ブックタイトルRecommendations to prepare for future mega-disasters in Japan

概要

Recommendations to prepare for future mega-disasters in Japan

Part III: Human Resource Development1. Background of the recommendations(1) Objectives and reasons for the recommendations? Based on the issues emerged during the GEJE response and possible improvementsidentified for future disasters, key recommendations related to the acceptance ofinternational assistance were presented in Part I. In addition, establishing andoperationalising a set of national minimum standards and the role of NGOs and NPOswere discussed in Part II. These recommendations entail improvement of institutionaland legal frameworks, development of organisational arrangements, development ofdetailed plans, dissemination of knowledge and expertise, as well as implementation ofdisaster response exercises.? Many of the problems faced during the response to the GEJE resulted from a shortage ofqualified human resources capacitated to cope with the disaster situation. Therefore,securing and nurturing disaster response experts is essential for resolving the problems.(2) Issues emerged in the response to the Great East Japan Earthquakea. Absence of a centralised system to capture the qualified and deployable disaster responseexperts and aid providers and to manage the pool of such human resources? Municipal authorities have their own staff involved in disaster management, but there isno organisation that can centrally control and manage them.? The total numbers and specialised areas of disaster response experts that the Municipalauthorities can mobilise are not known.b. Expert knowledge and experience vary among the disaster response experts and aidproviders (i.e. lack of common standards)? Even if there are staff members with experience in disaster response, their knowledgeand expertise are diverse, and developed on an individual basis.? In the absence of a national common position and minimum standards on what thedisaster managers and response actors need to learn, strengths and weaknesses ofindividual staff vary significantly.? Neither a specialist accreditation system nor common standards for capacity assessmentexist at a national level.? Domestic response actors and aid providers are relatively familiar with the disasterresponse methodologies in Japan. However, their understanding of internationalcoordination systems and standards tend to be limited. They are also expected to bemore familiarised with the procedures and other aspects related to the acceptance ofinternational assistance in view of large scale disasters in Japan.c. The Government’s human resource management systems are not conducive for encouragingand supporting the development of specialists in disaster response and relief operations? Officials of the central, prefectural and municipal governments - including those involvedin disaster management - normally rotate every two to three years. This makes itextremely difficult for any officers to accumulate their knowledge and experience even onan individual basis. Moreover, once moved to another position with differentresponsibilities, the officials are not able to utilise or transfer their accumulated32