Malawi National COVID-19 Preparedness and Response Plan

1.0 INTRODUCTION ......................................................................................................... 11

1.1 COUNTRY PROFILE ...................................................................................................... 11

1.2 HEALTH ....................................................................................................................... 11

1.3 POINTS OF ENTRY ........................................................................................................ 11

1.4 TRAVELERS FROM COVID-19 COUNTRIES .................................................................. 11

1.5 PLAN DEVELOPMENT PROCESS .................................................................................... 11

1.6 OBJECTIVES ................................................................................................................. 12

1.7 CLUSTER REQUIREMENTS ............................................................................................ 12

2.0. HAZARDS, SCENARIOS, RISK AND CAPACITY ANALYSIS .............................. 14

2.1. CORONAVIRUS DISEASE, COVID-19 (THE HAZARD).................................................... 14

2.1.1 Transmission ........................................................................................................ 14

2.1.2 Signs and symptoms ............................................................................................ 14

2.2. SITUATION OF NOVEL CORONAVIRUS OUTBREAK ........................................................ 14

2.3. RISK OF NOVEL CORONAVIRUS OUTBREAK IN MALAWI ............................................... 15

2.4. SCENARIOS AND PLANNING ASSUMPTIONS .................................................................. 15

2.5. RISK CLASSIFICATION ................................................................................................. 17

2.6. NATIONAL EMERGENCY RESPONSE CAPACITY ANALYSIS ........................................... 18

2.6.1. Points of Entry ...................................................................................................... 19

2.6.2. Infectious Disease Treatment Centres ................................................................. 19

2.6.3. Capacity for Coronavirus case management ....................................................... 19

2.6.4. Coronavirus materials .......................................................................................... 19

2.6.5. Coronavirus Surveillance Activities ...................................................................... 20 3.0 IMPLEMENTATION, COORDINATION, COMMUNICATION AND MONITORING ARRANGEMENTS ...................................................................................... 21

3.1 IMPLEMENTATION ARRANGEMENTS ............................................................................ 21

3.2 COORDINATION MECHANISM ....................................................................................... 22

3.3 COMMUNICATION AND INFORMATION MANAGEMENT ................................................. 22

3.4 MONITORING AND EVALUATION.................................................................................. 23

4.0. CLUSTER PREPAREDNESS, RESPONSE AND EARLY RECOVERY PLANS .... 25

4.1. INTER-CLUSTER COORDINATION AND ASSESSMENT .................................. 25

4.1.1. Overall Objective .................................................................................................. 25

4.1.2. Specific Objectives ................................................................................................ 25 4.1.3. Emergency Preparedness and Capacity-Building Activities ................................. 25

4.1.4. Emergency Response Activities ............................................................................ 26

4.1.5. Early Recovery Activities ...................................................................................... 26

4.1.6. Operational Constraints ....................................................................................... 27

4.1.7. Primary Stakeholders Roles and Responsibilities ................................................. 27

4.1.8. Collaborative Partners ......................................................................................... 27 National COVID-19 Preparedness and Response Plan vi

4.2. PUBLIC COMMUNICATION CLUSTER ................................................................ 27

4.2.1. Cluster Objective...................................................................................................... 27

4.2.2. Specific Objectives ................................................................................................... 27

4.2.3. Target population .................................................................................................... 28

4.2.4 Risk communication and community engagement .................................................. 28 4.2.5 Planned activities for the implementation of the communication plan .................. 28

4.2.6. Outlined responsibilities for the smooth implementation of the communication plan .................................................................................................................................... 30

4.2.7. Responsibilities and activities .................................................................................. 31

4.2.8. Operational Constraints .......................................................................................... 31

4.2.9. Primary Stakeholder Roles and Responsibilities...................................................... 31

4.3. HEALTH CLUSTER .................................................................................................. 31

4.3.1. Main Objective ..................................................................................................... 31

4.3.2. Specific objectives ................................................................................................ 31 4.3.3. Cluster Preparedness and Response Activities by Objective ................................ 32

4.4. WASH CLUSTER ...................................................................................................... 35

4.4.1. Overall Cluster Objective ...................................................................................... 35

4.4.2. Specific Objectives ................................................................................................ 36

4.4.3. Target population ................................................................................................ 36

4.4.4. Covid-19 risks to the cluster ................................................................................. 36

4.4.5. Risk communication and community engagement ............................................. 36 4.4.6. Covid-19 Emergency Preparedness and Capacity-Building Activities .................. 36

4.4.7. Covid-19 Spread Control activities .......................................................................... 37 4.4.8. Covid-19 Response Activities (caseload scenario of 10,000 people affected)......... 38

4.4.9. Early Recovery Activities.......................................................................................... 38

4.4.10. Operational Constraints.................................................................................... 39

4.4.11. Primary Stakeholder Roles and Responsibilities.................................................... 39

4.4.12. Collaborative Partners ...................................................................................... 39

4.5. PROTECTION CLUSTER ............................................................................................ 39

4.5.1. Overall Cluster Objective ......................................................................................... 39

4.5.2. Specific Objectives ................................................................................................... 39

4.5.3. Target population .................................................................................................... 40 4.5.4. Risk communication and community engagement (Outline how the cluster will reach out and engage the target population)................................................................... 40 4.5.5. Covid-19 Emergency Preparedness and Capacity-Building Activities ..................... 40

4.5.6 Covid-19 Spread Control activities ........................................................................... 43

4.5.7. Covid-19 Response Activities ................................................................................... 46

4.5.8. Early Recovery Activities.......................................................................................... 47

4.5.9. Operational Constraints .......................................................................................... 48

4.5.10. Primary Stakeholder Roles and Responsibilities.................................................... 48

4.5.11. Additional Material and Financial Requirements ................................................. 49

4.5.12. Collaborative Partners ........................................................................................... 49

4.6. EMPLOYMENT AND LABOUR FORCE PROTECTION.......................................... 49

4.6.1. Overall Cluster Objective ......................................................................................... 49

4.6.2. Specific Objectives ................................................................................................... 49

4.6.3. Target population .................................................................................................... 49

4.6.4. Covid-19 risks to the cluster .................................................................................... 49 National COVID-19 Preparedness and Response Plan vii

4.6.4. Risk communication and community engagement ................................................. 50 4.6.5. Covid-19 Emergency Preparedness and Capacity-Building Activities ..................... 50

4.6.6. Covid-19 Spread Prevention and Control activities ................................................. 50

4.6.7. Covid-19 Response Activities ................................................................................... 50

4.6.8. Early Recovery Activities.......................................................................................... 51

4.6.9. Operational Constraints .......................................................................................... 51

4.6.10. Primary Stakeholder Roles and Responsibilities.................................................... 51

4.6.11. Additional Material and Financial Requirements ................................................. 52

4.6.12. Collaborative Partners ........................................................................................... 52

4.7. EDUCATION CLUSTER .......................................................................................... 52

4.7.1. Overall Cluster Objective ......................................................................................... 52

4.7.2. Specific Objectives ................................................................................................... 52

4.7.3. Target population .................................................................................................... 53

4.7.4. Risk communication and community engagement ................................................. 53 4.7.5. Covid-19 Emergency Preparedness and Capacity-Building Activities ..................... 53

4.7.6. Covid-19 Spread Control activities .......................................................................... 54

4.7.7. Covid-19 Response Activities ................................................................................... 54

4.7.8. Early Recovery Activities.......................................................................................... 55

4.7.9. Operational Constraints .......................................................................................... 56

4.7.10. Collaborative Partners ........................................................................................... 56

4.8. SECURITY AND ENFORCEMENT CLUSTER ...................................................... 56

4.8.1. DEPARTMENT OF IMMIGRATION AND CITIZENSHIP SERVICES ................. 56

4.8.1.1 Overall Cluster Objective ....................................................................................... 56

4.8.1.2. Specific Objectives ................................................................................................ 56

4.8.1.3. Target population ................................................................................................. 57

4.8.1.4. Covid-19 risks to the cluster ................................................................................. 57

