COVID-19 OUTBREAK Country plan for Zambia Red Ross Society Date 21th May 2020

1. SITUATION ANALYSIS

1.1 Description of the Situation

Since its maiden outbreak late December 2019, in Wuhan City in China, Corona Virus Disease (COVID-19) has moved like a wave hitting various regions around the globe affecting more than 4.3 million people and recording about 295,101 fatalities as at 15th May 2020. COVID-19 was declared a global pandemic on 11th March 2020 by the World Health Organization (WHO) and the global impact has already been significant, and it represents the most serious global health threat resulting from a respiratory virus since the 1918 Influenza pandemic.

Zambia, like many other countries in the African region, has not been spared from this pandemic with the number of confirmed COVID-19 cases as at 17th May, 2020 standing at 735 with 7 deaths since the confirmation of its first cases on 18th March 2020. According to the Ministry of Health, over 17,354 tests have since been administered across the country so far to keep track of the evolution of the pandemic and to curb its spread through early identification, quarantine and treatment of those infected. The pandemic has affected Lusaka, Central, Copperbelt Muchinga and North-western provinces

As more countries are being affected, through cross border traffic, Zambia has imposed stringent measures to limit the spread of the virus in the country. These measures include closing of schools, universities, colleges, churches, bars, cinemas, gyms and prohibited gatherings of any kind. Organizations and institutions have been advised to put their staff on paid leave and essential workers to work remotely (from their homes). A few essential service providers have been allowed to operate on rotation basis, allowing the public to access, basic needs if required.

According to the risk analysis conducted by Disaster Management and Mitigation Unit (DMMU) in collaboration with Ministry of Health, COVID-19 has the potential to affect 7,616,108 people in the latent hotspots in the ten provinces of the country. The national Contingency Plan highlights 48 districts spread out across the country as hotspots representing areas with major highways and transport corridors, densely populated areas, and those districts with an international Figure1: Districts at high risk of COVID-19 (Source Zambia COVID-19 National Contingency and Response airport. These risk areas are mostly Plan 2020)

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concentrated in areas where the country shares a boarder with Congo DR, Tanzania, Mozambique, and Zimbabwe which are some of the most highly affected countries in sub- Sahara Africa.Districts covered currently by ZRCS are Livingstone , Sesheke, Chirundu, Kafue, Lusaka, Chipata, Kabwe Kapiri Mposhi, Ndola, Kitwe, Chingola, Chililabombwe, Solwezi and Mpulungu. Under this appeal, ZRCS endeavors to scale up interventions to 5 more districts bringing the total to 18 districts. Additional districts will include Nakonde, Katete, Mansa, Mufulira and Mpika. Zambia Red Cross will focus their interventions in urban areas of the targeted districts border posts and surrounding communities

1.2 Potential Impact of COVID-19 in Zambia

The pandemic will have health and non-health related effects on Zambian communities and the economy at large. The following are some of the expected impacts of the pandemic in Zambia:

1.2.1 Potential Health Impacts a) Decreased access to outpatient and inpatient services due to closure of health facilities, repurposing of health workforce and stock-outs of medicines and other supplies; b) Diversion of resources from routine services to response to COVID-19; c) Stretched health services including isolation facilities, intensive care units, laboratory and other diagnostic services and ambulances; and d) Increased morbidity and mortality due to COVID-19 and other diseases that receive less attention. e) Increased disease burden like malnutrition due to poor dietary intake emanated from compromised livelihood support

1.2.2 Potential Non-Health Impacts

The major non-health impacts of the pandemic would include: a) Poor performance of the economy due to business closures, social distancing, restriction of travel and movements of goods and services, and diversion of resources from other sectors to health; b) Closure of schools, religious and social places due to social distancing and public anxiety; c) Transport and travel restrictions, both local and international; d) Xenophobia to foreign nationals; e) Stigmatization of the affected and survivors; f) Mass migration of people from localities deemed to be high risk; and g) Escalating civil misconduct, crime, Sexual and Gender Based Violence; h) Diversion of resources from routine services to response to COVID-19; i) Desertion of duty and increased industrial action; j) Reduced economic activity leading to reduced revenue collection for government; k) Reduced revenue generation for Small and Medium Enterprises (SMEs); l) Reduced tourist visits to national parks in the affected areas due to suspended flights; m) Reduced forex due to low earnings from non- traditional exports; n) Disruption in the provision of socio- economic services

1.3 National Vulnerabilities and need assessment The COVID-19 pandemic is a relatively new kind of outbreak that rapidly propagates affecting vast areas and huge numbers in a short time space. This poses an unprecedented level of risk for any country regardless of how robust their health and response systems have been. For a country like Zambia, with no experience in responding to outbreaks of respiratory diseases and 2

an inadequately prepared health care system, the situation could quickly spiral out of control overwhelming local health care facilities and other response agents. Zambia has the following vulnerabilities on its preparedness to respond to COVID-19.

1.3.1 National Vulnerabilities a) Long and porous border: Zambia is a land locked country with long porous borders shared with 8 neighbouring countries (Tanzania, Mozambique, Malawi, Botswana, Angola, DRC, Namibia and Zimbabwe). The country has 16 designated and 24 authorized Point of Entries (POEs) that include 4 international airports. This makes the country vulnerable to the spread of COVID-19 from people travelling to and from Zambia; b) Dependence on imports: weak local value chains leading to dependence on imports. This constrains the provision of essential goods and services in the event of shutdowns in trading partner countries; This affects the country’s economy as well as livelihoods of the people of Zambia. c) Weak health system: Inadequate health facilities including Intensive Care Units (ICUs), isolation facilities, ambulances and laboratories, among others. Additionally, inadequate frontline medical personnel including, doctors, nurses and paramedics (doctor to patient ratio 1 to 12,000), according to WHO, 2020; In case of increased number of cases of COVID 19, the Health system can easily be overwhelmed and get out of hand. d) Inadequate water and sanitation infrastructure: Effective response to COVID-19 requires access to clean and safe water and sanitation facilities as a way of preventing further spread of the disease. However, only 60 percent of Zambians have access to clean and safe water while 26 percent have access to good sanitation facilities (Global Waters, 2019). This will compromise the efforts on COVID 19 prevention if not taken into consideration in the response. e) Fragile economy: Ease of response to COVID-19 is aided by strong and stable economic fundamentals. However, Zambia has weak economic fundamentals with high debt burden (external debt US$11.2 Billion, domestic debt K80.2 Billion), 1.2 months of import cover and high inflation (14 percent). This will affect the small business enterprises which will increase the household poverty levels that usually result into compromised health status of the majority of Zambians f) Inadequate ICT infrastructure: A well-developed ICT infrastructure eases the response to COVID-19 through the facilitation of information dissemination, provision of essential goods and services through e-commerce and enables the population to work from home in light of social distancing measures. It also makes it possible for students to continue learning from home. However, Zambia has an underdeveloped ICT infrastructure with internet penetration rates at 58.4 percent1 making it difficult for the whole population to use e-platforms. g) High poverty levels: Effective response to COVID-19 is compromised by high poverty levels. Given that 54 percent2 of the population live on less than US$2 a day, adherence to measures to respond to COVID-19 may be compromised.

1.3.2 Needs assessment

1 Zambia National COVID-19 Contingency and Response plan, 2020) 2 Zambia National COVID-19 Contingency and Response plan, 2020) 3

Geographically, 48 districts have been identified to be affected most as mentioned above. Currently the pandemic has affected Lusaka, Central, Copperbelt, Muchinga and Northwestern provinces. ZRCS will focus on 18 districts in the aforementioned provinces for its response activities. Nonetheless, operations would be extended to the other districts where the Figure 2:Provinces affected by COVID-19 (as at 13th May 2020) (MoH National Society has 2020) presence if more resources are mobilized. As observed from the pandemic in other countries, people likely to be affected most include externally and internally displaced persons, women, elderly, people living with disabilities as well as pre-existing conditions, those living in extreme poverty. ZRCS will pay special attention on the most at risk groups in its programming of interventions under health, WASH, Livelihood, Protection, Gender and Inclusion

Zambia is currently home to many refugees and displaced people who are particularly vulnerable to the spread of COVID-19 due to living in camps/settlements limited health care services and where social distancing may not easily be applied. Given this, ZRCS will ensure integration of prevention and control of the pandemic in the current support to refugee settlement using funding from ICRC and other sources

Some communities have poor understanding of COVID-19 as exhibited by public hearing reports from Zambia National Public Health Institute (ZNPHI) RCCE subcommittees. This underscores the need to prevent and control the spread of the pandemic through sensitization and create awareness to the public. Apart from the underlying structural vulnerabilities in the country, misinformation and rumours among the public on details on how the virus spreads, and how it can be prevented, is an issue that needs to be addressed in the responses of all actors, especially those focusing on RCCE such as ZRCS. Though there is an on-going sensitization campaign in the country, there is still a need to step up interventions to reach a wider coverage including differently abled people, to which effect, ZRCS will implement RCCE activities to help bridge the gap

Good hygiene practice is one of the key elements in combating COVID-19, however, many communities around the country still have challenges in accessing water and sanitation due to various factors such as unplanned settlements and lack of proper planning for infrastructure development. As an organization that works directly with the community in meeting the most pressing needs of the people, ZRCS will stock PPE’s at HQ to dispatch to ZRCS branches that are at high risk. Further, handshaking culturally in Zambia, is a common way of greeting and handwashing is poorly practiced. Efforts will be needed on behaviour change communication for communities to adopt preventive measures such as regular hand washing with soap or sanitize using alcohol base hand rubs. Given its comparative advantage of volunteer presence across communities in the country, the

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National Society will mainly focus its interventions on health promotion, Risk communication and community engagement.

