2019 Edition

Izu Peninsula Grand Design
Izu Together, To Become a Region Admired by the World

Izu Peninsula Mayors’ Council

Contents
Preface — The Creation of the 2019 Izu Peninsula Grand Design

１．The Goal of the Grand Design
2. Timescale
3. Structure

・・・・・・・・・・・ １
・・・・・・・・・・・ １
・・・・・・・・・・・ １

Chapter 1 — The Shape of Izu

1. The Shape of Izu
・・・・・・・・・・・ ２(1) The Current Situation of the Region(2) Issues
・・・・・・・・・・・ ６
2. The Structure of the Izu Region(1) The Current Situation(2) Changes in Regional Structure(3) Issues
3. Evaluation of the Izu Peninsula Grand Design Policies and Issues Arising・・・・・・・・・・・ ９(1) Key Strategy(2) Core Strategies

Chapter 2 — The Izu Peninsula Grand Design1.
Towards
theWorld’s
Most
BeautifulPeninsula,Continuously
Praised・・・・・・・・・・・ １７(1) The Pursuit of Beauty as a Fundamental Principle(2) The Specific Features of the Beautiful Peninsula(3) What Izu Has to Offer
2. Basic Principles of Strategy Implementation
・・・・・・・・・・・ ２０(1) The Significance of the Strategy(2) Basic Structure for Strategy Implementation(3) The Structure of the Strategy
3. Establishment of the Izu Peninsula Tourist Bureau
・・・・・・・・・・・ ２３

Chapter 3 — Strategic Plan

1. Key Strategy: The World’s Most Beautiful Peninsula Project・・・・・・・・・・・
２５
2. Core Strategies
・・・・・・・・・・・ ２７(1) Create and Revitalize Interaction Industry Clusters(2) Construct a Transport Network and Higher-Order Urban Functions(3) Create a Safe and Secure Living Space(4) Advance the Strategies Through Public-Private Cooperation

Chapter 4 — Advancing the Strategy

1. Securing the Ability to Advance・・・・・・・・・・・ ３２(1) A Structure for Advancement(2) Restructuring the Organizations for Advancement
2. B-Izu, the Driving Organization for the Izu Peninsula Grand Design・・・・・・・ ３２(1) Organizational Structure and Personnel(2) Securing Capital
3. The Roles of the Various Actors
・・・・・・・・・・・ ３３

Towards an Izu That the World Continues to Praise・・・・・・・・・・・ ３４

Informational Appendices
1. Izu Regional Data・・・・・・・・・・・

３６

Izu Peninsula Grand Design

Preface — The Creation of the 2019 Izu Peninsula Grand Design
1.

The Goal of the Grand Design
An Izu Peninsula Grand Design was first agreed in 2013, to create a future in which theregion could take pride in its continued presence in the world. It set out a long-term vision
for the development of the region from a unified and comprehensive perspective, offered
solutions for the short- and medium-term problems it faced, and established a strategy for therevitalization of the area.
This Grand Design set out concrete policies for a period of roughly five years, groundedin both long- to very long-term and short- to medium-term perspectives.
Six years have now passed since that Grand Design was launched. Evaluating theefforts made under the Grand Design and taking account of both issues arising from that
evaluation and changes in the environment, we have created this 2019 Izu Peninsula Grand
Design.

2. TimescaleThis Grand Design, like the 2013 Grand Design, sets out a vision and strategy based on
both a long- and very-long-term perspective (referred to as the “long-term perspective”
below) and a medium- and short-term perspective (referred to as the “medium-term
perspective” below). The long-term perspective is looking thirty to fifty years into the future,
while the medium-term perspective is of the order of five years, looking at the period up toaround 2025. The Grand Design sets out specific implementations of strategies for that fiveyear-period.
3. StructureThis Grand Design first considers the structure of Izu, and on that basis sets out a basic
policy for regional development. This, in turn, is developed into a strategic plan. The designis based specifically on the four perspectives described below.
Analysis of the Problems Facing Izu and the Structure of thePeninsula
The Future Direction of Regional Development and Basic
Strategic Concepts
Policies and Bodies for Implementing Each Strategy

Issues Arising in Advancing the Design1Izu Peninsula Grand Design

Chapter 1 — The Shape of Izu
1. The Shape of Izu

People say that Izu is the land of poetry.
A historian said that Izu is Japan’s history in miniature.
I would like to add that Izu is a model of the southern lands.
We can also say that Izu is a gallery of mountain and ocean views.
The whole of the Izu Peninsula is a great park. It is a vast footpath.
In short, the Izu Peninsula is packed with the blessings of nature, and transformations ofbeauty.
These sentences in praise of Izu are from Yasunari Kawabata’s “Introduction to Izu”.
Izu has been beloved of many literati and artists in addition to Kawabata, and its beautiful
scenery and situation have appeared in many works.*
Its resources cover a wide range: nature, landscapes, plants, and animals; and foods, history,
literature, and hot springs. They are all attractive, and have hidden depths, so that the area’s
potential as a tourist destination is, even now, world class. These are Izu’s strengths.
However, we cannot say that Izu has a strong presence on the national or global stage. Today,
when competition between regions has become fierce, the need to establish Izu’s brand value isever greater. Further, although the number of people visiting or staying in the region is starting
to recover, the tourist industry is becoming short-staffed as its employees age, and younger
people are leaving the area. Izu is clearly weaker than it was in the past.

*

Yasushi Inoue, “The Sea of Izu”
The beauty of a trip to Izu lies in our delight in the changes of the ocean.
Kojiro Serizawa, “The Coast of Izu”
All the time I was travelling in Brittany, my mind was full of memories of Izu. It is said to be the most beautiful
coast in France, but I felt that the coast of Izu was blessed with more changes of scenery, and greater light.

2

Izu Peninsula Grand Design(1) The Current Situation of the Region

The Izu Peninsula region developed as a popular hot spring and tourist area near thecapital, but the number of overnight visitors has fallen to less than 60% of the peak, and thedecline of the tourist industry, the mainstay of local employment, has become undeniable.
Further, in central and southern Izu, particularly in the Kamo region, the departure ofyoung people has led to serious depopulation and a rapid aging of the population.
Central and southern Izu (3 cities, 5 towns): Shimoda City, Izu City, part of Numazu
City (the region of the old Toda Village), Higashiizu Town, Kawazu Town, Minamiizu
Town, Matsuzaki Town, Nishiizu Town
Kamo region (1 city, 5 towns): Shimoda City, Higashiizu Town, Kawazu Town,
Minamiizu Town, Matsuzaki Town, Nishiizu Town
Population Over Time

(Unit: Person)

Area

1995

2000

2005

2010

2015

2019

Whole
Prefecture

3,737,689

3,767,393

3,792,377

3,765,007

3,700,305

3,640,443△151,934(△4.0％)

Izu Peninsula

655,815646,385

637,834

620,945595,136

573,561△64,273(△10.1％)86,42982,39778,50473,71366,43861,023△17,481(△22.3％)Kamo
region(forreference)

2005－2019

Source: National Census (as of October 1st each year)
Prefectural Statistics Office “Population Forecasts for Shizuoka Prefecture” (October 2019)

Population Changes in 2018

Area
Whole Prefecture
Izu Peninsula

Population

ChangeProportiona
l Change

NaturalChange(Units: Person/Percentage)
SocialNaturalProportio
Proportional Social Changenal
ChangeChange3,726,537△16,478△0.44△16,244△0.43△234 △0.01

594,450△5,663△0.94△5,137△0.86△526 △0.09

Kamo Region (for30,833△1,349△2.06△1,031△1.57△318 △0.48
eference)
Source: “Population, Population Changes, and Household Numbers on Basic Register of Residents”, 1st
January 2019, Ministry of Internal Affairs and Communications

3

Izu Peninsula Grand Design

Izu Peninsula Population Forecast

Source: “Population, Population Changes, and Household Numbers on Basic Register of Residents”, 1st
January 2019, Ministry of Internal Affairs and Communications

4

Izu Peninsula Grand Design

Total Fertility Rate
Area

2014

2015

2016

2017

2018

Whole Prefecture

1.50

1.54

1.55

1.52

1.50

Izu Peninsula

1.42

1.42

1.41

1.34

1.34

Source: Changes in Population Statistics for Shizuoka Prefecture, Ministry of Health, Labor, and Welfare

Proportion of Elderly
Area

2014

2015

2016

2017

2018

2019

Whole Prefecture

25.9％

26.8％

27.6％

28.2％

28.7％

29.1％

Izu Peninsula

30.7％

31.8％

32.8％

33.6％

34.2％

34.8％

37.2％

38.7％

40.1％

42.4％

43.2％

44.0％

Kamo Region(for reference)

Source: Prefectural Long Lifespan Policy Office (As of April 1st each year)

Population Movement to and from Large Urban Areas (2018)
Area(Unit: Person)
NagoyaOsaka Region Other Total
Region△784△287
901 △6,654△13
28 △137 △1,215

Tokyo Region△6,484Whole Prefecture△1,093
Izu Peninsula
Kamo
Region(for△87△26△2 △249△364
reference)
Source: 2018 Report on Population Movements on Basic Register of Residents, Ministry of Internal
Affairs and Communications

Trends in non-residential population

Unit: Thousand People
Source: Trends in Tourist Visits, Shizuoka Prefecture5

Izu Peninsula Grand Design(2) Issues

Although people say that Izu is one region, its diversity has made it difficult to bringeveryone together. This has been the region’s greatest weakness, and the tendency
continues today.
The foundational infrastructure for the growth of the region is being established, forexample through the construction of vital roads: the Amagi Kita Road has opened, and it is
now ten years since the Izu Jukan Expressway-Higashi Suruga Kanjo Road became
operational. Further, the high value of the resources of the Izu Peninsula has beenrecognized on a global level. The Izu Peninsula Geopark has been designated as a UNESCO
Global Geopark, Izu wasabi (Shizuoka Wasabi Cultivating Region) has been recognized asa Globally Important Agricultural Heritage System, and Suruga Bay joined the Most
Beautiful Bays in the World Club.
Our ongoing efforts to further increase the number of visitors to the area involve
publicizing the resources of the region, such as its distinctive natural environment,
landscapes, hot springs, history and literature, and wide range of local foods, and increasing
their appeal. In addition, we hope to build on the legacy of the 2020 Tokyo Olympics andParalympics to create new tourist demand.
Further, the recent increase in strength and frequency of natural disasters calls on us tocooperate across the whole area to secure the safety and peace of mind of tourists
Izu Peninsula SWOT Analysis
Internal