4.8.1.5. Risk communication and community engagement .............................................. 57 4.8.1.6. Covid-19 Emergency Preparedness and Capacity-Building Activities .................. 57

4.8.1.7. Covid-19 Spread Prevention and Control activities .............................................. 57

4.8.1.8. Operational Constraints ....................................................................................... 58

4.8.1.9. Primary Stakeholder Roles and Responsibilities................................................... 58

4.8.1.10. Additional Material and Financial Requirements .............................................. 58

4.8.1.11. Collaborative Partners ........................................................................................ 58

4.8.2. MALAWI POLICE SERVICE ................................................................................... 58

4.8.2.1. Overall Cluster Objective ...................................................................................... 58

4.8.2.2. Specific Objectives ................................................................................................ 58

4.8.2.3. Target population ................................................................................................. 59

4.8.2.4. Covid-19 risks to the cluster ................................................................................. 59

4.8.2.5. Communication and community engagement ..................................................... 59 4.8.2.6. Covid-19 Emergency Preparedness and Capacity-Building Activities .................. 59

4.8.2.7. Spread Prevention and Control and activities ...................................................... 60

4.8.2.8. Response Activities ............................................................................................... 61

4.8.2.9. Early Recovery Activities....................................................................................... 61

4.8.2.10. Operational Constraints ..................................................................................... 62

4.8.2.11. Primary Stakeholder Roles and Responsibilities................................................. 62

4.8.3. MALAWI DEFENCE FORCE BUDGET FOR COVID – 19 .................................... 62

4.8.3.1. Overall Cluster Objective ...................................................................................... 62 National COVID-19 Preparedness and Response Plan viii

4.8.3.2. Specific Objectives ................................................................................................ 62

4.8.3.3. Target population ................................................................................................. 63

4.8.3.4. Covid-19 risks to the cluster ................................................................................. 63

4.8.3.5. Risk communication and community engagement .............................................. 63 4.8.3.6. Covid-19 Emergency Preparedness and Capacity-Building Activities .................. 63

4.8.3.7. Covid-19 Spread Prevention and Control activities .............................................. 63

4.8.3.8. Covid-19 Response Activities ................................................................................ 64

4.8.3.9. Operational Constraints ....................................................................................... 64

4.8.3.10. Primary Stakeholder Roles and Responsibilities................................................. 64

4.8.3.11. Collaborative Partners ........................................................................................ 64

4.9. FOOD SECURITY CLUSTER...................................................................................... 65

4.9.1. Main Objective ........................................................................................................ 65

4.9.2. Specific Objective..................................................................................................... 65

4.9.3. Target population .................................................................................................... 65

4.9.4. Risk communication and community engagement ................................................. 65 4.9.5. Covid-19 Emergency Preparedness and Capacity-Building Activities ..................... 65

4.9.6. Covid-19 Response Activities ................................................................................... 66

4.9.7. Operational Constraints .......................................................................................... 67

4.9.8. Primary Stakeholder Roles and Responsibilities...................................................... 67

4.9.9. Collaborative Partners ............................................................................................. 67

4.10. TRANSPORT AND LOGISTICS CLUSTER ............................................................. 67

4.10.1. Overall Cluster Objective ....................................................................................... 67

4.10.2. Specific Objectives ................................................................................................. 67

4.10.3. Target population .................................................................................................. 68

4.10.4. Covid-19 risks to the cluster .................................................................................. 68

4.10.5. Risk communication and community engagement ............................................... 68 4.10.6. Covid-19 Emergency Preparedness and Capacity-Building Activities ................... 68

4.10.7. Covid-19 Spread Control activities ........................................................................ 69

4.10.8. Covid-19 Response Activities ................................................................................. 69

4.10.9. Early Recovery Activities........................................................................................ 70

4.10.10. Operational Constraints ...................................................................................... 70

4.10.11. Primary Stakeholder Roles and Responsibilities.................................................. 71

4.10.12. Collaborative Partners......................................................................................... 71 ANNEXES............................................................................................................................ 73 National COVID-19 Preparedness and Response Plan ix EXECUTIVE SUMMARY The Government of Malawi, in fulfilling its primary role of protecting the lives of its vulnerable citizens during disasters and reducing their exposure to risk through preparedness, led the development of a National Coronavirus Disease (COVID-19) Preparedness and Response Plan. Malawi recognizes the serious threat that the on-going COVID-19 global outbreak poses on the country. Global movements and interaction between Malawi and affected countries through travel and trade. Additionally, the novel Coronavirus has been confirmed in several countries outside China which have relations with Malawi. Affected countries are putting in containment measures to control the spread of COVID-19. Countries not yet affected, including Malawi, are also ensuring preventive measures against importation of the disease. The plan has been developed to establish operational procedures for preparedness and response to COVID-19 based on risks identified by the Ministry of Health (MoH) and the World Health Organization (WHO) and other emerging context-based criteria. This multi-sectoral plan aims to ensure prevention of COVID-19 spread into the country, preparedness and readiness for a timely, consistent and coordinated response in the event of COVID-19 outbreak. The Preparedness and Response Plan is based on three scenarios- when there is no COVID-19 case, when a COVID-19 case is confirmed (an imported or sporadic case) and when more people are affected by COVID-19 either as clusters or with community transmission. The plan was developed through the cluster system approach led by the Ministry of Disaster Management Affairs and Public Events and the Ministry of Health. There are 10 operational clusters in the plan namely: Health, Inter-cluster coordination Protection and Social Support, Water, Sanitation and Hygiene (WaSH), Education, Food Security and Transport and Logistics. The following have been included as ad hoc clusters: Communication Cluster, Economic Empowerment Cluster and Enforcement Cluster. The Government of Malawi (GoM) through the Ministry of Disaster Management Affairs and Public Events is responsible for the overall coordination while the Ministry of Health is the technical lead for implementation of the plan. National COVID-19 Preparedness and Response Plan 10

1.0 INTRODUCTION

1.1 Country Profile Located in sub-Saharan Africa, Malawi is a landlocked nation bordering Tanzania to the north, Mozambique to the east and south, and Zambia to the west. The country has an area of 118, 500 sq km, of which one-fifth is water surface, largely dominated by Lake Malawi. According to UN projections, the country’s population in 2020 is 18,932,282 and predominantly live in the rural areas (85%). The country is divided into 29 health districts located in three geographical regions; Northern, Central and Southern.

1.2 Health The Ministry of Health provides about 70% of the health care services in the country. The services are categorized as promotive, curative and preventive and these are currently provided at four levels: community, primary, secondary and tertiary facilities.

1.3 Points of entry Malawi has ten (10) main points of entry. These include two (2) international airports; Kamuzu International Airport in Lilongwe and Chileka Airport in Blantyre. The eight (8) main formal ground crossings include: Songwe in Karonga, Mbirima Border in Chitipa, Mwami Border in Mchinji, Biriwiri Border in Ntcheu, Dedza Border in Dedza, Mwanza Border in Mwanza, Mlodza Border in Mulanje, Chiponde Border in Mangochi and Marka Border in Nsanje. All these points of entry have established port health services. However, these port services are facing serious challenges in terms of inadequate staff, lack of holding rooms and quarantine structures. Of the ten points of entry, only Kamuzu International Airport has a holding room and quarantine facilities which need to be renovated. The quarantine facility at Chileka Airport is small and does not meet the required standards. All the eight formal ground crossing points of entry have no holding room nor quarantine facility. In addition to the ten formal points of entry, Malawi has extensive porous borders with Mozambique, Zambia and Tanzania.

1.4 Travelers from COVID-19 Countries Malawi receives about 1200 international passengers at the two international airports on a daily basis. A significant number of these travelers are mainly from the countries hit by the coronavirus outbreak. Travelers from countries with ongoing transmission also pass through the two airports, hence any suspected or confirmed case on these conveyances poses a major risk of exposure to these travelers. Additionally, the ground crossings connect to countries that have confirmed cases.

