‭Current Status and Issues in the Utilization of Sphere Standards for‬‭Humanitarian Aid in Japan‬‭Abridged version of the interview survey report‬‭Outline‬‭Since the Great East Japan Earthquake in 2011, the Cabinet Office has‬‭emphasized the use of Sphere Standards as a minimum benchmark for‬‭humanitarian assistance in domestic disaster response.‬‭In this study, with the‬‭collaboration of aid organizations involved in disaster aid in Japan, an interview‬‭survey was conducted to ascertain the actual use of these standards in Japan‬‭and to identify suggestions for their further promulgation.‬‭Results revealed that those who had received training on the Sphere‬‭Standards had a higher awareness of standards-based support. However, the‬‭results also indicate that awareness and use of the Sphere Standards remains‬‭low among local government officials, Councils for Social Welfare (“CSW”) and‬‭other public disaster responders. It also became clear that the content of the‬‭handbook, which is not aligned with the Japanese lifestyle and culture, is a‬‭hindrance to the dissemination of the standards. Data suggests that more‬‭user-friendly educational materials and efforts to incorporate Sphere Standards‬‭into evacuation manuals and other disaster response plans may be conducive‬‭to their further dissemination.‬‭A review of individual supporters' and organizations' efforts in light of the‬‭mandatory criteria for humanitarian assistance, a chapter in the Sphere‬‭Handbook, revealed that individual and organizational efforts do not fully‬‭correspond. Even though the subjective evaluation showed an overall higher‬‭rating for organizational efforts than for individuals, the results were reversed in‬‭the evaluation using specific parameters. These reflections have enabled‬‭prioritization of items to be addressed for higher quality humanitarian aid, both‬‭as individuals and as an organization.‬‭In addition, the series of interviews revealed the need to establish careers‬‭specializing in disaster relief in domestic NPOs as well as to revamp the funding‬‭system. To achieve these tasks, we must exhort the managers of funding and‬‭supporting organizations to recognize the value of the Sphere Standards, the‬‭international benchmark. The government is also required to raise its‬
‭awareness of organizations that provide assistance in line with these standards,‬‭and to continue to encourage the promotion of quality assurance of‬‭humanitarian aid in a country as disaster-prone as Japan.‬I‭ntroduction‬‭The Sphere Standards have a long history in Japan, having been localized‬‭from the first edition of the Sphere Handbook in 1997, and have also been used‬‭by some Japanese NPOs that provide humanitarian assistance overseas.‬‭However, it was not until after the Great East Japan Earthquake in 2011 that the‬‭application of these became more widely called for in disaster response in‬‭1‬J‭ apan. One factor was that while the‬‭Sphere Handbook‬‭had been used by aid‬‭organizations in humanitarian relief around the world, the Great East Japan‬‭Earthquake led to domestic disaster response involving such international‬‭organizations in addition to those in Japan. By coincidence, the 2011 edition of‬‭the handbook was translated into Japanese, and a trainer education program‬‭was launched with the aim of providing more support based on the Sphere‬‭standards in Japan.‬‭ As of 2022, approximately 70 Japanese trainers have been educated through‬‭this training program.‬ ‭In 2013, the Cabinet Office‬‭also referred to the Sphere‬‭Standards as a resource that "should be leveraged to improve the quality of‬‭shelters" when drafting guidelines for the operation of shelters. These efforts‬‭have borne fruit in the form of continued interest in the Sphere Standards at the‬‭prefectural and municipal level, as well as in other activities such as ongoing‬‭awareness-raising activities. However, it is hard to claim that the Sphere‬‭Standards have permeated the municipalities that have primary responsibility‬‭for disaster response, as stipulated in the Basic Act on Disaster‬‭Countermeasures.‬‭ In Japan, shelters are set up by municipal governments as a temporary place‬‭to stay when a disaster strikes and it becomes difficult to live in one's own‬
‭house. When a large-scale disaster occurs and many houses are damaged, the‬‭length of stay for evacuees can be several months. The living conditions that‬‭they face have been criticized as being no different from the shelters of the‬
‭1923 Great Kanto Earthquake, raising concerns about secondary physical and‬‭mental health problems caused by residing in an undesirable living environment‬‭after the disaster. In Japan, the Sphere Standards have been used primarily to‬‭improve the environment of such shelters.‬‭ The purpose of this study was to clarify how the Sphere Standards - used‬‭internationally in humanitarian relief - have been applied to disasters striking‬‭Japan, through interviews with aid organizations that have responded, and to‬‭explore how they might be applied in the future.‬‭Method‬‭A two-day interview survey was conducted in February 2023 with full-time‬‭NPO employees ( hereafter referred to as "interviewed staff") of aid‬‭organizations based in Japan (NPOs that specialize in disaster relief and‬‭operate domestically and internationally). The survey was conducted by three‬‭individuals: the main interviewer, an interview assistant, and the project‬‭administrator. Interviews were conducted on the collaborating organization's‬‭premises for a total of nine hours: five hours with four interviewed staff on the‬‭first day and four hours with five interviewed staff on the second day.‬‭The structure of the interviews began with inquiring about the technical‬‭chapters of the Sphere Handbook, and then proceeded to the basic chapters.‬‭The reason for conducting the interviews in the reverse flow of the handbook‬‭structure is that we aimed to start by comparing more tangible aid experiences‬‭to the handbook, thereby making it as easy as possible for interviewed staff to‬‭cross-reference their own activities to the more abstract standards in‬‭humanitarian aid to which the basic chapters refer.‬‭2‬‭ he specific interview flow is as follows: on the first day, the collaborator‬T‭introduces himself/herself, including his/her experience in providing aid,‬‭minimum standards in the shelters and shelter settlements, and minimum‬‭standards for health care.‬‭ he second day was a continuation of the minimum standards for health care‬T‭and a survey of the‬‭Core Humanitarian Standard‬‭(hereinafter‬‭referred to as‬‭CHS) for humanitarian aid.‬‭We attempted to visualize the efforts to attain CHS by using the checklist in‬‭the handbook in order to check each collaborator's efforts to achieve the CHS‬
‭from each perspective of the individual and organizational levels, and in light of‬‭past aid experiences.‬‭The survey team consisted of three people: one principal interviewer, one‬‭interview supporter from a collaborating NPO, and one person in charge of‬‭operations. The principal interviewer is a university affiliated humanitarian‬‭worker and researcher who completed the Quality Assurance and‬‭Accountability in Humanitarian Aid trainer training in 2013 and has since worked‬‭as a trainer and in the implementation of this training in the health sector. The‬
‭principal interviewer had a long-term relationship with the collaborating‬‭organization through cooperative work in domestic disasters and quality‬‭assurance and accountability training in humanitarian aid; the interview was‬‭thus conducted with an understanding of the practices and other aspects of the‬‭collaborating facility. The interview supporter is a senior manager of a‬‭collaborating organization and a member of the Executive Committee of a‬‭network promoting quality assurance and accountability in humanitarian aid in‬‭Japan. With in-depth knowledge of quality assurance and accountability in‬‭humanitarian aid, they were responsible for ensuring psychological safety‬‭between interviewed staff and principal interviewers, as well as providing‬‭supplemental information on previous experiences of the collaborating‬‭organization. The operational manager is the focal point for quality assurance‬‭and accountability in humanitarian assistance in Japan and has in-depth‬‭knowledge of the Sphere Standards and other standards in humanitarian‬‭assistance, as well as the evolution of activities by the nonprofit sector (*NPOs)‬‭in the context of domestic disasters. He/she assisted with facilitating the‬‭interview environment and recording the interviews. In this report, "NPO" is‬‭used as a generic term for organizations and personnel involved in disaster‬‭relief other than national and local government officials and private companies‬‭in Japan.‬‭ All interviews were recorded and transcribed with the verbal consent of the‬‭interviewed staff, and verbatim transcripts of these data were analyzed. A draft‬‭of the report was published after review and concurrence from all interviewed‬‭staff. ‬‭ esults‬
R‭ All five interviewed staff had attended some type of Sphere Standards-related‬‭training in the past. One collaborator had attended 2 days of in-person training‬‭and the others had attended online training after the COVID-19 pandemic‬‭3‬‭ utbreak. It is apparent that after the training, participants became constantly‬o‭aware of the Sphere Standards as a self-evaluation criterion for aid. In terms of‬‭the front line of aid (the “field”), while self-assessments were divided on whether‬‭the standards were utilized or not, it was also clear that the 4th edition is now‬
‭available in PDF format and is being searched and cited in the field. It was also‬‭evident that the standards are utilized to provide a rationale to counterpart‬‭administrative personnel and other support organizations with which they‬‭collaborate, when planning aid based on the Sphere Standards.‬(‭ As an aid worker) I am aware of them as a base. When we‬‭are running an (aid) project, it is not always the case. When‬‭explaining to government officials or other organizations, there‬‭are times when I use them as a basis, like when I explain to‬‭them that there are such and such standards.‬‭ s an individual, I do know that there are international‬A‭standards. However, to be honest, I (feel) that I still need to‬‭refine my skills to the point where I can implement them in the‬‭field. It’s not the case that I am going about my work with the‬‭handbook in one hand, following all of the stipulations one by‬‭one. I do have the impression that (the training) has slightly‬‭sharpened the resolution of my knowledge.‬I‭ was involved first (as an aid organization), and then‬‭underwent training while conducting (aid activities). The‬
‭course made me rethink how the activities I had been involved‬‭in would lead to this kind of thing, and how to formulate this‬‭kind of aid.‬I‭ don't remember everything (the standards) as I actually go‬‭into aid mode, but I am aware that these things now are‬‭connected to what I received during Sphere (training) as I‬‭conduct my activities. But I can’t say that I have internalized all‬‭of the standards in the back of my mind, or I can't figure out‬
‭how to connect them, or haven't quite figured them out yet. I‬‭do hope that we can incorporate them into our activities to‬‭provide aid (as an organization).‬‭ s an organization, we have instilled that Sphere Standards‬A‭as a baseline, so we see no difference in perception between‬‭the individual and the organization.‬‭ ince the training, I have referred to the standards to the‬S‭extent that I remember as a yardstick when needing to‬‭convince someone of something by providing evidence.‬‭I do communicate that these (standards/handbooks) are a‬‭4‬t‭hing. I utilize the web version and look things up in (the‬‭handbook) as an indicator when in the field.‬I‭ am aware of CHS. I do tell people that the‬‭(Standards/Handbook) exists. I use them when looking back to‬‭see what I could have done better from the perspective of‬‭what I could have done with the residents or how much of the‬‭local culture I could have incorporated, which are things that‬‭tend to get left out.‬‭We use them when communicating both to the government‬‭ nd to residents. They are more receptive to (our‬a‭recommendations) when we point out that there is this book‬‭that says so and so here. We are merely NPO workers, so no‬‭matter how much experience we have, we are still outsiders.‬‭We are just NPO employees, so people want to know the‬‭grounds for the (aid) that we provide.‬‭ ometimes medical doctors and university professors show‬S‭up, and even if we point out the metrics (provided in the‬‭handbook), it’s not the case that they will remedy (the‬‭situation) together with us.‬‭ oth axes are needed, and it’s only once you have the‬B‭rationale and the field situation in sync that the field starts to‬‭really work. So, the (handbook) is required due to this‬‭mechanism.‬I‭ think it's because we have received education (on Sphere‬‭standards) within our organization - including training - but I‬‭think we learn a lot from experience.‬‭ ut (the handbook) has verbalized the need for things that we,‬B
‭as supporters, don't usually take for granted. So we definitely‬‭use it for understanding things for ourselves and also for‬‭explaining to others why something is necessary. When I am‬‭explaining something, I can (re-read) the handbook and reflect‬‭on what is effective when making a point, or to reflect on what‬‭it is I am engaged in.‬‭ hile it provides an opportunity for reflection, it also allows for‬W
‭conceptualization of personal experiences and activities and is‬‭a resource for accountability to external organizations. It (the‬‭role of the handbook) is an absolute must.‬‭ n the other hand, concerns were apparent that local government officials, who‬O
‭have primary responsibility for disaster response, are not well aware of the‬‭5‬‭ xistence of the Sphere Standards and are not actively utilizing the handbook in‬e‭disaster management. It was also reported that awareness is low among‬‭Councils for Social Welfare (CSW), which often provide long-term support to‬‭residents of the disaster-stricken areas.‬(‭ Many municipal employees) don't know about them. While‬‭many responded that they are familiar with the (existence of)‬‭the Cabinet Office Guidelines, many also admitted (not being‬‭well-versed in the contents.) When it comes to CSW, it’s my‬‭impression that perhaps around 1% (of people know about‬‭them.)‬‭CSW have (the remit of) running the disaster volunteer‬‭centers. Knowledge of the standards is limited (even among‬‭CSW employees) when it comes to the CSW running the‬‭disaster volunteer centers.‬‭In terms of CSW as a whole, (many of them are) completely‬‭unaware of the standards, even though they present them at‬‭the trainings (they convene.)‬‭Many of those who work with people are unaware of the‬‭Standards, especially those in the welfare sector, but also‬‭those in the medical and health professions.‬‭When helping to rebuild lives, the public health nurses are‬‭extremely preoccupied with what is written in here (Sphere‬‭Handbook), so there are many aspects that would be greatly‬‭enhanced by everybody reading from the same music sheet. I‬‭see it (the handbook) as a tool that can be used as a lingua‬‭franca.‬‭ SW are (very much) concerned with how to run the disaster‬C‭volunteer centers, and there (are often cases where there)‬‭isn’t such a strong inclination to provide comprehensive‬‭support from an overarching perspective in a wide range of‬‭areas‬‭ round that time, an employee from an aid organization in‬A‭Tokyo turned up and had (all these) ideas about what we‬‭should do, but I thought that rather than making proposals‬‭about what to do, it was more a case of doing what we can‬‭with the limited resources that we have and that there was a‬‭limit to what we could achieve. If you’ve got nothing to back it‬‭up then it sounds unreasonable, so It’s definitely helpful to‬‭have (the Standards.)‬
I‭t was also observed that the handbook has not been widely used by‬‭those who respond to domestic disasters - such as governments,‬‭CSW, and other disaster relief organizations - because they are not‬‭fully aware that disaster aid is a kind of humanitarian aid.‬‭6‬‭ hen I went to provide aid, one of the (local) CSW staff said‬W‭to me, "It's amazing that Peace Boat is delivering aid in conflict‬‭areas in Ukraine. It's like real humanitarian aid, isn't it".‬‭("So that's how they see us…") is what I thought - but‬
‭assisting victims in disaster-stricken areas is also‬‭humanitarian aid, isn't it? While there may be differences in‬‭the magnitude and scale of what is happening, they don't feel‬‭that what we are doing is equal to humanitarian aid, so I think‬‭that's why they are making such comments.‬
I‭ think we (will need to) renew our awareness or sense of what‬‭it is that we are trying to accomplish, or what it is that we are‬‭involved in. For example, when people see the title of this‬‭(handbook), I think there is a sense of perhaps (feeling of a‬‭faraway world) like, "Humanitarian aid, huh?" because we're‬‭just a volunteer center.‬‭ hen I started to get involved in this kind of disaster work,‬W‭regardless of whether it was with CSW or not, I felt (the need)‬‭to start with so-called humanitarian aid, with a view to‬‭providing overall support to those affected by disasters. I feel a‬‭sense of urgency about how to approach the issue from here‬‭onward.‬I‭n the case of CSW and volunteer centers, I think there are‬‭many people who have a sense of what they can do from the‬‭context of individual volunteer activities, and I think in that‬‭sense there is a difference in the starting point for many‬‭people.‬‭ o I think that when it comes to disseminating these (Sphere‬
S‭Standards), I do feel that the starting point is difficult and this‬‭may stop them from permeating.‬‭ e read them because we consider ourselves in charge of‬W‭humanitarian aid. But I also want to promote them with‬‭governmental employees, but with both prefectural and‬‭municipal employees it is the case that they may be in charge‬‭(for that year), but they are not in charge (in the long run),‬‭right? So they don’t end up (with the mindset of wanting to use‬‭the Sphere Standards.)‬‭ hen it comes to the crisis management division, I don’t think‬W‭they read through (the handbook), and just tell the employee‬‭in charge to teach certain sections. Since it’s a case of‬‭assigning tasks to specific people, they probably think that it’s‬‭7‬

