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