APPENDIX 2

A case study for International Meducare

Context
International Meducare is a not for profit, voluntary organisation operating in the tertiary sector, which exists to
provide global and humanitarian aid in order to support individuals, relieve their suffering and save lives. The
head office is based in Cambridge, United Kingdom. The organisation moves quickly in an emergency situation,
liaising with other aid agencies, so that people in need can be reached swiftly. In addition a key focus of the aid
is to provide training to the indigenous population, where the problems exist, so that the initial intervention is
sustained and self-reliance is developed.
The training provided can be varied. Depending on the need it can focus on re-establishing health care systems,
improving farming techniques, working with local people to build irrigation networks or drainage systems,
developing craft production networks or funding bursaries for aspiring entrepreneurs and managers. In carrying
out this work International Meducare will work with the local communities their leaders and politicians.
International Meducare is committed to ensuring that all the work of its staff both in the head office and in the
programmes themselves is of the highest quality. The work of individual staff is carefully monitored and each
relief programme has built-in monitoring and evaluation processes, so that the organisation can learn from what
has worked well, whilst also identifying the areas for development. In these monitoring and evaluation processes
the organisation also ensures that the deployment of all physical resources including medicines is managed, so
that they are cost effective and performance measures and procedures are in place.
International Meducare aims to work openly, be transparent with stakeholders and be accountable for everything
it does. The organisation works to the voluntary, self-monitoring Code of Conduct for the International Red Cross
and Red Crescent Movement and NGOs in Disaster Relief. International Meducare also pledges to work to the
Sphere Project – Humanitarian Charter and Minimum Standards in Disaster Response.
In recent years International Meducare has sold on-line some of the craft products produced by people in the
countries where the organisation is working. There is also merchandise including an annual calendar and
Meducare tee shirts, caps and flip flops.
Resources
Given its purpose, International Meducare is labour intensive and the physical resources needed are broad ranging
and can be expensive, particularly where medicines are required. These are often needed in volume and at short
notice. Meducare has a distribution centre to the north of Cambridge near the motorway and main road networks.
This centre has stocks of items such as blankets, tents, dried food and non-perishable medical supplies. There are
monthly stock takes of all items and the data is used to predict how well the organisation is prepared to deal with
an emergency situation. Information from the stock take is analysed by the Logistics Department and decisions
about additional supplies are taken there. Managers who have responsibility for specific and planned international
initiatives have authority to access the materials held at the distribution centre and items used are charged to their
individual delegated budgets.
Staff at International Meducare are employed in a full time or part time capacity and there are also volunteers.
There are 2,100 staff in total who are currently working in 19 countries but this number increases when there is
an emergency as more part time staff and volunteers are recruited. Staffing at the head office in Cambridge is 25.
These posts are focussed on management positions at a strategic and operational level, so there is an overview of
all the current programmes. Some staff focus purely on logistics and responding to any new emergencies.
Appointing, training and monitoring the performance of these staff is key to successful operation of the
organisation and the individual projects. All staff participate in an induction programme which includes job role
specific elements. In addition staff have monthly one to one meetings with line managers and there are formal
appraisal processes. All of these meetings are based on qualitative and quantitative evidence and directly relate to

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the job role in general and specific tasks and/or projects which have taken place in the recent time period. The
meetings lead to project and personal learning and development targets as appropriate to the individuals
concerned.
Managing the income and costs associated with the work at Meducare is critical. Budget holders are responsible
for managing the spend on their delegated budgets with sign-off limits set for different management levels. This
means that anything of significant cost must be agreed with the CEO for the organisation. Monthly management
accounts are produced by the Finance Department and these are sent to budget holders irrespective of where they
are working in the world.
In preparation for a round of appraisal interviews the Head of HR has generated some information for staff, which
is attached.
Aspects of International Work

Meducare’s main in-country projects in recent years have been varied. Two examples have been working on issues
regarding water and sanitation and gender based violence. All charities are challenged to demonstrate the
difference that is made in real terms and the impact of their work and this is also the case for Meducare.

