A JOURNEY OF
TOGETHERNESSThe Emergency Relief and Restoration Project Reportfor the Great East Japan Earthquake

ChildFund Japanwww.childfund.or.jp

MESSAGE
Two years have passed since the Great East Japan Earthquake and Tsunami. We express our
deepest condolences to those people who are still facing a diﬃcult situation and sincerely pray
for an early recovery in people’ s lives.
ChildFund Japan is an international cooperation organization. Immediately after the Great East
Japan Earthquake, we were supported by 11 organizations under the umbrella of a global
network, ChildFund Alliance, and people across Japan with kind and generous donations. And wewere able to carry out emergency and reconstruction projects to support those who were
devastated by the earthquake and the tsunami. While the diﬃculties that accompanied thegiving of assistance were beyond what we had anticipated, they were good opportunities for theorganization to serve Japanese children and to realize the organization’ s vision for: “A global
society that ensures every child the opportunity to develop to their full potential.”
As we complete the emergency and reconstruction activities that went on for over two years, wewould like to express our profound gratitude for your special understanding and generous
support. We would particularly like to thank the people of Ofunato City, Iwate Prefecture, whokindly accepted ChildFund Japan; without their support we would not have had a base toprovide assistance, and we are grateful that they walked with us throughout the journey. At theend of the projects, we are happy to present this report with appreciation.
We have learned invaluable lessons from the experience and will further endeavour to realize
the vision. We sincerely hope for your continued understanding and cooperation.
To end my words of gratitude,
I wish to say may the Lord bless you.

Rev. Dr. Masanobu Fukamachi

Chairperson, ChildFund JapanDevastation by the 3.11 Great East Japan Earthquake
At around 2:46 pm on 11th March, 2011, a huge earthquake of magnitude 8.8, the largest ever recordedin Japanese history, hit the Paciﬁc coast of Tohoku. A powerful M6 earthquake hit Ofunato City. The Japan
Meteorological Agency issued a major tsunami warning for the Paciﬁc coast, including Iwate Prefecture.
Thirty minutes later a huge tsunami caused by the earthquake surged upon the Sanriku Coast, dealing acatastrophic blow to Ofunato City and Rikuzentakata City. As of 6:00 pm, 12th March at least 200 deaths
have been conﬁrmed. A large number of people are missing in Rikuzentakata City. In all areas of the
Kesen region there are currently no prospects for the return of lifelines such as electricity, water ortelephone services. Tremors are continuing intermittently and residents' anxiety and tiredness arereaching peak levels.
（From Tokai Shimpo newspaper article as on 13th March, 2011）

The centre of Ofunato City after being hit by one of Japan's biggest ever tsunamis andswallowed by the waves. Photograph taken at 4:05 pm on 11th March, 20112

■ Status of Earthquake（1）Time of occurrence：14:46, 11th March, 2011（2）Location of epicentre：Sanriku oﬀshore（3）Depth of epicentre：approximately 24km
（4）Size of earthquake：magnitude 9.0（5）Japanese earthquake scale：lower-6■ Tsunami information（1）Tsunami warnings
Major tsunami warning：14:49, 11th March, 2011
Changed to tsunami warning：20:20, 12th March, 2011
Changed to tsunami advisory：7:40, 13th March, 2011
Tsunami advisory lifted：17:58, 13th March, 2011

■Great East Japan Earthquake Damage
Human Damage

Iwate

Deaths

15,880Missing persons

2,694

Building Damage
Totally destroyed
Partially destroyed■Number of deaths and missing persons (by prefecture)

128,93
269,045※As of 27th February, 2013（Emergency Disaster Headquarters,
Metropolitan Police Department）

4,673

1,151

Miyagi

Iwate
9,535

1,302

Fukushima

211

Ibaraki

1,606

24
1

Deaths21

Missing persons

2,000

6,547

4,000

6,000

8,000

85,25921,141
2,623

Ibaraki

10,000（Persons）

18,369Miyagi
Fukushima

Chiba 20

■Number of buildings destroyed (by prefecture)

152,875

72,712
Totally destroyed

24,178

Partially destroyed

801
10,088Chiba
020,00040,00060,00080,000100,000 120,000 140,000 160,000（Buildings）

3

Over the past 36 years ChildFund Japan has carried out assistance in the Philippines and Nepal as an international cooperation
NGO. On 16th March, 2011, the organization decided to implement support activities in the areas aﬀected by the Great East
Japan Earthquake and began working to provide support in Japan for the ﬁrst time. From May 2011, a staﬀ was assigned to
Ofunato City, Iwate Prefecture, where other NGOsʼ support was thin, with the intention to carry out grass-roots assistance inthe area. From November the same year, activities were concentrated on Ofunato City; through "Partnerships" and"collaborations" established with people in the aﬀected areas, the support to restoration and reconstruction had continued.

Activity Timeline
Restoration period

Emergency period
March 2011
Decision to launch assistance in Japan
JANIC information exchange meeting
Start collaboration with Japan Lutheran College
Distribution of emergency supplies (Natori City, Miyagi Prefecture)
Appear on Radio Fukushima (update on emergency support)
Launch of We are with you! ProjectTransporting emergency supplies to the disaster areas

April 2011
Distribution of emergency supplies(Natori and Ishinomaki Cities, Miyagi Prefecture)
Japan Civil Network (JCN)
Distribution of emergency supplies (Ishinomaki)"Handbook for the Psychological Care of Post-disaster Children" completed
Appointment of Yoshikazu Funato as project manager
Distribution of emergency supplies (Morioka, Ofunato)
Visit to Ofunato Disaster Volunteer Centre
Establishment of Tono base
Start collaboration with United Church of Christ Japan, Ou District

Reconstruction period緊

May 2011
Start restoration projects in Ofunato City
Received student volunteers from Rakuno Gakuen University
Start a hearing survey
Psychological and physical care of children workshop (Sendai, Miyagi)
June 2011
Participation in Disaster Recovery Research Institutesymposium organized by Fukushima University
July 2011
Received a long-term volunteers (two months) from
United Church of Christ Japan, Hokkai District
Recruited two Interns who were Japan Overseas
Cooperation Volunteer members via JICAʼ s NGO
Support System and dispatched them for six months
Psychological care of children workshop (Takizawa,
Iwate Prefecture)
Start of Grief Work Program (Ishinomaki, Miyagi Prefecture)
Received student volunteers from Aoyama Gakuin University
Bench making

August 2012
Summer festivals

August 2011
Summer festivals
Potluck parties
October 2011
Formulation of the " Restoration Program of Ofunato Projects Plan"
Appointment of Hiroko Saito as project coordinator
Visit to Ofunato City by Secretary General of ChildFund
Alliance Jim Emerson
November 2011
Southern Coastal Boysʼ Baseball Tournament
Grief work program (Ofunato)
Psychological care of children program (Ofunato)
December 2011
Closed Tono base and opened an oﬃce in Ofunato
Appointment of Yuka Aizawa and Daisuke Ura as
project coordinators
復興期

March 2012
Completion of construction of temporary nursery room in Okirai
Providing furniture for Ofunato Elementary School
Support to production of graduation albums
A tugboat launched by the tsunami to the residential area
900m away from the quay

Ofunato Dream Arcade, a largest temporary shopping arcade in
Ofunato located near Ofunato Station destroyed by the disaster.

October 2012
Completion of construction of a community centre in
Nagahora Temporary Housing Complex
November 2012
Southern Coastal Boysʼ Baseball Tournament
January 2013
Providing furniture for Akasaki Junior High School
Support to production of graduation albums
March 2013
Activities debrief session in Tokyo
Phase out ceremony in Ofunato
Completion of the projects

The translation of the original English language version of the Handbook
for the Psychological Care of Post-disaster Children was divided between
volunteers, illustration was provided by picture-book author Nobumi, anda team of experts from the Japan Lutheran College, Faculty of Integrated
Human Studies, Department of Clinical Psychology worked without rest sothat the handbook could be published one month after the earthquake
disaster. This achievement was the result of a strong desire by numerous
people to deliver the handbook as quickly as possible to caretakers ofchildren deeply aﬀected by the earthquake. In October 2011, translated
versions were produced in English, Chinese, Korean and Filipino.
Mr. Jim Emerson,
Secretary Generalof the ChildFund
Alliance visited
Ofunato twice topresent overseas
donors.

コ ラ ム

4

期

February 2012
Yuyu Farm
Support to the story reading project

From the evening of the day the earthquake struck, a
succession of inquiries began coming in from theeleven ChildFund Alliance members about thepossibility of providing help to people in the aﬀected
regions. Donations to support the disaster victims also
started arriving from supporters in Japan. We gained agreat deal of strength from the encouragement "We
are with you!" and expectations received from both
Japan and overseas and we immediately set about
emergency relief and restoration projects.
What can we do to help the children?.......A large number ofchildren also required psychological care after the
September 11, 2001 terrorist attacks in the United States.
Based on our awareness of the fact that it was impossible
for healthcare and clinical psychology experts alone tohandle this challenge and on our experience of draftingand distributing manuals for the care of children for use by
adults coming into regular contact with children, we
decided to draft the “Handbook for the Psychological Careof Post-disaster Children”

急Collaborative activities withstudent volunteers from
Rakuno Gakuen University
began with the restorationof photographs damaged
by seawater, hearing
surveys and map-making of
evacuation centres, and the
distribution of supplies at
Ofunato Church.

The ﬁrst location for the Grief Work Program,which supports professional social welfare
workers in the aﬀected areas, was a social
welfare evacuation centre set up in Ishinomaki
C i t y, M i y a g i P r e f e c t u r e . B y t h e t i m e t h eevacuation centre closed at the end of
September, ﬁve programs had been
implemented to provide support to the activities
of experts who continued to oﬀer services topeople forced to live in evacuation centres.

5

Contents
Message ……………………………………………………………… １
Damages by the Great East Japan Earthquake ……………… ２
Activity Timeline………………………………………………… ４

Project I

Activity Report on Restoration Program of Ofunato
Project I

Community Building in the Temporary Housing Complexes

Fostering the Bonds………………………………………………………… ７

Project II ………………………………………………………… 15
Project III ………………………………………………………… 21
Media Exposure …………………………………………………… 26

Jinomori Temporary Housing Complex, Ofunato-cho,
Ofunato City, Iwate Prefecture on 13th August,2011. Three months have passed since the residents
moved in and a "summer festival" has been planned
to increase exchange between the residents, who are
gradually getting to know one another. Benches
crafted together with the temporary housing
residents create a new place to relax.

Messages from the Ofunato Restoration Project Team ……… 28
The Record of Volunteersʼ Activities …………………………… 30
Projects Assessment Report ……………………………………… 32
Projects Data………………………………………………………… 47
Introduction of ChildFund Japan ………………………………… 48

Immediately after the disaster, in April 2011, the information that Iwate
Prefecture was comparatively lagging behind in receiving NGOs was shared ina gathering of INGOs in Tokyo. We had paid a visit to Iwate Prefectural Social
Welfare Council to identify the needed support to municipal social welfare
councils in the coastal areas which had received serious damages, which had
led to a visit to the council in Tono City to discuss assistance in the coastal
areas. This had eventually led us to Ofunato City.
In May, we had participated in the activities carried out by the Ofunato
Disaster Volunteer Centre. Sustainable activities were ensured by continued
participation of volunteers from the universities to implement a hearing survey
in temporary housing complexes. Through the survey, the need for community
building emerged. In addition, the needs to improve the childrenʼs environment
where their learning and playing opportunities were being deprived had
become evident. Furthermore, the needs for psychological care of children werebeing pointed out from an earlier stage. In aiming to solve those problems, it
was decided to integrate the activities to the Ofunato Restoration Program.
Ofunato City is located on the Paciﬁc coast of southern Iwate Prefecture. Prior
to the disaster it had approximately 15,000 households and a population ofaround 41,000. However, the disaster caused a considerable damage to the city.

Damage caused by the Great East Japan Earthquake on Ofunato City, Iwate Prefecture

Ofunato City

(as of 31st January, 2013, surveyed by Ofunato Municipal Government）■ Damage①Human damage：340 dead and 80 missing②Building damage：5,534 homes (2,787 totally destroyed, 430 largely destroyed,
717 half-destroyed, 1,600 partially destroyed)③Financial damage：approximately 107.7 billion yen in identiﬁed damages■ Arrival of tsunami
First tsunami recording in Ofunato City：14:54, 0.2m (announced by Japan Meteorological Agency on the day)
Largest tsunami recording in Ofunato City：15:15, 3.3m (announced by Japan Meteorological Agency on the day)
Largest tsunami recording in Ofunato City：15:18, above 8.0m (announced by Japan Meteorological Agency on 23rd March)
Largest tsunami recording in Ofunato City：time unknown, 11.8m (announced by Japan Meteorological Agency on 5th April)

6

Project Ⅰ

7

Changes Brought about in the BenchMaking Process

Benches lined up for the summer Bon dance festival

Would you like to help us make benches?
- Making the Benches Creates New Opportunities for Friendly Convesation -A Vision for Assistance
The homes in which people had lived for many
years were swept away by the terrible tsunami. The
number of people living in evacuation facilities in
Ofunato City alone peaked at 8,000.
People lost their clothes and household belongings
and the types of meals supplied were limited. Under
these diﬃcult living conditions, volunteers hurriedin from around Japan and began working to organize soup kitchens.
Local people received thoughtful supplies andservices from volunteers and aid agencies who arecomplete strangers. If the supplies did not meet
residents' needs they could often cause confusion.
Life in the disaster areas changed on a day-to-day
basis. In June 2011, after progress had been madein establishing temporary housing complexes in
diﬀerent areas, Project Manager Funato began asurvey interviewing local people what they needed.

