inSupply presentation on IMPACT Team Network approach at the Africa Logistics Conference

1. INVESTING IN DATA, PEOPLE AND
PROCESSES FOR RESILIENT, CONTEXT
SPECIFIC PUBLIC HEALTH SUPPLY CHAINS.
BUILDING AN IMPACT TEAM NETWORK ACROSS 10
COUNTIES IN KENYA
Africa Logistics Conference
Yasmin Chandani, inSupply
Dr. Andrew Kisang, Nandi County Pharmacist

2. INSUPPLY PROJECT
• Two years – funded by The Bill & Melinda Gates
foundation
• Six components linked by cross-cutting themes:
• Improving data visibility, analytics and use
• Innovation at the last mile
• Local, regional capacity building, stewardship
• Implemented by JSI Research & Training
Institute

3. OUR GOAL
To improve the performance and efficiency
of contraceptive, vaccine, and essential
medicine supply chains by increasing the
effective use of data and introducing
management best practices to strengthen
system outcomes.

4. IMPACT TEAM NETWORK
Leadership Network IMPACT Teams
Build dynamic leaders within a
supply chain who are motivated and
possess the competency required to
fulfill essential supply chain
functions, who are empowered to
make decisions and act as change
agents.
Provide a structured approach for
using data, create a culture of team
responsibility for problem solving
and taking actions to improve
performance, and motivate staff to
make changes.

5. KENYA: DISRUPTION IN HEALTH SUPPLIES
Status of Public Health
Kenya has seen significant progress in its health indicators in recent decades,
but challenges remain.
Continued high burden of
infectious diseases
and emerging
non-communicable
diseases
(2014)
Infectious DiseasesMaternal Mortality
Maternal mortality rate of
362 per 100,000
live births
(2014)
Infant mortality rate of
37 per 1,000
live births
(2014)
Infant Mortality
Under-five mortality rate of
51 per 1,000
live births
(2014)
Child Mortality

6. KENYA: DISRUPTION IN HEALTH SUPPLIES
Political Environment
• In 2010: authority, responsibility, funding for government services
devolved to county level
• Local decision making and management of health system can
address county-specific needs, but…
• It has also disrupted health service delivery and led to
fragmentation of availability of data and of supply chains.

7. INCREASING LOCALIZATION: BUILDING STEWARDSHIP
Nairobi
Mombasa
Kwale
Kirinyaga
Isiolo
Kajiado
Nandi
Kakamega
Nyamira
Migori
Establish a Leadership Cohort and IMPACT
Teams nationally, across 10 counties
• Facilitate the leadership cohort to meet (virtually or
in person) routinely
• Support regular national, county IMPACT team
meetings
Power these meetings with data
• Analyze existing data
• Support root cause analysis, prioritize interventions,
develop action plans using IT tools, techniques
Facilitate culture of continuous improvement
based on local solutions

8. INVESTING IN DATA, PEOPLE & PROCESSES
$63m
• Common vision and goal across all counties, focused on product
availability
• Communication between levels to facilitate coordination
• Data used for joint identification of problems, performance
monitoring, and development of plans, with targets for improvement
• Structured approaches & tools introduced for problem solving and
developing solutions
• Recognition and peer-to-peer learning for motivation
Core elements of the IMPACT Team Approach

9. ITT DASHBOARD: ACTIONABLE VISUALS
Relatively high reporting
rates; but spikes with on-time
RR, affecting availability of
data for timely decision
making
On-time Reporting
Desired Target
Easy to assess gap between
actual and target performance

10. ITT DASHBOARD: ACTIONABLE VISUALS
Filtering by sub-county
enables managers to
identify which counties
are driving the delays and
where to focus follow up
action
Drill Down

11. ITT DASHBOARD RESULTS
Color Coding
Color coding immediately
identifies where challenges
and opportunities for
redistribution exist

12. Developing local,
regional supply chain
expertise for
sustainability
inSupply is working to build a
pool of regional supply chain
consultants with expertise in
translating private sector
solutions to optimize public
health supply chains, design
context-specific solutions and
provide local support
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INCREASING LOCALIZATION: REGIONAL RESOURCES

13. LESSONS LEARNED FROM NANDI COUNTY
• Supervision can be more effective if data driven
• Low cost interventions such as staff sensitization during monthly
meetings can have big impact
• Redistibution can help reduce costs through reducing wastages and
expiries and also reduces stockouts
o The dashboards help identify overstocks and understocks to take action
• IMPACT team meetings enable sharing of best practices and motivates
staff to improve
Opportunities for using the IMPACT Team approach to reduce costs

14. LESSONS LEARNED FROM NANDI COUNTY
• Let the local staff run the show from the beginning
• Formation of IMPACT teams to include county and subcounty staff to
come up with specific solutions to their challenges i.e let local actors
design solutions to their challenges
• Local ownership trickles from the top i.e you have to start from the
county management then down to facility level
Enhancing Local Ownership

15. SCALING UP TO CLOSE THE GAP
• Routine leadership calls and meetings to share lessons learned,
identify enablers and barriers to success
• Initial intervention period in 10 focus counties ends in June 2017
• Document and disseminate successes to other counties (via MOH)
• Advocate for funding for scale-up and ensure Leaders from successful
counties can lead a peer-to-peer approach to national scale-up
Where do we go from here?

16. For more information about
JSI’s work in supply chain, data
visibility, and data use, contact the
JSI Center for Health Logistics
supplychain@jsi.com Follow @jsihealth
insupply@jsi.com
www.insupply.jsi.com
Twitter: @inSupplyJSI
Newsletter: supplychain@jsi.com