Improvement of the ngo’s performance
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Transcript of Improvement of the ngo’s performance
Improvement of the NGO’s Performance
“Food Assistance Germany”
Submitted by:
Divyanshu Singh
Enrol Nr.: 9018499
MBA-NGO Management Examination 2012
Module:2.3, Disaster Management & Logistics and
TQM
• Disaster and natural
calamities come uninvited and
uniformed.
• Destruction caused is cruel
• Always need to effectively provide emergency supplies and services.
Introduction
Strategic planning : 4 stages 1. Strategic Planning Stage Tasks: Determine community needs Estimate disaster conditions (uncertainty,
information quality, complexity) Develop Coordination plans Improved communications
(internally/externally) Rationalize supply base Investment in long term relationships and
institutional memory Setup logistics vendor certification/selection
criteria Develop cross-functional teams Encourage trust and commitment throughout
the logistics chain Finalize Objective Function for Lower Levels Tools: Supply Chain Management Strategies
2. Preparedness Stage Tasks: • Selection of Supply Vendors • Selection of Logistics Support Vendors • Selection of Storage Locations • Data Collection • Scenarios and their probabilities • For each scenario • Demand distribution • Supply Channel Capacity distribution • Lead-times Decisions • Storage Amount for each Location • Supplies Purchasing Plan • Logistics Support
Tools: • Stochastic Optimization
Strategic planning : 4 stages
3. Pre-Event Response Stage
Decisions • Data Collection about the
Event • Evacuation Plans • Supply Purchase Plans • Shifting Supplies among
Storage Locations • Logistics Plans Tools: • Decision Analysis
4. Post-Event Response Stage Tasks: • Data Collection about Damages • Demand Locations • For each Location • Demands for supplies • Priority/Urgency • Available Supply Channels and
Capacities • Implementation • Amounts of supplies to be purchased • Supply Routing and Scheduling Tools: • Scheduling and Optimization
NGO Quality • Quality: Doing the right thing, right, the first time. Doing it better the next time.”
• Definition of Quality: Proper Performance (according to standard) of intervention that are known to be safe, that are affordable to the society in question and have the ability to produce an impact on mortality, morbidity, disability and malnutrition
M.I. Roemer and C. Montoya Aguilar. WHO 1998
Components of a System
Inputs Processes Outcomes
Outputs Effects Impacts
Quality Assurance All the arrangements and activities that are
meant to safeguard maintain and promote the quality of care.
INPUTS
•Client expectations
•Organizational structure
•Trained personnel
•Budget
•Standards
•Political support
•Organizational culture
PROCESSES
•Quality Design
•Planning for quality
•Setting standards
•Monitoring quality
•Supervision
•Quality Improvement
•Accreditation
OUTCOMES
•Staff performance monitored
•Compliance with standards
•Increased efficiency
•Culture of quality
•Increased access and utilization
•Satisfied clients
•Improved health outcomes
system
Continuous Improvement
Definition of Quality Improvement:
“…an approach to the continuous study and improvement of
the processes of providing health care services to meet the
needs of patients and others. Synonyms and near synonyms
include continuous quality improvement (CQI), continuous
improvement, performance improvement, and total quality
management.“
Quality Control
Monitoring “The periodic collection and analysis of data for selected indicators that enable managers to determine whether key activities are being carried out as planned and are having the expected effects on the target population”
• Quality Assessment – non-regular measures – often associated with facility-wide measures
• Quality Monitoring – routine data collection and interpretation – self-evaluation is powerful – may be associated with supervision
Purposes of Monitoring • Determine if quality goals are met • Identify problems or opportunities for improvement • Ensure improvements are maintained
What is an Indicator? • A measure • Points to something that may be of interest • Derived from standards
Tools: • Self- Assessment • Supervisory Monitoring • Feedback • Feedback of comparative Data • External Monitoring • Client’s Monitoring
Logistic Concept into account Commercial and Humanitarian principle
• “…..the basic task of humanitarian logistics is the acquisition and delivery of requested supplies and services, at the places and times they are needed, whilst ensuring best value for money.”
Logistics planning addresses the following questions:
• What resources are needed and in what quantity? How can they be procured?
• How can they be transported to the affected location?
• Which teams are taking part in the operation?
• How is coordination achieved between different teams?
To address these questions, it is necessary to determine the availability of strategic resources for logistic support by utilizing the following methods:
• Analyzing the capacity of the transport infrastructure to move supplies
• Finding potential sites for logistic hubs and distribution centers
• Assessing the capacity of the ports and airports and whether they can handle emergency operation under different conditions
• Analyzing government policies, plans and preparation for logistic support
Supply Chain Disaster Preparedness Stages Planning Mitigation Detection Response Recovery
Major Steps
1. Establish a planning team
1. Define mitigation
opportunities
1. Develop detection plan
1. Implement response plan
1. Review and implement
recovery plans
2. Analyze capabilities and hazards
2. Develop mitigation plan
2. Acknowledge warnings
2. Evaluate direction and
control
2. Ensure continuity of management
3. Develop the plan
3. Initiate development
3. Evaluate and act on
observations
3. Evaluate communications
3. Maintain employee support
4. Implement the plan 4. Continuous improvement
program
4. Decide on need for further
action
4. Evaluate life safety 4. Resume
operations
5. Continuous improvement
6. Evaluate public services
7. Evaluate community
outreach
Source: Adapted from Helferich and Cook (2002, p. 53)
Changes in Product Before
Ready to eat meal Water Purification
Canned Bread Multipurpose paper
Biscuits Moistened tissue
Spread matches
Snack Instant coffee
Jam Chewing Gum
Instant Tea Chocolate
Instant fruit drinks Salt
Sugar Coffee whitener
After Chnages
Ready to eat meal Water Purification
Canned Bread Multipurpose paper
HBs /Glucose Biscuits
Moistened tissue
Instant coffee matches
Milk Powder Dry or canned Fish
Jam Multivitamin tablets
Instant Tea Canned Rice/ Wheat
Instant fruit drinks Chocolate
Sugar Salt
Electrolyte Drink Water
For Children 2 to 5 year : Separate food Packet which contain canned fruits, dried milk powder, Canned mash rice or vegetables. For Children under 1 year: Bottled milk, water
• Rheinbach warehouse shifted to Berlin
• Reduce total reacting time to 6 hours
• More stable logistic approach
• Near to the international Airport
• Near to the Germany's biggest Ship dock (Harbour ) Hamburg, about 2:30 hr.
• Reduce road transportation time
• Reduce one International Border
• Now NGO able to act within 24 hr. to the disaster location.
Changes in Warehouse Location
Point B: Berlin, C: Tiraspol Moldova , A: Hamburg Port
Rheinbach to Berlin to Tiraspol Tiraspol -Distance: 2169 km. 1617km -Time: 25:20 hr. 19 hrs. -International 03(Austria, 02.(Poland Borders: Hungary and Romania) and Ukraine ) -Distance to 200Km, 30min. International Airport: 2 hrs. Distance to Harbour: 470 km,. 290km, 4:40 hrs. 3hrs
Protocol: NGO
FA Germany
communication 30 minutes
19 hrs
Warehouse in Berlin
2 hrs
Drop point
Distribution
Outside NGOs
Outside NGOs
Warehouse in Tbilisi
Support from Local NGO in Tbilisi
Logistics agc,
Communication b/w Berlin and local NGO’s
Communication b/Berlin
Strategy Planning, Route
planning and response time
Govt. or Military support
Information of Disaster Received
After relocation: NGO has more
time for planning
Start Point
End Point
Cross checking