1.5 Plan Development Process The COVID-19 Preparedness and Response Plan was developed as a collaborative effort and consultative process under the guidance of the Ministry of Disaster Management Affairs and Public Events, and Ministry of Health through the national cluster system, which is composed of National COVID-19 Preparedness and Response Plan 11 members from government ministries and departments, UN Agencies, NGO, Malawi Red Cross Society and other humanitarian actors. There are 10 operational clusters: Health, Inter-cluster coordination; Protection and Social Support, Water, Sanitation and Hygiene (WaSH), Education, Food Security and Transport and Logistics. The following have been included as ad hoc clusters: Communication Cluster, Employment and Labour Force Protection, Economic Empowerment Cluster and Enforcement Cluster. All clusters are required to align their preparedness and response interventions to this plan’s strategic objectives. These clusters have mainstreamed monitoring and reporting into their activities to track preparedness and response activities. The purpose of this is to enable government to be informed of progress, existing capacity and resource gaps with respect to the response, as well as to generate information for resource mobilization. It also enables clusters to fulfil their accountability responsibilities. Inter-Cluster Coordination is therefore crucial by ensuring that the activities of all clusters are coordinated, monitored and evaluated. The Protection cluster is cross cutting and its activities have been mainstreamed across all clusters. The plan recognizes people with special needs like the elderly, people with disabilities, chronically ill, PLWHA, injured persons, adolescents, pregnant and lactating women and children as particularly vulnerable and needing special protection measures.

1.6 OBJECTIVES The main objective of this COVID-19 Plan is to prevent, rapidly detect and effectively respond to any COVID-19 outbreak thereby reducing morbidity and mortality in the country. Due to the evolving nature of the novel coronavirus, the Preparedness and Response Plan will be updated every 3 months or on a need basis.

1.7 Cluster Requirements Specific cluster targets are outlined in respective cluster preparedness and response plans. The following table (1) outlines overall financial requirements for each cluster. National COVID-19 Preparedness and Response Plan 12 Table 1. Overall Financial Requirements Total Requirements Cluster (USD) Available (USD) Gap (USD) Coordination 446,890.00 35,000.00 411,890.00 Communication 1,539,968.00 0.00 1,539,968.00 Health 20,722,305.00 8,341,130.26 12,381,174.74 WaSH 16,075,000.00 570,458.00 15,504,542.00 Protection and Social Support 124,242,147.00 0.00 124,242,147.00 Employment 4,890,000.00 0.00 4,890,000.00 Security & Enforcement 11,215,390.85 0.00 11,215,390.85 Education 10,000,000.00 10,000,000.00 0.00 Food Security 22,296,000.00 44,000.00 22,252,000.00 Transport and Logistics 1,734,400.00 0.00 1,734,400.00 Total (USD) 213,162,100.85 18,990,588.26 194,171,512.59 Total (MK) (MK737/USD) 157,100,468,326.45 13,996,063,547.62 143,104,404,778.83 *Note: Details of contribution indicated in the Funding table to be updated upon confirmation Table 2: Cluster Requirements by Phase Cluster/ Sub Cluster Short Term1 Medium Term2 Long Term3 Total Coordination 233,445.00 193,445.00 20,000.00 446,890.00 Communication 1,505,595.00 34,373.00 0.00 1,539,968.00 Health 11,100,655.00 25,143.00 9,596,507.00 20,722,305.00 WaSH 6,395,000.00 8,420,000.00 1,260,000.00 16,075,000.00 Protection & Social 77,488,750.00 43,512,883.00 124,242,147.00 Support 3,240,514.00 Employment & Labour 560,000.00 3,160,000.00 1,170,000.00 4,890,000.00 Force Protection Security & 4,639,949.16 111,200.00 11,215,390.85 Enforcement 6,464,241.69 Education 1,200,000.00 5,300,000.00 3,500,000.00 10,000,000.00 Food Security 175,000.00 22,121,000.00 0.00 22,296,000.00 Transport and Logistics 824,400.00 840,000.00 70,000.00 1,734,400.00 Total (USD) 31,698,850.69 122,222,660.16 59,240,590.00 213,162,100.85 Total (MK)(MK737/USD) 23,362,052,958.53 90,078,100,537.92 43,660,314,830.00 157,100,468,326.45 1 Short Term includes preparedness, capacity building and spread control activities 2 Medium Term includes response activities 3 Long Term includes early recovery activities National COVID-19 Preparedness and Response Plan 13 2.0.HAZARDS, SCENARIOS, RISK AND CAPACITY ANALYSIS 2.1.Coronavirus disease, COVID-19 (the hazard) Coronaviruses belong to a large family of viruses causing a wide spectrum of illness, ranging from very mild i.e. Common cold to severe illness such as Middle East Respiratory Syndrome (MERS-CoV) and Severe Acute Respiratory Syndrome (SARS-CoV). Numerous other coronaviruses circulate among animals, including camels and some bat species. Rarely, some animal coronaviruses can evolve to cause illness in people. Sometimes coronaviruses may develop the ability to spread from person to person, for example MERS-CoV which was first reported in Saudi Arabia in 2012, and the SARS-CoV, first recognized in China in 2002. The COVID-19 is a new strain that has not been previously identified in humans.

2.1.1 Transmission Coronaviruses are zoonotic, meaning they are transmitted between animals and people. Detailed investigations found that SARS-CoV was transmitted from civet cats to humans and MERS-CoV from dromedary camels to humans. Several known coronaviruses are circulating in animals that have not yet infected humans. The actual source of the COVID-19 has not been established but is suspected to have been transmitted from snakes to humans. The novel Coronavirus is transmitted from human to human through droplets and direct or close personal contact with an infected individual. There is no evidence of airborne transmission in the community. There is no evidence of maternal fetal transmission as only one woman infected with the novel Coronavirus delivered a coronavirus-free baby. Health-care workers have frequently been infected while treating patients with suspected or confirmed novel Coronavirus. This has occurred through close contact with patients when infection control precautions are not strictly practiced.