Favorable
Influences

Unfavorable
Influences

External

Environment

Environment

Strengths• Proximity to Capital Region• Warm and clement climate• Rich and distinctive natural environment• Treasury of history and literature• Brand created over a long history• Extension of Izu Jukan Expressway,
opening of New Tomei Expressway• Designation as UNESCO Global
Geopark• World Heritage designation (Mt Fuji,
Reverberatory Furnace)• Recognition of regional cooperation
DMO (The Izu Peninsula Tourist
Bureau)Opportunities• International flights to Haneda Airport, expansion of
Fujisan Shizuoka Airport• Concentration of businesses in “Pharma Valley” andthe inland frontier• Growth in numbers of active seniors and increase in
wealth of Asia
• Increasing numbers of foreign tourists in Japan• Cycling stadium for Tokyo Olympics & Paralympics• Establishment of large-scale shopping centers andother retail facilities• Licensing of The Izu Peninsula Tourist Bureau as a
travel agency (type 2)

Weaknesses• Insufficient cooperation within the region• Vulnerability of transportation network,
such as branch roads• Vulnerability to natural disasters• Falling working population, ageing
population• Low development of high-order urban
functions• Insufficient development ofcommunications infrastructure• Cashless payments facilities• Decline of hot spring towns, loss of energy• Inadequate facilities for foreign tourists

Threats• Earthquakes such as the Nankai Trough or
Sagami Trough, volcanic activity in the Izutobu
Volcano Cluster• Increase in typhoons and rain-caused floods• Risk of a large-scale natural disaster andreputational damage• Decline in proportional spending on travel, pricecompetition• Increase of similar competing regions(domestically and internationally)• Large scale facilities in capital region• Decline in population, insufficient workers to
support tourism industry

6

Izu Peninsula Grand Design

2. The Structure of the Izu Region(1) Current Situation
As the Izu Peninsula is surrounded by the sea on three sides and has mountains running throughits length, urban areas have developed only in the flat areas of the north, while small towns andvillages dot the coasts. The areas within which people conduct their lives and business are
structured in the same way, and the center of population gravity is found in Izunokuni City, near
the Juntendo Medical University Shizuoka Hospital.
Although the whole region shares the “Izu” tourist brand, the links between different tourist
and hot spring areas are weak, and their individuality is strong. Further, due to the rugged terrain,
the various railways and roads heading south from the national transport axis in the north (theTomei Expressway, Shinkansen Super Express railway line, and Tokaido railway line) are weakfor trunk routes, making it hard to link the regions together, and giving the area a scattered form.
(2) Changes in Regional Structure
At present, the construction of the Izu Jukan Expressway, which will become a trunk route
through the whole peninsula, is progressing, and the structure of the region will change
significantly in the future.
The completion of a central axis will transform the regional structure from scattered localities
to a set of clusters, like a bunch of grapes. As travel and contact within the region becomes more
active, there is the possibility that areas that have, until now, been isolated will also come toparticipate in this exchange. Further, as the time required to travel to the Hakone and Mt Fuji
regions will be reduced, the regional structure will start to extend beyond the peninsula itself.
(3) Issues
We have an ideal opportunity to link the changes in regional structure to the development of
the peninsula. In addition to publicizing the individual grapes (towns and tourist attractions) as
we have in the past, we should actively advertise the whole bunch (the Izu peninsula as a whole).
The globally designated Izu Geopark is itself a proposal for a new regional structure. Beyond
this, many other proposals for regional alliances to transform the appeal of Izu, whether acrossthe whole peninsula or for slightly smaller areas or themes, are possible.
If Izu is to develop, it is essential to transform it from a scattering of independent units to a
structure of multilayered clusters. In other words, while still emphasizing the individual appealof each town or tourist spot, we must promote the attractive diversity of the whole area or of
local groups. Now, more than ever, we must establish transport networks and promotional baseto make that possible, and enhance the diversity of regional cooperation.
Development Trends in Regional Structure
•
•
•
•
•
•

Links along and across the peninsula through the opening of
the Izu Jukan Expressway and branch roads.
Growth of regional tours on routes established throughcooperation
Expansion outside region through cooperation(Fuji region, Sunto region, Hakone region, central Shizuoka;
links to whole country and world through Fujisan Shizuoka
Airport)All-Izu promotion through Izu Peninsula Global Geopark
Thematic development of whole peninsula or subregions(Flowers, History (opening of Japan, Minamoto Yoritomo),
Views of Mt Fuji, Literature, etc.)

7

To
Clusters

Multilayered

Izu Peninsula Grand Design

Izu Region Structural Analysis (1)Ken-oExpressway

HanedaAirport✈Tomei and New Tomei
Expressways✈

Maritime
Prefectural Road
223 (Fujisan)

Branch Road

Branch Road

Izu Jukan Expressway

FujisanShizuoka
AirportBranch Road

Branch Road

Branch Road

Branch Road

Branch Road

Branch Road

Coastal Excursion Road8

Sea Route to
Kanto area

Izu Peninsula Grand Design

Izu Region Structural Analysis (2)New Clusters

Existing Clusters

Existing Clusters

New Clusters

•
•
•

9

ThemesIndustries (mainly tourism related)
Use of new transportation network (Izu
Jukan Expressway)
Multilayered Cluster StructureIzu Peninsula Grand Design

3. Evaluation of the Izu Peninsula Grand Design Policies and Issues Arising
The Izu Peninsula Grand Design agreed in April 2013 recognized that the environment was changing and,accordingly, specified that the policies implemented under it should be reviewed after approximately five
years. At that time, the path of the Grand Design policies and the roles of the various actors were to be bereconsidered.
After gathering opinions from all 13 municipalities, we have summarized our assessment of each strategy,
and the issues arising, as described below.
The evaluation is at three levels: A — Proceeding very well, B — Proceeding well, C — Not proceeding(1) Key Strategy: The Most Beautiful Peninsula in the World Project
Bring together a range of opportunities and functions and further refine the “beautiful peninsula”
in terms of environment, work, and people. Through this, establish Izu’s global brand, andincrease its presence.
Individual Policies
Policy 1: Promote the Izu Peninsula Geopark Project
Policy 2: Nurture and strengthen love for and loyalty to the region
Policy 3: Promote beautiful development in each municipality
Policy 4: Strategic removal of factors that reduce the beauty of the area
Policy 5: Energize and broaden public-private initiatives to beautify the region
Policy 6: Build up industries connected to beauty
Policy 7: Create international health resort municipalities

A Evaluation
B — Proceeding well
The Izu Peninsula Geopark took active steps to be designated a Global Geopark by
UNESCO. After designation, it has continued activities in education, conservation, awareness,and participatory events.
The various municipalities are carrying out concrete activities that bring out the special
features of their area in order to further burnish the beauty of the peninsula.
B Main Achievements
Policy 1: Promote the Izu Peninsula Geopark Project
The Izu Peninsula was designated as a UNESCO Global Geopark in 2018. As wellconstructing a Visitor Center and preparing facilities and information at GeoSites, it has
deepened its cooperation with the Geopark Promotion Council in management, promotion,
and activities.
Policy 2: Nurture and strengthen love for and loyalty to the region
Courses and events for the exchange of experiences have been held to nurture people
who can create a sustainable region. In addition, education for elementary and junior highschool students has been offered to introduce them to the nature, history, culture andproducts of the Izu Region (“Izu Studies”).
Policy 3: Promote beautiful development in each municipality
The registration of settlements as “Charming and Graceful Villages in ‘Fujinokuni*’”has been pursued. Efforts have been made to regenerate areas through the preservation ofterraced rice fields and use of ume groves, and to preserve the original character of“satoyama”, the mountainous areas near a village used to support daily life.
10Izu Peninsula Grand Design*: “Fujinokuni” (“The land of Mt Fuji”) is a term used by Shizuoka Prefecture to referto the prefecture, as (the peak of) Mt Fuji is within the prefecture.
Policy 4: Strategic removal of factors that reduce the beauty of an area
In order to make a beautiful Izu Peninsula a reality, the prefecture and municipalities
have taken action on outdoor advertisements. They have been developing policies on suchadvertisements since 2016 in the Scenic Izu Peninsula Council, and agreed on the “Planto Create a Scenic Izu Peninsula” in March 2017. The prefectural rules for outdoor
advertisements were strengthened in November 2017, through the revision of the relevant
prefectural ordinance.
In addition, work has been done to improve the scenery, for example by felling treesthat blocked beautiful views.
Policy 5: Energize and broaden public-private initiatives to beautify the region
The “Action Plan for Flowers in Urban Development” was agreed and a promotion
council founded, and education and support were provided for groups working withflowers. These groups were also linked in a network. In addition, the “Izu Peninsula Clean
Strategy” was implemented across the whole region, and specific campaigns, including
measures against illegal tipping and for cleaning, and the “No Rubbish Clean Strategy”
were carried out to beautify the environment.
Policy 6: Build up industries connected to beauty
We have worked to gather industries and cultural and tourism centers within the designated“Fujinokuni Frontier” area.
Numazu City
Region to gather and promote safe industries with abundant
vegetation that are in harmony with the surrounding environment.
Atami City Established “Hatsushima — The Offshore Island Closest to the Capital Area”
as a region for active urban development.
Ito City
Region to promote fish caught in the local area.
Mishima City
Area to gather facilities for agriculture and tourism; New industrial
center in Mitsutani region; Mishima Tamazawa Interchange medical and health relatedindustrial zone and region for a garden city residential area; Kitazawa region for developing
a rich residential environment; Mishima Tsukahara Interchange region for a garden city
residential area.
Izu City
Creation of centers for regional revitalization based on the Amagi Kita roadand “Michi no Eki” service area.
Izunokuni City
Historical Culture regional development zone centered on the World
Heritage Site Nirayama Reverberatory Furnace and Egawa House, Ema Industrial
Development Zone
Shimoda City
Visitor and disaster mitigation enhancement zone around
Kasugayama and Shimoda Park.
Higashiizu Town
Tourism promotion based on characteristics of Inatori Plateau.
Kawazu Town
Kawazu Town zone for child raising, culture, and community
functions
Minamiizu Town
Sashida industrial zone
Matsuzaki Town
Region for learning entrepreneurial skills around the “Hana no
Sansei’en” service area.
Nishiizu Town
Arari disaster mitigation area, Center for encouraging contact
between university students and local residents in the Tago region.
Kannami Town
Promotion of the use of local products to create vertically integrated
agricultural businesses.
Policy 7: Create international health resort municipalities

