Family Care International Company Analysis - Statistics Project Example

? Company Analysis: Family Care International Company Analysis: Family Care International PART Introduction/Overview The organization to be examined for the project is Family Care International. It is a nonprofit organization that helps in family care most especially in obtaining goals such as helping mitigate HIV risks and also death by pregnancy. Nonprofit organizations are organization and activities next to the institutional complexes of government, state, or public sector on the other hand and the for profit or business sector on the other, wherein it focuses on the field of welfare provision, education, community development, international relations, arts, environment and culture (Bryson, 2011). The importance of a nonprofit organization is that it helps in the development and the betterment of living of certain individuals within a society. Their role is important in providing assistance to the people wherein they seek of gaining profit and most of the times are voluntarily made by the members of the group. Will you do a strategic planning framework, or a performance measurement design? The strategy to be employed for this project is a performance measure, wherein the project will present the internal and external environment of the organization, the strategic points employed by it and also the increased and also analyzing the performance of the organization in helping people who it intends to help. Performance measures are objective, quantitative indicators of various aspects of the performance of public programs and agencies (Poister, 2003; Rowley & Moldoveanu, 2003). Basically the mission of FCI is to launch women groups who will help women and children in African countries and assure that their family life will be properly protected by them. For the past years, FCI had achieved various goals such as following: Assuring in helping improve maternal health in different countries through giving affordable health care services to the said people. Organized a conference wherein the organization was able to inform other women and also institutions regarding the increasing maternal health problems and diseases such as HIV Helping to improve maternal health care by supporting rural health care centers and also helping local members of society to know basic health aids. The plan will be for the entire organization, that is, it will help the institution to assess their performance and improve it for the future. Basically, the rigid laws governing the nonprofit organizations regarding their handling of money and the tax exemption can affect on their productivity. Thus, the organization may have a hard time to continue their operations and processing of data within the organization will be slow. Productivity and innovation will be difficult as the laws make it hard for them to do it. The plan will follow the following outline: About FCIA. Mission b. Principles and Activities Internal Environment of FCI External Environment of FCI Models of Management of FCI Performance of FCI This project will adopt a qualitative method wherein the researcher will have to talk personally to the staff of FCI to be able to assess their knowledge towards their own mission and organization. This style is more feasible in aiming of a collective response and personal approach in obtaining the needed data for the study. Qualitative style can help the researcher analyze how FCI can better help the people and obtain their objectives. PART 2 Stakeholder Analysis and Engagement Plan The stakeholders include The World Bank, non-governmental organizations (World Vision and Action Aid International), World Health Organization, health experts (Medical doctors, clinical officers and nutritionists), women and children below the age of 14 years, as well as the government (US Government). The place of each stakeholder on the power vs. interest grid below Low-High Women & children (below the age of 14 years) High-high World Bank World Health Organization NGO’s (Above mentioned) Low-low Health experts (Medical doctors, clinical officers and nutritionists) High-low Government (US Government) Interest Power Strategic Planning Phase This is an initiative of FCI, which has both high interest and power crucial for the program success. The WHO and World Bank are also brought on board as highly interested parties, since it is one of their goals to see affordable health for all (Bryson, 2011). Further, these three organizations approach the US government, which is considered instrumental in provision of facilities needed to roll out the aforementioned health program. To achieve this, health experts such as medical doctors, clinical officers and nutritionists come on board. They are hired by FCI to implement the program, since the FCI program involves some health related components. Other stakeholders chosen are NGOs such as World Vision and Action Aid International, since they have a history of successfully implementing similar or related programs in several parts of the world. Finally, women and children below the age of 14 years who are the beneficiaries of the program come last. Children below the age of 14 years are chosen because they are the most vulnerable, and CFI concentrates on those with the highest need. They bear much interest in the program, but have no powers over it. They are the overall beneficiaries of this program. Appendix 1 below shows how the various stakeholders will be involved in strategic decision making. Analysis Closely working with World Bank, women and children below the age of 14 years, NGOs (World Vision and Action Aid International), World Health Organization (WHO) and the US government, FCI has undertaken a program that promotes advocacy and implementation of interventions key in prevention of maternal and newborn deaths. Strategic Issue Agenda In addition, its strategy further dwells on coming up with solutions to ensure that women and their children remain in good health during the period of need and thereafter. Vision FCI intends to go further by focusing on other areas of interest such as family planning, nutrition and vaccination of other preventable diseases such as pneumonia and diarrhea. Creating the Plan To achieve the set goals of the strategic plan, FCI is giving treatment based on innovations, educating people on the need of seeking quality neonatal and maternal health care, putting in place policies that guarantees availability of quality healthcare and most importantly, enhancing the capabilities of the health experts, key in provision of quality healthcare. Implementation To roll out the program, FCI has been working closely with World Bank and WHO, which are the main financiers of its programs. In addition, the US government has been