Risk Awareness and Education

Initiatives and Programmes

Developed in Japan

Norio Okada

Professor, DPRI, Kyoto University,JapanOECD- Bank Indonesia International Conference

on Financial Education

(21-22 October 2008)

OECD Policy Handbook on POLICY HANDBOOKON NATURAL HAZARD AWARENESS

AND DISASTER RISK REDUCTION EDUCATION (draft)

Questions raised:

• A) Impact of frequent and severe natural hazards on the population in the Asian region

→How can we proactively adapt and learn by acting timely and by rhythmically being sensitized and/or exposed to the impacts?

• B) Importance and role of risk awareness, education initiatives and programmes in order to reduce the (financial) impact of disasters

→i) Not necessarily linking directly to financial matters

ii) Setting a more natural, holistic and context-

dependent communication platform

Questions raised: (2)

• C) Most effective tools

→ Effectiveness is powered by the skills of facilitation and other process/context-dependent knowhow:

Illustrations made from Japan’s ongoing challenges

• D) OECD policy recommendations

→ Policy recommendations are made in conclusion

• E) Roles of the governments, the industry, and in particular the insurance industry, and the civil society.

→ i) Roles of academics also need to be stressed.

ii) Know-hows to set up effective platforms for risk

communication need to be formalized

II. Broad strategyThree-step approach for effective risk awareness and education strategies:

1)In-depth scientific assessment of natural hazards and disaster risks, including hazard mapping

→facilitating people to collaboratively make

diagnosis

2)Identification of desired behaviour and perception changes→guiding people further into working our possible countermeasures and actions

3)Identification of respective roles of stakeholders, and appropriate tools and methods to educate stakeholders and induce action →Roles of scientists and educators are also important ;methods need to be collaboratively developed and adaptively tested

III. Principles(1)• Key principles to inform risk awareness

and risk reduction education strategies,

including:

– Risk-based prioritisation

– Disaster risk transfer and financing

mechanisms can enhance awareness and

education

– Risk communication techniques and

actionable language

→Some special workshop methods are

illustrated as good practices

III. Principles(2)– Messages regarding allocation of costs and disaster

prevention responsibilities as a tool

→ Some special workshop methods as good practices illustrated

– Long-term and sustained strategy

→1)Adaptive management should be

introduced for multiple disaster reduction

over a long span of time to be

rhythmically synchronized with “Disaster

Management Cycles (Clocks)”

2) Good partnership among government, industry

and Communities plus academics and educators

are also important

Conventional disaster plan

vs. 21st century integrated disaster

planning and management

• Reactive

• Emergency and crisis management

• Countermeasure manual approach

• Predetermined planning

(Non-surprise)

• Sectoral countermeasure approach

• Top-down approach

• More proactive

• More risk mitigation + preparedness approach

• More anticipatory/precautionary approach

• More comprehensivepolicy-bundle approach

• More adaptivemanagement approach

• More bottom-upapproach

Disaster management cycle as a clock

modified from Alexander, 2002

BE

FO

RE

TH

E E

VE

NTA

FT

ER

TH

E E

VE

NT

IMPACT

Disaster

EARLY WARNING

Evidence: Repeated Disaster Impact are Sensed,

Learned and Acted on

Non-life Rating Organization of Japan

News Release 21 Aug. 2008• On national average, 44 % of those insured on fire

insurance also joined earthquake insurance, with a 2.3 % increase from the last year 2007

• Has seen 5 year’s consecutive increase

• Kochi, Aichi and Miyagi Prefs. all supposed to be under nearing earthquake disaster risks have recorded more than 60 percent

• Markedly Ishikawa, Toyama and Fukui Prefs. have experienced the ever increasing growth rate. They are in the central and neighboring prefectures struck by the 2007 recent earthquake disasters in the northeastern Japan Sea coastal regions.

Plan-Do-Action-Plan Process

Small but Complete by Adaptive Management

Action

Plan Check

Do

Management

Cycle

Implementing policy

Planning policy

making/ revising

Observing

current state

Setting up communication

platform for policy development

Urban diagnosis

Strategic Shift towards Sustainable

Disaster Cycle Management

When? When?

Prepare

•Not easy to maintain awareness for long

•Not easy to bring it into motion from inside

•Not easy to become rhythmical between tension

and relaxation in a day-to-day pace mode

•Not to be encouraged and rewarded by the effort

Take a small

challenge when

hit near/small by a

disaster

Focus and Roll over

Focus and Roll over

•To put in PDCA small cycles as fliers

•To catch the timing and external moment (shock)

•To beat the time with tension and relaxation

•To encourage and motivate people by making it

visible and rewarding

Non-strategic Strategic

But…

Cannot to tell when!

It very seldom

comes!

Plan

Do

Action

C

p

CheckD

P

d

c

Nested Structure of PDCA Cycles

（Large, Middle and Small Vehicle-Linkage）

0.00

10.00

20.00

30.00

40.00

50.00

0.00 10.00 20.00 30.00 40.00 50.00

事前実施率（以前から実施／N）

Q5

Q3Q4

Q10

Q2

Q9

Q6

Q1

Q7

Q8

経験後実施率（経験後実施／N）

観測

線型

②

①

③

事前実施率（以前から実施／N）事前実施率 (%)

経験後実施率

(%)

0 10 20 30 40 50

2

7

8

9

1

10

65

43

0

1

02

0

30

40

50

Implementation Ratio Changes before and

after nearby-, “Oh-No!” disaster experiences

Implementation Before (%)

Imp

lem

en

tati

on

Aft

er(

%)

→INSURANCE, RETROFITTING

COMMUNITY CHECK-UPS

Flood Risk Communication system

by CASiFiCA Chukyo (Tatano and Hatayama)

Community’s participatory diagnosis-

Upgrading hazard mapping to risk mapping with options available

Picture by Tatano

Develop GIS (DiMSIS)

Flood Analysis

Evacuation Risk Evaluator

Housing Risk Evaluator

workshop

Personal Experience can change

their “mental model” and change

their actual behavior

Developed on Workshop method using of Distal Disaster

Kamishibai by CASiFiCA Chukyo (Hideshima and Takeuchi)

Appreciate Kamishibai narratives

Discussions

Determine shared rules

and roles in community

Share ideas and actions

Enhance community’s coping

capacity

１ Read episode and Make

your choice - Yes or NO?２ Disclose your choice

by Yes or No card

３ Find out group result －Majority or minority?

４ Get game points

based on the results

--- Majority : 1 normal point

(a blue chip)

--- Single Minority: 1 special

point (a gold chip)

5 Exchange views ---

persuading others and/or

persuaded by others,

Also, writing down the

reasons, grounds, and

conditions for YES or NO

attitude on the note

6 Learn basic info

and listen to disaster

veterans’ talk

Basic procedure of “Crossroad: Kobe” Procedure

Policy Conclusions

• Good practices can be more disseminated through publication and marketing by customerized disaster reduction industry.

• Roles of academics and educators need to be stressed.

• Know-hows to set up effective platforms for risk communication need to be formalized

• Timing-engine knowhows need to be more highlighted.

• Architecturing governance schemes to frame knowhows is also studied.

• Asian countries should collaborate and share good practices. (e.g. Disaster Hyperbase Project by Japan)