SETTING UP COMMUNITY QUARANTINE FACILITIES (CQFs)

I. Rationale

From a public health emergency of international concern to a pandemic, the

coronavirus disease 2019 (COVID-19) caused by SARS-CoV-2 has continuously
crossed intercontinental borders and has infected millions of people around the world.
In four months, the United States has overtaken Europe as the pandemic’s epicenter.
As of May 11, US has recorded the highest number of deaths at 76,916, followed by
the United Kingdom at 31,855 and Italy at close 30,560. The global death toll has
reached 280,000 while confirmed cases have surged to 4 million worldwide.1

The pandemic has hit global north countries the worst despite their relatively functional
healthcare systems and medical infrastructures. The United States confirmed the
highest number of cases at 1.2 million followed by Spain (225,000), the Russian
Federation (221,000), UK and Italy (219,000).2 Meanwhile, emerging,
underdeveloped, and developing countries with dysfunctional healthcare systems
have struggled to cope; analysts said the African continent is a ticking time bomb with
its underfunded health programs and medical infrastructures.3 Governments around
the world have sent millions of people into lockdowns and have forced tens of
thousands of businesses and livelihoods to close indefinitely. The World Economic
Forum projected that in the least developed countries, 900 million people are at risk
from the COVID-19.4

In the Philippines, just two months after Taal Volcano had spewed ashes in a phreatic
eruption that paralyzed the Southern Tagalog Region, the authorities reported the first
local transmission of COVID-19. President Rodrigo Duterte then imposed a 30-day
Metro Manila lockdown, limiting travel in and out of the capital region until April 14. 5
The rising number of cases and death toll resulted in a national state of calamity and
an extended, enhanced community quarantine for high-risk areas until May 15,
including the capital region.6,7 The government suspended all classes, mass transport
systems, public gatherings, and other social activities to reduce transmission. The
executive branches continued operations on skeleton staff and work-from-home
arrangements; several sectors and other organizations followed suit. In March, the
Senate passed the Republic Act 11469 or the Bayanihan to Heal as One Act,
authorizing the president to have additional emergency powers and access to funding
in dealing with the pandemic, including accreditation of testing kits and facilities,

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distribution of cash aid, and deployment of added military interventions, among
others.8 Near mid-May, 726 Filipinos have died and 11,086 have tested positive.9
As of now, there are only 11 accredited subnational laboratories for testing in the
country. The government admitted that limited testing centers pose challenges in
determining the actual number of cases. To address this, 60 more laboratories are yet
to be accredited by the government, which targets 13,000 to 20,000 testing a day
starting on April 27.10 The testing will prioritize suspect and probable cases of COVID-
19.

In recent weeks, resource-challenged hospitals and medical facilities have

encountered many gaps and challenges in fighting the coronavirus. Death among
healthcare professionals and the infected ones’ inability to function during a mandatory
quarantine period aggravate the long-existing shortage of healthcare manpower in the
country. The scarce supply of personal protective equipment and other logistical needs
exacerbate the crisis. Saturated COVID-19 centers cannot cater to the increasing
number of suspect and probable cases, resorting to home quarantines. In urban
settings with relatively high population densities, physical distancing and isolation
seem almost impossible. At the community levels, health workers struggle to monitor
the conditions of suspect cases due to a lack of facilities for the mandated self-isolation
procedures. Besides myths and disinformation, social stigma has also aggravated
problems on early detection, monitoring, and treatment. Family members’ prejudice
and discrimination towards their presumptive positive relatives also add a burden to
the position of the latter.

Given the context of continuously rising cases and the immediate need to address the
hospitals’ surge capacity, the Moving Urban Poor Communities Toward Resilience
(MOVE UP) Project, with its success in piloting and replicating alternative temporary
shelter (ATS) systems as an urban resilience strategy, aims to propose solutions that
will help address current gaps in providing adequate facilities for self-isolation and
quarantine. The ATS System, originally intended to address the lack of dignified space
and shelters for internally displaced families affected by disasters, can serve as base
models for designing Community Quarantine Facilities (CQFs). MOVE UP, together
with its technical partner for shelter United Architects of the Philippines - Emergency
Architects (UAP-EA), intends to present replicable models built on practical design
criteria (robustness, affordability, scalability, range of application, and speed of
construction) for local government units (LGUs) and communities that need facilities.

