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This presentation by Andrew Dobson provides a comprehensive overview of third sector organizations working in developing countries, with a particular focus on operational research (OR) applications. It covers the landscape of such organizations, highlighting case studies like Bwindi Community Hospital in Uganda and Rwanda Men's Resource Centre. The discussion emphasizes the challenges faced in healthcare delivery, resource management, and potential opportunities for improvement through collaboration and technology in these regions.
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Third sector OR and developing countries:some possibilities Andrew Dobson [AndrewEDobson@aol.com]
Presentation to cover • 3rd sector organisations working with or in developing countries: an overview • Who, where, what? • Where might OR help? • 2 examples • Bwindi Community Hospital • Rwanda Men’s Resource Centre
3rd sector & developing countries: How many 3rd sector organisations?
3rd sector & developing countries: 2 questions 1) Where within this complex picture might OR work have most impact? 2) If there are/were OR people working in different parts of the ‘picture’, could there be scope for collaboration to significantly improve the impacts?
Bwindi Community Hospital:Different types of challenge 4) Of external ‘environment’: 1) Of designing ‘outputs’ (products, services, etc) to meet purpose: 2) Of inputs: 3) Of internal operations:
Bwindi Community Hospital:Different types of challenge 4) Of external ‘environment’: • 1) Of designing ‘outputs’ (products, services, etc) to meet purpose: • Local health problems are severe • Some require joining up with other providers to tackle effectively 2) Of inputs: 3) Of internal operations:
Bwindi Community Hospital:Different types of challenge 4) Of external ‘environment’: • 1) Of designing ‘outputs’ (products, services, etc) to meet purpose: • Local health problems are severe • Some require joining up with other providers to tackle effectively • 2) Of inputs: • Both finance & staff are hard to get • A long away off self-sustainability 3) Of internal operations:
Bwindi Community Hospital:Different types of challenge 4) Of external ‘environment’: • 1) Of designing ‘outputs’ (products, services, etc) to meet purpose: • Local health problems are severe • Some require joining up with other providers to tackle effectively • 2) Of inputs: • Both finance & staff are hard to get • A long away off self-sustainability • 3) Of internal operations: • Complex operation to manage efficiently
Bwindi Community Hospital:Different types of challenge • 4) Of external ‘environment’: • Uneasy relationships with gov’t health services & traditional medical practitioners • Demands of large donors & grant-makers • Geographical remoteness • 1) Of designing ‘outputs’ (products, services, etc) to meet purpose: • Local health problems are severe • Some require joining up with other providers to tackle effectively • 2) Of inputs: • Both finance & staff are hard to get • A long away off self-sustainability • 3) Of internal operations: • Complex operation to manage efficiently
Bwindi Community Hospital: My involvement as an ‘OR intervention’
Bwindi Community Hospital: Future possibilities for OR? • A variety of future possibilities could flow from improved MI and increased organisational capacity to manage value for money • More substantial internal reviews of systems & priorities, eg: work flows within hospital, managing capacity, balance between preventative & curative work? • Involvement of organisation in broader OR studies with other organisations, eg of health care approaches of the sort that others may describe in this session? • With technological developments, there should be increasing scope for work from a distance [For more on the organisation, see: www.bwindihospital.com]
Rwanda Men’s Resource Centre:Different types of challenge • 1) Of designing ‘outputs’ to meet purpose: • Trying to tackle difficult problems, eg high levels of gender-based violence, and bringing about change in cultural norms not a quick job • Approaches tried elsewhere still need local adaptation • Country where people are not necessarily very open & particular sensitivity is needed in relation to violence • 4) Of external ‘environment’: • Small organisation operating in a field with many different players with different interests • 2) Of inputs: • Some parts of the work seem much harder to get funds for than others • So, problem of being driven by donors’ interests • 3) Of internal operations: • Relatively complex projects to manage, and even harder to assess whether they are working • Director has difficulty of finding time for strategic work
Rwanda Men’s Resource Centre:My involvement as an ‘OR intervention’
Rwanda Men’s Resource Centre:Future possibilities for OR? • A variety of possibilities could flow from improved monitoring & evaluation, eg use of outputs to support operational management, programme planning, and funding bids • Other modelling support to programme planning, eg in theory, epidemiology-type modelling of how cultural change might spread, for planning and business cases? • Possibly helping join up thinking across the broader international ‘network’? [For more on the organisation, see: www.rwamrec.org]
3rd sector & developing countries: 2 questions 1) Where within this complex picture might OR work have most impact? 2) If there are/were OR people working in different parts of the ‘picture’, could there be scope for collaboration to significantly improve the impacts?