11

Izu Peninsula Grand Design

Marathons and walking competitions have been held, along with various healthseminars and the development of “health mileage” activities.
C Issues and Future Outlook
A number of programs are necessary to promote the appeal of the Izu Peninsula both within
and beyond Japan. The Izu Peninsula Geopark and other local resources must be consistently
advertised. Further, opportunities must be created for local residents to encounter the history
and culture of the region, to foster love for their locality, and, in each area, people to takeresponsibility for beautifying the environment must be found. Finally, the legacy of the Tokyo
Olympics and Paralympics must be put to work.
The region should continue to promote the Izu Peninsula UNESCO Global Geopark as aleading project, while also working to improve the appeal and promotion of resources that are
globally valuable, such as the World Heritage Nirayama Reverberatory Furnace and the
Shizuoka Wasabi Cultivating Region Globally Important Agricultural Heritage System.
Further, we should secure and develop people who can present the history and culture of
the region, and promote the development and beautification of the region through culture andcrafts that are rooted in the local soil. Finally, we must build on the legacy of the Tokyo 2020
Olympic and Paralympic Cycling Stadium to create a pilgrimage site for cycling sports.

12

Izu Peninsula Grand Design(2) Core Strategies

Core Strategy 1: Creation and Revival of Interaction Industry Clusters
This strategy aims to rebuild the Izu brand, create local employment and revitalize local
communities by taking the visitors’ perspective in constructing broader clusters in theinteraction industry that will provide greater customer satisfaction.
Policies
Policy 1: Strengthening cooperation within the interaction industry and making clear its
status as a regional project
Policy 2: Promote branding
Policy 3: Promote local production and consumption
Policy 4: Create content for visitors and enhance provision of information
Policy 5: Promote the beautiful peninsula through the Film Commission
Policy 6: Increase safety as a tourist destination
Policy 7: Cooperation with Mt Fuji and Hakone
Policy 8: Nurture the spirit of hospitality across the whole region

A Evaluation
B — Proceeding Well
Led by the Izu Peninsula Tourist Bureau, active projects have been carried out to promote
branding and create visitor contents, for example by developing regionally branded products
and promoting the attractions of Izu both within and beyond Japan.
Each municipality has also promoted tourism and worked to promote the sales of local
products.

B Main Achievements
Policy 1: Strengthening cooperation within the interaction industry and making clear its
status as a regional projectIn addition to working on local renewal through renovation and on fostering start-up
entrepreneurs, the potential of satellite office businesses to resolve regional problems wasinvestigated, and co-working spaces using traditional-style homes were set up.
Policy 2: Promote branding
Work on facilities and promotion was carried out to create “Cycling Resort Izu”.
Information about the products of the region, such as advertising the sale of distinctive
products like the wasabi that has been designated a Globally Important Agricultural
Heritage System, was presented through YouTube and on large advertising monitors inTokyo. In addition, production companies were encouraged to film in Izu through thework of the Film Commission.
Individual municipalities also worked to strengthen their brands, through actions suchas tourism brand promotion, collaboration between the capital area and local products,
and joining the association of “Japan’s Most Beautiful Villages”.
Policy 3: Promote local production and consumption
The Izu Peninsula antenna shop “B-Izu” was opened to spread and gather informationand draw people to the area. Food products were developed based on the diverse
ingredients available in the Izu Peninsula. Further, local high school students developed13

Izu Peninsula Grand Designcommercial products based on local resources, displayed them at a national convention,and created a menu based on them.
Policy 4: Create content for visitors and enhance provision of information
The Izu Peninsula Tourism Strategy (2017) and Action Plan (2018) were adopted.
A wide range of projects to attract foreign tourists were carried out, including
participation in overseas events, advocacy by local government leaders, promotions, andfamiliarization trips (excursions offered at a discount or free as part of a trip to Japan).
Bodies in the peninsula also made use of YouTube and multilingual sites, and employedmultilingual people to welcome foreign visitors.
Many programs were also directed at domestic tourists, including participation indomestic events such as Tourism Expo Japan, tourism advertising, and commercial
consultation. In addition, tour products and excursions were developed. Further, the “IzuIchi” cycling tour of the Izu Peninsula was held, along with events around the course, andefforts were made to attract sporting and cultural events, conferences, and study or
training courses.
Policy 5: Promote the beautiful peninsula through the Film Commission
The peninsula was promoted through films and television dramas. The peninsula wasadvertised to production companies through the revision of the location library, whichcontains local information, and a location map.
Policy 6: Increase safety as a tourist destination
A disaster measures agreement was signed with the Ryokan Association, andearthquake and tsunami drills along with evacuation drills for trains were conducted.
Policy 7: Cooperation with Mt Fuji and Hakone
Various activities were carried out, including domestic and international publicity,
garden tourism focused on formal gardens with links to the Imperial family, a summit of
the Atami, Hakone, and Kusatsu Tourism Associations, and work on the appeal of Hakone
Hachiri, the point where the most important road in early modern Japan, the Tokaido,
crossed the mountains of the Izu region, a point famous as the most difficult of the wholeroute.
Policy 8: Nurture the spirit of hospitality across the whole region
A campaign of publicity for the region on social media was conducted by local residents
and students, called “SNS Izu Jiman” (“Social Media Izu Pride”). Training sessions werealso conducted to increase organizations’ capacity to cater to foreign tourists. In
cooperation with universities, social events with foreigners and volunteer guides forforeigners were organized. Instructors were also dispatched for diversity training, local
studies, and tourism-related courses.
C Issues and Future Outlook
The environment for interaction businesses in the Izu Peninsula is changing, with thedesignation of the Izu Peninsula UNESCO Global Geopark, the cycling events of the Tokyo
2020 Olympics and Paralympics, and a continuing shortage of staff, particularly in the tourism
industry. The region must respond to these changes effectively.
While strengthening links between diverse bodies and with groups outside the prefecture,
we must also use revolutionary technologies such as ICT to effectively promote the merits of14

Izu Peninsula Grand Design

the region at suitable opportunities. In addition, a “related population” should be created andexpanded through continued and varied engagement with particular areas.
Further, it is necessary to continue working to secure and develop workers for interactionindustries, for example by continuing to foster the whole region’s spirit of hospitality.

15

Izu Peninsula Grand DesignCore Strategy 2: Transportation Network and Urban Fundamentals
This strategy aims to promote strategic investment in the trunk route of the Izu Jukan
Expressway and the branch roads, which together provide vital support to life in the region,and to create a network of land, water, and air transportation. Further, by linking fundamental
urban functions such as medicine and conventions, residents and visitors can together create
an appealing environment.
Policies
Policy 1: Prioritize extension and improvement of the Izu Jukan Expressway
and branch roads as roads vital to the region
Policy 2: Prepare the environment for new road construction to increase inflows to
the area
Policy 3: Create a pleasant road environment
Policy 4: Improve convenience of public transport
Policy 5: Improve links to the capital area and to airports (Shizuoka and Haneda)
Policy 6: Establish higher order urban functions
Policy 7: Create a network of urban functions such as conventions and medicine,and distribute them
A Evaluation
B — Proceeding Well
The extension and improvement of the Izu Jukan Expressway and National Route 135 madeprogress, and work was also done to improve the gateway function of the main station buildings.
Further, a practical test was conducted of MaaS (Mobility as a Service) for tourists with thecoordinating committee, and ways to make fuller use of public transport were investigated. The
functions of transport nodes such as stations were strengthened by introducing multilingual
information, and plans were made to improve the convenience of public transport.
B Main Achievements
Policy 1: Prioritize extension and improvement of the Izu Jukan Expressway and branchroads as roads vital to the region
Improvements to national route 135, a main emergency transport route, and to otherprefectural roads were carried out. Further, an Izu Regional Roads symposium was held,
and a request was made for the widening of the Yaguma-Ikadaba road, which can serve
as a linking road across the peninsula.
area

Policy 2: Prepare the environment for new road construction to increase inflows to the
Lobbying for the construction of the Izu-Shonan Road and publicity at the Tomei
Expressway Interchange and Tokyo Station Bus Terminal were conducted.

Policy 3: Create a pleasant road environment
In addition to publicity activities at the Tomei Expressway Interchange and Tokyo
Station Bus Terminal, notification was given to amend outdoor advertising that was illegal
under the Shizuoka Prefectural ordinance.
Policy 4: Improve convenience of public transport

16

Izu Peninsula Grand Design

The Plan to Construct a Public Transport Network for the Eastern and Central Izu
Regions was approved, and a practical test of MaaS for tourists was conducted incooperation with the coordinating committee.
In addition, ways to promote the use of public transport were considered by the Council
on the Use of Public Transport in Southern and Western Izu, and the transport nodefunctions of Shuzenji Station and the Suruga Bay Ferry Terminal (Dohi, Izu City) were
strengthened through the provision of digital transfer signage and multilingual
information.
Policy 5: Improve links to the capital area and to airports (Shizuoka and Haneda)
The region participated in the “Suruga Bay Region Tourism and Visitor Revitalization
Council” and encouraged use of the Suruga Bay Ferry.
Policy 6: Establish higher order urban functions
Steps were taken to enhance the gateway functions of the main station buildings(raising tracks above ground level, redevelopment around the stations).
In addition, steps were taken to attract medical training facilities (medical schools,
nursing schools), and cultural facilities were redeveloped.
Policy 7: Create a network of urban functions such as conventions and medicine, anddistribute them. Measures were adopted to promote the use of Fujinokuni Senbonmatsu
Forum Plaza Verde. Further, the formation of wide-area networks between hospitals andhospitals, hospitals and clinics, and medical and social care services was promoted, as
was the sharing of information between people involved in home care for the sick throughthe use of the specialized “Shizuoka Home Medical and Social Care Shared Information
System”, which is run by the Shizuoka Prefectural Medical Council.
C Issues and Future Outlook
It is important to ensure that the extension of the Izu Jukan Expressway, which will form
the spine of the region, continues to progress steadily, and to promote the improvement of theroad network so that its benefits will reach the whole region as soon as possible. In addition,
improvements to the convenience of the public transportation network and the construction ofhigher order urban functions are necessary in order to create a region that is easy for anyone
to visit and live in.
Promotion of the early completion of the Izu Jukan Expressway and the improvement ofaccess roads must happen together.
Further, we will continue to work on the promotion of a land, sea, and sky transportation
network, and on the enhancement of the gateway functions of main station buildings.