II. Objective

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The setting up of Community Quarantine Facilities (CQFs) strives to complement the
government’s effort to address the increasing need for isolation facilities for suspect
and probable cases of COVID-19. The intervention specifically aims to translate the
existing ATS models into quarantine facilities in a community setting, utilizing open
areas and indoor spaces.

Based on Department Memorandum No. 2020-0123 (March 2020) on Interim

Guidelines on the Management of Surge Capacity through the Conversion of Public
Spaces to Operate as Temporary Treatment and Monitoring Facilities for the
Management of Persons Under Investigation and Mild Cases of Coronavirus Disease
2019 (COVID-19) issued by the Department of Health (DOH), auditoriums,
gymnasiums, classrooms, vacant hotels, courts, open fields with tents, are identified
as possible temporary treatment and monitoring facilities.

Moreover, the Department of the Interior and Local Government also issued
Memorandum Circular No. 2020-018 (January 2020) or the Guides to Action against
"Coronavirus", where all LGUs are enjoined to effectively intensify information,
education, and communication (IEC) campaigns against the coronavirus and
implement programs, projects, and services that will promote the health and well-being
of every Filipino. With this, the intervention also wishes to contribute to risk
communication activities regarding COVID-19, including information dissemination,
hygiene promotion, and social preparation and people’s participation.

III. Implementation Strategy

Despite mobility constraints and physical distancing measures in effect, the

intervention will employ a systematic, participatory, and community-centered
implementation strategy.

A. Consultation and Coordination with Partners

Along with continuous situation monitoring, MOVE UP will assess the needs,
capacities, and gaps through consultation and coordination with relevant partners at
different levels of implementation. Assistance and Cooperation for Community
Resilience and Development (ACCORD), as a co-lead convener of the Disaster Risk
Reduction Network Philippines, participates in national Inter-Agency Task Force
(IATF) meetings as a focal representative of civil society organizations (CSOs) in the
National Disaster Risk Reduction and Management Council (NDRRMC). The
organization keeps track of issuances and plans of the national government. MOVE

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UP staff have also been coordinating closely with partner communities, and barangay
and city LGUs, across project phases, including knowledge of their local plans and
mitigation efforts, to see possible areas of complementation. These official sources
and reliable channels shall feed into the needs assessment and risk analysis that will
be the basis for the planned intervention.

B. Planning and Designing

The planning and designing stage has involved experts from various fields of public
health, humanitarian response, engineering and architecture, DRRM, and governance.
UAP-EA led the designing of the proposed CQFs. The health professionals provided
medical perspectives and recommendations to incorporate facility structure and
systems based on infection prevention and control (IPC) protocols. Through CSO
platforms, humanitarian and development organizations that seek collaboration and
cooperation in advocacy also contributed to the facility design. For area-specific
contexts, key officials from partner LGUs (DRRM, engineering, and health offices) and
barangay level decision-makers shared and reported their insights and observations.
The planning and designing team likewise referred to official guidelines on establishing
CQFs to ensure adherence to state-recommended specifications and standards. The
continuous consultation amongst stakeholders helped address other equally important
challenges on the water, sanitation, and hygiene (WASH) aspect, logistical and
technical needs, and other systems. More so, the intervention applies a progressive
designing approach to continue in refining the CQF plans. Refer to Annex A for the Menu of
CQF Designs.

C. Community Engagement and Risk Communication

While pandemics have historically affected poor populations the worst, the
participation of communities remains one of the foundations of a standard health crisis
management. The continuous efforts of the government together with the participation
of the communities in hard-hit cities will contribute to the collective undertakings to
slow down the spread of the disease. Community-centered responses were proven
excellent in strengthening the community response to infectious disease outbreaks
and other health emergencies as seen in the Ebola outbreak in Liberia.

The implementation strategy on setting up CQFs shall include community engagement

to support the construction of facilities, including the identification of appropriate sites,
and the organization of corresponding systems. Ensuring participatory and systematic
intervention shall employ activities like social preparation, public awareness, and
advocacy, on top of other existing IEC campaigns.

