Zambia Covid 19 Vaccination Strategy v15
Zambia Covid 19 Vaccination Strategy v15
COVID-19
VACCINE DEPLOYMENT
STRATEGY
A Plan to Roll-Out the C0VID-19 Vaccine
April, 2021
Table of Contents
FOREWORD 3
1. EXECUTIVE SUMMARY 9
2. INTRODUCTION 10
4. READINESS ASSESSMENT 22
7. REGULATORY PREPAREDNESS 2
16. ANNEXES 43
REFERENCES 52
FOREWORD
The Government of Zambia, through the Ministry of Health together with its
cooperating partners, plan to deploy a COVID-19 Vaccine as an integral part of
the overall National COVID-19 Response. This plan shall be executed in line with
global guidance and whose coordination is anchored in the Incident
Management Structure at all levels to ensure seamless coordination with all
relevant stakeholders through multi sectoral approach. The Immunisation
planning pillars embedded therein. The Zambia COVID-19 Vaccine Introduction
Plan that articulates the justification for introduction, objectives, strategies and
key actions that need to be undertaken to ensure that the country achieves the
required and acceptable levels for COVID-19 vaccine readiness for safe
deployment. Key pillars being addressed in the plan include: planning and
coordination, regulatory, prioritisation, service delivery, monitoring and
evaluation, vaccines, cold chain and logistics, safety surveillance, demand
generation and communication.
Working through these pillars, key actions shall ensure that the deployment of
the COVID-19 vaccine is deployed in a systematic approached informed by
local epidemiological data in Zambia. The plan provides an opportunity to
inform policy and provide guidance for planning, implementation, and
monitoring and evaluation of the COVID-19 Vaccination Introduction. The plan
is designed to provide up-to- date guidance on critical actions required for all
levels of service delivery, outlines the coordination structures and mechanisms to
be replicated at sub-national levels to ensure smooth planning and
implementation, monitoring and evaluation.
The Ministry of Health wishes to express its appreciation to those involved in the
development and finalisation of the Zambia COVID-19 Vaccine Introduction
Plan through financial and technical assistance.
The implementation of this plan shall not be possible the good work and
dedication of all relevant staff at various levels. We wish to urge all responsible
officers at the provincial and district in various capacities work diligently to
contribute to the successful deployment of this life saving vaccine. The Ministry
of Health assures all stakeholders of support to facilitate processes required to
ensure success in this exercise.
LIST OF CONTRIBUTORS
Ministry of Health
Dr Andrew Silumesii
Dr Abel Kabalo
Prof. Lloyd Mulenga
Dr Patricia Mupeta Bobo
Dr Daniel Makawa
Dr Francis Dien Mwansa
Dr Kalangwa Kalangwa
Mr Paul Chishimba
Mrs Josephine Simwinga
Mrs Bianca Chifwelu Hibweengwa
Mr Elesan Mshanga
Mr Guissimon Phiri
Ms Joan Njamba
Mrs Elicah Kamiji
Mrs Elizabeth Mushinda
Ms Princess L. Kayeye
Mr Joshua Siame
Mr Joseph Mupakile
Mrs Winfridah Mulenga
Mr Emmanuel Mubanga
Mr Eric Chisupa
Mr Obert Silwimba
Mr Sydney Kaweme
Mr Trust Mufune
Mr Frank Mtonga
Jhpiego
Dr Ameck Kamanga
Mr Chikusela Sikazwe
PATH
Mr Fred Njobvu
Ms Brenda Magula
Mr Brian Mashuakwa
Ms Casildah Lumanda
Mr John Zyambo
Ms Tamika Loloji
USAID
Dr Mutinta Nalubamba
Mr Liyoko Nyambe
Ms Kasanga Sakha- Zilifi
Ms. Mwewa Mondwa Siame
Mr. Mulubwa Chilambe
AMP Health
Mr Nkandu Chikonde
SSHE
Ms Sally Rose Mwachilenga
List of Abbreviations
1. EXECUTIVE SUMMARY
The country will request for doses that shall cover 46% of the total population
during Phase 1 and Phase 2 comprising 8,456,619 individuals. The first phase shall
cater for 3% of the national population (Tiers A and B) comprising individuals
essential in sustaining COVID-19 response and those most essential in
maintaining core societal functions. The additional 17% shall cover those
individuals at greatest risk of severe illness and death and their caregivers (7%)
as well as populations in congregate settings (10%). The remaining 26% shall be
covered in phase 2. In addition, there shall be plans for a “humanitarian buffer”
in case of humanitarian situations, deployments and other emergency related
situations.
2. INTRODUCTION
This plan has been developed in line with the November 2020 WHO & UNICEF
Interim Guidance on developing a national deployment and vaccination plan
(NVDP) for COVID-19 vaccines. This document shall guide national authorities
responsible for management, deployment, implementation and monitoring of
vaccination in the development their local deployment and vaccination plans,
designing strategies for deployment, implementation & monitoring; ensuring
alignment with other COVID-19 related plans and integration into the
governance mechanisms (Incidence Management Structures, IMS) as well as
engagement of partner agencies that support the processes.
country. Some of these efforts include a move from a strongly centralised health
system in which the central structures provided support and national guidance
to the peripheral structures to a more decentralized system.
In 2017, the number of health facilities in Zambia’s health system was at 2,922
health facilities. Of these 2,317 were government-owned health facilities (79%);
68 mission-owned (2%) and 584 privately owned health facilities (19%). At the
time, there were, 6 third level; 34 second level and 99 first level hospitals. Urban
health centers were 661 whereas rural health centers were 1161. Health posts
were 953 in total. (2017 Health Facility Listing)
The current life expectancy for Zambia in 2021 is 64.12 years, a 0.45% increase
from 2020. Zambia, like many Sub-Saharan countries, has high morbidity and
mortality. From 1996, infant and under-5 mortality has shown a consistently
decrease. However, since 2013-14, infant mortality has remained essentially
unchanged, 45 to 42 deaths per 1,000 live births in 2018. During the same period,
under-5 mortality has slightly declined from 75 to 61 deaths per 1,000 live births.