17

Izu Peninsula Grand DesignCore Strategy 3: A flexible Disaster Mitigation Strategy that unifies physical and social aspects
The fullest possible use will be made of the disaster mitigation education functions of the Izu
Peninsula Geopark. In addition, the country, prefecture, and municipalities will form alliances
to advance measures both before and after any disaster, in terms of both physical and social
responses. By securing the ability for the whole Izu region to respond flexibly to a major
earthquake, such as a Nankai Trough earthquake, the safety of those living and working in orvisiting the region will be made the highest priority, and the safety of Izu will be enhanced.
Policies
Policy 1: Promoting disaster measures based on the prefecture’s “Earthquake
and Tsunami Action Project”
Policy 2: Thorough preparation of evacuation plans that also cover visitors
Policy 3: Disaster prevention and mitigation across a wide area
Policy 4: Priority development of vital roads (Izu Jukan Expressway, branch roads)
Policy 5: Develop a plan for restoring essential routes and distributing supplies after
a major disaster
Policy 6: Increase the region’s safety as a tourist destination
Policy 7: Increase awareness of disaster response through the Izu Peninsula Geopark
A Evaluation
B — Proceeding Well
Each municipality has prepared and promoted an Earthquake and Tsunami Action Program.
In addition, evacuation drills for train passengers have been carried out, and drills in guiding
tourists to evacuate have been incorporated into the Shizuoka Prefecture general disaster drill.
We have worked on disaster mitigation for tourism.
B Main Achievements
Policy 1: Promoting disaster measures based on the prefecture’s “Earthquakeand
Tsunami Action Project.” The municipalities have prepared and promoted Earthquake
and Tsunami Action Projects.
Policy 2: Thorough preparation of evacuation plans that also cover visitors
The guidelines for evacuation warnings were revised, and a landslide hazard map was
prepared. In addition, the Sunzu Line Regional Revitalization Council held drills for
guiding passengers on trains through evacuation.
Policy 3: Disaster prevention and mitigation across a wide area
The coordinating centers for the fire and rescue service were expanded to wider areas(Sunto Izu Center, Fujisan Nanto Center, Shimoda Center).
Further, drills in guiding tourists to evacuate were carried out as part of the Shizuoka
Prefecture general disaster drills.
Policy 4: Priority development of vital roads (Izu Jukan Expressway, branch roads)
The Izu Jukan Expressway and others that would be vital roads have been lobbied for.
Policy 5: Develop a plan for restoring essential routes and distributing supplies after a majordisaster
Discussions have been held with the construction industry association to establish
cooperation and agree on actions. Studies have been carried out on the “Shizuoka Model”
for further increasing the safety of coastal landscape features, and work has been done
to increase the height of tidal barriers.
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Izu Peninsula Grand Design

Policy 6: Increase the region’s safety as a tourist destination
Considering disaster mitigation for tourism, Izu City agreed on its “Living with the Sea— Promotion Plan for Local Development based on Disaster Mitigation for Tourism”,
and the Toi region was designated as a “Region of Special Tsunami Concern (OrangeZone)”. In addition, a disaster storage facility was established at the Izutsukigase service
area.
Policy 7: Increase awareness of disaster response through the Izu Peninsula Geopark
The training and development of Geoguides was also used to enhance their awarenessof disaster mitigation issues.
C Issues and Future Outlook
So that both residents and visitors to the region can spend their time pleasantly and safely,
we must ensure both thorough preparations for earthquakes, tsunami, and increasingly
frequent large scale natural disasters such as typhoons and torrential rain, and implement
sustainable plans for regional development, particularly in regions affected by depopulation
and an aging society.
While continuing to work with the Earthquake and Tsunami Action Program, we will also
develop thorough disaster prevention and mitigation measures for large scale natural disasters.
Further, in order to provide appropriate social services at every life stage, we will work tosecure medical services in the region and to promote a comprehensive regional care system.

19

Izu Peninsula Grand DesignCore Strategy 4: Rebuilding a Public-Private Partnership for Progress
We will aim to steadily advance the progress of strategies towards realizing the goals ofregional development while increasing their efficiency and efficacy by developing individuals
and organizations that can advance the strategies and strengthen abilities to coordinate groups
to enable Izu to work on regional development as a unified area.
Policies
Policy 1: Rationalize various councils and unify their secretariats to improve efficiency
Policy 2: Develop the people and groups necessary for Izu’s future
Policy 3: Investigate cooperation in government functions (investigation of future
possibilities including common action across wide areas)
A Evaluation
B — Proceeding Well
In April 2015, The Izu Peninsula Tourist Bureau was created as an unincorporated group
to manage the promotion of the Izu Peninsula Grand Design. In February 2017, the generalincorporated association The Izu Peninsula Tourist Bureau was set up separately, with a viewto registration as a Destination Marketing Organization (DMO), a registration that wascompleted in July 2018.
In order to rationalize administration and improve efficiency, the unincorporated group andgeneral incorporated association were merged in April 2019, and the association is now
responsible for administering the progress of the Izu Peninsula Grand Design.
B Main Achievements
Policy 1: Rationalize various councils and unify their secretariats to improve efficiency
As described above under Evaluation, two groups with the same name (The Izu Peninsula
Tourist Bureau) had, for administrative reasons, been set up with similar purposes, butthey were merged in April 2019 to rationalize the structure and improve efficiency.
Policy 2: Develop the people and groups necessary for Izu’s future
The individual municipalities have started courses for guides for walking tours of thearea and “Mirai Juku” (“Future Schools”) to train entrepreneurs and others who will
support the region. They have also made active use of Geoguides in elementary school
lessons.
Policy 3: Investigate cooperation in government functions (investigation of future possibilities
including common action across wide areas)
Discussions continued in the Kamo Region Broad Area Cooperation Council on
common action on various government functions, including the establishment of acommon education board and discussions of measures to encourage young people tomove to and settle in the area.

20

Izu Peninsula Grand Design

C Issues and Future Outlook
It is necessary to strengthen the organizations responsible for promoting the region andadvancing these policies if the appeal of the Izu Peninsula is to be promoted both within andbeyond Japan and the regional development policies are to be advanced strategically.
While continuing to develop people and organizations to carry out regional development,
the roles of broad area groups, like the Kamo Region Broad Area Cooperation Council, must
be made clear, and more effective cooperation established.

21

Izu Peninsula Grand Design

Chapter 2 — The Izu Peninsula Grand Design
1. Towards the World’s Most Beautiful Peninsula, Continuously Praised(1) The Pursuit of Beauty as a Fundamental Principle
Regional development works on two fundamental time scales. The first is regional
development that revitalizes the local economy in the short to medium term, while thesecond is regional development for the long and very long term, of the order of a century.
The aim of the former is to revitalize the area and create employment by responding
appropriately to the issues, social situation, and demands of each time.
The latter creates a regional identity in line with local pride and an unchanging visionthat crosses the generations.
We will, with our eyes on the future, discover the quality that makes Izu what it is, andadvance regional development that treasures it. This is also key to bringing the whole ofIzu together.
In Izu’s case, that quality is “beauty”. As Kawabata noted when he said that Izu was agreat park, rich in transformations of beauty, the most characteristic feature and quality of
Izu is “beauty”, and that is also its greatest strength.
Raising the beauty of Izu to a global level will not only increase Izu’s presence in theworld, but also contribute to the local pride of future residents of Izu, including young
people.
At the same time, those of us living today have to survive global competition between
regions. In that contest, this globally significant beauty sets us apart from the competition,and has the drawing power to bring people, things, money, and information to Izu.
Therefore, we have established turning Izu into “a beautiful peninsula, continuously
praised by the world” as the fundamental principle and goal of our regional development.

Regional Image
•
•
•
•
•
•
•

Summary of the beautyof Japan
Royal resort
Globaltouristandvisitor area
Eco and Wellness
The original scenery of
the Japanese spirit
Museum of landscapes
Gift from the south

Globalreceptivity

Focus on Strengths

Regional
Pride

22

Izu
A Beautiful
PeninsulaContinuously
Praised by theWorldIzu Peninsula Grand Design(2) The Specific Features of the Beautiful Peninsula
There are beautiful regions other than Izu. However, Izu has its own unique beauty,
which can be found nowhere else, and that is why so many people have praised it, and why
it has been such an admired region.
This Izu beauty obviously owes much to the diverse natural environment and its rich
palette of changes, but it is not limited to visible beauty. The interior beauty of the people
who live here and lead vigorous lives, and which created the unique culture of Izu,
combines with the surface beauty to make the region shine.
In this Grand Design, we focus on the beauty of the environment, activities, and people,
and aim at an even more beautiful peninsula that enhances and binds all of them together.