2. SUMMARY OF THE CURRENT RESPONSE 2.1 Overview of the National Society and steps taken

• Number of staff - ZRCS has 42 members of staff, however 10 staff are aligned to the response to COVID- 19. Additional staff are foreseen to boost the response capacity of NS - • Number of volunteers - In a waste case scenario ZRCS will engage 418 volunteers who will be deployed for operations as the pandemic evolves. • Health & care (including WASH - At the onset of the pandemic in Zambia, programmes) the ZRCS trained/orientated 26 volunteers as ToTs from 13 priority districts on COVID- 19 and community mobilization . In the second round, ZRCS will train a total of 36 volunteers as ToTs in ECV and then castigated to 360 volunteers in 18 districts earmarked for response - ZRCS has supported the Ministry of Health (MoH) in some quarantine centres with handwashing stations soap and hand sanitizer. Currently, contact tracing, surveillance, screening, are being managed by MoH but ZRCS has engaged the ministry for possible collaboration in these activities. - The National Society prepositions PPEs and infection prevention supplies to (coveralls, goggles, hand washing soap, hand sanitizers to support Ministry of Health in running isolation and quarantine facilities. - ZRCS has a plan of procuring hand washing stations with a foot tap to avoid recontamination of the hands when closing the tap. Further, the national society is exploring way of partnering with church mother bodies and interfaith group organization, in collaboration with UNICEF to stream live handwashing demonstrations as most churches have not resumed congregating • Risk communication and - ZRCS has continued to sensitize on COVID- community engagement (RCCE) 19 communities in 13 districts initially identified as priority district by the MoH. During the dissemination of messages, the National Society also address myths that surround the COVID-19. Such as drinking of beer would prevent someone from

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contracting COVID-19. Dissemination of key messages is done through Public Address System as a safe remote community mobilization, in collaboration with Ministry of Health and Zambia News and Information Services (ZANIS). - Further, ZRCS featured on both television and radio stations discussing the National Society’s interventions in the fight against COVID-19 and disseminating key messages. - To cater for hearing impaired, the National Society has developed Information Education and Communication material in sign language - The RCCE is being coordinated by Communications Manager working together with Health and Care Manager. In order to assess the effectiveness of community sensitization, ZRCS conducted an on spot check to get the feedback from the community. From this activity it shows that the people are appreciating ZRCS’s interventions. ZRCS is exploring ways for establishment of a complaint and feedback mechanism apart from post sensitization monitoring • National Society development - With financial support from ICRC, ZRCS is processing an insurance cover for volunteers who will be involved in the operations during the COVID-19 response. The involvement of volunteers in the operation is taking into consideration the measures and guidelines from IFRC and MoH. To enhance coordination and management of ZRCS response to the pandemic, the National Society plans to recruit additional staff covering general coordination, health promotion, communication and livelihood. - Following escalation of the pandemic and restrictive control measures instituted by government, ZRCS activated its BCP that led to down scaling of its activities most staff working remotely while some took leave and others work on rotation basis in order to safe guard the lives of staff and volunteers while still delivering core mandate. • Other programs delivered relevant - ZRCS supported health centres in areas to COVID-19 where the national society is implementing developmental projects with hand washing facilities. ZRCS has planned to factor in Livelihood, Psychosocial support 6

and PGI in its interventions looking at the effects of COVID-19 on the country. • Capacity on epidemic - ZRCS has two technical staff in Health and preparedness Care department and two in Disaster Management at HQ who are experience in contingency planning and disaster management and are being supported by a PMER Officer and 4 accounts staff, 1 Procurement Officer. The National Society has 15 NDRT members and most volunteers are trained experience in community mobilization and sensitization for Cholera control but Need ECV training. ZRCS also prepositioned some PPEs that include, coveralls, goggles, hand washing soap hand washing stations to support Ministry of Health in establishing and managing quarantine and isolation centers - Operations are also augmented by the presence of NLRC Project Delegate, IFRC Operation Delegate for draught response.

2.2 Overview of Red Cross and Red Crescent Movement Actions Since the COVID-19 virus was declared a pandemic in March 2020, ZRCS has joined the government and other humanitarian actors in the country in response and preparedness efforts. ZRCS has developed a Preparedness and Response Plan, Scenario budget, Risk Communication and Community engagement strategy and Business Continuity Plan to which the ZRCS preparedness and response operation is based on as the pandemic evolves. ZRCS is part of the coordination meeting that takes place every week to inform stakeholders on what the Ministry of Health and other stakeholders are doing to control the spread of the pandemic and identify the gaps in the response to the COVID-19.

An Incident management structure was also set up to oversee the National Society’s response and preparedness activities. The incident management team was also charged with formulating the National Society’s response strategy in line with the National response plan as outlined by the Ministry of Health. The incident command/management system is stationed in Lusaka at the National Headquarters Offices as an Emergency Operation Centre (EOC) to ensure a well-coordinated operation and tap from various expertise from across departments. The Health and Care Manager is the Incident Commander who superintends over the operation and facilitates the coordination mechanism in liaison with the Disaster Management Manager while the Secretary-General is the EOC Manager who provides oversight and direction of the operation.

During both the preparedness and response phases, the National Society continues to collaborate with the IFRC Southern Cluster Office through the Operations Delegate based in Lusaka to ensure harmonization in the application/utilization of various tools and strategies in tandem with WHO guidelines. To ensure alignment with MoH response plan, and enhance synergies, the National Society is part of the coordination meetings organized by the Ministry of Health and Disaster Mitigation and Management Unit (DMMU).

Initially, the response concentrated around sensitization and awareness creation around the country with most activities centred on Lusaka and the Copperbelt provinces which were the epicentres of the pandemic. The response has now been scaled up to cover other priority districts. The pandemic has now spread to 3 other provinces namely, Central, North-western and 7

Muchinga. The Government through the Ministry of Health has identified 48 new districts as hotspots rising from the initial 13 districts. The National Society is now working on having a a well-coordinated strategy to reach as many districts as its capacity can handle in order to significantly contribute to the national efforts aimed at controlling the spread of the virus.

The International Federation of Red Cross and Red Crescent Societies (IFRC) has no in-country office in Zambia. However, the IFRC Operation Delegate supporting the drought response, is supporting COVID-19 response too. Moreover, the IFRC Southern Africa Cluster Office in Pretoria provides overall backstop and argument the delegate’s support on COVID-19. Following the escalation of the COVID-19, the IFRC supported the NS with funds to heighten its preparedness activities in the country. A Disaster Relief Emergency Fund (DREF) was approved giving the NS the required support to scale up the its preparedness and response. Additional funding will enable ZRCS to increase its response scope as well as operational scope to include among others the livelihood component.

The Netherland Red Cross is the only PNS hosted by ZRCS supporting several projects under the Strategic Partnership, including Health and Care projects, Response and Preparedness Project, Refugee Support, Drought Response (complementing the Drought Appeal) and ongoing support to Organizational Development, including Workplace First Aid. NLRC injected a 10,000 Euro as initial support to enable the ZRCS to implement its COVID-19 preparedness activities including training of volunteers and procurement of PPEs. Furthermore, through the Dutch Ministry of Foreign Affairs ZRCS has received funding amounting to €105,000 that contributes to the consolidated budget developed by the National Society. Apart from financial support, the NLRC has continued to technically support the NS through its country office and HQ.

The NS is working closely with ICRC in population movement-related activities of tracing and family links in Zambia. The ICRC regional delegation based in Harare through the RFL project has supported the NS with funds that were earmarked for COVID-19. The support will focus mainly on facilitating insurance for volunteers to be engaged in the operations as the pandemic evolves.

2.3 Overview of non-Red Cross and Red Crescent Actors in-country In collaboration with the United Nations Country Office, Government Republic of Zambia, spearheaded by the Ministry of Health and Disaster management and Mitigation Unit, launched a Multi-sectoral COVID-19 Contingency and Response Plan and an Appeal to direct approach and mobilize enough resources to adequately address the pandemic. The Government of the Republic of Zambia through the Ministry of Health (MoH) has taken stringent measures to curb the pandemic. In order to strengthen control measures, the government signed statutory instruments that aimed at reinforcing the fight against COVID-19 pandemic. Public gatherings are prohibited or permissible upon meeting prescribed public health prerequisites that include limiting number of people gathering. Schools have remained closed expect for examination class grades which have been scheduled to reopen by 1st of June 2020 contingent on following the guidelines given by MoH. Various partners, through a multi-sectoral mechanism coordinated by Ministry of Health have continued conducting varied preventive and control measures to reduce the risks of spreading COVID-19 focusing on personal hygiene, infection prevention and surveillance, screening, community sensitization, distribution of IECs materials, electing hand washing facilities in public places as well as mandatory of wearing of face masks when in public. The cooperate world through its Social Cooperate responsibilities activities has also donated necessary items such as masks to the Ministry of Health

The Zambian government has not instructed a lockdown of the nation but restrict movement to and from district that are recording high number of Covid-19 cases to facilitate massive

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screening and infection. Further, Minister of Home Affairs has restricted movement within, from, and to refugee settlements and transit centers to help control the spread of COVID-19.

Various actors that are part of the coordination mechanism include UN Agencies, media houses and National and International NGOs are supporting the MoH in different ways. Notably, WHO is supporting MoH with technical and financial support in the following areas; to Intensify Integrated Disease Surveillance (IDSR) ; to strengthen Civid-19 response, including community and Event-Based Surveillance; to conduct laboratory testing of suspect/probable cases based on the current case definitions; to reinforce infection prevention and control measures; to enhance timely reporting of alert, suspected, probable and confirmed cases of COVID-19; to update and test the national influenza pandemic preparedness plan using WHO guidance, and to enhance and intensify hospital-based sentinel surveillance. UNICEF is supporting the MoH with Information Communication and Education (IEC) materials and other communication for development (C4D) protocols. 2.3 Inter-agency coordination Government through Ministry of Health (MoH) is coordinating the response to the COVID-19 outbreak. The MoH activated the Public Health Emergency Operation Centre (PHEOC) and Epidemic Preparedness Prevention Control and Management Committees (EPPC&MC) at national, provincial and district levels. The National EPPC&MC meetings are attended by line ministries and various stakeholders including UN agencies and ZRCS. An Incident Management Structure (IMS) is set up at Zambia National Public Health Institute (ZNPHI) and meetings are held twice a week to receive updates on preparedness and response efforts around the country. ZRCS is represented in these meetings by the Health and Care Manager who also sits in Risk Communication and Community Engagement, and Health Promotion technical working groups. ZRCS is co-chairs the community Engagement subcommittee of the RCCE

The Minister of Health updates nation on the evolution of COVID-19 covering new cases, recoveries, active cases, deaths, tests and key interventions. As part of health systems strengthening, to effectively address the COVID-19 pandemic, government recruited additional 400 doctors and 3,000 paramedics.

3. NEEDS ANALYSIS, TARGETING, AND RISK ASSESSMENT

3.1 Needs analysis. Zambia is a high-risk country with high population movement, with people returning to Zambia from high risk countries pose a threat to spread the virus. Having porous borders, dependence on imports and weak health system puts our Men, Women, Elderly and Refugees at a very high risk. Human traffic is also another challenge especially in the capital Lusaka and other populated towns with no much restrictions on movements.

The government of Zambia has identified 48 hosts districts in 10 provinces affecting about 7,616,108 ZRCS is planning to respond in 18 of the affected districts namely; are Livingstone, Sesheke, Chirundu, Kafue, Lusaka, Chipata, Kabwe Kapiri Mposhi, Ndola, Kitwe, Chingola, Chililabombwe, Solwezi and Mpulungu, Nakonde, Katete,, Mansa, Mufulira and Mpika.

