(1) the relationship with Government of Japan (GoJ) in implementing the disaster management plan (see recommendation 1)

(2) a strategy to scale up and meet abnormally large needs in the case of mega disasters and/or when two or more chapters are seriously affected (see Recommendation section 4, Evaluation report)

(3) the possible role of JRCS health institutions, such as hospitals, in providing a forward disaster management coordination centre in large scale disasters

(4) the need for capacity in making assessments, including in situations where municipalities are rendered dysfunctional (see recommendation 5)

(5) JRCS role and responsibility in case of large-scale industrial accidents (see recommendation 8)

(6) the need for a JRCS recovery policy (see recommendation 14)

(7) a strategy for the most effective deployment of human resources within the Society, including those with practical experience and expertise in overseas large-scale disasters and those familiar with Movement policies and standards (see recommendation 18)

(8) the need to strengthen the corps of JRCS trained volunteers to give added outreach to the communities and provide surge capacity to deliver emergency relief services (see recommendation 13)

(9) the basis on which additional resources (e.g. funds, international tools, supplies and personnel) may be mobilized from within the Movement (see section 5)

(10) stronger coordination with the government, NGOs, the private sector and other organisations (see recommendation 1)

(1) Develop further relationships with GoJ, NGOs and private corporate sector

(2) Develop operational centers in the affected area along with the development of human resources for management of the relief activities.

(3) Establish the operational hubs as well as logistic base in or nearby an affected area.

(4) Strengthen capacity for proactive information gathering by the staff members and volunteers.

(5) Develop a JRCS response policy, appropriate equipment, operational procedures and the training system in response to nuclear radiation disaster.

(6) Review expected roles of the JRCS from the public perspective in the recovery operation and develop a policy as well as scope of activities for future recovery operations.

(7) Review the operational linkage among NHQ, chapters, and hospitals and enhance effective use of experienced human resources not only from domestic domain but also from the international emergency relief as well as from the RCRC Movement.

(8) Examine the roles and scope of activities of JRCS volunteers and volunteer centers, including management of such centers.

(9) Review effective use of the global response tools from RCRC Movement at a time of large-scale disasters (including Wat-San ERU which was proven to be effective during the GEJET).

・Recovery is an integral part of the process that helps individuals in communities to rebuild their lives shattered by disaster, and as such should be part of the Red Cross’ extended mandate;

・As recommended in the first evaluation, the JRCS should take a formal policy decision to include recovery as an area of operations. Recovery should be clearly defined on the basis of the guidelines developed by the IFRC. It should be managed and integrated in the organisational structure in the same manner as all activities in disaster response and relief;

・The spectrum of activities falling under recovery has to be defined, and should include needs assessment, planning and programming, and monitoring. Tools should be developed, including Standard Operating Procedures and training, to prepare staff for the tasks related to the society’s recovery responsibility;

・As a result of the high visibility it gained in Japan with this disaster, the JRCS should devote time and resources to develop its image as an innovative, forward-looking, relevant and effective organisation. The profile of the National Society should be revamped as an organisation closer to the community;

・Bridges should be built between the JRCS and the media, at national and prefecture level, as well as with other entities that have to become part of JRCS’ network of supporters, in the private and public sector. An assessment of potential partners should be conducted as soon as possible, building on the Society’s current visibility;

・The JRCS should continue to build the in-house capacity of its public relations team to proactively manage the image of the JRCS.

・Being accountable to those we support has long been a principle of Red Cross Red Crescent work and is strongly embodied in the Code of Conduct. A model accountability framework should be developed, adhering to accountability principles: a. Transparency b. Participation c. Monitoring and evaluation d. Complaints and response

・People need information as much as water, food, medicine and shelter. Beneficiary communication, a component of beneficiary accountability, aims to save and improve lives through the provision of timely, relevant and accurate information, and to support an environment of transparency and accountability through the creation of feedback mechanisms;

・Communicating with, involving and listening to people means providing a better service to them. There is a duty to be accountable to beneficiaries and to make a deliberate effort to communicate with, listen to and respond to their concerns. People have a right to know about and have a voice in actions that affect them;