2.1.2 Signs and symptoms Novel Coronavirus signs of infection include respiratory symptoms, fever, cough, shortness of breath and breathing difficulties. In more severe cases, infection can cause pneumonia, severe acute respiratory syndrome, kidney failure and even death. Laboratory findings include low white blood cell particularly lymphopenia. Typical chest radiograph of COVID-19 patients shows bilateral ground glass appearance and sub segmental consolidation. The incubation period, that is, the time interval from infection with the virus to onset of symptoms is up to 14 days, but this may be subject to change as the disease evolves and new information is discovered. People are infectious when they are showing symptoms of the disease and very few cases have been identified in people who have mild symptoms amongst their very close contacts. 2.2.Situation of novel Coronavirus Outbreak The current novel Coronavirus outbreak was alerted to the World Health Organization (WHO) China Country Office on 31st December, 2019 as cases of pneumonia of unknown cause 2020 National COVID-19 Preparedness and Response Plan 14 detected in Wuhan City, Hubei Province of China. On 7th January 2020, the causative pathogen was identified as a novel coronavirus (COVID-19). The majority of these cases were linked to a seafood, poultry and live wildlife market in Wuhan City, suggesting that the novel coronavirus has a possible animal origin. The novel coronavirus infection continued to spread within China with exportation to other countries. 2.3.Risk of novel Coronavirus outbreak in Malawi WHO risk assessment shows that risk of spread from the epicentre, Wuhan; to other parts of China the Asia region and the rest of the world is very high. In terms of risk for African countries, WHO has identified 13 countries with direct link with China and high volume of travel between these countries as Priority 1 countries at risk of novel Coronavirus. The countries are: Algeria, Angola, Cote d’Ivoire, the Democratic Republic of the Congo, Ethiopia, Ghana, Kenya, Mauritius, Nigeria, South Africa, Tanzania, Uganda and Zambia. There are 7 countries in priority 2.Malawi is among the Priority 3 countries with very low risk of COVID- 19 outbreak. However, Malawi borders 2 of the priority 1 countries and has direct flight connections to these countries hence there is still a risk of passengers from very high risk going through the direct entry ports like Ethiopia, Kenya and South Africa, asymptomatic and developing symptoms during or after passing through Malawi port of entries (PoE). The plan is therefore, critical to guide the development of strategies for prevention, preparedness and response in the event of novel coronavirus outbreak in Malawi. 2.4.Scenarios and Planning Assumptions The Preparedness and Response Plan is based on three broad scenarios: The response levels are also categorized into 4 pillars: community, points of entry, health facility and infectious disease treatment centres. Table below summarizes the scenarios, descriptions and planning assumptions and risk analysis. Scenario Description Planning Assumptions 1 Preparedness-  National surveillance systems are able to detect and No confirmed respond rapidly to an outbreak, and links to Reference Case Laboratories are strong and well-functioning.  The disease will primarily hit urban and peri-urban areas and is unlikely to spread rapidly in rural areas. However, in localized areas the consequences for people’s livelihoods and food security are significant.  The Government of Malawi, and its development partners, is responsible for national; prevention, mitigation and preparedness including capacity building, procurement of materials and establishment of treatment centres.  Other UN agencies are responsible for assisting in preparedness for possible humanitarian consequences of an outbreak. At this level, the main aim is to: 2020 National COVID-19 Preparedness and Response Plan 15 Scenario Description Planning Assumptions o mobilize and pre-position materials (PPEs, thermoscanners Infra-red thermometers, infection prevention control(IPC) materials) o Identifying and designating Isolation facilities o build capacity (refurbishment of Infectious Disease Treatment Centres, training of health workers on case management, IPC practices) o raise public awareness to the general public and community engagement among workers at points of entry o Screening for Coronavirus o Investigations for Coronavirus disease o Coordination activities with relevant multi- sectoral stakeholders for response. 2 Confirmed  Virus spreads quickly but is limited to a small number case- of specific areas in Malawi. Enhanced  Initial human-to-human transmission may be highly preparedness localized but can easily escalate if containment in high risk measures are inadequate. locations  Severe infection will be high amongst the elderly (districts/ cities population and those with underlying conditions and with entry compromised immunity, and mortality rates will be points) high among this population.  Many staff will not be able to report to work in affected regions.  Non-attendance rates may be 30% for a period of six weeks. Essential services and governance, law and order will deteriorate within the affected areas.  The main aim is to manage and contain the case to prevent further spread of the disease. The level also aims to promote the adoption of preventive measures and increase public awareness and engagement including risk communication. 3 Confirmed  There is rapid spread of the disease among the general Case in population of Malawi with high infection rate. multiple  A significant proportion of staff are not able to report locations to work. (urban/ semi-  Essential services, governance, law and order will urban) or deteriorate within the affected areas. overwhelming  The main aim is to manage and contain the case to numbers of prevent further spread of the disease. The level also cases aims to promote the adoption of prevention measures and increase public awareness and engagement including risk communication. 2020 National COVID-19 Preparedness and Response Plan 16 Scenario Description Planning Assumptions RISK ANALYSIS Factors Degree of Comments Risk Probability Likely International travel with presence of international airports, other point of entries and the volumes of people travelling from the very high risk transmission areas as well as local transmission. Consequen Major Severe consequences to lives, livelihoods and service ces delivery as well as governance, law and order. There may be need for strong preparedness measures by relevant stakeholders including communities and citizens. Overall Very high The whole population of Malawi could be at risk if novel Risk coronavirus outbreak occurs. Health workers, the elderly and persons with underlying conditions are at higher risk. Availability of confirmed cases in neighbouring countries. Adequate levels of preparedness should be put in place by Government and all stakeholders to ensure effective preparedness and response regardless of the scenario realized. Likely Triggers Risk, confirmation and Transmission of COVID-19. Timeframe March to June 2020 2.5.Risk Classification Three distinct categories are described depending on their risk level. The risk level is based on the presence of international airport and the volumes of people travelling from the very high risk transmission areas. Category District Rationale Category 1 Lilongwe Districts have international airports with Blantyre potential of daily passengers from COVID-19 Mzimba affected countries Mangochi Category 2 Mzuzu City, Zomba City, Areas have high volume of travelers to China Dedza, Mwanza, Karonga, and other high risk countries compared to Mchinji, Ntcheu, Chitipa, category 3 and they have ground crossings Mulanje through which travelers form affected areas 2020 National COVID-19 Preparedness and Response Plan 17 can get in the country via the neighbouring countries Category 3 Nsanje, Chikwawa, Risk of coronavirus will be from local Thyolo, Phalombe, transmission not imported from affected Chiradzulu, Neno, Zomba, countries Balaka, Machinga, Ntcheu, Salima, Dowa, Ntchisi, Dowa, Kasungu, Nkhotakota, Nkhata Bay, Rumphi, Likoma At the Point of Entry, four pathways are envisioned to play out and will determine the risk of disease importation and the response to prevent it. The pathways are based on a travel advisory that has been arrived at based on the cumulative number of cases (700 or more confirmed cases); the local transmission rate measured by number of new cases in 24 hours (cut off of 100 or more new cases). Any traveler from a country meeting these criteria will be subject to 14 days self-quarantine. The possible pathways have been classified as below and are subject to change and revision depending on the evolution of the disease and the epidemiological discoveries.  Pathway 1: No travel history to country with confirmed COVID-19 cases, no symptoms – no further follow up; collection of contact information in case fellow traveler develops disease  Pathway 2: Travel history to affected country meeting the travel advisory criteria, but no symptoms – Self quarantine and follow up for 14 days. Advised to contact health officials if they develop symptoms.  Pathway 3: Has travel history to any COVID-19 affected country with symptoms – Immediate quarantine, conduct investigations to confirm or rule out novel Coronavirus  Pathway 4: No travel history but some symptoms – isolated for further investigation to demonstrate any epidemiological link or travel links, and determine cause of symptoms. 2.6.National Emergency Response Capacity Analysis The Disaster Preparedness and Relief Act of 1991 was enacted by Parliament to make provision for the coordination and implementation of measures to address the effects of disasters. It included the establishment of a National Disaster Appeal Fund (NDAF) and the National Disaster Preparedness and Relief Committee (NDPRC) to assist with policy guidance and the National Disaster Preparedness and Relief Technical Committee (NDPRTC) to work on technical issues. Government institutions at the national and district level face many challenges, including the following:  Scarce financial resources for maintenance of existing disaster response structures and to ensure effective emergency response; 2020 National COVID-19 Preparedness and Response Plan 18  Inadequate Early Warning and Surveillance Systems for many disasters including disease outbreaks;  Inadequate transport and communication facilities impeding dissemination of early warning messages, rapid assessments, verifications and emergency response;  Inadequate capacity (human, technical, material and financial) for coordination at both national and district levels which negatively impact timely and effective assessment, response and information management during disasters;  Inadequate cross border coordination at both national and district level; The following capacity areas and gaps are being highlighted for effective COVID-19 preparedness and response.

2.6.1. Points of Entry All the 10 main points of entry have port health workers who can be trained to conduct screening services. Kamuzu and Chileka Airports have quarantine facilities, however, the main challenge is lack of space/holding rooms for suspected cases and office for port health workers. In addition, most of the crossings are impacted by Porous informal long borders which undermines the impact of the health services provided at the formal ground crossings.

2.6.2. Infectious Disease Treatment Centres As part of preparedness to 2014 Ebola Virus Disease (EVD) outbreak in West Africa, with financial support from World Bank, the country built 6 Infectious Disease Treatment Centres(IDTCs) in Karonga, Mzuzu, Dedza, Mchinji, Blantyre and Mwanza whereas Lilongwe IDTC is yet to be completed. These IDTCs have been assessed and there is need to renovate, refurbish and equip them with standard and advanced medical kits.

