inSupply launched our monthly newsletter this past January to keep stakeholders up to date on project achievements, new activities, and ongoing collaboration with our partners and clients. We will be adding our historical newsletters to our website over the coming weeks.
Our January Newsletter can be found here. Please contact us if you would like to be added to the mailing list.
After establishing and supporting county-level IMPACT Teams for the past nine months, inSupply began the process of transitioning IMPACT Team operational processes to leaders in the 10 focus counties. In February 2017, inSupply and the counties held a series of Leadership Cluster meetings which brought together the county IMPACT Leaders who were initially trained on the Leadership Initiative in June 2016, and were empowered to lead the IMPACT teams and support their monthly activities.
The goal of the meeting was to improve county IMPACT leaders’ ability to plan for and facilitate monthly IMPACT team meetings, consistently use the data-driven process to facilitate achievement of targets and results, and sustain, and grow the IMPACT Team Network. Peer-to-peer learning is critical to the IMPACT Team approach and the meetings purposefully included a mix of counties to allow for greater collaboration and shared learning. The agenda was focused on the critical aspects that the inSupply team felt needed to be transitioned to the leaders, including:
understanding the IMPACT team monthly activities,
planning for and conducting the monthly meetings,
interpreting the visuals on the Indicator Tracking Tool and leading the data review among other process.
Participants were encouraged to explore opportunities for engaging other partners and projects to adopt and support the IMPACT team approaches. The main outputs of the meeting were sharing of county IMPACT successes and achievements and the development of a transition plan.
These Leadership meetings were clustered in three groups: the ‘Nairobi’ cluster brought together 11 participants from Nairobi, Isiolo, and Kirinyaga counties; the ‘Kisumu’ cluster had 16 participants from Nandi, Kakamega, Migori, and Nyamira counties; and the ‘Coast’ cluster had 12 participants from Kajiado, Mombasa, and Kwale counties. Three external supply chain partners from the USAID supported Afya Jijini and Pwani projects also participated in the meetings. Their engagement and involvement gave additional support to the transition and they agreed to take up the IMPACT Team approach and support the monthly meetings.
Evaluations from the meetings revealed that participants mostly enjoyed sharing their county achievements, learning from each other and the data challenge exercise (interpreting the visuals from the Indicator Tracking Tool). The inSupply team will continue to support the county teams towards realizing the timelines identified in the transition plans.
Public health leaders from ten counties in Kenya met on June 7th at Maanzoni Lodge in Machakos to participate in inSupply’s IMPACT Network Launch. This event was met with great excitement and enthusiasm from the 50 participants who attended, representing the counties of Isiolo, Kajiado, Kakamega, Kirinyaga, Kwale, Migori, Mombasa, Nairobi, Nandi, and Nyamira. These participants represent the flagship group for this new initiative. inSupply’s aim is that lessons and results from these 10 counties will catalyze demand and funding to enable the IMPACT Network to spread to additional counties later in the project.
The inSupply IMPACT Network is a system of connected teams that work harmoniously together to achieve a common goal, share experiences and have a strong effect on the supply chains.
Following the launch, inSupply held a two and-a-half day Leadership Initiative Workshop, where participants had the opportunity to build their leadership and change management skills, create a shared guiding vision for the supply chain, and identify strategies for supporting and sustaining the teams and the network, all with the goal of creating a network of supply chain leaders who will lead teams of “change agents” within public health supply chains. The participants were pleased at the progress they made over the course of the workshop – together they were able to learn new leadership skills, develop a goal for their supply chain work, adopt a series of indicators, devise an action plan for their county, and develop a rollout plan.