t‭he job of the employee in the section in charge to become‬‭familiar with the handbook.‬‭ id for disaster victims involves what is now called in poverty‬A‭aid "a minimum standard of healthy and cultural life," which‬‭includes the word "cultural" in it.‬ ‭There might not‬‭be many‬‭people who would reconcile that (as applying to) “disaster‬‭afflicted persons”. But this handbook is the baseline, the‬‭absolute minimum standards for enabling victims to lead a‬‭healthy and cultural life. In order for the disaster victims to be‬‭able to live healthy and minimally cultural lives, people (who‬‭provide aid) must have read this.‬‭ s one of the characteristics of Japanese disaster response is that it is‬A‭based on a pre-existing response plan, it was indicated that‬‭incorporating the Sphere Standards into evacuation shelter operation‬‭manuals could lead to their further dissemination.‬‭ he mindset is more about implementing what has been‬T‭prepared in advance or how to implement it, rather than‬‭looking at the situation through a humanitarian assistance lens‬‭and thinking about what needs to be done in the moment.‬‭So, whether or not the standards really permeate, if the‬‭manuals for shelters and volunteer centers, or the manuals‬‭themselves, could include a statement that this is a good‬‭reference (material to be used as a reference) and that it is‬‭based on these standards, then I imagine the standards would‬‭be more widely recognized than they are now.‬‭ alking about toilets is a pretty clear and specific issue, isn't it?‬T
‭If there is a manual or a plan, but it is not executed during a‬‭disaster, I think it is more likely that the contents of the plan or‬‭the manual are probably not ready (to be used) in the first‬‭place.‬‭I guess the situation is like it is now because the manual‬‭prescribes that we do this, that and the other but then fails to‬‭reflect the perspectives that the Sphere Standards are‬‭proposing.‬I‭ think it is more common for (municipalities) to think that‬‭(Sphere Standards) are not in the (disaster response) plan or‬‭that (disaster response using Sphere Standards) is not being‬‭envisaged.‬I‭f it had been planned from the beginning based on the‬‭Standard 3.2, Access and Usage of Toilets, no one would‬‭have been in trouble presumably.‬‭8‬

