PERSISTENT PROBLEMS, PROMISING SOLUTIONS AND BENEFICENCE45In accordance with the guidance issued by theNational Coord<strong>in</strong>at<strong>in</strong>g Board (through the NationalCoord<strong>in</strong>at<strong>in</strong>g Board Secretary Decree No. 2, 2001),Indonesia’s grand strategies <strong>in</strong> cop<strong>in</strong>g with disaster andrefugee problems are as follows: (1) emergency responsephase, (2) empowerment phase, (3) reconciliationphase, and (4) relocation phase. The measures to handlerefugees or <strong>in</strong>ternally displaced persons (IDPs) are asfollows: (1) emergency/search and rescue, (2) datacollect<strong>in</strong>g, (3) emergency assistance, and (4) people’s<strong>in</strong>volvement.Accord<strong>in</strong>g to Puji Pujiono, former director of the UNOffice for the Coord<strong>in</strong>ation of Humanitarian Affairs(OCHA) <strong>in</strong> Kobe, more effective management ofdisasters would significantly improve human security <strong>in</strong>Indonesia. 1 To this end, a coherent policy frameworkwith more effective downstream implementation wouldbe a prerequisite. The exist<strong>in</strong>g disaster managementpolicy framework is fragmented and scattered, outdatedand lack<strong>in</strong>g <strong>in</strong> coherence. Devastation from a str<strong>in</strong>gof major calamities <strong>in</strong> comb<strong>in</strong>ation with the dawn<strong>in</strong>gof new democracy, local autonomy, and regional/<strong>in</strong>ternational frameworks compel a paradigmatic shift<strong>in</strong> the disaster management policy framework.Furthermore, based on my own observations whilejo<strong>in</strong><strong>in</strong>g volunteer<strong>in</strong>g activities to assist Aceh tsunamivictims from December 2004 to January 2005 andYogyakarta earthquake victims <strong>in</strong> June 2006, thevictim services program <strong>in</strong> Indonesia is un<strong>org</strong>anized,un<strong>in</strong>tegrated and not well-planned. Besides the factthat before 2007 Indonesia did not have the DisasterManagement Act, the prevail<strong>in</strong>g disaster managementpolicies before 2007 were not adequate to cope withdisaster response activities. Badan Koord<strong>in</strong>asi NasionalPenanggulangan Bencana dan Penanganan Pengungsi(National Coord<strong>in</strong>at<strong>in</strong>g Board for Disaster Managementand Refugee Handl<strong>in</strong>g), which coord<strong>in</strong>ates disastermanagement and has branches <strong>in</strong> all prov<strong>in</strong>ces andregencies <strong>in</strong> Indonesia, could not <strong>in</strong>tegrate andcoord<strong>in</strong>ate the disaster countermeasures s<strong>in</strong>ce theBoard was equipped with only limited jurisdiction,had poor facilities, was understaffed, had a low budgetand had unclear policies. Therefore, when a disasteroccurred, the victim service providers and caregivers,either com<strong>in</strong>g from the common people, NGOs, <strong>org</strong>overnment bodies, ran their activities on their ownwithout coord<strong>in</strong>ation among one another.Polices and victim services <strong>in</strong> Japan’s disastermanagementJapan is located <strong>in</strong> the circum-Pacific mobile zonewhere seismic and volcanic activities occur constantly.Although the country covers only 0.25 percent of theland area on the planet, the number of earthquakesand the distribution of active volcanoes is quite high.Also, because of its geographical, topographical andmeteorological conditions, the country is subject tofrequent disasters such as typhoons, torrential ra<strong>in</strong>s andheavy snow.In Japan there is much damage to lives and propertydue to natural disasters every year. Up until the 1950s,there were numerous large typhoons or large-scaleearthquakes which claimed the lives of more than1,000 people (Suzuki 