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To ensure the effectiveness of site plans, the engagement of barangay health workers,
and other community leaders and volunteers within the barangay DRRMCs, can factor
in the establishment of facility systems, including roles, responsibilities, and policies.
Moreover, community engagement is of utmost importance to address public stigma.
Risk communication activities such as the conduct of IEC campaigns and the
distribution of visual and written materials shall be used to deliver to the community
the significance and objective of the intervention. This strategy will also provide room
for consultation and feedback on the facility systems and design. Refer to Annex B for the
Risk Communication and Community Engagement (RCCE) Plan of the intervention.

D. Deployment of the CQFs and Establishing Systems

The LGUs, having the primary role to manage the CQFs, shall facilitate the rollout of
the intervention. The local health authorities will lead in the operations of the CQFs
while other LGU offices/departments will assist in the security and maintenance.
MOVE UP and UAP-EA will provide technical support in the designing and setting up
of the structures.

The deployment of facility structures will pave for the improvement of systems.
Systems should include complying with standards indicated in World Health
Organization and DOH guidelines, such as minimum space allocation per
probable/suspect case, WASH provision, dedicated number and type of personnel
deployed per facility, the proximity of the facility to official COVID centers, and other
standard safety measures, among others. Refer to Bibliography and References.

WASH plans and IPC protocols implementation play an integral part of the whole CQF
plan. Along with ensuring the active involvement of the local health offices in crafting
these plans and systems, the intervention will provide additional support through
linking the LGUs and communities with other humanitarian organizations and
institutions who have experience and expertise in health emergencies.

E. Synergy with other Initiatives

The intervention will be done in complementation with other projects in the target
localities. Other existing actions such as the Czech Republic Humanitarian Aid project
on Shelter and WASH, the Partners for Resilience Project on Integrated Risk
Management funded by the Dutch Ministry of Foreign Affairs, and other related
resilience initiatives of partner LGUs, CSOs, and community-based people’s

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organizations, shall complement the implementation of the intervention in covered
areas.

Furthermore, the strategy and activities of the intervention can be incorporated in the
continuous improvement of contingency plans, formulation of worst-case scenarios,
crafting of camp coordination and camp management plans, and development of
incident action plans for complex emergencies.

IV. Activities

In setting up the CQFs, the intervention will undertake the following activities:

Activity Timeframe In-charge

Preparatory Activities

March 16 – MOVE UP
Consultation meetings with LGUs on existing needs,
present
capacities, and gaps

March 16 – MOVE UP
Consultation meetings with technical partners
present
including UAP-EA, local engineering offices, health
clusters, and CSOs

March 16 – ACCORD,
Bi-lateral coordination activities with IATF/NDRRMC
present UAP-EA
and DOH

March 27 – MOVE UP
Consultation meetings with medical professionals who
April 2
have expertise on public health and IPC

March 28 – UAP-EA
Designing workshops on possible CQFs models and
April 5
systems

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 April 13 – MOVE UP,
Planning for risk communication activities (formulation
present LGUs
of key messages, material development, identification
of dissemination strategies)

April 22 – UAP-EA
Refinement of CQF designs, bill of materials, and
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WASH plan

April 21 – MOVE UP
Planning meetings with LGUs of identified CQFs-
present
area/s

TBD MOVE UP,

Community engagement (social preparation and
LGUs
community consultations, public awareness and
advocacy activities, IEC campaigns)

ongoing MOVE UP,

Procurement of CQF materials for installation
LGUs

CQF Deployment

TBD MOVE UP,

Actual deployment of CQFs in identified locations and
LGUs
establishing of operation systems

TBD LGUs
Functioning of the CQFs including provision of other
services such as clinical consultations and
psychosocial debriefing, along with continuous IEC
activities

Post-deployment Activities

TBD LGUs,
Post-deployment assessment and regular monitoring
MOVE UP
and evaluation of the intervention

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Bibliography

1. "WHO Coronavirus Disease (COVID-19) Dashboard," World Health Organization, accessed at 9

p.m. on May 11, 2020. https://covid19.who.int/

2. "WHO Coronavirus Disease (COVID-19) Dashboard," World Health Organization, accessed at 9

p.m. on May 11, 2020. https://covid19.who.int/

3. Linda Nordling, "' A ticking time bomb': Scientists worry about coronavirus spread in Africa,"
Science Magazine, April 6, 2020. https://www.sciencemag.org/news/2020/03/ticking-time-bomb-
scientists-worry-about-coronavirus-spread-africa#

