Description of the organizational structure of the state and security personnel engaged in the delivery of immunization services in Borno state
Civilian joint task force
The civilian joint task force (CJTF) is a community-initiated security network that is supporting the Nigerian military in the war against insurgents in Borno state. They have a President at the state level as the head, and a Chairman at the Local Government Area (LGA) level. The LGAs are further subdivided into sectors headed by commanders. The CJTF is made up of energetic young men who have organized themselves to positively apply their energy to the defense of their communities.
The CJTF are natives who may not have had any formal security training, but they are familiar enough with the environment to identify insurgents and other foreign elements that have the potential for perpetuating violence, who are then arrested by the CJTF through their command structure and subsequently handed over to the Nigerian military.
The Nigerian military
The Nigerian military are trained and serving members of the Nigerian Armed Forces under the 7th Mechanized Division in Borno state.
State emergency operation Centre (SEOC)
The SEOC is the highest decision-making body on the polio eradication initiative in Borno state. It was structured after the National Emergency Operation Center (NEOC) at the federal level. The SEOC membership consists of high-level government officers and partners who are involved in polio eradication.
Process of engagement of the CJTF and operations
During the outbreak response to the cVPDV from an environmental sample taken on March 23 2016, we discovered that MMC, Jere LGA, and some wards in Mafa and Konduga LGAs (all in Borno state) had many eligible children outside households that could be reached using directly observed polio vaccination (DOPV), but the challenge was dealing with the huge crowds associated with DOPV in an environment that was prone to attacks by insurgents.
Advocacy
We developed PowerPoint presentations highlighting the benefits of DOPV as a key advocacy material and outlining a strategy for reaching the underserved. This was presented to the SEOC to solicit their agreement to the strategy. The major challenge was conducting DOPV with the attendant crowd in an unstable security environment that had witnessed several bombings with improvised explosive devices. The authors and the SEOC reasoned that engaging the CJTF could be central for a successful implementation of DOPV. The advocacy kit which emphasized the benefits and dangers of reaching the isolated populations led to a joint decision to obtain CJTF security cover for the implementation of a DOPV strategy on 13 May 2016. A strategy was drafted which needed to be acceptable to the CJTF. To facilitate their acceptance, we used the influence of the state government to market the draft strategy to the CJTF. We also studied the operational processes and effectiveness of the CJTF and, given this understanding, the team worked out a feasible strategy.
The major output of the meeting with the management of CJTF was to obtain their consent to engage their members, identify and source for the required number of CJTF members, and agree on the date for their orientation.
Orientation and deployment of the CJTF
We organized an orientation for the CJTF participants on their possible roles in the DOPV approach for security-compromised areas of the state. The orientation provided guidance for CJTF members to report at designated take-off points by 7 am, provide security for vaccination teams, support the teams in crowd control, report truancy of team members to senior supervisors, and give regular feedback at the ward-level review meeting.
We deployed CJTF members to work in areas they were more familiar with and where they had some level of authority. A day was used to conduct dress rehearsals of the activities expected from the CJTF. A member of the CJTF was attached to a DOPV team in their domain and they worked from the beginning to the end with their respective team members for the 2 days during which DOPV was conducted. Their commanders were supported to be able to move around and monitor all activities to ensure they were in tandem with the overall strategy. A total of 611 persons were engaged in the June 2016 outbreak response, while 874 persons were engaged in the July 2016 outbreak response.
We also engaged some CJTF members to conduct ‘hit-and-run’ vaccinations, which are discreetly conducted, rapid-response vaccination activities to boost immunity of the children with a reduced risk exposure for the field staff. This strategy involves conducting the vaccinations at such a time when the risk of insurgency is considered minimal based on intelligence reports in very specific areas. The ‘hit and run’ strategy was conducted in July 2016 SIAs in 33 settlements in five wards that were inaccessible in the Jere LGA of Borno state.
Process of engagement of the Nigerian military
We conducted advocacy visits to the top military hierarchy in Borno state to obtain their support. The outcome of the meetings was the designation of their logistic focal points to coordinate the vaccination team’s movements. This included the agreement on routes and the level of security required and type of military hardware to be deployed. For example, whereas the teams to Dambao LGA followed the regular military escort, a special highly fortified military escort was deployed to escort the teams to Bama, Gwoza, Dikwa, Ngala, Kala-balge, Monguno, and Kukawa LGAs that were considered higher risk areas or more inaccessible LGAs.
Each team was provided with basic requirements such as vaccines for routine immunization and SIA, adequate frozen ice-packs, and donkeys or bicycles as the key vehicular movement. Automobile use was not allowed in all cases. The basic resources available to the teams were such that they would last for 5–7 days which was the agreed maximum period they were expected to stay in any of these LGAs.
As a precautionary security measure, information on the exact date and time of the movement was controlled by the military personnel. At the point of departure, there was pre-inspection of all vehicles and the ones that did not meet the required standard were not allowed to embark on the journey. The convoy was arranged in such a way that there was an armored tank in front and at the back of the convoy. In addition, all phone networks were shut down as a precautionary security measure.
We collected and transmitted data daily through text messages in areas with a cellular phone network, while areas with no network were collated when the teams returned.
The engagement with the military created a delivery corridor for the movement of vaccines, sachets of milk, detergents, and sugar to the state as they used the military network to ensure vehicles conveying these commodities were allowed to move during the curfew period and when there was a ban on vehicular movement.
As a sequel to the security-enhanced vaccination activities in these high-risk areas, we evaluated the impact of our reach using qualitative and quantitative methods. The data were taken from the direct output of the vaccination process, including the number of LGAs, wards, and settlements reached, and the number of children vaccinated by engaging security personnel. We also used security accessibility data reports, supervision checklists, daily review meeting data, outcome indicators from postcampaign evaluation data, lot quality assurance sampling (LQAS) data, and end-process monitoring data. The data were obtained from the Borno SEOC, while the postcampaign evaluation data were from the World Health Organization. We analyzed the quantitative data using Microsoft Excel.