2006). However, due to theprogress of countermeasures such as the promotionof national land conservation projects, improvements<strong>in</strong> weather forecast<strong>in</strong>g technologies, the completionof disaster <strong>in</strong>formation communication systems andthe preparation of disaster management systems, thenumber of deaths and miss<strong>in</strong>g due to natural disastersshows a decl<strong>in</strong><strong>in</strong>g tendency.When a disaster occurs, it is important for localresidents to take the <strong>in</strong>itiative <strong>in</strong> perform<strong>in</strong>g urgentlyrequired activities such as fight<strong>in</strong>g fires, fight<strong>in</strong>g floods,search and rescue and evacuation <strong>in</strong> order to helpdisaster management activities proceed smoothly. Forthis reason, residents aware of the need for solidarity<strong>in</strong> community establish local voluntary disastermanagement <strong>org</strong>anizations. These <strong>org</strong>anizations preparematerials and mach<strong>in</strong>ery <strong>in</strong> the region, and practicedisaster management drills, among others. As of April2001, about 57.9 percent of the households wereparticipat<strong>in</strong>g <strong>in</strong> local voluntary disaster management<strong>org</strong>anizations.Various groups, <strong>in</strong>clud<strong>in</strong>g the Japan Red Cross Society,work as volunteers. To encourage these groups,the national government and local governmentspromote the preparation of a learn<strong>in</strong>g environment bydissem<strong>in</strong>at<strong>in</strong>g pert<strong>in</strong>ent <strong>in</strong>formation through publicrelations, education and the preparation of an activitybase.Disaster management drills are conducted <strong>in</strong> orderto confirm and verify the capability of the disastermanagement system of each <strong>org</strong>anization to smoothlycarry out the required activities should a disasteroccur. In the case of an emergency, national and localgovernments must immediately collect and analyze<strong>in</strong>formation on the state and scale of the damage andexchange this <strong>in</strong>formation with relevant persons and<strong>org</strong>anizations. After this, a system for execut<strong>in</strong>g a disasteremergency response is established. The contents of the<strong>Asian</strong> <strong>Transformations</strong> <strong>in</strong> <strong>Action</strong>The Work of the 2006/2007 API Fellows
46 PERSISTENT PROBLEMS, PROMISING SOLUTIONS AND BENEFICENCEdisaster emergency response <strong>in</strong>clude provid<strong>in</strong>g advice ondirections regard<strong>in</strong>g evacuation, fight<strong>in</strong>g fires, rescu<strong>in</strong>gvictims, secur<strong>in</strong>g emergency transportation, emergencyrecovery of public facilities and other activities.In municipalities and prefectures where a disaster hasactually occurred, disaster emergency responses suchas establish<strong>in</strong>g a headquarters for emergency measuresare conducted by the municipal and prefecturalgovernments with the full mobilization of their resources.Furthermore, at the time of a large-scale disaster, thegovernments may establish a Headquarters for MajorDisaster Management (headed by the M<strong>in</strong>ister of Statefor Disaster Management) or Headquarters for UrgentNATIONAL LEVELPrime M<strong>in</strong>isterCentral DisasterManagement CouncilDesignatedAdm<strong>in</strong>istrative OrganDesignated PublicCorporationsFormulation and executionof disaster management plan,comprehensive coord<strong>in</strong>ationFormulation and promotion ofthe execution of the basic disastermanagement planFormulation and execution of thedisaster management operation planPREFECTURAL LEVELGovernorFormulation and executionof disaster management plan,comprehensive