A Beautifully
Changing Environment

The beauty of landforms, geology, the diversity of living
things, and urban areas and villages that are graceful andinvigorating

Beautiful and Refined The beauty of the lifestyles and industries that grew from theresources making up the beautiful environment
Activities
Beautiful and Healthy
PeopleThe beauty of the satisfied hearts and healthy activities ofresidents and visitors alike

Examples of the forms taken by the beauty of the peninsula
A Beautifully Changing
Environment
•
•
•
•
•
•
•

The globally unique historyof the land itself in the Izu
Peninsula GeoparkThe
academicallyrecognized biodiversity
Beautifulandmovingsunrises and sunsets
The ever-changing coasts
and forests
The
refreshingurban
environments
Places famous for flowers inevery season
Refined streetscapes andvillages

Beautiful and Refined
Activities
•
•

•
•

The excellent facilities andhospitalityofvisitoraccommodation
Primary production that is
almost like a window box,
such as wasabi fields andterrace rice fields.
Varied creative and artistic
activities
The regional development
activities of residents

23

Beautiful and Healthy
People••••Foods that support healthand long life
Sports culture, including
mountain climbing andcycling courses
Hot springs and flowers that
relax body and mind
Relaxation and health,through health resorts etc.

Izu Peninsula Grand Design(3) What Izu Has to Offer
As we work to create a beautiful Izu, we offer the following four aspects as valuable
features that we will cherish. These aspects form a concept of Izu shared by all the bodies
working on regional development, and also shape our policies for action. Further, they canserve as the expectations of people from outside the region for what they will get if theycome here.
As offering things of value means to promise them, at their highest quality, to people fromoutside the area, we will continue to make every effort towards keeping those promises.
What Izu Has to Offer
Moved by Beauty

Visitors are moved by their encounters with the globally praised andever-changing nature of the region, and with the activities andlifestyles of the area that have developed together with it.

Experience Japan in
Miniature

Experience Japan in miniature through Mt Fuji, the seasonalchanges of the mountains and coasts, and history, culture, andtraditions.

Pleasant Encounters

Enjoy meeting people through hospitality at facilities, sharing theexperience of events, and casual interaction in town.

Satisfy Body and Soul

Enhance and increase the health and vitality of body and soul by
enjoying beautiful views, clean air, fresh food, hot springs, andexperiences both relaxing and energetic.

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Izu Peninsula Grand Design

2. Basic Principles of Strategy Implementation(1) The Significance of the Strategy
In order for the process of making Izu into the sort of region to which we aspire to be efficientand reliable, a strategy for the effective implementation of policy is essential. This Grand
Design builds that strategy based on the following three principles.
1. A strategy that simultaneously advances long-term and short- and medium-term perspectives
This is a strategy that works simultaneously toward both the long-term and short- andmedium-term goals of regional development, links them organically together, and advancesthem as a unit. The strategy brings together concrete policies on a time scale of roughly five
years.
2. A strategy that brings together and guides the regional development courses of each region
The various municipal strategies and this Grand Design are not subordinated to each other,nor do they have any legally binding force, but this strategy will bring the regional
development courses of all the municipalities together, influence each of them, and guidethem.
3. A strategy based on the participation of diverse actors
This strategy will not be pursued by governmental bodies alone, but will also call for theparticipation of diverse actors such as residents, NPOs, businesspeople, and even visitors to
the area.
The distinctive features of this Grand Design
A strategy that simultaneous advances long-term and short- and medium-term
perspectives
A strategy that brings together and guides the regional development courses ofeach region
A strategy based on the participation of diverse actors

25

Izu Peninsula Grand Design(2) Basic Structure for Strategy Implementation
In order to secure unified action across the region by all the actors working on regional
development, we have developed a basic structure to be shared between all bodies.
1. Cooperation over Competition (Respect for Diversity and Cooperation for Unity)
The basic assumption of the development plan is that the diverse characters of the areas
will be respected, and strengthened, so that individual areas are competing with each other.
As an overarching structure, the plan will be advanced by strategic cooperation between
the areas that goes beyond this competition.
2. Development through Management (Marketing and Innovation)
We will move the strategy forward by having the whole of Izu and each individual area
and actor offer new value through activities and approaches that have not been seen before,and develop the policies while considering them from the perspectives of clients andvisitors.
3. Self-driven Activities (Each section takes responsibility for its actions and cooperates inforward-looking moves)
The most important thing is that we should take action ourselves, and implement thestrategy by moving from dependence to independence and cooperation. Further, the links
between groups will not be a matter of dependence or protection, but of self-motivationand forward-looking moves.
Development through Management
Fundamental Nature
Grand DesignofA region that continues to be
praised by the world

theCreate a Beautiful Peninsula

Principle

Revitalize the Region

Goal

MarketingPeople(Develop Workers)

Achievements

Innovation

ThingsMoney(Natural Resources,
Facilities, etc.)(Capital)

Job Creation

26

Know-How(Information, R&D)

Izu Peninsula Grand Design(3) The Structure of the Strategy
In the long term, this Grand Design aims at a beautiful peninsula that continues to be
praised across the world. In the short and medium term, in order to make steady progress
towards the realization of the long-term goal, it aims to expand the number of visitors andencourage people to settle in the region with the initial aim of revitalizing the tourist
industry. For this reason, the strategy is split into two sections with different goals anddifferent timescales: the key strategy and the core strategies. These will be developed withorganic linkages to secure unity between them.
1. Key Strategy
We will follow a strategy to turn Izu into the most beautiful peninsula in the world, andsustain that status indefinitely. The Izu Peninsula UNESCO Global Geopark, which wasat the center of the key strategy in the previous version of this Grand Design, will continue
to be advanced as a leading project. At the same time, we aim to implement a steadystrategy, expanding the actions of municipalities such as removing power poles andadvertising hoardings that damage the view.
• The World’s Most Beautiful Peninsula Project
2. Core Strategies
We will concentrate on implementing four strategies. Three of these address the urgent
issues needed to create jobs, expand visitor numbers, and encourage permanent settlement:
creation of industries, establishing a firm foundation, and ensuring safety and security. The
fourth is organizational strategy.
• Create and revitalize interaction industry clusters• Construct a transport network and higher-order urban functions• Create a safe and secure living space• Advance the strategies through public-private cooperation
The Structure of the Strategy
Foundational
Principle
Key
Strategy

Izu: A Beautiful Peninsula Praised by the
World
The World’s Most Beautiful Peninsula
Project

Strategies

Create and revitalize interaction industry clustersCore
Strategies

Construct a transport network and higher-orderurban functions
Create a safe and secure living space
Advance the strategies through public-private
cooperation27

Izu Peninsula Grand Design

3. Establishment of the Izu Peninsula Tourist Bureau
In April 2015, the thirteen municipalities of the Izu Peninsula established theunincorporated organization “The Izu Peninsula Tourist Bureau” to manage the progress of
the Izu Peninsula Grand Design.
In February 2017, the general incorporated association The Izu Peninsula Tourist Bureau
was founded, and programs were carried out with both groups existing in parallel. In 2019,the unincorporated association was dissolved, and from April that year the activities of the
new Izu Peninsula Tourist Bureau (referred to below as B-Izu, from the Japanese name of
the group) began.
1. Tourism Regional Development Corporation (DMO)
B-Izu applied for registration by the Tourism Agency of the Ministry of Land,
Infrastructure, Transport, and Tourism as a “Japanese DMO*”, a type of group that the
Agency is promoting to take the lead in developing tourism in regions across Japan, and it
was registered as such as of the last day of July 2018.
The following three areas are given on the Tourism Agency webpage as the fundamental
functions that a Japanese DMO must carry out in its role of marketing management for a
tourist area.
a) Reach agreement between diverse actors that the area will be developed as a tourist
region, with the Japanese DMO playing a central role.
b) Gather and analyze a range of data and continue doing so over time, agree a clear
branding strategy based on that data, and implement KPIs and the PDCA cycle.
c) Perform the necessary work and negotiations to ensure the consistency of tourism
activities undertaken by individual actors with the overall strategy.
2. Registration as a Travel Agency
B-Izu is aiming to be licensed as a travel agency in 2020, and plans to secure its own
sources of income and promote general awareness of new tourism opportunities, while, as
necessary, creating new tourism products.
3. The Role of B-Izu
B-Izu’s role in promoting tourism across the whole of the Izu Peninsula is found in thethree functions of Marketing, Innovation, and Management called for in the Izu Grand
Design, and in fulfilling all the functions of a Japanese DMO.

*Japanese DMO: Groups that aim to guide the development of tourism in regions from the perspectives of increasing
the area’s earning power and nurturing pride in and commitment to the region. These incorporated bodies work
together with diverse actors to agree plans to develop regional tourism that are based on a clear concept, and to
steadily put those strategies into effect. “DMO” is originally from “Destination Marketing Organization”.

28

Izu Peninsula Grand Design

B-Izu’s DMO Strategy
B-Izu decided an “Izu Peninsula Tourism Strategy” in 2017, based on the Izu Peninsula Grand
Design, and has divided its role as a Japanese DMO into three main areas: Marketing, Innovation,and Management.

MarketingInnovation

 Devise effective sales plans based on customer
satisfaction
 Activities to understand customer needs, andthus increase demand and develop new markets

 Introduce ideas and technology that arecompletely different from previous activities tocreate new value

Action Plan

Action Plan Investigate and develop the marketing policies itshould implement as a DMO
 Promote the attractions of the Izu Peninsula, anduse data to ensure effectiveness Measure KPIs and implement the PDCA cycle
 Build the relationships with all actors that arenecessary for effective marketing Promote matching between people in the tourism
industry within the Izu Peninsula with appropriate
businesses within and beyond the peninsula.
 Implement a program to develop human resources incooperation with financial and educational bodies
 Provide advice on and tools and services for increasing
the productivity of businesses in cooperation withfinancial institutions and groups with know-how.