‭It should all be included in the plan.‬‭ henever I do disaster relief, it always strikes me that the‬W‭government are very capable people who can do things‬‭according to a manual. So I think we can do it as long as it is‬‭in the plan. (The Sphere Handbook) should be used as a‬‭reference guide when making the plan.‬‭ ometimes, when I feel helpless (the authorities don't‬S‭understand or the onsite people are stuck), I go back and read‬‭the manual prepared by the authorities and point out to the‬‭evacuation shelter that it is also written in the manual.‬‭We don't ask the impossible of course, but we do urge them to‬‭incorporate it (because it is written in this way in the manual).‬‭ ometimes Sphere doesn't make sense to them, but if you talk‬S‭about the issue from a gender equality perspective, they may‬‭get the message.‬I‭t was also proposed that greater penetration could be achieved through‬‭providing a more user-friendly resource for government employees and‬‭disaster aid providers who balk at the thickness of the Sphere Handbook.‬I‭‬ ‭imagine‬ ‭it‬ ‭would‬ ‭be‬ ‭easier‬ ‭for‬ ‭people‬ ‭to‬ ‭understand‬ ‭if‬ ‭they‬‭could‬‭learn‬‭and‬‭assimilate‬‭in‬‭a‬‭step-by-step‬‭process‬‭what‬‭they‬‭need to know and utilize when operating in the aid context.‬I‭‬ ‭thought‬ ‭that‬ ‭if‬ ‭there‬ ‭was‬ ‭something‬ ‭really‬ ‭relatable‬ ‭and‬‭simple‬‭to‬‭start‬‭with,‬‭something‬‭that‬‭people‬‭in‬‭the‬‭CSW‬‭and‬‭the‬‭government‬‭would‬‭definitely‬‭be‬‭involved‬‭in,‬‭such‬‭as‬‭water‬‭and‬‭toilet‬‭problems‬‭and‬‭other‬‭everyday‬‭life‬‭issues,‬‭and‬‭if‬‭there‬‭was‬‭a‬ ‭step-by-step‬ ‭guide‬ ‭that‬ ‭people‬ ‭could‬ ‭follow‬ ‭in‬ ‭order‬ ‭to‬‭deepen‬ ‭their‬ ‭understanding,‬ ‭they‬ ‭might‬ ‭become‬ ‭a‬ ‭little‬ ‭more‬‭interested‬ ‭in‬ ‭it.‬ ‭I‬ ‭just‬ ‭thought‬ ‭it‬ ‭would‬ ‭be‬ ‭easier‬ ‭for‬ ‭me‬ ‭to‬‭understand‬ ‭if‬ ‭I‬ ‭had‬ ‭it.‬ ‭For‬ ‭example,‬ ‭for‬ ‭people‬ ‭who‬ ‭are‬‭wondering‬‭what‬‭to‬‭do‬‭if‬‭they‬‭have‬‭to‬‭set‬‭up‬‭a‬‭new‬‭evacuation‬‭shelter,‬‭it‬‭would‬‭be‬‭good‬‭to‬‭have‬‭information‬‭on‬‭how‬‭wide‬‭(the‬‭corridors)‬ ‭need‬ ‭to‬ ‭be,‬‭and‬‭the‬‭details‬‭are‬‭listed‬‭here,‬‭in‬‭order‬‭to instill the impression that it is useful and usable.‬I‭t was mentioned that one of the impediments to the spread of the‬‭handbook is that its contents are not in line with the lifestyle and‬‭culture of Japan, a developed country.‬‭ or‬ ‭example,‬ ‭it‬ ‭says‬ ‭250‬ ‭grams‬ ‭of‬ ‭soap‬ ‭a‬ ‭month.‬ ‭(But‬ ‭how‬F‭would‬‭they‬‭give‬‭out‬‭that‬‭amount‬‭(during‬‭the‬‭disaster‬‭response‬‭in‬‭Japan)‬‭in‬‭a‬‭month?‬‭It‬‭seems‬‭to‬‭imply‬‭(that‬‭in‬‭Japan‬‭people‬‭9‬‭tend to use body shampoo) rather than solid soap.‬‭ ne additional factor that has hampered the penetration of the Sphere‬O‭Standards in Japan was implied to be the insignificant number of career paths‬‭in disaster relief in Japan that offer disaster relief as a livelihood.‬‭ here are not many aid workers in Japan. If you are an aid‬
T
‭worker, you would read this, but (Japanese disaster aid‬
‭workers) don’t. They are volunteers or civilians, or rather,‬‭people who do it temporarily. There are almost no full-time aid‬
‭workers in Japan who make a living through aid work. Our‬‭organization operates on that premise, and see it as our job to‬‭provide aid,‬‭but when it comes to (very localized)‬‭activities,‬‭there are some people who don't do it for pay, some who do it‬‭only for a limited period, and many do it part time.‬‭The CSW are the same, they don't consider it (disaster aid) as‬‭their main line of work, so they don't think they need a‬‭handbook (for temporary work), and I think they aren’t‬‭convinced of the need to read such a long book (for temporary‬‭work).‬
I‭t was suggested that the fact that many of the grant programs related to‬‭disaster aid in Japan do not account for personnel costs, is also‬‭10‬‭ relevant factor hindering the penetration of the standards.‬a‭In Japan, few grants related to disaster aid include personnel costs.‬‭Many of the cooperating organizations in this study are systematically striving‬‭to ensure that their staff can provide support based on the Sphere Standards.‬‭Furthermore, it became clear that these organizations had experienced‬‭receiving business consignment from the government in the past for‬‭evacuation shelter management support activities, rather than doing it pro‬‭bono. It was suggested that if the government recognizes the existence of this‬‭form of support, disaster response based on international standards may‬‭spread.‬‭ he authorities were doing a lot to stay on top of the‬T
‭operations but had some trouble.‬‭11‬‭ ackup staff from other prefectures had been coming in for a‬B‭long time, but when COVID-19 took hold, it (support from other‬‭prefectures) was pulled back. We had requests from support‬‭organizations in the prefecture, but we were unable to produce‬‭the number of people needed. So this was the first case in‬‭which NPOs were properly paid (for their activities). The‬
‭supporting municipality would draw on the budget and the‬‭NPO would be included within that budget.‬‭I don't‬‭know all the‬‭details, but this is a case where an outsourcing fee was paid to‬‭an NPO within the framework of the Rescue Act to handle the‬‭situation.‬‭The structure involved one or two government people in‬‭charge, one to two people from in-prefecture support‬‭organizations, and about 15 members from our organization‬‭who were permanently stationed.‬ ‭Then on top of this‬‭there‬‭were some local aid organizations involved too.‬I‭t‬ ‭was‬ ‭also‬ ‭indicated‬ ‭that‬ ‭there‬ ‭are‬ ‭issues‬ ‭to‬ ‭be‬ ‭addressed‬ ‭regarding‬ ‭how‬ ‭to‬‭hold training sessions in Japan.‬‭ very time (I feel when I take the training), I don't mesh with‬E‭the supporters who are helping people overseas, including in‬‭refugee camps, and those who are helping people in Japan.‬‭(The Sphere Handbook) is a common language, and we are‬‭reading from the same music sheet, but what we imagine (in‬‭the field) is completely different, so we don't mesh.‬‭Technical Chapters‬‭All interviewed staff (5) indicated that the most used chapters were the‬‭minimum standards for shelters and shelter settlements. Next in use were the‬‭chapters on food security and nutrition and on water supply, sanitation, and‬‭hygiene improvement. It became evident that the manner in which they are‬‭used is not so much that the basic behaviors, basic indicators, and guidance‬‭notes are systematically incorporated into the support plan, but rather that they‬‭are used to raise his/her awareness as more ethical supporters during‬‭day-to-day activities.‬‭ ather than the Sphere being the yardstick, it is more that they‬R‭are (perceived as) being embedded as the standards for aid‬
‭work as a matter of course. There’s not much looking back at‬‭the handbook before doing something.‬‭ ather than looking at the handbook for directions, I often‬R‭respond by rule of thumb. After (a day’s aid activities), I read it‬‭over and then realize that what I was just saying or doing that‬‭day matches up with what is prescribed here in the standards,‬‭12‬