A Place to Chat
Connectedness between people starts throughcasual conversation. Tightly knit local communities
were disintegrated by the disaster and many people

8

Project Ⅰ

found they did not know who their neighbors were.
Unlike the evacuation centres, temporary housing
complexes protected the privacy of residents to acertain extent, but the problem then arose about
how to provide people with opportunities to get toknow other people living in the same housing
complex. Returning gradually to more normal living
conditions meant that less pressing problems
started to become apparent, such as securing
opportunities for personal exchange.
One idea that came up was for benches to beinstalled along the pathways where anybody would
be free to sit and relax. The benches needed to be ofsimple construction, seat two or three people and be
portable. If we had asked around enough we may
have been able to get hold of ﬁnished products as a"donation". Instead, the staﬀ asked the following
question to the residents.
"Would you like to help us make benches?"
At Sugishita Temporary Housing Complex in Okirai,
Sanriku-cho, where 84 temporary homes were built,
children on their summer holidays and university
students from Aoyama Gakuin who had helped as
staﬀ and volunteers began to get involved.
The bench-making that began here then spread toother housing locations.

The idea was to work together to build somethingthat everyone needed. However, at ﬁrst the idea was
not received positively by everyone.
"I'm not doing that. Leave me alone"
One man turned the suggestion down with a dour
expression.
Forty minutes after the work started the same man
showed up. After watching the bench-making for ashort time, he said:"This is how you should do it."
He took hold of one of the student volunteer's hammers and began giving instructions on how toassemble the benches. Every time he began hammering, there were plenty of smiles on faces of thepeople working with him. Everyone ﬁnds it hard tojoin in at ﬁrst.
The same man joined in the "tea party" held after
the work was ﬁnished. This time he had acompletely diﬀerent expression on his face.
After the disaster, people had lost the opportunity
to make things. People put a lot of thought into thecolours they painted the benches, and the housing
complexes began to gain some colour.
A sense of community began to form in the housing
complexes and a real "community" gradually cameinto view. ChildFund Japan staﬀs and student volunteers from Aoyama Gakuin University and Rakuno
Gakuen University became involved in supporting

Bench painting was womenʼs area of specialty.
With ﬂoral pattern, one and only bench is crafted.

the Bon dance festival.
The Jinomori Housing Complex (72 homes) in
Ofunato-cho, where we built benches together,
decided to place the benches in the car park andhold a "summer festival."Stalls and tents decorated
in cooperation with the residents were lined up andoﬀered dishes such as yakisoba and yakitori. A Bon
dance was performed, accompanied by Tsugarushamisen performances and the Ofunato Ondomarching song. A number of events were plannedfor children, including a Strike Out game, and thevenue echoed with non-stop laughter and cheers.
Bon rituals have been held locally for many years inmemory of deceased relatives. Their signiﬁcancegoes beyond merely "hosting events" and in someregions contributes to the continuation of traditions
that were threatened by the disaster.
At Sugishita Temporary Housing Complex, the 1st
Summer Bon Dance Festival was held on 14th
August and exchange between people waspromoted through circle-dancing and enjoying thestalls. The Bon dance festival gave temporary hous-

Project

Ⅰ

9

Positive Impact- Summer 2011, Jinomori Temporary Housing Complex-

14：47
Man A: It's so hot today!
Man B: Yeah, yeah.

15：14

ing complex residents a chance to get to know one
another, and diligent preparations were made byAssort 48 (the residents' association's youth planning division) at the temporary housing complex.
Thanks to the cooperation of volunteers from
Aoyama Gakuin University we were able not only to
set up the venue and prepare for the event on the
day but to create the whole festival from the planning stage in collaboration with the residents'
association.Participation in the festival helped
support exchange beyond normal local limitations.
Residents were able to sit down and relax on thebenches at the venue and enjoy friendly conversation. Everyone was able to blend in with the locals ina way that went beyond the usual relationship of"supporting" and "being supported."
The benches helped increase conversation. Events
could now be held within the housing complex.
What's more, links that connected people werecreated. Approximately 300 benches have been
hand-made over the past two years. The "seeds"
sown by bench-making in various locations arecultivated by the people who use the benches, andwe hope that this blooms into communities where
people help one another.

10

Project Ⅰ

Ripple Eﬀect of Bench-Making
The eﬀects of the bench-making went beyond justthe people living in the temporary housing
complexes. Invaluable experiences were also
enjoyed by the university student volunteers who
took part in production:"It doesn't matter if you don't know how to makebenches. If you don't know, you just need to ask
someone from the housing complex. Speaking tolots of people helps to develop communication in
the whole area.""I learned that the relationship we are looking toachieve is not one of 'disaster victim and volunteer'
but an equal relationship between people.""Instead of a 'one-way relationship', setting up"equality" through a sincere two-way relationship iswhat ultimately helps disaster victims to stand up
again on their own two feet."
These words were spoken by students who
attended the daily meetings. Our experiences ofactivities at the temporary housing complex helped
us to identify a vision for future assistance.

Man C: Hey! How are you?
Man A: I haven't seen you in ages.
Where are you going on that bicycle?

15：24
Woman A: Hey you. Budge up
and make room for me.

15：31

15：05

15：27
Woman B: This is a good place.
There's something I want to ask you.

15：32

Man E: You guys never stop talking.

Man D: What are you guys having
so much fun chatting about?

Man A: It's too noisy here.
Man B: Yeah.
Man A: Shall we go to thatbench over there?

15：34
Woman B: Let's not stand here talking.
Shall we take a seat?

Women: These benches are great!

During the ﬁrst summer after the Great East Japan Earthquake, July in particular saw a series of
oppressively hot days. Without air conditioning the temperature in the prefabricated temporary
housing rises quickly. However, in Ofunato the sea breeze brings a cooling wind outdoors. The
benches placed along each road became lively places to escape from the heat.

Project

Ⅰ

11

"Shedding" the Relationship of Dependence

What We Learned from Farming

However, the ria coastline of Iwate Prefecture hasvery few ﬂat areas. Nagahora has been used toaccommodate disaster victims from various coastal
locations to create one huge housing complex. The
challenge we were faced with was how to build links
from scratch and create a local community ﬁlledwith trust.
The rebuilding of homes was expected to take a very
long time and there was a need for action by
residents in order to secure a comfortable living
environment for the foreseeable future.

Yuyu Farm - Nagahora Temporary Housing Complex Project

Origins at Hamappeshi Potluck Parties
From an early stage we place great value on the
belief that spontaneous community-building could
not be achieved by simply "supporting" the residentsof the housing complex.
Nagahora began to host "Hamappeshi Potluck
Parties" (meaning "Come on in!" in the Kesen
dialect). Rather than volunteers providing the meals,
the participants each prepared a dish at home, suchas vegetable stir-fry, and brought it along to thevenue. People were able to enjoy each other's homecooking at the same time as building friendships.
However, meals on their own tend to be "one-oﬀ"
events. We wondered if we could ﬁnd an environ-ment that would be longer-lasting in which people
could play a more active role. The idea we hit upon
was a farm. Many of the people living in the housing
complex had worked on vegetable patches at theirhomes before the earthquake. They had been awayfrom "cultivation" for almost a year since the earthquake.
We made arrangements with the relevant authorities in order to secure land for agricultural work. We
procured the tools and used the "seeds" of farmwork to launch a variety of new initiatives. The farm
was named "Yuyu Farm" by the participants. The
name implies links between friends and waslaunched with this hope in mind.

A Place for People of All Ages to Gather
Preparing the soil, weeding, building furrows…avariety of jobs needed to be done before harvest.
There were no individual allotments. The farm wasfor everyone, and people did not set about working
on the patch alone. Hands got dirty and backs
became sore. However, the faces of the people as
they carried their tools back to the housing complex
after work were brimming with smiles.Children
would occasionally play alongside people as they
worked, and people would stop to chat to passers-︒

Temporary Housing Complex with 308
Homes

The largest temporary housing complex in Iwate
Prefecture was built in Ofunato City. Nagahora Temporary Housing Complex contains 308 prefabricated tenements, spread out across the Ikawa-cho
plateau.
Ikawa-cho is located inland in an area that escaped
the tsunami ﬂooding. Whenever possible, arrangements have been made to allow residents to moveinto temporary housing complexes built in thewards aﬀected by the disaster with the aim of maintaining communities.

12

Project Ⅰ

Project

Ⅰ

13

Project Ⅱ

Fulﬁllment of Children's Lives

For the Future"We Are in Charge"

In the Great East Japan Earthquake, many children
also lost everything they had taken for granted, suchas school buildings and time spent with close friends.
Yearly events and important childhood memories
could no longer be created in the aﬀected areas. We
began to promote activities that aimed to make thelives of children more interesting.

- Growing Awareness among Residents by. The farm became a place for people of all ages togather.
People grew their own carrots and Japaneseradishes. Some of the produce was sold door-to-doorat the housing complex by the team members. The
proceeds from sales were used to buy seeds for thefollowing year. Going from door to door helped tobuild up regular customers. This helped the ties
between people to become stronger and broader
and grow.

a rest. I would show my face every few days. One
day, one of the men who worked there every day
came up to me and said:"You again. We can't depend on you even when you
do come."
He could only have made that remark if he truly felt
the farm and shelter belonged to him. This was theenvironment we had been looking for.

From dependence to independence

Nagahora Temporary Housing Complex houses
more than 800 people. As time goes by their needs
become increasingly diverse. A variety of proposals
for collaborations and volunteer work are made by
the supporting organizations. There was an increasing need for a mechanism for the residents themselves to decide what they needed and how to act.
In March 2012, a residents' association was established in Nagahora. We cooperated with this organization to host a summer festival in August. On the
day of the festival, members of the Yuyu Farm
prepared and sold potatoes they had grown themselves. In October 2012, we built and donated acommunity centre after discussing the layout withleading members of the residents' association.
Thanks to the community centre, which boasts alarge hall that can accommodate sixty people and alarge kitchen, the possibilities for community-led
hobbies and cultural activities have increased. It also
serves as a forum for deciding rules that makepeople's lives more comfortable, such as rules onparking and the use of facilities. "Even if the facilities
are only temporary, we will take the lead in improving our own lives." This approach is the ﬁrst step ina restoration led by Ofunato residents and we havevalued this approach above anything else as thestart of a restoration where the residents themselves
are in charge.

We also achieved a sense of fulﬁllment from working hard alongside the residents. We worked withnatural enthusiasm doing satisfying work in a fun
environment.
In June 2012, one year after starting life at thetemporary housing complex, relaxed conversations
could be heard from people as they headed to andfrom the farm. A slightly drunk man smiled at
Project Manager Funato as he said:"We wouldn't do the farm without you guys. The
reason we come to help is because we see you alltrying so hard."
Of course, he meant no harm by these words, butthey shocked Funato anyway that ChildFund Japan
had taken over too much. This was no good at all.
Despite setting up the Yuyu Farm Committee, an
independent controlling organization for the participating members, when I looked back I could see that
communication and arrangements for the farm work
were being carried out by the volunteer staﬀ. A
situation was developing where the members had
begun to "wait for our instructions." From then on
we began to promote a review of roles whereby theoperation of the farm was gradually handed over.
In September of that year, work was progressing onan Azumaya shelter where farm workers could take14

Project

Ⅰ

Key Actors of Reconstruction

Support for the production of graduation albums

Support for the after-school baseball tournament

Support for story reading

Project Ⅱ

15

Supporting Groups with Strong Local Roots- Joint Project with Book-Reading Volunteers -for disaster projects that provided “model businessfor creation of new public shared space.” Ms. Esashi
raised a concern for destroyed meeting venues andother deprivation of cultural and lifelong learning
opportunities, that consequently residents in temporary housing complexes and older people were
becoming isolated and withdrawn after the disaster.
ChildFund Japan decided to support the new initiative led by Ohanashi Kororin.

Give it a Try
Days of discussion continued to plan on the project
which had won the approval of Iwate Prefecture.
The project name in Kesen dialect translates to Give
Story Reading a Try that aimed to increase a numberof adults who would visit temporary housing
complexes in Ofunato City to read books to children.
Additional project goals were to convey the joy ofreading and allow adults living in temporary homes
to re-discover a ʻpurpose of lifeʼ and ʻconnectedness.ʼ
Volunteers began visiting temporary housing
complexes in Ofunato City from July 2012 inpartnership with the city library and social welfare
council. Performances included introductions andrecitals of picture books, picture story shows, apron
theater performances, puppet shows using glove
puppets, and sign language.
Reading technique of Ms. Esashi and the group staﬀ
who carried out the seminars was genuine. Although

the books were for meant for children, the participants were clearly drawn to the stories. Old tales
that have been handed down in the region wereplayed on picture story shows in Kesen dialect; themoments of togetherness and warmth prevailed in
the venue. Certiﬁcates were awarded to volunteers
who carried out reading activities.
The number of adults who participated in the seminars exceeded the expectation with 898 participants. A certiﬁcate and original reading text books
were presented to those who attended all threeseminars. The number of children who participatedin the reading recitals totaled to 206.
Participants' comments included:"I've had so much fun. It's like being a child again"
and"I'll try reading to my grandchildren when I gethome."

