This poster was presented by Hery Firdaus and Bethany Saad at the International Conference on Family Planning (ICFP) in Kigali, Rwanda in November 2018. Over the past decade, contraceptive prevalence rates in Indonesia have remained stagnant in part due to inconsistent access to contraceptives at service delivery points. To address critical gaps in the system, JSI collaborated with stakeholders to design a comprehensive package of data centric interventions to strengthen the supply chain workforce, empowering them with new tools, skills and information to enable holistic and continuous supply chain improvement through mentorship, on-the-job training and feedback. It was noted that during qualitative interviews, provincial and district staff recognized the significant role of mentorship and on-the-job training activities in improving accuracy of recording and reporting and adherence to both inventory management and storage procedures. They pointed out the importance of not only the performance management aspect of the mentorship program, but also its effect on improving communication and coordination between levels. The use of digital tools has made mentoring data visible to all levels of the system and mentors have better understanding of the facilities needs. The use of WhatsApp to communicate has also improved collaboration and coordination between mentor and mentee. The program has been extremely successful and popular with all stakeholders and all districts involved in this project have adopted it and included it in their program budgets.

1. STRENGTHENING THE SUPPLY CHAIN WORKFORCE THROUGH
MENTORSHIP AND ON-THE-JOB TRAINING IN INDONESIA
INTRODUCTION
Reliable, responsive supply chains deliver quality
contraceptives when and where they are needed. Through
the ‘My Choice’ project, JSI is partnering with Indonesia’s
National Population & Family Planning Board (BKKBN) to
strengthen family planning supply chain systems across
four provinces in Indonesia, ensuring women have
consistent access to a range of contraceptive options.
Over the past decade, contraceptive prevalence rates in
Indonesia have remained stagnant in part due to
inconsistent access to contraceptives at service delivery
points. To address critical gaps in the system, JSI
collaborated with stakeholders at each level to design a
comprehensive package of data centric interventions to
strengthen the supply chain workforce, empowering them
with new tools, skills, and information to enable holistic
and continuous supply chain improvement.
A baseline assessment conducted in 2015 identified critical
bottlenecks within the family planning supply chain system
• The family planning program lacked standardized
processes and a mechanism for routine monitoring and
supervision of the supply chain.
• Minimal communication and coordination between
each level of the supply chain caused inefficiencies in
the system.
• High staff turnover made capacity building challenging.
• Poor recordkeeping procedures at health facilities
resulted in low quality reports.
PROGRAM IMPLEMENTATION
CONCLUSION
Increase in ownership, accountability and motivation
among staff. There are strengthened relationships
between the decentralized levels of the health system,
fostering a collaborative approach towards a common goal
of improved contraceptive availability and overall
performance of the supply chain system.
Feedback and recognition of health workers by mentors
has motivated them to take more ownership of their tasks.
The mentor program has ensured that new staff get the
support they need to learn the tasks and perform their
jobs.
The use of digital tools has made mentoring data visible
to all levels of the system and mentors have a better
understanding of the needs of the facilities and can
provide targeted support.
The use of WhatsApp to communicate has improved the
collaboration and coordination between mentor and
mentee as they are not only relying on face to face
meetings.
The program has been extremely successful and popular
with all stakeholders. All districts have adopted it and
included it in their program budgets.
RESULTS
Conducting regular mentorship and on-the-job training of
logistics practices by using standardized checklists and
providing timely feedback to health workers is an
important way to reinforce training, promote adherence to
logistics system procedures, and increase worker
motivation. The mentorship program was designed to
complement other project interventions with an aim to
holistically strengthen the supply chain system. Mentors at
province and district levels conducted routine visits to
district warehouses and service delivery points. The
project conducted baseline (Sept 2015) and endline (Jan
2018) surveys to measure the impact of all interventions.
KEY FEATURES
Efficient knowledge transfer: A blended learning approach
that complements classroom trainings and reinforces
standard operating procedures.
Personal coaching and direct feedback: A mechanism for
health workers to receive one on one coaching, feedback
and recognition that fosters motivation and continuous
performance improvement.
Increased data visibility: A mobile checklist tool has been
developed using Magpi that structures the visit and
provides an additional dimension of information that can
be used for supply chain performance improvement.