‭which is pleasing.‬I‭t was pointed out that it would be good to have a description of what evidence‬‭the listed indicators are derived from. It was reported that when providing aid‬
‭activities in Japan, supporters have further searched for publications written in‬‭Japanese and have used them.‬‭ egarding the distance of water stations, there is an indicator‬
R‭that the distance of the nearest water station from a home‬‭must be less than 500 meters. I would like to know for whom‬‭and why 500 meters. I can imagine that it is 500 meters to‬‭ensure that waiting times are kept below 30 minutes, but it‬‭would be great to have as a reference when improving the‬‭(on-site) situation, to be able to cite (the reason.)‬‭For negotiating with the authorities.‬‭ e look at Japanese language dissertations, and if it is a‬W‭shelter layout, we look into what construction laws are in‬‭place. With the Sphere Standards as an axis, we will gather‬‭further information sources and be better poised to explain‬‭things to the authorities.‬‭It was mentioned that when working with other organizations, the lack of a‬l‭ingua franca such as the Sphere Standards has hindered aid in lifeline-related‬‭areas such as water supply. The problem with the issue of installing hand‬‭washing stations in restrooms could have been avoided if the departments‬‭involved had been aware of the criteria for "Sanitation Promotion Standard‬‭1.1" within the Minimum Standards for Water and Sanitation and Sanitation‬‭Promotion chapters. Another point revealed that in Japan, retort foods are‬‭sometimes used for food distribution, but these often go uneaten because the‬‭departments concerned are not aware of the item "Standard 4: Household‬‭goods" within the minimum standards chapter for shelters and shelter‬‭settlements. Also raised were the problems with power distribution, i.e., the‬‭infrastructure of the evacuation shelter. This problem could have been averted‬‭if they were aware of the minimum standards for "Standard 1: Planning" and‬
‭Standard 2: Planning for location and shelter residence" within the Minimum‬‭Standards for Shelters and Shelter Residences chapter.‬‭ he public health nurse comes to us and points out that there‬T‭is a hand-washing toilet here, but there is no place to wash‬‭hands. We are aware of the need for this. We know we need‬‭it, so if they are going to point it out, they should prepare a‬‭temporary tank themselves. But they haven't thought about‬‭who is going to get this water from every day or where. Can‬‭the residents do that kind of work? Do the (evacuation‬‭shelter) operators have the resources to do that? I always‬‭think that it is easy to say.‬‭If you look at the people‬‭who do it‬

（

‭13‬

‭ nd the circumstances (quite a tall order), yet we are told to be‬a‭self-directed and self-managed, I don't see how we can do it.‬‭ here are very few (municipalities) that have plans that include‬T‭the installation of temporary toilets and arrangements for their‬‭preparation. Basically, it is assumed that permanent toilets will‬‭be used. If you think in terms of (number of) permanent toilets‬‭and (assumed) number of people to be accommodated, there‬‭are not enough at that point anymore. And yet, there are so‬‭many places that are not planned in the first place.‬I‭n an evacuation shelter that is designed to accommodate‬‭about 300 people, they are trying to provide only three‬‭permanent toilets for women, two for men, and three for‬‭everyone; when asked if they are planning to prepare‬‭temporary toilets, many shelters respond that they are not.‬(‭ A lot of aid) does not make provisions for the end users. Both‬‭for supplies and shelters. For example, retort pouch foods. In‬‭addition to (rationed meals,) retort foods are also provided (to‬‭replenish calories and balance nutrition.) Yet there is no‬‭microwaves or hot water to heat them up with. There are also‬‭no plates. So you end up with all these retort foods l(left‬‭uneaten,) not that it is particularly surprising given people can’t‬‭actually eat them.‬‭(The people providing aid) are only really concerned about‬‭doing the job assigned to them of distributing food, and as‬‭long as (that is done) they don’t think about it anymore.‬I‭n terms of why this situation (with retort foods) doesn’t‬‭improve, we often hear that there isn’t enough electric power‬‭for a microwave, or that there is no refrigerator.‬‭ he public health nurses often come and ask if we are airing‬T‭the mattress outside. We and the residents of course want to‬‭do so. But where are we supposed to hang out 150‬
‭mattresses? Then they came back the following week and‬‭asked if we had hung them out. Yes we have, although only a‬‭few at a time.‬I‭ think that if they (the authorities) would just physically‬‭prepare things in the first place - a futon dryer, a screen door,‬‭a refrigerator- it would solve the problem.‬‭As for whether the local government and public health officials‬‭have pushed a bit more for this as a disaster relief law, until‬‭now, there has been very little in that area. It has been my‬‭experience that people are in trouble right in front of our eyes,‬‭14‬s‭ o the private sector (manages to) does something about it. I‬‭(wonder) why this is the case, including at shelters where our‬‭organization did not step in to provide aid.‬‭In the face of these obstacles, the cooperating organizations described a‬‭ ractical approach to solving problems one at a time through careful‬p‭engagement with people impacted by the disaster who are living in shelters.‬‭Such an approach demonstrates that the victim-centered support that Sphere‬‭underscores throughout the basic and technical chapters is being put into‬‭practice. There was also talk of support based on partnerships, which involves‬‭putting together the voices of the inhabitants, discerning what support they can‬‭provide and what support they want from the government side, and then‬‭gaining understanding from the government.‬(‭ If the community (in the shelter) has not yet been divided into‬‭groups, we will create a group for each area (living space in‬‭the evacuation shelter) and appoint a leader. Then we create a‬‭place for leaders to get together and share information with‬‭each other and with the operators. We then create a venue for‬‭residents (to express their opinions) on sanitation and toilet‬‭issues within that place. Then and there, our side (the aid‬
‭providers) will ask why they cannot clean the area.‬‭For example, if the problem is the lack of cleaning supplies or‬‭the timing (of cleaning,) we will work together to try to make‬‭time for everyone (to clean.)‬‭ e often work together with residents. If there are people like‬W‭group leaders (who can organize) at the (evacuation shelter),‬‭we hold a meeting once to discuss how to go about it. The‬
‭group leaders would then bring back what was agreed upon‬‭and ask the residents to confirm whether they could do it or‬‭not.‬‭ epending on their situation, for example, those (with jobs)‬
D‭have different hours of activity, so we will check again whether‬‭moms can do it or dads can do it. We also have a process of‬‭creating a forum to inform residents who want to know the‬‭rules of the center.‬I‭n the information-sharing sessions at meetings, we can only‬‭take in what we hear from those who are able to speak up,‬‭and to be honest, a lot of it doesn't get absorbed. So we start‬‭from the regular conversations at the reception desk (of the‬‭evacuation shelter) or when we take them to the living spaces.‬I‭n the case of minorities, we would start from when someone‬‭in their household comes to make contact with one of us. The‬‭15‬‭ erson's partner or a member of the household, including the‬p‭person himself/herself, checks how much that person can‬‭normally do (in terms of transportation, daily living support,‬‭communication level, etc.,) and then indicates that he/she can‬‭do up to this level as support. If the person makes it clear that‬‭they want assistance, we will provide another opportunity to‬‭share this information with others.‬‭ hapter with the Fundamentals: Essential Criteria in Humanitarian Aid‬C
‭ For CHS, interview supporters also participated, and data was collected from‬‭a total of six individuals. First, each collaborator was asked to rate on a‬‭three-point scale (high, medium, low) the achievement for each commitment by‬‭the individual supporter and the organization against the commitments on page‬‭50 of the handbook (Tables 1 and 2). Next, in order to identify more specific‬‭efforts toward attainment, the "Questions for Monitoring Basic Actions and‬‭Organizational Responsibilities" (p. A1-A8) in the handbook were used to‬‭evaluate individual supporters and the organization's efforts as a whole.‬‭Respondents were asked to indicate whether or not they had made efforts to‬‭address the question items (Tables 3 and 4).‬‭ -level evaluation of the achievement of each commitment in the‬3‭individual supporter and the organization‬‭ Individual aid providers generally reported moderate to high self-ratings in‬‭their evaluations (Table 1). Commitment 4: "‬‭Communities‬‭and people affected‬‭by crisis know their rights and entitlements, have access to information and‬‭participate in decisions that affect them." was rated as being tackled by all‬‭interviewed staff.‬‭On the other hand, in terms of organizational achievement (Table 2), five‬‭respondents responded positively regarding Commitment 1 (“Communities and‬‭people affected by crisis receive assistance appropriate to their needs.") 2‬‭(“Communities and people affected by crisis have access to the humanitarian‬‭assistance they need at the right time.”) 6 (“Communities and people affected‬‭by crisis receive coordinated, complementary assistance.”) and 9‬‭(“Communities and people affected by crisis can expect that the organizations‬‭assisting them are managing resources effectively, efficiently and ethically.”),‬‭but none of the respondents gave a high evaluation to Commitment 8‬‭(“Communities and people affected by crisis receive the assistance they require‬‭from competent and well-managed staff and volunteers.”)‬‭ ‬‭Table
‭CC‬
‭1‬
‭2‬
‭3‬
‭4‬
‭5‬
‭6‬