One Team
In February 2013, the last meeting with Ohanashi
Kororin was held. We reﬂected on the eﬀects weresynergized based on a clear division of roles
between two partners. Opinions were exchanged not
as two organizations but as one team with common
goals. Ohanashi Kororin is now preparing for the
next yearʼs activities. Despite of physical distance,
our thoughts are one.

A Strong Sense of Camaraderie

Exit Strategy
For ChildFund Japan with a limited period of activities, working in partnership with groups that werealready active locally before the earthquake wasimportant in carrying out the projects with a view toexit strategy in mind. Such groups will ensure longterm activities in the areas of regional culture andterritorial bonding which are not forte of ChildFund
Japan in a sustainable way.
Ofunato City's "Reading Volunteers Ohanashi
Kororin" is a group that was active before the disaster. It was established in July 2003 and is made up
of 27 female volunteers of ages ranging from 23 to
80 living in Ofunato City who aim to convey the joy

16

Project Ⅱof reading to the children.
The ﬁrst encounter with the group was in June
2011. Project Manager Funato was introduced to
Ohanashi Kororinʼs representative Ms. Yukiko
Esashi while he was conducting a hearing survey inNagasawa Temporary Housing Complex (located in
Ofunato Junior High School). Ms. Esashi informed
the group is reading books in various evacuation
centres. Moved by Ms. Esashiʼs clear sense of
purpose and boundless energy, Funato promised for
future collaboration.
The promise was realized after more than six
months had passed in January 2012 when Ms.
Esashi called Funato on possible collaboration in theapplication to subsidy oﬀered by Iwate Prefecture

I was uncertain and confused at ﬁrst because
this was the ﬁrst time we had carried out
joint activities with another group.
However, the staﬀs of ChildFund Japan are
extremely open people and they were very
easy to talk to.
To be frank, I wasn't sure how reliable they
were going to be at ﬁrst, but they gave us
ideas that we couldn't come up with on ourown and we now have a strong feeling of
fellowship. In the future I want to develop
activities that promote the encouragement oflocal children by local people.
Yukiko Esashi
Representative of Reading Volunteers
Ohanashi Kororin

ProjectⅡ17

by supplying prizes etc.
At the time, a year had not yet passed since theearthquake and it was still diﬃcult to consider the
long-term outlook. Masayoshi Mori, the chairman of
the steering committee, requested that ChildFund
Japan help out with the 8th tournament.
We considered what we could do that would be ofreal use for the children who love baseball so much,their parents, and the future of the Sanriku Coastregion and decided to "build a system to manage thetournament, with a view to the 10th tournament."
After holding talks with members of the steeringcommittee, we supplied the items needed for theongoing hosting of the tournament and oﬀered tocover tournament running expenses. The participating teams would be exempt from half of the participation fee on condition that they carried out social
contribution activities.
During the 8th tournament, the participating teams
took part in social contribution activities such as
litter clear-ups. In addition to the joy of playing, thechildren increased their awareness of the fact thatthey are supported by the local community but alsothat they can contribute to the local community.

Giving the Joy of Playing Baseball to Future Generations- Memories from the Southern Coastal Area Youth Baseball Tournament Looking to the Future
By late October 2012, the sea breeze had begun tofeel if one stayed outdoors too long. This was thesetting for the 8th Southern Coastal Area YouthBaseball Tournament, which was held in and around
Ofunato City.
For FY2012, 31 teams from coastal and inland partsof Iwate Prefecture participated. Over three days thechildren gave their all in an enthusiastic display of
everything they had learned in training.
The after-school baseball tournament has become aregular feature, rounding oﬀ the youth baseballcalendar, however, most of tournaments originallyﬁnished before the summer of the 6th grade, when
the children were thought to grow most rapidly.
Parents had asked for promising players to be pitted

18

Project Ⅱagainst one another but also for the players who had
only warmed the bench in the past to be given
opportunities to play, and a tournament was put
together along these lines by the parents.
Up until the 6th tournament in 2010, Yamamura
Plaza in Okirai, Sanriku-cho, Ofunato City was used
to host the tournament by its steering committee
composed of parents living locally. However, since
the earthquake the sporting facilities environmenton the Sanriku coast has undergone a completechange, including the construction of temporary
housing complexes on sporting venues.
The 7th tournament was threatened with abandonment, but the children's desire to play motivated thesteering committee and parents. A ground was
obtained where play was possible and they managed
to put a tournament on. ChildFund Japan cooperated

The 8th Tournament
Packed with
Great Matches
The tournament was played out in a knock-on
format of seven-inning games, with someﬁerce battles developing over the three days.
Both semi-ﬁnals were decided by a single
point. A series of ﬁerce and closely-foughtmatches was seen. The ﬁnal saw Ide YouthSport Club (Oshu City), making its ﬁrst appearance in a ﬁnal after defeating a powerful
three-time former winner in the semi-ﬁnal,
take on Ofunato Baseball Youth Club. Despite
giving up a two-point lead in the third inning,
Ofunato came from behind to win after scoring
four points in the sixth inning.
At the closing ceremony, gifts of balls and

The fees collected for this tournament will be put
towards the 9th and 10th tournaments. However,hosting a tournament inevitably places a large
burden on the parents of local children involved in
sport clubs and currently there is no vision for how
to continue with the tournament from the 11th
tournament onwards.
However, the smiling faces of the children as theytake the ﬁeld makes you think hard about next year's
tournament. We are looking to local adults to takethe lead in setting up a tournament that can stand on
its own two feet and become a long-standing tradition.

coloured paper signed by professional baseballplayers were presented to the participating
players.
▼Semi-ﬁnals
Ide 2-1 Matsusaki
Ofunato 4-3 Akasaki▼FinalIde
0020000│2
Ofunato0 0 0 0 0 4 0 │ 4

Project

Ⅱ

19

Project Ⅲ
Psychological Care of Children & Grief Work Program

Bringing Happiness to the Future
While the scars of the disaster remain in neighbourhoods, lively children can still be seen smilinghappily and life goes on. In order to ensure that they
get on well with one another and continue smiling it
is important to provide care to the adults in theirlives.

Valuing Memories- Supporting the Cost of Producing Graduation Albums After the earthquake, children suﬀered someextremely turbulent times. Some children lost theirhomes and saw their school belongings washedaway, but even in the areas that avoided ﬂooding it
was a long time before school activities wereresumed.
The government provided support to families withﬁnancial concerns after the earthquake as part of its
public support in the form of scholarship grant
projects for children aﬀected by the disaster. However, this did not include the cost of producing
albums to allow children to look back on their schooldays after graduation.
ChildFund Japan was looking for ways to provide
eﬀective support to elementary and junior highschools and decided to pay a visit to the principal of
Ikawa Elementary School, Kazushi Suzuki. As administrator for the city elementary and junior highschool principals' association, he was concerned
about the cost to parents of producing graduation
albums and mentioned that he was thinking of
reducing the number of pages in order to lower thecost.
We decided to provide 5,000 yen per child to morethan 800 children preparing to graduate from thesixth grade in elementary schools and the third
grade in junior high schools at 22 schools through-20

ProjectⅡ

out Ofunato City. The children were given graduation albums to the same standard as previous years.
The completed albums were handed to 55 sixth
grade students at Ikawa Elementary School by Mr.
Kobayashi, Executive Director of ChildFund Japanon 15th March, 2012 as their graduation day
approached. Temporary housing ﬁlled the ground of
Ikawa Elementary School. Many of the parents'
workplaces were struggling after a fall in businessbrought about by the disaster.
The children opened the albums as soon as they hadreceived them and began smiling and shouting out
to their friends. Mr. Kobayashi encouraged them totake good care of the albums and the memories they
contain.
The albums will allow them to look back on theirelementary school years as adults and to smile andtalk about the bonds built during six years spent
together.
The question we were asked most often during thisproject was whether or not we would be providing
the same support next year. The schools cannot
aﬀord to rely on uncertain support. We decided topromise to provide the same level of support in2013 and at the same time announced that wewould be ending support for these activities thesame year.
Project Ⅲ

21

get home.""He's excessively afraid of the dark.""She cries terribly at night."
The teachers were unable to hide their surprise on
hearing how diﬀerently the children were behaving
away from the nursery. It forced them to think again
about the mental scars borne by some children.
It also made them aware of the need to exchange
more information with parents and recognized evenapparently trivial changes in the children and of theimportance of cooperating fully so that they canpass information to parents quickly when a change
occurs.
Anxiety and physical changes do not necessarily
occur in the immediate aftermath of a disaster. For
example, panic can arise after looking at what needs
to be done to prepare for the restoration work.
Despite wanting to move forward, there's anxiety
about taking the ﬁrst step. A "gap" can grow in time.
We believe it is crucial to continue reaching out andoﬀering support to children and adults suﬀeringfrom hidden concerns.

Supporting Each Other

Getting Closer to Buried "Anxiety"
Unending Grief"Grief" which is also translated into Japanese as
pronounced in English is a word that we came acrossas an important part of the support process.
The emotion of grief can be experienced by anyone
who has sad experiences. However, if it is hidden
mentally for too long it can lead to illness. A complex
blend of anxiety and despair can cause mental instability and lead to physical changes such as tinnitus,
blurred vision or sleep problems.
Do people have the opportunity to rely on someone
else and calm their feelings? Long-term support isneeded and we have to encourage grief work to takeroot locally. We need to provide care for the anxiety
people feel now and build a platform for the future.
There is a need for action in the disaster stricken
areas based on a dual short- and long-term perspective.
The Psychological Care of Children Project does notcome into direct contact with children. The aim of
the project is to allow the adults in children's lives tolearn about the psychological state of the children
and provide them support. A distinctive feature of

22

Project Ⅲ

the project is the support given to adults to allow
them to continue responding to changes in children
in the future and provide them with care.

Many nursery teachers in Ofunato City are also
disaster victims. Their homes have been washedaway and many of them can be seen coming to workfrom the temporary housing complex. They have todeal with the children at the nursery without showing their own sadness at losing family members.
Busy with their own work, the nursery teachers
themselves have surprisingly few opportunities toshare their experiences of the disaster or theirconcerns and to understand each other's feelings.

We decided to hold a tea meeting for teachers in thecity to give them the opportunity to share information.
Some teachers who rarely had opportunities to
speak about the disaster at work felt much bettermentally after sensing an atmosphere in which they
could share their experiences and feelings andsupport each other.
Once their own feelings had improved they wereable to move on to providing psychological care forother people and children. It may seem like a very
long way around the problem, but this was a crucial
way of supporting the children.

Preparing for the Future
We also oﬀered venues for lectures to teachers inrecognition of the importance of long-term care. The
aim was to facilitate a deep understanding of themental state of children by the teachers, who spend
time with the children at school on a day-to-day
basis, and increase knowledge of appropriate
responses in partnership with the parents.
Children's powers of verbal expression are still
immature and they display stress and anxiety indiﬀerent ways to adults.
The participants learned about the mental states andresponses of children after disasters, and the impact
adults can have on them. They also studied methodsof communicating with parents and counselingtechniques.
"I learned the importance of adults not failing to
notice small signs in children.""I was reminded of the need to adopt the child's
perspective, to make sure we approach the child and

Hidden "Anxiety"
Ofunato Nursery School is located in Ofunato-cho,
Ofunato City. The tsunami came right up to the nursery. Looking out towards the sea from the nursery
grounds, all of the buildings that were there before
the tsunami have gone. Instead there are numerous
temporary buildings and empty plots. Many of thechildren who attend the nursery each day pass by
the disaster scenes.
We oﬀered individual consultations for parents andteachers at the nursery. We have also hosted tea
meetings and lectures at the various nurseries run
by social welfare organizations which are membersof the city's childcare association.
As the children run around energetically, ﬁrst
appearances suggest that they are playing happily
and must be ﬁne. However, during the individual
consultations we hear about the concerns of parents.
"My children don't want to leave my side when theyChildren must be ﬁne because they're playing happily. On the contrary, mothers expressed their concerns.

ProjectⅢ

23

of "listener" to disaster victims. This is not something
they had experience of prior to the disaster. There
are no "senior colleagues" with expertise and experience of these things. They might want to complain
but the thought that "the disaster victims have itmuch worse" stops them from doing so and theynaturally tend to restrain themselves.
Counselors who had always played the role of"listener" were able to speak about their concernsand get feelings oﬀ their chest and many cheerfulexpressions were seen after the session ﬁnished:"I feel so much better in my mind and my feelings.""It was great to be able to examine myself closely.""I learned that we must never forget to be kind toourselves in life."
These comments alone show the high level ofpositive thinking achieved by the participants.

Giving Each Other Praise and Recognition
The "grief" felt by those providing support. This is why it is so important also to reach out to those who provide support.

talk to him or her and never forget the basics."
These comments were made after the sessions. The
lecture provided useful insights for the future.

