STAKEHOLDER ENGAGEMENT,

CONSULTATION AND DISCLOSURE

STAKEHOLDER ENGAGEMENT
PLAN -
SEP was developed to :
- ensure stakeholders know project risks and mitigation measures
- information is disclosed properly
- communities and local government are engaged
- social preparation are conducted for areas that will host isolation and quarantine
facilities

1st draft was launched on April 2, 2020, several revisons have been made the latest
was on November, 2021
SUMMARY OF THE STAKEHOLDER
ENGAGEMENTS CONDUCTED
> First draft was done without stakeholder engagement due to the urgency of
COVID-19 operation.
> Project design and SEP were held between DOH and World Bank.
> Stakeholders engagement were conducted after project approval.

> National Stakeholders Consultation on the Parent Project was conducted thru a
series of virtual meetings on August 18-19, 2021
> local consultations with affected and interested stakeholders at recipient health
facilities will be conducted during implementation including civil works components
> online Public Consultation on the National Strategic Policy Framework for
COVID-19 Vaccine Deployment and Immunization on Dec. 7, 2020 and January 8,
2021 participated by
- national government agencies
- DOH
- CHDs
- health care facilities
- professional organizations
- the academe
- civil society organizations
- private sector (health insurance corporations)
- development partners
- Local Chief Executives and local leaders
Listed below are other activities conducted with key stakeholders:
●  Consultations with PWD and gender- based groups on the PCERP were
conducted
on 5 and 30 October 2020, respectively.
●  Consultation with the NCIP, NCIP Health Workers in Community Service Centers
(nurses, midwives), IP Mandatory Representatives (IPMR), and IP leaders on the
PCERP was held on 23 February 2021 which was attended by 300 participants
nationwide.
Town hall consultations with the uniformed personnel for the security of the
vaccines and vaccine implementation and with Indigenous Peoples and their
representatives, the National Commission Indigenous Peoples (NCIP), and other
relevant CSOs were conducted by the DOH-HPB on 23 and 26 February 2021 and
16 March 2021, respectively.
●  Townhall consultation with IPs/ICCs was held on16 March 2021 included NCIP-
hired nurses and midwives in the community service centers (LGUs), doctors in the
NCIP Regional Offices, IP regional representatives, IP Mandatory representatives
(IPMR), IP leaders, and communities.
Community consultations on the construction activities for the RITM, 14 NCR
hospitals, and Quirino Memorial Medical Center were participated by the DOH
Central Office (BIHC, DPCB, HFEPMO); Metro Manila Center for Health
Development - HFEP Counterpart; health facilities’ administrative and planning
department, engineering department, and infrastructure committee; local government
units (Building Official, Engineering Department, City Health Office, City
Environmental and Natural Resources Office [CENRO], Barangay Officials); and
the World Bank were held on 27 October 2020, 28 October 2020, and 23 February
2021, respectively.
●  Community Consultation on the upgrading of Isolation Facilities in DOH and
LGU Hospitals outside National Capital Region (NCR) held on July 29-30, 2021
●  Community Consultation on the refurbishing of Reference Laboratories held on
July 30, 2021
●  The learning development interventions for uniformed personnel on the Code of
Conduct and Environmental and Social Standards were held on 29 April 2021 for the
Armed Forces of the Philippines and on 30 April 2021 for the Philippine National
Police. A total of 892 participants attended both activities.
Consultations with stakeholders on the PCERP Grievance Redress Mechanism (GRM) were held from 24 and
25 June 2021 with a combined total of 139 participants.
●  Regular coordination meetings conducted on the Civil Works component on
procurement and Environmental and Social Framework with health care facilities and
contractors.
●  Regular ESF Training conducted for healthcare facilities and contractors of upcoming
Civil Work Projects. Three trainings conducted this year, each on June 17, August
20, and October 11, 2021.
●  Regular ESF Coordination Meeting for ongoing Civil Works projects which started on
October 11, 2021
●  Regular Bi-weekly Fortnightly Meetings
●  Town hall meetings on vaccination of population ages 12 – 17, with concerned
groups such as parents and guardians, vaccination teams, data managers and
encoders, spokespersons and medical chiefs started on October 12, 2021
●  Town halls for other allied health practitioners such as midwives, dentists, and
pharmacists to utilize them as vaccinators were also conducted on various dates.
N AT I O N A L D E M A N D G E N E R AT I O N A N D C O M M U N I C AT I O N S P L A N
FOR
C O V I D - 1 9 VA C C I N E S
One of the major hurdles in the COVID-19 vaccination program is the vaccine
hesitancy that is still prevalent in the country.