Neonatal mortality has remained at approximately the same levels, from 24 to
27 deaths per 1,000 live births.
The under-5 mortality rate differs by mothers’ education and province for the
ten-year period before the survey in 2018. Children whose mothers have no
education are more likely to die by age 5 (69 deaths per 1,000 live births) than
children whose mothers have higher education (47 deaths per 1,000 live births).
By province, under-5 mortality ranges from 26 deaths per 1,000 live births in North
Western province to 110 deaths per 1,000 live births in Luapula province.
In Zambia, 75% of children age 12-23 months have received all basic
vaccinations—one dose each of BCG, measles vaccine, three doses each of
DPT-HepB-Hib and polio vaccines. Only 1% of children did not receive any
vaccinations. Basic vaccination coverage varies by province and is highest in
Copperbelt (83%) and lowest in Luapula (67%). Basic vaccination coverage
increases with mother’s level of education, from 66% among children whose
mothers have no education to 88% among children whose mothers have higher
education.
According to the 2018 ZDHS, overall, 11.1% of adults age 15-49 in Zambia are HIV
positive. HIV prevalence is higher among women than men (14.2% versus 7.5%).
Among adults, HIV prevalence is twice as high in urban areas (15.9%) than in
rural areas (7.1%). HIV prevalence is highest in Copperbelt (15.4%) and Lusaka
(15.1%), which is nearly three times higher than Muchinga (5.4%) and Northern
provinces (5.6%). HIV prevalence among youth is higher in urban areas (5.3%)
than in rural areas (2.6%). HIV prevalence is higher among young women than
young men (5.6% versus 1.8%).
According to the 2016 WHO NCD country profile, 29% of all deaths in Zambia
are attributed to NCDs.
Table 1shows the prevalence of high blood pressure and diabetes as it increases
with age in both genders. These morbidities have been documented to have
higher risk of severe morbidity and mortalities in COVID-19 infections.
Table 1: Zambia Prevalence of metabolic risk factors by age and gender
The Zambia COVID-19 statistics Daily Status update provided on 12 January 2021
recorded a total of 29,757 cumulative cases since the first case was reported on
18 March 2020. The total number of recoveries were 21, 074 (71% of the total
number of cases). The cumulative number of deaths was 495 deaths of which
were: 170 COVID-19 deaths; 308 COVID-19 associated deaths and 17 deaths
pending classification. At the time of the report, the total number of active
cases was 8,188 cases, further broken down as 234 hospitalisations and 7,954 in
community management.
More cases being reported daily in the established 2nd wave than in the 1st
wave. The overall testing on
Mulobezi, Others average more than 6 times of
20 (37 …
that in first wave, but positivity
high and is still rising. As at 10
January, 1,161 new confirmed
Lusaka, 365
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Katete, 40
cases reported on a similar day
Kitwe, 49 Kabwe,
143 (352) a week earlier. Forty-six
Chipata, Ndola, (46) out of the 116 districts
52 140 reported cases on Sunday 10th,
Rufunsa, 74
which is a huge leap from 16
the previous 7 days (Sunday).
Figure 2: Distribution of Covid-19 cases as at 10 January 2021
By 10th January 2021, 27,728 confirmed cases and 469 deaths (CFR 1.7) had
been reported. A total 698,215 tests had been done with 4% positivity. About
74% (20,598) of confirmed cases have recovered and discharged leaving 6,661
active cases under care in health facilities or home care. Out of the 6,661 active
cases, 224 (3.4%) cases are admitted in health facilities in Lusaka (135 cases)
and 89 cases in eight other provinces). This is almost double the number
admitted a week ago 116 (5.5%). Out of the 224 admitted patients, 149 were on
oxygen and 19 in critical condition.
The Epi curve in Figure 3: below shows COVID-19 confirmed cases from 18th
March 2020 – 10th January 2021 and illustrates a first peak between June and
August and a second peak from December 2020. As at 11 Jan, 2021 regarding
cumulative COVID-19 deaths, the majority (71%) were classified as community
(BID) while 29% were facility deaths. Of the deaths recorded so far, 79% were
recorded in Lusaka, 13% on the Copperbelt and the remaining 8% from the rest
of the country.
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The Epi curve in Figure 3: above shows COVID-19 confirmed cases from 18th
March 2020 – 10th January 2021 and illustrates a first peak between June and
August and a second peak from December 2020. As at 11 Jan, 2021 regarding
cumulative COVID-19 deaths, the majority (71%) were classified as community
(BID) while 29% were facility deaths. Of the deaths recorded so far, 79% were
recorded in Lusaka, 13% on the Copperbelt and the remaining 8% from the rest
of the country.
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Figure 8: COVID-19 Cases by Province (18 March2020 to 9 February 2021)
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Lusaka (39%) and Copperbelt (17%) provinces have recorded the highest
number of COVID-19 cases while Western (3.2%) and Northern Provinces (3.0%)
have recorded the least.
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Lusaka (84%) and Ndola (6%) districts have recorded the highest number deaths
since the start of the pandemic.
Symptoms can include fever, cough and shortness of breath. In more severe
cases, infection can cause pneumonia or breathing difficulty, and can be fatal.
Symptoms are similar to the flu (influenza) or the common cold, which are more
common than COVID-19; which is why testing is required to confirm if someone
has COVID-19.
people of any age to be infected with the virus, but so far there are relatively
few cases of COVID-19 reported among children.