Supporters and Counselors
The Grief Work Program Project targeted caretakers
involved in dealing with and supporting not only
children but also adults who are disaster victims as
much of the work in Ofunato City involves directly
dealing with disaster victims. One example of such arole is the livelihood counselors newly appointed by
Ofunato Social Welfare Council.
The role was initially ﬁlled by part-time helpers at
Ofunato Social Welfare Council and eleven staﬀ
seconded from social welfare facilities, but thedecision was taken to provide a greater level of
support and this number was increased to twentythree in November 2011. From January 2012,activities were fully launched including visits topeople living in apartments who had lost theirhomes in the disaster and people who had rebuilt
their homes.
The counselors have carried out visits to individual
homes in the temporary housing complexes
prepared by the city, and oﬀered psychological careat "salons". They have listened to the concerns
residents have about their livelihoods and continued
to work hard to provide a familiar face.
For example, "salon" sessions are held regularly at
the nineteen temporary housing complexes. Recreation, including physical training, choir practice orartistic sessions, is held prior to tea meetings and24

Project Ⅲ

many residents look forward to these sessions.
Moreover, the temporary housing complexes havepermanent support staﬀ employed on other projects.
Japan Create Inc. has been commissioned with workin the complexes. Headquartered in Osaka Prefecture, the company has dispatched staﬀ to industrial
zones in Kitakami City (located in inland Iwate
Prefecture) and other locations.
Those support staﬀs that were stationed in 37
locations to provide care for approximately 1,800
households in Ofunato City were also targeted to
Grief Work Program.
Each member of support staﬀ is responsible forapproximately 30 households, and calls around to
speak to residents during weekday daytime hours.
Moreover, they are also responsible for creating
opportunities for the full use of the consultation
rooms and meeting places set up in each location.

Letting Them Do the Talking
Counselors and supporters who are hired locally arecontinuing with this work after experiencing majorchanges in their own lives. The fact that their work
brings them into contact with a variety of peoplemeans they too suﬀer from all kinds of anxiety andstress.
The Grief Work Program provides sessions for counselors and supporters to speak together in groups
about their work and for the lecturers to speak tothem individually so that they can continue to carryout their work with self-belief.
The counselors and supporters have played the role

There is only a limited active period for aid agencies
coming in from outside regions. The grief work
carried out in Ofunato City has been provided as aform of positive and proactive support for local
caretakers who will continue to support residents inthe long-term.
Two grief work sessions were held for both counselors and supporters. In addition to the grief work
sessions and individual counseling with the lecturers, they were presented with hand-made "consolation hearts." The aim was to create self-belief and- An Expert's Perspective Professor Jun Kato
Department of Clinical Psychology
Faculty of Integrated Human Studies
Japan Lutheran College

enthusiasm and to foster a positive approach bygiving each other praise and recognition.
In these activities, the presence of experts is indispensable. ChildFund Japan has been partnering withJapan Lutheran College from immediately after thedisaster and the projects were carried out by theprofessors and researchers aﬃliated to Comprehensive Clinical Thanatology research Centre, Graduate
School of Integrated Human Studies and Departmentof Clinical Psychology, Faculty of Integrated Human
Studies of the Japan Lutheran College.
Many challenges remain. There is still not suﬃcient
recognition of the concept of "grief work" itself or of
the need for it. There are very few experts capable ofleading grief work in Japan. We hope that the recent
initiative will provide a good example as we seek tostrengthen the system for supporters.

Since visiting Ofunato Nursery School in November 2011, I have made a total of nine visits to anumber of nurseries throughout the city for
one-to-one talks and staﬀ training. The ﬁrst
discussions concerned fear and anxiety over thedisaster, but this gradually shifted towards a lossof loved ones, the hardship of living in evacuation,and diﬃculties in obtaining new work or places tolive. I also had consultations with parents about
their children, which then shifted towards aboutparents themselves as well as the nursery teachers.
The nursery teachers were very sensitive to the
problems suﬀered by the children and parents
and it was clear that they were providing warm
support. However, parents were keen to avoid
burdening the teachers and put up with a great
deal because they felt bad about the fact that
other people were in a worse situation. I learned
the signiﬁcance of having a third party comes in tolisten to the unspoken concerns and connect themwith the nursery teachers.

Project

Ⅲ

25

MediaMedia Exposure３﹁
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ＮＰＯ法人チャイルドファンド
Published in the Asahi Shimbun as on 8 June, 2012

Published in the Tokai Shimpo as on 27 April, 2012

A list of media exposure (as on 28 February, 2013)2011 2-Aug

Tokai Shimpo

Bench making in Nagahora THC

2012 6-May Tokai Shimpo

14-AugIwate Nippo

Summer festival in Jinomori THC

7-Jun Tokai Shimpo

16-AugTokai Shimpo

Summer festivals in Jinoromi & Sugishita THC

8-Jun Asahi Shimbun Community Renaissance

16-SepTokai Shimpo

Bench making (Aoyama Gakuin)

10-JulDonation of furniture to Akasaki Junior HS

9-Oct

Asahi Shimbun

Bench making

11-Jul Tokai Shimpo

Construction of community center in Nagahora THC

28-OctTokai Shimpo

Improvements to a meeting place in Yamagishi THC

11-Jul Iwate Nippo

Construction of community center in Nagahora THC

8-Nov

Iwate Nippo

Making dried persimmons18-Jul Tokai Shimpo

Japan-Korea cultural exchange event

1-Dec

Iwate Nippo

Winter reading recital

19-Jul Tokai Shimpo

Parent Family Forum

1-Dec

Tokai Shimpo

Winter reading recital

21-Jul Television Iwate Yuyu Farm in Nagahora THC

7-Dec

Children's Day event
Story reading

Kahoku Shimpo

Winter reading recital

29-Jul Asahi Shimbun Yuyu Farm in Nagahora THC

2012 7-Jan

Iwate Nippo

New year calligraphy contest

5-Aug Iwate Nippo

Iwate Parent Family Forum

7-Jan

Tokai Shimpo

New year calligraphy contest

8-Aug Tokai Shimpo

Iwate Parent Family Forum

8-Jan

Yomiuri Shimbun New year calligraphy contest

15-Aug Iwate Nippo

Summer Festival in Sugishita THC

13-JanTokai Shimpo

Introduction of ChildFund Japan

16-Aug Tokai Shimpo

Summer Festival in Sugishita THC

22-JanMorioka Times

A networking event among aid agencies

23-Aug Tokai Shimpo

Summer Festival in Nagahora THC

4-Feb

Iwate Nippo

Setsubun festival

24-Aug Iwate Nippo

Yuyu Farm in Nagahora THC

5-Feb

Tokai Shimpo

Setsubun festival

17-MarTokai Shimpo

Graduation album ceremony in Ikawa ES

13-Oct Iwate Nippo

Handover ceremony of a community center in Nagahora THC

17-Mar

Iwate Nippo

Graduation album ceremony in Ikawa ES

13-Oct Asahi Shimbun Handover ceremony of a community center in Nagahora THC

25-MarTokai Shimpo

Yuyu Farm in Nagahora THC

13-Oct Tokai Shimpo

31-Mar

Iwate Nippo

Construction of nursery room for Okirai Nursery

16-Oct Yomiuri Shimbun Handover ceremony of a community center in Nagahora THC

1-Apr

Tokai Shimpo

Construction of nursery room for Okirai Nursery

17-Nov Tokai Shimpo

Community revitalization seminar

12-AprTokai Shimpo

Donation of furniture to Ofunato ES

20-Nov Tokai Shimpo

Making of dried persimmons in Yuyu Farm

13-Apr

Iwate Nippo

Donation of furniture to Ofunato ES

12-Dec Iwate Nippo

Initiatives towards self-reliant community I

27-AprTokai Shimpo

Introduction of aid agency

13-Dec Iwate Nippo

Initiatives towards self-reliant community II

28-AprTokai Shimpo

Children's Day event

4-May

Toa Nippo

Korean Language Class

11-Jan Tokai Shimpo

Rice cake making in Nagasawa THC

6-May

Iwate Nippo

Children's Day event

4-Feb Iwate Nippo

Setsubun Festival in Jinomori THC

26

2013 9-Jan Tokai Shimpo

Handover ceremony of a community center in Nagahora THC

Donation of a mortar and pestle

Published in the Iwate Nippo as on 12, 13 December, 201227

Messages from the Restoration Project TeamChildFund Japan needs to reinforce its disasterrisk management capabilities based on the invaluable experiences gained through the Emergency
Relief and Restoration Projects in Ofunato City,
Iwate Prefecture.

tually spread to society as a whole, including bothchildren and adults, and help to regenerate thelandscape of Ofunato.
Every meeting I had is invaluable to me andremains etched into my life. Ofunato is a special
place for me and my colleagues. I want to ﬁnish
my activities here with a feeling of gratitude anda promise to meet again.

Engaged in Emergency Relief and
Restoration Projects in Japan

Takeshi Kobayashi Executive Director
Since 1975, as an international development cooperation focusing on Asian counties, ChildFund
Japan has been assisting emergency relief andreconstruction projects in large-scale natural
disasters, such as the 1990 magnitude 7.7 Luzon
Earthquake in the Northern Philippines and theMount Pinatubo volcanic eruption of 1991, thelargest volcanic eruption of the 20th century.
Based on these experiences, eﬀorts were made tocompile emergency relief guidelines and procedures to be prepared for emergency situations.
However, the ﬁrst problem ChildFund Japan faced
when the Great East Japan Earthquake struck on
11th March, 2011 was the fact that we had neveranticipated to have to be prepared for a largescale natural disaster in Japan. The Articles ofIncorporation referred that ChildFund Japan be
engaged in providing assistance in the event of"natural disasters in developing countries" and thedrafted emergency relief guidelines and procedures did not cover activities in Japan. After theearthquake, the word "beyond the scope ofassumption" appeared often on the media, andChildFund Japan was no exception. When a largescale disaster happens in a country we support
overseas we immediately begin investigating andmaking arrangements to provide emergency supplies. However, the initial response system after
the Great East Japan Earthquake can only bedescribed as slow in comparison.
What's more, the fact that preparations were
insuﬃcient acted to aﬀect and slow down securingof human resources needed to carry out the emergency relief and reconstruction projects, drawingof projects policies and goals, and development of
restoration and reconstructions projects plans.
In order to avoid repeating the same mistake,28

A Special Place withMemorable Encounters

Yoshikazu Funato Project Manager
In May, when there was a still large amount ofdebris remaining, I was met by a man at anevacuation centre that I was visiting for an interview survey. He smiled occasionally as he told me"Everything's OK. I'm alive and I have the basic
things I need." I replied "You're all amazing to beable to smile and be positive despite everything…"
This was my honest feeling after carrying out anumber of interviews. But then the man's expression suddenly changed and tears began fallingfrom what had been tranquil eyes. "The truth isI'm desperately sad every day." I could ﬁnd nothing to say and could only stand there rooted tothe spot. I learned the sadness that I could neverfully understand and the power to go on living coexisted by a ﬁne line.
What activities would be truly meaningful for thedisaster victims? I continued to pose this question
to ourselves as an NGO supporting the restorationeﬀort.
The fumbling eﬀorts we made at the beginning of
our two years of activities in Ofunato City began
gradually to come together thanks to the people
we met. "People" were always at the centre of ouractivities, and I can still remember the faces ofthe positive people we met on each of the projects
we were involved in. What we can do is provide
support to allow a few more people to possess a"zest for life." A zest for life creates links between
people and these links are the driving force
behind the restoration eﬀort. This eﬀect can even-people saying thank you and the volunteers sayingthat they wanted to come back.
After hearing these words from people to whom I
was a complete stranger made me start looking
for the most eﬀective way of helping local people
and make use of in our projects. The challenge
was to value my relationships with people and see
how much I could achieve. Looking back I can seethat I learned far more than I gave back and I am
reminded of so many things that I could havedone better.
The experience I was given by the people of Ofunato in exchange for my young enthusiasm issomething I want to pass on to other people atsome point in the future.

My Second Hometown Ofunato and
its Smiles, Strengths and Kindness

Hiroko Saito Project Coordinator
A care-free smile, bottomless fortitude andpatience, and warmth and kindness that make you
glow inside. In the process of working and living
alongside people of Ofunato, Ofunato became mysecond hometown. The people of Ofunato arestrong. We were only able to help in very small
ways as we worked towards the reconstruction,
but I believe the strength of Ofunato people will
help them build a wonderful and attractive newtown. I want to go back to Ofunato to meet myfriends again.

Importance of Intercommunion:
Assistance through Connecting People

Yuka Aizawa Project Coordinator

Invaluable Experience in
Bean-Throwing Festival

Daisuke Ura Project Coordinator
I was involved in organizing the bean-throwing
ceremony at Odachi temporary housing complex
during the Setsubun festival (a Japanese tradition
to mark the end of winter by driving the evil out
through throwing handfuls of beans). At ﬁrst thechildren were shy and refused to visit temporary
homes to say hello and even throw beans at thedemons. The children didn't respond well whenthe volunteer staﬀ invited them to join in, and it
had appeared many of the children did not evenwant to be spoken to at all. However, as they
gradually got used to us they started listening to
the instructions from the staﬀ and were happy togreet the residents. Eventually, groups of children
began dividing their roles where some called onhomes to greet the residents and the other replenished the beans.