4. Duncan Maru and Sabitri Sapkota, "Coronavirus is coming for the world's poor." World Economic
Forum, March 23, 2020. https://www.weforum.org/agenda/2020/03/coronavirus-least-developed-
countries-response/

5. Rambo Talabong, "Metro Manila to be placed on lockdown due to coronavirus outbreak," Rappler,
March 12, 2020. https://www.rappler.com/nation/254101-metro-manila-placed-on-lockdown-
coronavirus-outbreak

6. Malacañan Palace, Proclamation No. 929, Declaring a State of Calamity Throughout the
Philippines due to Coronavirus Disease 2019.
https://www.officialgazette.gov.ph/downloads/2020/03mar/20200316-PROC-929-RRD.pdf

7. Virgil Lopez, “Duterte extends enhanced community quarantine in NCR, other 'high-risk' areas,”
GMA News, April 24, 2020. https://www.gmanetwork.com/news/news/nation/735382/duterte-
extends-enhanced-community-quarantine-in-ncr-7-other-high-risk-areas/story/

8. Congress of the Philippines, Republic Act No. 11469, AN ACT DECLARING THE EXISTENCE OF
A NATIONAL EMERGENCY ARISING FROM THE CORONAVIRUS DISEASE 2019 (COVID-19)
SITUATION AND A NATIONAL POLICY IN CONNECTION THEREWITH, AND AUTHORIZING
THE PRESIDENT OF THE REPUBLIC OF THE PHILIPPINES FOR A LIMITED PERIOD AND
SUBJECT TO RESTRICTIONS, TO EXERCISE POWERS NECESSARY AND PROPER TO
CARRY OUT THE DECLARED NATIONAL POLICY AND FOR OTHER PURPOSES, March 24,
2020. https://www.officialgazette.gov.ph/downloads/2020/03mar/20200324-RA-11469-RRD.pdf

8
 9. University “COVID-19 Information,” University of the Philippines, accessed on April 12, 2020.
https://endcov.ph/dashboard/#

10. CNN Staff, “PH now has 11 accredited labs for testing,” CNN, April 7,
2020. https://cnnphilippines.com/news/2020/4/7/accredited-laboratories-coronavirus-testing.html

References
IATF Releases

1. Resolution No. 18, Recommendations Relative to the Management of the Coronavirus Disease
2019 (COVID-19) Situation https://www.covid19.gov.ph/wp-content/uploads/2020/04/IATF-Reso-
No-18.pdf

2. Resolution No.16, Additional Guidelines for the Enhanced Community Quarantine

http://www.covid19.gov.ph/wp-content/uploads/2020/03/Resolution-No.-16-Additional-Guidelines-
for-ECQ.pdf

3. Resolution No.15, Resolutions Relative to the Management of the Coronavirus Disease 2019
(COVID-19) Situation http://www.covid19.gov.ph/wp-content/uploads/2020/03/IATF-Reso-No-
15.pdf

4. Resolution No.14, Resolutions Relative to the Management of the Coronavirus Disease 2019
(COVID-19) Situation http://www.covid19.gov.ph/wp-content/uploads/2020/03/IATF-20200320-
Reso-No-14.pdf

5. Resolution No.13, Recommendations for the Management of the Coronavirus Disease 2019
(COVID-19) Situation http://www.covid19.gov.ph/wp-content/uploads/2020/03/IATF-RESO-13.pdf

6. Resolution No.12, Recommendations for the Management of the Coronavirus Disease 2019
(COVID-19) Situation http://www.covid19.gov.ph/wp-content/uploads/2020/03/IATF-RESO-12.pdf

7. Resolution No.11, Recommendations for the Management of the Coronavirus Disease 2019
(COVID-19) Situation http://www.covid19.gov.ph/wp-content/uploads/2020/03/IATF-RESO-11.pdf

8. Resolution No.10, Recommendations for the Management of the Coronavirus Disease 2019
(COVID-19) Situation http://www.covid19.gov.ph/wp-content/uploads/2020/03/IATF-RESO-10.pdf