2.6.3. Capacity for Coronavirus case management In districts where IDTCs were built, health care workers were trained on highly infectious disease case management, with a focus on Ebola. The training was conducted in 2019 and most of these health workers will only need orientation to the specifics of coronavirus disease such as respiratory support, IPC precautions and specimen collection. A need was identified during simulation exercise to test the Ebola Preparedness and Response Plan. There is a need to have core teams that are committed and motivated to work in environment of highly infectious diseases. We see this need being re-echoed in the corona virus threat. These teams will lead in serving all district including those without IDTCs that were not targeted for trainings.

2.6.4. Coronavirus materials Funding is required to procure and distribute IPC materials, drugs, supplies and medical equipment for prevention, investigation and management of novel coronavirus cases. Some PPEs and other materials procured from UNICEF were distributed to 10 EVD priority districts in the country in 2019. Currently, stock status is being updated for priority districts and the districts that did not receive the materials.. 2020 National COVID-19 Preparedness and Response Plan 19

2.6.5. Coronavirus Surveillance Activities As part of preparedness, the country has intensified screening and surveillance at PoE where travelers from very high risk areas are identified and monitored for 14 days. There are limited quarantine facilities for these travelers hence the self-quarantine option in their homes was opted for. However, resources to maintain daily visits to clients and to ensure compliance of IPC and mobility rules for the travelers under surveillance are inadequate. 2020 National COVID-19 Preparedness and Response Plan 20

3.0 IMPLEMENTATION, COORDINATION, COMMUNICATION AND MONITORING ARRANGEMENTS This section provides a summary of how implementation, coordination, communication and monitoring of emergency activities will be carried out.

3.1 Implementation Arrangements The Special Cabinet Minister’s Committee on COVID-19 is the high level coordination structure overseeing cross-Government preparedness and response activities of the COVID-19 outbreak. The National Disaster Preparedness and Relief Committee (NDPRC) chaired by the Chief Secretary to Government comprising of Permanent Secretaries from all government ministries will provide policy guidance and leadership in implementation of the plan. The Humanitarian response Committee composed of directors of government departments and heads of humanitarian partners, NGOs and CSOs will provide technical support and advice to the NDPRC in implementation of the plan. The Ministry of Disaster Management Affairs and Public Events and the UNRCO are responsible for facilitating resource mobilization, effective and efficient implementation of COVID-19 preparedness and response for UN- Agencies and development partners through the Humanitarian Country Team (HCT). The Ministry of Health is the technical lead institution for implementing COVID-19 preparedness and response activities and will provide all the necessary technical support and expertise. Table 3: Cluster Leads and Co-Leads Cluster Lead Co-Lead (Ministry/Department) Inter-Cluster Coordination DoDMA UNRCO Health MoH WHO/UNAIDS Public Communication MoICT/MoH UNICEF Water & Sanitation, Hygiene MoAIWD UNICEF Employment and Labour Force MoLSI Protection Protection and Social Support MoGCDSW UNICEF4 Enforcement MoHS Economic Empowerment MoFEP&D UNDP Education MoEST UNICEF/SC Food Security DoDMA WFP Transport and Logistics MoTPW WFP At the health ministerial level, a multi-sectoral Health Cluster Committee reviews and endorses the decisions provided by the Health Emergency Technical Committee (HETC). Both Committees include bilateral and multilateral partners such as WHO, UNICEF, FAO, USAID, CDC, both at local and international level and meet weekly to coordinate preparedness and response. 4 UNHCR should co-lead the Protection cluster; however, UNHCR Malawi indicated that it does not have the capacity at the local level to provide support to the cluster. In the event of a major emergency, UNCHR will assume its global responsibilities and provide leadership to the cluster in support of UNICEF. 2020 National COVID-19 Preparedness and Response Plan 21 A taskforce on COVID-19 is responsible for developing the technical guidelines, interventions, preparedness plans and budget as well as ensuring operational readiness for any COVID-19 outbreak. The taskforce sits at the Public Health Institute of Malawi (PHIM) and feeds into the HETC and Health Cluster Committees. An Incident Management System has been set up at PHIM to ensure efficient coordination of activities with the following functions:  Health Operations and Technical Expertise o Surveillance, Laboratory, PoE, IPC, WASH, Case Management, Risk Communication  Partner Coordination o Resource mobilization, including technical and financial  Logistics and Supplies o Health Procurement and Inventory, Operational Support  Planning and Information o Surveillance and Early Warning, Monitoring and Evaluation,  Administration and Finance o Human Resource, Financial Management At the district level, similar structures of from the health cluster down are replicated.

3.2 Coordination mechanism The Office of the President and Cabinet set up a Special Cabinet Minister’s Committee on COVID-19 on 7th March, 2020 as high level coordination structure overseeing cross- Government preparedness and response activities of the COVID-19 outbreak. The committee comprises the following Ministries: Health (Chairperson); Disaster Management Affairs and Public Events; Minister of Finance and Economic Planning; Education Science and Technology; Homeland Security; Defence; Industry, Trade and Tourism; Agriculture, Irrigation and Water Development; Foreign Affairs and International Cooperation. The National Disaster Preparedness and Relief Committee (NDPRC) chaired by the Chief Secretary to Government comprising of Permanent Secretaries from relevant ministries will provide policy guidance and leadership in implementation of the plan. The National Disaster Preparedness and Relief Technical Committee will provide technical support and advice to the NDPRC in implementation of the plan. The office of the UN Resident Coordinator (UNRCO) is responsible for facilitating resource mobilization, effective and efficient implementation of COVID-19 preparedness and response for UN- Agencies and development partners through the Humanitarian Country Team (HCT).

3.3 Communication and Information Management Effective communication and information management is crucial in implementation of the Plan. Government has set up a special task force of Principal Secretaries chaired by Secretary for Health to lead in communication to the public through regular press conferences and updates. 2020 National COVID-19 Preparedness and Response Plan 22 This plan has also established a communication sub-cluster to spearhead proper messaging and communication on the Covid-19. Key to the sub-cluster would be the development and implementation of the COVID-19 Communication Plan.

3.4 Monitoring and Evaluation Government, in collaboration with the activated clusters and its humanitarian partners, will closely monitor the situation and interventions to ensure progress and accountability. Cluster leads and co-leads in the relevant areas of interventions, will provide technical, coordination and leadership support to guide and prioritize interventions. Strategic and cluster objectives have been developed around the priorities. In order to measure cluster objective, various clusters identified a set of priority activities. The clusters will regularly monitor their implementation using matrix provided in annexes of this plan. 2020 National COVID-19 Preparedness and Response Plan 23 Coordination Structure Figure 1: Coordination Structure 2020 National COVID-19 Preparedness and Response Plan 24 4.0.CLUSTER PREPAREDNESS, RESPONSE AND EARLY RECOVERY PLANS 4.1.INTER-CLUSTER COORDINATION AND ASSESSMENT The DoDMA leads the Co-ordination, Communication and Assessment operation for preparedness, emergency response and recovery while the UNRCO co-leads.

4.1.1. Overall Objective To facilitate appropriate coordination arrangements and communication between Government, UN, and NGOs including MRCS in responding to emergencies and during Preparedness and Response planning process.

4.1.2. Specific Objectives i. To strengthen coordination between government, the UN and NGOs for disaster preparedness, response and recovery efforts at national and local levels; ii. To support coordination at Local Authority level (District, Town, Municipal and City) iii. To coordinate joint resource mobilization effort.

