ITN Campaign Digitalization Matrix

Step 1 of 10

This digitalization decision-making matrix is designed to help national malaria programmes and their implementing partners analyse their operational needs and context and decide whether to digitalize their insecticide-treated nets (ITN) mass campaign. The decision-making matrix will support discussions and decisions about the extent to which digitalization will be deployed, incorporating different factors and elements specific to the local context.

Digitalization of a campaign can mean several things in terms of scope and scale. While many national malaria programmes are using digital platforms for recording and aggregating household registration and ITN distribution data, digitalization is also expanding to other ITN campaign components and activities, including microplanning, social and behaviour change (SBC), supply chain management, supervision, monitoring, evaluation, and payments.

Refer to AMP's The use of digital tools to improve the operational efficiency of ITN campaigns guidance document for information about how different ITN campaign components can be digitalized to improve operational effectiveness.

The digitalization decision-making matrix is made up of

Operational needs:

The operational needs section of the decision-making matrix is designed to support national malaria programmes to think about their operational needs in detail. This process allows countries to (1) understand and align on the need and reason to digitalize the campaign, and (2) determine the scope and scale at which digitalization may be possible or required.

Context analysis:

The context analysis section of the decision-making matrix is designed to support national malaria programmes to analyse the context in which they operate, particularly the different elements that may affect digitalization. The context analysis helps national malaria programmes consider how to plan and budget for the digitalization of the different components of their ITN mass campaign, leveraging on identified existing digitalization initiatives and experiences within the country.

Planning and budgeting checklist:

The planning and budgeting checklist brings together the operational needs and context analysis sections. It lists the steps that national malaria programmes should consider to properly plan and budget for the digitalization of all or parts of their ITN mass campaigns. The planning and budgeting checklist should be used to develop the digitalization plan of action and the detailed budget.

View the Checklist (Excel)

Risks:

This section lists examples of the potential risks associated with digitalization of campaign activities by campaign area, as well as possible mitigating measures that national malaria programmes should consider when developing the risk assessment and mitigation plan for the deployment of digitalization. This list is an example only and is not exhaustive of all possible risks associated with digitalizing an ITN campaign.

View the Risk Register (PDF)

Operational needs

The following questions will help national malaria programmes decide whether to digitalize their planned ITN mass campaign and, if so, to what levels and for which campaign components or activities. The use of digital tools to improve the operational efficiency of ITN campaigns, which provides information about different campaign activities, their current challenges and possible digital solutions, should be used as a reference when completing this section.

The operational needs analysis is broken up into two sections:

The first section has drop-down menus to select the answers. Considerations based on the selected answer will appear automatically.
The second section is a combination of drop-down menus and text entry that requires input and descriptions from the user.

1a. Were there issues in previous ITN campaigns that might be resolved by digitalization?

1b. Were the issues identified specific to one campaign component (e.g., payment to campaign actors) or did they affect campaign components more broadly (e.g., data collection and feedback mechanism)?

Prioritize that specific campaign component within your overall digitalization plan and budget for the ITN campaign. Consider whether you want to expand digitalization to other components of the campaign to improve overall campaign efficiency. There is a section in the matrix that will support decision-making around campaign components to be digitalized.

Review the campaign components that were most affected and determine which could be resolved through digitalization. Prioritize the components that should be digitalized first in case of funding constraints. There is a section in the matrix that will support decision-making around campaign components to be digitalized.

1c. Were the issues you experienced found in some or all geographical areas targeted?

Decide whether you will focus your digitalization on areas that had problems in the previous campaign or whether you will expand to all areas targeted for the campaign. This will need to be considered in light of resources available for digitalization, as well as infrastructure capacity. The context analysis should support this decision-making.

Consider whether it is feasible in terms of resources and infrastructure to digitalize in all targeted areas or whether you will need to limit your digitalization to certain targeted areas. If you will need to limit your digitalization to certain targeted areas, identify the critical factors that you will consider to decide where you will use digital tools. The context analysis should support this decision-making.

2. Do you want to improve specific or all components of the ITN campaign using digitalization?

The national malaria programme might consider digitalizing only a specific component (especially if there is limited experience in digitalization) during this campaign and extending the scope of digitalization in subsequent campaigns when more experience has been gained. However, digitalizing a specific campaign component presents an opportunity to digitalize other campaign components and national malaria programmes may want to consider additional digitalization options.