Scientists throughout the world have accelerated the process to develop safe
and effective COVID-19 vaccines. These provoke an immune response that can
block or kill the virus if a person becomes subsequently infected, without causing
the disease. As part of the global efforts for rapid development of a safe and
effective COVID-19 vaccine, various scientific techniques like the use of different
viruses or viral parts are being developed. The vaccine development process
has been fast-tracked and multiple platforms are under development. Among
those with the greatest potential for speed are DNA and RNA-based platforms,
followed by those for developing recombinant-subunit vaccines.
4. READINESS ASSESSMENT
integrity checks for private facilities and non-routine vaccine handling facilities is
in progress.
Training and Supervision: A draft training plan has been developed to prepare
for COVID-19 vaccine introduction that includes key groups of participants,
content topic areas, key training partners and training methods (in-person or
virtual).
The country shall continue to engage relevant security wings to assist in vaccine
deployment to assure product and personnel security regarding COVID-19
vaccines and vaccinations.
The country shall utilise existing systems for data protection and appropriate
data governance regulation to monitor legitimate, appropriate and
proportionate use and processing of data which shall be routinely collected
and managed in health information systems.
A mechanism with multiple intake points for feedback and grievances in relation
to the vaccine programme shall be designed.
Vaccine Cold Chain and Logistics: There is a functional national logistics working
group with appropriate terms of reference and standard operating procedures
to coordinate COVID-19 vaccines and ancillary products deployment.
A draft cold chain, logistics and waste management strategy has been
developed to provide for infrastructure needs, COVID-appropriate standard
operating procedures (SOPs), protocols.
Update and implement systems and protocols for tracking and monitoring the
stock management and distribution of vaccines and key supplies through the
existing Vaccine Logistics Management and Information System (VLMIS) and
disseminate delivery and acceptance protocols.
collect and report COVID-19 vaccine safety data to the Regulatory authority
have been identified
Data collection systems, including (a) social media listening and rumour
management, and (b) assessing behavioural and social data shall be
established.
The existing committee has been equipped with relevant expertise to provide
evidence-based recommendations and policy guidance related to COVID-19
vaccines. Their responsibilities include:
The Incident Manager (IM) is the main focal point person for the national
COVID-19 response working with the rest of the response management team to
effectively coordinate all related activities. The Incident Management System
(IMS) structure outlines critical roles and responsibilities for key focal point persons
in various aspects related to the response as outline in the pillars in figure 4. Each
of these focal points or designated offices are working with existing technical
working groups or structures in the IMS where gaps are identified to work with
them in the specific areas (planning and management, supply chain
management, training and supervision, demand creation, vaccine safety,
monitoring and evaluation, IPC and surveillance). Similarly, IMS structures shall be
replicated at sub-national levels to support operations during the course of
deployment.
Incident Manager (IM) shall be responsible for managing the overall pandemic
response and shall:
Focal Point for vaccine Management (FPM) shall be responsible for vaccine
management in the deployment of COVID-19 vaccines and shall:
• Oversee process for forecasting, vaccine receipt, storage, transport,
distribution and waste management
• Propose execution schedule of vaccine shipments
• Establish processes for vaccine logistics data collection, analysis,
visualisation and communication using appropriate management
information systems
• Manage human resources and budgets for logistics operations
• Establish process for monitoring and evaluating vaccine
deployment throughout the supply chain
• Establish linkages with the Logistics Section Chief for the purposes of
leveraging on other logistical requirement for vaccine deployment
Focal Point for Immunisation (FPI) shall be responsible for the immunisation pillar
of the COVID-19 response. The FPI shall:
• Manage vaccine acquisition and deployment related activities
• Have a supervisory role and establish a command-and-control
structure for vaccine deployment.
• Facilitate processes for data collection and information using a
management information system
• Facilitate processes for monitoring and evaluating vaccination
activities and vaccine safety surveillance
• Manage human resources and budgets for vaccination operations
and ensuring adequate staff numbers, including surge capacity;
training and supervision
The COVID-19 Vaccine Deployment plan shall be nested in the overall National
COVID-19 Response Plan. Availability of resources shall be critical to the
successful implementation and deployment of COVID-19 vaccines. The costing
model will follow the vaccination delivery strategies in identifying priorities.
The Zambia costing process is based on the CVIC tool, which is meant to help
governments, partners, and other stakeholders estimate the introductory and
deployment cost of COVID-19 vaccine procurement and service delivery,
before detailed planning can take place. The costs included in the Zambia
deployment plan include central activities, international and domestic logistics,
service delivery, and demand generation and communications. In addition, the
costing focuses on operational costs and selected capital expenditures.
Outputs in the costing are based on specified parameters, including unit costs.
The CVIC costing models final output are based on population and service
delivery parameters, and unit prices for specific inputs such as the vaccine final
price, supplies, human resources, etc. The parameters used on this costing are
based on local knowledge and conditions. Furthermore, the final costing is
influenced by parameters such as how the target population, human resources
allocated to the vaccination programme, and the number and type of health
facilities involved in the programme.
The country has projected the cost for COVID-19 vaccination deployment to be
at US$145,070,000 extrapolated from previous immunisation campaigns with
similar population target and demographics. In addition, the Table 2 outlines
current funding sources, distribution and gaps. US$24,491,730 has been secured
funding through the COVAX Facility translating into a funding gap of
US$120,283,270.