4.1.3. Emergency Preparedness and Capacity-Building Activities When Budget ($) # Activities Lead Agencies Availabl Gap Total e Review cluster ToR DoDMA/UNRC Short Term 5,000 0 5,000 2 and responsibilities O Develop SoP for DoDMA/UNRC Short Term 0 5, 000 coordination O 3 5,000 architecture for Malawi Strengthen disaster DoDMA/ Short Term 15,000 35,000 4 informationmanage UNRCO 50,000 ment system Activate the DoDMA/ MoH Medium 30,000 10,000 20,000 emergency Term operation centres 5 (EOCs), national, regional and district. Support local DoDMA/MoLG Short Term 143,445 0.0 143,445 authority RD coordination Sub Total 233,445 25,000 208,445 2020 National COVID-19 Preparedness and Response Plan 25

4.1.4. Emergency Response Activities # Activities Lead When Budget ($) Agencies Total Availabl Gap e 1 Facilitate Inter- DoDMA/MoH Short Term 50, 000 10,000 40,000 cluster UNRCO coordination meetings and EOC Operations 2 Coordinate cluster DoDMA Short Term 0 0 0 response planning and implementation 3 Consolidate rapid DoDMA Short Term 0 0 0 assessment reports and circulate cluster response reports to relevant actors. 4 Facilitate joint DoDMA/UNRC Short Term 0 0 0 resource O mobilization as needed (eg. Flash Appeal or CERF). Support local DoDMA/MoLG Short Term 143,445 0.0 143,445 5 authority RD coordination Sub Total 193,445 10,000 183,445

4.1.5. Early Recovery Activities Activities Lead Agency Budget ($) Total Available Gap 1. Coordinate DoDMA 10,000 0 10,000 evaluation and review meetings 2. Facilitate the DoDMA 10,000 0 10,000 development of after action review (AAR) 2020 National COVID-19 Preparedness and Response Plan 26 with lessons learned Sub Total 20,000 0 20,000 COORDINATION CLUSTER TOTAL 446,890 35,000 431,890.

4.1.6. Operational Constraints  Inconsistency representation/participation of cluster leads. DoDMA should engage line ministries to designate a permanent cluster lead during emergency response.  Limited human resource and financial capacity to organize medium- to large-scale response to disaster;  Inadequate information/communication systems in some District Councils, including limited access to computers and internet.

4.1.7. Primary Stakeholders Roles and Responsibilities  Overall emergency response coordination is led by DoDMA assisted by the relevant line ministries, NGOs, UN agencies and inter-agency coordination mechanisms. Ministry of Health is the technical lead for implementation of the plan. District Commissioners are mandated to coordinate any emergency-related activity in their respective districts through the relevant structures with support from UN agencies and NGOs.

4.1.8. Collaborative Partners DoDMA, relevant line ministries (Local Government and Education), District councils, UNRCO and other UN agencies, relevant NGOs

4.2. PUBLIC COMMUNICATION CLUSTER The Ministry of Information, Civic Education and Communications Technology will lead the Public Communication Cluster in collaboration with the Ministry of Health, Ministry of Disaster Management Affairs and Public Events, WHO, UNICEF and other agencies. Under this cluster, a national Covid-19 communication plan has been developed to guide the communication needs of the preparedness and response plan.

4.2.1. Cluster Objective To enhance information flow amongst all stakeholders and the general public on Covid-19.

4.2.2. Specific Objectives The following are the specific objectives of the Malawi National Covid-19 Communication Plan. a. Provide timely and accurate communication which will among other things, counter spread of fake news on Covid-19 2020 National COVID-19 Preparedness and Response Plan 27 b. Raise awareness amongst stakeholders and the general public on COVID-19 and encourage them to observe recommended measures for containing the pandemic c. Equip and empower communication front-line workers with knowledge on Covid-19 d. Coordinate and monitor the implementation of communication interventions for all Covid-19 stakeholders e. Fight stigma against suspected Covid-19 cases and promote solidarity among the general population

4.2.3. Target population The communication plan targets all stakeholders and the general public. These include: The Media, MDA’s Donor community, the clergy, traditional leaders, etc.

4.2.4 Risk communication and community engagement The plan will reach out and engage the target population through the following means; a. Orientation sessions b. Development of tailor-made messages for specific publics c. Timely Media briefings d. Press releases e. Public announcements f. Development and distribution of IEC materials g. Radio and TV programmes/jingles h. Online Presence (social media/ websites) i. Development of a national communication plan for Covid-19 j. Celebrity and opinion leader’s endorsements

4.2.5 Planned activities for the implementation of the communication plan The following table (table 1) indicates activities that will be implemented under the communication plan: Table 3. Budget Summary No. Activity Responsible When Budget ($) Agencies Total Availa Gap ble a. Message development session MoICE&CT, Short- 25,233 - 25,233 for tailor-made/ review MoH, Term existing COVID 19 messages MoDMAPE, others b. Pretesting of Messages MoICE&CT, Short- 16,267 - 16,267 MoH, Term MoDMAPE, others 2020 National COVID-19 Preparedness and Response Plan 28 c. Printing of IEC materials MoICE&CT, Short- 426,667 - 426,667 MoH, Term MoDMAPE, others d. Distribution of IEC materials MoICE&CT, Short- 50,933 - 50,933 of various formats (Telephone MoH, Term services companies, direct MoDMAPE, messages to teachers (use of others MESIP Community dialogue platform), Traditional Authorities, school sessions etc e. Production of Radio and TV MoICE&CT, Short- 36,000 - 36,000 products MoH, Term MoDMAPE, others f. Airing of Radio and TV jingles MoICE&CT, Short- 174,000 - 174,000 MoH, Term MoDMAPE, others g. Mobile SMS MoICE&CT, Short- 333,333 - 333,333 MoH, Term MoDMAPE, TNM, Airtel h. Set Up Production Studio for MoICE&CT, Medium 16,853 - 16,853 IEC Material Production MoH, term Medium-Term MoDMAPE, others i. Procurement of Graphic MoICE&CT, Medium- 7,520 - 7,520 Computer and Printer MoH, Term MoDMAPE, others j. Timely Media briefings MoICE&CT, Short- 19,200 - 19,200 (Online presence and press MoH, Term releases) MoDMAPE, others k. Media engagement on IEC MoICE&CT, Short- 16,333 - 16,333 materials MoH, Term MoDMAPE, others l. Conduct video shows on MoICE&CT, Short- 76,373 - 76,373 coronavirus across all districts MoH, Term MoDMAPE, others m. Public Announcements in MoICE&CT, Short- 48,501 - 48,501 boarder ports, market places, MoH, Term religious gatherings etc MoDMAPE, others n. Procurement of Megaphone MoICE&CT, Short- 9,067 - 9,067 around the camp hot spots MoH, Term areas MoDMAPE, others 2020 National COVID-19 Preparedness and Response Plan 29 o. Celebrity and opinion leaders’ MoICE&CT, Short- 7,547 - 7,547 endorsements MoH, Term MoDMAPE, others p. Orienting key stakeholder MoICE&CT, Short- 14,933 - 14,933 MDA’s communication MoH, Term personnel MoDMAPE, others q. Orienting District Information MoICE&CT, Short- 2,139 - 2,139 and health promotion officers MoH, Term MoDMAPE, others r. Capacity Building Training of MoICE&CT, Short- 101,667 - 101,667 selected zone leaders, MoH, Term surrounding local leaders, MoDMAPE, religious leaders and market others leaders MoICE&CT, MoH, MoDMAPE, others s. Community Sensitization - MoICE&CT, Short- 74,101 - 74,101 Chiefs, Religious leaders, full MoH, Term council, schools-SHN PEAs MoDMAPE, Head, SMCs, PTAs, mothers’ others groups etc through Roadshows, theatre groups, t. Conducting coordination MoICE&CT, Short- 10,453 - 10,453 meetings MoH, Term MoDMAPE, others u. Monitoring of communication MoICE&CT, Short- 75,680 - 75,680 interventions MoH, Term MoDMAPE, others v. Finalise the development of MoICE&CT, Short- 12,400 - 12,400 the national communication MoH, Term plan for Covid-19 MoDMAPE, others w. Review of the National MoICE&CT, Medium - 10,000 - 10,000 communication plan MoH, Term MoDMAPE, others Total budget for preparedness, 1,539,968 0 1,539,968 capacity building, spread prevention and response activities

4.2.6. Outlined responsibilities for the smooth implementation of the communication plan The following table indicates activities to be performed by various authorities to enable the smooth implementation of the communication plan: 2020 National COVID-19 Preparedness and Response Plan 30

4.2.7. Responsibilities and activities Issue/Activity Timeline Responsible Authority 1 Daily updates 2:00PM MoH & MoICE&CT 2 Weekly updates 8:20PM, Saturday His Excellency the State President 3 Confirmed Covid-19 Within two hours of a His Excellency the State case confirmed case, MoH to President have a holding message 4 Confirmed death Within two hours of a His Excellency the State confirmed case, MoH to President have a holding message 5 Public Unrest Within 24 hours Government Spokesperson bordering on Covid-19 (Minister of information) concerns 6 New measures put in Within 24 hours His Excellency the State place President

4.2.8. Operational Constraints The major operational constraint in the implementation of the plan is unavailability of resources. The cluster will engage all stakeholders in mobilizing resources for the implementation of the activities.