Consider whether there are "non-digitalized" components from previous campaigns that are worth maintaining because they worked very well, were cost efficient, and provided the required results.

Consider how digitalization can improve operational efficiency by looking at lessons learned from previous campaigns that have piloted or deployed full scale digitalization (ITN mass campaign, SMC etc.) and consulting AMP guidance on the different campaign areas that can be digitalized. Refer to The use of digital tools to improve the operational efficiency of ITN campaigns.

Consider how digitalization can improve campaign implementation and outcomes by looking at lessons learned from previous campaigns that have piloted or deployed full scale digitalization (ITN mass campaign, SMC etc.) and consulting AMP guidance on the different campaign areas that can be digitalized.

Consider whether there are "non-digitalized" components from previous campaigns that are worth maintaining because they worked very well, were cost efficient, and provided the required results.

3. Why do you want to digitalize parts or all of your ITN campaign?

Improve campaign efficiency

Requirement from donors

Requirement from Ministry of Health / Government

Improve data quality and accountability

Improve geographical targeting

Other countries and programmes are digitalizing

Cost savings

Other (please specify)

Please specify:

4a. Is there government support for digitalization of data?

Having government support facilitates access to and mobilization of resources, including funding and technical resources that may not be available within the national malaria programme. You should identify their potential roles and responsibilities to support their involvement in the digitalization of the ITN campaign and ensure strong coordination.

This “digitalization decision-making matrix” should help you develop a digitalization plan of action and detailed budget which can be used to advocate for funding and technical support from ITN campaign partners.

4b. Is there ITN campaign partner funding support for digitalization of data?

Having partner support facilitates access to and mobilization of resources, including technical resources that may not be available within the national malaria programme. You should identify their potential roles and responsibilities to support their involvement in the digitalization of the ITN campaign and ensure strong coordination.

This “digitalisation decision-making matrix” should help you develop a digitalisation plan of action and detailed budget which can be used to advocate for support from funding partners.

Before deciding to digitalize all or part of the ITN campaign, it is important to think through the objectives and desired results of digitalization. This is critical to inform a strong design of the digital solution, including identification of possible mitigating measures for risks that may arise in transitioning to digitalization. A brief example (in blue font) has been developed below for your reference.

Use the drop-down menu to choose the campaign activities that will be digitalized. The use of digital tools to improve the operational efficiency of ITN campaigns provides details about possible digital solutions for different campaign components. It should be used as a reference when completing this section.

Campaign activity to digitilize	What is the objective of your digitalization?	What is the desired outcome you wish to achieve?	Risk - refer to the risk register	Potential mitigation measure(s)
Household registration (HHR)	Near real-time HHR data availability to allow for identification of quality issues (such as missed settlements) and support high-quality HHR and complete and timely results.	75 per cent of data from HHR is available within 48 hours after each registration day to facilitate decision-making Improved feedback mechanism to field teams to ensure improvements in quality and coverage.	Data input errors may lead to incorrect decisions being taken.	Ensure training emphasizes practical exercises so that participants have the opportunity to work with devices for data entry and transmission. Plan and budget for data managers that will be responsible for data cleaning and analysis and sending feedback to field teams to ensure timely corrective action. Plan for in-built controls in the application.

Campaign Activities:

Campaign activity to digitalize?

What is the objective of your digitalization?

What is the desired outcome you wish to achieve?

Risk - refer to the risk register

Potential mitigation measure(s)

(Click on the + button to add more campaign activities.)

Context analysis

The following questions will help you assess your operating context and inform the planning and budgeting process.

National malaria programme and Ministry of Health (MoH) experience in digitalization

1a. Has the MoH established digitalization for any programmes?

Where digitalization has been established within the MoH, the national malaria programme may be able to leverage on experiences to date to support the planning and budgeting process. Where digitalization has been established, there may be existing resources that can be used (e.g. technical capacity, devices, platforms, etc.).

1b. List the programmes that are digitalized and indicate the scale of the digitalization (e.g. immunization campaign data is digitalized nationally) and the level at which information is digitalized (e.g. household or health facility).

2a. Do you (the national malaria programme) currently digitalize any activities (SMC, indoor residual spraying (IRS), insecticide-treated nets (ITNs), mass drug administration (MDA), malaria indicator survey (MIS), etc.)?

National malaria programme experience with digitalization of activities will facilitate the planning, budgeting and implementation process for the digitalization of the ITN campaign. Where digitalization of activities has been implemented, there may be existing resources that can be used (e.g. technical capacity, devices, platforms, etc.).