１：3-level Evaluation of Attainment of Basic Behaviors‬‭ igh‬
H
‭3‬
‭3‬
‭2‬
‭6‬
‭3‬
‭2‬

‭ edium‬
M
‭3‬
‭3‬
‭3‬
‭0‬
‭3‬
‭4‬
‭16‬

‭ ow‬
L
‭0‬
‭0‬
‭1‬
‭0‬
‭0‬
‭0‬

‭‬
7
‭8‬

‭‬
3
‭2‬

‭‬
2
‭3‬

‭9‬

‭Table
‭CC‬
‭1‬
‭2‬
‭3‬
‭4‬
‭5‬
‭6‬
‭7‬
‭8‬
‭9‬

‭‬
1
‭1‬

‭3‬
‭3‬
‭0‬
‭Note: Green: 5-6 persons, Green: 3-4 persons, Orange: 1-2 persons, Red: 0 persons‬

２：3-level Evaluation of Organizational Achievement‬‭ igh‬
H
‭5‬
‭5‬
‭4‬
‭3‬
‭3‬
‭5‬
‭4‬
‭0‬
‭5‬

‭ edium‬
M
‭0‬
‭0‬
‭2‬
‭2‬
‭2‬
‭1‬
‭2‬
‭4‬
‭1‬

‭ ow‬
L
‭0‬
‭0‬
‭0‬
‭0‬
‭0‬
‭0‬
‭0‬
‭2‬
‭0‬

‭Note: Green: 5-6 persons, Green: 3-4 persons, Orange: 1-2 persons, Red: 0 persons‬‭The questions used in monitoring basic behaviors and organizational‬r‭ esponsibilities were used to evaluate the achievement of individual aid workers‬‭(Table 3). At the individual level, the most tackled commitment was 4 (“Affected‬‭communities and people know their rights and what they are entitled to, have‬‭access to the information they need, and are able to participate in‬‭decision-making on matters that concern them.” with 5 or 6 people responding‬‭that they were engaged in 3 out of the 8 questions. However, none of the‬‭interviewed staff responded that they were tackling question 8, ("If assistance is‬‭provided via the Internet, are there multiple ways for people to provide feedback‬‭without the opportunity to meet face-to-face with staff?")‬‭The most contentious is Commitment 3: "‬‭Communities‬‭and people affected‬‭by crisis are not negatively affected and are more prepared, resilient and less‬‭at-risk as a result of humanitarian action."; with just one collaborator responding‬‭that they were working on 3 out of 10 questions (Question 5: "Do the structures,‬‭organizations, voluntary groups, leadership positions, support networks, etc.,‬‭have a plan in place to understand the resilience of the community and build‬‭their capacity? “Question 6 "Do the staff of the support organization effectively‬‭support the community, especially marginalized minority groups, in developing‬‭their capacity for community-driven mutual aid, initial response, and future‬‭response?" Question 9: "Has an assessment of the local market and economy‬‭been completed to identify the potential impact of the support activities on the‬‭local economy?)‬：‭ able 3 Assessment of individual aid worker achievement using questions on‬T‭monitoring basic behaviors and organizational responsibilities.‬

１：‭C‬ ommunities and people affected by crisis‬‭receive assistance appropriate to‬‭ ommitment
C‭their needs.‬‭Individual 1‬‭Individual 2‬‭Individual 3‬‭Individual 4‬‭Individual 5‬‭Individual 6‬

‭4‬

‭2‬

‭3‬

‭4‬

‭4‬

‭3‬

‭17‬

‭ ommitment 2:‬‭Communities and people affected by crisis have access to the humanitarian‬C‭assistance they need at the right time.‬‭Individual 1‬‭Individual 2‬‭Individual 3‬‭Individual 4‬‭Individual 5‬‭Individual 6‬‭Individual 7‬

‭3‬

‭3‬

‭3‬

‭3‬

‭2‬

‭2‬

‭2‬

３：

‭ ommitment
C‭C‬ ommunities and people affected by crisis‬‭are not negatively affected and are‬‭more prepared, resilient and less at-risk as a result of humanitarian action.‬‭Individual 1‬‭Individual 2‬‭Individual 3‬‭Individual 4‬‭Individual 5‬‭Individual 6‬‭Individual7‬‭Individual‬‭8‬‭Individual‬‭9‬‭Individual‬
‭10‬

‭3‬

‭3‬

‭3‬

‭3‬

‭1‬

‭1‬

‭2‬

‭2‬

‭1‬

‭2‬

４：

‭ ommitment
C
Communities and people affected by crisis know their rights and‬‭entitlements, have access to information and participate in decisions that affect them.‬‭Individual 1‬‭Individual 2‬‭Individual 3‬‭Individual 4‬‭Individual 5‬‭Individual 6‬‭Individual 7‬‭Individual 8‬

‭6‬

‭1‬

‭3‬

‭2‬

‭5‬

‭5‬

‭2‬

‭0‬

５：

‭ ommitment
C
Communities and people affected by crisis have access to safe and‬
‭responsive mechanisms to handle complaints.‬‭Individual 1‬‭Individual 2‬‭Individual 3‬‭Individual 4‬‭Individual 5‬