Management
 Manage the tourist area by making use of the resources of People, Things, Money, and Know-How
 Through these, secure sustainability as a tourist region

Action Plan

Action Plan

PeopleMoney Promote cooperation andagreement between actors
 Foster enthusiasm for tourism
development
 Publicize subsidies that can beused by actors in the regionand support applications

29

KnowHow

Things Develop products that utilize local
resources, such as the Geo
Education program Prepare the environment towelcome foreign tourists
 Prepare a database of regional
resources, experience holidays, andevents within the Izu Peninsula,and publicize it

Izu Peninsula Grand Design

Chapter 3 — Strategic Plan
1. Key Strategy: The World’s Most Beautiful Peninsula Project◆Aim of the Strategy
This strategy is the key to our regional development, which aims to create a beautiful
peninsula. It will gather a range of opportunities and functions to make the peninsula evenmore beautiful in terms of three aspects: its environment, activities, and people. It will raise
the profile of Izu by establishing and promoting its global brand.
◆Policy Implementation

Policies
ActorsIzu Peninsula Geopark○Promotion of the Izu Peninsula UNESCO Global Geopark
Council(Strong promotion as a leading project, including structures for conservation Promotion(Promotion
Council)and continuation.)
Other Involved Parties○Enhancement and promotion of the appeal of regional resources that can Mayors’ Council
B-Izu
inspire pride on the global stage
・Preserve and hand on the value of the World Cultural Heritage Site “Sites Municipalities
of Japan’s Meiji Industrial Revolution: Nirayama Reverberatory Furnace” Businesses
・Use “Traditional WASABI Cultivation in Shizuoka” to strengthen the Prefecture
Country
brand and raise awareness of the need to preserve the wasabi fields.
B-Izu○Create a pilgrimage site for cycle sports
・ Create and exploit the legacy of the Tokyo 2020 Olympics and Prefecture
Municipalities
Paralympics cycling events・Expand contacts within and beyond Japan by inviting and holding sports Businesses
Private sector groups
eventsMunicipalities○Nurture and enhance love for and loyalty to the region
Educational institutions
・Offer opportunities for “Izu Studies”
Local residents
・Efforts to nurture love for the region in school education
Municipalities○Promote artistic and cultural activities
・ Pass on local and traditional culture, preserve and utilize cultural Educational institutions
Local residents
properties such as Buddha images
・Create and promote regional culture through the creation of works of Prefecture
literature etc.
・Concentrate artistic activities (ateliers, mini museums)
Municipalities○Promote beautiful urban development
・Strengthen the policies of each municipality and investigate applyingMayors’ Council
Local residents
them to broader areas
Private sector groups
・Sharing information as Izu
E.g. Smart Wellness, Charming and Graceful Villages
B-Izu○Create the scenery of a beautiful peninsula
・Efforts based on the Plan to Create Beautiful Scenery in the Izu Peninsula Promotion Council
Municipalities
・Direction to fix violating advertisements
Businesses
・Measures for empty homes along national roads etc.
Prefecture
・Recognizing viewpoints to allow broad promotion of the beautiful scenery Country30

Izu Peninsula Grand Design

PolicyActorsMayors’ Council○Energize and broaden public-private partnerships to beautify the region
・Energize and connect activities such as Full of Flowers, Litter Collection,Municipalities
and Adapt System (a program that loans tools and facilities to residents to Implementation bodies
enable them to improve the local environment)・Create flower corridors, such as Kawazu Cherry Blossoms (agree on
flower design and planting, etc.)
Pharma Valley Center○Gather industries connected with beauty
・Invite medical and health businesses to link with the Pharma Valley Prefecture
Municipalities
Project and Opening the Fujinokuni FrontierCouncils○ Create international health and wellness cities
Municipalities
・Utilize hot springs (New Water Cure, etc.)
Pharma Valley Center
・Efforts to attract workations and telework
・Promote medical and social care tourism
・Strengthen and expand municipal health activities

Izu Peninsula UNESCO Global Geopark○What is a Geopark?
Geoparks are, like World Heritage Sites, a UNESCO program.
In Geoparks, sustainable development is implemented through the conservation of geographical andgeological heritage and the associated natural heritage, through passing on regional culture, througheducational programs in earth sciences, environment, and disaster mitigation both in schools and in lifetime
learning, and through sustainable tourism.
Geoparks became a formal UNESCO program in 2015, and the Izu Peninsula Geopark was designated a
UNESCO Global Geopark in April 2018.

○Sustainable Tourism in the Izu Peninsula Geopark
The five points below have been agreed as the Sustainable Tourism Policy of the Izu Peninsula Geopark.
Through them, it aims to promote tourism development that respects the regional character of the Izu
Peninsula in the context of the Geopark and Sustainable Tourism, so that future generations will, like thecurrent generation, still be able to enjoy the natural environment and regional culture of the Izu Peninsula.

① Respect the land of the Izu Peninsula, created by volcanoes, and the living creatures andculture that have been nurtured there.
② Preserve the natural environment of the Izu Peninsula and pass on its culture.
③ Improve the cycle of people, things, money, information, and energy within the region.
④ Improve services, create jobs, increase income, and sustain businesses in the tourism
industry.
⑤ Offer time and space for responsible travelers to fully enjoy the nature and culture of the
Izu Peninsula.

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Izu Peninsula Grand Design

2. Core Strategies(1) Create and Revitalize Interaction Industry Clusters◆Aim of the Strategy
The strategy aims to rebuild the Izu brand, create attractive workplaces, and energize theregion by transforming the tourist industry into a broader business that satisfies all visitors
through the very important move of putting itself in their place.
In this Grand Design, “interaction industry” is used to mean businesses that encourage (1)interaction between visitors to the region and residents; (2) interaction between local
residents; and (3) interaction between visitors to the region.
◆Policy Implementation
PolicyActors○Strengthen cooperation within the interaction industry and make its position B-Izu
Prefecture
as a regional project explicit.
・Investigate the possibility of a prefectural industrial cluster project, andBusinesses
Private sector groups
move it forward.
・Strengthen functional collaboration, build coordinating functions, andcreate opportunities for collaboration (contacts with other industries, NPOparticipation)
Mayors’ Council○Promote Branding
B-Izu
・Hierarchical brand strategy (top, secondary, etc.)
Municipalities
・Creation of structures to secure quality
Businesses
・Promotion across a full range of media
Private sector groups○Create interaction opportunities and strengthen the ability to provide and Mayors’ Council
B-Izu
promote information about them・Develop tourist themes across a wide area (flower corridors, food capital, Municipalities
tourism focused on formal gardens with links to the Imperial family, etc.) Businesses
・ Promote MICE (Meetings, Incentive Travel, Conventions, Private sector groups
Exhibitions/Events)
・Promote the beautiful peninsula through the film commission
・Improve marine tourism offerings (“sea stations”, sea cruise routes, etc.)
B-Izu○ Use of ICT
Municipalities
・Use of big data
Businesses
・Introduction of Online Travel Agents (OTA)
Private sector groups
・Digital marketing
・Use of YouTube and social media○Creation of the legacy of the Tokyo 2020 Olympics and Paralympics cyclingB-Izu
Prefecture
events in Izu
Municipalities
・Izu Cycling Resort
Businesses
・Completion of a cycling route along the Pacific coast
Private sector groups
Municipalities○Stimulation of agriculture, forestry, and fisheries
Businesses
・Promotion of local production and consumption
・ Reform of distribution of seafood and promotion of new brands and Prefecture
vertical integration in the sector

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Izu Peninsula Grand Design

PolicyActorsCouncils○Strengthen cooperation with Mt Fuji and Hakone
・Active use of the Fuji-Hakone-Izu Communication Area MunicipalityMunicipalities
Network Council and the Yamanashi-Shizuoka-Kanagawa Tri-Prefecture Prefecture
Contact Region Council, which deals cooperatively with issues arising in
the area near the mutual borders of the three prefectures.
Municipalities○Increase number of people with ties to the region
Private sector groups・Strengthen the region’s ability to speak out
・Promote activities that involve visiting the region, experiencing it, and Prefectureinteracting with people here
Municipalities○Train and secure human resources for interaction industries
Businesses
・Support matching between students and businesses
・Encourage the long-term employment of young workers in the tourism Prefectureindustry
Municipalities○Nurture a spirit of hospitality across the region
Educational institutions
・Offer learning opportunities in educational institutions
Local residents

33

Izu Peninsula Grand Design(2) Construct a Transport Network and Higher-Order Urban Functions◆The Aim of the Strategy
The strategy will create a pleasant environment for both visitors and those who live andwork in the area, in two ways. First, it will strategically invest in the vital roads that support
activities in the region, the Izu Jukan Expressway and the branch roads, and promote thecreation of a network of land, sea, and air transport. Second, it will promote the expansion ofhigher-order urban functions*, such as conventions.
◆Policy Implementation
PolicyActors○Prioritize expansion of the Izu Jukan Expressway and branch roads as vital Mayors’ Council
Municipalities
routes・Prepare and increase the resilience of the road network (including servicePrefecture
Country
areas) as, in the first instance, emergency transport routes
Private sector groups
・Create overtaking lanes in mountainous areas○Create an environment to increase flows into the region by building new Mayors’ Council
Municipalities
roads
・Lobby for and promote the building of the Izu-Shonan Road, and others Prefecture
Mayors’ Council○Create a pleasant road environment
Municipalities
・Beautify the area around roads
Prefecture
・Work on the appearance of roads
Country・Look into road names using local flowers (including existing road names)
・Increase provision of information on roads (use of service areas etc.)
Mayors’ Council○Improve the convenience of public transport
・Improve rail access (connections between bullet trains, other trains, and Municipalities
Prefecture
buses)
Businesses
・Allow use of nationwide transport payment cards on trains and buses
・ Run timetabled bus routes to make it possible to go around the Izu
Peninsula○Maintain and improve connections with the capital region and with airports Mayors’ Council
・Maintain and improve links with the central area of the prefecture and Municipalities
Prefecturewith Fuji Shizuoka Airport through the Suruga Bay Ferry
Country・Enhance direct trains and buses and ongoing connections
・Improve sea route access to Tokyo and the Izu Islands
Mayors’ Council○Creation and enhancement of higher-order urban functions
・ Improve the gateway functions of main station buildings (elevate Municipalities
Prefecture
railways, develop areas around stations)
Businesses
・Attract higher education facilities
・Renew cultural facilities
・Make use of the Fujinokuni Thousand Pines Forum*

High-level functions possessed by urban areas themselves that offer various services to a wide range of life and work
activities for both residents and corporations, covering government services, education, culture, information, trade,transport, and leisure34