I was involved in projects such as bench-making,summer festivals and Yuyu Community Farm.
During the activities I would often hear local

29

The Record of 304 Studentsʼ Volu nteer Activities for 10,944 Hours（Six hour volunteer activity per day for six days on average）

Professor Satoru Itoh Aoyama Gakuin University

Number of student volunteers participated● Rakuno Gakuen University …… 125● Aoyama Gakuin University …… 174● Gakushuin Women's College …… 5

7:30 Breakfast
9:00 Depart
9:30 Arrive at Yuyu Farm, begin work
Map restoration work

12:00 Lunch and break at YS Center
13:00 Bench-making

酪農学園大学30

Rakuno Gakuen University

Miwa Ibaraki, 2nd Year Student School of Veterinary Medicine, Rakuno Gakuen University

Students' Daily Schedule (example)

16:00 End of work
17:00 Shopping and dinner preparations
18:30 Dinner
19:45 Start of meeting

一 教授

Professor Hajime Takahashi

The Final Meeting
At the ﬁnal activities meeting, I learned that the relationship we want to achieve withthe residents of the temporary housing complexes is not one of "victims and volunteers" relation but an equal relation between individual people. A heartfelt "twoway" relationship, rather than "one-way traﬃc" is what I believe will lead to helping
the victims of the disaster stand on their own two feet again.
At the end of the meeting, we have learned “if we do not make use of our experiences they would be no better than a bench that nobody cared about and nobody
used and that we should use the experience as a good tool for the future.” I strongly
believe the experiences and ideas I have acquired as a volunteer in Ofunato will havea huge meaning for me in the rest of my life. I have nothing but gratitude to express
to the staﬀ of ChildFund Japan and RakuNet, my friends in Group Eight, and thepeople of Ofunato. (December 17, 2011)

橋

Invaluable Lessons Taught by the Aﬄicted People
As a new initiative, Aoyama Gakuin University sought to ﬁnd a vision
for volunteer activities carried out in partnership with NPOs. This
became the system through which university students weredispatched to on-site projects run by ChildFund Japan. In thesummer of 2011, approximately 100 students and 50 teachers andparents took part in the program, some of whom went on todevelop their own independent voluntary groups and continued
their involvement.
Throughout the activities, the “support to community building” wasa consistent objective. During the bench-making program, students
who had never even held a hammer before asked local residents to
get involved. Setting up the Yuyu Farm and helping out with
regional festivals were invaluable learning experiences for students
from large cities. They learned a great deal from the disaster-aﬀectedareas and made leaps and bounds in their personal development.
Despite being weighed down by the pain and suﬀering of the disaster and the ﬂeetingness of life, we were greatly encouraged bywitnessing gradual return of people's smiles and laughter in their
daily lives. I also made a promise never to forget any of the people I
met during the disaster.

高Pedagogical Implication of Volunteer Activities
At Rakuno Gakuen University, studentsʼ voluntary group continued to carryon the activities that were handed over from a group of studentsʼ volunteers
launched by the university. During these activities I was made to reconsider
another "educational purpose" of universities. This was because the activities brought the students to grapple squarely with the challenges inspired
and formed by the “body of knowledge” and the “body of ethics.”
It is the young who will need to face up to the various post-disaster challenges. The challenge facing the students was whether or not they could
build up and establish the "body of knowledge" needed to tackle thosechallenges and how they went about creating a "body of ethics" to respondto the sense of loss felt by so many people. The students were required toadopt an approach of answering this challenge, not in the classroom, but by
using their ﬁve senses in the ﬁeld in the disaster-aﬀected areas.
This could be described as the process for "knowledge development" that is
now required at universities, whereby bodies of knowledge and ethics are
inspired and built. However, the disaster is not yet over. I strongly encourage
the continued activities to be carried out by many students in the future sothat we gain a "compassionate understanding" of the aﬄicted people still
forced to suﬀer hardship, and establish a "practical ethics" that makes use ofthis body of knowledge. This cannot be bettered as a form of "practicaleducation" in the true sense.

22:00 End of meeting, free time31

Executive summary

Summary on overall assessment• By establishing the onsite project team in the afflicted area of Ofunato, Iwate Prefecture, for two years
and providing with hands-on support in areas where the government and other NGOs/ NPOs had not
well served, ChildFund Japan was able to penetrate extensively through and receive appreciation from
beneficiaries in the afflicted communities

ChildFund Japan Evaluation Report:
The East Japan Great Earthquake Emergency
and Restoration Projects
March 5, 2013

- As ChildFund Japan focused on Ofunato City where other NPOs/NGOs were less active and committed to serve thelocal community for the long period, it was able to deliver meaningful benefits to the wide range of local people- Activities in community building and other areas, such as support to nurseries without public assistance, wereparticularly appreciated by the local beneficiaries, as they were not well taken care of by other organizations• On the other hand, it was the first time for ChildFund Japan to provide aid within Japan and commit tomid- to long-term disaster relief projects beyond emergency relief support. While a certain level of
performance could ultimately be achieved through the efforts of its staff, it left room for improvement interms of effective and efficient implementation, mainly on communication and organizational structure
which could not pace with the project expansion- While the emergency relief activities were implemented under the leadership of Executive Director, there was noorganizational structure in mind back then, based on clear/ shared objectives towards the subsequent phases- As a result, it had occurred, during the restoration/ reconstruction phase, managers had limited involvement in adecision-making process and field staff were driven to exhaustion. In fact, the evaluation during the restoration phaserecorded low scores in various areas• In the future disaster restoration/reconstruction projects, in particular restoration support beyond theemergency relief phase, it is critical to clarify and share the overall project goals and define the scope ofthe operation while carefully considering required organization and associated risks. It is also essential
roles of Head Office in establishing the required organization, the field team in achieving the mission,and the Board of Directors in verifying the overall consistency are divided and the system that realizes
the said division of roles be prepared in before the disasters

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

Projects Assessment Report

In aiming to assess and verify the impacts and implementation framework of ChildFund Japan’s projects,
we have requested a management consulting firm, Bain & Company, Tokyo Office, for their kindcooperation through pro bono consulting as part of the philanthropic program.

• Organizational structure• Projects where organizational decision
making is critical

This Project Evaluation Report comprises the followings:=> Executive summary=> Organizational assessment=> Projects assessment=> Recommendations
The report shall contain the translation of excerpts of the original report.

• Projects where ownership ofbeneficiaries is critical[About Bain & Company]
Bain & Company, a leading global business consulting firm, serves clients on issues of strategy,
operations, technology, organization and mergers and acquisitions. The firm was founded in 1973 on theprinciple that Bain consultants must measure their success by their clients' financial results. Bain clients
have outperformed the stock market 4 to 1. With 48 offices in 31 countries, Bain has worked with over
4,900 major multinational, private equity and other corporations across every economic sector.

32

20130312_Bain_e_vf 3

Organizational and projects assessment performed
Evaluation aspects

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

TOK

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20130312_Bain_e_vf 1

Evaluation item
• Organizational assessment- Evaluation on organizational structure as abasis of implementation of projects- Evaluation on formation of organization
responsible for facilitating decision-making
process and implementation of projects- Three phases in the projects period:
Emergency relief phase (March – April2011), Restoration phase (May – Oct.
2011), and Reconstruction phase (Nov.
2011 – March 2013)• Projects assessment- Those projects which aimed at ownershipof beneficiaries are field-based, thereby
assessment is conducted on a projectbasis- Each of project based assessment iscompiled to form final, consolidated
assessment results

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

TOK

20130312_Bain_e_vf 433

Projects assessment

Projects assessment

Key events and schedule of projects assessed

Project assessment methodologies

2011

3

4

ER
Phase

5

6

7

8

2012

9

10 11 12

1

2

3

4

Restoration Phase

5

6

7

2013

8

9

10 11 121

2

3

• In order to prioritize ownership of the beneficiaries, projects were selected basedon their needs for sustainability and assessment was conducted on a project-basis- Projects of financial and material assistance are excluded from the scope of assessment- Initial assessment was conducted on a project basis, to ultimately compile a consolidated,comprehensive assessment

Reconstruction Phase

March 11

Key Events

PM assigned
Interview survey
in Ofunato

Field offices• Evaluation is based on the qualitative/quantitative data acquired in the interviews
Tono- Each evaluation item is rated on a one-to-five scale followed by interviews on their rationale
 Each item is rated according to the evaluation criteria (described later). For those
respondents who could not come up with the rating, Bain determined the points basedon the interview
 Final scores are an average of respondents- An interview for each respondent was carried out for 30 minutes to one hourMove to Ofunato

PC assigned
Programplanning

Prepared

Approved

Nagahora Temporary Housing

Projects EvaluatedBench making
Summer festival• Together with the rating of evaluation items and average rating of the project,dispersion among respondents on each item and the factors have been identified

Potluck party- Respondents were categorized by ChildFund and non-ChildFund staff- When dispersion among respondents is evident, the factors were investigated

Story reading
Baseball tournament

Psychological care in Ofunato
Grief work in Ofunato

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

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20130312_Bain_e_vf 5

Project assessment summary- Interviews in evacuation centers and temporary housing complexes (referred to as “THC” hereinafter) of Ofunato
revealed the pre-disaster communities had been disintegrated, and thus the community building in THC was needed- Based on the further interviews, the target beneficiaries were defined as the residents of THC where people came frommany different places and a sense of community was absent, and relief activities were designed and planned
accordingly- In regard to implementation of the activities, the sustainability after ChildFund’s phase out were secured by ensuring
the activities were led not only by ChildFund but also by residents and the residential association with their ownership• Fulfillment of Children’s Lives Project was also generally appreciated, while the perceived impact
was a bit different among ChildFund Japan and the partner organization depending on a level ofunderstanding of the project objectives- A story reading project received high evaluation by everyone involved as its goals were fully shared and understoodby ChildFund staff and a partner organization; the impact expedited the partner organization to establish itself as NPO- On the other hand, the baseball tournament project was a success in its implementation, however, it could not securecontinuation of the project due to lack of alignment on its objectives between ChildFund Japan and the project
steering committee• Psychological Care of Children and Grief Work Project received high evaluation from thebeneficiaries, however, it could not satisfy all needs of the beneficiaries due to restriction of external
partner organizations in the planning stage- Activities turned out to be confined to the extent of partner organization available in the planning stage- As a result, request to increase in the frequency of counseling sessions, continuance of psychological care afterChildFund’s phase out and other needs of beneficiaries could not be met

34

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20130312_Bain_e_vf 7

Projects assessed and respondents• Community Building in Temporary Housing Complexes Project broadly received high evaluationfrom the beneficiaries, as tangible needs and specifics of temporary housings were identified throughinterviews with the local residents and the expectation of outcomes had been clearly stated and sharedThis information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

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LegendCFJ
Staff

Volunteers

Lutheran
Faculties

Temporary Housing Complex
Residents/ Supporter/
Association Public center

Interviewees #Ⅰ Community building in temporary housing complexes•
Nagahora
Ⅰ-1 THC
2
1
5

2

•
Bench
Ⅰ-2 making

3

2

1

3

•
SummerⅠ-3
festival

3

1

5

1

1

2

1

•
Potluck party
Ⅰ-4

2
Ⅱ Fulfillment of children’s lives•
Story reading
Ⅱ-1
2

City Gov.
Officials

Storyreading
Staff

9
10

6

1

2
4

Livelihood# ofCounselors Respondents

112
Ⅲ Psychological care of children and grief work•
PsychologicalⅢ-1 care2
1# of Respondents

Nursery
Teachers

1•
BaseballⅡ-2
tournament•
Grief work
Ⅲ-2

Baseball
Tournament

2

5

2
3
12

7

1
1

1

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

1

4
3

1

1
3

1

2

1

TOK

7
36

20130312_Bain_e_vf 835

Projects assessment

Projects assessment

Ⅰ-1 Nagahora THC: Overall evaluation is high; lower

Project assessment frameworkrating in delayed implementation and securing sustainability
5-point scale

Feedback
Planning
AspectItems

Implementation

Evaluator
CFJ
Non-CFJ
Average
Staff
Staff
Planning: A proposed plan is conducive to realization of objectives
Evaluation Item

Outcomes/Impacts

A proposed plan isconducive torealization of
objectives

Projects are
implemented asplanned• Identifying needs• Implementation ofplanned activities• Measuringoutcomes• Sustained
outcomes• Implementation
within the project
period• Participation of
beneficiaries• Transfer of NPO
functions• Identifying
beneficiaries• Relevancy of needs• Involving
stakeholders• Feedback• Implementation
within the
resources

Expected outcomesare achieved

Sustainability
Mechanism where
outcomes can besustained is in place• Realization of
expected outcomes• Identifying needs

Needs are identified

5.0

5.0

-

• Identifying
beneficiaries

Beneficiaries are targeted

5.0

5.0

-

3.5

-

3.8

3.2

3.0

3.0

3.0

3.0

2.8

-

3.5

-

The plan met the needs of• Relevancy of needs
3.5
beneficiaries
Discussion helped to• Stakeholder relation
3.5
maximize the impact andfacilitate smooth operation
The plan could be• Feedback
3.0
appropriately improved
Implementation: Projects are implemented as planned• Implementation of
Projects are implemented
3.0
planned activities
as planned• Implementation within Projects completed within
2.8
the project period
the set period
Projects
completedwithin• Implementation within
3.5
the planned financial/
the resources
human resources
Outcomes: Expected outcomes are achieved
After implementation,• Measuring outcomesoutcomes are measures• Participation ofBeneficiaries participatedbeneficiaries
as planned

3.5

3.5

-

2.9

2.5

3.3

• Realization of expected Expected outcomes areoutcomesachieved on participants

3.8

4.0

3.6

Sustainability: Mechanism where outcomes can be sustained is in place
Achieved outcomes are• Sustained outcomes
3.4
3.2
3.5
sustained
NPO function is transferred• Transfer of NPO
2.7
2.3
3.2
to local organization after
functions
phase out
This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

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20130312_Bain_e_vf 9

Below expectation (1 pt.)

