Ishiwatari, Mikio

Water & Energy Management Unit, East Asia & Pacific Region
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Fields of Specialization
disaster risk management; water resources management
Water & Energy Management Unit, East Asia & Pacific Region
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Last updated January 31, 2023
Mikio Ishiwatari is Senior Water and Sanitation Specialist at the World Bank, and has been engaged in the projects of flood risk management (FRM) and disaster risk management (DRM) in East Asia and Pacific Region since 2013. He was Senior Disaster Risk Management Specialist at the World Bank Institute, and the focal point for the “Learning from Megadisaster” project in Tokyo. The project was launched by the Government of Japan and the World Bank in October 2011. Before moving to the World Bank in 2011, Mr. Ishiwatari was Senior Advisor on Disaster Management and Water Resources Management at Japan International Cooperation Agency (JICA). He led formulation of the Japanese assistance policies of climate change adaptation and community-based DRM. Also, he led the preparation and supervision of dozens of JICA projects. He conducted post-project review on JICA’s rehabilitation projects following the Indian Ocean Tsunami, and produced “Post-project review report on rehabilitation following the Indian Ocean Tsunami from a human security perspective”; and led to produce research paper “Community-based disaster management: lessons learned from JICA projects”. He worked at various positions of DRM and water resources management at the Ministry of Land, Infrastructure, and Transport, Japan for over 15 years. He formulated and supervised national projects of FRM and highways in Iwami District as Director for Hamada River and Road Office, and was responsible for research and technology development in DRM and water resource management as Senior Deputy Director for River Technology and Information. He worked as Urban Development Specialist at the Asian Development Bank. He was editor of “Special Issue: Japanese experience of disaster management, Asian Journal of Environment and Disaster Management”. He has written various articles on DRM, climate change adaptation, and peace building that were published in DRM journals and publications.  He is a member of “Committee on Building Resilience to Natural Disasters” of the Japan Science Society; and experienced a member of “Advisory Council of Development Assistance in Climate Change Adaptation” of Ministry of Land Infrastructure, Transport and Tourism, Japan, a member of “Steering Committee of Water and Climate Change of Asia-Pacific Water Forum”, and other committees.  He was awarded the prize “Contribution to International Cooperation” by Japan Society of Civil Engineers in 2014.

Publication Search Results

Now showing 1 - 4 of 4
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    Mobilizing and Coordinating Expert Teams, Nongovernmental Organizations, Nonprofit Organizations, and Vounteers
    (World Bank, Washington, DC, 2012-09) Osa, Yukie ; Sagara, Junko ; Ishiwatari, Mikio
    In response to the Great East Japan Earthquake (GEJE), domestic and international assistance initiatives were launched by a large number of public and private sectors organizations; and various emergency teams were mobilized through national and international networks. The GEJE reminded us that civil society organizations play an indispensable role in disaster management. These organizations have the advantage of flexibility and speed in reaching and caring for affected communities. However, there were no coordination mechanisms in place that functioned properly on the ground. Because of the complexity of disaster response operations and the large numbers of actors involved, coordination mechanisms must be established in advance during normal times. Municipality and prefecture governments play a leading role in disaster response in Japan. However, because of the catastrophic consequences of the March 11 earthquake and tsunamis many of the local governments were unable to respond, so national agencies as well as prefectures and municipalities outside the affected region were quickly deployed. Disaster Medical Assistance Team (DMAT) is a specialized team of medical doctors, nurses, and operational coordinators trained to conduct emergency operations during the critical period, normally within 48 hours, after a large-scale disaster or accident.
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    Structural Measures against Tsunamis
    (World Bank, Washington, DC, 2012-09) Ishiwatari, Mikio ; Sagara, Junko
    Structures such as dikes play a crucial role in preventing disasters by controlling tsunamis, floods, debris flows, landslides, and other natural phenomena. However, structural measures alone cannot prevent all disasters because they cannot mitigate damages when the hazard exceeds the level that the structures are designed to withstand. The Great East Japan Earthquake (GEJE) demonstrated the limitations of Japan's existing disaster management systems, which relied too heavily on dikes and other structures. Damage can be kept to a minimum by multilayered approaches to disaster mitigation that include structural and nonstructural measures and that ensure the safe evacuation of residents. This report gives findings; lessons; and recommendations for developing countries.
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    Protecting Significant and Sensitive Facilities
    (World Bank, Washington, DC, 2012-09) Toyama, Masato ; Sagara, Junko ; Ishiwatari, Mikio
    The Great East Japan Earthquake (GEJE) was a multi-hazard event. A massive quake triggered a series of tsunamis of unprecedented dimension, as well as the subsequent nuclear accident. Sensitive facilities need to be protected against low-probability and complex events because damage to such facilities can have a cascading effect, multiplying the destruction and leading to irreversible human, social, economic, and environmental impacts. This report gives findings; lessons; and recommendations for developing countries.
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    Infrastructure Rehabilitation
    (World Bank, Washington, DC, 2013-01) Sagara, Junko ; Ishiwatari, Mikio
    Social infrastructure and public utilities are critical for quick and effective disaster response and recovery. Japan's rigorous seismic reinforcement of infrastructure has greatly reduced the effort required to restore essential facilities. Identification of priority infrastructure, legislation of financial arrangements for rehabilitation, and establishment of pre-disaster plans alongside the private sector have enabled prompt emergency response operations and facilitated a quick rehabilitation. This report gives findings; lessons; and recommendations for developing countries.