The impact of Covid-19 includes reduction on the availability of essential products and services due to the partial lockdown or scale down of interaction. The Covid-19 has however affected the health system in the following ways.

a) Decreased access to outpatient and inpatient services due to closure of health facilities, repurposing of health workforce and stock-outs of medicines and other supplies; b) Diversion of resources from routine services to response to COVID-19;

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c) Stretched health services including isolation facilities, intensive care units, laboratory and other diagnostic services and ambulances; and d) Increased morbidity and mortality due to COVID-19 and other diseases that receive less attention.

Apart from the effect on the health care system, the socio-economic consequences are likely to be calamitous due to diversion of resources from other sectors, social disruption and trade and travel restrictions. The disease if allowed to spread further, will cause interruptions in the supply of essential goods and services such as medical drugs and equipment, fuel, education, electricity, water and sanitation and ICTs, among others. It is therefore imperative that, alongside addressing the health crisis, measures are taken to strengthen macroeconomic stability, protect the most vulnerable members of the population, keep food supply chains in both urban and rural areas active and sustain the delivery of essential goods and services in the country.

Zambia as a country is divided into two, urban and rural settings with some residing in in the remotest. Those in urban and rural are somehow knowledgeable about the pandemic and how they can protect themselves. The most vulnerable are those in remotest areas who have limited access to information. Despite being knowledgeable about COVID-19 the challenge for all remains in the financial capacity to buy protective items such as soap, hand sanitizers and face masks. There are rumors and misinformation on cure or prevention such as drinking alcohol, taking or gargling hot or warm water and the use of ginger. However, the communities trust information they are getting from the Government regarding the COVID 19 situation and the preventive measures put in place. There is need for intensification of information dissemination to the remote areas and distribution of soap and face masks.

Psychosocial support is required especially to those with infected family members and or lost loved ones as a result of the pandemic. Cases have started increasing in most parts of the country and there is a likelihood of experiencing of more deaths and continuous increase in number of cases hence need for psychosocial support through trained volunteers and staff of Zambia Red Cross. Currently the country doesn’t focus much on providing this much needed support.

ZRCS is complementing the Government efforts in responding to the pandemic. However, Volunteers and members of staff are not immune, they can contract the virus and further spread to others in the process of responding to COVID-19. ZRCS has equipped its volunteers and members with knowledge and Personal Protective Equipment (PPE), visibility materials and health insurance. ZRCS is strictly following protective measure put in place by IFRC and the government of Zambia to curb COVID-19 and more PPEs will be required to continuously protect them from this deadly disease.

GBV cases are likely to increase due to partial lock down in Zambia and also because of the reduced economic activities. ZRCS staff will be members of the GBV National Coordination mechanism and coordinate with other stakeholders. Volunteers will be oriented on how and where to refer cases of GBV. 4. OPERATIONAL STRATEGY

4.1 Overall objective The overall goal of the COVID-19 response in Zambia Red Cross Society is to reduce mortality and morbidity from COVID-19, while protecting the safety, wellbeing, dignity and livelihoods of the most vulnerable. We will achieve this by supporting efforts to contain, slow or suppress transmission of the virus by helping communities to understand and adopt infection

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prevention practices, to maintain access to essential healthcare services and strengthen gender-sensitive protection and social safety nets.

Zambia Red Cross will contribute to the achievement of this goal through mobilising 18 branches in the priority districts mentioned above and disseminate key messages to prevent further spread of the disease. It will continue working hand in hand with the Ministry of Health in adopting infection prevention practices and ensure people have easy access to essential healthcare services and strengthen gender-sensitive protection and social safety nets. The national Society will implement its strategy around five main pillars, building on what has been set up during the first phase of the operation (details in next section); - Health and care and WASH: - Risk communication and community engagement: - Livelihoods and basic needs - Protection, Gender and Inclusion - National Society Development

4.2 Health and WASH The National Society will continue supporting the MoH with efforts to manage and contain the pandemic through the works of volunteers. To enhance capacity in community volunteers and add value to the process, ZRCS will train 36 volunteers in Epidemic Control for Volunteers and Community Level Health Activities as Trainer of trainers This training will be rolled out to 360 volunteers in 18 priority districts, whilst adhering to the preventative measures and guidelines, enforced by the Ministry of Health.

ZRCS will procurement of PPEs such as coveralls, face masks, goggles, latex gloves alcohol based hand rubs for its staff and volunteers as well as health staff while supporting Ministry of Health in managing quarantine centres, isolation centers and point of entry and during contact tracing and mass testing. Priority for PPEs will be given to volunteers and MoH staff working as front liners. The use of PPEs will have aligned to IFRC and MoH guidelines. Staff and volunteers will be oriented on proper use of the PPEs.

To enhance hygiene and infection prevention, ZRCS will procure 54 handwashing facilities and placed in strategic places such as designated Ports of Entry and health facilities as well as markets. The Society will encourage contraction of acceptable cost effective and user-friendly hand washing facilities in targeted communities to ensure sustainability

At National level, the Society will engage and give support in contact tracing, in collaboration with the Ministry of Health (MoH). Prior to this, there will be training of 90 volunteers, under the direction and guidance of MoH. ZRCS will also support MoH in mass screening, through supply of Infrared Thermometers and involvement of volunteers in mobilizing community members as well as crowd controlling at testing sites to maintain social distance. 90 volunteers will be oriented in community mobilization for testing

4.3 Risk Communication and Community Engagement Zambia Red Cross Society response to COVID-19 disease pandemic, will greatly involve Risk Communication & Engagement. The following activities will be actualised and dependant on the evolution of the pandemic will be reviewed from time to time. At National Level, the Society will fully participate in RCCE Government and interagency coordination, including sharing community feedback data. At National Society level, 36 vvolunteers from 18 priority district will be trained on RCCE approaches as trainers and then roll out the training to 360 volunteers in their respective branches.

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Volunteers from the 18 priority districts will be given an orientation on COVID -19, response. Necessary PPEs procured will be distributed to volunteers and staff, working in the frontline. Further, volunteers working in communities will be trained on the correct use of the PPE’s. Risk Communication will include setting up platforms, which will adequately disseminate information, such as collaboration with stakeholders like Zambia News and Information Service (ZANIS), who have their presence in most parts of the 118 Districts in Zambia. ZANIS operate Public Address Systems, which reach out to the most remote of areas. The collaboration will include Ministry of Health to ensure alignment and consistence in messaging.

ZRCS branches will be given IEC materials, consisting of posters, flyers and brochures, which will be distributed to communities to hand out and to stick posters, in various locations. The IEC materials will be in various languages, dependent on the location. These materials will be procured in collaboration with Ministry of Health and other actors in the sector. The Society will also procure IEC materials in sign language to cater for the hearing impaired

A video will also be produced that will reach out to the hearing impaired. In line with the key messaging, a jingle will be produced, together with a video, on the preventative measures of Corona Virus Disease These will be aired possibly twice a week on National Television and other T.V Stations.

Orientation of volunteers in rapid risk assessment will be conducted to ascertain community understanding of risks and prevention and control of COVID-19. Rapid community assessments will be conducted to understand knowledge, attitudes, practices and perceptions to COVID-19 and prevention approaches. The Society will conduct Social mobilization to encourage positive behaviours and address fear, rumours and stigma using the Public Address System. In order to protect the volunteers from risk, volunteers operating in the field will be insured by an Insurance firm.

The Society will establish complaint and feedback mechanisms to track, analyse, act on and respond to community beliefs, rumours, questions and suggestions, such as a hotlines FGDs, social media, and WhatsApp groups. At National level, the Society will put in place a feedback mechanism, by placing one or two volunteers at the main call centre, which has been set up by Zambia Public Health Institute. Volunteers working at the call centre will represent the Society in this undertaking. Assigned volunteers will at the same time collect feedback from the calls received. This will assist the Society in identifying the gaps and further planning

4.4 Protection, Gender & Inclusion (PGI) PGI is one of the core components of the Society. In addressing the pandemic, the Society will incorporate aspects of PGI in its programming. The National Society takes cognizant that calamities affected people differently, as such, ZRCS will identify and support the weak and most vulnerable in society such as the elderly, the differently abled and children by enhancing access to response services and commodities such as the masks and messaging. This will ensure that no one is left behind and that there is inclusion in the distribution of services and non-food items. Staff and volunteers will be oriented on aspects of Child protection, Prevention of Sexual Exploitation and Abuse (PSEA) and Gender Based Abuse (GBV). At the end of the orientation, volunteers who have not signed a code of conduct will be requested to sign. Basic PGI training to staff and volunteers will also be included.

The process of reporting will ensure that there is disaggregation of data based on sex, age, and disability. With the engagement of community leaders, communities will establish and put mechanisms in place to handle sensitive feedback from the community against any community member or ZRCS personnel.

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At National level, the Society will participate in, in- country GBV coordination and updating/identification of referral pathways available in country and sharing with communities. The Society will Identify and work in partnership with organisations of persons with disabilities to ensure accessible information. Additionally, the Society will collaborate with other organisations working with vulnerable groups including elderly, children, women and girls and refugees, such as Ministry of Community Development & Social Services. These have a database for the vulnerable in Society.

4.5 Livelihood & Support Household’s livelihood security is enhanced through food and livestock production, increased productivity and post-harvest management (agriculture- based livelihoods). The Society will be carrying out assessments/analysis to inform and design agricultural livelihood recovery interventions. At National level, the Society will participate in National Cash and Livelihoods Working Groups/Task Forces, to have a harmonized approach to assessment methods and tools along with other actors in country. There will be support to key markets to establish and maintain good standards for crowd management during COVID-19, by involving volunteers, who will be oriented in Risk Communication & Community Engagement. The process will contribute to Regional Social Protection mapping to maximise on synergies with COVID-19 related interventions by collaborating with Partners such as Ministry Community Development and Social Services. There will be need to conduct a cash feasibility study, market and need assessments to inform design options The Society will establish participatory mechanisms to engage communities in planning selection and distribution processes. CEA will be applied from end to end by actively involving communities in assessment, design, implementation, and evaluation of the programme. A Community feedback mechanism, to respond to questions and complaints, that is acceptable and practical for the communities, will be adopted.

Financial Service Provider was already identified in the ongoing drought response appeal and contract for 2 years already signed. In this appeal, the contract will be revised to accommodate new geographical areas and get signed again with MTN, a service provider.