The DOH Health Promotion Bureau has developed the National Demand Generation
and Communications Plan for COVID-19 Vaccines, with the following objectives for
the citizens:
●  Understand, feel confident in the government’s approach to roll-out COVID-19
vaccines, and believe that it is fair;
●  Maintain trust in, and demand for, COVID-19 vaccine and routine immunization;
●  Understand the importance of physical and mental resilience and continued
practice of other preventive health behaviors (hand washing, mask wearing, and
physical distancing); and
● Relyongovernment-initiatedplatformsastheauthoritativesourceofinformation on
COVID-19 vaccines deployment.
The specific objectives are as follows:
●  Adults,caregivers,andparentsunderstandthethreatofCOVID-19andtheneed for herd
immunity to protect their families;
●  Eligible Filipinos are aware of the COVID-19 deployment plan (authorization for
safety and efficacy, prioritization of recipients) and implementation plan (schedule,
venue, and requirements for safe vaccination before the deployment start date);
●  AllFilipinosunderstandthekeydifferenceoftheCOVID-19vaccineclinicaltrials and
the government-led roll out of the COVID-19 vaccines;
●  Health workers, community volunteers, and other frontline workers are able to
communicate key messages of the campaign, respond to concerns regarding the
campaign, and verify information appropriately; and
●  Private sector, civil society organizations, Local Chief Executives, and other key
stakeholders are engaged to champion the immunization activities through provision
of accurate and timely information and of resources for community mobilization.
The approaches and strategies will include the following:

●  Raisingawareness and engagement through unified messaging across multiple but

streamlined communication platforms or spokespersons.
●  Ensuring feedback loops from monitoring of platforms to inform calibration of
messages.
●  Strengthening capacities of health workers and other frontline workers on
communication and engagement
●  Advocacy and engagement of partners and influencers, including Local Chief
Executives (LCEs)
●  Media engagement and management
•Table 32. Overview of the Key Messages per Phase
The Task Force Demand Generation also follows an intervention ladder in its efforts (Figure 29).
The initial solutions include persuasion and nudges, followed by incentives. Once these have been fully
utilized,
the government may move to disincentives or compulsion, as a last resort. Likewise, the national government
empowers the LGUs to develop their own demand generation and communication activities, with DILG
Memorandum Circular 2021-019 (Guidelines on the Implementation of Demand           
Figure 29. Intervention Ladder for Vaccine Demand Generation
Throughout the vaccination roll-out, the following strategies shown in Table 33 were
employed across the intervention ladder in Figure 29.
         
 DEMAND GENERATION AND
COMMUNICATIONS IN LAGGING AREAS:
BARMM
Based on the latest statistics from NVOC, the BARMM region lags among other
regions in the country in terms of vaccination coverage, and this has been the case
since the implementation of the vaccination program.
By February 27, 2022, the NCR is reported to have more than 100% of its target
vaccinated population, with 110% covered with at least one dose and 102% already
fully vaccinated.
The rest of the 16 regions have between 62% to 84% of their target population with
at least one dose, and 55% to 77% of their target population have completed their
primary series.
BARMM is left at the bottom, with 32% with primary dose and only 25% of its
target population fully vaccinated.
Among BARMM provinces, Lanao del Sure have the lowest coverage, with only
19% of its target population are fully vaccinated.
he Field Implementation and Coordination Team for Visayas and Mindanao
(FICT- VisMin) of DOH cited the following key challenges leading to lagging
vaccination in BARMM as reported by the local VOCs and the local government
units. Aside from logistical limitations (i.e., manpower constraints, internet
connection for data management, and issues in cold-chain storage capacity),
significant issue reported is related to risk communication. They include the
following:
A. Vaccine hesitancy and vaccine preference- There is a slow turn-out in
vaccination due to fear of side effects.
B. Fake news dissemination- Involvement of religious community leaders in
dissemination of unverified information. There is also proliferation of fake
vaccination cards.
C. Lukewarm support from LGUs- Local chief executives are not supportive of
the data management needs; existing conflicts in barangays.
DOH COVID-19 HOTLINE
In support of the other stakeholder engagement initiatives of DOH, the national
COVID-19 hotline has been established last 17 March 2020.
toll-free numbers accessible to the public are 1555 or (02) 894COVID (26843).
operating hours are daily with whole day duration (24/7) and no holidays.
The hotline is operated by 20 agents with a 4-day rotating shift.