Funding for vaccine acquisition and deployment will be sourced from various
platforms including:
7. REGULATORY PREPAREDNESS
The COVID-19 vaccine has not been licensed for use in the country. As such
the programme has engaged with the national regulatory authority Zambia
Medicines Regulatory Authority (ZAMRA) and has confirmed the existence of
regulatory processes and requirement for the acquisition of the COVID-19
vaccine. The functions of ZAMRA shall be executed using current practices
and options for regulatory preparedness that will ensure timely decision-making
during this public health emergency. The Ministry of Health has already
engaged ZAMRA and has confirmed the existence of regulatory pathways as
well as the requirements and documents needed for regulatory approvals of
COVID-19 vaccines. The current regulatory framework provides for accelerated
evaluation of vaccines using various collaborative reliance procedures for
emergency approval purposes. The WHO PQ, Zazibona, AVAREF Joint Review
and SRA are among the available platforms for registration of the COVID-19
vaccine. Approval timeline is 90 days from date of submission.
The framework also provides for issuance of importation permits within 5
working days.
With the existing systems in place for Proper and timely regulatory decision the
authority shall ensure access to live-saving vaccines. ZAMRA shall implement
regulatory pathways to assess the quality, safety and efficacy of vaccines using
a risk-based approach that shall incorporate three elements: the severity and
magnitude of the harm caused by the pandemic; the severity and magnitude
of harm that would likely result if a vaccine is not made available to the public;
and the likely impact (risk-benefit) of making a vaccine available to the public-
a regulatory function that shall continue to play an ongoing role throughout the
roll-out of the novel vaccine.
ZAMRA shall expedite the provision of import permits for medical products,
based on a minimum number of documentation requirements, for release to the
immunization programme in the shortest possible time. The Regulatory Authority,
the National Immunisation Programme and other stakeholders shall implement
vaccine vigilance plans to monitor the safety and effectiveness of the COVID-19
vaccine(s) in use. Importation permits are processed within 5 working days
Currently, the Authority does not conduct local lot release testing. However,
reliance based on mutual recognition or the releasing NRA for vaccines
procured through UN is acceptable.
The Zambia Medicines Regulatory Authority shall utilise the existing system to
waive local release testing based on review of summary protocols and
The decision-making process for identifying target populations has been led at
country level by the Zambia Immunisation Technical Advisory Group in wide
consultation with stakeholders. Accurate estimates of relevant target
populations shall be critical in facilitating allocation of resources, vaccine
procurement, deployment planning and to measure vaccination coverage
achievements to ensure equity in vaccine access.
The principles of human well-being, equity and reciprocity have been used to
identify target population and shall guide access to vaccines and other
resources. Groups at increased burden or risk of COVID-19, due to underlying
societal, geographic or biomedical factors have formed the key part of the
target population. Although everyone is affected by the COVID-19 pandemic,
its impact is not shared equally with some groups experiencing serious illness and
death at higher rates specifically associated with biological factors, while other
groups experiencing disproportionately greater health and other burdens
because of societal factors, e.g. limitations of people living in poverty to
practice physical distancing and experiencing barriers to accessing quality
health care.
The first phase shall cater for 3% of the national population (Tiers A and B)
comprising individuals essential in sustaining COVID-19 response and those most
essential in maintaining core societal functions. Additional 17% shall cover those
individuals at greatest risk of severe illness and death and their caregivers (7%)
as well as populations in congregate settings (10%). The remaining 26% shall be
covered in phase 2. These shall be provided based on the country’s risk. In
addition, there shall be plans for a “humanitarian buffer” to be made available
to ensure that sufficient supplies of vaccine are available to attend to and
manage humanitarian situations, deployments and other emergency related
situations.
The Zambia Immunisation Technical Advisory Group (ZITAG) affirmed the SAGE
policy recommendations on allocation, prioritisation and use of COVID-19
vaccines, taking into account the national context, policy and programmatic
considerations for the use of a vaccine. The prioritisation of target population
was based on the epidemiological setting scenario (Community Transmission).
Zambia considered the six guiding principles: human well-being, global equity,
reciprocity, equal respect, national equity and legitimacy, to determine who
should be allocated vaccines, and when.
Table 3: Identifying target populations, delivery strategies and potential vaccination sites
Total cumulative
Priority targeted
Target population (in order of % of vaccines as
delivery strategy
Potential Vaccination sites
priority) a percentage of
for this population
population
A. Essential in sustaining COVID-19 response: Medical doctors, nurses, clinical officers, pharmacists,
midwives, environmental health technicians (EHTs), community health care workers (CHWs); health facilities
support staff; nursing and medical schools’ students and staff;
Health care workers and
support staff - COVID-19
B. Most essential to maintaining core societal functions: Immigration officers, port staff, police and security,
teachers, key political, religious, administrative, traditional leaders; Public Service transporters (truck, bus and
taxi drivers); market and cross-border traders;
Teachers
Transporters
C. Greatest risk of severe illness and death, and their caregivers : Patients with co-morbidities, HTN,
DM malignancies, cardiovascular disease, diabetes, TB, HIV, those aged 65 and older.
i. Patients with
comorbidities HTN, DM Primary health care facilities,
malignancies, TB and HIV1 outpatient clinics, hospitals, long-
including disability Fixed sites and term care facilities, at
outreach sites workplaces, through mobile
ii. Individuals at elevated Temporary/mobile teams for those with underlying
risk of serious COVID-19 clinics medical conditions confined at
disease death i.e individuals home, other public and private
with cardiovascular disease, establishments
diabetes.
7.00%
D. The population in congregate settings: Healthy persons 18-64 years not included in the above
category living in highly dense areas, refugees, and disabled populations; army barracks; police camps;
prisoners university and college campuses (excluding those handled in above tiers)
Fixed sites and Primary health care facilities,
Prisoners
outreach sites outpatient clinics, hospitals, long- 10%;
Temporary/mobile term care facilities, at
1 Based on early 2020 in-patient demographics from Lusaka during the first wave
Phase 1 shall include health workers from both the public and private sector,
who are at higher risk of COVID-19 infection. To ensure targeted use of COVID-
19 vaccination of health workers in different settings (e.g. hospitals, long-term
care facilities) and to address potential uptake issues, national
policies/guidelines for health worker vaccination shall outline:
COVID-19 vaccines shall target the national population but prioritize at-risk
groups, and progress shall be monitored in these groups separately. National
estimates of the size and definitions of each of the populations for the provinces
and districts has been done by country level health experts including theZambia
Immunisation Technical Advisory Group based on the level of risk, severe disease
or death; differential mortality and risk of ability to transmit disease.
national specific health systems and context. The final national vaccination
delivery strategy shall be defined by the characteristics of vaccine products as
they become available.