‭1‬

‭1‬

‭2‬

‭2‬

‭2‬

６：

‭ ommitment
C
Communities and people affected by crisis receive coordinated,‬‭complementary assistance.‬‭Individual 1‬‭Individual 2‬‭Individual 3‬‭Individual 4‬‭Individual 5‬

‭2‬

‭2‬

‭2‬

‭2‬

‭2‬

７：

‭ ommitment
C
Communities and people affected by crisis can expect delivery of‬‭improved assistance as organizations learn from experience and reflection.‬‭Individual 1‬‭Individual 2‬‭Individual 3‬‭Individual 4‬
‭3‬
‭3‬
‭3‬
‭2‬

８：

‭ ommitment‬‭ ‬‭ ‬‭Communities‬ ‭and‬ ‭people‬ ‭affected‬ ‭by‬ ‭crisis‬ ‭receive‬ ‭the‬ ‭assistance‬ ‭they‬C‭require from competent and well-managed staff and volunteers.‬‭Individual 1‬‭Individual 2‬‭Individual 3‬‭Individual 4‬‭Individual 5‬

‭2‬

‭2‬

‭2‬

‭2‬

‭2‬

９：

‭ ommitment
C
Communities and people affected by crisis can expect that the‬‭organizations assisting them are managing resources effectively, efficiently and ethically.‬‭Individual 1‬‭Individual 2‬‭Individual 3‬‭Individual 4‬‭Individual 5‬‭Individual‬‭6‬

‭2‬

‭2‬

‭2‬

‭1‬

‭3‬

‭0‬

‭ ote: Numbers in the upper row are the numbers for the question items,‬
N‭numbers in the lower row are the number of respondents who answered that this is applicable (n=6).‬‭Blue: 5-6, Green: 3-4, Orange: 1-2, Red: 0‬‭ ‬‭Next,‬ ‭an‬ ‭organizational‬ ‭assessment‬ ‭of‬ ‭attainment‬ ‭was‬ ‭carried‬ ‭out‬ ‭using‬ ‭the‬‭questions‬ ‭to‬ ‭monitor‬ ‭basic‬ ‭behaviors‬ ‭and‬ ‭organizational‬‭responsibilities‬‭(Table‬‭4).‬ ‭Commitment‬ ‭1,‬ ‭‘Communities‬ ‭and‬ ‭people‬ ‭affected‬ ‭by‬ ‭crisis‬ ‭receive‬‭assistance‬ ‭appropriate‬ ‭to‬ ‭their‬ ‭needs.',‬ ‭was‬ ‭the‬ ‭question‬ ‭that‬ ‭was‬ ‭most‬‭frequently‬ ‭reported‬ ‭as‬ ‭being‬ ‭tackled‬ ‭by‬ ‭organizations.‬ ‭Five‬ ‭or‬ ‭all‬ ‭respondents‬‭answered‬ ‭that‬ ‭they‬ ‭are‬ ‭tackling‬ ‭the‬ ‭issues‬ ‭in‬ ‭Question‬ ‭1‬ ‭(“Does‬ ‭the‬‭organization‬‭have‬‭a‬‭firm‬‭policy‬‭of‬‭impartial‬‭and‬‭independent‬‭humanitarian‬‭aid‬‭in‬‭accordance‬‭with‬‭human‬‭rights?‬‭Are‬‭staff‬‭aware‬‭of‬‭it?”‬‭),‬‭Question‬‭2‬‭(Question‬‭2:‬‭'Do‬ ‭stakeholders‬ ‭feel‬ ‭that‬ ‭the‬ ‭way‬ ‭the‬ ‭organization‬ ‭is‬ ‭run‬ ‭is‬ ‭fair,‬ ‭independent‬‭18‬

‭ nd‬ ‭non-discriminatory?)‬ ‭and‬ ‭Question‬ ‭5‬ ‭(Does‬ ‭the‬ ‭organization‬ ‭have‬ ‭the‬a‭flexibility‬‭in‬‭its‬‭funding‬‭formula,‬‭manpower‬‭allocation‬‭policies‬‭and‬‭support‬‭plans‬‭to meet changing needs? ).‬‭Overall,‬ ‭it‬ ‭was‬ ‭evident‬ ‭that‬ ‭more‬ ‭question‬ ‭items‬ ‭were‬ ‭evaluated‬ ‭as‬ ‭not‬ ‭being‬‭tackled‬‭by‬‭organizations‬‭as‬‭compared‬‭to‬‭individual‬‭efforts.‬‭Commitments‬‭3,‬‭5,‬‭6‬‭and 8 were the items that no collaborator responded that they were tackling.‬‭ he‬‭commitment‬‭which‬‭was‬‭reported‬‭as‬‭being‬‭tackled‬‭the‬‭least‬‭was‬‭8:‬‭'Affected‬
T‭communities‬ ‭and‬ ‭people‬ ‭receive‬ ‭the‬ ‭support‬ ‭they‬ ‭need‬ ‭from‬ ‭well-competent‬‭and well-managed staff and volunteers'.‬‭ he‬ ‭question‬ ‭items‬ ‭were‬ ‭1,‬ ‭2,‬ ‭5,‬ ‭8,‬ ‭9‬ ‭and‬ ‭10.‬ ‭Question‬ ‭1:‬‭"Are‬‭procedures‬‭in‬T‭place‬ ‭to‬ ‭select‬ ‭the‬ ‭quality‬ ‭and‬ ‭quantity‬ ‭of‬ ‭personnel‬ ‭in‬ ‭line‬‭with‬‭the‬‭scale‬‭and‬‭focus‬ ‭of‬ ‭support?"‬ ‭Question‬ ‭2:‬ ‭"Does‬ ‭the‬ ‭organization’s‬ ‭scale‬ ‭plan‬ ‭take‬ ‭into‬‭account‬ ‭the‬ ‭development‬ ‭of‬ ‭future‬ ‭leaders‬ ‭and‬ ‭new‬ ‭capacities?"‬ ‭Question‬ ‭5:‬‭"When‬ ‭recruiting,‬ ‭training‬ ‭and‬ ‭assessing‬ ‭staff,‬ ‭do‬ ‭you‬ ‭take‬ ‭into‬ ‭account‬ ‭the‬‭qualities‬‭associated‬‭with‬‭the‬‭ability‬‭to‬‭listen‬‭to‬‭and‬‭respond‬‭to‬‭the‬‭views‬‭of‬‭those‬‭affected?"‬‭Question‬‭8:‬‭"Are‬‭all‬‭staff‬‭briefed‬‭and‬‭kept‬‭up‬‭to‬‭date‬‭on‬‭performance‬‭management,‬‭staff‬‭development‬‭policies‬‭and‬‭procedures?"‬‭Question‬‭9:‬‭"Are‬‭all‬‭staff‬ ‭and‬ ‭contractors‬ ‭required‬ ‭to‬ ‭sign‬ ‭a‬ ‭code‬ ‭of‬ ‭conduct‬ ‭that‬ ‭refers‬ ‭to‬ ‭the‬‭prevention‬ ‭of‬ ‭sexual‬ ‭exploitation‬ ‭and‬ ‭abuse,‬ ‭and‬ ‭are‬ ‭they‬ ‭briefed‬ ‭on‬ ‭key‬‭aspects‬ ‭of‬ ‭the‬ ‭code‬ ‭at‬ ‭the‬ ‭time‬ ‭of‬ ‭appointment?"‬ ‭Question‬ ‭10:‬ ‭'Do‬ ‭contracts‬‭with‬‭financiers‬‭and‬‭commercial‬‭organizations‬‭include‬‭clear‬‭statements,‬‭clauses‬‭and‬ ‭codes‬ ‭of‬ ‭conduct‬ ‭to‬ ‭prevent‬ ‭sexual‬ ‭exploitation‬ ‭and‬ ‭other‬ ‭forms‬ ‭of‬‭exploitation?'‬‭ or‬ ‭Commitment‬ ‭3,‬ ‭the‬ ‭only‬ ‭questions‬ ‭for‬ ‭which‬ ‭there‬ ‭were‬ ‭no‬ ‭responses‬
F‭indicating‬ ‭proactive‬ ‭engagement‬ ‭was‬ ‭1‬ ‭('Does‬ ‭the‬ ‭organization‬ ‭have‬ ‭a‬‭mandatory‬ ‭risk‬ ‭assessment‬ ‭of‬ ‭vulnerable‬ ‭populations‬ ‭in‬ ‭the‬ ‭areas‬ ‭where‬ ‭it‬‭provides‬ ‭assistance‬ ‭and‬ ‭the‬ ‭implementation‬ ‭of‬ ‭initiatives‬ ‭to‬ ‭mitigate‬ ‭these‬‭risks?‬‭Are‬‭these‬‭made‬‭known‬‭to‬‭staff?‬‭)‬ ‭and‬‭4‬ ‭(Are‬‭policies‬‭and‬‭procedures‬‭in‬‭place‬ ‭to‬ ‭deal‬ ‭with‬ ‭sexual‬ ‭exploitation,‬ ‭abuse‬ ‭and‬ ‭discrimination,‬ ‭including‬‭discrimination‬ ‭against‬ ‭diversity‬ ‭of‬ ‭sexual‬ ‭orientation‬ ‭and‬ ‭gender‬ ‭identity?‬ ‭Are‬‭these made known to staff? ) .‬‭For‬ ‭Commitment‬‭5,‬‭with‬‭regard‬‭to‬‭question‬‭4‬‭(Are‬‭the‬‭organization’s‬‭policies‬‭and‬ ‭procedures‬ ‭on‬ ‭sexual‬ ‭exploitation,‬ ‭abuse‬ ‭and‬ ‭discrimination‬ ‭prevention‬‭recognized‬ ‭by‬ ‭affected‬ ‭populations‬ ‭and‬ ‭people?)‬ ‭and‬ ‭question‬ ‭2‬ ‭(Criteria‬ ‭for‬‭selecting‬‭partner‬‭organizations‬‭and‬‭methods‬‭and‬‭conditions‬‭for‬‭cooperation‬‭and‬‭coordination‬ ‭are‬ ‭established.‬ ‭)‬ ‭there‬ ‭were‬‭no‬‭interviewed‬‭staff‬‭responding‬‭that‬‭these applied.‬‭ able‬ ‭4‬ ‭Assessing‬ ‭organizational‬ ‭achievement‬ ‭using‬ ‭questions‬ ‭for‬T‭monitoring basic behaviors and organizational responsibilities.‬１：‭ ommitment‬‭ ‬‭ ‬‭Communities‬‭and‬‭people‬‭affected‬‭by‬‭crisis‬‭receive‬‭assistance‬‭appropriate‬C‭to their needs.‬‭Organization 1‬‭Organization 2‬‭Organization 3‬‭Organization 4‬‭Organization 5‬‭Organization 6‬