The services provided by the hotline for COVID-19 include:

A. providing information and advice to all types of COVID-19 inquiries, serving as a
national referral network to all COVID-19 and other health-related concerns (e.g.
referral to LGUs, DSWD, OWWA),
B. providing free teleconsultation through volunteer medical experts, and
C. providing end-to- end service for callers requiring COVID-19 assistance (LGU
coordination, contact tracing advice in corporate setting).
P R O J E C T I M P L E M E N TAT I O N A R R A N G E M E N T S ,
R E S P O N S I B I L I T I E S , A N D C A PA C I T Y B U I L D I N G
IMPLEMENTATION AR RANGEMENTS
The Department of Health (DOH) will be the implementing agency for the Project.
In April 20, 2021, the DOH Department Order 2021-0205 or the ‘Implementation
Arrangement for the World Bank Funded Project “Philippines COVID-19
Emergency Response Project” (PCERP) under Loan No. 9105-PH and 9220-PH’
was issued to provide guidance in the overall management and implementation of
the Project.
A Steering Committee (Figure 38) shall oversee the overall direction of the Project.
This will be composed of the DOH Executive Committee (ExeComm), with all the
Undersecretaries of the functional management teams involved in the Project, and to
be chaired by the Undersecretary for the Health Policy Systems and Development
Team (HPSDT) as the Project Director. The Undersecretary for Health Facilities
Infrastructure and Development Team (HFIDT) and the Undersecretary for Public
Health Services Team (PHST) are designated as Project Co-Directors.
A Technical Working Committee (TWC) that will be overseeing the day-to-day
operations of the project, is composed of various DOH bureaus and offices.
The TWC will be led by four project co-managers:
(1) the Director of the Bureau of International Health Cooperation;
(2) the Director of the Health Facilities Enhancement Program Management Office;
(3) the Director of the Disease Prevention and Control Bureau; and
(4) the Director of the Supply Chain Management Service. Their Offices will jointly
serve as the Project Management Team (PMT).
The Focal Points have the following duties and responsibilities:
●  The Bureau of International Health Cooperation (BIHC) shall act as the focal
point of contact for the Project including administrative concerns.

●  The Health Facility Enhancement Program-Management Office (HFEP-MO)

shall serve as the technical focal point for civil works and other activities related
to the enhancement of health facilities.

●  The Disease Prevention and Control Bureau (DPCB) shall serve as the focal
point for the procurement and distribution of resources such as PPEs consistent
with DO 2020-0792, “Guidelines on the Distribution of Personal Protective
Equipment (PPE), Testing Kits and Other Laboratory Supplies and Equipment for
Health Facilities and Laboratories providing Health Services to Suspected,
Probable, and Confirmed Cases of Coronavirus Disease- 19 (COVID-19).” As
such it shall include receipt of PPEs procured from suppliers from the SCMS, and
approve the issuance of such to recipient health facilities.
●  The DPCB is also in-charge of the procurement, delivery, distribution, and administration
of COVID-19 vaccines and ancillary supplies.

- manage the environmental and social risks of the Project

- implement the Stakeholder Engagement Plan (SEP) and Environmental and Social
Management Framework (ESMF).

- Specific tasks as the focal point for environmental and social risks include, but are not
limited to, the following:
- (i) manage and monitor environmental and social issues related to eligible activities,
- (ii) prepare regular/bi-annual safeguards status report, and
- (iii) identify training and capacity building needs for ESMF.
●  The Supply Chain Management System (SCMS) shall serve as the focal point for the
supply chain management as well as logistics.

