Data-informed decision-making is the key for keeping shelves full

1. Data-informed decision-
making is the key for keeping
shelves full
17th
RHSC Meeting, Seattle, 2016
Mohammad Golam Kibria
Senior Technical Advisor-HIS, SIAPS Bangladesh
Management Sciences for Health (MSH)

2. Bangladesh Committed Targets (FP 2020)
• Reduce total fertility rate (TFR) from 2.3 in 2014 to 2.0
by 2021
• Increase the contraceptive prevalence rate (CPR) from
62.4% in 2014 to 75% by 2021
• Increase the percentage of long-acting permanent
methods from 8.1% in 2014 to 20% by 2021
• Reduce unmet need for FP commodities from 12.0% in
2014 to 10% by 2021
• Reduce the discontinuation rate to 20% by 2021
(currently 30%)

3. Reduced TFR and Increased CPR
Source: BDHS, CPS, BFS

4. Commitment: Bangladesh is the first country to commit to Take Stock!
Directorate General of Family Planning has been
an active member (300th
) of the RHSC since
2014.
Commitments:
1. Adopting the two FP2020 indicators of the
Coalition’s harmonized suite of indicators and
submitting data to FP2020 by 2016
2. Making all data relating to stockouts of
reproductive health commodities publicly available
by 2016 (
https://scmpbd.org/index.php/lmis-dashboard)
3. Between now and 2017, reduce the stockout
rate of reproductive health supplies from 2% to
1% at Service Delivery Point (SDP) Level

5. Key actions
• Information on RHSC Take Stock commitments and Revised
FP2020 Indicators shared with Family Planning managers at all
levels
• Routine Tracking through DGFP eLMIS to identify the SDPs having
stock out and take immediate actions
• Discussion on Stockout is on the agenda of the monthly
coordination meeting
• Assigned HR to track the stock status at all levels
• Issuance of appreciation letter to the Successful District Mangers
for eliminating stock-out on monthly basis
• Generation of Management Reports- Stock Status Report,
Logistics Report
• Implementation of advocacy and sustainability plan to takeover
the eLMIS

6. Results: Bangladesh FP Commodity Stock-out*
*Data as of Aug 2016;
Source: (https://scmpbd.org/index.php/lmis-dashboard)

7. Indicator Total (US $)
Couple Year Protection (CYP) 154,559,198
No. of pregnancies averted 88,319,608
No. of births averted 57,977,474
No. of infant mortalities averted 2,726,115
No. of under five mortalities averted 3,507,566
No. of maternal mortalities averted 330,448
No. of abortion averted 25,427,461
No. of unsafe abortion averted 16,951,589
Disability Adjusted Life Years (DALYs) averted
22,119,585
Cost savings (US$) 18,832,410,000
Total Cost CIP US $ (2016-2020) 1,377,360,000 (1:14)
Source: Costed Implementation Plan, Bangladesh, 2016-2010
Family Planning: Health and Demographic Projected
Impacts

8. Challenges
• Funding mechanism (public sector cost recovery is still an
underutilized approach)
• Government and donor-sustained commitment to ensure
contraceptive security and potential collaboration to
accelerate the progress toward good governance and
accountability in pharmaceutical management
• Culture of data-driven policy decisions (Forecasting Working
Group Meeting, Logistics Coordination Forum Meeting, etc.)
• Sustainability of the supply chain management tools
• Financial sustainability of the supply chain management
system

9. Challenges
• Ensuring feedback mechanism from upper tier/supportive
supervision visit
• Delay in taking actions based on information
• Retention of trained staff
• Improving the ICT infrastructure (IT equipment replacement)
and maintenance cost
• Staff motivation

10. • Leadership from the policy makers is key to tackle stockout
• Government needs to increase financial resources and ensure optimal
use of existing resources and HIS tools
• Continuous commitment by the service providers at the field and facility
level
• High visibility of data has profound motivating effects through both
recognition of excellence and accountability of poor performance
• Pro-activeness of the policy makers in reviewing the SDP Dashboard
Module and tracking data is important to ensure evidence-based
decisions
• The push notification system (Mobile Short Message Service) has been
facilitating the transition process for local managers from having a “data
producing role” to employing a “data use culture”, thus improving
decentralized decision making
• Attention needs to be given towards high rates of discontinuations and
unmet need

11. Thanks!!
mkibria@msh.org