2b. Do you (the national malaria programme) have experience implementing digitalized ITN campaigns?

Experience in digitalized ITN campaigns will facilitate the planning, budgeting and implementation process for improving or expanding the digitalization of the planned ITN campaign.

Having no or very little experience in digitalization of the ITN campaign will require additional time for decision-making, planning and budgeting. It may also require additional time and investment in human resources capacity, procurement, supervision and monitoring (amongst others).

2c. To what extent did the digitalization process in previous ITN campaigns achieve set objectives?

Consider whether to expand the digitalization process to other target areas (if the digitalization was not in the entire area targeted by the previous campaign) and campaign components (e.g. include supply chain management if only household registration and ITN distribution were previously digitalized). Identify the strengths and opportunities that contributed to the objectives being met and whether these are still applicable for the planned campaign. Highlight any new opportunities and threats to digitalization of the planned campaign (e.g. growing insecurity) and if/how they can be mitigated.

Undertake a problem analysis to identify the root causes for why objectives were only partially met and determine whether and how these causes can be mitigated. Identify the strengths and opportunities, as well as weaknesses and threats, that led to the partial achievement of objectives and whether these are still applicable for the planned campaign. Highlight any new opportunities and threats to digitalization of the planned campaign (e.g. growing insecurity) and assess if/how they can be mitigated.

Undertake a problem analysis to identify and list the root causes for why objectives were not met and determine whether and how these causes can be mitigated. It will be important to address previous issues for digitalization of campaign components before considering expanding the digitalization to other components.

3a. List the activities that are digitalized and indicate the scale of the digitalization (e.g. SMC digitalized in four of sixteen districts) and the level at which information was digitalized (e.g. household or health facility).

3b. Were there any challenges in the digitalization of these activities?

If there were issues in digitalizing these activities, consider a problem analysis to identify the root causes of the challenges and determine whether and how these can be mitigated for the ITN campaign digitalization. For example, if the issue was a lack of technical support, consider whether additional ICT capacity will need to be recruited, trained, and deployed during implementation.

3c. If there were challenges in the digitalization of activities, please list the most significant challenges faced.(Required)

Experience with digital platforms

4a. List all data collection tools or platforms that you have used for your ITN campaigns.

4b. Which of the tools or platforms that you have used for your ITN campaigns do you think achieved most of your objectives?

If you have used a tool or platform that achieved most of your objectives, determine whether the same tool or platform is capable of meeting your needs for the planned ITN campaign, including for any additional components that you plan to digitalize.

If none of the tools or platforms that you have previously used for your ITN campaigns achieved your objectives, you should undertake a problem analysis to determine the root causes and whether the tools or platforms can be adapted to meet your needs. If not, you will need to consider other tools and platforms for your planned ITN campaign. See the features table.

5a. Do any staff of the malaria programme at the national level use digital platforms (DHIS2, ODK, etc.) for collection and management of health data?

If staff are using specific tools or platforms, determine whether these same tools and platforms can be adapted or modified for use during the planned ITN campaign to build on the experience that has already been gained.

Consider selecting tools or platforms that are "easy to use" and designed for audiences with limited ICT knowledge and experience. Ensure that planning and budgeting includes sufficient training, supervision and technical oversight for the deployment of the digital platform for the planned ITN campaign.

5b. Do any MoH staff at the district level use digital platforms (DHIS2, ODK, etc.) for collection and management of health data?

5c. Do any MoH staff at the health facility level use digital platforms (DHIS2, ODK, etc.) for collection and management of health data?

6a. Is there a national malaria repository where data collected in the campaign should be integrated?

Consider whether it is possible for the digital tool or platform that you are planning to use for the ITN campaign to support integration of data in the repository as it is currently, or whether it will need modifications.

6b. Are data on households or populations collected by other campaigns (IRS, SMC, immunization, neglected tropical diseases [NTD], nutrition, etc.) available for use for the planned ITN campaign?

Consider whether it is possible for the household or population data to be integrated into the digital tool or platform that you are planning to use for the ITN campaign and if a budget or technical support would be required to do this.

6c. Is there a central georegistry or census database that the household registration data should feed back into?

Consider whether the data collected with the tools or platforms selected for the ITN campaign can be integrated into the registry and if a budget or technical support would be required to do this.

