A benchmarking model for measuring the efficiency of a humanitarian aid program: a case study of an international NGO

This article presents a benchmarking model for measuring the efficiency of organizations that provide humanitarian aid. The model was developed and implemented in the framework of a large international aid program. The model is based on measuring the labor productivity of each organization that provides services and comparing it to the benchmark. Two main results came out from the estimation of the model: (a) there were positive economies of scale in the program meaning that larger organizations were inherently more efficient than smaller ones; (b) the source of the inefficiency was identified, not in the administrative part of the organization, but rather in the programmatic part.NGO; efficiency; cost-effectiveness; productivity

Hospital information systems : a nursing viewpoint : a thesis presented in partial fulfilment of the requirements for the degree of Master of Arts in Nursing Studies at Massey University

This thesis is concerned with hospital information systems. The literature relating to management information systems is examined in conjunction with the literature which specifically focuses upon hospital and nursing information systems. A field study, using a case study approach, is designed and implemented, its purpose being to analyse five sub-systems of a current hospital information system in use in one Hospital Board. This field study utilises a basic systems analysis methodology focusing upon the problem identification and performance identifications of the analysis cycle. In the problem identification phase forty-two subjects are interviewed, (83.3% of the sample being nurses in management positions). Check lists designed to test the sub-systems abilities to generate, store, retrieve and utilise data, and test the subjects knowledge of the sub-systems are devised and applied. The data obtained from the application of check lists is analysed and data flow charts and in-depth interview schedules developed for use in phase two or the performance identification phase of the field study. In phase two (performance identification) eleven subjects in administrative positions within the Hospital Board are interviewed using the data flow charts and the in-depth interview schedules as tools for eliciting data. Contrary to the author's expectations the field study results reveal a considerable diversity. In phase one the respondents possessed a sound knowledge of the admission/discharge, patient care and nursing management sub-systems. 85,7% of the nurse respondents have knowledge of the patient care sub-system and a further 79.2% have some knowledge of its ability to generate, store, retrieve and utilise information. In common with the administrators the high level of knowledge of retrieval and utlisation (89.2%) would indicate frequent use of the system. By contrast only 5.4% of the respondents in phase one had knowledge of retrieval and utilisation of the staffing information sub-system as compared with 100% in the administrators group. This same pattern emerges for the financial sub-system with 13.5% of the respondents having knowledge of retrieval and 18.9% of utilisation of the sub-system compared with 81.8% of administrators. These results indicate to the author that information systems development tends to be associated with each health discipline rather than with the macro development of a relevant, comprehensive hospital information system. To this end a series of questions are raised and possible answers provided. Finally a model which could become a prescription for future development is presented

Strategy at the crossroads: The case of the navy hospital ships

We examine the state of knowledge in the defense literature on the use of military medical humanitarian assistance missions and examine their implications for navy hospital ships. As humanitarian assistance missions grow in importance for combatant commanders, deployed forces, senior government leaders and the international community, it becomes more important to determine desired outcomes and to set clear priorities for hospital ship use. Only when this is done can activities that promote achievement of policy goals be selected. While traditional hospital ship missions focus on combat support and training, successful humanitarian assistance campaigns typically address improving security and stability in a region, attitudes towards Americans and the West, and health and welfare conditions of local populations. We argue that well-crafted and communicated goals and priorities for the use of hospital ships are essential if the ships are to achieve desired policy outcomes.humanitarian assistance; military medicine; strategic planning

Best Practices for Small and Rural New England Property Management Firms

Residential property management is easiest to do well and profitably when a large number of units are concentrated in a small number of properties located in close proximity. Many managers of residential rental property consider 150 to 200 units a minimum threshold for undertaking the management of a property. Many managers of affordable housing throughout New England and elsewhere, however, are operating without these advantages: their portfolios are modest in size; individual properties typically have less than 50 units and are often scattered over a large geographic area.Economies of scale can prove elusive for small properties or small portfolios. It is difficult to deploy management staff to administer and maintain properties over large geographic regions. Finally, many rural communities in New England have faced declining populations and softening real estate markets in recent years, creating further obstacles to profitable property management.We visited seven property management firms, both non-profit and for-profit, who are widely regarded as doing good work even in difficult environments to learn how some property managers faced these challenges successfully. They have portfolios that range in size from 65 to 2,000 units and from one to 65 entities. (An entity is any building or number of buildings that have the same ownership structure. All but one of the organizations manage less than 1,000 units. We also spoke with four firms in other parts of the country that face similar challenges. We found that while it may not always be possible to turn a profit, a well-run company can sustain high-quality affordable housing even in the face of these challenges.This article will highlight some of the successful strategies we observed are significant in managing small, rural or scattered properties

Single Point of Entry Long-Term Living Resource System Team Report

Pursuant to House File 451 the Single Point of Entry Long-Term Living Resources System Team, involving several state agencies as well as interested associations, submitted a report to the legislature on recommendations to establish a single point of entry system

Human Resource Information Systems for Competitive Advantage: Interviews with Ten Leaders

[Excerpt] Increasingly, today\u27s organizations use computer technology to manage human resources (HR). Surveys confirm this trend (Richards-Carpenter, 1989; Grossman and Magnus, 1988; Human Resource Systems Professionals 1988; KPMGPeat Marwick, 1988). HR professionals and managers routinely have Personnel Computers (PCs) or computer terminals on their desks or in their departments. HR computer applications, once confined to payroll and benefit domains, now encompass incentive compensation, staffing, succession planning, and training. Five years ago, we had but a handful of PC-based software applications for HR management. Today, we find a burgeoning market of products spanning a broad spectrum of price, sophistication, and quality (Personnel Journal, 1990). Top universities now consider computer literacy a basic requirement for students of HR, and many consulting firms and universities offer classes designed to help seasoned HR professionals use computers in their work (Boudreau, 1990). Changes in computer technology offer expanding potential for HR management (Business Week, 1990; Laudon and Laudon, 1988)

A Participatory Model for Evaluating Social Programs

Describes the participatory approach to evaluation, which emphasizes client participation in the design and implementation process