collaboration with the private and academic sectors is also
promoted in terms of the SDGs.

Along with partnerships among local stakeholders in Hamamatsu, cooperation with other local governments inJapan in addressing local challenges and participation in international networks has allowed Hamamatsu City toenjoy opportunities for mutual-learning and to disseminate information on the city’s charms and initiatives. The

city has strengthened cooperation with local governments in the San-en Nanshin area and is the only member fromJapan in the United Cities and Local Governments (UCLG), the world’s largest organisation of local governments.
The city also a member of the Alliance for Healthy Cities (AFHC) with 173 member cities and organisations mainly

from the Asia-Pacific region. Hamamatsu is also a member of the UNESCO Creative Cities Network (music), which
promotes partnerships between culturally-diverse cities with potential for the development of creative industries.
Measures for a sustainable city

For Goal 17, “measures for a sustainable city” encompass finance, capacity, monitoring and government

accountability. Hamamatsu City has designated “Local government and Urban Management” as a key area of

the First Promotion Plan. The city promotes provision of open data to create an environment where anyone canaccess data that has been compiled by government and public institutions, aimed at appropriate organisationalframeworks, improved administrative services, administrative transparency, new services and business creation. The

city promotes utilisation of open data, which includes 256 types of data that are available on the city’s website anddata listed in Shizuoka Prefecture’s open data catalogue. The number of data provisions in fiscal year 2018 greatly
exceeded the target of 180, reaching 256 and showing how utilisation has progressed.

Additionally, revenue sources and appropriate financial administration are required for good governance.

Hamamatsu aims to advance independent and autonomous city management through optimisation ofadministrative work based on appropriate management of public facilities and digitalisation of open bids.

36

Related Indicators:

Project budget of registered NPOs
2014

3.36 billion yen

20182024 Target

3.8 billion yen

3.7 billion yen

Percentage of person who think they receive necessary administration information
2014

2018

26.0%

29.4%

2024 Target

40.0%

Municipal bond balance per capita
2014

617,000 yen

2018

570,000 yen

2024 Target

550,000 yen

37

Measures and Means of Implementation

Under the comprehensive plan, Hamamatsu City promote necessary measures to realise ““One Dozen
Futures” by positioning and linking the SDGs with the strategic plan (annual implementation plan)and policies and project sheets. In addition, the city will also monitor and evaluate the progress of
implementation in conjunction with the evaluation of the comprehensive plan and the "Yaramaika"
comprehensive strategy. In order to implement and entrench the SDGs into every aspect of society, it isimportant to collaborate not only with local governments, but also with various stakeholders. With theestablishment of the "Hamamatsu City SDGs Promotional Platform", the city is aiming to promote theSDGs with all stakeholders in Hamamatsu and collaborate with companies and universities seizing upon
the SDGs as an opportunity.
Examples of partnership agreements with private sector
Month and year

Contents

August 2019

Agreement on cooperation with
BizReach, Inc.

