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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

Consultation meetings with LGUs on existing needs,

capacities, and gaps

March 16 –

present

MOVE UP

Consultation meetings with technical partners

including UAP-EA, local engineering offices, health

clusters, and CSOs

March 16 –

present

MOVE UP

Bi-lateral coordination activities with IATF/NDRRMC

and DOH

March 16 –

present

ACCORD,

UAP-EA

Consultation meetings with medical professionals who

have expertise on public health and IPC

March 27 –

April 2

MOVE UP

Designing workshops on possible CQFs models and

systems

March 28 –

April 5

UAP-EA

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Planning for risk communication activities (formulation

of key messages, material development, identification

of dissemination strategies)

April 13 –

present

MOVE UP,

LGUs

Refinement of CQF designs, bill of materials, and

WASH plan

April 22 –

27

UAP-EA

Planning meetings with LGUs of identified CQFs-

area/s

April 21 –

present

MOVE UP

Community engagement (social preparation and

community consultations, public awareness and

advocacy activities, IEC campaigns)

TBD MOVE UP,

LGUs

Procurement of CQF materials for installation ongoing MOVE UP,

LGUs

CQF Deployment

Actual deployment of CQFs in identified locations and

establishing of operation systems

TBD MOVE UP,

LGUs

Functioning of the CQFs including provision of other

services such as clinical consultations and

psychosocial debriefing, along with continuous IEC

activities

TBD LGUs

Post-deployment Activities

Post-deployment assessment and regular monitoring

and evaluation of the intervention

TBD LGUs,

MOVE UP

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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

https://coronavirus.jhu.edu/map.htmlhttps://covid19.who.int/https://coronavirus.jhu.edu/map.htmlhttps://covid19.who.int/https://www.sciencemag.org/news/2020/03/ticking-time-bomb-scientists-worry-about-coronavirus-spread-africahttps://www.sciencemag.org/news/2020/03/ticking-time-bomb-scientists-worry-about-coronavirus-spread-africahttps://www.weforum.org/agenda/2020/03/coronavirus-least-developed-countries-response/https://www.weforum.org/agenda/2020/03/coronavirus-least-developed-countries-response/https://www.rappler.com/nation/254101-metro-manila-placed-on-lockdown-coronavirus-outbreakhttps://www.rappler.com/nation/254101-metro-manila-placed-on-lockdown-coronavirus-outbreakhttps://www.officialgazette.gov.ph/downloads/2020/03mar/20200316-PROC-929-RRD.pdfhttps://www.officialgazette.gov.ph/downloads/2020/03mar/20200316-PROC-929-RRD.pdfhttps://www.gmanetwork.com/news/news/nation/735382/duterte-extends-enhanced-community-quarantine-in-ncr-7-other-high-risk-areas/story/https://www.gmanetwork.com/news/news/nation/735382/duterte-extends-enhanced-community-quarantine-in-ncr-7-other-high-risk-areas/story/https://www.officialgazette.gov.ph/downloads/2020/03mar/20200324-RA-11469-RRD.pdf

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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







9. Resolution No. 9, Recommendations for the Management of the Coronavirus Disease 2019


National and International Standards

file:///C:/Users/ACCORD%20INC/Downloads/%20https:/endcov.ph/dashboard/file:///C:/Users/ACCORD%20INC/Downloads/%20https:/endcov.ph/dashboard/https://cnnphilippines.com/news/2020/4/7/accredited-laboratories-coronavirus-testing.htmlhttps://www.covid19.gov.ph/wp-content/uploads/2020/04/IATF-Reso-No-18.pdfhttps://www.covid19.gov.ph/wp-content/uploads/2020/04/IATF-Reso-No-18.pdfhttp://www.covid19.gov.ph/wp-content/uploads/2020/03/Resolution-No.-16-Additional-Guidelines-for-ECQ.pdfhttp://www.covid19.gov.ph/wp-content/uploads/2020/03/Resolution-No.-16-Additional-Guidelines-for-ECQ.pdfhttp://www.covid19.gov.ph/wp-content/uploads/2020/03/Resolution-No.-16-Additional-Guidelines-for-ECQ.pdfhttps://d.docs.live.net/f45039657f420457/Documents/%C2%A0http:/www.covid19.gov.ph/wp-content/uploads/2020/03/IATF-Reso-No-15.pdfhttps://d.docs.live.net/f45039657f420457/Documents/%C2%A0http:/www.covid19.gov.ph/wp-content/uploads/2020/03/IATF-Reso-No-15.pdfhttp://www.covid19.gov.ph/wp-content/uploads/2020/03/IATF-20200320-Reso-No-14.pdfhttp://www.covid19.gov.ph/wp-content/uploads/2020/03/IATF-20200320-Reso-No-14.pdfhttp://www.covid19.gov.ph/wp-content/uploads/2020/03/IATF-RESO-13.pdfhttp://www.covid19.gov.ph/wp-content/uploads/2020/03/IATF-RESO-12.pdfhttp://www.covid19.gov.ph/wp-content/uploads/2020/03/IATF-RESO-11.pdfhttp://www.covid19.gov.ph/wp-content/uploads/2020/03/IATF-RESO-10.pdfhttp://www.covid19.gov.ph/wp-content/uploads/2020/03/IATF-RESO-9.pdf

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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

https://www.who.int/publications-detail/infection-prevention-and-control-during-health-care-when-novel-coronavirus-(ncov)-infection-is-suspected-20200125https://www.who.int/publications-detail/infection-prevention-and-control-during-health-care-when-novel-coronavirus-(ncov)-infection-is-suspected-20200125https://spherestandards.org/wp-content/uploads/Sphere-Handbook-2018-EN.pdfhttps://drive.google.com/file/d/1s0ZOCWu9TTojXo9woIIco1qmutytgXcH/viewhttp://region5.dilg.gov.ph/dilg-memorandum-circular-no-2020-018-guides-to-action-against-coronavirus/http://region5.dilg.gov.ph/dilg-memorandum-circular-no-2020-018-guides-to-action-against-coronavirus/

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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)

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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

https://www.who.int/mediacentre/communication-framework.pdfhttps://www.who.int/mediacentre/communication-framework.pdf

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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.