Based on the available vaccine platform at the time of vaccine request, the
preferred order ranking was follows: first option as mRNA followed by Inactivated
and lastly, Viral Vector. ZITAG ranked the preferred vaccine as follow:
adenoviral vector vaccines (Astrazeneca), followed by adenoviral vector
vaccines (Johnson&Johnson) and lastly mRNA (Pfizer) based on the available
option. Some of the factors that drove the decision were available data:
Safety; Efficacy; Administration schedule and possibility of co-administration with
other vaccines; Cold Chain requirements versus the current status; Vaccine
registration and regulations in country, etc. The committee shall continue to
review the information as it becomes available.
The preferred dose presentation is fewer doses per vials (<10 doses per vial) and
fewer doses per regimen.
In terms of cold chain requirements, the most preferred choice is vaccines with
traditional cold chain requirements (2-8°C) followed by those with traditional
cold chain requirements (-20°C) whereas Vaccines with ultra cold chain
requirements (-80°C) are least preferred. A shelf-life of not less 6 months as per
regulatory authority provisions is recommended.
The potential strategies to deliver the vaccine shall depend on the vaccine
properties, vaccine availability and characteristics of the target population.
Innovation shall be required to reach the targeted populations.
New delivery platform for COVID-19 vaccines shall be considered for delivering
health services throughout the life course through collaboration across
programmes, i.e. PHC, non-communicable diseases; the overall health service
delivery platforms within the health system; and across different sectors (public
and private sector), e.g. finance, social welfare, pension service, education,
transport, energy, to leverage on the vaccination strategies in the country.
Applicability of other vaccination experiences both local and from outside the
country’s borders, such as Oral Cholera Vaccination (OCV), hepatitis B
vaccination for health workers, Ebola Virus Disease ring vaccination (i.e.
identification of contacts and contacts of contacts), maybe explored for
potential learning.
The distribution of vaccines as and when they are available will follow tiers from
A to E countrywide considering among other things the availability of cold
chain. The government and partners are addressing the identified cold chain
gaps through various platforms.
Details of selected facilities per district to be used in vaccine delivery are found
in Annex 3.
In line with national IPC guidelines each of all the selected health care facilities
delivery the COVID-19 vaccines shall identify and nominate an IPC focal point.
Immunisation managers at all service delivery points shall ensure adequate
access to IPC supplies and equipment, e.g. PPE, masks, alcohol rub or hand
washing stations with soap and clean water, to enable health workers to adhere
to IPC measures during immunisation sessions including outreach activities. There
shall be need to ensure that there is no shared PPEs and that adequate
cleaning is occurring between recipients. Immunisation centres shall also be
restricted to essential personnel and recipients. Screening of recipients and their
The novel COVID-19 vaccination may present several new challenges such as
complex handling and storage requirements. An evaluation of the current
immunisation workforce shall be undertaken to ascertain adequacy of staff
numbers to deliver the vaccines in line with the vaccination strategy or
strategies agreed upon, or whether additional staff shall be required (recruited
or deployed from other departments within and outside the health sector to the
immunisation programme). It shall also be important to ensure there is sufficient
capacity in the other occupational groups responsible for different aspects of
vaccine delivery, such as community mobilisers, supply chain management
personnel, waste management, etc. Health workers recruited shall require
additional training and complementary performance support, including
supervision for vaccine delivery.
The Human resource needs identified for COVID-19 Vaccine Deployment will be
determined as the summary in Annex 2 is completed.
While many of the tasks are the same as with the introduction of any other new
vaccine, the presence of COVID-19 disease in the community means that
traditional methods of training may not be appropriate. A comprehensive
curriculum with training materials addressing all aspects of COVID-19
The trainings shall not only target vaccinators, but also individuals responsible for
promoting the vaccine and clinical waste handlers; define the key
competencies required by each category of personnel in order to deploy
COVID-19 vaccine safely and correctly; determine the training modality for
each job category; review available training materials at global level and
determine adaptations needed, including translation; and identify the partners
within and outside of the MoH, e.g. Ministries of General and Higher Education,
national training institutions such as nursing schools, and those at subnational,
district and community level, that would help with training development and
delivery. A training plan articulating the above and checklist shall be developed
to prepare for COVID-19 vaccine introduction.
Due to travel limitations, and adherence to current public health and social
measures, the in-person training previously used may be substituted by online
learning to train staff. Considerations for this modality shall follow a set criteria
shown in Table 4 to include staff experience and motivation with online learning,
as well as support mechanisms available for trouble-shooting technical
problems. Relative advantages of such modality shall be take into consideration
as indicated in the table below.
Table 4: Training delivery method decision-maker
Unable to meet in groups with mask- Able to meet in groups with mask-
wearing and social distancing wearing and social distancing
smartphone (required)
Essential Public Health Services during the COVID-19 Pandemic, Zambia Ministry
of Health, Department of Public Health and Research, May 2020).
Intensified supportive supervisory visits shall be implemented for the first 2 months
following the COVID-19 vaccine introduction. In addition, new supportive
supervision instruments that specifically address the competencies required for
the correct use of COVID-19 vaccine shall be developed. Supervisors shall play
an important role in the training process, including ensuring healthcare workers
have access to online learning materials, clarifying key points from online
learning, developing and encouraging the use of job aids and other
performance support tools, and conducting on-the-job training sessions for
health workers. To assess healthcare workers performance over time indicators
shall be developed. The use of the existing digital tools (ODK platform, ZEIR) shall
be used for supportive supervision, tracking of vaccinees and self-assessment, as
well as monitoring dashboards.