‭6‬

‭5‬

‭2‬

‭2‬

‭6‬

‭3‬

‭19‬

‭ ommitment 2:‬‭Communities and people affected by crisis‬‭have access to the humanitarian‬C‭assistance they need at the right time.‬‭Organization 1‬‭Organization 2‬‭Organization 3‬

‭2‬

‭2‬

‭1‬

３：

‭ ommitment
C
Communities and people affected by crisis are not negatively affected and‬‭are more prepared, resilient and less at-risk as a result of humanitarian action.‬‭Organization 1‬‭Organization 2‬‭Organization 3‬‭Organization 4‬‭Organization 5‬‭Organization 6‬

‭0‬

‭1‬

‭3‬

‭0‬

‭2‬

‭4‬

４：

‭ ommitment
C
Communities and people affected by crisis know their rights and‬‭entitlements, have access to information and participate in decisions that affect them.‬‭Organization 1‬‭Organization 2‬‭Organization 3‬‭Organization 4‬

‭2‬

‭2‬

‭1‬

‭2‬

５：

‭ ommitment
C
Communities and people affected by crisis have access to safe and‬
‭responsive mechanisms to handle complaints.‬‭Organization 1‬‭Organization 2‬‭Organization 3‬‭Organization 4‬‭Organization 5‬

‭1‬

‭1‬

‭3‬

‭0‬

‭2‬

６：

‭ ommitment
C
Communities and people affected by crisis receive coordinated,‬‭complementary assistance.‬‭Organization 1‬‭Organization 2‬‭Organization 3‬‭Organization 4‬

‭2‬

‭0‬

‭2‬

‭2‬

７：

‭ ommitment
C
Communities and people affected by crisis can expect delivery of‬‭improved assistance as organizations learn from experience and reflection.‬‭Organization 1‬‭Organization 2‬‭Organization 3‬‭Organization 4‬

‭4‬

‭1‬

‭4‬

‭4‬

８：

‭ ommitment‬‭ ‬‭ ‬‭Communities‬ ‭and‬ ‭people‬ ‭affected‬ ‭by‬ ‭crisis‬ ‭receive‬ ‭the‬ ‭assistance‬ ‭they‬C‭require from competent and well-managed staff and volunteers.‬‭Org.‬‭1‬‭0‬‭Org.‬‭2‬‭0‬‭Org.‬‭3‬‭1‬‭Org.‬‭4‬‭1‬‭Org.‬‭5‬‭0‬‭Org.‬ O‭ rg.‬ O‭ rg.‬
‭6‬
‭‬
7
‭‬
8
‭1‬
‭1‬
‭0‬