9. Resolution No. 9, Recommendations for the Management of the Coronavirus Disease 2019
(COVID-19) Situation http://www.covid19.gov.ph/wp-content/uploads/2020/03/IATF-RESO-9.pdf

National and International Standards

9
 1. Infection prevention and control during health care for probable or confirmed cases of Middle East
respiratory syndrome coronavirus (MERS-CoV) infection: interim guidance, updated October 2019.
Geneva: World Health Organization; 2019 (WHO/MERS/IPC/15.1 Rev. 1;
https://www.who.int/publications-detail/infection-prevention-and-control-during-health-care-when-
novel-coronavirus-(ncov)-infection-is-suspected-20200125

2. Sphere Association. The Sphere Handbook: Humanitarian Charter and Minimum Standards in
Humanitarian Response, fourth edition, Geneva, Switzerland, 2018.
https://spherestandards.org/wp-content/uploads/Sphere-Handbook-2018-EN.pdf

3. Department of Health. Memorandum No. 2020-0123, "Interim Guidelines on the Management of

Surge Capacity through the Conversion of Public Spaces to Operate as Temporary Treatment and
Monitoring Facilities for the Management of Persons Under Investigation and Mild Cases of
Coronavirus Disease 2019 (COVID-19)," March 16, 2020.
https://drive.google.com/file/d/1s0ZOCWu9TTojXo9woIIco1qmutytgXcH/view

4. Department of the Interior and Local Government. Memorandum No. 2020-018, "Guides to Action
against "Coronavirus," January 31, 2020.
http://region5.dilg.gov.ph/dilg-memorandum-circular-no-2020-018-guides-to-action-against-
coronavirus/

Annex A: Menu of CQF Designs

The proposed intervention in the present emergency of the CoViD19 scenario utilizing
the introduced ATS system attempts to incorporate DOH-WHO guidelines to convert
large indoor and outdoor space to address lack of community care facilities especially
in the vulnerable and far flung areas while at the same time prepositioning for the
LGUs such vital alternative temporary shelters that can be redeployed during other
emergency events

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The implementation strategy shall include community engagement to support the construction
of facilities and establishing of systems. Activities such as social preparation, public
awareness and advocacy, among other existing information, education and communication
campaigns, will contribute in ensuring an efficient and participatory intervention. For instance,
working with other departments/offices aside from the CHOs and DRRMOs within the City
LGUs can possibly help to address the challenges on WASH and other logistical needs. At
the barangay-level, engagement of BHWs, and other community leaders and volunteers within
the BDRRMCs, can factor in the establishment of facility systems, including roles,
responsibilities, and policies, contributing to the efficiency of site plans. (ACCORD)

11
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A practical option of providing common WASH facilities for each quarantine zone is adaptable
in most public spaces specially those with existing augmentable WASH facilities.

The more ideal yet challenging individualized personal provision may be attained by the use
of commode supported by a wash basin. Vital to this is capacitating local health workers and
support workers in proper waste disposal and observance of infection control measures.

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ANNEX B:

RISK COMMUNICATION AND COMMUNITY ENGAGEMENT (RCCE) PLAN

FOR THE SETTING UP OF COMMUNITY QUARANTINE FACILITIES (CQFs)

I. Goal

The setting up of Community Quarantine Facilities (CQFs) strives to complement the

government’s effort to address the increasing need for isolation facilities for the suspect
and probable cases of COVID-19. The intervention specifically aims to utilize the existing
Alternative Temporary Shelter (ATS) models and translate these into quarantine facilities
for communities.

Following this general objective for CQFs, this RCCE Plan aims to help safeguard public
health by raising understanding and awareness among stakeholders of the risks
associated with COVID-19, the importance of quarantine and self-isolation facilities, and
how MOVE UP through ATS can help address current gaps in self-isolation and
quarantine facilities. Specifically, this document serves as guidelines for communication
and engagement strategies particular and specific to all the phases of Section III:
Implementation Strategy of the intervention–preparation, deployment, and evaluation.