There will be need to establish a data management system for the cash intervention, through registration of recipients in line with various vulnerability such as the elderly, children and those differently abled in the communities. Preliminary meetings with the target communities/local authorities and Community Leaders will be conducted in collaboration with Ministry of Community Development and Social Services. Identification and registration of beneficiaries using focal group discussions whilst adhering to the Ministry of Health guidelines on preventative measures of contracting COVID-19 will be conducted. The process will carry out unconditional cash distributions for 2600 households through Mobile Money. There will be need to carry out Market monitoring. This will assist in determining and being able to negotiate with specific service providers not to raise their prices, as this will disadvantage the recipients.

Once the process of distribution is completed, there will be need to carry out Post Distribution Monitoring after recipients have encashed. The PDM will help to ascertain the success rate and identify the gaps if any. The Society will develop a Case Study to document the cash intervention impact. The COVID-19 response strategy will be based on the phase of the epidemic and the National Society’s role to support the local response. These may change over time, sometimes rapidly.

4.6 National Society Development ZRCS has a lean structure and as the outbreak evolves, and the scope of the response expand, there is need for the National Society to recruit additional staff to supplement the current

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staffing and enhance coordination and delivery of expected output and outcome. Additional staff will include Response Coordinator, Response Officer- Livelihood, Hygiene Promotion Officer and Communications Officer and Communication Intern. The project will be implemented with support of ZRCS branches situated in target districts, which will require further support to be able to deliver under the specific conditions of the COVID 19 outbreak. To this effect, 18 Field Officers, one in each of the 18 target branches/districts, will be recruited to support co-ordination of activities between the Branch and Head Office. To further strengthen operations, the board members will be oriented on the processes of the response so that they are well informed and give necessary support. With additional staff bought on board, and to strengthen of NS systems, there will be need for Staff and Field Officers to be orientated on financial management and ggeneral monitoring and supervision of COVID-19 interventions.

4.7 Monitoring, Evaluation and Reporting Monitoring and continuous assessment will be a crucial part throughout the preparedness and response phases to track events surrounding the outbreak, check appropriateness, effectiveness, and efficiency of our interventions. This will help us identify gaps and institute measures for quality programming/improvement to achieve desired results. Its goal will be used to improve current and future management of outputs, outcomes, and impact of COVID-19. The PMER Officer will take lead in developing monitoring and evaluation tools that will be administered by staff and volunteers directly involved in the response operation.

The PMER team will continually assess the response based on early detailed information on the progress or delay of the ongoing assessed activities and an evaluation will be done at end of the program to examine the relevance, effectiveness, efficiency and impact of activities in the light of specified objectives. Data will be collected weekly by volunteers and sent to HQ, where It will be inputted in an excel sheet, analyzed, and shared with IFRC, ICRC and partners through weekly situation and progress reports. Financial reports will also be compiled and shared according to agreed timelines 5. DETAILED OPERATIONAL PLAN

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Health, WASH and RCCE People Targeted: [Approximately 2.5 million people]1.5 million women and 1million men

AP Activities planned Est. Comments Indicators code Start Date AP021 Epidemic control for volunteers (ECV) COVID-19 May Implementation will 36 Volunteers (ToTs) trained in ECV and COVID 19 (activities include training of volunteers in COVID-19 2020 be done in 18 module ECV package and community level health activities) districts that have been considered hot 100% of trained volunteers active in community spots by the health activities government, some where ZRCS has presence, proximity to boarder areas and high population density Running a ToT on ECV COVID 19 with 2 participants from each District AP021 Roll out of volunteer training in all priority Districts June The ToTs cascade 360 Volunteers oriented in COVID-19 ECV/RCCE 2020 down the training to package their respective 80% of trained volunteers active in community Districts health activities

AP021 Provision of handwashing facilities (activities include May Work in 54 handwashing stations set up in coordination Commented [CB3]: so focussed on health facilities procurement of handwashing stations and soap, 2020 collaboration with with other actors such as Water Aid and UNICEF and market places. With health facilities please community activities to determine where to install, market association coordinate with WaterAid - Cosmos has the installation and support to upkeep) and other actors as contact. well as Health Commented [24R3]: We are already coordinating facilities through MoH and local authorities The team will collaborate with Commented [KJ1]: Which other actors, the comments form the measurable indicators that other organisations you will be accountable for achieving such as Water Aid on this drive. Commented [22R1]: addressed

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AP021 Contact tracing (activities include training of May Training of 90 Volunteers trained in contact tracing volunteers, contact tracing activities under the 2020 volunteers, 70% of trained volunteers active in contact tracing direction of MoH, quality assurance of activities) Transport, PPEs, activities % of targeted number of contacts visited Commented [B5]: Please add in other Contact (contacted) per day tracing indicators % of confirmed cases in target areas referred and Commented [26R5]: In Zambia currently, such captured through RCV contact tracing activities information may not be available as the MoH AP021 Screening (activities include training of volunteers, June Volunteers will be 90 Volunteers trained in mobilisation for screening strictly handles it screening activities under the direction of MoH, 2020 engaged in and testing quality assurance of activities) supporting Ministry 200,000 of people mobilized by ZRCS volunteers for Commented [KJ11]: Are there that many screening opportunities? yes of Health through screening and testing mobilising the 70% of trained volunteers active in screening and Commented [212R11]: Government is rolling out communities during testing activities mass screening and ZRCS would seize this mass screening and opportunity to help with mobilization testing by the Commented [B7]: Do you mean testing by government. These screening here? IF yes, ok just revise activities will be organised by and indicators to reflect that this specific to government in testing support designated places Commented [28R7]: Yes, actual testing will be AP023 PSS support to communities (activities include June Volunteer training 8 staff and 36 volunteers trained on PFA for COVID- done by MoH staff while RC volunteers will training of volunteers, PSS activities, quality 2020 on PFA, engaging an 19 mobilize people for testing assurance activities) expert on PSS, PSS 2000 of community members benefiting from PSS Commented [KJ9]: Where will these mass Kits and other tools support screenings take place and how will ZRCS ensure to be acquired such the teams are safe. Is mass mobilization a good as PSS booklets practice to support? AP023 PSS support to staff and volunteers (activities include June Trained Volunteer 400 of RCRC staff and volunteers supported on PSS training of staff and volunteers, PSS activities, quality 2020 and staff provide for COVID-19 Commented [GK10R9]: Yes, ZRCS volunteers will be engaged in moving around using assurance activities) PSS support to other megaphones to mobilise people come for staff and volunteers testing, this is awareness raising activity. affected by COVID 19 OUTPUT: Reduce the spread of infection and build trust in the response through risk % of community feedback comments which are Commented [KJ13]: Is this PFA for COVID-19, if so communication and community engagement (RCCE) approaches, including feedback positive statements about the COVID-19 the indicator should change mechanisms, mass communication and supporting community-led solutions. response (as a proxy for trust) Commented [KJ14]: How many? Orient volunteers in conducting and rapid risk ongoing This will target the 300 volunteers oriented in risk assessment in 18 Commented [KJ15]: If this is a continuation from assessment to ascertain community understanding new additional 5 branches Phase 1, what will be different with this money? of risks and prevention and control of COVID-1 Districts and some AP084 For example, is it a scale up into the new 5 Districts that have districts or is it to new areas in the districts? not done the activity in the first around Commented [216R15]: The number of volunteers increased owing to the expansion of coverage 16

Rapid community assessments to understand Ongoing This will have to be 1 KAP survey conducted knowledge, attitudes, practices and perceptions to done in order to COVID-19 and prevention approaches establish the AP084 knowledge and attitude levels of the targeted areas Establish feedback mechanisms to track, analyse, act May Use IFRC feedback 1000 of community feedback comments collected on and respond to community beliefs, rumours, 2020 tools and share with 50%operational decisions made based on questions and suggestions (hotlines, FGDs, social cluster and region. community feedback AP084 media, WhatsApp groups, social mobilizers) Feedback log sheet EN (to be elaborated in the narrative) Commented [SR17]: Please add in a line or two on Participate in RCCE Government and interagency ongoing Ongoing, scale up in 12 interagency coordination engagements done in how this feedback system will work - how will AP084 coordination, including sharing community feedback 18 branches 18 branches feedback be collect, analysed, responded to and data acted upon Train staff and volunteers on RCCE approaches May Use the rapid 1-day 8 staff and 36 volunteers trained on RCCE activities Commented [218R17]: Thought we needed detail 2020 RCCE COVID-19 for COVID-19 in a ToT this in the narrative Sharon training pack or Commented [SR19]: Great to combine with the more in-depth AP084 ECV training above if possible module This will be combined with the ECV training mentioned above Adapt/translate RCCE resources to local context and Ongoing 5,000 RCCE materials adapted and developed, AP084 languages and align 5,000 IEC materials developed to MoH Procurement and distribution of IEC materials May 5000 IEC materials procured and distributed in AP084 2020 English, Nyanja, Bemba and Lozi Establish internal mechanisms for collecting June A whatsup group 1 mechanism through whatsup in place feedback from volunteers (WhatsApp groups) 2020 will established with Weekly collection of feedback and submitted to all trained volunteers the IFRC AP084 Commented [SR20]: Do you know how you want for sending in of any to collect feedback from vols? Through feedback fro the WhatsApp or face to face? other methods? communities Social mobilization to encourage positive behaviours Ongoing See safe social 2.5m people reached through social mobilization and address fear, rumours and stigma (house to mobilization guide, activities AP084 house, loudspeaker systems, WhatsApp groups etc) provide tools, information

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Interactive radio and TV shows to encourage positive May To continue 55 interactive radio shows broadcast (5 per month) behaviours, address rumours, fear and stigma 2020 organising these 2.5 million people reached AP084 even in the # of listener calls received Commented [SR21]: Please connect to the radio additional Districts activity above under AP021 to have one overall activity Radio jingles and adverts to share key health June 55 radio jingles broadcast AP084 messages 2020 Commented [GK22R21]: Removed from above Use of social media to encourage positive behaviours Will use some 500 posts on social media(whatsapp and and address fear, rumours and stigma available materials facebook) AP084 from government 20000 people reached Commented [SR23]: Do you know what kind of as well as ask Dr content? Will you use the Ask Dr Ben videos? Ben videos Build partnerships with community leaders and June Explore 450 community leaders groups supporting COVID- groups and networks to encourage positive 2020 collaboration with 19 RCCE (25 per District), including representatives behaviours and address fear, rumours and stigma church mother of markets, church mother bodies and social bodies and other networks Commented [SR24]: Great - some advice would be AP084 social networks to set up a whatsapp group with leaders for (need for conituning two way communication consultative and coordination meetings costing) Support to branches in their local response to COVID Ongoing Includes supporting 18 branches supported 1 sensitization of AP084 communities and volunteer management Engagement and management of influencers to June Cost related to 18 Influencers engaged and supporting RCCE Commented [SR25]: Can you add a line on who is encourage positive behaviours and address fear, 2020 engagement meant by influencers? is this famous people or rumours and stigma – no cost meetings and community level? honorarium (These AP084 Commented [226R25]: Done are famous people that command much influence at community level Identify and support community-led, local solutions May See safe social Remote community-led solutions supported to ending the outbreak – no cost. This will be done 2020 mobilization guide through 18 branches Commented [SR27]: Possible to add a line or two AP084 through consultation with local community leaders on how this might happen? How would branches and authorities on what would work while keeping be likely to identify these solutions and support with guidance on safe remote social mobilization them 18