To respond to strong and urgent demand for data on COVID-19 vaccination the
Ministry of Health shall strengthen and update information systems to be able to
provide quick, frequent and accurate reporting. National planners working with
the Zambia Statistics Agency (ZAMSTATS) have obtained estimates of targeted
populations. Accessible and reliable home-based and provider-based,
vaccination records for vaccine safety and effectiveness evaluations as well as
for individual travel, professional and health purposes shall be required.
The general objective for monitoring shall be to measure equitable uptake and
coverage over time by geography, population groups, and risk groups. The
specific objectives are as follows:
● Monitor to what extent national policies to prioritize at-risk groups and
settings (e.g. hospital and long-term care facilities) are effectively
implemented.
● Provide a personal vaccination record/certificate for any health,
occupational, educational and travel purposes (as per national policies).
● Ensure that the necessary records and documentation are in place for
use in surveys, safety monitoring, disease surveillance and vaccine
effectiveness studies.
● Ensure that individuals can be monitored for the full course, to reduce the
incidence of drop-outs in the likely case that a multidose schedule is
required
The main indicators to measure progress with COVID-19 vaccines are similar to
any vaccine introduction:
Vaccination Coverage,
Specific Indicators used to track the coverage of vaccine will include:
• COV-1, COV-2, 3
Vaccine Uptake:
Indicators used to track the uptake of vaccine will include:
11.3. Adapt system to record, report, analyse and use vaccination data
Vaccine uptake of COVID-19 vaccines shall be monitored through the MOH
Health management Information Systems (HMIS) and evaluated through
household health (coverage) surveys. Various dimensions of data
disaggregation of vaccine coverage and uptake to be considered shall
include: by geography, sex, age group, vaccine product; and where possible
occupation, risk factor, context and other equity dimensions.
Physical register books and provider-based digital medical record systems shall
be used, and they should be updated to reflect COVID-19 vaccination status.
Information captured in provider records shall include contact information of
the vaccinated person – needed to issue vaccination reminders, or in case a
safety concern arises with any vaccine product or batch; any characteristics of
the vaccinated person that are needed for data disaggregation (sex, age,
occupational group, risk profile, etc.); COVID-19 lab test results; and any AEFI.
We aim to have the updated registers ready for use by 22nd February 2021.
This will be conducted as a short-term objective that may continue to the long
term depending on the characteristics of the vaccine. Scientifically rigorous VE
and vaccine impact studies are not needed everywhere and shall be done as
interest and if the capacity to do these is evident. Basic monitoring of
vaccination status of cases shall be tracked in all COVID-19 surveillance systems.
The programme shall document lessons learned and best practices from
deployment and vaccination operations to provide essential information about
the effort.
Surveillance data shall provide evidence for implementation and adjustment for
the national immunisation programme as well as policies. Data required to
support monitoring vaccine impact shall leverage existing systems in place once
a vaccine is introduced.
Zambia has been reporting cases of COVID-19 since 18th March 2020, when the
first cases were confirmed in Lusaka. By 31st December, 2021, the country had
recorded cumulative number of 911,829 laboratory tests done, of 54,217 cases,
48,000 recoveries, 5454 active cases and 763 deaths (Ministry of Heath, Zambia,
Daily ZNPHI Health Press 2021.
This shall be a short-term objective due to the limited vaccine supply to guide
vaccine introduction as outlined in the WHO SAGE roadmap for prioritizing uses
of COVID-19 vaccines. Based on surveillance data, it shall be determined if
there is community transmission, sporadic cases or clusters of cases, and/or no
cases, and use this information to guide phased vaccine introduction
13.1. Introduction
Zambia has already established and strengthened the national logistics working
group with appropriate terms of reference and standard operating procedures
to coordinate COVID-19 vaccines and ancillary product deployment.
Table 5: National Cold Storage Capacity and Identified Port Of Entry
The tables above shows the availability of storage space at port of entry and
National level in view of diverse COVID-19 temperature range requirements. The
main port of entry for vaccines is Kenneth Kaunda International Airport while the
dry materials enter through Nakonde Border Post. At the airport is a holding cold
chain capacity of 37,000m3 net available (+2 to 8°C) where vaccines are
stored before the clearing process by the agent and transported to National
level vaccine stores using the refrigerated trucks by the clearing agent.
Zambia has already established and strengthened the national logistics working
group with appropriate terms of reference and standard operating procedures
to coordinate COVID-19 vaccines and ancillary product deployment.
There are four distribution tiers within the immunisation supply chain. Below is the
immunisation supply chain structure that exists for routine immunisation of which
the deployment of the COVID-19 vaccines will ride on.
Figure 11: immunisation supply chain structure
Vaccines are ordered on a pull system, based on census figures for catchment
populations and stock consumption. National, Provincial and District levels
record vaccine stock information in Logistimo, an electronic stock management
tool, while Health Facility stock information is still paper-based, using stock
control cards, which are to be reported each month. Health facility staff submit
a Vaccine Return Form to the District to receive their allocated stock based on
consumption from the prior month.
At the national level, there are five (40m3) and one (20 m3) walk-in cold rooms
storing vaccines between 2-8°C. Additionally, there is one (20m3) walk-in freezer
(-20°C) and three 264 litre freezers (-15°C) at the national level. There are two
back-up generators to supply power all national cold rooms and freezers in the
event of a power failure. Each of the 40m3 walk-in cold rooms is equipped with
an automated temperature monitoring system that notifies EPI staff via SMS if
temperatures fall out of the acceptable range. The old cold room and freezer’s
temperature are recorded manually twice a day, including weekends and
holidays.