II. Actors & Audience

 Policy-Makers (Subnational and National Level)

 Local Government Units (LGUs)
 Communities
 Civil Society Groups (CSOs) and other humanitarian organizations
 Project Staff

III. Specific Objectives

1. To inform the audiences of the impact of COVID-19 pandemic so they can protect
not just themselves, but their families, organizations, livelihoods, and communities;
2. To establish mutual, two-way communication strategies that value the peoples’
right to information and the right to expression;

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 3. To contribute to the knowledge-building of the actors and audience for their field-
specific learnings;
4. To advocate the roles of isolation and quarantine facilities to allay fears and
suspicions, stigmatization and discrimination, myths and misinformation;
5. To campaign and raise awareness for psychosocial resilience among actors and
audiences.

IV. Actions

The intervention’s implementation strategy is systematic, participatory, and community-

centered. Thus, it is only befitting to act on specific goals by making all actors and
audiences proactive. The Actions shall,

 Involve and engage actors and audiences in all the phases of the intervention—
preparation, deployment, and evaluation;
 Uphold the right to communication by delivering localized, relevant, and
comprehensible information, education and communication campaigns (IECs)
materials while concurrently upholding the right to expression by creating feedback
mechanisms, complaint desks, and other channels;
 Promote knowledge-building among actors and audience in terms of policy-
making, improvement of plans and programs, and other avenues to develop each
field of expertise;
 Set up actual CQFs to aid the understanding and appreciation of isolation and
quarantine facilities;
 Incorporate psychological resilience by partnering with government agencies,
academe, health institutions, and Civil Society Organizations that specialize in
mental health and psychosocial support; create free, simple, and accessible
channels like hotlines for counseling and guidance, instructional materials, and
other forms of support; create IECs and other strategies that recognize and
consider socio-economic barriers to effectively give realistic and attainable mental
health support to marginalized sectors.

V. Key Messages

Overarching messages reinforce actions; thus, the intervention shall deliver messages
that can be seen and heard throughout the project.

1. The government leads the national response for COVID-19. The intervention
strongly holds that the national government is the chief responsible for COVID-19
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 responses: It should direct the creation of synergies and collaboration among
different sectors of the society.

2. Public health response shall uphold human rights. Local and international Civil
Society Organizations (CSOs) and other humanitarian organizations complement
the government’s effort in combating the effects of the pandemic, cascading relief,
and assistance to vulnerable sectors such as the elderly, women and children,
urban poor, indigenous peoples (IPs), and more. The joint initiative of these
humanitarian formations shall capitalize on its number, capacities, and strengths
to fast track and harmonize holistic response to the people—banking on the basic
principle of every individual’s right to safe and dignified assistance.

3. The health crisis necessitates synergies of dignified and scientific

interventions. While the health crisis requires research-based, proven, and
holistic pharmaceutical and nonpharmaceutical response—assistance and relief
that caters to people shall still embody core principles of human rights. The right
to health shall not infringe on the dignity of any individual.

In addition, communities are a crucial part of the synergies: Actors and audiences
in the area can refine and enhance institutional interventions through their
knowledge, skills, and abilities (KSAs) that have developed through the years.
Intervening bodies have institutional blind spots that can only be solved by area-
specific and contextualized KSAs.

4. CQFs are timely and relevant. The intervention proposes solutions that will help
address current gaps in providing adequate facilities for self-isolation and
quarantine. The ATS System can serve as base models for designing Community
Quarantine Facilities (CQFs). MOVE UP and United Architects of the Philippines -
Emergency Architects (UAP-EA) intend to present replicable models built on
practical design criteria (robustness, affordability, scalability, range of application,
and speed of construction) for local government units (LGUs) and communities
that need facilities.

5. Stigmatization and discrimination do not have a place in times of crisis. Just

as the need for medical interventions arises, so too does the right to information
and expression. Myths and misinformation contribute to national hysteria that
foments stigmatization and discrimination to suspect and probable cases, health
care workers, and other persons in the front lines. Communication and

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 engagement plans shall use straightforward, localized, and contextualized IECs to
allay fears and misinformation.

Language of the intervention should not only inform, but heals and empowers. The
intervention shall economize and simplify its language to give communities the
necessary access to information, while making people active and participative
through consultations and dialogues, joint planning sessions, and other
mechanisms. ACCORD’s RCCE Plan has the full coverage of specific key messages for every actor and
audience are in

6. Promotion of Psychosocial Resilience. The pandemic affects mental health the

same degree it affects physical well-being; thus, public health response shall
prioritize interventions that address issues and concerns on fear, stress, and
anxiety. All actors and audience shall incorporate steps that promote psychological
resilience. Furthermore, interventions around the world shall put into the equation
realistic portrayal of socio-economic disparities and how this inequality makes
mental health trivial to the public--especially to the marginalized ones.