Identify and implement solutions for remote June Explore with feedback collection and community participation 2020 Breakthrough for (e.g. technology or partnerships with other possible partnership AP084 Commented [SR28]: Please add another line on organisations) – no cost. This partnership would what this partnership would cover - feel free to involve leveraging on what other actors are already rewrite the activity line if preferred doing Training or supporting media journalists to share June – Focus on hosting 4 webinars hosted AP084 health information and stop the spread of Dec 2020 journalists’ webinars misinformation – no cost (1 per quarter) Social science research in key areas (attitudes to June Possible 1survey done lockdown, social distancing etc.) 2020 collaboration with one of the AP084 institutions of higher learning –University of Zambia Communities are informed of support services and 564community engagement meetings while Commented [SR29]: Just to be aware you may AP084 how to access these (livelihoods, PSS etc.) keeping with guidelines gatherings and public need to consider alternatives to community meetings meetings if Govt imposes restrictions on meetings. Also to do these safely and respecting physical distancing. The safe and remote social Livelihoods and Basic Needs mobilization guide can help you with ideas People Targeted: [13,000 people] 7800 women and 5200 men Commented [230R29]: noted

AP Activities planned Est. Start Comments Indicators Commented [DV31]: This is a pretty solid intervention, and will have an impact in the code Date communities. I recommend to add this effort in OUTPUT: Households livelihood security is enhanced through food and livestock production, increased the narrative above. productivity and post-harvest management (agriculture- based livelihoods). Commented [232R31]: noted AP00 Carry out assessments/analyses to inform design of June 2020 Guidelines to be shared by the 1 assessment conducted 9 agricultural livelihood recovery interventions. To FSL Focal Point Commented [PM33]: Good this output is included include gender and diversity questions – no cost as it will contribute to design of recovery interventions. AP00 Participate in National Cash and Livelihoods Working Ongoing Coordination mechanisms at 12 of coordination mechanisms Commented [CB34]: Please be in touch with 9 Groups/Task Forces to have a harmonized approach national and sub national attended Southern Africa Office Didi or Shadrack, to to assessment methods and tools along with other levels (Food security Cluster, explore how Wonderbag can be incorporated actors in country – no cost Working Groups, and technical into this Committees) Commented [235R34]: Noted

Commented [EK36]: Kindly include that the assessment will include gender and diversity questions and gender and diversity analysis 19

OUTPUT: Households are provided with unconditional/multipurpose cash grants to address their basic Number of households reached needs through cash assistance to cover their basic needs

AP08 Support to key markets to establish and maintain June 2020 To focus on sensitization. 18 of sensitization sessions done Commented [DV37]: It is fantastic to see this here!! 1 good standards for crowd management during Guidelines to be shared by COVID-19 Regional Cash Focal Point AP08 Contribute to Regional Social Protection mapping to July 2020 Report sharing or lessons 4 reports shared 1 maximise on synergies with COVID-19 related learnt. interventions – no cost Commented [DV38]: Brilliant! It is great that the AP08 Conduct cash feasibility study, market and need Ongoing, 1 cash feasibility study conducted NS is engaging in the mapping of Social 1 assessments to inform design options to expand Protection!! to other priority areas

July 2020 AP08 Strengthening capacities for cash interventions within Ongoing Cash Capacity Strengthening Work plans in place 1 the NS through the completion of cash capacity Plan will be tailor-made for strengthening work plan to ensure that minimum each National Society after requirements for a cash intervention are met – no cost competition of the Fast Track Cash Preparedness Remote Assessment (online) AP08 Ensure successful completion of free online trainings Await Training will be launched by 3 staff complete online trainings on 1 on Cash and Voucher Interventions and Data cluster the Regional Office with no Cash Collection for key volunteers and staff intended to office cost to the NS. The link to enrol collaborate with cash intervention – no cost advise to the online training will be shared with each National Society after competition of the Fast Track Cash Preparedness Remote Assessment (online) AP08 Establish participatory mechanisms to engage Ongoing, PGI minimum standards for 1 communities in planning selection and distribution to be CASH included in this processes – no cost extended response to ensure no Commented [EK39]: Kindly ensure that the PGI to all vulnerable group is left minimum standards for CASH are included in targeted this response to ensure no vulnerable group is behind in community priority left behind in community participation and

areas participation and selection. selection. 20

AP08 Establish community feedback mechanisms to July 2020 To be integrated within the % of community feedback comments 1 respond to questions and complaints RCCE mechanisms established responded to AP08 Project launching and orientation of project July 1 implementers, key players and stakeholders per Pending country cluster office advise AP08 Procurement and contracting of Service Provider/ Ongoing, Contract with MTN as service Contract with FSP revised Commented [DV40]: The current contract gives 1 Financial Service Provider per country (based on IFRC existing provider is already in place and room to have this discussion, and it has been standards) – no cost FSP will just need to be revised to written in it that the NS may add more contract suit the current arrangement beneficiaries in other areas of the country as per and operational needs, nonetheless, it is definitely operation important to have this conversation before it all in place. starts (and document it too). Great to have thought of this. AP08 Establish a data management system for the cash June 2020 Data management system in place 1 intervention ZRCS may require a simple data management system that can easily be sustained with support from cluster or regional office AP08 Preliminary meetings with the target June 2020 Cash disbursement will be 12 of meetings conducted 1 communities/local authorities done in selected Districts after feasibility study in done AP08 Identification and registration of beneficiaries June 2020 KOBO Mobile Data Collection 2600 beneficiaries registered on KOBO 1 tool will be used as ZRCS already has the capacity on this AP08 Carry out unconditional-multipurpose cash July 2020 Mobile Money transfer will be 2600 households reached with multi- 1 distributions for 2600 households through Mobile used with the already purpose cash interventions Money/Remittances/Bank Transfers identified service provider, MTN. ZRCS has a 2-year contract with the service provider and will just need to revise the existing contract to fit in this new support Commented [DV41]: Great!!!

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AP08 Carry out a Market monitoring June Carry out 3 market 1 assessment done 1 assessments AP08 Carry out a Post distribution monitoring August Module 5, of CASH TOOLKIT 1 PDM done after the cash 1 will be used for this activity disbursement AP08 Develop a Video and Case Study to document the Septembe This will be done during the Video produced and disseminated. 1 cash intervention impact with the support of NS r cash disbursement and the Report on case study is developed and comms team and Regional Comms Team PDM ativities submitted Commented [SR42]: Just a suggestion but you AP04 Conduct a lesson learned workshop March The activity will be done at the 1 LL Workshop done could even do this as a participatory video with 2 end of the operation bringing the community different stakeholders to Commented [243R42]: Noted discuss the lessons learnt throughout the operation AP08 Commit Volunteers and staff from the National Await Training will be launched by 2 volunteers trained 1 Society to participate in a 4 day Market Assessment advise the Regional Office. The link to 3 members of staff trained Analysis support and training – no cost from the apply to the training will be cluster shared with each National office Society Commit 2 volunteers Commit 3 staff AP08 Commit Volunteers and staff from the National Await Training will be launched by 2 volunteers trained 1 Society to participate in advanced cash training advise the Regional Office. The link to 5 members of staff trained (PECT) – no cost from the apply to the training will be cluster shared with each National office Society. Commit 2 volunteers Commit 5 staff

Protection, Gender and Inclusion People Targeted: [Approximately 3000 people, 2800 women and 1200 men]

AP Activities Planned Est. Comment Indicators code Start Date AP033 Output: Programmes and operations ensure safe and equitable provision of basic Number of vulnerable groups (persons with services, considering different needs based on gender and other diversity factors. disabilities, women and children, elderly) who have received support in COVID-19 response

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AP033 Briefing to staff and volunteers on Code of Conduct, May Training to be 300 volunteers and 20 staff briefed on CoC, child child safeguarding and PSEA Integrated with safeguarding and PSEA CBHFA AP033 Staff and volunteers who have not sign, sign code of May Soon after orientation, 300 volunteers and 20 staff who have signed the conduct each volunteer and CoC staff will be required to sign code of conduct. AP033 Basic PGI training to staff and volunteers in COVID 19 July 5 staff and 36 volunteers trained on PGI in COVID response 19 response AP033 Disaggregation of data on sex, age and disability – no Ongoing All data collected in 2.5 million reached according to sex, age and cost this operation will be disability disaggregated AP033 Mechanisms in place to handle sensitive feedback May Incorporated in the Mechanism in place from community against RCRC personnel – no cost complaint and Commented [SR44]: Just to make sure all your feedback mechanisms feedback mechanisms are coordinated - for AP033 Participate in country GBV coordination and July Trained volunteers # of referrals done COVID-19 feedback, cash feedback and collecting Updating/identification of referral pathways available and staff to provide sensitive feedback in country and sharing with communities – no cost referrals to institutions Commented [245R44]: Noted equipped to manage such Commented [EK46]: Are you part of any GBV cooridnation team in country?kindly include that AP033 Identify and work in partnership with organisations On going To identify the 1 program/initiative targeting the most vulnerable if that is the case. of persons with disabilities to ensure accessible organisations and including children, persons with disabilities, information, partner with other organisations partner with them women, girls, elderly Commented [GK47R46]: Not yet but planning to working with vulnerable groups including elderly, start children, women and girls, refugees – no cost AP033 Assessments to include gender and diversity related On going Integrate gender and 2 Assessments that include gender and diversity questions – no cost diversity in all planned related questions assessments in this appeal i.e. (Market assessment and KAP)

Strengthen National Societies AP Activities planned Est. Comments Indicators code Start Date AP042 Branch support on COVID 19 response ongoing 18 Branches

