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Improvement of the ngo’s performance

  1. 1. Improvement of the NGO’s Performance “Food Assistance Germany” MBA-NGO Management Examination 2012 Module:2.3, Disaster Management & Logistics and TQM Submitted by: Divyanshu Singh Enrol Nr.: 9018499
  2. 2. Introduction • Disaster and natural calamities come uninvited and uniformed. • Destruction caused is cruel • Always need to effectively provide emergency supplies and services.
  3. 3. Strategic planning : 4 stages 1. Strategic Planning Stage 2. Preparedness Stage Tasks: Tasks:  Determine community needs • Selection of Supply Vendors  Estimate disaster conditions (uncertainty, • Selection of Logistics Support Vendors information quality, complexity) • Selection of Storage Locations  Develop Coordination plans • Data Collection  Improved communications • Scenarios and their probabilities (internally/externally) • For each scenario  Rationalize supply base • Demand distribution  Investment in long term relationships and • Supply Channel Capacity distribution institutional memory  Setup logistics vendor certification/selection • Lead-times criteria  Develop cross-functional teams Decisions  Encourage trust and commitment throughout • Storage Amount for each Location the logistics chain • Supplies Purchasing Plan  Finalize Objective Function for Lower Levels • Logistics Support Tools: Tools:  Supply Chain Management Strategies • Stochastic Optimization
  4. 4. Strategic planning : 4 stages 3. Pre-Event Response Stage 4. Post-Event Response Stage Tasks: Decisions • Data Collection about Damages • Data Collection about the • Demand Locations Event • For each Location • Demands for supplies • Evacuation Plans • Priority/Urgency • Supply Purchase Plans • Available Supply Channels and • Shifting Supplies among Capacities Storage Locations • Implementation • Logistics Plans • Amounts of supplies to be purchased • Supply Routing and Scheduling Tools: Tools: • Decision Analysis • Scheduling and Optimization
  5. 5. 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
  6. 6. system Quality Assurance All the arrangements and activities that are meant to safeguard maintain and promote the quality of care. INPUTS PROCESSES OUTCOMES •Client expectations •Quality Design •Staff performance monitored •Organizational structure •Planning for quality •Compliance with •Trained personnel •Setting standards standards •Budget •Monitoring quality •Increased efficiency •Standards •Supervision •Culture of quality •Political support •Quality Improvement •Increased access •Organizational culture •Accreditation and utilization •Satisfied clients •Improved health outcomes
  7. 7. 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.“
  8. 8. Quality Control • 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 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”
  9. 9. 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
  10. 10. 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.”
  11. 11. 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
  12. 12. Supply Chain Disaster Preparedness Stages Planning Mitigation Detection Response Recovery Major 1. Establish a planning 1. Define 1. Develop 1. Implement 1. Review and Steps team mitigation detection plan response plan implement opportunities recovery plans 2. Analyze capabilities 2. Develop 2. Acknowledge 2. Evaluate 2. Ensure and hazards mitigation plan warnings direction and continuity of control management 3. Develop the plan 3. Initiate 3. Evaluate and 3. Evaluate 3. Maintain development act on communications employee observations support 4. Implement the plan 4. Continuous 4. Decide on 4. Evaluate life improvement need for further safety 4. Resume program action operations 5. Continuous 6. Evaluate improvement public services 7. Evaluate community outreach Source: Adapted from Helferich and Cook (2002, p. 53)
  13. 13. Changes in Product After Chnages Before Ready to eat meal Water Purification Ready to eat meal Water Purification Canned Bread Multipurpose paper Canned Bread Multipurpose paper HBs /Glucose Moistened tissue Biscuits Moistened tissue Biscuits Spread matches Instant coffee matches Snack Instant coffee Milk Powder Dry or canned Fish Jam Chewing Gum Jam Multivitamin tablets Instant Tea Chocolate Instant Tea Canned Rice/ Wheat Instant fruit drinks Chocolate Instant fruit drinks Salt Sugar Salt Sugar Coffee whitener 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
  14. 14. Changes in Warehouse Location • 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 Point B: Berlin, C: Tiraspol Moldova , A: Hamburg Port Ship dock (Harbour ) Hamburg, Rheinbach to Berlin to about 2:30 hr. Tiraspol Tiraspol • Reduce road transportation time -Distance: 2169 km. 1617km -Time: 25:20 hr. 19 hrs. • Reduce one International Border -International 03(Austria, 02.(Poland • Now NGO able to act within 24 hr. Borders: Hungary and Romania) and Ukraine ) -Distance to 200Km, 30min. to the disaster location. International Airport: 2 hrs. Distance to Harbour: 470 km,. 290km, 4:40 hrs. 3hrs
  15. 15. Protocol: Logistics agc, NGO FA Germany Strategy communication Planning, Route 30 minutes Warehouse in Berlin planning and response time Cross checking After relocation: NGO has more time for planning Communication b/Berlin Information of Disaster Received Start Point 19 hrs Support from Local NGO in Tbilisi End Point Outside Outside NGOs NGOs Distribution Communication b/w Berlin and local NGO’s 2 hrs Drop point Govt. or Military support Warehouse in Tbilisi