6d. Is there a Logistics Management Information System (LMIS) that can be used for the campaign and/or that campaign data should feed into?

Consider whether the data collected with the tools or platforms selected for the ITN campaign can be integrated into the LMIS and if a budget or technical support would be required to do this.

7a. Have you (national malaria programme) decided on what digital platform to use for digitalization of the planned ITN campaign?

The use of digital tools to improve the operational efficiency of ITN campaigns includes a table of platforms and features that can support decision-making based on operational needs and context.

7b. Which tool or platform have you decided to use?

Existing ICT support/tools within the national malaria programme/MoH

8a. Do you (national malaria programme) have access to a dedicated ICT4D department or team to support the planning and implementation of campaign digitalization?

Ensure that all ICT4D capacity available to the national malaria programme has been identified (e.g. MoH departments, implementing partners, etc.) and representatives have been included in the membership of the digitalization sub-committee to leverage on experience and expertise, as well as technical and financial resources. Plan and budget for the engagement of ICT4D staff from external organizations, including from the private sector, if this is where most expertise is found.

Consider planning and budgeting for technical support for digitalization. Where resources are sufficient, national malaria programmes may create a standalone ICT4D team to support the digitalization of the ITN campaign.

8b. Did you (national malaria programme) budget for the recruitment of an ICT4D team in your ITN campaign budget or another budget?

Consider the tools or platforms that you are going to use and review the plan and budget for the ICT4D team to ensure that it aligns with your existing funding. If the budget is insufficient based on the decisions that you have taken, ensure that you include additional funding needs in the ITN campaign budget.

Consider the tools or platforms that you are going to use and develop a plan and budget for resource mobilization for the ICT4D team. Determine whether you can include the costs for the ICT4D team in your ITN campaign budget.

9. Have you (the national malaria programme) or other MoH departments obtained devices for data collection that could be used for the ITN campaign?

Based on your decisions about digitalization, you will need to undertake an inventory of available and functional devices at all levels (e.g., health facility, district, region, national) and quantify the additional devices required. Ensure that you have funding available and undertake early procurement of any additional devices.

You will need to quantify the devices required based on your decisions about digitalization. Ensure that you have funding available and undertake early procurement of any devices.

Digital landscape in the country / region

Number of regions targeted for the ITN campaign

Number of districts targeted for the ITN campaign

Are any regions considered complex operating environments?

If digitalization is possible in these regions, ensure that planning and budgeting have considered personnel and device security and any additional factors that may require adaptations and additional resources (e.g. more ICT4D personnel deployed as movement within the region is limited).

If digitalization is not possible in these regions, ensure that planning and budgeting include paper-based tools for data collection. Where a hybrid system will be used (digital and paper), ensure that training agendas and materials are developed specific to each strategy.

Are any districts considered complex operating environments?

If digitalization is possible in these districts, ensure that planning and budgeting have considered personnel and device security and any additional factors that may require adaptations and additional resources (e.g. more ICT4D personnel deployed as movement within the district is limited).

If digitalization is not possible in these districts, ensure that planning and budgeting include paper-based tools for data collection. Where a hybrid system will be used (digital and paper), ensure that training agendas and materials are developed specific to each strategy.

10a. Of the targeted districts for the ITN mass campaign, how many have mobile phone network coverage, including for internet, above 50 per cent?

For districts with less than 50 per cent mobile phone network coverage, consideration should be given to digitalizing at the health facility or district level. If digitalization is desired from the household level, plans and budgets should include requirements (such as MiFi) for this to be achieved.

For districts with more than 50 per cent mobile phone network coverage, national malaria programmes may consider digitalization at the community or household level.

During microplanning (or before microplanning if possible), ensure that a list of all mobile providers and their areas of strong network is compiled. Any communities that do not have mobile network access should also be identified during microplanning to ensure plans and budgets address expected challenges with connectivity.

10b. Of the targeted districts for the ITN mass campaign, how many have smartphone penetration above 50 per cent?

For districts with less than 50 per cent smartphone penetration, you should plan and budget for extra time to be spent on practical exercises during training to ensure that participants become familiar with the devices to be used. Note that additional training time on devices should not detract from other areas of training to ensure high quality implementation, which may require additional days for planned training sessions.

For districts with more than 50 per cent smartphone penetration, national malaria programmes may consider use of individually owned devices for the ITN campaign digitalization. Familiarity with smartphones and tablets may mean training time spent on use of the device can be reduced to allow for sufficient focus on other areas of training to ensure high quality implementation.