coord<strong>in</strong>ationPrefectural DisasterManagement CouncilDesignated LocalAdm<strong>in</strong>istrative OrgansDesignated Local PublicCorporationsMUNICIPAL LEVELMayors of Cities,Towns and VillagesMunicipal DisasterManagement CouncilRESIDENTS LEVELFormulation and promotion of theexecution of the regional disastermanagement planFormulation and execution ofdisaster management planFormulation and promot<strong>in</strong>gexecution of the regional disastermanagement planTable 1: Disaster management <strong>in</strong> Japan (Suzuki, 2006)Disaster Management (headed by the Prime M<strong>in</strong>ister)and promote emergency measures.The director generals of each m<strong>in</strong>istry and agency gatherat the Prime M<strong>in</strong>ister’s official residence immediatelyafter a disaster occurs. Utiliz<strong>in</strong>g the <strong>in</strong>formationcollected from pert<strong>in</strong>ent <strong>org</strong>anizations and images ofthe disaster-stricken area provided by a helicopter froma related m<strong>in</strong>istry or agency such as the Defense Agencyor the National Police Agency, the damage is estimatedus<strong>in</strong>g the Early Evaluation System (EES). With this<strong>in</strong>formation, it is possible for the members to betterunderstand the damage, which is then analyzed andimmediately reported to the Prime M<strong>in</strong>ister so that abasic policy can be decided promptly. In the case oflarge-scale disasters that exceed the response capabilitiesof the local government, wide-scale support for a disasteremergency response from the National Police Agency,the Fire and Disaster Management Agency, and/or theJapan Coast Guard is available and, accord<strong>in</strong>g to requestsfrom the prefectural governor, Self-Defense Forces canbe dispatched for emergency response activities. Thereare also <strong>in</strong>stances <strong>in</strong> which the government establishesan On-Site Disaster Management Headquarters at theactual site of the disaster by dispatch<strong>in</strong>g a governmental<strong>in</strong>vestigation team to the stricken area <strong>in</strong> order to obta<strong>in</strong>more detailed <strong>in</strong>formation so that prompt measures aretaken.Accord<strong>in</strong>g to Koji Suzuki, director of the <strong>Asian</strong>Disaster Reduction Center (ADRC) <strong>in</strong> Kobe, disastermanagement <strong>in</strong> Japan before 1959 was relatively poor. 2The turn<strong>in</strong>g po<strong>in</strong>t <strong>in</strong> Japanese disaster managementbegan <strong>in</strong> 1959 when Japan experienced the Ise-WanTyphoon around the Nagoya area. This was an epochmak<strong>in</strong>gturn<strong>in</strong>g po<strong>in</strong>t s<strong>in</strong>ce the typhoon triggeredenormous changes <strong>in</strong> Japan’s disaster management,from a response-oriented approach to a preventiveapproach and from an <strong>in</strong>dividual approach to acomprehensive multi-sectoral approach. After this<strong>in</strong>cident, the government, along with private agencies,started to <strong>in</strong>vest <strong>in</strong> disaster reduction.In 1961, Japan enacted the Disaster CountermeasuresBasic Act, which <strong>in</strong>troduced some elements asfollows: (i) establishment of a Disaster ManagementCouncil with national, prefectural and municipal level<strong>org</strong>anization <strong>in</strong> a multi-sectoral coord<strong>in</strong>ation body;(ii) establishment of a Disaster Management Plan atthe national, prefectural, and municipal levels; (iii)establishment of an ad-hoc headquarters for emergencyresponse as a multi-sectoral body <strong>in</strong> case of emergency;and (iv) stipulation that the government must issue anAnnual Government Official Report (White Paper)on Disaster Countermeasures, to be submitted to theDiet. The White Paper on Disaster Management is anobligation of the Disaster Countermeasures Basic Act(s<strong>in</strong>ce 1963). It describes countermeasures taken by theGovernment, is edited annually by the Cab<strong>in</strong>et office,and has about 6,000 copies sold every year.As a follow up to such measures, the government<strong>Asian</strong> <strong>Transformations</strong> <strong>in</strong> <strong>Action</strong>The Work of the 2006/2007 API Fellows