As expected (3 pt.)

Planning

Needs of beneficiaries are
identified

Activities were not implemented to identify
needs

Activities were implemented to identify
needs and needs of beneficiaries wereidentified (e.g., need someone to talk to)

Beneficiaries are targeted

Beneficiaries with need for a project could
not be identified

Beneficiaries with need for a project could
be identified (e.g., residents of THC)

The plan met the needs ofbeneficiaries

There is no logical connection between a
project and the expected outcomes

There is logical connection between a
project and the expected outcomes basedon a realistic hypothesis

Discussion helped tomaximize the impact andfacilitate smooth operation

Project stakeholders and rationales behindthe project proposal could not be explained

Project stakeholders and rationales behindthe project proposal could be explained.
Also all stakeholders could be involved

The plan could beappropriately improved

Implementation

Projects are implemented asplanned
Projects completed within theset period
Projects completed within theplanned financial/humanresources

Accompanying the implementation,
Despite of problems in project
improvements were made for each project
implementation, no improvement was madeand such improvements could be explained
Activities could not be implemented as
Activities could be implemented as plannedplanned or were incomplete
Activities completed beyond the planned
Activities were implemented within the
period or were incomplete
planned period
Activities exceeded the planned
Activities completed within the planned
financial/human resources or were
financial/ human resources
incomplete

Outcomes

After implementation,
outcomes are measured

Outcomes were not measured

Beneficiaries participated asplanned

There was no participation of beneficiaries
as planned

Expected outcomes areachieved on participants

Expected outcomes could not be achieved

Sustainability

Achieved outcomes are
sustained
NPO function is transferred to
local organization after phaseout

Impact on beneficiaries decreased from theimmediate project phase out

There is not even a plan to transfer NPO
function

36--

Planned activities were almost
implemented
Some activities were delayed due to prolonged preparation
Community center and others
exceeded the budget forunavoidable reason; other projects were within budget

Outcomes were measured throughquantitative survey and interviews
from student volunteers
Residents were satisfied with theparticipation
Expected outcomes could beachieved
Bench making and Yuyu Farm aresustaining the impact
It is highly possible Yuyu Farm andsummer festivals will be continued

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

In regard to Yuyu Farm, ChildFund
was expecting more participants
In particular, participants to Yuyu
Farm proactively participated inother events organized by theresidents’ association
The community center has not set
on the road to self-sustaining
operation
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allocated to a high expense project to prevent delay
Above expectation (5 pt.)
Needs were identified and the underlying
cause could be identified (e.g., absence ofcommunity)
Beneficiaries were identified and theprioritization could be determined (e.g.,
residents of xx THC)
There is logical connection between a
project and the expected outcomes,
furthermore, the feasibility study such as
door-to-door survey was conducted prior to
project implementation
Not only the project stakeholders wereinvolved but also had a sense of ownershipfrom the planning stage in the course of
discussion
Feedback from the improved project could
also help to improve other projects
In addition to the planned activities, otheractivities could be implemented

Activities completed earlier than planned
Activities completed with reduction tofinancial/ human resources

Outcomes were measured and not only theareas of improvements for the project wereidentified, but also in other projects with
common improvement areas
There was participation of beneficiaries as
The participation of beneficiaries exceededplannedthe expectation
Expected outcomes could be achieved.
Outcomes turned out to exceed expectation.
Expected and actual outcomes could be
Expected and actual outcomes could be
explained
explained
Impact on beneficiaries is maintained from Impact on beneficiaries increased from thethe immediate project phase out
immediate project phase out
Functions are transferred to local
Functions are transferred to localorganization who are maintaining the NPO’s organization who are exceeding the NPO’slevel impact
level of impact

Outcomes were measured to identify areasthat need to be improved. Areas of
improvement can be explainedThis information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

Needs for community building wasrecognized through interviews with
evacuation centers & THC
Nagahora THC was prioritized for its
scale and a delay in establishmentof residents’ association
Most of measures were based on
the interviews
Stakeholders were identified on a
project basis to organize
discussions
Based on the residents’ voices,ChildFund proposed improvement
plans

Reasons to dispersed rating

Ⅰ-1 Nagahora THC: Resources should have been

Evaluation criteria for projects assessment
Evaluation item

Rationale

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Planning• Need for community building was
identified from the interview survey• Nagahora THC was set as a prioritizedtarget- Nagahora, one of the largest THC, is likely
to remain for a longer period of time
- Absence of community is salient as
residents came from varying villages• Opinions and requests of residents werereflected in proposed activity plans• In Yuyu Farm and Community center
projects, residents and the association
participated in discussion from theplanning stage• Improvements were made on those
repeated projects- In the second summer festival, groupleaders in the THC participated to increase
the number of participants- For Yuyu Farm, a telephone tree amongresidents was made in order to develop acommunication network without thepresence of ChildFund Japan

Implementation• Activities were
implemented asplanned• Due to a lack of humanresources, someprojects were delayed- A delay in bench
making may havehindered the impact- Sustainability could
not be attained due toa delay in Community
Center project• Apart from theconstruction of theCommunity Center
which saw a rise in cost
due to a rapid increasein construction material
demand after
earthquake, otheractivities were within
the budget

Outcomes/Impacts• Quantitative /qualitative outcomesmeasured- Survey on theutilization ratio of
benches, # benches
fixed and #participants to thebench making event- interviews on
residents andvolunteers• Number of participants
were as planned,
however below
expectation as for Yuyu
Farm due to insufficient
preliminary interviews• On the other hand, it
has turned out that
Yuyu Farm members
are proactive
participants to otherresidents’ association
activities; in thisrespect, outcomes
exceeded the
expectation

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

Sustainability• Bench making andYuyu Farm activities
are being sustained andare contributing factors
to the community
building• A majority of projects
have attained
sustainability afterChildFund’s phase out,
however, sustainability
could not be achieved
for some projects- Yuyu Farm earned its
own fund andactivities expected tobe sustained- Summer festivals may
scale down, but
residents are
motivated to continue- On the other hand,
Community Center
project, required alarge fund, has yet tosee its operation selfsustained by theresidents due to adelay in planning
TOK

20130312_Bain_e_vf 1237

Projects assessment

Projects assessment

Ⅰ-2 Bench making: Overall evaluation is high; no overall

Ⅰ-3 Summer festival: Impact on the THCs implementing

plan existed and recruitment of residents was a challenge

the festival was high; some have not yet plans to organize

5-point scale
Evaluator
CFJ
Non-CFJ
Staff
Staff
Planning: A proposed plan is conducive to realization of objectives
Evaluation Item

Rationale

Average• Identifying needs

Needs are identified

5.0

5.0

-

• Identifying
beneficiaries

Beneficiaries are targeted

4.0

4.0

-

2.0

-

2.5

-

3.0

3.0

3.0

3.0

2.5

3.0

The plan met the needs of
2.0
beneficiaries
Discussion helped tomaximize the impact and• Stakeholder relation
2.5
facilitate smooth operation
The plan could be• Feedback
3.0
appropriately improved
Implementation: Projects are implemented as planned• Implementation of
Projects are implemented
3.0
as plannedplanned activities• Relevancy of needs• Implementation within Projects completed within
the set period
the project period

2.8• Implementation within Projects completed within
the planned financial/
3.0
3.0
the resources
human resources
Outcomes: Expected outcomes are achieved
After implementation,• Measuring outcomes
3.0
3.0
outcomes are measures• Participation ofBeneficiaries participated
2.8
2.5
3.0
as planned
beneficiaries• Realization of expected Expected outcomes are
3.3
3.0
3.6
achieved on participants
outcomes
Sustainability: Mechanism where outcomes can be sustained is in place
Achieved outcomes are• Sustained outcomes
3.0
3.0
3.0
sustained
NPO function is transferred• Transfer of NPO
to local organization after
functions
phase out

Needs for community building wasrecognized through interview with
evacuation centers & THC
According to the specifics of THC,
targeted THC could be changed
Since there was no overall plan, it
was proceeded in an ad hoc manner
Recruitment of residents in the 1st
half period was not as successful as
the latter half
Residents involvement and benchdesigns were improved

Reasons to dispersed rating--

Each activity was implemented asplannedOverall activities were implemented
as planned, except for some
activities
Projects were implemented asplanned# participants to bench making andutilization ratio were surveyed
Participants could not be gained
during the 1st half period
Benches are used in events anddinner outside in THC
Use of benches are sustained

-

-

-

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

TOK

20130312_Bain_e_vf 13

Ⅰ-2 Bench making: Higher impact could have beenachieved by overall plan and prior announcement
Planning

Implementation

Outcomes/Impacts

Sustainability• Need for community building was identified fromthe interview survey• Residents could craft
benches at theirinitiative as planned• Outcomes measured
qualitatively/
quantitatively• Short term activities
were implemented
within a time frame
as expected- Survey on usage
ratio and #benches fixed- interviews on
residents andstudents volunteers• Use of the benches
sustained as of now
and it seems tocontinue to be used

• Depending on the depth of understanding of thesituation and the relationship with the residents,
targeted beneficiaries changed accordingly- Initially, activities took place in THC whererelationship with the residents already built- Later, large scale THC where a sense of community
is sparse• As a result of implementation done in an ad hocmanner without the overall plan, ultimate
number of crafted benches appear small- Initially, the numbers of benches needed and could
have been crafted were not estimated- However, even after the estimation was made, theoverall plan was not formulated• In the 1st half period, more efforts were neededto acquire participants- In the 1st half period, activities sometimes took
place without prior notice- In the 2nd half period, the # participants increased
by prior discussion with residents’ association and
THC supporters• Activities were
implemented within
the set human/financial resources
including thestudents volunteers• Due to insufficient
involvement ofresidents, #participants was
small in some cases- Residents gatheredaround benches- Some residents
preferred to stayindoor became
eager to be outside
to use the benches

TOK

20130312_Bain_e_vf 14

Reasons to dispersed rating

-

-

TOK

20130312_Bain_e_vf 15

Ⅰ-3 Summer festival: Reducing the scale could have been

the key to maintain its continuation as an annual event
Planning

Implementation

Outcomes/Impacts

Sustainability• Need for community building was
identified from the interviews• Most of activities
implemented asplanned, however,measures thatwould haveincreased residents’participation could
not be implemented
in some cases• In addition to #participants andother quantitative
data, interviews
were conducted on
students volunteers
as part of qualitative
survey• Implementing THC
in two consecutive
years regard thesummer festival asan annual event; it
is highly probablethe event willcontinue though thepossible reduction inscale due to lack offinancial support• Implementing THC were selectedbased on the schedule of students
volunteers, needs of community
building and feasibility e.g.,
spacing of THC• Ways in which the students
volunteers interacted with theresidents improved to activate
communication- Attraction methods described above implemented- Height of a bench changed to increase the use by
residents

Average

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent• ChildFund advised according to a
progress in community building(e.g., invitation of neighbouringcommunities to summer festival
held in Sugishita THC)

• Improvements were made in the process of
implementation

38

Evaluator
CFJ
Non-CFJ
Rationale
Staff
Staff
Planning: A proposed plan is conducive to realization of objectives
Needs recognized through interviews withNeeds are identified• Identifying needs
5.0
5.0
evac. centers and THC• Identifying
Beneficiaries set according to volunteers’
Beneficiaries are targeted
4.0
4.0
beneficiaries
schedule & needs of THC
With reference to # participants to the
The plan met the needs of• Relevancy of needs
3.0
3.0
summer festival, Relevancy of needs wasbeneficiaries
confirmed
Discussion helped to
Residents’ association led the discussion on
maximizetheimpactand• Stakeholder relation
3.8
4.0
3.5
the contents while ChildFund advised
facilitate smooth operation
Improvements could be made according to
The plan could be• Feedback
3.7
3.5
3.8
appropriately improved
the progress in community building
Implementation: Projects are implemented as planned• Implementation ofSome festivals could not be implemented
Projects are implemented
2.6
2.3
3.0
as plannedplanned activities
as planned• Implementation within Projects completed within
From preparation to clean-up, activities
3.0
3.0
the set period
the project period
took place as planned
Projects
completedwithin• Implementation within
the planned financial/
Activities were implemented as planned
3.0
3.0
the resources
human resources
Outcomes: Expected outcomes are achieved# participants surveyed and interviews
After implementation,• Measuring outcomes
3.0
3.0
conducted on field staff incl. student
outcomes are measuresvolunteers• Participation of# participants exceeded the expectation in
Beneficiaries participated
3.0
3.0
3.0
as
plannedbeneficiaries
some THC and was below in others• Realization of expected Expected outcomes areChildren and adults seemed to have
3.0
3.0
3.0
achieved on participants
outcomes
become acquainted
Sustainability: Mechanism where outcomes can be sustained is in place
Achieved outcomes are• Sustained outcomessustained
THC which had organized summer festivals
NPOfunctionistransferred• Transfer of NPO
to local organization after
2.5
2.5
2.5
in two consecutive years are aiming tofunctions
phase out
continue
Evaluation Item

• # participants before the disaster
was investigated and referred toestimate potential # participants• Expected outcomesachieved