4.2.9. Primary Stakeholder Roles and Responsibilities Cluster stakeholders include government MDAs whose role will be providing the technical guidance in the implementation of the activities. Other stakeholders include donor and humanitarian partners who will provide resources for the implementation of the activities.

4.3. HEALTH CLUSTER The Ministry of Health leads the Health Cluster while the WHO co-leads.

4.3.1. Main Objective The main objective of this COVID-19 Plan is to prevent, rapidly detect and effectively respond to any COVID-19 outbreak to reduce morbidity and mortality in the country.

4.3.2. Specific objectives The specific objectives include: i. Enhance Coordination and Leadership for COVID-19 preparedness and response ii. To raise public awareness and community engagement in all districts iii. To strengthen surveillance and Screening at Points of Entry iv. To strengthen Laboratory Capacity to detect COVID-19 v. To build capacity of Health Care Workers on Highly Infectious Diseases - COVID- 19 vi. To Equip quarantine units vii. To finalize and equip the Infectious disease treatment centres (ITCs) and assess their readiness viii. To mobilize Coronavirus supplies, equipment and pre-position them. 2020 National COVID-19 Preparedness and Response Plan 31 ix. To conduct simulation exercises to test and improve the Preparedness and Response Plan

4.3.3. Cluster Preparedness and Response Activities by Objective Nature of Activity Amount MWK Amount USD need Objective 1: Enhance Coordination and Leadership for COVID-19 preparedness and response Renovate Emergency Operations Centre Short-Term 1,019,200,000.00 1,382,904.00 Renovate Conference room for coordination Short-Term meetings 58,250,000.00 79,037.00 Operationalize the National Emergency Short-Term Operations Center 12,303,200.00 16,694.00 Procure vehicles for coordination Long-Term 364,000,000.00 493,894.00 Establish secure, fast and reliable internet service Short-Term for EOC 3,640,000.00 4,939.00 Procure computers, Laptops, Phones, Printers, TVs, TV subscription, Hotline, Refrigerator, to Short-Term 150,000,000.00 203,528.00 equip EOC Procure Boardroom equipment(Smart Screen, Short-Term LCD Projectors) 4,004,000.00 5,433.00 Procure Boardroom equipment(Chairs , Tables) Short-Term 14,560,000.00 19,756.00 Construct PHIM Office Building which includes Long-Term Emergency Operations Centre(Phase 1) 3,640,000,000.00 4,938,942.00 Conduct after action review Short-Term 18,560,000.00 25,183.00 Benchmarking on EOC operations Short-Term 16,452,800.00 22,324.00 Monitoring and Evaluation Short-Term 5,824,000.00 7,902.00 Subtotal Objective 1 5,306,794,000.00 7,200,536.00 Objective 2: To raise public awareness and community engagement in all districts Development of IEC materials Short-Term 8,800,000.00 11,940.00 Production of IEC materials Short-Term 2,184,000.00 2,963.00 Community Sensitization- Chiefs, Religious leaders, full council, schools-SHN PEAs Head, Short-Term 30,576,000.00 41,487.00 Roadshows, theatre groups Pretesting of IEC Materials Short-Term 1,440,000.00 1,954.00 Printing of IEC materials (limited) Short-Term 15,000,000.00 20,353.00 Distribution of IEC Materials Short-Term 910,000.00 1,235.00 2020 National COVID-19 Preparedness and Response Plan 32 Media engagement on IEC materials Short-Term 2,250,000.00 3,053.00 Sensitization of PHEMC in all districts Short-Term 9,860,000.00 13,379.00 Broadcast on National and Community radio spots Short-Term 25,617,427.60 34,759.00 Broadcast on National and Community TVs Short-Term 17,533,460.00 23,790.00 Set Up Production Studio for IEC Material Medium- Production Term 3,640,000.00 4,939.00 Medium- Procurement of Graphic Computer and Printer Term 3,640,000.00 4,939.00 Conduct video shows on coronavirus across all Short-Term districts 7,280,000.00 9,878.00 Quarterly Updates on media on Infectious Disease Medium- and emerging public health threats Term 11,250,000.00 15,265.00 Maintain PHIM Website, Facebook Page, Twitter Short-Term 2,548,000.00 3,457.00 Sub-total for objective 2 142,528,887.60 193,391.00 Objective 3: To build capacity of Health Care Workers on Highly Infectious Diseases - COVID-19 Identification of Zonal Core Teams for Case Short-Term management 10,920,000.00 14,817.00 Train Zonal Core Team Short-Term 82,000,000.00 111,262.00 Incentivize Core Teams(200 people working for Short-Term 90 days) 810,000,000.00 1,099,050.00 Train frontline health care workers( 1 day Short-Term orientation) 59,276,000.00 80,429.00 Orientation of all points of entry staff in all Short-Term districts with PoE 11,138,400.00 15,113.00 Train National Rapid Response Team Short-Term 19,840,000.00 26,920.00 Train BT & LL District Rapid Response Teams Short-Term 19,840,000.00 26,920.00 Train District Rapid Response Teams(20 *27 Short-Term districts) 262,884,272.60 356,695.00 Train district contact tracing teams and burial Short-Term teams (30*29 districts) 1,017,346,000.00 1,380,388.00 Train Case Management and IPC teams(30*29) Short-Term 711,984,000.00 966,057.00 Train District Infectious Disease Personnel(5*34) Long-Term 273,960,000.00 371,723.00 Procure ambulance for Rapid Response Short-Term Teams(1*36) 1,834,560,000.00 2,489,227.00 Surge Capacity for Outbreak Response Short-Term - Sub-total for objective 3 5,113,748,672.60 6,938,601.00 Objective 4: To strengthen surveillance and Screening at Points of Entry 2020 National COVID-19 Preparedness and Response Plan 33 Maintenance of Thermoscanners Short-Term 14,560,000.00 19,756.00 Procurement of Thermoscanners for all PoE Short-Term 300,416,480.00 407,621.00 Procurement of Batteries for Infrared – Short-Term thermometers 72,800.00 99.00 Calibration of Infrared Thermometers Short-Term 1,456,000.00 1,976.00 Printing of Health Declaration, Surveillance and Short-Term Case Management Forms 3,750,000.00 5,088.00 Advocate for deployment of additional port health Short-Term staff, provide incentives 10,920,000.00 14,817.00 Supportive supervision to all PoE at least monthly Short-Term 43,680,000.00 59,267.00 Conduct National Review meetings quarterly Short-Term 101,920,000.00 138,290.00 Develop public health emergency Preparedness Short-Term and Response Plans for all PoE 24,999,520.00 33,921.00 Printing of 3rd edition IDSR Technical Guidelines Short-Term 100,000,000.00 135,685.00 Distribution of 3rd edition IDSR Technical Short-Term Guidelines 910,000.00 1,235.00 Training of all Health Workers on 3rd edition Short-Term IDSR Technical Guidelines 59,276,000.00 80,429.00 Procure phones for reporting immediately Short-Term notifiable conditions 51,100,000.00 69,335.00 Procure ambulance for 8 PoEs Long-Term 407,680,000.00 553,161.00 Procure motorcycles for IDSR reporting Long-Term 62,986,560.00 85,463.00 Establish isolation facilities for 8 PoEs Long-Term 140,000,008.00 189,959.00 Establish Infection Prevention Measures for all Short-Term PoEs 40,999,504.00 55,630.00 Recruit Port Health Officers Long-Term - Sub-total for objective 4 1,364,726,872.00 1,851,732.00 Objective 5:To strengthen Laboratory Capacity to detect COVID-19 Service RT PCR Machine Short-Term 6,552,000.00 8,890.00 Procure RT-PCR Machine Short-Term 72,800,000.00 98,779.00 Procure reagents for testing Short-Term 22,713,600.00 30,819.00 Train laboratory technologists to test COVID-19 Short-Term 13,500,000.00 18,318.00 Renovate Microbiology laboratory to Biosafety Short-Term Level 3 72,800,000.00 98,779.00 Construct All Pathogen BSL3 laboratory Long-Term 2,184,000,000.00 2,963,365.00 2020 National COVID-19 Preparedness and Response Plan 34 Sub-total for Objective 5 2,372,365,600.00 3,218,950.00 Objective 6: Equip quarantine units Renovate KIA quarantine Unit Short-Term 14,996,800.00 20,348.00 Renovate Chileka quarantine Unit Short-Term 15,579,200.00 21,139.00 Procurement of Tents for quarantine at Ground Short-Term 17,472,000.00 23,707.00 Crossings Operational costs of quarantine units Short-Term 1,456,000.00 1,976.00 Equip quarantine units Short-Term 43,680,000.00 59,267.00 Sub-total for Objective 6 93,184,000.00 126,437.00 Objective 7: To finalize and equip the Infectious disease treatment centres (ITCs) and assess their readiness. Renovate the 7 Infectious Disease Treatment Short-Term 66,976,000.00 90,877.00 Centres Enforce adherence to quarantine arrangements Short-Term 55,871,088.00 75,809.00 Operational costs of the ITCs Short-Term 20,384,000.00 27,658.00 Sub-total for Objective 7 143,231,088.00 194,344.00 Objective 8: To mobilize Coronavirus supplies, equipment and pre-position them. Procure Supplies and Equipment (see appended Short-Term 809,133.00 sheet for details) 596,330,906.10 Distribute supplies and equipment to all treatment Short-Term 119,266,181.20 161,827.00 centres Sub-total for Objective 8 715,597,087.30 970,960.00 Objective 9: To conduct simulation exercises to test and improve the Preparedness and Response Plan Conduct a simulation exercise at National Level Short-Term 7,280,000.00 9,878.00 for NRRT Conduct a simulation exercise with participants Short-Term from selected districts with PoE 5,600,000.00 7,598.00 Review and update the Plan Short-Term 7,280,000.00 9,878.00 Sub-total for Objective 9 20,160,000.00 27,354.00 Grand Total for the Health Preparedness Plan 15,272,336,207.50 20,722,305.00