- Page 1 and 2:
Asian Transformations in ActionThe
- Page 3 and 4:
iiiCONTENTSAbout the BookAcknowledg
- Page 5 and 6:
V. APPENDICESCultivation of Transfo
- Page 7 and 8:
The Regional Project, entitled “C
- Page 9 and 10:
ixTHE CONTRIBUTORS(in alphabetical
- Page 11 and 12:
MYFEL JOSEPH PALUGA is a faculty me
- Page 13 and 14:
xiiiare common to nations around th
- Page 15 and 16:
xvsilence maintained by academe on
- Page 17 and 18: xviiIt is reasonable and necessary,
- Page 19 and 20: xixOVERVIEWCzarina Saloma-Akpedonu,
- Page 21 and 22: xxito retain their identity but at
- Page 23 and 24: xxiiiABOUT THE WORKSHOPThe 6 th API
- Page 25 and 26: 2CIRCLES OF POWER AND COUNTERBALANC
- Page 27 and 28: 4CIRCLES OF POWER AND COUNTERBALANC
- Page 29 and 30: 6CIRCLES OF POWER AND COUNTERBALANC
- Page 31 and 32: 8CIRCLES OF POWER AND COUNTERBALANC
- Page 33 and 34: 10CIRCLES OF POWER AND COUNTERBALAN
- Page 35 and 36: 12CIRCLES OF POWER AND COUNTERBALAN
- Page 37 and 38: 14CIRCLES OF POWER AND COUNTERBALAN
- Page 39 and 40: 16CIRCLES OF POWER AND COUNTERBALAN
- Page 41 and 42: 18CIRCLES OF POWER AND COUNTERBALAN
- Page 43 and 44: 20CIRCLES OF POWER AND COUNTERBALAN
- Page 45 and 46: 22CIRCLES OF POWER AND COUNTERBALAN
- Page 47 and 48: 24CIRCLES OF POWER AND COUNTERBALAN
- Page 49 and 50: 26 PERSISTENT PROBLEMS, PROMISING S
- Page 51 and 52: 28CIRCLES OF POWER AND COUNTERBALAN
- Page 53 and 54: 30 PERSISTENT PROBLEMS, PROMISING S
- Page 55 and 56: 32 PERSISTENT PROBLEMS, PROMISING S
- Page 57 and 58: 34 PERSISTENT PROBLEMS, PROMISING S
- Page 59 and 60: 36 PERSISTENT PROBLEMS, PROMISING S
- Page 61 and 62: 38 PERSISTENT PROBLEMS, PROMISING S
- Page 63 and 64: 40 PERSISTENT PROBLEMS, PROMISING S
- Page 65 and 66: 42 PERSISTENT PROBLEMS, PROMISING S
- Page 67: 44 PERSISTENT PROBLEMS, PROMISING S
- Page 71 and 72: 48 PERSISTENT PROBLEMS, PROMISING S
- Page 73 and 74: 50 PERSISTENT PROBLEMS, PROMISING S
- Page 75 and 76: 52 PERSISTENT PROBLEMS, PROMISING S
- Page 77 and 78: 54 INTERMINGLING OF CONTINUITY AND
- Page 79 and 80: 56 INTERMINGLING OF CONTINUITY AND
- Page 81 and 82: 58 INTERMINGLING OF CONTINUITY AND
- Page 83 and 84: 60 INTERMINGLING OF CONTINUITY AND
- Page 85 and 86: 62 INTERMINGLING OF CONTINUITY AND
- Page 87 and 88: 64 INTERMINGLING OF CONTINUITY AND
- Page 89 and 90: 66 INTERMINGLING OF CONTINUITY AND
- Page 91 and 92: 68 INTERMINGLING OF CONTINUITY AND
- Page 93 and 94: 70 INTERMINGLING OF CONTINUITY AND
- Page 95 and 96: 72 INTERMINGLING OF CONTINUITY AND
- Page 97 and 98: 74 INTERMINGLING OF CONTINUITY AND
- Page 99 and 100: 76 INTERMINGLING OF CONTINUITY AND
- Page 101 and 102: 78 INTERMINGLING OF CONTINUITY AND
- Page 103 and 104: 80 INTERMINGLING OF CONTINUITY AND
- Page 105 and 106: 82 INTERMINGLING OF CONTINUITY AND
- Page 107 and 108: 84 INTERMINGLING OF CONTINUITY AND
- Page 109 and 110: 86 INTERMINGLING OF CONTINUITY AND
- Page 111 and 112: 88 INTERMINGLING OF CONTINUITY AND
- Page 113 and 114: 90 INTERMINGLING OF CONTINUITY AND
- Page 115 and 116: 92 INTERMINGLING OF CONTINUITY AND
- Page 117 and 118: 94 INTERMINGLING OF CONTINUITY AND
- Page 119 and 120:
96 BLURRED BORDERS AND SOCIAL INTEG
- Page 121 and 122:
98 BLURRED BORDERS AND SOCIAL INTEG
- Page 123 and 124:
100 BLURRED BORDERS AND SOCIAL INTE
- Page 125 and 126:
102 BLURRED BORDERS AND SOCIAL INTE
- Page 127 and 128:
104 BLURRED BORDERS AND SOCIAL INTE
- Page 129 and 130:
106 BLURRED BORDERS AND SOCIAL INTE
- Page 131 and 132:
108 BLURRED BORDERS AND SOCIAL INTE