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AP042 Orient board members on COVID-19 May 10 Board members oriented Interventions and their management AP042 Assess branch capacities for COVID-19 May 18 branches assessed and strengthened Interventions AP042 Increase human resource and strengthen NS May 4 additional staff and 18 Field Officers systems engaged Commented [B48]: Great to see AP042 Strengthen NS PMER capacity May Support to PMER provided AP042 Staff and volunteer orientation on Financial May 7 Staff and 18 volunteers oriented on Management Finance AP042 General monitoring and supervision of COVID- May 4 Visits done 19 Interventions AP042 Audit, volunteer insurance premium, volunteer May 120 volunteers insured management system and data Asset register related to COVID-19 Updated volunteer database

AP042 Proposal writing support ongoing 7 staff AP042 Development of convenient fundraising June Fundraising mechanism in place mechanisms AP042 Training for PRD focal points July 1 staff trained in PRD

Ensure effective international disaster management AP Activities planned Est. Comments code Start Date AP046 Monitoring and technical support from IFRC July Quarterly 4 support and monitoring missions AP046 In-country operational support for IFRC May Ongoing Support to IFRC in country provided

4. BUDGET SUMMARY Total requested per sector/activity block:

AP Budget item description CHF Comments code 24

AP021 Health 49,476.00 AP084 Risk Communication and community engagement 59,505.44 AP067 Learning and information management 1572 AP081 Livelihood 93,431.82 AP033 PGI 7449.71 AP042 Strengthen NS 116,512.90 AP023 PSS 12,135.84 AP038 NS leadership development 4716 AP045 IFRC Support 18,602 AP048 Integrated services to National Society

[5. CONTACTS National Society focal people Name Role Contact details Kaitano Chungu Secretary General [email protected] Cosmas Sakala Health and Care Manager [email protected] Mulambwa Mwanang’ono Disaster Management Manager

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ANNEX 1: SECTORAL GUIDANCE AND PACKAGES OF INTERVENTIONS

Below is specific guidance per sector on activity planning, as well as suggested packages of interventions which may serve as examples for NS’s in planning their activities. More detailed sectoral information can be found in the hyperlinks in the document, and on IFRC Go Platform on this page.

Please note budgetary estimates are GENERAL only and need to be contextualized to each country context.

Health, WASH and RCCE

Health and WASH • Use the Coronavirus Disease (COVID-19) Pandemic Response Quick Reference Guidance for National Societies. Please also refer to scenario guidance for possible activities. • National Societies’ and volunteers’ roles will change through the progression of the COVID-19 pandemic in their respective countries/communities. National Societies must work with their public authorities so that both government and NS understand their respective mandates and the roles the NS are technically and organisationally able to take on. • Be wary of taking on two much, it is better to focus on a smaller number of health activities and ensure technical quality than to take on many activities without having proper quality control systems in place. • National Societies with existing clinical or paramedical services may be asked to adapt or scale-up these services, either to specifically support COVID-19 patients, or to improve access or health service availability for the general public. Please consider the following BEFORE scaling up any clinical services: o Is this activity being formally requested by National authorities? o Does the activity fit within the mandate of the NS? o Is there potential that engaging in this activity may cause harm to patients, staff, or the NS reputation? o Does the NS have adequate HR capacity (or the realistic ability to scale up appropriately – noting that global surge may not be available for many months)? (If dealing specifically with COVID-19 patients, this capacity must include specialist physicians, high-acuity nurses, clinical support staff, facility management experts, IPC experts, HR management, etc.)? o Does the NS have adequate PPE and other supplies to carry out the activities? • National Societies without existing capacity or mandate in clinical care or low health capacities should instead focus on building community health and WASH capacity • Shortages in global stocks of personal protective equipment (PPE) are expected to continue. PPE should be used exclusively by people who face a heightened risk of direct or prolonged exposure to COVID-19, and who cannot reduce their risk of transmission by other means, such as physical distance, or by people who are ill themselves and cannot reduce their risk of infecting others. • Before seeking to add PPE, programmes should first seek to adapt behaviour and protocols so that exposure is reduced. Reduced exposure will always be safer than increased protection. Guidance on the rational use of PPE, including both clinical and community activities, is available on the GO platform. • If you need any help developing your country plan, there is a health focal point for every cluster and country who can support you. These people are: 26

o East Africa and Indian Ocean Islands (including Somalia and South Sudan): [email protected] o Sahel and Central Africa (including CAR, DRC and Niger): [email protected] o Southern Africa and West Coast (including Mozambique and Sierra Leone): [email protected] • Detailed guidance notes on specific technical subjects (eg. testing, PPE, dead body management, etc.) are available on IFRC GO, and here: http://prddsgofilestorage.blob.core.windows.net/api/sitreps/3972/USE_THIS_ONE.pdf

Risk communication and community engagement (RCCE) • Use the Africa Region RCCE Strategy to help you develop your country plans, available in English and French. And refer to the RCCE sections in the Africa Regional Emergency Plan of Action. Additional guidance is available here • The aim of RCCE within the COVID-19 response is to reduce the spread of infection and build trust in the response through; o Establishing systematic community feedback mechanisms (using telephones, social media, WhatsApp groups, focus group discussions, key informant interviews etc) to understand the beliefs, fears, rumours, questions and suggestions circulating in communities about COVID-19 & use this to inform the response. o Sharing timely, accurate information about COVID-19 through the most trusted channels, to support people to adopt practices that reduce the spread of infection and to reduce fear, stigma and panic by addressing rumours and misinformation. This includes using social mobilization, such as house to house visits or through public address (PA) systems, mass media, social media, and working through trusted community leaders and influencers. o Identifying and supporting community-led solutions for preventing the spread of infection and bringing the outbreak under control. This will be particularly important in fragile and complex settings such as camps and urban slums, where more creative solutions to social distancing will need to be found. • Where possible, we encourage National Societies to advocate for continued physical access to communities to ensure isolated, rural and offline communities in Africa are still reached and supported – provided volunteers can do so safely. • However, given the increasing difficulties with physical access, innovative approaches to RCCE will need to be found, for example by investigating technological solutions and partnerships with other organizations. Solutions should not exclude vulnerable groups from either receiving or sharing information, and options for remote community engagement can be found in the Safe Social Mobilization Guide. • Some key tips to keep in mind as you write the RCCE sections of your country plan: o RCCE should be about changing attitudes and behaviours so avoid using the phrase ‘awareness raising’. We need to go beyond just raising people’s awareness and encourage them to act. Instead use language like: ‘encourage people to adopt safe practices’ or ‘engage communities’. o Be specific about how feedback mechanisms will work – it is not enough to say you will set these up, but explain through which channels feedback will be collected, analysed and used to guide the response. o Use the phrase “risk communication and community engagement” to discuss this area of work. This is the agreed umbrella term across agencies. • If you need any help developing your country plan, there is an RCCE focal point for every cluster and country who can support you. These people are; o East Africa (including Mauritius and Seychelles): [email protected] o Southern Africa: [email protected] o West Coast: [email protected] o Central Africa: [email protected] o Sahel, Somalia and South Sudan: Christelle Marguerite [email protected] 27

o Niger, Comoros and Madagascar: [email protected]

Packages of Interventions for Health, WASH and RCCE

ALL countries can implement Phase 1, 2 and 3 “core packages”, while “add on” packages are based on NS capacity, role vis a vis government, etc.

CORE PACKAGES FOR HEALTH, WASH and RCCE COUNTRIES IN Phase 1: Few confirmed (linked to import) cases of COVID in country Activity Unit cost Qty Unit Cost RCCE - Radio show/TV/Social media message 4,000.00 12 Month 48,000.00 dissemination CHF CHF RCCE - Simple methods of feedback collection 2,000.00 12 Month 24,000.00 CHF CHF RCCE - Rapid briefing on COVID-19 and RCCE 5,000.00 2 Lump 10,000.00 CHF approaches for staff/volunteers CHF RCCE - Targeted social mobilization in areas of 5,000.00 12 Month 60,000.00 active transmission CHF CHF Health - IEC materials production 10,000.00 1 Lump 10,000.00 CHF CHF COUNTRIES IN Phase 2: Low community transmission of COVID in country, limited to 1 or 2 regions Activity Unit cost Qty Unit Cost RCCE - Mass communication (Radio/TV/Social media/Tech) 5,000.00 CHF 12 Month 60,000.00 CHF RCCE - Establish feedback mechanism 3,000.00 CHF 12 Month 36,000.00 CHF RCCE/Health - Scale up social mobilization (H2H, megaphone 10,000.00 CHF 12 Month 120,000.00 CHF etc) RCCE - Engage community leaders and influencers 2,000.00 CHF 12 Month 24,000.00 CHF RCCE - Briefing media to ensure factual reporting 2,000.00 CHF 2 Events 4,000.00 CHF Health - IEC materials production 17,000.00 CHF 1 Lump 17,000.00 CHF Health/RCCE - ECV and RCCE training 11,000.00 CHF 2 Lump 22,000.00 CHF Health - PSS activities 10,000.00 CHF 12 Month 120,000.00 CHF NSD - Contingency and business continuity planning 10,000.00 CHF 1 Lump 10,000.00 CHF NSD - In-country technical support in Health and/or CEA 3,500.00 CHF 12 Month 42,000.00 CHF Admin and operational support costs 3,791.67 CHF 12 Month 45,500.00 CHF COUNTRY IN Phase 3: High community transmission of COVID in country, across multiple regions Activity Unit cost Qty Unit Cost RCCE - Mass communication (Radio/TV/Social media/Tech) 15,000.00 CHF 12 Month 180,000.00 CHF RCCE - Systematic feedback mechanism 5,000.00 CHF 12 Month 60,000.00 CHF RCCE/Health - Scale up social mobilization (H2H, megaphone 20,000.00 CHF 12 Month 240,000.00 CHF etc) RCCE - Social science research 30,000.00 CHF 1 Lump 30,000.00 CHF RCCE - Support community-led solutions & structures 10,000.00 CHF 12 Lump 120,000.00 CHF RCCE - Briefing media to ensure factual reporting 2,000.00 CHF 4 Events 8,000.00 CHF Health - IEC materials production 25,000.00 CHF 1 Lump 25,000.00 CHF Health/RCCE - Roll out ECV and RCCE training 50,000.00 CHF 1 Lump 50,000.00 CHF Health - PSS activities 20,000.00 CHF 12 Month 240,000.00 CHF NSD - Contingency and business continuity planning 15,000.00 CHF 1 Lump 15,000.00 CHF NSD - In-country technical support in Health and/or CEA 8,000.00 CHF 12 Month 96,000.00 CHF Admin and operational support costs 8,866.67 CHF 12 Month 106,400.00 CHF 28

Possible Add On Packages (Depending on scenario, NS capacities, role with government) Health, WASH and RCCE