Izu Peninsula Grand Design(3) Create a Safe and Secure Living Space◆The Aim of the Strategy
This strategy will create a safe and secure living space by ensuring that the whole of Izu
can respond flexibly to both large-scale disasters, such as a Nankai Trough earthquake, andto the reduction and aging of its population. This will be achieved by promoting unified
disaster prevention and mitigation measures across the whole peninsula that address both
physical and social responses, and through thorough social care that addresses the needs of
all age groups. All of these goals will be reached by cooperation between the municipalities,
the prefecture, and other actors.
◆Policy Implementation
PolicyActors○Promotion of disaster countermeasures based on the “2013 Earthquake & Prefecture
Municipalities
Tsunami Action Program”
・Construct anti-tsunami facilities and secure the safety of public facilities Private sector groups・Strengthen and expand disaster drills
・Train people for disaster prevention and mitigation
Prefecture○Wide-ranging actions for disaster prevention and mitigation
Mayors’ Council
・Promote expanded areas for fire and rescue services
Municipalities
・Create disaster prevention bases
Local residents
・Carry out drills over wide areas○Prioritize the expansion of vital roads (Izu Jukan Expressway, branch roads) Prefecture
Mayors’ Council
・Promote their early completion as roads necessary in a disaster
Municipalities
・Emphasize work on roads that can be used in time of disaster
Country
Private sector groups○ Create structures to work with the “Fundamental Policy for Road Country
Prefecture
Development in Eastern Shizuoka”
Mayors’ Council
Mayors’ Council○Increase safety as a tourist destination
・ Thorough disaster prevention education for schools, residents, and B-Izu
Municipalities
businesses
・Prepare thorough evacuation guidance that also covers visitors and expand Educational institutions
measures to help people who cannot return home.
・Promote Izu across the country as a region you can visit safely
・Collect information for tourists in times of disaster○Raise disaster awareness through the activities of the Izu Peninsula Geopark Promotion Council
Educational institutions
・Use it in disaster education as material to help understand nature
・Experiential education in schools○ Reinforce the regional medical system and promote a regional Municipalities
Businesses
comprehensive care system
Prefecture
・Secure doctors and rectify biases in distribution
・ Promote periodic visiting surgeries for regions without doctors anddepopulated areas, and the securing of doctors at hospitals and clinics inremote areas
・Promote a wide-ranging network linking hospitals with hospitals, hospitals
with clinics, and medical services with social care35

Izu Peninsula Grand Design

PolicyActorsMunicipalities○Develop policies to extend healthspanPrivate sector groups
・Promote “Healthy Management” in homes, businesses, and the region
Prefecture
・Encourage people to adopt and settle into healthy lifestyles
・Push periodic health checks and advice
Municipalities○Expand support for childbirth and child rearing
・Subsidies for the costs of fertility treatment, childbirth, and child rearing Businesses
Prefecture
・Offer and expand diverse childcare and child rearing services
・Secure childcare workers and increase their quality(4) Advance the Strategies Through Public-Private Cooperation◆The Aim of the Strategy
We aim to increase the efficacy and efficiency of our activities and promote the steadydevelopment of our policies towards the realization of our goals for regional development. To
this end, we will strengthen coordinating functions and develop people and organizations that
can advance the strategies to bring Izu together as one.
◆Policy Implementation
PolicyActors○Cooperation and rationalization with various groups covering a wide area Mayors’ Council
B-Izu
・Izu Peninsula Geopark Promotion Council
・Cycling groups (Eastern Shizuoka Sports Promotion Council, Council to Promotion Council
Prefecture
Promote Cycling Activities around the Kano River)
Municipalities
Councils
B-Izu○Develop the people and organizations necessary for Izu’s future
Municipalities
・Carry out the training necessary to raise leaders for Izu
Educational institutions
・Nurture hearts that cherish the region through school education
Businesses
Mayors’ Council○Investigate cooperation between government bodies(Investigations for future possibilities including cooperation across wide Municipalities
areas)

36

Izu Peninsula Grand Design

Chapter 4 — Advancing the Strategy
1. Securing the Ability to Advance(1) A Structure for Advancement
The Izu Peninsula Grand Design is a plan for the whole of the Izu Peninsula, and we will
advance it through continued cooperation across the whole area, upholding its core ideal of“Izu Together”.
The overall direction of the Izu Peninsula Grand Design is agreed at the Mayors’ Council,
and B-Izu, the driving organization for this strategy, will promote tourism and tourismrelated businesses in a unified way, as a regional tourism development corporation.
In light of the falling population of the region, the Mayors’ Council will debate
administrative issues that are outside the remit of B-Izu. Further, the Mayors’ Council will
manage and evaluate the progress of the Grand Design.
(2) Restructuring the Organizations for Advancement
As part of the process of redesignating the Izu Peninsula Geopark as a UNESCO Global
Geopark, the Izu Peninsula Geopark Promotion Council should be legally incorporated inaccordance with the UNESCO guidelines. Further, in order to further energize tourism in
the Izu Peninsula, it is necessary to make even better use of the Izu Peninsula Geopark, andto promote sustainable tourism within it.
In light of the above, the Mayors’ Council calls on B-Izu and the Izu Peninsula Geopark
Promotion Council to investigate the possibility of merging, and discuss any obstacles there
might be.

2. B-Izu, the Driving Organization for the Izu Peninsula Grand Design(1) Organizational Structure and Personnel
People are the greatest resource for regional development. B-Izu must discharge its
unified responsibility for tourism and tourism-related businesses and maintain close links
with local authorities. In order to achieve this, while maintaining the practice of seconding
local civil servants to B-Izu, it will aim to recruit, in a staged fashion, staff from the private
sector and staff trained within B-Izu who have a high level of specialized knowledge of the
tourism sector. At the same time, we will look into exchanges between the staff of B-Izu
and of the local tourist boards to develop staff across the whole peninsula.
With regard to its future organizational structure, we will investigate both the decisionmaking Board of Directors, and the departments that carry out projects on the ground, andestablish basic rules for the management of the organization, starting with information
sharing and personnel assessment.
(2) Securing Capital
In order to increase B-Izu’s ability to draw groups together, we aim to strengthen its
ability to secure capital and its business capacities, so that it can secure further independent
capital.
While streamlining the budget and eliminating overlap, we will also reassess projects thathave borne little fruit.
We will maintain a constant awareness of national and prefectural subsidies that we canuse, and apply for them as necessary. Further, we will investigate what would be the ideal
portfolio of assets.
37

Izu Peninsula Grand Design

We will work to gain further members and retain the ones we have, as these are both
stable sources of funding and important partners in advancing our projects. In addition, we
will investigate the possibilities for profitable projects as part of the plan to gain independent
capital.

38

Izu Peninsula Grand Design

3. The Roles of the Various Actors
In order to effectively advance the various policies, it is necessary to clearly describe theroles of the actors primarily responsible for different policies. Those roles are as described
below.
Actor
Mayors’ Council

Role
・Decide the overall direction of the Grand Design・Manage and evaluate the progress of the Grand Design
・Debate government functions that are not within B-Izu’s remit in the lightof falling population
B-Izu
・Driving Organization for the Grand Design
・Advance tourism and tourism-related businesses in a unified way as aregional tourism development corporation
・ Cooperate with tourism related businesses in the region, such as theconstituent members of B-Izu, and with regional DMOs
Constituent
・Tourism businesses in the Izu Peninsula participate in the activities of BMembers of B-Izu Izu as Constituent Members(Municipalities,
・Work together to develop projects based on the Izu Peninsula Geopark,
regional
tourist cycling, and local foods
bureaus, transportcompanies, tourism
businesses, etc.)
Regional DMOs ・Advance tourism and tourism-related businesses in a unified way as aregional tourism development corporation
・Cooperate with B-Izu to implement projects
Municipalities
・Advance regional development as the basic units under the Grand Design
・Active participation in the development of projects across wide areas
・ Preparations for establishing promotion organizations (necessary
personnel and financial resources)
・Call on local development groups and residents to participate in planningand implementation
Shizuoka・Develop its policies in light of the Grand Design
Prefecture・Active participation in the development of projects across wide areas(Planning and human and financial support)
・Make active use of the country’s subsidy schemes and involve them inprojects
Educational
・Develop their activities in light of the Grand Design
Institutions
Country(local・Develop their policies in light of the Grand Design
offices of national・Active participation in the development of projects across wide areas
government)(Planning and financial support)
PrivateSector・Active participation in regional development (central role)
Groups・Active participation in the development of projects across wide areas
39

Izu Peninsula Grand Design(businesses, NPOs, ・Financial support
etc.)・Including regional disaster prevention groups
Local Residents ・Active participation in regional development
・Pleasant interaction with visitors (spirit of hospitality)
Councils
・Active participation in regional development (central role)
・Call on members to understand and actively engage with the Grand Design
・Including groups connected to cycling
Peopleengaged ・Cooperation with the creation of a beautiful region
with the region
・Evaluate Izu positively and publicize that40

Izu Peninsula Grand Design41

Izu Peninsula Grand Design

Towards an Izu That the World Continues to Praise
The Izu where we live is truly a beautiful peninsula, overflowing with appeal.
We created the Izu Peninsula Grand Design in 2013 to serve as a compass guiding us inbuilding a beautiful peninsula praised by the world, under the concept of “Izu Together”. At thesame time, we established the Izu Peninsula Tourist Bureau as the driving organization andmoved various policies forward.
Since that time, the environment of the Izu Peninsula has changed. Internally, the Izu
Peninsula Geopark has been designated a UNESCO Global Geopark, the Nirayama
Reverberatory Furnace has become a World Heritage Site, and the Izu Jukan Expressway has
been extended as far as Amagi. At the same time, the number of visitors from both Japan andabroad has been increasing.
However, the outflow of young people and the aging of regional society show no signs ofstopping, and we cannot say that Izu has yet completed its transformation.
So that this Izu region can be reborn as a region of confidence and pride, and the beauty ofthe peninsula passed on to the future, we have now looked again at the current situation andfuture of Izu, and agreed on this 2019 Grand Design, in the light of this new period and thechanged environment.
It is not too much to say that this Grand Design incorporates the love that the 600,000 or so
people who live in Izu feel for this region. The residents of the Izu Peninsula lead their lives aspart of the 20-million-year history of the peninsula, with consideration for one another and pridein the natural and cultural environment of each area. The first step towards a beautiful peninsula
praised by the world is taken when each of us welcomes visitors to the peninsula from bothwithin and beyond Japan in a spirit of hospitality, our hearts full of love for Izu.
We, the mayors of the Izu region, will not only take the lead in activities under this new Grand
Design by cooperating between municipalities and across the whole peninsula, but will, throughcooperation with private sector companies, NPOs, and local residents, also secure the power tomove forward “Toward an Izu That the World Continues to Praise”.