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

5-point scale- Containers difficult
to bring home andprolonged the stay
hours could not be
procured- Benches/stalls
mapping foractivate
communication
was not prepared• # participants could
be obtained asplanned• Children andparticipants seemed
to have becomeacquainted• Preparation period
and needed
resources were asplannedThis information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent• On the other hand,for those
implementing THC
for 1st year, thepossibility ofcontinued
organization is low

TOK20130312_Bain_e_vf 16

39

Projects assessment

Projects assessment

Ⅰ-4 Potluck party (Hamappesi): Initiated by ChildFund,Ⅱ-1 Story reading: Activities exceeded the initial plan

parties are now being organized by residents

through amicable collaboration with local organizations

5-point scale
Evaluator
CFJ
Non-CFJ
Rationale
Staff
Staff
Planning: A proposed plan is conducive to realization of objectives
Needs recognized through interview survey
Needs are identified• Identifying needs
5.0
5.0
with evacuation centers & THC• Identifying
Those large scale THC with a delay in
Beneficiaries are targeted
4.0
4.0
beneficiaries
community development were targeted
Prior interviews were conducted to
The plan met the needs of• Relevancy of needs
4.0
4.0
beneficiaries
estimate # participants
Discussion helped to
Discussed with THC supporters andmaximize the impact and• Stakeholder relation
2.8
2.8
2.7
women’s group of residents’ association
facilitate smooth operation
Improvements were made by changing
The plan could be• Feedback
3.0
3.0
3.0
appropriately improved
venues to increase participants
Implementation: Projects are implemented as planned• Implementation of
Projects are implemented
Activities were implemented as planned
3.0
3.0
3.0
as plannedplanned activities• Implementation within Projects completed within
Activities were implemented as planned
3.0
3.0
the set period
the project period• Implementation within Projects completed within
the planned financial/
Activities were implemented as planned
3.0
3.0
the resources
human resources
Outcomes: Expected outcomes are achieved
Identified improvements based on #After implementation,• Measuring outcomes
3.0
3.0
participants and interviews with event staff
outcomes are measures
including university students• Participation ofBeneficiaries participated
3.9
4.0
3.8
Participation exceeded the expectationasplannedbeneficiaries• Realization of expected Expected outcomes are
Communication among residents could be
3.0
3.0
3.0
achieved on participants
outcomes
increased
Sustainability: Mechanism where outcomes can be sustained is in place
Achieved outcomes are• Sustained outcomessustained
NPO function is transferred• Transfer of NPO
Some THC have started to organize theto local organization after
4.0
4.0
4.0
functionsparty by themselvesphase out
Evaluation Item

Average

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

Reasons to dispersed rating

-

-

-

-

-

TOK

20130312_Bain_e_vf 17

Ⅰ-4 Potluck party: Sustainability attained; ChildFund

triggered some THC to organize the event by themselves

Evaluator
CFJ
Non-CFJ
Rationale
Reasons to dispersed rating
Staff
Staff
Planning: A proposed plan is conducive to realization of objectives
Needs are identified• Identifying needs
Based on understanding of the localorganizations, those with policies and• Identifying
3.0
3.0
Beneficiaries are targeted
directions matching ChildFund’s could be
beneficiaries
supported
Assistance needed by the local
The plan met the needs of• Relevancy of needs
3,0
3.0
beneficiaries
organization could be provided
Discussion helped to
Mutual relationship was held on a needmaximize the impact and• Stakeholder relation
4.0
4.0
4.0
basis
facilitate smooth operation
Assistance in accounting provided in
The plan could be• Feedback
4.0
4.0
4.0
appropriately improved
addition to the initial plan
Implementation: Projects are implemented as planned
Support to strengthening functions of• Implementation of
Projects are implemented
4.0
4.0
4.0
local organizations exceeded theas plannedplanned activities
expectation• Implementation within Projects completed within
Activities were implemented as planned
3.0
3.0
3.0
the set period
the project period
Unplanned activity occurred to
Projects
completedwithin• Implementation within
the planned financial/
Activities were implemented as planned
3.0
2.0
4.0
add on workload of
the resources
human resourcesChildFund’s HR
Outcomes: Expected outcomes are achieved# participants in the activities of local
After implementation,• Measuring outcomes
3.0
3.0
3.0
outcomes are measuresorganization was surveyed• Participation of
Initial estimation was low, however, #Beneficiaries participated
3.8
3.5
4.0
as planned
beneficiaries
participants exceeded the expectation• Realization of expected Expected outcomes are
Activities highly evaluated and promoted
4.0
4.0
4.0
achieved on participants
outcomes
establishment of NPO of local organization
Sustainability: Mechanism where outcomes can be sustained is in place
Actions towards establishment of NPO
Achieved outcomes are• Sustained outcomes
3.0
3.0
3.0
sustained
incl. accounting system continuing
NPO function is transferred• Transfer of NPO
to local organization after
functions
phase out
Evaluation Item

Sustainability

Planning• Need for community building was
identified from the interviews• Activities, set period
including the
preparation,
financial/humanresources were allas planned• Needed
improvements wereidentified based on
the discussion students volunteers
to play a role as acatalyst to connect
residents with lesscommunication withothers• Initiated byChildFund’s
activities, some THC
have alreadyorganized the eventby themselves• The plan was to reinforce functionsof a local organization on story
telling to children• For THC which had implemented
multiple times, improvements
were made to change venues witha larger space considering theincreased number of participants• In the course of the project,
additional support to introductionof accounting system to localorganizations who are aiming toestablish themselves as NPO could
be provided.

• Opportunities forresidents tocommunicate witheach otherincreased

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent• Initial collaboration aimed atacquiring prefectural subsidies,and advice on submission of
application and objective views
were planned.
• There was a strong sense of
autonomy in the localorganization, thereby amicable
relationship could be establishedwith ChildFund on a need basis.

• Focusing on theownership ofresidents, #participants
exceeded the
expectation withcooperation of THC
supporters

TOK

20130312_Bain_e_vf 18

20130312_Bain_e_vf 19

beyond the initial plan in the course of the project

Outcomes/Impacts• Prior discussion could be held to
involve supporters in those THC
where they have influence

TOK

Ⅱ-1 Story reading: Effective actions have been taken

Implementation• Prior interviews were conducted toconfirm whether participants could
be gained

Average

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

Planning• Large scale THC with a need tocommunity building was selected
as it planned when more
understanding on each THC was
gained405-point scale

Implementation

Outcomes/Impacts

Sustainability• A subsidy project
could beimplemented as
initially planned• # participants wasestimated andfollow-up interviews
were conducted• A subsidy project
could beimplemented within
the set period
including the
preparatory stage• # participants wasestimated low,
however, the actual
participation fromthe communities
exceeded the
expectation• ChildFund’s support
reinforced localorganizations tocarry out operation
self-reliantly• However, thesupport tointroduction of NPO
accounting system
was unexpected that
additional
ChildFund’s humanresource wasallocated• It opened up achannel toestablishing localorganization toNPOs, anddemonstrated thepossibility ofcollaboration withexternalorganizations intheir capability
building

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

TOK

20130312_Bain_e_vf 20

41

Projects assessment

Projects assessment

Ⅱ-2 Baseball tournament: Sustainability could not be

Ⅲ-1 Psychological care: Needs of beneficiaries not fully

secured due to insufficient communication

met due to pre-established relation with external partner

5-point scale
Evaluator
Rationale
Reasons to dispersed rating
CFJ
Non-CFJ
Staff
Staff
Planning: A proposed plan is conducive to realization of objectives
Needs are identified• Identifying needs
Needs not accurately grasped, while
the local organization had• Identifying
2.5
2.5
Beneficiaries are targeted
insufficient understanding of
beneficiaries
ChildFund’s objectives
A local organization’s request to
The plan met the needs of• Relevancy of needs
3.0
3.0
beneficiaries
organize the tournament supported
Discussion helped to
Objectives could not be agreed
maximize the impact and• Stakeholder relation
2.5
2.0
3.0
upon prior to implementation
facilitate smooth operation
The plan could be• Feedback
appropriately improved
Implementation: Projects are implemented as planned
Discussion with the local
ChildFund had accommodated the• Implementation of
Projects are implementedorganization could not be held in an ways the local organization
2,7
2.3
3.0
as plannedplanned activities
efficient way
operated more than necessary• Implementation within Projects completed within
Activities could be implemented
Additional request occurred beyond
2.5
2.0
3.0
the
set
periodthe project period
within the planned period
ChildFund’s planned project period
Projects
completedwithin• Implementation within
Activities could be implemented
Additional request occurred beyond
the planned financial/
3.0
2.0
3.0
the resources
within the planned resourcesChildFund’s planned resources
human resources
Outcomes: Expected outcomes are achieved
A baseball tournament was
After implementation,• Measuring outcomes
3.0
3.0
3.0
outcomes are measures
implemented as usual
Beneficiaries’ participation could be• Participation ofBeneficiaries participatedgained at the same level as the pre- 3.0
3.0
3.0
as planned
beneficiaries
disaster tournaments• Realization of expected Expected outcomes are
A baseball tournament was
A steering committee could not
2.5
2.0
3.0
achieved on participants
outcomes
implemented as planned
secure the sustainability
Sustainability: Mechanism where outcomes can be sustained is in place
Understanding on the importance of
Achieved outcomes are• Sustained outcomessustainability was gained, but yet to 2.0
2.0
2.0
sustained
be realized
NPO function is transferred• Transfer of NPO
to local organization after
functions
phase out
Evaluation Item

Average

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

TOK

20130312_Bain_e_vf 21

Ⅱ-2 Baseball tournament: The project should have been

implemented after ChildFund’s goals were fully understood

Evaluator
CFJ
Non-CFJ
Rationale
Reasons to dispersed rating
Staff
Staff
Planning: A proposed plan is conducive to realization of objectives
Needs are identified• Identifying needs
Beneficiaries were set to teachers of• Identifying
private nurseries where public
Beneficiaries are targeted
beneficiaries
assistance not reached and parents
2.5
2.5
2.5
of nursery school children based on
The plan met the needs of• Relevancy of needsinterviews–
but#sessions
neededbeneficiaries
to be increased for better impact
Discussion helped toMore discussion was needed in
maximize the impact and• Stakeholder relation
1.8
1.5
2.0
relation with the partner
facilitate smooth operation
Improvements made, e.g., teachers
The plan could be• Feedback
3.5
4.0
3.0
-appropriately improved
given time to talk with each other
Implementation: Projects are implemented as planned• Implementation of
Activities could be implemented as
Projects are implemented
3.0
3.0
3.0
as plannedplanned activities
planned• Implementation within Projects completed within
Activities could be implemented
3.0
3.0
3.0
the set period
the project period
within the set project period
There were enough resources andProjects
completedwithin• Implementation within
the planned financial/activities could be implemented
3.0
3.0
3.0
the resources
human resources
without difficulty
Outcomes: Expected outcomes are achieved
Survey was conducted, however,After implementation,• Measuring outcomes
2.3
2.5
2.0
outcomes are measuresmore detailed survey was neededChildFund was able to gain
• Participation ofBeneficiaries participatedparticipants in cooperation with
3.0
3.0
3.0
as planned
beneficiaries
external partner / beneficiaries• Realization of expected Expected outcomes are
Participants evaluated highly of
Activities should have been carried
3.1
2.5
3.7
achieved on participants
outcomes
partners from outside Ofunato City out for a longer period
Sustainability: Mechanism where outcomes can be sustained is in place
Activities needed to be carried out
Some participants were positively
Achieved outcomes are• Sustained outcomes
2.4
2.0
2.7
sustained
for a longer term
effected by the activities
The
partnerorganizationisNPO function is transferred• Transfer of NPO
to local organization after
consideringcontinued
sessions,
2.4
2.8
2.0
functions
phase out
however, sustainability not secured
Evaluation Item

Average

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

TOK

20130312_Bain_e_vf 23

Ⅲ-1 Psychological care: External partner should have been

involved in designing the plan, with covering exit strategy

Planning

Implementation

Outcomes/Impacts

Sustainability

Planning

Implementation

Outcomes/Impacts

Sustainability• Objectives were not necessarily
reconciled between ChildFund andthe steering committee of the localorganization and consequently,
ChildFund’s goals could not be fully
understood• Although ChildFund
aimed to build an
efficient relation
with the localorganization bysubmitting a
proposal, discussion
often failed to reachan agreement• # participants
counted - it was assame as that of pastyears

• Throughcollaboration withChildFund,sustainability has
been prioritized,
however, continualorganization of
tournaments are yet
to be determined• In collaboration with the external
partner, interviews were conducted to
identify private nurseries without public
assistance as the beneficiaries• Activities were
implemented asplanned within the set
period and resources
without any problems• In regard tomeasurement ofoutcomes, survey
questions in thequestionnaire wereinsufficient, inparticular, reasons to
the absence in thesessions had not been
tracked• Some participants areperceived to havepositive effect by the
project- ChildFund had a goal to reinforce
functions in order to securecontinued organization of a baseball
tournament- On the other hand, the steeringcommittee was much focused on
implementing the baseball
tournament in 2012 and thesustainability was not prioritized• Discussion could be held with thestakeholders, however, a mutual
understanding on project
objectives could not be reached• Additional requests
made which had
prolonged the
project period andadditional resources
incurred after
implementation of
the baseball
tournament• Although a baseball
tournament could
maintain the same
# participants as in
the past years, thesustainability could
not be secured fromthe steeringcommittee of thelocal organization• A plan to implement a baseball
tournament in 2012 at a strong
request by the steering committee
could be proposed
This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