VI. Opportunities & Threats

 Current policies in effect at the subnational and national level down to community
ordinances and regulations (cite policies that will affect the intervention), may
restrain traditional communication channels like face-to-face and focused group
discussions, seminars and fora, and other IECs. Therefore, all communication and
engagement strategies in all the phases of the intervention shall maximize and
explore creative ways to make digital media more effective.

 Due to limited business and commercial services, the intervention may find
difficulties in acquiring and procuring necessary provisions like non-essential
items.

 Limited accessibility and availability of transport and other forms of conveyances

may also affect actors and audiences.

 Stigmatization and discrimination may also limit social engagements and voluntary
participation in the community.

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VII. Communication and Engagement Strategies (this section entails step-by-step
activities from preparation to evaluation)

A. Preparation (Preparatory Activities)

1. Identification of sites/areas
a. If the site is within a previous partner community, introduce CQFs.
b. If not, survey and baseline.

2. Coordination with LGUs (insert relevant sectors; e.g. DRRMO) and Barangay
Councils (insert relevant sectors; e.g. BDRRMO)
a. Review of COVID-19 fact sheets (death toll and numbers of and suspect,
probable, and confirmed cases)
b. Review policies and ordinance that may affect the intervention
c. Review existing IECs and other communication mechanisms in the
community
d. Review the barangay contingency plan
e. Introduce CQFs

3. Production of CQFs’ Manuals and Standard Operating Procedures for the LGU,
Barangay Council, and others in charge of operation and maintenance

4. Production of other IEC materials

a. tarpaulins
b. information board and bulletins
c. one-pager briefer
d. project visibility materials
e. IDs and name plates
f. CQFs maps

5. Arrangement of 24/7 hotline for operation and maintenance (health care workers,
support staff, and security)

6. Arrangement of 24/7 hotline for feedback mechanisms (inquiry, complaint, case

reporting)

7. Commissioning of volunteers* for mass communication (announcement through

radio, mobiles & patrols, and sirens)

B. Response (CQFs Deployment)

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 1. Posting of advisories in different strategic locations

2. Posting of instructional and project visibility materials such as,

a. CQFs maps:
b. referral pathway:
c. information board (hygiene considerations, procedure, and other IECs)
inside each room:

3. Information dissemination through primary communication channels like Facebook

and Twitter of CARE, Action Against Hunger, Plan International, and ACCORD; and
partner communication channels like the websites and social media of partner LGUs,
communities, and other CSOs.
a. well-timed fact sheets and bulletins updated every 4:00 p.m. every day.
b. press releases for public information offices (PIOs), and other local and national
media.

C. Evaluation Monitoring (Deployment to post-Deployment)

In evaluation of the intervention, a rubric prescribed by the World Health Organization

(WHO) Strategic Communications Framework for Effective Communications shall be
used. Progress report and other necessary assessment will also be documented
throughout the project.

a. Identify an activity or product to improve

b. Identify a tactic to improve performance
c. Create indicators to measure improvement
d. Conduct a baseline assessment
e. Refine Indicators
f. Perform new tactics
g. Measure progress

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Annex C: COVID-19 Community Isolation Units Assessment Tool

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European Civil Protection and Humanitarian Aid Operations

The European Union and its Member States are the world’s leading donor of humanitarian aid. Relief
assistance is an expression of European solidarity with people in need all around the world. The EU aims
to save lives, prevent and alleviate human suffering, and safeguard the integrity and human dignity of
populations affected by natural disasters and man-made crises. Through its Civil Protection and
Humanitarian Aid Operations department (ECHO), the European Union helps millions of victims of conflict
and disasters every year. With headquarters in Brussels and a global network of field offices, the EU assists
the most vulnerable people based on humanitarian needs.

