SARS-COV-2 VACCINE ALLOCATION AND LESSONS LEARNED:
R 192012Z JAN 21 MID200000565839U
FM CNO WASHINGTON DC
INFO SECNAV WASHINGTON DC
CNO WASHINGTON DC
MSGID/NAVADMIN/CNO WASHINGTON DC/CNO/JAN//
SUBJ/SARS-COV-2 VACCINE ALLOCATION AND LESSONS LEARNED//
NARR/REF A IS NAVADMIN 327/20 SARS-COV-2 VACCINATION AND REPORTING POLICY.
REF B is OPNAV Vaccine Distribution and Administration Schema Version 3.3.//
POC/CAPT Ronald Stowe /(703)email@example.com
POC/BUMED COVID-19 CRISIS ACTION TEAM /(703)681-1125/EMAIL:
RMKS/1. The Department of the Navy began vaccinating Sailors and DON
Civilians on 15 December 20 for novel coronavirus SARS-CoV-2. This NAVADMIN
explains the Navy vaccine allocation process and shares OPNAV and Fleet
identified lessons learned. Policy, administration and medical guidance for
vaccination is covered in reference (a). The overall Navy prioritization
schema for vaccine distribution is contained in reference (b).
2. Vaccine Allocation Process.
2.a. The Department of Defense allocation for all currently approved vaccines
is provided Tuesday of each week. Approximately 28% of that allocation is
allotted to the Department of the Navy (USN and USMC).
The OPNAV and Head Quarters Marine Corps COVID Cells divide the DoN share
based on service end-strength.
2.b. The OPNAV COVID Cell recommends allocation of vaccine to Navy Military
Treatment Facilities (MTF) based on four factors: (1) Personnel remaining in
each phase/tier of reference (b); (2) Vaccine on hand at each MTF;
(3)Demonstrated vaccination throughput at each MTF; (4) Vaccine allocated to
the MTF the previous week. The overarching goal is to keep the navy
geographically uniform in the vaccine schema while delivering vaccine to
those MTFs who can quickly vaccinate their population.
2.c. Accuracy of updating the existing data systems is crucial for effective
OPNAV decision making. The OPNAV COVID Cell uses daily vaccination data
reported by each MTF, vaccination data on each Sailor reported in the Medical
Readiness Reporting System (MRRS), and Defense Medical Logistics Supply
System (DMLSS) vaccine inventory reports for each MTF.
2.d. Vaccination progress by UIC organized by reference (b) schema is
available for approximately 5500 Navy commands as informed by the Echelon 2
commanders and maintained by the OPNAV COVID Cell. Data is posted daily at:
2.e. The OPNAV COVID Cell transmits the updated weekly Vaccine Serial every
2.f. Government civilian population and other authorized beneficiaries will
be included in vaccine reports in para 2.d as medical reporting data becomes
available from Defense Health Agency.
2.g. Second doses are automatically shipped two to three weeks after the
shipment of the initial allocation. Second doses are not covered or reported
in the OPNAV Allocation serial and are coordinated by MTF Commanders and
previously vaccinated units.
3. Unit Prioritization. Each MTF has been aligned to a Naval Component
Commander (NCC). All other Echelon 2 commanders provide their subordinate
units prioritized IAW reference (b) to the NCC and segregated by the
supporting MTF. NCCs consolidate inputs and provide each MTF with a
prioritized local list of commands.
4. Fleet Vaccination Lessons Learned. Efficiently distributing and
administering these vaccines is critical to force health, mission assurance
and a return to normalcy. The lessons below have been effective.
4.a. There is no substitute for positive Command Triad Leadership.
4.a.1. Ensure Sailors understand the enormous benefits of the vaccine.
Currently, 2 of 3 Sailors who are offered the vaccine take it. Bring medical
personnel in to answer any and all questions.
4.a.2. Consider conducting a survey to assess reasons for vaccine
declination, using results to inform electronic and TEAMS-based All-Hands
This increased the take rate at one TYCOM by 9%.
4.a.3. Utilize centralized messaging to minimize confusion. A fleet or
TYCOM-level vaccination cell can connect lines of communication between
subordinate commands and MTFs. Involve installation commanders early in the
process to improve efficiency and reduce confusion.
4.a.4. Actively manage standby lists; have ready units on short-call to
4.b.1. MTF coordination and communication with the supported commands ahead
of the vaccination shot-exercise significantly improves efficiency.
4.b.2. MTFs should post or provide all required forms to ships medical teams
as part of the pre-coordination. Units should arrive at the site with
4.b.3. NCCs should provide MTFs a list daily from local commands of personnel
desiring the vaccine but not yet scheduled to ensure 100 percent utilization
of thawed vials.
4.c. All hands effort.
4.c.1. NCCs or TYPE Commanders assign a senior (O6 and/or senior E-9)
leadership team at the vaccination site to help direct traffic, manage NCC
priorities and ensure the next unit is on deck at the right time. An
assigned senior leader at some sites has ensured steady progress of
vaccination while maintaining social distancing protocols.
4.c.2. All available medical personnel, including waterfront corpsman
assigned to non-MTF staffs should be trained and employed to vaccinate
4.c.3. Non-medical personnel (ships force or staff) should be employed to
make record entries, following Health Insurance Portability Act and
Personally Identifying Information training.
4.c.4. Schedule make up/clean up blocks of time in advance for command
personnel who are not able to attend the primary shot-exercise, such as
4.c.5. MTFs employing a consistent dedicated team to distribute vaccine can
improve efficiency and teamwork.
4.c.6. Identification of stand-by personnel or units during shot-exercises is
critical to assure best use of the vaccine. Having personnel on stand-by
will reduce the risk of lost vaccine due to vaccination time restrictions
after vials are opened for use.
4.d. Site planning:
4.d.1. NCCs publish site plans / map in advance when feasible.
4.d.2. Prepare the site with clear signs, barriers and cones to support
traffic flow. Consider a receiving area with a welcome desk to answer
questions at the beginning of the process.
4.d.3. Conduct Shot-exercises as close to the Sailors work space as possible,
on the waterfront, headquarters, etc. Bring the shot to the Sailor.
4.d.4. When employing mobile shot-exercise locations, consider establishing a
base camp to manage data entry at a centralized location.
4.d.5. For smaller geographic areas, a dedicated operations location ensures
repeatable processes and efficient, consistent execution.
4.e. Data entry. Accuracy of updates provided to BUMED and entered into the
existing MRRS and DMLSS systems is crucial to accurate future allocation
5. Released by VADM P. G. Sawyer, Deputy Chief of Naval Operations for
Operations, Plans and Strategy, OPNAV N3/N5.//