August 2019

Agreement with Seven Bank, Ltd. on
Promoting a richer life for foreign residents and an inclusive
promoting a multicultural society
way of life in local communities, etc.
Comprehensive partnership agreement Mutual cooperation on promoting the SDGs, revitalisation
with Ricoh Co. Ltd. and Ricoh Japan Corp. of local communities through the use of ICT, industrial
on regional revitalisation
promotion, educational/cultural promotion, tourism promotion,
environmental conservation/energy measures, etc.
Comprehensive partnership agreement Cooperation on initiatives to achieve the SDGs, revitalisation
with Mitsui Sumitomo Insuranceof the local economy, cooperation in making the region andCompany, Ltd. on regional revitalisation lifestyles of people safer and more secure, disaster prevention/
disaster countermeasures, promotion of local welfare, tourism
promotion, and promotion of a sharing economy, etc.
Comprehensive partnership agreement Revitalisation of the local economy, raising youth, realisation
with the Dai-ichi Life Insuranceof safe and secure lives for residents, tourism promotion,
Company, Ltd. on regional revitalisation health promotion, municipal administrative information, etc.
Comprehensive partnership agreement Promotion of community-based welfare, promotion ofwith Seven-Eleven Japan Co., Ltd.
disaster prevention and safe/secure community development,
strengthening of regional disaster prevention, promotion ofenvironmental measures, promotion of food education andlocal production for local consumption, etc.
Comprehensive partnership agreement Local safety, disaster prevention/disaster countermeasures,with Aioi Nissay Dowa Insurance Co., Ltd. industrial promotion/SME support, tourism promotion,
on regional revitalisation
community welfare, etc.
Comprehensive partnership agreement Strengthening local industrial power, developing capabilities
with Tokio Marine & Nichido Fireof labour supply, support for marriage, pregnancy, childbirth,Insurance Co., Ltd. on regionaland childcare, development of safe and secure communities,
revitalisation
creation of vitality, development of local communities throughmutual support
Mutual cooperation and partnership
Industrial promotion, business start-up and SME support,
agreement with the Iwata Shinkin Bank* employment support, promotion of the employment, promotion
on regional revitalisationof immigration and settlement* Company name at the time of theagreement
Mutual cooperation and partnership
Industrial promotion, business start-up and SME support,
agreement with the Shizuoka Bank
employment support, expansion of sale channels in other
cities including the metropolitan areas, information provision
and advice on business opportunities in overseas, support
the efforts to attract companies, information dissemination
within and outside of the city, promotion of immigration andsettlement

July 2019

May 2019

January 2019

December 2018

December 2017

November 2017

November 2015

October 2015

38

Name of company andtitle of agreement

Responses to shortages of human resources and labour
shortages in a society with declining population, as well as
diversified administrative issues, sustainable development oflocal industries, etc.

Month and year
August 2015

August 2015

August 2015

December 2011

Name of company andtitle of agreement

Contents

Comprehensive partnership agreement Revitalisation of the local industries, support to SMEs,
with the Hamamatsu Shikin Bank* on
employment support, community development, local
regional revitalisation
revitalisation, support to the child-raising, support of school*Company name as of the agreement
education, etc.
Comprehensive partnership agreement Revitalisation of the local industries, support to SMEs,
with the Enshu Shinkin Bank on regional employment support, community development, local
revitalisation
revitalisation, support to the child-raising, support of school
education, etc.
Comprehensive partnership agreement Revitalisation of the local industries, support to SMEs,
with the Sizuoka Prefecture Western
employment support, community development, local
Region Sinkin Economic Research
revitalisation, support to the child-raising, support of school
Instituteeducation, etc.
Comprehensive partnership agreement Promotion of musical culture, promotion of commerce, tourism
with Aeon Co., Ltd.
and the city, environmental and greening measures, disastercountermeasures, promotion of traffic safety, support for theelderly and persons with disabilities, and childcare support,
promotion of partnerships in the San-en Nanshin region

Agreement with Ricoh Co. Ltd, and Ricoh Japan Corp.

Agreement with Seven-Eleven Japan Co., Ltd.

Agreement with Mitsui Sumitomo Insurance Co., Ltd.

Agreement with the Sizuoka Prefecture Western Region
Sinkin Economic Research Institute, Hamamatsu Shikin Bank
(Hamamatsu Iwata Shinkin Bank at present), and Enshu
Shinkin Bank

39

Examples of partnership agreements with Universities
Month and year
January 2018

December 2017

March 2017

November 2015

January 2015

March 2014

Name of university andtitle of agreement

Comprehensive partnership agreement with Seirei Promotion of community health and welfare,
Christopher University
education and human resources development,
academic research, and local communities for thecreation of an inclusive society, etc.
Comprehensive partnership agreement with
Educational support, promotion of academic
Hamamatsu University School of Medicine
research, health/medical care/welfare, industrial
promotion, etc.
Comprehensive partnership agreement with Tokoha Community development and revitalisation of
University
local industry, educational support, developmentof human resources, and childcare, promotion ofhealth/medical care/welfare, local disaster andcrime prevention, sports and culture
Agreement with Aichi University on mutual
Creation of human resources, promotion ofcooperation and collaboration
development of hilly and mountainous areas,
promotion of inbound measures
Agreement with Hamamatsu Gakuin University
Creation of human resources, child-raising
Junior College on mutual cooperation andand childcare support, enhancing education
collaboration
and welfare, organisation of open lectures,intercultural society
Agreement with Shizuoka University of Art and
Education/human resource development, universal
Culture on mutual cooperation and collaboration
design, lifelong learning/multicultural societies,
cultural promotion, industry/government/academic
research, disaster preparation

