Comparative Study of Administrative Business Continuity Plan(BCP) for DISASTER Management of Metropolitan Areas in Korea and Japan
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Purpose: In the event of a disaster, the work of local governments should continue not only to respond to dis-asters but also to normal work. Therefore, what should be prioritized during normal administrative work, the scale of manpower and resources, priority work in the event of a disaster, and how to effectively use manpower and facilities are important planning elements to be conceived by local governments. This study examines strategies for local governments to continue administrative work in the event of a disaster in a large city. Method: The Administrative Business Continuity Plan(BCP) considers what the administration should do and what to do with the premise of administrative damage and restrictions due to disasters such as manpower and facilities. It is necessary to review the actual activities and conditions for all employees taking into account the information, facilities, facilities, and related organizations necessary to perform a given task in the event of a dis-aster. This study presented the perspective of BCP as administrative damage, core tasks according to priorities, and specificity of task performance. In addition, it analyzes the administrative BCP in case of an earthquake, tak-ing the case of Tokyo and Osaka, the major cities of Japan. Results: To summarize the characteristics of the administrative BCPs of Tokyo and Osaka Prefecture, they con-sidered what they should do and what they can do while preparing a countermeasure for the upcoming disaster. It is also significant that it was not only aimed at putting such concerns into a plan but also considered a plan that can be put into practice in everyday life. It was made clear that disaster response was not the responsibility of some ministries by collectively sharing the work to be done by departments in the government office Conclusion: First, it is necessary to devise a plan that does not disrupt business performance in consideration of administrative damage. Second, after selecting the core tasks according to the priorities, it is necessary to consider a plan that can be practiced in normal times by cultivating disaster prevention awareness through training or training. Third, agreements should be made in advance not only with all departments in the government building, but also with other local governments in some cases, minimizing the confusion caused by the inflow of external resources in the event of a disaster, and receiving effective support.
Abstract
Purpose: In the event of a disaster, the work of local governments should continue not only to respond to dis-asters but also to normal work. Therefore, what should be prioritized during normal administrative work, the scale of manpower and resources, priority work in the event of a disaster, and how to effectively use manpower and facilities are important planning elements to be conceived by local governments. This study examines strategies for local governments to continue administrative work in the event of a disaster in a large city. Method: The Administrative Business Continuity Plan(BCP) considers what the administration should do and what to do with the premise of administrative damage and restrictions due to disasters such as manpower and facilities. It is necessary to review the actual activities and conditions for all employees taking into account the information, facilities, facilities, and related organizations necessary to perform a given task in the event of a dis-aster. This study presented the perspective of BCP as administrative damage, core tasks according to priorities, and specificity of task performance. In addition, it analyzes the administrative BCP in case of an earthquake, tak-ing the case of Tokyo and Osaka, the major cities of Japan. Results: To summarize the characteristics of the administrative BCPs of Tokyo and Osaka Prefecture, they con-sidered what they should do and what they can do while preparing a countermeasure for the upcoming disaster. It is also significant that it was not only aimed at putting such concerns into a plan but also considered a plan that can be put into practice in everyday life. It was made clear that disaster response was not the responsibility of some ministries by collectively sharing the work to be done by departments in the government office Conclusion: First, it is necessary to devise a plan that does not disrupt business performance in consideration of administrative damage. Second, after selecting the core tasks according to the priorities, it is necessary to consider a plan that can be practiced in normal times by cultivating disaster prevention awareness through training or training. Third, agreements should be made in advance not only with all departments in the government building, but also with other local governments in some cases, minimizing the confusion caused by the inflow of external resources in the event of a disaster, and receiving effective support.
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