instrumental in the success of its programs. Moreover, the health experts and community health workers have also been contributing immensely in rolling the programs especially in rural poor areas with no health facilities (Bryson, 2011). Monitoring & Evaluation The initial results of FCI programs have recorded success in reduction of both neonatal and maternal deaths. For instance, in Bangladesh, community health workers reported significant reduction in neonatal illnesses which in overall cut neonatal mortality by 34%. Further, promotion of preventive neonatal care in India led to 54% reduction in neonatal mortality. Appendix 1: Participation Planning Matrix Strategic management function inform consult Involve Collaborate Empower Promise: we will keep you informed Promise: we will keep you informed, listen to you and provide feedback on how your input influenced the decision Promise: we will work with you to ensure concerns are considered and reflected in alternatives and also provide feedback on how input influenced the decision Promise: we will incorporate your advice and recommendation to the maximum extent possible Promise: we will implement all your decisions Organizing participation Government World Bank WHO NGO’s Government World Bank WHO NGO’s World bank Government WHO NGO’s Government World Bank WHO NGO’s World Bank Government WHO NGO’s Creating ideas for strategic inventions Government World Bank WHO Health experts NGO’s Government World Bank WHO Health experts NGO’s Government World Bank WHO Health Experts NGO’s Government World Bank WHO Health experts NGO’s Government World Bank WHO Health experts NGO’s Building a winning coalition Government World Bank WHO NGO’s Health experts Women and Children Government World Bank WHO NGO’s Health experts Women and Children Government World Bank WHO NGO’s Health experts Women and Children Government World Bank WHO NGO’s Health experts Women and Children Government World Bank WHO NGO’s Health experts Women and Children Implementing, monitoring and evaluating strategic inventions World Bank Government WHO NGO’s World Bank Government WHO NGO’s World Bank Government WHO NGO’s World Bank Government WHO NGO’s World Bank Government WHO NGO’s Source: Adapted from the International Association of Public Participation spectrum (http://www.iaps.org/practitionertoois/spectrum.htamnld) PART 3 SWOC Analysis and Strategic Issue Agenda FCI is a non-profit organization headquartered in New York City. The organization is a world’s leading advocacy group, campaigning for stronger policies, political commitment and sourcing funding for programs on the welfare of women and children. The work of the organization includes the development of innovative solutions, and implementing programs on the improvement of reproductive and maternal health; empowering women and saving lives. The organization has been in operation since 1986. The organization cooperatively works with NGOs, governments, communities, and grassroots groups in Africa, Latin America and other areas (Allison & Kaye, 2005). SWOC analysis of FCI (Answers drawn from the interview with an Associate Director, Global Advocacy, New York based. Interviewed on October 8, 2012 at 2:00 pm) Strengths Weaknesses -Over 26 years of experience working across the globe, thus knowledgeable on best practices through lessons acquired -The strategy of empowering and building capacity among societies -The development and implementation of evidence-based programs – cooperatively with partners, including local ones: experience at international and grass-roots levels -Investing in community empowerment and education, towards the realization of better usage of available resources and services -The organization’s ability to maintain strong health systems and integrative service models towards the improvement of health services; the adoption of new technology to make service delivery more effective -The in-house and the human resources available at the FCI - The strong relations maintained with partners, governments and other stakeholders, thus effective evaluation/ monitoring mechanisms -Stability of their funding sources -Occasional funding problems, due to reliance on government and other funding -Weak human resource policies and under staffing, especially at centers at underdeveloped nations -Gaps in coordination -Relatively weak organizational mandate -Relatively weak management -The lack of systematic operations in the organization Opportunities Challenges -Political support and encouragement -Support from partners like sectoral organizations and donor agencies -Supportive external and the appropriate laws and policies - Positive responses from the community -Encouraging allocation of resources -The support offered by advocacy organizations and the media -The development of newer communication models and technologies that are more effective - The restrictions imposed by governments and the lack of political support at certain locations -Security threats at unstable states, for example the threats of war, abductions and the disappearance of staffs -Detrimental external policy systems -The lack of support and interest among certain communities -Sustainability problems as a result of funding shortage or limitations -Anti-NGO outlook of some advocacy groups and the media Analysis 1. The organization’s strengths intersect with the opportunities available at the external community in a number of areas. One is the political support and encouragement earned from governments, due to the organization’s lengthy experience in working on humanitarian issues. The second intersection is between the company’s already widely developed network, which is complemented with its adoption of new technology and communication models to reach more societies and groups. 2. The organization can utilize its strengths to capitalize on opportunities in a number of ways. One is embracing the support of different communities and other partners like governments and NGOs, to reach needy communities. The established partnerships also form a source of financial support, thus the organization can use these to adopt new communication and technology models to execute its roles more effectively. 3. The gaps between FCIs weaknesses and opportunities fall in the areas of not being able to address the needs of target communities, due to understaffing, gaps in coordination and the comparatively weak management and mandate. As a result, the organization is limited to its resources, including funding, human resources and coverage – thus its inability to address the wide range of opportunities. 