‭Org.‬‭9‬‭0‬‭Org.‬‭10‬‭0‬‭Org.‬‭11‬‭1‬‭Org.‬
‭12‬
‭1‬

９：

‭ ommitment
C
Communities and people affected by crisis can expect that the‬‭organizations assisting them are managing resources effectively, efficiently and ethically.‬‭Organization 1‬‭Organization 2‬‭2‬‭1‬‭Note: Numbers in the upper row are the numbers for the question items,‬‭numbers in the lower row are the number of respondents who answered that this is applicable (n=6).‬‭Blue: 5-6, Green: 3-4, Orange: 1-2, Red: 0‬‭ ith regard to Commitment 7, ‘Communities and people affected by crisis‬W‭can expect delivery of improved assistance as organizations learn from‬‭experience and reflection', the following was mentioned with regard to ongoing‬‭attempts to share information.‬‭ or‬ ‭example,‬ ‭all‬ ‭the‬ ‭information‬ ‭we‬ ‭have‬ ‭gleaned,‬ ‭we‬ ‭leave‬F‭with the local municipalities.‬‭20‬‭ e‬‭don’t‬‭act‬‭alone‬‭when‬‭it‬‭comes‬‭to‬‭issuing‬‭a‬‭questionnaire‬‭for‬W‭grasping‬ ‭information‬ ‭on‬ ‭residents‬ ‭and‬ ‭get‬ ‭the‬ ‭authorities‬‭onboard and make it together along with other local supporters.‬‭We‬‭return‬‭all‬‭of‬‭this‬‭data‬‭to‬‭the‬‭authorities‬‭and‬‭also‬‭make‬‭sure‬‭to‬ ‭share‬ ‭with‬ ‭the‬‭CSQ‬‭that‬‭we‬‭worked‬‭with‬‭to‬‭ensure‬‭that‬‭it‬‭all‬‭results in improvements.‬‭ ut‬ ‭it’s‬ ‭not‬ ‭the‬ ‭case‬ ‭that‬ ‭we‬ ‭manage‬ ‭to‬ ‭share‬ ‭everything‬‭with‬B‭residents.‬ ‭It’s‬ ‭all‬ ‭about‬ ‭timing.‬ ‭For‬ ‭example,‬ ‭if‬‭the‬‭aggregation‬‭of‬ ‭data‬ ‭finishes‬‭at‬‭the‬‭time‬‭when‬‭the‬‭evacuation‬‭shelter‬‭closes‬‭and‬ ‭our‬ ‭connection‬ ‭with‬ ‭the‬ ‭evacuees‬ ‭is‬ ‭over,‬ ‭we‬ ‭don’t‬ ‭have‬‭access‬ ‭to‬ ‭the‬ ‭residents‬ ‭beyond‬ ‭that‬ ‭point‬ ‭so‬ ‭can’t‬ ‭physically‬‭share‬ ‭data‬‭(with‬‭them.)‬‭We‬‭do‬‭put‬‭it‬‭up‬‭on‬‭our‬‭blog,‬‭mind‬‭you.‬‭Because‬ ‭we‬ ‭publicize‬ ‭our‬ ‭survey‬ ‭data.‬ ‭ ‬‭People‬ ‭who‬ ‭have‬‭internet‬ ‭access‬ ‭and‬ ‭can‬ ‭access‬ ‭the‬ ‭blog‬‭ ‬‭may‬ ‭be‬ ‭able‬ ‭to‬ ‭do‬‭so,‬ ‭but‬ ‭for‬ ‭those‬ ‭who‬ ‭are‬ ‭in‬ ‭shelters‬ ‭or‬ ‭temporary‬‭accommodation,‬ ‭it‬ ‭is‬ ‭(difficult)‬‭unless‬‭information‬‭is‬‭specifically‬‭shared with them by the authorities. or the CSW.‬（）‭ ith‬ ‭the‬ ‭questionnaires‬ ‭too,‬ ‭we‬ ‭need‬ ‭to‬ ‭tell‬ ‭them‬ ‭where‬ ‭the‬W‭information‬‭will‬‭be‬‭available,‬‭in‬‭order‬‭to‬‭get‬‭their‬‭consent‬‭in‬‭the‬‭first‬ ‭place.‬‭The‬ ‭whole‬ ‭process‬ ‭I‬‭just‬‭mentioned‬‭is‬‭not‬‭common‬‭in‬ ‭most‬ ‭places‬ ‭(aid‬ ‭organizations)‬ ‭and‬ ‭is‬ ‭often‬‭disregarded.‬‭In‬‭terms‬ ‭of‬ ‭whether‬ ‭it‬ ‭has‬ ‭become‬ ‭the‬ ‭standard,‬ ‭there‬ ‭are‬‭some‬‭places‬ ‭that‬ ‭have‬ ‭it‬ ‭in‬ ‭place‬ ‭and‬ ‭some‬ ‭that‬ ‭don’t.‬ ‭Rather‬ ‭than‬‭within‬ ‭the‬ ‭organization,‬ ‭it‬ ‭depends‬ ‭very‬ ‭much‬ ‭on‬ ‭the‬‭counterparty.‬‭The‬‭attitude‬‭of‬‭the‬‭authorities‬‭has‬‭a‬‭huge‬‭bearing‬‭on the extent to (which the information is shared or not.)‬‭ lthough‬‭Commitment‬‭8‬‭was‬‭rated‬‭as‬‭the‬‭least‬‭tackled,‬‭it‬‭was‬‭also‬‭reported‬‭that‬A‭as‬ ‭much‬ ‭as‬ ‭possible,‬ ‭the‬ ‭partner‬ ‭organizations‬ ‭do‬ ‭exhort‬ ‭their‬ ‭staff‬ ‭to‬ ‭attend‬‭Psychological‬ ‭First‬ ‭Aid‬ ‭training,‬ ‭training‬ ‭related‬ ‭to‬ ‭this‬ ‭Sphere‬ ‭Standard‬ ‭and‬‭other‬ ‭related‬ ‭training,‬‭etc.‬‭as‬‭an‬‭organization.‬‭It‬‭was‬‭also‬‭mentioned‬‭that‬‭there‬‭is‬ ‭an‬ ‭environment‬ ‭in‬ ‭which‬ ‭staff‬ ‭who‬ ‭are‬ ‭also‬ ‭psychologists‬ ‭and‬ ‭external‬‭resources that provide support to helpers can be consulted.‬‭Food for thought‬‭This study revealed that aid workers who had received training in relation to‬‭the Sphere Standards were constantly aware of them. This suggests that the‬‭results of the training project are instrumental in assuring quality in humanitarian‬‭aid in Japan. However, a challenge that emerged was the lack of awareness of‬‭the existence and utilization of the Sphere Standards by those with primary‬‭responsibility for disaster aid, such as local government officials and staff of‬‭social welfare councils. In particular, it was identified that there is a lack of‬‭awareness of disaster relief as humanitarian aid, and that few people use the‬‭handbook that has the potential to meet the standards. A further issue‬‭21‬‭ ighlighted was that the content of the Sphere Standards handbook is not‬h‭tailored to the Japanese way of life and culture. To address this, it is necessary‬‭to familiarize more people with the Sphere Standards, for example by producing‬‭more user-friendly materials. Furthermore, it is considered necessary to‬‭incorporate the minimum standards, basic behaviors and basic indicators within‬‭the Sphere Handbook into disaster response plans, such as evacuation shelter‬‭operation manuals.‬‭It was found when it comes to the essential criteria in humanitarian aid, the‬‭degree of individual and organizational commitment is not always‬‭correspondingly high. However, through the process of this interview survey, the‬‭interviewed staff were able to reflect anew on their own and their organization’s‬‭efforts and visualize the commitments that need to be improved. Also, with‬‭regard to commitment 8 that confirms the competence of the support person,‬‭the creation of an evaluation index using the Sphere Criteria could help in order‬‭to self-evaluate more objectively. This initiative in itself can be evaluated as a‬‭systematic approach to Commitment 7.‬‭Factors that have prevented the Sphere standards from gaining traction in‬‭Japan included the limited number of career paths for people who make their‬‭living providing disaster aid, and the inability of the grant system to account for‬‭personnel costs. The Japan Platform (JPF) mandated aid based on the Sphere‬‭criteria when applying for grants, which led to a certain increase in awareness‬‭and utilization of the Sphere criteria in aid work. However, the fact that‬‭organizations that provide large grants for disaster relief in Japan are not‬‭systematically required to provide aid based on the Sphere Standards, as is the‬‭case with the JPF, and that different grant-making programs have different‬‭policies regarding personnel and other administrative costs, are also considered‬‭to be influencing factors.‬‭In addition, the organizations that cooperated in this survey have the‬‭organizational clout to send a large group of around 15 people to the field for an‬‭extended period of time. The median number of staff in NGO/NPOs in Japan is‬‭3 for certified corporations and 6 for certified and specially accredited‬‭corporations (the average is 8 and 15 respectively), which is a small number of‬‭staff compared to NGO/NPOs in Europe and the USA. The role of NPOs‬‭providing disaster relief is expected to increase in the future, as Japan is‬‭projected to experience more disaster events in the future due to climate‬‭change and other factors. Aid workers pointed to the need to establish careers‬‭specializing in disaster relief in domestic NPOs and to review the funding‬‭system in order to overcome these challenges.‬I‭n Closing‬‭ This study is the first to examine how NPOs involved in disaster relief in‬‭Japan have reflected the Sphere Standards in their aid after learning about‬‭them. All interviewed staff concurred that the Sphere Standards could become a‬‭lingua franca for disaster response in Japan. It was also evident that handbooks‬‭are used in the field of assistance to ensure that disaster responses undertaken‬‭by numerous allied organizations are more complementary, and that the right to‬‭a dignified life of those impacted by disasters is upheld. On the other hand, it‬‭22‬‭ as also clear that there is a low level of awareness in government and‬w
‭elsewhere. We believe that addressing the issues identified in this study will‬‭lead to further quality assurance and accountability practices in humanitarian‬‭aid in Japan in the future.‬‭ cknowledgements‬
A‭This study is part of the research results of KAKENHI No. 17K12521 'Efforts to‬‭revise the international standards for the provision of shelter environments to‬‭the Japanese/developed country versions' (Principal researcher: Nahoko‬‭Harada).‬‭ 022 JQAN-sponsored Interview Project‬
2‭Survey partner organization:‬‭Peace Boat Disaster Relief (PBV)‬：‭ urvey Team ‬S‭Interviewer Nahoko Harada (Professor, Graduate School of Integrated Health‬‭Systems Science, Okayama University, Kokoro no kamae Kenkyukai)‬‭Interview supporter Shingo Kobayashi, Director, Peace Boat Disaster Relief‬‭Centre‬‭ roject Management:‬
P‭Japan Quality and Accountability Network (JQAN) (within the Japan NGO‬‭Centre for International Cooperation(JANIC))‬‭ upported by:‬S
‭Japan Platform (JPF)‬‭Grant-in-Aid for Scientific Research from the Ministry of Education, Culture,‬‭Sports, Science and Technology, Science Research No. 17K12521:‬‭'Efforts to revise the international standards for the provision of shelter‬‭environments to the Japanese/developed country versions'‬‭23‬