Within each of the 10 provinces, there is a provincial hub that stores vaccines: 2
provinces have 40m3 walk-in cold rooms (Copperbelt, Northern), 7 provinces
have 30m3 walk-in cold rooms (Central, Eastern, Lusaka, Luapula, North Western,
Southern, Western), and 1 province (Muchinga) does not have a cold room. All
provincial cold rooms have back-up generators, but do not have an
automated temperature monitoring, therefore are done manually twice a day
including weekend and holidays.
At National vaccine store exists about 5,184 m3 dry storage space for dry
materials. This is in addition to 5,876 m3 that exists at government stores in an
event for need for more space. Each of the 10 Provincial Vaccine Stores have
adequate dry storage space.
CCE gap analysis has been conducted using the country’s cold chain inventory
and WHO supply chain sizing tool.
Table 7: CCE gap analysis (based on the WHO supply chain sizing tool).
To be
supported
through
COVAX facility
District 36,623 17,571 23,441 i. 1 WICR 10 m3
ii. 1 WICR 20 m3
iii. 1 WICR 30 m3
iv. 23 TCW4000
AC
v. 87 TCW3000
AC
vi. 14 TCW80 AC
vii. 10 TCW 2000
AC
viii. 4 TCW 2043
SDD
ix. 3 MKF AC
through the COVAX CCE platform, CCEOP, partners (e.g. World Bank, WFP) and
government. Additionally, 40,000 litres from CHAZ and 30,000 litres form Zambia
Medicines and Medical Supplies Agency (ZAMMSA) (2-8 degrees) has been
secured from private sector to hire.
At national level, vaccines are transported by four 15 tonne trucks that are
maintained and operated by the MOH to each of the provinces on a quarterly
basis. Vaccines are transported by a driver who is accompanied by a Stores
Officer or Stores Assistant. The national EPI uses 20 litre cold boxes with
conditioned ice packs. District MOH staff generally pick-up vaccines from the
provinces using a district Toyota Land Cruiser or other appropriate vehicle on a
monthly basis and also use 20 litre cold boxes with conditioned ice packs. Health
facilities use a variety of transportation methods, such as motorbikes, oxcarts,
bicycles and boats.
All staff responsible for storing, handling, transporting and tracking the
movement of the vaccines shall be adequately briefed on the deployment plan
and trained on the relevant guidelines and Standard Operating Procedures,
including on IPC and proper management of phase change material (PCM)
required for managing UCC equipment, prior to vaccine arrival.
Currently all the 10 provinces, 116 districts and 69 hospitals have a staff
dedicated for vaccine management. These have been identified for training
and overseeing logistics implementation activities.
All 116 districts have a designated person to at least handle minor routine and
corrective cold chain maintenance. There have been numerous cold chain
trainings in the past few years on installation, maintenance and repair of cold
chain equipment to ensure a well-trained cadre of health care workers is
available to maintain and repair equipment. A refresher course is planned for
the technicians in response to COVID-19.
Once vaccines are available, they will be managed and distributed according
to the manufacturers’ instructions and guidance on storage and handling.
The country has sufficient experience on reverse logistics such as HPV and
mOPV2. The programme will adapt existing strategy, SOPs and tools for
managing reverse logistics. As most vaccines will neither have VVM nor expiry
date, any unused vials at the end of the vaccination exercise/ campaign shall
be returned to the National Vaccine store for proper management.
The country shall use existing disposal methods according to the National Health
Care Waste Management Guidelines. Waste shall be disposed mainly through
incineration and burn-and-bury methods or a combination of these or other
accepted methods according to these guidelines. Treated waste shall be
disposed of at an appropriate landfill.
The monitoring of COVID-19 vaccines safety is unique and complex and shall
require specific attention arising from the many unknowns concerning the
vaccine.
Zambia has finalised AEFI guidelines and tools for reporting, investigation and
conducting causality assessment for AEFI which were developed in 2018. There is
also a functional AEFI Committee comprised of 11 experts in place. Trainings in
AEFI surveillance have been done for National level staff from the immunisation
programme and the Zambia Medicines Regulatory Authority.
Zambia has not yet achieved the target of a minimum level of 10 annual AEFI
reports per 100 000 surviving infants. Routine AEFI surveillance still remains weak
with some years not receiving any AEFI report. An AEFI situation analysis whose
report is yet to be finalised, was also conducted in 2020, to better understand
the factors affecting AEFI Surveillance with an aim to identify strategies for
capacity building of Health Workers in AEFI Surveillance.
In order to meet the minimal capacities in AEFI Surveillance, the country shall
build capacities to:
are aligned to the requirements for COVID-19 vaccine safety. Online reporting
tools such as ODK, DHIS 2 AEFI reporting package shall be used to complement
paper-based reporting from district to national level.
AEFI case investigation: training of investigation team and district, provincial and
national level to investigate serious AEFI and AEFIs causing community concern.
The country shall print, distribute and disseminate adequate national AEFI
guidelines and case investigation forms to subnational levels including health
facilities.
Risk communication and response to serious AEFI: Working with the Advocacy,
Communication and Social Mobilisation (ACSM) pillar, the country shall develop
COVID- 19 vaccine specific Risk Communications and Community Engagement
(RCCE), and related social mobilisation plans which shall include preparedness
for responding to vaccine-related events and AEFI. A crisis communications plan
shall be developed to response to rumours and AEFI related to COVID-19
vaccination in a coordinated manner. (Details in Chapter 15: Demand
Generation And Communication).
and tools shall be adapted to align to current global safety guidelines for both
AEFI and AESI as well as to local context.
ensure their timely availability shall be quantified and costed in the planning
process.