Phase 2: Low community transmission of COVID in country, limited to 1 or 2 regions Activity Unit cost Qty Unit Cost Health - PoE Screening training 15,000.00 CHF 1 Lump 15,000.00 CHF Health - PoE Screening activities 10,000.00 CHF 12 month 120,000.00 CHF Health - contact tracing training 20,000.00 CHF 1 Lump 20,000.00 CHF Health - contact tracing activities 15,000.00 CHF 12 Month 180,000.00 CHF Health - IPC Ambulance services training 15,000.00 CHF 1 Lump 15,000.00 CHF Health - IPC Ambulance services activities 15,000.00 CHF 12 Month 180,000.00 CHF Health - PPE ambulance services 15,000.00 CHF 12 Month 180,000.00 CHF Health - CBS expansion of existing program rapid training 15,000.00 CHF 1 Lump 15,000.00 CHF Health - CBS expansion of existing program activities 8,000.00 CHF 12 Month 96,000.00 CHF Health - iCCM training 15,000.00 CHF 1 Lump 15,000.00 CHF Health - iCCM activities 7,000.00 CHF 10 Month 70,000.00 CHF Health - PPE iCCM 6,000.00 CHF 10 Month 60,000.00 CHF Health - RCRC health facilities support training 20,000.00 CHF 1 Lump 20,000.00 CHF Health - RCRC health facilities support (IPC) 3,000.00 CHF 12 Month 36,000.00 CHF Health - PPE RCRC health facilities support 20,000.00 CHF 12 Month 240,000.00 CHF Health - Quarantine Services Training 20,000.00 CHF 1 Lump 20,000.00 CHF Health - Quarantine Services 10,000.00 CHF 10 month 100,000.00 CHF Health - PPE Quarantine Services 15,000.00 CHF 10 Month 150,000.00 CHF Health - Testing Services Training 15,000.00 CHF 1 Lump 15,000.00 CHF Health - Testing Services 15,000.00 CHF 10 Month 150,000.00 CHF Health - PPE Testing Services 11,000.00 CHF 10 month 110,000.00 CHF Health - Fragile settings training 15,000.00 CHF 1 Lump 15,000.00 CHF Health - Fragile settings health and hygiene promotion 5,000.00 CHF 12 Month 60,000.00 CHF Health - Fragile settings health materials (IPC) 20,000.00 CHF 1 Lump 20,000.00 CHF Health - DBM training 15,000.00 CHF 1 Lump 15,000.00 CHF Health - DBM activities 18,000.00 CHF 6 Month 108,000.00 CHF Health - DBM PPE 13,000.00 CHF 6 Month 78,000.00 CHF Phase 3: High community transmission of COVID in country, across multiple regions Activity Unit cost Qty Unit Cost Health - PoE Screening training 20,000.00 CHF 1 Lump 20,000.00 CHF Health - PoE Screening activities 25,000.00 CHF 12 month 300,000.00 CHF Health - contact tracing training 25,000.00 CHF 1 Lump 25,000.00 CHF Health - contact tracing activities 30,000.00 CHF 12 Month 360,000.00 CHF Health - IPC Ambulance services training 20,000.00 CHF 1 Lump 20,000.00 CHF Health - IPC Ambulance services activities 20,000.00 CHF 12 Month 240,000.00 CHF Health - PPE ambulance services 25,000.00 CHF 12 Month 300,000.00 CHF Health - CBS expansion of existing program rapid training 20,000.00 CHF 1 Lump 20,000.00 CHF Health - CBS expansion of existing program activities 15,000.00 CHF 12 Month 180,000.00 CHF Health - iCCM training 25,000.00 CHF 1 Lump 25,000.00 CHF Health - iCCM activities 10,000.00 CHF 10 Month 100,000.00 CHF Health - PPE iCCM 8,000.00 CHF 12 Month 96,000.00 CHF 29

Health - RCRC health facilities support training 25,000.00 CHF 1 Lump 25,000.00 CHF Health - RCRC health facilities support (IPC) 6,000.00 CHF 12 Month 72,000.00 CHF Health - PPE RCRC health facilities support 25,000.00 CHF 12 Month 300,000.00 CHF Health - Quarantine Services Training 25,000.00 CHF 1 Lump 25,000.00 CHF Health - Quarantine Services 15,000.00 CHF 10 Month 150,000.00 CHF Health - PPE Quarantine Services 20,000.00 CHF 10 Month 200,000.00 CHF Health - Testing Services Training 25,000.00 CHF 1 Lump 25,000.00 CHF Health - Testing Services 20,000.00 CHF 10 Month 150,000.00 CHF Health - PPE Testing Services 15,000.00 CHF 10 Month 200,000.00 CHF Health - Fragile settings training 20,000.00 CHF 1 Lump 20,000.00 CHF Health - Fragile settings health and hygiene promotion 8,000.00 CHF 12 Month 96,000.00 CHF Health - Fragile settings health materials (IPC) 30,000.00 CHF 1 Lump 30,000.00 CHF Health - DBM training 20,000.00 CHF 1 Lump 20,000.00 CHF Health - DBM activities 25,000.00 CHF 6 Month 150,000.00 CHF Health - DBM PPE 18,000.00 CHF 6 Month 108,000.00 CHF

Livelihoods and Basic Needs Livelihoods interventions: Due to the loss of livelihoods either temporarily or permanently due to COVID-19 primary and secondary effects, the most likely groups to be affected are people in urban, peri urban areas, and informal settlements. The focus should also be on understanding impacts on rural livelihoods to inform design of appropriate emergency, recovery and long-term intervention. This will be done through; • Assessments to determine the localised impact and needs for livelihoods programming. This needs to be linked to the ongoing country level assessments led by National Task Force/Food Security Cluster/Cash Working Groups and subnational level food security and livelihoods committees • Engagement in coordination mechanisms to contribute information from RCRC assessments, and influence the committees

Below are suggestions for interventions to be considered, guided by detailed assessment findings: • Continued monitoring and analysis of the situation, using secondary data and information from volunteers. As conducting field needs assessments and monitoring activities may not be possible, use of secondary data like WFP VAM, government documents and previous contingency plans or assessments like PCMMA for markets. You can also create surveys through mobile phones e.g. text messages. Identify the economic sectors at risk, monitor the evolution and prepare to respond. • Working with relevant FSL committees on assessment methods, tools and mechanisms, advocacy with government on flexibility on Social Protection support to include more people affected by COVID. • Emergency food assistance for those who have lost production capacity. Cash or vouchers should be the preferred modality, except in situations where it’s not possible. In pastoral communities, livestock feed support, fodder production and preservation should be considered. • Early recovery interventions: this may include support to increase food and livestock production using innovative and climate smart approaches, and asset replacement to

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restore livelihoods. Activities planned should be based on needs assessments to target those most in need of livelihood support.

Some issue to consider in designing livelihood support interventions: • Special focus on areas impacted by the COVID pandemic and already affected by drought, locusts, floods etc. • Seasonality of production cycles: disruptions in movement may affect access to farms, affecting the income opportunities of seasonal workers. These group should be factored into the analysis • Consider focusing on areas with ongoing programmes that are affected by multiple shocks (COVID; Locusts; Drought; Floods).

For further guidance please refer to: https://www.livelihoodscentre.org/. If you need support on Livelihoods, please reach out to: [email protected]

Basic Needs A basic needs intervention should make financial access available for the targeted population to cover their immediate basic needs through the provision of unrestricted, unconditional electronic cash on a monthly basis. Electronic mechanisms for cash transfer are recommended over physical cash disbursement.

Here are some key things to keep in mind when designing a cash intervention: • To design a cash intervention, use the tools available in the Cash Toolkit. Access to the link in: o English: http://rcmcash.org/toolkit/ o French: http://rcmcash.org/fr/boite-a-outils/ • While thinking of basic needs, think of all the different needs that a family could have – not just food, rent, fuel, communication, medicines and access to health care, clothing, water and electricity, among others. • Think through what the pandemic and its implications may mean for the income source of the affected population, their access to basic services and needs, the local markets, the stock and supply chain. • Analyse your ongoing programs, and evaluate whether some of them could require a shift or transfer modality from in-kind to cash, or the other way around • Plan thinking for medium- and long-term effects (eg. if distributing food, would this impact on the market, and could we control distribution sites so that crowds don’t further spread the virus? OR, if we give cash, are products and services available in the community) • Reach out to national authorities and collaborate actively in the National Cash Working Group, to make a harmonized approach with other organizations and the government, always following the RCRCM Principles. • Understand the national social protection system and ensure programs work alongside it • If using cash, start conversations with your Financial Service Provider (FSP) (bank, hwala, mobile operator, etc) early. • Understand from FSPs: o Immediate changes to services as a result of COVID (e.g. sanitization of ATMs/cash out points, access to certain geographic zones, increased service rates, etc) o Consider scenarios of what to do if your FSPs’ liquidity is suddenly limited - if capital controls are put into place or banks are closed for example. o Consider contingency plans if client movement is limited (e.g limited access to cash outpoints, reduced number of agents to cash out, etc) • Get familiar with the tender section for cash and voucher interventions, of the IFRC Procurement Manual: Tender for Cash IFRC 31

• Conduct an FSP procurement process as soon as possible. Plan for the procurement process to take 6 to 8 weeks. Please note that IFRC funds can only be delivered through FSP contracted through a process compliant with IFRC Procurement procedures, so there are two options: o If the NS already has an FSP contracted: Share with the Regional Office the procurement process you carried out, for them to confirm if it is compliant or not with the IFRC Procedures. o If you do not have an FSP: Prepare the required documents within your National Society and submit them to the Regional Office for technical and compliance review. Here is the link to documents needed for launching a tendering process: FSP Procurement IFRC o It is highly recommended that the beneficiary selection process is done through ODK or KoBo, and not by an individual analysing data in an Excel. ODK and KoBo forms can be programmed to include the beneficiary selection criteria, so when you export the data you collected from all households in a community, you will already have in your list the beneficiaries. Technical support can be provided by [email protected] at the Regional Office to design your own forms and incorporate your beneficiary selection criteria in them. • While doing communities assessments and beneficiary registration, use Mobile Data Collection tools like KoBo and ODK. • For the present crisis, vouchers are not recommended as a tool to deliver support, since the basic needs will differ from household to household. • The CaLP Developed a guidance for Cash and Voucher Assistance in COVID-19, available here. It has useful and detailed guidance to incorporate or take into account in your cash intervention.

