The document summarizes a project in Kenya that aimed to improve public health supply chains through establishing leadership teams and using data dashboards. The project established Impact Teams across 10 counties to analyze supply chain data, identify issues, and develop solutions. Dashboards with color-coded visualizations were created to provide transparent, actionable data on reporting rates and stockouts. Preliminary results found lower stockout rates in Impact Team districts compared to non-Impact Team districts. Challenges included lack of data use, coordination issues after responsibilities were devolved to counties, and need for leadership skills and continuous improvement culture.

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. HELPING PATIENTS IN NEED
Public health programs are reliant
on well-performing supply chains to
deliver life saving commodities to
patients in need

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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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