Injection safety is the safe handling of all injection equipment, routine monitoring
of the availability and use of safe injection equipment, and correct disposal of
contaminated injection equipment. To prevent risk of infection to the
community and to health workers, the safe disposal of used needles and
syringes is a critical component of any immunisation programme. An adequate
supply of safety boxes and their proper disposal shall be assured. Health care
waste shall be managed in accordance with the provision in the guidelines for
management of infectious health care waste.
The demand generation and communication plan that supports the COVID-19
vaccines rollout in Zambia seeks to disseminate timely, accurate and
transparent information about the vaccine(s) to alleviate apprehensions about
the vaccine, ensure its acceptance and encourage uptake. The planned
activities will also serve to guide national, provincial and district level
communication activities, so that the information on the COVID-19 vaccines
and vaccination process reaches all people, across all provinces in the country.
The main activities will be clustered in the thematic areas as listed below
The strategy will be implemented by the Office of the Vice President (DMMU)
and other stakeholders such as the Ministries of National Development Planning
(MNDP), Health, Finance and Cabinet Office as well as Provincial and District
Administrations.
Developing the ACSM plan will start with listening to and understanding target
populations, to generate behavioural and social data on the drivers of uptake
and to design targeted strategies to respond.
The ACSM plan will build an integrated and evidence-based costed plan
around the four main areas listed below. This will help ensure an approach that
will:
Continuing social listening work - the ‘Dynamic listening’ sub-group will lead the
monitoring of the ‘conversation’ around COVID-19 vaccines in Zambia. The
ACSM plan will establish data collection systems, including:
Social and digital media listening – Establish / designate a social media team
either with the government or a partner agency that is dedicated full-time to
support COVID-19 roll out and crisis communication.
Undertake swift, real time and effective counter measures through development
of effective counter messages addressing the concerns and beliefs.
One of the most important lessons learned from past disease outbreaks is the
central role of trust in enabling an effective outbreak response.Some of the key
activities that will be implement to build trust by the communities will be:
Demand activities should initially focus on health workers and other high-risk
groups (e.g. older adults) that have been prioritized by the country.
a) Primary
i. Health workers, community health workers and persons aged 65
and above
ii. Adults with pre-existing health conditions
iii. Politicians and other influential people
b) Secondary
i. Family members, reference groups (including faith based, and local
authorities, NGOs, development partners etc.)
ii. General public
c) Tertiary
i. National and local leaders including traditional and faith leaders.
ii. Political leaders and other influencers
16. ANNEXES
For the COVID-19 vaccination rate has been adapted from the 2020 MR SIA
guidelines and reduced allowing for the following:
Health centre (rural and 2m deep & filled to a • Land disposal with • Burial site line with low
urban) depth of 1-1.5m safe burying permeability.
• Suitable for hazardous
and quantities of
chemical waste.
One bag at a time. • Brick incinerator • Appropriate for
100- 200 kg/day at 300- infectious and general
400 oC health care waste.
• Not suitable for
chemical residues
pharmaceutical,
genotoxic,radioactive,
inorganic compounds,
thermal resistant waste,
pressurized containers,
halogenated plastics
and heavy metals
• Easy to operate but
not suitable where air
pollution is a problem.
First Level (District As above • Land disposal with As for health centre
Hospital) safe burying
80oC for 45 minutes. • Chemical disinfection • Inactivate
7–73% concentration • Formaldehyd e microorganisms, used
(HCHO) on dry and solid waste
with steam
• Corrosive to metals
with exception of
stainless steel and
aluminium
• Suitable where safety
is guaranteed.
37-55% at 60-80 % • Ethylene oxide • As for formaldehyhyde
humidity for 4-12 hours. except it is corrosive to
rubber and plastics
• Not recommended
because it irritates the
skin, eyes and it is
carcinogenic (health
hazards)
2% for 5min. & 10hrs. on Glutaraldehy de (CHO- • As for formaldehyde
spores (CH2)3CHO) • Not to discharge into
sewers
2 – 12% active chlorine • Sodium hypochlorite • Active on bacteria,
(NaOCI) viruses, & spores but
ineffective on blood
and stool
• Corrosive to metal &
safe to plastic
• Mild health hazards
- On schedule if nearby a
2 Tier B. Maintaining core societal health facility by “selected” Ministry of Education, Ministry
functions RI vaccinators of Home affairs, Ministry of
- Outreach and mobile Defence, NID, and employee
Immigration officers, port staff, approach by additional ID
vaccinators.
police and security, teachers, key
- For uniformed services use
political, religious, administrative , existing “selected” RI in the
traditional leadersl; Public Service medical division within the
transporters (truck, bus and taxi uniformed services. MOH
will provide technical and
drivers); market and cross-border supply (vaccine and non-
traders; vaccine)
- On schedule if nearby a
3 Tier C. Risk of severe illness health facility by RI Hospital Registers, Specialised
population and death. Patients with vaccinators clinic registers/database and
- Additional vaccinators, NID
co-morbidities, HTN, DM
using three strategies of
malignancies, cardiovascular fixed, outreach and mobile
disease, diabetes, TB, HIV, those
aged 65 and older.
included in the above category vaccinators; by additional and UNHCR databases and
living in highly dense areas, vaccinators through fixed, NID
mobile or outreach
refugees, and disabled populations; conduct either mobile or
army barracks; police camps; outreach.
prisoners; university and college
campuses (excluding those handled
in above tiers)
*The UN staff will be required as we vaccinate tier D and hence ought to themselves
have been vaccinated in prior tiers, and hence tier C.
Note:
1. The final choice of treatment and disposal should be made carefully after
taking into consideration advantages and disadvantages and other factors
at play.
2. Use deep pits in rural areas
3. No disposal of health care waste for landfill on municipal dumpsites
REFERENCES