The KPIs for these initiatives were:

1. The number of countries where work has taken place.
2. The total number of projects.
3. The number of local people trained.
4. The number of Meducare people involved in the intervention.
5. The cost per head of training for local people and Meducare field staff.
6. Cost of production for information materials associated with the projects.
7. Cost of waste of unused information materials.
8. Cost of water treatment chemicals.
9. Cost of materials for drilling wells and managing the flow of water.
10. Money spent on chemicals for dealing with human waste.
11. Reduction in the number of cases of disease caused by poor water and sanitation.
12. Reduction in cases of gender violence over a 12 month period.
13. The proportion of income spent on head office administration and salaries in comparison to total income.
14. The number of self-help projects emerging from the original intervention.
15. The profit gained from sales merchandise.
However KPIs will not necessarily show how good or bad the work has been and this needs full consideration, in
order to fully understand the impact and sustainability of the intervention.

KPIs for water Financial Year Financial Year

sanitation projects 2015-2016 2016-2017
Planned Achieved Planned Achieved
1 6 4 8 9
2 30 15 40 32
3 156 78 160 124
4 30 30 26 26
5a local people £12 £12 £15 £15
5b field staff £8,000 £9,250 £9,500 £9,350
6 £2,600 £2.600 £3,000 £3,500
7 £0 £1,300 £0 £700
8 £90,000 £45,000 £140,000 £112.000
9 £120, 000 £120,000 £160, 000 £160,000
10 £60,500 £60,500 £90,200 £90,200

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 11 212 people 137 people 273 people 229 people
14 6 4 32 35

KPIs for gender Financial Year Financial Year

violence projects 2015-2016 2016-2017
Planned Achieved Planned Achieved
1 9 7 12 12
2 72 57 90 95
3 3,600 2,925 5,700 4,850
4 18 18 24 24
5a local people £4.50 £4.85 £4.60 £4.45
5b field staff
6 £760 £760 £1400 £1650
7 0 £160 0 0
12 459 368 678 712

Other Financial Year Financial Year

KPIs 2015-2016 2016-2017
Planned Achieved Planned Achieved
13 8% 8.47% 7.9% 8.15%
15 15% 6% 15% 4.5%

SEE NEXT PAGE!!!

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 To be used with Appendix 2
From: HR Department To: Appraisers
Subject: Grading on staff performance for appraisals (information strictly confidential)
Staff Name Role Strategic Planning and Working Management Management Sales figures Tasks Operationa Living
thinking organisation relationships with of budget of people for completed l targets hit the
skills skills stakeholders allocation merchandise within deadlines values
Mr White Recruitment Adviser 4 2 2 n/a n/a n/a 2 2 1
Ms Brun Administration n/a 3 2 n/a n/a n/a 3 3 3
Officer
Miss Malik Logistics Coordinator 3 3 3 3 3 n/a 4 3 3
Mr Kumar Deputy Director 3 1 2 2 2 n/a 2 2 1
Recruitment (International)
Mrs Rowe Cost and Pricing Analyst 3 3 3 n/a 3 n/a 3 3 2
Mr Oliver Training Manager 4 3 2 4 4 n/a 3 3 3
Ms Net Web and Graphic Designer 2 2 2 4 n/a n/a 2 2 1
Mr Farah Project Manager South 2 2 1 2 2 n/a 1 2 1
Sudan
Miss Programme Manager Health, 4 3 3 4 3 n/a 3 3 3
Linker Yemen
Mr James Health worker 3 2 1 n/a n/a n/a 1 1 1
Mali
Miss Fund raiser 2 2 1 2 2 n/a 1 2 1
Currie
Mr Deng Trading and Merchandising 4 3 2 3 3 4 3 4 3
Manager

1. Outstanding performance, 2. Good performance, 3. Satisfactory performance, 4. Poor performance

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