10c. What percentage of the population uses social media?

The use of social media as a communication tool in ITN mass campaigns is becoming very popular. Social media is a way to share critical campaign information in an innovative and timely manner. There are several organizations that track and publish information on social media use such as Data Reportal (https://datareportal.com/), Statcounter global statistics (https://gs.statcounter.com/) and others.

10d. List the different social media platforms that are utilized in the targeted area, including their percentage of the market.

11. Of the targeted districts for the ITN mass campaign, how many have stable electricity access in at least 50 per cent of the district?

For districts with less than 50 per cent with stable electricity access, you should plan and budget for power banks.

Even for districts with more than 50 per cent with stable electricity access, you will need to quantify and budget for power banks as a back-up and to fill any gaps.

Risks and possible mitigation measures for digitalization of ITN mass distribution

Download Printable Version (PDF)

The following is a list of potential risks associated with digitalizing ITN mass campaign activities, as well as possible mitigation measures that national malaria programmes should consider. Note that both risks and mitigation measures are not exhaustive. National malaria programmes should work with their digitalization sub-committee and ICT team to identify other potential risks that might be specific to their operating context. The risk assessment and mitigation measures for the digitalization should be included in the overall campaign risk assessment and mitigation plan and, as per the other risks identified, the status for each should be updated on a regular (minimum monthly) basis. Planning for the piloting or deployment of a digital platform should include a full risk and mitigation plan (heat map, risk owner, etc.) developed by the digitalization sub-committee. Refer to page 41 of AMP toolkit, Chapter 5, Brief 3: Risk mitigation planning.

