1. GAVI ALLIANCE IMMUNISATION SUPPLY CHAIN STRATEGY A focus on Data for Management (D4M) Gemma Orta Martinez & Kaleb Brownlow November 2014, Geneva Page: 1

2. ForecastingOrdering & funding Manufacturing Health centres Service delivery Waste management AnalysisReportsRecords Shipping Supplies arrival National store Sub-national stores Source: GAVI Alliance task force Data IMMUNISATION SUPPLY CHAIN An interconnected system involving flows of goods, funds and data Global supply chainImmunisation planning Global / country interface Country supply chain Vaccine delivery & waste

3. PROBLEM STATEMENT 1.Good quality, fit for purpose supply chain data may not always be available, or if it is, may not be used 2.Capturing data also becomes a chore 3.Data flows one way up the chain and there’s no feedback mechanism 4.Data has little immediate value to the person collecting it 5.Data is not acted upon Page: 3

4. STRATEGY FRAMEWORK Page: 4 Priorities and Initiatives Change Objectives Vision 2020 1. Currently EVM Source: GAVI Alliance Task Force Use resources efficiently Immunisation supply chains provide potent vaccines efficiently to all Save children's lives and protect people's health by increasing access to immunisation in poor countries Maintain vaccine potency Ensure availability of right vaccines and supplies 12 System Design & Optimisation Distribution & Transport People & Practices Cold Chain Equipment Data for Management Alliance-wide theory of change Implementation mechanisms Funding mechanisms Technical assistance Roles & responsibilities Policy changes and guidance In-country change process Implementation roadmapBudget

5. STRATEGY THEORY OF CHANGE How to create an environment of continuous improvement? Page: 5 How will we get there? The Goal The Impact

6. CONTINUOUS IMPROVEMENT How will partners support a cycle of continuous improvement? Page: 6 Improve the EVM assessment process to include more tools and strategic input, support better monitoring tools for day-to- day management Request more comprehensive plans, build stronger advocacy platforms, and link plans to comprehensive multiyear plans (cMYP) Advocate for more funding for supply chain improvements from all available sources Expand and improve cold chain equipment options, training platforms, stock management and immunization management systems Provide coordinated and direct support for supply chain improvements, develop better tools and clearer guidance, implement new policies Support Assess Plan Fund Implement

7. SUPPLY CHAIN DASHBOARDS A reliable set of information is available to managers and staff to make practical and strategic decisions about the supply chain to improve EPI performance. Page: 7 Support countries to develop management dashboards including key supply chain indicators for use at all levels of the supply chain. These dashboards will help managers monitor supply chain performance and implement improvements listed in the comprehensive plans. The Vaccine Alliance partners will provide guidance and technical assistance on data standards and use. Dashboards will be developed by national partners to ensure each dashboard is relevant and feasible in that particular country. Guidance and technical assistance on data standards and use. Guidance on how to use metrics for practical and strategic decision-making. Mechanisms for sharing experiences, strategies, and systems across countries. Direct support to countries to select performance indicators and establish monitoring systems. Examples of support from the Vaccine Alliance Partners

8. D4M IMPLEMENTATION FRAMEWORK 2020 Goal: All Gavi countries are using data to oversee and manage key aspects of their immunization supply chain, specifically around availability of vaccines at the service delivery level, quality of storage and transport conditions, and efficiency of stock management, and are able to measure improved performance. 2017-2019 guidance to be used in the supply chain system optimization efforts development of a pool of consultants trained to conduct data and system assessments, and work on improvement plans provide technical assistance to countries to help them set up systems to utilize the recommended indicators ensure complementarity of work with partners working in this field (and on other supplies) 2016 dashboards – visibility to districts in 10-15 countries help influence countries in their choices and implementation of data systems but also influence information system providers, partners and NGOs working in this field to align their products development of a pool of consultants trained to conduct data and system assessments, and work on improvement plans (e.g. cEVM) 2015 Data standards and use guidance finalized. Knowledge-sharing repository established. Guidance document regarding functional standards LMIS developed. Reports with recommendations/lessons learned from findings and country assessments disseminated. Implementation/upgrade of LMIS software in 5-7 countries conducted 8

9. DASHBOARD GUIDANCE OVERVIEW SCOPE Guide users on how to collect, visualize, analyse and interpret the data that is needed to manage in-country supply chains Respond to various maturity levels, non-prescriptive, and be dynamic as context and systems change TIMELINE Mid-November consultation Mid-December collate consultations and inputs into revised document End Q1 2015 final draft of guidance Q2 2015 in-country engagements 2015 – 2016 dissemination and guidance implementation Page: 9 What is a dashboard Dashboard Elements How to deploy Measures & visualisation Resources & budgeting

10. SMALL GROUP WORK A COUNTRY PERSPECTIVE Consider the approach and work plan presented as well as the reference documents from a country perspective. Prepare to share in plenary. Usefulness would it useful to help monitor your program? how would you use it? Country readiness could it be implemented now? if not, what are the gaps to solve before the country is ready? if yes, are there any remaining gaps or risks and how can they be mitigated? Data sources where would the information and data come from? Taking action would the different levels in the chain be able to make decisions based on this type of information? Reference Documents Measure performance framework 1 – 2 draft measures

11. Consider the approach and work plan presented as well as the reference documents from an industry perspective. Prepare to share in plenary. Usefulness would this be useful to developing and ensuring standardization among software and systems? how would you use such type of guidance? Implementability does the system you work on include this type of data and indicators? if so, what are the current challenges? if not, would you consider including indicators? to what extent is it realistic that you consider including some standardization? what else would you need? Taking action is the system you work on implemented in any country? what does the country use these for? who is using it in country? what are the challenges you have encountered or anticipate to encounter in relation to data and indicators? would any of this guidance help? Reference Documents Measure performance framework 1 – 2 draft measures SMALL GROUP WORK AN INDUSTRY PERSPECTIVE

12. BROADER ICT IMMUNISATION DISCUSSIONS Root Causes Systems (do not collect the right data and do not provide enough analytical support) Tools & Technology (not adequate to allow easy data collection, reporting & analysis) People (not enough feedback / lack of incentives to collect & use data) Different Users and Objectives (global-country and intra-country) Can create tensions Multiple Levels Strategic Tactical / Management Operational Existing Examples of Dashboards (or use of data analytics) Supply Chain TV (Logistimo and Bulletin Board) Offline/Transportable functionality (Village Reach and use of Tableau) One interface (JSI and vLMIS, cLMIS, tLMIS) Supply Chain Linkage to Health & Demographic Data Page: 12

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