・The JRCS should work to increase organisational awareness and application of minimum standards in beneficiary accountability. Accountability to Beneficiaries (AtB) should apply to the JRCS service delivery both in domestic and international operations;

・The JRCS should disseminate among its staff internationally accepted standards (e.g. Sphere, the Listening Project, Humanitarian Accountability Project, etc.) and apply them in the future disaster response;

・The IFRC should support the JRCS in developing a strategy and practical steps for the implementation of these activities;

・While the JRCS did apply the Fundamental Principles and other major standards regarding disaster relief in responding to this disaster, opportunities exist to increase awareness and ensure that staff know and enact key principles and standards in their daily work;

・The JRCS should review how key principles and standards such as the Fundamental Principles, gender policy, Principles and Rules in Disaster Relief and Sphere are currently incorporated in mandatory training and orientations for all departments;

・The JRCS should disseminate the organisation’s mission, mandate and strategic direction to prefectures and municipalities governments, including the Council of Social Welfare to clarify the JRCS’s role in disaster;

・Awareness rising should be conducted with key corporate players and NGOs; and the JRCS should enter into a memorandum of understanding (MoU) with them, agreeing on their respective activation in the coming years.

・Learning from this disaster’s experience, the JRCS could develop a more rational approach to needs assessment that would allow volunteers (including Red Cross youth and specialised corporate volunteers) to respond to a broad spectrum of basic complementary social welfare needs;

・The JRCS NHQ should support Iwate, Miyagi and Fukushima Chapters to identify and share with other chapters their experiences and lessons in community-based services and in working through volunteers;

・The IFRC should provide the JRCS with information on peer support from other NS with experience in this type of services and promote the cooperation among sister societies. The IFRC should support the JRCS with the adaptation of material for services and training of volunteers in this field.

・This was noted in the MRP of the first evaluation. Efforts in this area must continue for the International Federation as a whole, including National Societies along with the JRCS:

・The IFRC, jointly with the ICRC, should formulate guidance for the Movement to address the humanitarian consequences of a nuclear disaster;

・The IFRC, as and when required by the JRCS, should contribute to the Nuclear Information Centre to be launched in 2013;

・The JRCS, with the support of the IFRC, should organise an international exchange programme targeting medical personnel and volunteers on long-term community-based PSP, for NS to exchange expertise and develop programmes in this area;

・The IFRC should look into ways to maintain the position of Senior Officer for Nuclear Preparedness beyond the initial year; there is a concern that one year is insufficient to build capacity and interest in this area. The organisation should undertake efforts to ensure funding for such a position for at least three years and not burden the incumbent with that responsibility.

・To balance the secretariat’s support to international departments of National Societies with domestic service delivery departments (particularly in high-income countries), the evaluation recommends that:

・The secretariat maintains the regular international learning workshops for NS domestic disaster management teams, so that NS domestic specialists and technical staff mutually benefit from the experience of other NS, in particular in the area of “relief to recovery”, noting that the IFRC’s strength should also be based on the domestic resources of National Societies and not only in the network of international departments;

・A mutual exchange process between domestic and international departments should be promoted, as well as “learning from others”.

・The IFRC already supports the JRCS in this respect. Discussions at senior level on the extension and timeline for this process are taking place, key material has been translated into Japanese and a focal person in A/P zone office has been designated. The JRCS is committed to undertake the process, demonstrating that a well-functioning organisation, as is the case of this NS, strives to better contribute to the goals of Strategy 2020.

・The JRCS has learned and is still learning lessons through its recovery intervention following this disaster. Among others, one can highlight the lessons learned in operating a Recovery Task Force, which can contribute to the efficiency and effectiveness of future interventions in mega-disasters. For this purpose, the JRCS should:

・Develop Standard Operating Procedures (SOPs) for the functioning of a Task Force, including terms of reference;

・Design tools such as templates and forms for the preparation and development of a plan of action, accountability framework, needs assessments, requests, proposals, procedures for approvals, etc.;

・Develop progress control/monitoring tools for budgets, control of costs, chronograms /schedules.