Inside a training hall of a recent EPI leadership and management training session in Ngozi, a supervisor from Bujumbura Province sat back and said:
“The things I’ve learned in this workshop are things that are important to me. There are things I thought I knew, but this training opened my eyes, I still have a lot to learn.”
Nearby, a data manager from Rwibaga district added:
“I thought I knew about leadership, but this will help me to carry out my tasks properly, especially in terms of time management.”
These voices reflect a new momentum among Burundi’s Expanded Programme on Immunisation (EPI) staff. Through a targeted leadership and management initiative, frontline supervisors and data officers are gaining tools to strengthen immunisation services, not just through knowledge, but through action.
Identifying the Gaps
When the project began in April 2024, a diagnostic assessment revealed common challenges across five priority provinces. Provincial and district teams had limited input in planning processes, struggled to analyse data effectively, and lacked structured time for review meetings. Computer literacy was low. Coordination with community actors was inconsistent, and data often went unused in programme decisions. These gaps contributed to poor performance and accountability.
A Phased Approach to Strengthening Capacity
With support from Gavi and implementation by the Solina Consortium, the Ministry of Health launched a phased capacity-building model that runs through October 2025:
In-Class Training
Between July and August 2024, 126 provincial and district staff completed a week-long intensive course on leadership, programme planning, data analysis, and digital skills. The curriculum was developed based on the diagnostic findings, with modules designed to equip staff with practical tools for real-time problem solving. Participants engaged in group exercises, case studies, and role-plays, which encouraged peer learning and helped contextualise lessons within their local work environments. Safe Delivery App during training; giving them access to clinical refresher tools directly on their mobile devices.
On-the-Job Coaching
After the training, expert coaches visited each participant’s workplace to provide tailored mentoring. These sessions focused on applying key concepts in real scenarios—including how to prepare data-driven supervision plans, conduct effective review meetings, and follow up on performance gaps. Coaches used observational checklists and feedback tools to track progress and support sustained behaviour change.
Performance Tracking
To monitor learning outcomes, participants completed pre- and post-training tests. Results showed a 27% average knowledge gain, and 98% of attendees reported that the training addressed real challenges they faced in their roles. Feedback sessions also helped identify further capacity needs, feeding into the next phase of support.
Sustainability Planning
To embed learning into everyday practice, the Ministry of Health identified 19 focal persons to lead peer learning communities at the sub-national level. These focal persons are now facilitating regular reflection sessions, sharing solutions, and tracking use of newly introduced tools. Additionally, job aids, SOPs, and training manuals were developed and distributed to reinforce long-term use of the skills and tools introduced.
Results
Evidence of early improvements is already visible:
- In Ngozi, a new dashboard helped flag unusual vaccine wastage rates. The vaccine manager responded with an urgent follow-up.
- In another district, the tool revealed missed supervision visits, prompting quick corrective action.
- A planning guide for health programme managers and a supervision plan with clear SOPs are being finalised.
To deepen the shift toward accountable service delivery, the revised Performance Management System now features a step-by-step video tutorial guiding users on how to complete Individual Performance Contracts. This guide will be hosted on the Ministry of Health website.
The dashboard system has been fully rolled out in Ngozi and Rutana, with scale-up in the remaining three provinces underway. Importantly, these systems are not externally owned—they are being embedded into routine district work plans, and MoH teams are adapting and maintaining them.
Participants report clearer responsibilities, stronger decision-making, and growing confidence. As one provincial manager noted, “We are no longer waiting to be told what to do. We are making the plans ourselves.”
By investing in local leadership, Burundi is closing operational gaps and laying the foundation for a resilient, data-driven immunisation system. SCIDaR and partners remain committed to supporting this shift—but it is Burundi’s own health teams who are leading the way.