Agreement with Seirei Christopher University

40

Contents

Agreement with Tokoha University

Conclusion: Looking Towards the Future

Hamamatsu City has been promoting city development from the perspective of regional revitalisationand sustainable urban management by making effective use of local resources, with the city vision of“Hamamatsu, a creative city built on civil collaboration, shining into the future” in the Comprehensive
Plan of Hamamatsu City. The comprehensive plan depicts the future vision of Hamamatsu in 30 years,
and then develops individual plans, measures, and projects to achieve the vision. The comprehensive
plan formulated by such a backcasting planning approach contains a lot in common with what the SDGs
are aiming for. Based on the comprehensive plan, Hamamatsu City develops and implement individual
plans in consideration of the linkage with the SDGs, aiming to create synergy effects among different
sectors.
"Sustainable forestry businesses and management practices in line with the FSC International Forestry
Standards Certification", “Realisation of the Hamamatsu Smart City, a resilient and low-carbon society
with a reliable energy supply”, and “initiatives for intercultural society" are the three pillars of theSDGs Future City Plan of Hamamatsu. They are a good representation of the policy direction in which
Hamamatsu is headed. These measures are related to other sector-by-sector measures, and we willcontinue to prioritize them when implementing the SDGs and to realize the "Regional Circular andEcological Sphere" that the Japanese government is promoting for transformation to the sustainable
society.
Partnership with various local stakeholders such as citizens, the private sector, academics andNPOs, and this type of partnership is recognised as a very important element in implementation ofmany policies and measures of the city. Therefore, SDG 17 (Partnership) is critical for sustainable city
development of Hamamatsu. In May 2019, the Hamamatsu SDG Promotion Platform was established
as a venue for organisations, the private sector, and individuals to exchange information and ideas.
Hamamatsu City will support their activities through the Platform in order to enhance individual SDG
actions and also to create new actions through the exchange. There is still not much awareness of
SDGs by citizens, companies, and organisations in Hamamatsu. On the other hand, there are a growing
number of activities to raise the awareness about the SDGs for organisations and companies in the city.
Hamamatsu city continues to take actions to create an environment where more and more people willlearn about and take action on the SDGs.
As a result of the merger of 12 local municipalities in July 2005, Hamamatsu became the second
largest municipal area nationwide with a diverse natural and social environment that includes
urban, rural, mountainous and hilly areas. Hamamatsu faces challenges that are common not only oflarge cities but also small and medium cities such as a declining birthrate and an increasing aging
population, as well as looking to revitalize local industries, and dealing with energy issues. Because of
these regional characteristics, Hamamatsu is referred to as a government ordinance-designated citythat is a model of Japan in miniature or a microcosm of Japan. By making the most of the rich naturalenvironment with warm climate of Hamamatsu described as a microcosm of Japan, its spirit of taken
on challenges with proactive initiatives, as well as its diversity and mutually beneficial communities,
Hamamatsu will make full use of its world-class local resources and work to promote the SDGs andcreate a model of sustainable city development. Through such actions, Hamamatsu aims to create a citywhere young people and future generations will want to continue to live in the city.
Through disseminating and sharing actions and experiences of Hamamatsu City trough this VLR reportthrough the domestic and international network the city is involved in, the city expects to contribute tosustainable development not only for the city but also the rest of Japan and the world.

41

Planning Division,
Planning & Coordinating Department,
Hamamatsu City
103-2 Motoshiro-cho, Naka-ku,
Hamamatsu City, 430-8652 JAPAN

2108-11, Kamiyamaguchi,
Hayama, Kanagawa, 240-0115, JapanTe l : +81-46-855-3700
Fax: +81-46-855-3709
E-mail: iges@iges.or.jp
URL: http://www.iges.or.jp/