425-point scale- The steeringcommittee’s policy
has changed toaim at continualorganization of thebaseballtournaments- As of now, thetournaments arescheduled only up
to the next
tournament

TOK

20130312_Bain_e_vf 22• Since there was no prior discussion withthe external partners and additional
proposals could not be made, a proper
plan could not be proposed- Collaboration with the external partner had
already been decided, and the plan wasformulated in such way that all activities
could not be completed within the set
period- Increased number of sessions could not be
proposed to the external partner• Improvements were made outside theplan, e.g., nursery teachers were given
venues to share their feelings andexperiences• Schedules ofbeneficiaries and theexternal partner were
well arranged tomaximize participation• A majority ofparticipants are in needof continued care. After
ChildFund’s phase out,
although the external
partner is discussing
the continuation ofsessions, it is unclear
whether thesustainability has been
secured• Beneficiaries highly
evaluated sessions
being implemented by
not a local organization,
but by the externalorganization

This information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

TOK

20130312_Bain_e_vf 24

43

Projects assessment

Projects assessment

Ⅲ-2 Grief work: Roles could not be transferred to the

Key to success lies in anticipative design of required org andstaffing based on clearly defined goals of the relief project

beneficiaries as a result of insufficient planning

5-point scale
Evaluator
CFJ
Non-CFJ
Rationale
Reasons to dispersed rating
Average
Staff
Staff
Planning: A proposed plan is conducive to realization of objectives
Needs are identified• Identifying needs
Based on the interviews, people in need
• Identifyingof grief work identified - However the
Beneficiaries are targeted
beneficiaries
activities needed to be implemented for a 2.4
2.3
2.5
longer term to realize initial goals
The plan met the needs of• Relevancy of needs
beneficiaries
sufficiently
Detailed information needed
Discussion helped to
Discussions with the external partner
maximize the impact and• Stakeholder relationby the external partner were
2.3
2.5
2.0
were
not
enoughfacilitate smooth operation
not being shared
Activities adjusted to participants because
The plan could be• Feedback
-3.0
3.0
3.0
appropriately improved
partners’ skill were highImplementation: Projects are implemented as planned• Implementation of
Activities could be implemented as
Projects are implemented
3.0
3.0
3.0
as plannedplanned activities
planned• Implementation within Projects completed within# sessions had to be decreased due to a
2.3
2.5
2.0
the set period
the project period
delay in implementation
There were enough resources andProjects
completedwithin• Implementation within
the planned financial/activities could be implemented without
3.5
3.0
3.0
the resources
human resources
any problem
Outcomes: Expected outcomes are achieved
Questionnaire survey was conducted to
After implementation,• Measuring outcomes
3.0
3.0
3.0
outcomes are measures
measure the impact• Participation ofExternal partners and beneficiaries were
Beneficiaries participated
3.0
3.0
3.0
as planned
beneficiaries
coordinated and gained participants
There were positive effects on the• Realization of expected Expected outcomes are
participants, however, the initial goal
2.8
2.5
3.0
achieved on participants
outcomes
could not be achieved
Sustainability: Mechanism where outcomes can be sustained is in place
Positive effects are being sustained by the
Achieved outcomes are• Sustained outcomes
2.7
2.5
3.0
sustained
participants
Although continual implementationNPOfunctionistransferred• Transfer of NPO
to local organization afterneeded, sustainability after ChidlFund’s
2.2
2.0
2.4
functions
phase out
phase out not secured

1

Evaluation Item

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20130312_Bain_e_vf 25

Ⅲ-2 Grief work: In the planning phase, prior discussion

needed with external partner to maximize the impact
Planning

Implementation

Outcomes/Impacts

Sustainability• Based on the interviews,
beneficiaries were set tolivelihood counselors and THC
supporters who were notreceiving enough public support• Implementation andresources of the activities
went as planned without
any problems• Outcomes were measured
by the number ofparticipants and based oninterviews with thebeneficiary organizations• Concept of the grief work
program, such as a small
group dialogue, wasintegrated to THC
supporters’ training• Following a thoroughdiscussion with thebeneficiary organizations,some activities were
integrated into training tomaximizing the outcomes• However, sustainability incontinued implementationby the beneficiaryorganizations or with theexternal partner has notbeen secured• Further improvements wereneeded for discussion andinformation sharing withexternal partners- As was the case for thePsychological Care, external
partners had already been
decided, and the plan wasformulated in a way that all
activities could not becompleted within the set period- In addition, the partner required
detailed background informationon the participants prior to eachsession• Along with the psychologicalsupport of the beneficiaries,
sufficient period of time and thenumber of sessions towards
realization of peer supervision
within the beneficiaries’organizations could not be
secured• # sessions may have been
reduced due to a delay intapping potential
beneficiary organizations
as a result of insufficient
manpower secured byChildFund in the planning• While each activity
achieved high impact,
overall goal could not be
accomplished

44

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20130312_Bain_e_vf 26• In line with the set objectives,
establish a team needed toachieve the objectives and set its
roles, authorities, and a reportline with HO- In ER phase, set goals forrestoration phase; in restoration
phase, set goals for reconstruction
phase• Re-set objectives andbeneficiaries as needed whenchange to the scope requested

43

Criticaldecisions• Information sharing on any
changes/expansion in the scopefrom initial objectives• Plan on human resources,
number of recruits, channel,
timing, etc. needed for the team
• Develop partnership withexternal organizations to ensurethat needed workforce can be
secured• Field to provide HO with objective
information in regard to arequest to scopechange/expansion

5• Regular communication on organizational direction to the staff and confirm
that the staff understands the organizational goals

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20130312_Bain_e_vf 27

Each projects also needs to clarify the objectives, draw astrategic plan and adjust according to the performance
Feedback
Planning• Clarify the social target
and the solution level(i.e., objectives ofassistance), thenidentify projects as its
means based on
information collectedfrom field, etc.
- Information arecollected to analogize
the cost performancefrom estimated #beneficiaries andimpact of outcomes;
reflect it to workforce
planning- Prior to collaboration
with externalorganizations, shareorganizational goals- Impact on thosebeneficiaries whothemselves are victimized
was evident who could
now observe theirprofessions morepositively- # sessions were, however,limited and realization ofpeer supervision could not
be realized as plannedThis information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

2• Set the objectives andbeneficiaries in preparation for
the next phase

Implementation• In the event that
expected outcomes
could not be achievedby the ongoing
implementation
strategy, modify the
project plan as needed

Outcomes/Impacts

Sustainability• Depending on the• When it is foreseen thatoutcomes or progress
objective levelin understanding of
problems cannot bebeneficiaries, re-set thesolved within the
project or its objectives
project period,in the event of a scopesustainability ofchange/expansion from
activities is considered
the initial goals
from the planning
phaseThis information is confidential and was prepared by Bain & Company solely for the use of our client; it is not to be relied on by any 3rd party without Bain's prior written consent

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20130312_Bain_e_vf 28

45

Recommendations

To ensure decision-making process is followed in line with
objectives, unity of BOD, HO, and the field is needed
Clarity &Alignment
Board ofDirectors

Head
Office• Verify that theobjectives set by
HO is in line with
the Vision• -• Formulate
objectives(beneficiary, scaleof assistance, etc.)• Set objectives
strategically taking
into consideration
the next step aswell as theimminent problems

Field
OfficeRole &
Structure• Provide HO with
beneficiaries’ needs
and other field
information
required for goal
setting

People &Performance

Processes &Information• Support to provide
HO withrecruitment
information,referrals, etc.

• -• Set up a program
team organization,
its roles andauthorities, and areporting line with
HO needed toachieve theobjectives• Plan and recruit
the needed humanresources, channel,
timing, etc.

• Approve expansion
or a change to thescope of objectives
proposed by thefield• Proposeorganizational
structure andauthorities neededto achieve goals infield• Input needs of fieldto HO’s manpower& recruiting plan

• Design a team infield in line withorganization androles set by HO• Partnership withexternalorganization todevelop a network
to ensure needed
human resources
can be secured• Recruitment in linewith HO’s recruiting
plan

Leadership &CulturePROJECT DATAChildFund Japan was able to carry out the following activities for the East Japan Earthquake Emergency
Relief and Restoration Project based on the revenues of donations entrusted to us from overseas and aroundthe country.
Total amount of donations was JPY245,580,346- as of 28 February, 2013 of which total amount of
JPY153,553,330- was donated by ChildFund Alliance, JPY77,303,794- from the Japanese donors, andJPY14,723,222- from a Chinese NPO SmileAngel Foundation.
■Emergency Phase - Restoration Phase• (Re-set objectives
and beneficiaries)• Projectmanagement underuniform format toverify the projects
direction• Share information
with HO on
progress inactivities in linewith set goals• Propose to HO
expansion or achange ofobjectives
accompanying thechanging needs

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20130312_Bain_e_vf 29

Prepare project management form and check continuously
to confirm the progress is in line with organizational goals■Program in Ofunato City (Restoration phase to Reconstruction phase)

ExampleProject Outline
Beneficiaries

Goals
Neededmanpower

Needed fund

Checkpoint at each phase

Timeline• mm, yyyy:• Mm, yyyy:

Planning

ImplementationOutcomes/Impacts
Sustainability

Checkpoint
Needs of beneficiaries are identified
Beneficiaries are targeted
The plan met the needs of beneficiaries
Discussion helped to maximize the impact and facilitate smooth
operation
The plan could be appropriately improved
Projects are implemented as planned
Projects completed within the set period

Akasaki Junior Highschool 2013

By

jan

School equipments

BOD

HO

HO

Projects completed within the planned financial/human resources
After implementation, outcomes are measured
Beneficiaries participated as planned
Expected outcomes are achieved on participants
Achieved outcomes are sustained

Field

HO

NPO function is transferred to local organization after phase out

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46

Check

TOK

Financial reports for FY2012 are to be published in July 2013.

20130312_Bain_e_vf 30

47

Dr. Mills , CCF , and the Japanese children. After the WWII,
Christian Childrenʼs Fund started to support the war orphans in Japan.

About ChildFund Japan
Since 1975, we have been working in Asian countries to help children facing poverty for their healthy growthand families and communities to ensure their self-reliance. We value connecting people through the projects
to deepen mutual understanding.

VisionA global society that ensures every child theopportunity to develop their full potential[Relay of love]ChildFund Japanʼs history roots back to after the World War II when the organization assisted the Japanese war
orphans through funds from overseas. Even though the time changes, and an organizational shift from arecipient to a caretaker, our vision towards a society that ensures every child to live with hope shall not change.

MissionChildFund Japan is committed to promoting the rightsof the child through international development cooperationin the spirit of harmonious co-existence.

[For the smiles of every child]
In order to achieve the vision, ChildFund Japanʼs activities prioritize childrenʼs rights through international
development cooperation so that every stakeholder connected by the projects discovers the meaning of life,
while surpassing various distinctions, and feels the joy of life.

In 1952, Christian Child Welfare Association (CCWA) was established as a recipient body of Christian Childrenʼs
Fund (CCF) and had received assistance from the U.S. and Canada. The assistance expanded and 86,000 children
had beneﬁted during CCFʼs assistance that had ended in 1974. A year after CCF had phased out in 1974, CCWA
inherited the spirit of love and a sponsorship department (now ChildFund Japan) was established in 1975. As a
Japanese grass-roots NGO, we have turned our attention to the Asian countries, particularly on the Filipino
children who are facing severe life, and started assistance in the Philippines.
1975
1991
1995
2001
2005
2006
2009
2010
2011

A sponsorship program started in the Philippines
Received the 5th Human Rights Award from the Tokyo Bar Association
A health service project started in Nepal
Received a Chairmanʼs Special Award from the Japan National Council of Social Welfare
Organizational change to NPO ChildFund JapanA sponsorship program started in Sri Lanka
Became an “Authorized NPO” accredited by the National Tax Agency
A sponsorship program started in Nepal
Emergency and Restoration Project for the East Japan Earthquake started (ended in March 2013)

About ChildFund AllianceChildFund Alliance is an eﬀective global
network of child centred development
organizations to create opportunities for
impoverishedandvulnerable

SwedenCanadaIrelandFranceU.S.A.

Denmark
Germany

Korea

Japan

Taiwanchildrenwithout regard to race, religion, gender, or
ethnicity and consists of 12 organizations that

Australia

carry out a sponsorship program. ChildFund

New Zealand

Japan became a member in April 2005.
ChildFund Alliance member organizations
Where ChildFund Alliance members work48

A JOURNEY OF TOGETHERNESSThe Emergency Relief and Restoration Project Report
For the Great East Japan Earthquake
Published on 30 April, 2013
PublisherChildFund Japan
Chairperson Masanobu Fukamachi
Executive Director Takeshi Kobayashi
2ｰ17ｰ5, Zempukuji, Suginami, Tokyo, 167ｰ0041
TEL 03ｰ3399ｰ8123
FAX 03ｰ3399ｰ0730
E-mail childfund@childfund.or.jp
U R L www.childfund.or.jp

Editor & Printing

Tohkai Shimpo Sha Co., Ltd.
9ｰ1, Takatou, Ofunatocho, Ofunato, Iwate, 022ｰ0002
TEL 0192ｰ27ｰ1000
FAX 0192ｰ27ｰ2154