25 March 2020

Mayor of Numazu City

Mayor of Matsuzaki Town

Mayor of Higashiizu Town

Mayor of Shimoda City

Mayor of Atami City

Mayor of Nishiizu Town

Mayor of Kawazu Town

Mayor of Izu City

Mayor of Mishima City

Mayor of Kannami Town

Mayor of Minaimiizu Town

Mayor of Izunokuni City

Mayor of Ito City

42

Izu Peninsula Grand Design

Informational
Appendices43

Izu Peninsula Grand Design

1. Regional Data
Estimated Population of the Izu Peninsula
2015

2020

2025

2030

2035

2040

2045

Numazu City

195,633

187,027

177,377

166,985

156,164

145,086

134,052

Atami

City

37,54434,78031,94829,12526,316

23,666

21,267

Mishima City

110,046

107,195

103,50399,244

94,61989,80884,984

68,34564,204

59,61054,91750,26945,74541,461

22,916

20,731

18,554

16,445

14,401

12,495

10,767

Ito

City

Shimoda City
Izu

City

31,31728,48425,68522,915

20,225

17,627

15,149City

48,152

46,51644,53642,37440,09637,73735,375

Higashiizu Town

12,624

11,261

9,930

8,648

7,429

6,288

5,255

Kawazu Town

7,303

6,575

5,969

5,392

4,839

4,305

3,828

Minamiizu

Town

8,524

7,878

7,262

6,668

6,077

5,503

4,959

Matsuzaki

Town

6,837

6,250

5,721

5,218

4,720

4,249

3,820

Nishiizu

Town

8,234

7,084

6,031

5,092

4,255

3,499

2,852

Kannami Town

37,66136,296

34,61032,69330,61728,51426,455

Izu Peninsula

595,136564,281

530,736495,716460,027

424,522390,224

ShizuokaPrefecture

3,700,305

3,615,586

3,506,064

3,380,104 3,241,803

3,094,264

2,942,865

Izunokuni

Source: National Census 2015, and the National Institute of Population and Social Security “Estimated Populationsof the Regions of Japan 2018” Numbers for dates after 2020 are projections

Age Structure of the Population of the Izu Peninsula

Source: National Census 2015, and the National Institute of Population and Social Security “Estimated Populationsof the Regions of Japan 2018” Numbers for dates after 2020 are projections

44

Izu Peninsula Grand Design

Population Movement to and from Large Urban Areas (2018)
Area(Unit: Person)
NagoyaOsaka Region Other Total
Region△784△287
901 △6,654△13
28 △137 △1,215

Tokyo Region△6,484Whole Prefecture△1,093
Izu Peninsula
Kamo
Region(for△87△26△2 △249△364
reference)
Source: 2018 Report on Population Movements on Basic Register of Residents, Ministry of Internal
Affairs and Communications

Trends in Population Flows by Age Group(Unit: Person)
2014
2015
2016
2017
2018
Age Group
△690
△641
△141
△659
0～14
△1,088Whole Prefecture
15～64△6,437△5,935△6,251△5,639△6,50565 and over
285
419
503
538
510
△96
△71
△62
△47
0～14
△123
Izu Peninsula
15～64△1,894△1,760△1,661△1,419△1,58465 and over
184
283
238
366
416
0～14
△9
△24
△83
16
△78
Kamo Region (for
15～64
△619
△741
△776
△538
△747
reference)
65 and over
138
311
213
316
305
Source: 2018 Report on Population Movements on Basic Register of Residents, Ministry of Internal
Affairs and Communications
RegionEstimated Future Population by Age Group
2015

2025

2035

2045

Percentage
Change from2015 to 2045

Shizuoka Prefecture

408,000
354,000
318,000
Youth479,000△33.6%(0~14)(13.0%)（11.6%）（10.9%）（10.8%）
2,192,000
1,979,000
1,754,000
1,481,000
Working Age△32.4%(15~64)（59.2%）（56.5%）（54.1%）（50.3%）
1,029,000
1,119,000
1,134,000
1,143,000
Elderly
11.1%(65 and over)（27.8%）（31.9%）（35.0%）（38.9%）
Total
3,700,000
3,506,000
3,242,000
2,943,000△20.5%
66,00050,00040,00033,000Youth△50.0%(0~14)（11.1%）（9.4%）（8.6%）（8.5%）
333,000
282,000
231,000
178,000
Working Age△46.5%(15~64)（55.9%）（53.2%）（50.2%）（45.6%）
197,000
199,000
190,000
179,000
Elderly△9.1%(65 and over)（33.1%）（37.4%）（41.3%）（46.0%）
595,000
531,000
460,000
390,000△34.5%
Total
National Institute of Population and Social Security “Estimated Populations of the Regions of Japan March 2018”

Izu Peninsula

45

Izu Peninsula Grand Design

Trend in annual per capita income of residents of the Izu Peninsula

Reference: Shizuoka Statistical Association, “Regional Economic Statistics for Shizuoka” (2016)

Gross Resident Income for Izu Peninsula
2011

2012

2013

2014

2015

2016

Numazu City

683,099

671,886

695,979

671,995

682,636

664,008

Atami City

91,96490,851

93,227

93,110105,232

97,620Mishima City

337,825

335,278

349,440

340,556

348,374

350,437

Ito City

153,474

141,100

143,468

142,424

139,971

143,581

Shimoda City

56,682

55,67554,46654,01752,75554,079Izu City

79,26676,07875,981

77,15374,90377,023

Izunokuni City
Higashiizu
Town
Kawazu Town
Minamiizu
Town
Matsuzaki Town

131,972

124,552

134,999

149,674

128,970

135,337

28,03526,71427,222

26,775

26,52427,554

16,42915,815

15,66615,08014,71815,204

15,98815,77015,615

15,552

15,225

15,435

16,184

15,373

15,137

14,768

14,218

14,581

Nishiizu Town

18,731

18,644

17,856

16,92017,754

16,572Kannami Town

97,58094,689104,442

100,515

109,436

112,188

1,727,228

1,682,425

1,743,498

1,718,539

1,730,717

1,723,617

Izu Peninsula

Shizuoka
11,602,831
11,470,946
11,906,818
11,933,520
12,211,454
Prefecture
Reference: Shizuoka Statistical Association, “Regional Economic Statistics for Shizuoka” (2016)

46

12,168,024

Izu Peninsula Grand Design

Gross Regional Product of Izu Peninsula

Unit: Million JPY
Reference: Shizuoka Statistical Association,“Regional Economic Statistics for Shizuoka” (2016)

Economic Activity in the Izu Peninsula by Industry

Reference: Shizuoka Statistical Association, “Regional Economic Statistics
for Shizuoka” (2016)47

Izu Peninsula Grand Design

Izu Peninsula Ratio of Job Vacancies to Job Seekers
2011

2012

2013

2014

2015

2016

2017

2018

0.65

0.79

0.90

1.10

1.21

1.39

1.58

1.68

Numazu

0.61

0.72

0.79

1.05

1.26

1.44

1.57

1.71

Mishima(Ito, inMishima
Office)Shimoda

0.57

0.76

0.93

1.09

1.35

1.40

1.51

1.50

0.65

0.97

1.06

1.29

1.41

1.72

1.82

1.57

0.81

1.30

1.44

1.55

1.87

2.01

2.28

2.28

OfficeShizuoka Prefecture

Reference: Shizuoka Labor Office Employment Stability Department, “Employment Stability
Annual Administrative Report”
Changes in Izu Peninsula Ratio of Job Vacancies to Job Seekers（by jurisdiction of regional office）

Reference: Shizuoka Labor Office Employment Stability Department,“Employment Stability Annual Administrative Report”

48

Izu Peninsula Grand Design

Recreational Tourist Visitors to the Izu Peninsula

Unit: Thousand People
Reference: Shizuoka Prefecture, “Trends in Tourism”

Overnight Visitors to the Izu Peninsula

Unit:Thousand People
Reference: Shizuoka Prefecture, “Trends in Tourism”

49

Izu Peninsula Grand Design

Popular Touristic Events in the Izu Peninsula
Festivals and Religious Events

Venue

Name

Visitor in 2018

Mishima city The summer festival of the Mishima Grand Shrine

500,000

Shimoda city Black Ship festival

205,000

Shimoda city Drum parade festival

150,000

Atami city

100,000

Annual first visit to Kinomiya Shrine

Firework display

Venue

Name

Visitor in 2018

Atami city

Atami beach floating firework festival

387,000

Itoh city

Wiliam Adams commemoration festival

281,500

Numazu city

Numazu summer festival Kano river firework

130,000

Izu city

Tohi Summer festival

44,000

Atami city

One hundred eight lantan adrift festival andfireworks in Izu-taga hot spring

33,100Floor blossom festival

Venue
Kawazu city

Name
Kawazu cherry blossom festival

Minamiizu town

Southern Izu Cherry and rape bloosom
festival

Visitor in 2018
907,050
212,000

Shimoda city Narcissus festival

189,000

Atami city

Atami plum groove festival

183,805

Itoh city

The Izu highland chery bloosom festival

156,936

Shimoda city Hydrangea festival

148,800

Matsuzaki
town

Paddy fields in full bloom festival

80,356

Atami city

Atami plum groove maple festival

Izu city

Shuzenji Maple festival

57,11449,200
Reference: Shizuoka Prefecture, “Trends in Tourism”

50