Improved multi level collaboration: Provides a forum that
encourages participatory decision making and breaks the
silos between levels of the supply chain, strengthening the
relationship between mentors and mentees.
Continuous learning: Routine mentor visits foster an
environment for continuous improvement and addresses a
key challenge of high staff turnover.
National Population & Family Planning Board
HERY FIRDAUS ⚫ BETHANY SAAD ⚫ SARAH ANDERSSON ⚫ NURFADLIAH ⚫ OMAR BALSARA
JSI RESEARCH & TRAINING INSTITUTE, INC.
www.jsi.com/mychoiceindonesia
jsi.idfp@gmail.com
GOAL
METHODOLOGY
The mentorship program was introduced in 2016 in four provinces and 11 districts in
Indonesia. Each province and district assigned staff to become mentors which included
members of the family planning, warehouse and data divisions. Mentors were trained on
how to conduct mentorship and on-the-job training using the electronic checklist tool.
‘My Choice’ project staff worked with mentors to develop an annual schedule and
accompanied them on a few visits to provide guidance and quality assurance.
40
DISTRICT MENTORS
20
PROVINCE MENTORS
Conducted 1282 routine mentorship and on-the-job training visits
to
541
HEALTH FACILITIES
to
68
WAREHOUSES
District mentor uses a job aid to provide
on-the-job training to a midwife at a
health facility.
District mentor uses an electronic checklist
to collect health facility supply chain data
during a visit.
WHAT HAPPENS DURING A MENTOR VISIT?
Mentors use an electronic checklist
to guide the visit and collect vital
data including product availability,
logistic records and reports, and
storage conditions.
Mentors provide on the job training
and coaching to the health worker
using paper or video based job aids.
Using a feedback form, mentors
recognize high performance,
identify areas of improvement, and
provide recommended actions with
mutually agreed timelines.
In between visits, mentors use
WhatsApp groups to follow up and
provide remote support to health
facilities.
At baseline, only 57% of SDPs had received mentorship or
supervision that included family planning or supply chain
management. At end line, approximately 86% of SDPs had
received mentorship or supervision - an increase of almost
30-percentage points. Out of all health facilities surveyed,
87% said they received on-the-job training during a mentor
visit and 97% said they found it useful.
During qualitative interviews, provincial and district staff
recognized the significant role of mentorship and on-the-
job training activities in improving accuracy of recording
and reporting and adherence to both inventory
management and storage procedures. They pointed out the
importance of not only the performance management
aspect of the mentorship program, but also its effect on
improving communication and coordination between
levels.
Capacity building or knowledge transfer is not complete
with one classroom training or mentor visit. Repeated
routine visits shows improved performance with every visit.
64%
72% 65%
93%
73% 68%
98%
82%
73%
% Using stock cards (all
methods)
% with accurate stock
cards (matching physical
count)
% with accurate reports
(matching stcok cards)
First visit Second visit Third visit
IMPACT OF ROUTINE MENTOR VISITS ON RECORDS AND REPORTS
On-the-job training and classroom training were also
credited for contributing to improvements on improving
staff motivation and morale. WhatsApp groups provide a
useful mechanism for quick feedback and answers to
questions and requests for emergency orders.
Staff noted challenges to conducting supportive
supervision, which include many competing activities and
lack of budget for visits. They also discussed that the
frequency of supportive supervision is not as important as
the quality of the visit which should include joint problem
solving, on-the-job training, and use of the feedback form.
Overall product availability has improved in the project
districts with average stock out rates for contraceptives
decreasing by 47%.
To strengthen the supply chain workforce within the
family planning program and inculcate a culture of multi
level collaboration and continuous quality improvement
through routine mentorship, on-the-job training and
feedback.
“Health facilities historically did not really care
about accurate records. The Mentorship and
On-the-job training program has provided a
mechanism for us to inform facilities about the
importance of maintaining accurate records.
Now health facilities are consistently
conducting physical stock count at the end of
each month.”
HEAD OF FP PROGRAM & FINANCE DIVISION,
BREBES DISTRICT, CENTRAL JAVA
“Health facilities follow up the
recommendation that the mentor
writes in the feedback form.
Mentorship and On-the-job
training program improves the
collaboration and communication
between mentors and midwives”
MENTOR, GOWA DISTRICT, SOUTH
SULAWESI
TESTIMONIALS