- Page 133 and 134:
110 BLURRED BORDERS AND SOCIAL INTE
- Page 135 and 136:
112 REFIGURATION OF IDENTITIES AND
- Page 137 and 138:
114 REFIGURATION OF IDENTITIES AND
- Page 139 and 140:
116 REFIGURATION OF IDENTITIES AND
- Page 141 and 142:
118 REFIGURATION OF IDENTITIES AND
- Page 143 and 144:
120 REFIGURATION OF IDENTITIES AND
- Page 145 and 146:
122 REFIGURATION OF IDENTITIES AND
- Page 147 and 148:
124 REFIGURATION OF IDENTITIES AND
- Page 149 and 150:
126 REFIGURATION OF IDENTITIES AND
- Page 151 and 152:
128 REFIGURATION OF IDENTITIES AND
- Page 153 and 154:
130 REFIGURATION OF IDENTITIES AND
- Page 155 and 156:
132 REFIGURATION OF IDENTITIES AND
- Page 157 and 158:
134 REFIGURATION OF IDENTITIES AND
- Page 159 and 160:
136 REFIGURATION OF IDENTITIES AND
- Page 161 and 162:
138 REFIGURATION OF IDENTITIES AND
- Page 163 and 164:
140 REFIGURATION OF IDENTITIES AND
- Page 165 and 166:
142 REFIGURATION OF IDENTITIES AND
- Page 167 and 168:
144 REFIGURATION OF IDENTITIES AND
- Page 169 and 170:
146 SPECIFICITIES OF GLOBALIZATIONo
- Page 171 and 172:
148 SPECIFICITIES OF GLOBALIZATIONa
- Page 173 and 174:
150 SPECIFICITIES OF GLOBALIZATIONc
- Page 175 and 176:
152 SPECIFICITIES OF GLOBALIZATIONs
- Page 177 and 178:
154 SPECIFICITIES OF GLOBALIZATIONA
- Page 179 and 180:
156 SPECIFICITIES OF GLOBALIZATIONB
- Page 181 and 182:
158 REFIGURATION OF IDENTITIES AND
- Page 183 and 184:
160 SPECIFICITIES OF GLOBALIZATIONa
- Page 185 and 186:
162 SPECIFICITIES OF GLOBALIZATIONb
- Page 187 and 188:
164 SPECIFICITIES OF GLOBALIZATIONG
- Page 189 and 190:
166 SPECIFICITIES OF GLOBALIZATIONh
- Page 191 and 192:
168 SPECIFICITIES OF GLOBALIZATIONL
- Page 193 and 194:
170 SPECIFICITIES OF GLOBALIZATIONv
- Page 195 and 196:
172 SPECIFICITIES OF GLOBALIZATIONT
- Page 197 and 198:
174 SPECIFICITIES OF GLOBALIZATIONR
- Page 199 and 200:
176 SPECIFICITIES OF GLOBALIZATIONa
- Page 201 and 202:
178 SPECIFICITIES OF GLOBALIZATIONp
- Page 203 and 204:
180 SPECIFICITIES OF GLOBALIZATIONt
- Page 205 and 206:
182 SPECIFICITIES OF GLOBALIZATIONA
- Page 207 and 208:
184 SPECIFICITIES OF GLOBALIZATIONN
- Page 209 and 210:
186 SPECIFICITIES OF GLOBALIZATIONI
- Page 211 and 212:
188 COLLAGES OF BETTERMENTThe repor
- Page 213 and 214:
190 COLLAGES OF BETTERMENTregistry
- Page 215 and 216:
192 COLLAGES OF BETTERMENTPublic di
- Page 217 and 218:
194 COLLAGES OF BETTERMENTConstrain
- Page 219 and 220:
196 COLLAGES OF BETTERMENTEmpowerme
- Page 221 and 222:
198 COLLAGES OF BETTERMENTshugyou c
- Page 223 and 224:
200 COLLAGES OF BETTERMENTSenge and
- Page 225 and 226:
202 COLLAGES OF BETTERMENTof an int
- Page 227 and 228:
204 COLLAGES OF BETTERMENTWheatley,
- Page 229 and 230:
206 COLLAGES OF BETTERMENTtogether
- Page 231 and 232:
208 COLLAGES OF BETTERMENTmonitorin
- Page 233 and 234:
210 COLLAGES OF BETTERMENTDevelopme
- Page 235 and 236:
212 COLLAGES OF BETTERMENTgovernmen
- Page 237 and 238:
214 COLLAGES OF BETTERMENTREDEFININ
- Page 239 and 240:
216 COLLAGES OF BETTERMENTthe maxim
- Page 241 and 242:
218 COLLAGES OF BETTERMENTwork, to
- Page 243 and 244:
220 COLLAGES OF BETTERMENTcontinue
- Page 245 and 246:
222 COLLAGES OF BETTERMENTspaces, a
- Page 247 and 248:
224 COLLAGES OF BETTERMENTACADEMIC
- Page 249 and 250:
226 COLLAGES OF BETTERMENTwe consum
- Page 251 and 252:
228 COLLAGES OF BETTERMENTI took wi
- Page 253:
230 COLLAGES OF BETTERMENTFourth, t
- Page 256 and 257:
233Day 3, Tuesday, 27 November 2007
- Page 258 and 259:
JOSIE M. FERNANDEZExecutive Council
- Page 260 and 261:
237MARY RACELISProfessorial Lecture
- Page 262 and 263:
239NAPAT TANGAPIWUTInstitute of Asi
- Page 264 and 265:
Persistent problems, promising solu
- Page 266 and 267:
Blurred borders and social integrat
- Page 268 and 269:
the basis of local identity and exa
- Page 270 and 271:
a certain Western perspective while
- Page 272 and 273:
strategy found their way into a bus