4. The strengths that might allow FCI convert challenges into opportunities include the long years of experience, reliance on evidence-based programs, the support of the government and other partners, as well as the stability of funding. For instance, the organizations faces less restrictions by governments, as compared to less established NGOs. Also, its reliance on evidence-based programs greatly eliminate the problems of sustainability. 5. The weaknesses that make FCI vulnerable to external challenges include its gaps in coordination, and the lack of systematic operations in the organization. This is the case, as this exposes the organization to unsafe conditions, for instance at unstable nations. 6. The organization can mitigate the weaknesses through implementing performance evaluations, so as to ensure that it is acting according to needs and target societies. Through the performance evaluations, the organization would bridge areas of weakness, thus develop the capacity to offset challenges and take advantage of opportunities. Strategic issue Agenda 1. What are the key strategic issues that emerge from this analysis? (Recall Bryson’s definition of a strategic issue: fundamental policy question or critical challenge affecting an organization’s mandates, mission, and values). These include the evaluation of community satisfaction, the strategies to meet the needs of the diverse communities and the increasing population, and how best to use technology to promote its course and service delivery. 2. What are the relative priorities of responding to those strategic issues? Implementing a performance evaluation model, so as to determine effectiveness and community satisfaction Reviewing the organization’s use of technology – so as to identify better ways of usage, more useful technologies towards the expansion of the service delivery and the success of the organization Evaluating challenge areas – towards identifying ways of expanding the organization’s coverage, success and community service PART 4 Logic Model Organization (Name) FAMILY CARE INTERNATIONAL Or Program (Name) ________________________________________________________ Inputs Program Activities/Processes Outputs Short-term outcomes Intermediate outcomes Long-term outcomes Staff=50 Time =8hrs/dy,7dys/ week Money=$10,000 Equipment= transportation 5trucks 8vans 5cabs Technology=30 laptops,10 projectors Seminars=3per week Meetings=one staff meeting per week,1board meeting per month Publications=Organization magazine Media=once a week newspaper adverts Web sites =organization website www.Famcare.org Projects Contributors=well wishers, other NGOs the government, Involved= ministry of public health Reached=families in remote areas -A sense of self worth and appreciation, -Awareness of health and financial aspects of life -Knowledge on how to take care of themselves -Social skills and business skills -Emotional maturity in handling family issues like death and diseases Social=credibility issues Economic=financial security issues Technological=issue pertaining confidence in operational sustenance of technologies involved It is vital to be aware of how to expand and recognize those skills that add value when designing programs. They include the bulk of competencies possessed by the individual and collective assets categories, comprising of life skills. People need opportunities and supports from their communities to develop and become proficient, so as to effectively contribute to the society. We do not need to have all of the resources to succeed. However, having more resources is better than having less. Continued experience to positive environmental aspects and people, in addition to opportunities to acquire and enhance life skills, will help us in the development and attainment of these resources, and can be categorized into “five Cs” which Lerner and his colleagues came up with. They include:- (1) Competence in educational, social, emotional and occupational aspects (2) Confidence in identity (3) Connection to self and others (4) Character from positive values and morals (5) Caring and compassion. Through our curricula, program activities and positive relationships, Family Care International offers the chance to acquire and improve life skills that include personal or social talents. It is important for development professionals to gauge and record the influence of their programs, particularly, in terms of increasing life skills. There are a number of quite significant life skills models being used by Family Care International. We ensure that specific life skills are well nurtured and developed in the curriculum, ensuring that there is a methodical way of gauging our development through the program. Logic model is a good method for linking program model and assessment. Our staffs are motivated to put together and make use of logic models, to be better placed in contributing significantly to the program, our activities, and targeted life skills (Wiles, 2010). PART 5 Performance Indicators – Evaluation Plan Outcome Indicator(s) Data source Collection method Reliability Issues? Validity Issues? Increased awareness -A large population was able to comprehend our work and assist - There was a increased number of turnout Performance based Live data feed Direct observation Biased estimation Internal (size of population) Improved attitudes -People became more reciprocative -Client employee relations improved Management based Live data feed Direct observation Biased estimation Internal validity (subject variability) Improved efficiency -Increased outreach -Faster work flow Management based Live data feed Direct observation Biased estimation External validity (population characteristics). Increased level of service delivery -Due to good client employee relation Management based Files Registration Accuracy as a file sample External validity (method of data collection) Increased knowledge -Clients became more precise while seeking our services -Clients would learn more about the issues affecting them - Performance based Live data feed Direct observation Biased estimation Internal validity (varying clients) Increased expansion rate -Our operational units increased due to demand -Operational expenses expanded Management based files Registration File accuracy External validity (characteristics of the population) References Allison, M., & Kaye, J. (2005). Strategic Planning for Nonprofit Organizations: A Practical Guide and Workbook. San Francisco: Wiley Publishers. Bryson, J. M. (2011). Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement. San Francisco: Jossey-Bass. Poister, T. H. (2003). Measuring Performance in Public and Nonprofit Organizations. San Francisco: Jossey-Bass. Rowley, T., & Moldoveanu, M. (2003). When Will Stakeholder Groups Act? An Interest- and Identity-Based Model of Stakeholder Group Mobilization. Academy Management Review, 28 (2), 204-219. Wiles, J.W. (2010). Curriculum Development: A Guide to Practice. London: Pearson. Read More