SCMS shall be responsible for the

- preparation and execution of import documents related to PCERP goods procured
from international suppliers such as Authorization letter authorizing the broker to file
the necessary requirements for Bureau of Customs clearance,
- Certificate of Undertaking,
- required affidavits, etc.
- Its responsibility shall include receipt of DOH designated broker the PPEs and other
commodities procured from international suppliers and released from the Bureau of
Customs.
On the national scale, the COVID-19 Vaccine Cluster shown in Figure 40 shall serve as a
unified command, control, coordination, communication, and cooperation mechanism that
ensures the procurement, deployment of COVID-19 vaccine and the vaccination of
identified eligible populations.
 Figure 40. COVID-19 Vaccine Cluster Organizational Structure

          
Figure 40. COVID-19 Vaccine Cluster Organizational
Structure
The following are the roles and responsibilities of the COVID-19 Vaccine Clusters under the
TG COVID-19 Immunization Program listed in Table 40.

Table 40 Roles and Responsibilities of the COVID-19 Vaccine Clusters

T eam Roles and Responsibilities
TG Vaccine Evaluation and
Selection •●  Review results of clinical trials
Lead: DOST •●  Coordinate and Collaborate with the TGs and STGs,
Members: DOH, FDA, RITM, •NITAG and HTAC
Vaccine Experts

TG Diplomatic Engagement •●  Meet with international parties and entities.

and Negotiation •●  Provide feedback and updates to the other respective TGs
Lead: DFA •pertaining to vaccine development in the global market.
Members: DOF, DOH, NTF, •●  Coordinate and collaborate with TG Procurement and Finance in identifying viable global market vaccine
DOST •manufacturers and entities.

•●  Facilitate advanced market commitment and/or framework contracting and/or procurement through international facilities
TG Procurement and
(COVAX)
Finance
•●  Activate price negotiation board subject to HTA’s cost- effective price
Lead: DBM (Procurement
•●  Coordinate with DBM and legislators, as may be necessary on budget and co-payment ceilings
Service) Members: DOH, DOF
•●  Explore local vaccine production and supply

•Map the potential port(s) of entry, points of storage (stores), and fallback facilities in the country with their respective cold chain
TG Cold Chain and
and transportation/capacity distribution for vaccines, and ancillary products and assess dry storage and cold chain capacity at all
Logistics Management
levels
Lead: TGRML
•Facilitate acceptance and inventory of vaccines and logistics
Members: DOH, DBM, DILG
•Facilitate and ensure storage, distribution and delivery of vaccines and logistics to target areas
(PNP), DND (AFP, OCD)
•Monitor cold chain practices and ensure that vaccines are handled and disposed correctly and properly

TG Immunization Program
•●  Plan and craft policies, guidelines and standard operating procedures related to the COVID-19 vaccine deployment and program
Lead: DOH (PHST)
implementation.
Members: DOJ, FDA, DILG,
•●  Estimate potential numbers of target populations that will be prioritized for access to vaccines stratified by target group and
DSWD, DepEd, AFP, DOTr,
geographic location
DICT
 •Identify potential COVID-19 vaccine delivery strategies
•●  Create a data information system for all vaccine recipients
•●  Provide capacity building and trainings to implementers
•●  Develop or adapt existing and implement AEFI/Post-
•marketing surveillance and monitoring framework
•●  Ensure or craft guidelines, procedures and tools for planning and conducting
vaccine pharmacovigilance activities