Campaign area	Example risks	Example mitigation measures
Macroplanning	A digitalization strategy and plan of action is not developed in time, leading to delayed decision-making on the digitalization needs for the campaign and, subsequently, to overall campaign implementation delays.	Ensure that a digitalization sub-committee and/or the ICT4D technical experts are recruited at least ten to twelve months before campaign implementation, and that their terms of reference (ToR) include the development of a detailed digitalization plan of action (DPoA), including timeline and budget.
Macroplanning	Insecurity at field level or in challenging operating environments (CoE) may lead to theft of GPS devices, as well as put the lives of staff in danger given that devices can be highly sought-after commodities.	Ensure that areas with high insecurity have been identified during macroplanning. Once identified, determine approaches that can be considered including (1) deciding to maintain paper-based data collection in areas at high-risk, (2) planning advocacy meetings with security agencies/local leaders etc. to discuss options for ensuring security of personnel and devices, or (3) planning other options based on the context. Base the plans, quantification and budget for digitalization on the decisions taken related to insecurity. Plan for Mobile Device Management (MDM) software that can lock, erase and remotely locate and access devices. If no MDM software budget is planned, consider using "community-owned" devices wherever possible to mitigate against loss of devices.
Microplanning	Inadequate or insufficiently detailed information is requested or collected in advance of microplanning workshops concerning digitalization, leading to incomplete plans and budgets that may negatively affect implementation quality.	Ensure that the digitalization sub-committee and/or the ICT4D technical experts develop the list of information to collect for digitalization in advance of the microplanning workshops. As possible, ask for information to be sent from districts back to the national level in advance of the workshops to provide feedback as needed to improve information quality.
	The profiles of people selected for microplanning, both as facilitators and as participants, lead to insufficient detail and quality in the digitalization microplans, negatively affecting the implementation of campaign activities.	Ensure that planning and budgeting for the microplanning fully incorporates the digitalization aspect. Expand the number of facilitators and participants to ensure sufficient focus on digitalization: detailed microplanning is a major step towards mitigating other implementation challenges. Ensure that facilitators and participants identified for the digitalization component understand the technology and the platform that will be used for different campaign components (e.g. microplanning, household registration, ITN distribution, payments, etc.).
	The microplanning process is planned too late in the campaign process or is delayed, leading to a gap in critical information needed to finalize quantification and procurement in advance of implementation.	Plan for alternative methods for the collection of critical microplanning information (such as network availability) if the microplanning process is planned late or may be delayed. This may include working with MoH or implementing partner staff (at field level) to gather the required information through easy-to-use data collection tools and ensuring the information is sent to the central level as early as possible to finalize quantification and procurement, as well as budgeting.
	Lack of confidence in the accuracy of geospatial data (population estimates, travel distance, previously unknown areas/housing/settlements, etc.) by local authorities.	The microplanning workshop agenda should include time for triangulation and validation of data from other sources. Sufficient time should be allocated to discuss specific examples and build confidence in the use of geospatial data as a basis for planning.
	Lack of familiarity with Geographic Information System (GIS) technology among campaign personnel.	Ensure that the ICT4D team includes personnel with strong GIS profiles/experience. In addition, training on geospatial modules to equip the teams with basic understanding and familiarity with maps and use of Global Positioning System (GPS) data will help reduce the risk of errors (at all stages of the campaign) that are due to lack of familiarity with GIS. Ensure that microplanning agendas for the training of facilitators and the workshops themselves are adjusted to include additional time to familiarize participants with GIS/GPS data use.
	Limited internet connectivity for downloading and/or printing capabilities could mean that high resolution maps will not be available for the microplanning process.	Before the microplanning process, assess internet connectivity in the areas where the microplanning workshops will take place. Allocate enough budget for internet connectivity during the microplanning training of facilitators and workshops. If internet connectivity is weak and the downloading and printing of high-resolution maps is not possible at the level where the microplanning workshops will take place, consider printing maps at the national level (either private sector or within United Nations or other partner organizations) to maximize the accuracy of microplanning mapping and benefit from potential triangulation of population and population location data.
	There may be existing restrictions in collecting data locally from government institutions.	Comply with local government data policy and stick to what is available to mitigate any risk of liability. Address correspondence to the authority stating why you need the data and how they will be used.
	Some of the information required for microplanning for digitalization (e.g. mobile phone coverage in hard-to-reach areas) may not be available in advance of or during microplanning workshops. In insecure areas, access to mobile phone networks may vary depending on the context.	If critical information cannot be obtained through other means or is likely to change significantly between planning and implementation, consider options (such as MiFi or local hotspots) or maintaining paper-based data collection where appropriate. Where paper-based data at the registration/distribution team level is maintained, consider options for digitalization of the data as early as possible in the data transmission circuit (e.g. health facility or sub-district level).
Training	Training in digitalization component of the campaign might not be of the required standard, leading to gaps in knowledge and skills at all levels of personnel which, in turn, is likely to lead to poor campaign implementation and outcomes.	Ensure that ICT4D teams are included as facilitators (and have contributed to the development of the training manual) of the ToT at central and district level. ICT4D staff members should be included in planning and budgets for monitoring of decentralized training sessions to ensure quality.
Training	Training focus may shift towards the devices and the digital data at the expense of other crucial campaign areas such as ITN accountability and social and behaviour change (SBC).	Ensure sufficient time is allocated in the training agendas at all levels for both the technical (theme-specific) and digitalization aspects of the campaign. As needed, increase the number of days for training to ensure that all topics are sufficiently covered.