If you need any help in developing your country plans, we have the Cash team ready to support you: o Africa Region: [email protected] o Sahel: [email protected]

Scenario 1: Low Impact on Food Security. International borders are closed. The rest of commercial and social dynamic works as usual Package Qty Unit Unit Cost cost Assessments: Markets, Needs, Cash Feasibility 1 lumpsu 5000 5,000.00 CHF m Market monitoring 6 month 1000 6,000.00 CHF Market Support for Crowd Management 4 month 1000 4,000.00 CHF Cash Level II Online Training 1 lumpsu 7000 7,000.00 CHF m RedRose Onboarding per country (Relief 1 lumpsu 3500 3,500.00 CHF Information Management Platform) m Lessons Learned workshop 1 lumpsu 5000 5,000.00 CHF m Monitoring Visit 1 lumpsu 3000 3,000.00 CHF m Scenario 2: Medium Impact on Food Security. Moderate level of movement restriction in the country. International borders are closed, and provincial movement is restricted. Some businesses closed. Curfew in main cities and towns. Markets work as usual. HH number: 2000 Package Qty Unit Unit cost Cost

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Assessments: Markets, Needs, Cash Feasibility 1 lumpsum 5000 5,000.00 CHF Multipurpose cash transfer for 2000 households on a monthly 4 month 150000 600,000.00 CHF basis * Transfer fees 4 lumpsum 1500 6,000.00 CHF

Market monitoring 6 month 1000 6,000.00 CHF Lessons Learned workshop 1 workshop 5000 5,000.00 CHF Hardware for Data Collection for Cash Implementation 2 lumpsum 5000 10,000.00 CHF Market Support for Crowd Management 4 month 1000 4,000.00 CHF Feedback Management Tools 1 lumpsum 1500 1,500.00 CHF Free Toll Hotline to receive and collect complaints and 5 month 1000 5,000.00 CHF comments Post Distribution Monitoring 3 lumpsum 1000 3,000.00 CHF Cash Level II Online Training 1 lumpsum 7000 7,000.00 CHF Remote/Onsite Surge Support for Cash IM 3 month 14000 42,000.00 CHF Remote/Onsite Surge Support for Cash 3 month 14000 42,000.00 CHF Use of RedRose for Cash Interventions 4 month 3000 12,000.00 CHF RedRose Onboarding per country (Relief Information 1 lumpsum 3500 3,500.00 CHF Management Platform) Advanced Cash Training 1 lumpsum 30000 30,000.00 CHF Market Assessment Analysis Training 1 lumpsum 30000 30,000.00 CHF Video Documentation of Cash Intervention 1 lumpsum 10000 10,000.00 CHF Monitoring Visit 1 lumpsum 3000 3,000.00 CHF Case Study Documentation of Cash Intervention 1 lumpsum 5000 5,000.00 CHF Scenario 3: High Humanitarian Impact on Food Security and livelihoods. Strict level of movement restriction in the country. National and international borders are closed, businesses closed, provincial and household lockdown. Restricted access to markets. Pre-existing crises compromise national food production. HH number: 5000 Package Qty Unit Unit cost Cost Assessments: Markets, Needs, Cash Feasibility 1 lumpsum 5000 5,000.00 CHF Market monitoring 6 month 1000 6,000.00 CHF Multipurpose cash transfer for 5000 households on a monthly 4 month 375000 1,500,000.00 CHF basis* Transfer fees 4 lumpsum 3750 15,000.00 CHF

Lessons Learned workshop 1 workshop 5000 5,000.00 CHF Hardware for Data Collection for Cash Implementation 5 lumpsum 5000 25,000.00 CHF Market Support for Crowd Management 6 month 1000 6,000.00 CHF Feedback Management Tools 1 lumpsum 1500 1,500.00 CHF Free Toll Hotline to receive and collect complaints and 5 month 1000 5,000.00 CHF comments Post Distribution Monitoring 3 lumpsum 1000 3,000.00 CHF Cash Level II Online Training 2 lumpsum 7000 14,000.00 CHF Remote/Onsite Surge Support for Cash IM 3 month 14000 42,000.00 CHF Remote/Onsite Surge Support for Cash 3 month 14000 30,000.00 CHF Use of RedRose for Cash Interventions 4 month 7500 30,000.00 CHF

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RedRose Onboarding per country (Relief Information 1 lumpsum 3500 3,500.00 CHF Management Platform) Advanced Cash Training 1 lumpsum 50000 50,000.00 CHF Market Assessment Analysis Training 1 lumpsum 50000 50,000.00 CHF Cash IM Training 1 lumpsum 30000 30,000.00 CHF Video Documentation of Cash Intervention 1 lumpsum 10000 10,000.00 CHF Monitoring Visit 1 lumpsum 3000 3,000.00 CHF Case Study Documentation of Cash Intervention 1 lumpsum 5000 5,000.00 CHF

Shelter, Settlements and Urban Response While the physical structures in which people live are not immediately affected by the COVID- 19 crisis, the physical and social conditions under which people live can have an effect on the spread or containment of the disease. Shelter and Settlements interventions are particularly important to consider within densely packed urban informal settlements, and displacement sites including camps and collective centres.

Specific recommendations for shelter, settlements and urban response include: • Introduce risk reduction measures during emergency shelter and household item distributions, e.g. reduce crowding, ensure social distancing and promote hand sanitizing. Please consult the WFP Guidance: Recommendations for Adjusting Food Distribution Standard Operating Procedures in the Context of the Covid-19 Outbreak • Prioritise local sheltering solutions that are quick to implement using labour-based and cash methods, as well as local material purchases that encourage local economic stimulus, ensuring that these options do not put people at risk by having to take additional measures to source materials from markets, engage in extended social contact, etc. • Consider the cost-effectiveness of using other temporary construction materials vs tents. • In urban informal settlements, collaborate with local residents to design sheltering programs using bottom-up solutions, using their knowledge of relevant spatial and social infrastructures. Informal settlements are often highly organised, with a range of local groups and community structures that may be well-placed to mount COVID-19. Please consult SSHAP Key considerations: COVID-19 in informal urban settlements • Consider options for housing high-risk community members in transmission-shielded arrangements, at three levels: household-level shielding, street or extended family-level shielding and neighbourhood or sector-level isolation. Please consult LSHTM Guidance: Guidance for the prevention of COVID-19 infections among high-risk individuals in camps and camp-like settings • Prioritize quick actions for protecting the most vulnerable from infection by helping them to live safely and with dignity. Understand that if they are required to live separately from families and neighbours for an extended period, this may have negative consequences in terms of social support and coping mechanisms. Work with health and protection staff to assess the risks of isolation so that case management is a key factor when planning shelter interventions.

If you need further support to develop your country plans, please do not hesitate to reach out to your Regional Shelter and Settlements Coordinator for Africa @ [email protected]. Please also consult the library of shelter and settlements resources in various languages at www.sheltercluster.org/COVID19. For a wide variety of COVID-19-related shelter, settlements and urban resources you can also visit the dedicated page on GO https://go.ifrc.org/emergencies/3972#additional-information and look under the headings: Quarantine, Screening and Case detection, and Other information

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Protection, gender and inclusion (PGI) • The aim of PGI in COVID 19 response is to ensure communities dignity, access, participation and safety throughout response period. • There is need to identify high risk groups and ensure that our response factors in their specific needs. There are already groups identified at risk in the different countries and therefore important to look at primary and secondary impacts. • All National Society staff and volunteers involved in the COVID 19 response need to be briefed on the Code of Conduct, child safeguarding and Prevention of Sexual Exploitation and Abuse (PSEA). Then HR team must ensure that everyone involved in the response has signed the Code of Conduct. • Data should all be disaggregated by age, sex and including disability where possible • In engaging communities and sharing timely information on COVID 19 there is need to identify different ways to ensure that no one Is left behind. It is advised whenever possible to identify and work with organisations of persons with disabilities in the country as they will help in sharing ways on how to provide accessible information (e.g. they could provide qualified sign language interpreters) • In RCCE activities, we recommend to include messages on prevention and response to sexual and gender-based violence (SGBV) and PSEA so that communities are aware on how to seek help including PSS and protection • SGBV cases including violence against children are already increasing from the onset of social isolation due to COVID-19. Now that countries are in partial or total lockdown It is important to ensure that referral pathways are identified/updated, and the NS is aware of them so that information is shared to communities. • It is important for PGI focal points in NS’s to be part of the GBV cluster in country representing the NS. GBV clusters are already identifying and ensuring referral pathways are in place and working. Where NS have hotlines, ensure staff and volunteers are retrained and there is a 24-hour shift. • Teams engaging with communities always recommended to be gender balanced as this will ensure consultations with communities are more inclusive. • There is need to factor in gender, diversity and inclusion in all sector responses and assessments • Use the PGI guidance on key messages and key groups at risk of exclusion in COVID 19 response available In English and French at https://media.ifrc.org/ifrc/document/covid-19- protection-gender-inclusion-considerations-key-messages-groups/ and the PGI technical guidance available in French and English at https://media.ifrc.org/ifrc/document/protection-gender-inclusion-response-covid-19- technical-guidance-note/ to assist you in developing your plan of action.

If you need any help in developing your country plans, we have the PGI team ready to support you: o East Africa, Central Africa, Niger, DRC, CAR contact [email protected] o Sahel, West coast, Indian Ocean, Somali and South Sudan contact [email protected] o Southern Africa [email protected]

Migration and Displacement This guidance is for any African National Society that works with migrants, including migrant workers, students, tourists, asylum seekers, refugees, or returnees; any ANS which has foreign migrants who may be subject to discrimination or xenophobia; or any African National Society in a country which is prone to natural disasters or crises which see people displaced from their homes.

We encourage all National Societies to:

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• Undertake strong migration and displacement monitoring, analysis and assessment • Actively work across sectors to include migrants, refugee and IDPs in all relevant NS activities (and ensure that there is no exclusion) • Take targeted measures to support migrants, refugees and IDPs (including as above, health, RCCE, addressing social stigma, relief, cash and livelihoods, shelter, MHPSS and humanitarian diplomacy). • Invest in strengthening capacity on migration, displacement and COVID-19 (aligned with the Global Migration Strategy), primarily through (1) training for staff and volunteers on RCM approach to migration and displacement and (2) national strategic dialogue on the role of the NS in migration and displacement. • Coordinate and cooperate, at the national level with authorities and inter-agency (including UN, Civil Society Organizations, NGOs and others) and at the regional level (with Movement partners, at the inter-agency levels, and through IFRC/NS networks)

We encourage National Societies to consider activities such as: • Development and Testing of Operational Guidance and tools for African National Societies • Research on Key regional migration and displacement protection and policy issues • Documenting and sharing best practices and case studies • Capacity Building Support

We are also very actively promoting innovation in related to COVID-19. If you have an innovative idea to reach migrants, refugees and IDPs, please include in your national EPoA. If you need further support, please reach out to the Global Migration Coordinator, Melanie Ogle ([email protected])

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