•●  Design a demand and risk communication plan

TG Demand Generation
•●  Implement social mobilization and community engagement
and Communications
•activities
Lead: PCOO
•●  Ensure social preparation of target population groups and
Members: DOH, NTC, PIA
•geographical areas prior to vaccination
 •●  Review the latest position papers, studies, international guidelines and
recommendations from internationally acknowledged resources [i.e., World
Health Organization (WHO), Strategic Advisory Group of Experts for
Immunization (SAGE)] for possible adoption in the country policies and plans for
National
the National Immunization Programme.
Immunization
•●  Conduct existing policy analysis, review of the program data and evidence in
Technical
order to provide evidence-based technical advice and recommendations for the
Advisory Group
development of appropriate and sustainable immunization policies, guidelines,
(NITAG)
strategies and approaches related to immunization program.
•●  Advise the DOH in the formulation of policies, plans and strategies for
research and development of existing and new vaccines and the vaccine delivery
technology.
 •●  Review all reported serious and cluster of AEFI cases presented for expert opinion
and provide a final causality assessment of the AEFI cases as well as the cases that were
not classified by the Regional AEFI Committee.
•●  Ensure evidence-based causality assessment by recommending further investigation
and data collection as needed.
•●  Make final decisions on causality assessment of inconclusive investigations.
•●  Ensure standard protocols for AEFI surveillance and investigation are correctly
followed.
National Adverse
•●  Engage with other national and international experts when requirements arise in
Events Following
establishing causality and vaccine quality issues.
Immunization
•●  Provide recommendations to the National Immunization Program, EB and National
Committee
Cold Chain Manager on improving immunization service delivery, compliance with
injection safety and effective vaccine management based on lessons from the AEFI
cases.
•●  Serve as technical advisory group on vaccine and immunization safety-related issues
of highest consideration such as immediate recall of vaccine from the market or
temporary/permanent withdrawal of a vaccine from the immunization program.
• Serve as resource person in other AEFI related meetings, conferences or capacity
building activities as requested.
SECURITY/ UNIFORMED PERSONNEL
ENGAGEMENT IN COVID-19 VACCINE
DELIVERY AND DEPLOYMENT
The Philippine Government Security Plan or "Caduceus" has been developed to provide
guidance on the engagement of security or uniformed personnel in the delivery and
deployment of COVID-19 vaccines.

The military and police shall be mobilized during the vaccination campaign as laterally
and vertically coordinated with the Local Government Units.

There is no need for an agreement between the DOH and uniformed units since the
Department of National Defense and the Philippine National Police are integrated in the
organizational structure managing the deployment of COVID-19 vaccines and the
vaccination program, the COVID-19 Vaccine Cluster under the National Task Force
Against COVID-19.
In addition, a Presidential Decree (PD) no. 2020-157 was also given by the President
instructing the DND and DILG to provide support to the COVID-19 vaccination efforts.

Furthermore, since the country is still under a Public Health Emergency and a State of
Calamity, the DND and DILG are mandated to perform their duties under Republic Act no.
10121 or the Philippine Disaster Risk Reduction and Management Act of
CAPACITY BUILDING
The Philippines, together with almost all countries, has capacity issues in responding to the unprecedented
COVID-19 pandemic including infection control, testing and laboratory analysis, establishment and
operation of quarantine and isolation facilities and waste management. Additionally, the citizen and
stakeholder engagement process is continually evolving in response to the unpredictable disease outbreak.

The Project will provide funding, training, and capacity building to support these critical initiatives,
building on international expertise to achieve international best practices in line with WHO guidelines as
follows:
●  Supporting DOH in preparing a guidance note on standard design for hospital isolation and treatment
centers to manage Severe Acute Respiratory Infections (SARI) patients;

●  Training on use of medical and laboratory equipment, devices, and testing kits for health providers and
technicians; and supporting the necessary logistics arrangements to deploy goods and equipment to health
facilities without delay;
●  Training on the appropriate use of PPE, guided by the WHO (2020) interim guidance Rational use of
personal protective equipment (PPE) for coronavirus disease (COVID-19), 19 March 2020;

●  Capacity building for laboratory staff and technicians on COVID-19 testing; and

●  Health care waste management and infection prevention and control in health care
facilities;

●  Training of relevant DOH personnel and designated logistics team for the
management and maintenance of cold chain and effective management for
maximizing efficiencies

●  The DOH has developed a set of training modules, for the program coordinators and
implementers, in support to the vaccination activities against COVID-19. The training course encompasses the
whole spectrum of the delivery of services from pre- to post- implementation.
B UDGET FOR ESM F IMPLEMENTATION
The cost of implementing the ESMF is primarily costs related to the salaries of the dedicated
E&S personnel involved in implementing the various measures and actions of the ESMF.
Among the ESMF activities that will be spearheaded by the Environmental and Social
Framework (ESF) Team include

(i) training and workshops,

(ii) development of E&S due diligence as well as measures and other tools,

(iii) information and communication, and

(iv) supervision, monitoring, and reporting. With the limited face to face activities during
the pandemic, these will be mostly done online and will incur minimal cost for materials and
supplies. The budget for ESMF implementation remains in the budget allocated for Project
component 3, ‘Implementation Management and Monitoring and Evaluation of the Project’,
amounting to US$ 7,205,000.