Household registration	Lack of familiarity with digitalization devices at the field level leads to errors in data entry.	Make familiarity with mobile devices a prerequisite for recruitment. Where this may be challenging, ensure that sufficient time is spent during training to give participants time to familiarize themselves with the use of mobile devices, which may require extending the training session time. Consider using community leaders and non-tech savvy volunteers and community members for other ITN campaign activities that do not require use of devices, such as crowd control and verification that people are at the right distribution point. Make sure the questionnaire designed to collect the required data has limited free text entry and includes automatic logic checks for inconsistent data. Test the filling in of the questionnaire on the devices before deploying it.
	Over-focus of teams on the digital data collection at the expense of other household-level activities, including dissemination of SBC messages.	Ensure that supervision checklists include all aspects of the household registration and that supervisors focus on both the data collection and the other aspects of the registration, including the SBC.
	Inconsistent electricity supply leads to devices not being charged regularly.	Ensure that power banks are provided to areas with inconsistent electricity supply. Ensure the application or platform selected has an offline data collection option. Make sure that the microplanning process identifies these areas. Use the MDM software to block installation of apps and make sure other unnecessary apps are deactivated and not consuming battery life.
	Data input errors lead to decision-making based on incorrect data/information.	Improve training so that participants can practise inputting information. Improve supervision of door-to-door and fixed distribution point teams and ensure that step-by-step standard operating procedures (SOPs) are available for teams and supervisors to use. Ensure monitoring of household registration (either internal or independent). Train data managers to ensure that data submitted daily are checked for errors and feedback is provided as quickly as possible for corrective action. Build controls into the questionnaire to mitigate predictable errors.
	The use of "community-owned" devices that do not meet basic minimum technical requirements may lead to delays in implementation.	Ensure that a minimum standard for technical requirements of devices is established so that devices can operate with the selected data collection platform.
	Poor to no internet connectivity to upload collected data.	Ensure that microplanning includes mapping of areas of coverage for different telecommunications companies operating in the country. Make sure that the chosen digital solution allows for offline data collection. Provide mobile devices with enough capacity to handle data collected. Identify the closest network coverage area to synchronize with the server. Consider a paper-based option or back-up.
	Insecurity at field level or in COE may lead to theft of devices critical to the digitalization process, as well as putting the lives of staff in danger given that mobile devices can be highly sought-after commodities.	Ensure that areas with high insecurity have been identified during macroplanning and verified during the microplanning process. Once identified, determine approaches that can be considered including (1) maintaining paper-based collection in areas at high risk, (2) organizing advocacy meetings with security agencies/local leaders etc. to discuss options for ensuring security of personnel and devices, or (3) other options based on the context.
Supply chain	Lack of familiarity with digitalization devices/processes throughout the supply chain leads to errors in data transmission that affect ITN accountability.	Ensure that logistics staff (at all levels) are properly trained in the digitalization process and protocols, and have time to practise the use of the digital tools for record-keeping. Track data submitted against data expected to be submitted and proactively investigate data not transmitted in time using the platform or the MDM software.
Supply chain	Insecurity at sub-national storage levels or in COE may lead to theft of devices critical to the digitalization process.	Ensure that areas with high insecurity have been identified during macroplanning and verified during the microplanning process. Once identified, determine approaches that can be considered including (1) maintaining paper-based data collection in areas at high risk, (2) organizing advocacy meetings with security agencies/local leaders etc. to discuss options for ensuring security of personnel and devices, or (3) other options based on the context.
Social and behaviour change	Households with low access to digital tools (e.g. mobile devices, internet connection etc.) are not receiving key SBC messages.	Ensure that the digitalization plan of action uses data (such as phone and smartphone penetration, social media use, etc.) to inform decisions about SBC and use of digitalization and online platforms for message dissemination. Ensure that the microplanning process identifies areas/populations with little to no access to digital tools and that alternative SBC activities and message dissemination channels are identified to increase reach to all targeted households.
ITN distribution	Lack of familiarity with digitalization devices at the field level leads to errors in data entry during ITN distribution.	Make familiarity with mobile devices a prerequisite for recruitment. Where this may be challenging, ensure that sufficient time is spent during training to give participants time to familiarize themselves with the use of mobile devices, which may require extending the training session time. Consider using community leaders and non-tech savvy volunteers and community members for other ITN campaign activities that do not require use of devices, such as crowd control, and verification that people are at the right distribution point. Develop SOPs for the devices and troubleshooting that data collectors can quickly refer to for guidance. Ensure the SOPs include procedures for when and how to escalate an issue, as well as to whom, before it becomes critical.
	Inconsistent electricity supply means that devices may not be charged regularly.	Ensure that power banks are provided to areas with inconsistent electricity supply. Make sure that the microplanning process identifies these areas.
	Data input errors mean that decisions might be taken on incorrect data/information.	Improve training so that participants can practise inputting information. Improve monitoring of ITN distribution data submitted online for identification of data errors. Build in controls in the application to automatically catch common errors.
Supervision	Data collected does not allow for easy identification of errors and targeting of corrective measures.	Make sure that metadata are enabled when completing the questionnaire to collect device ID, time, date and geolocated data to facilitate monitoring and corrective measures where needed.
Monitoring	Low or inconsistent internet access may mean that monitoring data are not received in real/near real-time, leading to delays in decision-making.	Ensure that areas of low or inconsistent internet connectivity are identified during microplanning and that alternatives (such as MiFi or other means of connectivity, transmission of data collected by SMS prior to synchronization to the database, etc.) are planned for these areas.
Payment	Insufficient cash at the point of payment	Coordinate with the preferred telecom network providing the mobile payment in each location and provide information about amounts and dates for payments to campaign actors to facilitate early planning.
Payment	Identification alignment between campaign workers and numbers provided for payment as, for example, when a phone is “borrowed” for payment purposes	Check with mobile telecom companies for technical means of mitigation, e.g. company provides one-off SIM card to each user.

Expanding the ownership and use of mosquito nets