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IMPACT TEAM NETWORK: A CASE IN KENYA
UNLOCKING BOTTLENECKS IN PUBLIC HEALTH SUPPLY
CHAINS THROUGH DATA DASHBOARDS AND ENHA...
HELPING PATIENTS IN NEED
Public health programs are reliant
on well-performing supply chains to
deliver life saving commod...
OUR GOAL
To improve the performance and efficiency
of contraceptive, vaccine, and essential
medicine supply chains by incr...
INSUPPLY PROJECT
• Two years – funded by The Bill & Melinda Gates
foundation
• Six components linked by cross-cutting them...
IMPACT TEAM NETWORK
Leadership Network IMPACT Teams
Build dynamic leaders within a
supply chain who are motivated and
poss...
KENYA: DISRUPTION IN HEALTH SUPPLIES
Status of Public Health
Kenya has seen significant progress in its health indicators ...
KENYA: DISRUPTION IN HEALTH SUPPLIES
Political Environment
• In 2010: authority, responsibility, funding for government se...
BUILDING STEWARDSHIP
Nairobi
Mombasa
Kwale
Kirinyaga
Isiolo
Kajiado
Nandi
Kakamega
Nyamira
Migori
Establish a Leadership C...
ITT DASHBOARD: ACTIONABLE VISUALS
Relatively high reporting
rates; but spikes with on-time
RR, affecting availability of
d...
ITT DASHBOARD: ACTIONABLE VISUALS
Filtering by sub-county
enables managers to
identify which counties
are driving the dela...
ITT DASHBOARD RESULTS
Color Coding
Color coding immediately
identifies where challenges
and opportunities for
redistributi...
IMPACT NETWORK SITES
$63m
Over a seven month period, IMPACT team districts’ stock out rates
for 17 products were lower tha...
CHALLENGES & LESSONS LEARNED
• Existing available data rarely used for decision making
• Lack of coordination between nati...
For more information about
JSI’s work in supply chain, data
visibility, and data use, contact the
JSI Center for Health Lo...
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Impact Team Network: A Case in Kenya - Unlocking Bottlenecks in Public Health Supply Chains through Data Dashboards and Enhanced Governance Structures

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Presented by Cary Spisak, Director of Supply Operations, JSI on September 25th at Bloomberg Data for Good Exchange 2016.

Publié dans : Santé & Médecine
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Impact Team Network: A Case in Kenya - Unlocking Bottlenecks in Public Health Supply Chains through Data Dashboards and Enhanced Governance Structures

  1. 1. IMPACT TEAM NETWORK: A CASE IN KENYA UNLOCKING BOTTLENECKS IN PUBLIC HEALTH SUPPLY CHAINS THROUGH DATA DASHBOARDS AND ENHANCED GOVERNANCE STRUCTURES Bloomberg Data for Good Exchange Presented by Cary Spisak
  2. 2. HELPING PATIENTS IN NEED Public health programs are reliant on well-performing supply chains to deliver life saving commodities to patients in need
  3. 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. 4. 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
  5. 5. 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.
  6. 6. 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
  7. 7. 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.
  8. 8. 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
  9. 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
  10. 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. 11. ITT DASHBOARD RESULTS Color Coding Color coding immediately identifies where challenges and opportunities for redistribution exist
  12. 12. IMPACT NETWORK SITES $63m Over a seven month period, IMPACT team districts’ stock out rates for 17 products were lower than non-IMPACT team districts Monitoring Data : MYANMAR IMPACT teams have demonstrated significant increases in product availability or reduction in stock outs in all programs with which JSI has partnered. The range of stock out rates in IMPACT team districts are significantly lower than in non-IMPACT team districts Pilot Results: MALAWI Non-IMPACT Network Sites 38% 24%IMPACT Network Sites Non-IMPACT Network Sites 10-21% 5-7%IMPACT Network Sites
  13. 13. CHALLENGES & LESSONS LEARNED • Existing available data rarely used for decision making • Lack of coordination between national, county levels • Lack of process ownership • High staff turnover in counties • County leadership eager to learn and apply data analytics and visualization techniques • Strong leadership skills needed for implementation and sustaining momentum • IMPACT teams need mentorship to develop a culture of continuous quality improvement • Practical competency development for the inSupply team
  14. 14. 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

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