The Moving Urban Poor Communities toward Resilience (MOVE UP) Consortium

CARE

CARE is a leading international humanitarian agency delivering emergency relief and long-term
international development projects. Founded in 1945, CARE is nonsectarian, impartial, and non-
governmental. In 2016, CARE worked in 94 countries supporting 962 poverty-fighting and humanitarian aid
projects and reaching over 80 million people and 256 million people indirectly. In the Philippines, CARE
worked since 1949 and is known for its disaster response, emergency preparedness, livelihood recovery,
and integrated risk management programs.

Action Against Hunger

Action Against Hunger is the world’s hunger specialist and leader in a global movement that aims to end
life-threatening hunger for good within our lifetimes. For 40 years, the humanitarian and development
organization has been on the front lines, treating and preventing hunger across nearly 50 countries. It
served more than 21 million people in 2018 alone. In the Philippines, AAH has helped millions of Filipinos
in terms of nutrition and health programs, WASH interventions, and food security and livelihood programs.

Plan International

Plan International is an independent development and humanitarian organization that advances children’s
rights and equality for girls. Plan strives for a just world, working together with children, young people, our
supporters, and partners. Plan International Philippines, headquartered in Manila and with regional project
areas, has been working in the Philippines since 1961 with a focus on child protection, youth economic
empowerment, disaster risk management, and nutrition and responsive care.

Assistance and Cooperation for Community Resilience and Development Inc. (ACCORD)

ACCORD works on strengthening local capacities for managing poverty reduction and human development
programs that have lasting results. Together with poor communities, civil society organizations, and the
government, it focuses on innovative projects on Integrated Risk Management, food security, and
emergency response. ACCORD is a local implementing partner of CARE.

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With support from

Partners for Resilience

Partners for Resilience (PfR) is an alliance of the Netherlands Red Cross (lead agency), CARE Netherlands,
Cordaid, the Red Cross/Red Crescent Climate Centre, and Wetlands International. The name originates in
the fundamental belief of its five members in the central role of resilience as the way to deal effectively with
disasters. This means they use an integrated approach to mitigate disaster risk and enhance livelihoods,
particularly by addressing climate change and ecosystem management and restoration. The PfR program
is supported by the Dutch Ministry of Foreign Affairs.

Czech Republic Humanitarian Aid

Foreign humanitarian aid is an integral part of the Czech Republic’s foreign policy. Czech foreign policy
aspires to security, prosperity and sustainable development, human dignity, including the protection of
human rights, serving the people, and nurturing a good reputation abroad. The Czech Republic provides
humanitarian aid in the form of expert assistance (by sending rescue workers and other specialists), in-kind
aid (by providing necessary material) and financial aid (e.g. by making contributions to international
humanitarian organizations, NGOs, etc.) The Czech Republic as an EU member participates in the
decision-making on humanitarian aid provided from the budget of the European Commission through the
Humanitarian Aid department (ECHO).

In partnership with

United Architects of the Philippines-Emergency Architects (UAP-EA)

The United Architects of the Philippines is the Integrated and Accredited Professional Organization of
Architects (IAPOA) in the Philippines with more than 42,000 members. As one of UAP advocacy arms, the
UAP-EA delivers lectures to raise awareness on the importance of Resilient Area Planning, Infrastructure
Development, Disaster-Resilient Design, and Earthquake and Seismic Resiliency to various schools and
professional organizations, within and outside of the UAP. Moreover, UAP-EA arranges seminars and
workshops nationwide through what they call the EA Caravan, attended by architects, engineers, and
environmental planners.
The special committee of the Emergency Architects of the UAP has been developing alternative temporary
shelter solutions for the past 4 years in collaboration with ACCORD and other NGOs and their partner
LGUs. Some models got to be deployed and tested in a few emergency events in the NCR. Action Against
Hunger distributed a number of tents and indoor folding sleeping modules in Surigao and Compostela
Valley, becoming part of their DRRM contingency plan. While tests and demos supplement the NGO
programs of reaching Central Visayas and Mindanao in the campaign for LGU adaptation, the ATS models
get to be experienced and reviewed by stakeholders and improved in a progressive iterative design-
innovate process by the UAP EA. The UAP Emergency Architects, formerly headed by Ar. Stephanie N.
Gilles and presently chaired by Ar. Jose Miranda is composed of volunteer practicing professionals and
students in architecture that form part of the DRRM and CSR advocacy of the UAP.

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