4.4. WASH CLUSTER The Ministry of Irrigation and Water Development leads the WaSH Cluster and is co-led by UNICEF

4.4.1. Overall Cluster Objective The overall objective of the WaSH cluster program is to contribute to the reduction of morbidity and mortality caused by Coronavirus through providing timely and appropriate preventive and response WaSH services / activities in districts that are affected by and are at risk of Corona outbreak. 2020 National COVID-19 Preparedness and Response Plan 35

4.4.2. Specific Objectives i. To provide safe water supply in adequate quantities to affected population in Emergency Treatment Units and other transit centres and surrounding communities. ii. To provide gender responsive sanitation and hygiene facilities in emergency treatment units and other transit centres for Corona affected populations iii. To promote hand washing with soap in collaboration with C4D firms, departments, units iv. To ensure a coordinated WaSH response to the Corona virus outbreak with other service providers at national, district and sub district levels – particularly with our health colleagues to avoid duplication of effort; contradictions and for leveraging of use of resources, v. To ensure effective Information management and sharing about the WaSH response to the Corona outbreak. vi. To preposition adequate Health and WaSH supplies to respond to perceived outbreaks of Coronavirus.

4.4.3. Target population The WaSH cluster will target a population of up to 30,000 people and a case load of 10,000 positive cases with WASH services for the prevention of the spread of coronavirus outbreak.

4.4.4. Covid-19 risks to the cluster The following are the risks associate with the WaSH cluster i. The greatest risk is limited resources to prevent huge number of people being affected ii. Other risks include lack of proper and adequate protection of health and other frontline workers involved in promoting WaSH iii. High illiteracy, poverty and mere naivety that goes with these; preventing uptake of WASH related messages.

4.4.5. Risk communication and community engagement Community mobilization for the cluster to reach out and engage the target population will be done through the following: i. Engaging District WaSH and Health teams in WaSH service delivery ii. Working with Community leaders, Religious and Councilors at TA and village levels iii. Conducting Mass Hygiene Campaigns in collaboration with C4D partners

4.4.6. Covid-19 Emergency Preparedness and Capacity-Building Activities Responsible Budget ($) Activities When Agencies Total Available Gap Mobilisation of resources WASH IP’s, Immediate 0.0 0.0 0.0 Government Assessment of WASH WASH IP’s, Immediate 10,000.00 500.00 9,500.00 needs in ETU’s and other Government transit centre Procurement and WASH IP’s, Immediate 400,000 68,458 331,542 prepositioning of Government emergency WASH supplies 2020 National COVID-19 Preparedness and Response Plan 36 Development of WASH WASH IP’s, Immediate 150,000 5,000.00 145,000 related technical guides Government (eg chlorine dilution, disinfection) Printing and distribution WASH IP’s, Immediate 120,000 2,000.00 118,000 of WASH technical Government guides for field workers Total Budget for 730,000 75,958 654,042 Preparedness and Capacity Building)

4.4.7. Covid-19 Spread Control activities Responsible Budget ($) Activities When Agencies Total Available Gap Construction of up to 50 WaSH IP’s, Immediate 3,250,000 200,000 3,050,000 new water schemes in Government ETU’s and other transit centres Repair / rehabilitation or WaSH IP’s, Immediate 900,000 60,000 840,000 /and extension of up to 30 Government existing water points and schemes Construction and WaSH IP’s, Short term 975,000 80,000.00 895,000 decommissioning of Government toilets / latrines in ETU, and other transit centre (12 sites) Provision of hand WaSH IP’s, Immediate 240,000 2,000.00 238,000 washing facilities in Government ETU’s other transit centres Provide technical WaSH IP’s, Immediate 300,000 15,000.00 285,000 guidance to field Government personnel and target population on Water, Sanitation and hygiene related issues (eg Chlorine dilution, disinfection, proper hand washing requirements, Management of hand washing facilities for sustained and effective use, proper latrine use, house hold level water treatment etc) Total Budget for 5,665,000 357,000 5,308,000 Spread control 2020 National COVID-19 Preparedness and Response Plan 37

4.4.8. Covid-19 Response Activities (caseload scenario of 10,000 people affected) Responsible Budget ($) Activities When Agencies Total Available Gap Major water trucking to WaSH IP’s, Immediate 3,500,000 80,000 3,420,000 serve affected areas to Government when need ensure availability of clean and short water term Massive dissemination of WaSH IP’s, Immediate 920,000 5,000.00 915,000 Hand washing Promotion Government and Covid-19 prevention messages to communities around ETC's using various Media (extension workers, radio, theatre) Installation and Operation of Medium Immediate 1,500,000 5000 1,495,000 Communal hand washing term WaSH stations in hot spots areas IP’s, Government Blanket Distribution of Immediate Immediate 1,200,000 10,000 1,190,000 WASH supplies (buckets, WaSH IP’s, and short soap, chlorine, etc) Government term Provision of additional Immediate Immediate 950,000 0.0 950,000 latrines in additional WaSH IP’s, isolation units in areas of hot Government spots Repair / rehabilitation or Immediate Immediate 350,000 0.0 350,000 /and extension of WaSH IP’s, and short (additional) existing water Government term supply schemes in hot spot areas (56 schemes) Total Budget for 8,420,000 100,000 8,320,000 response

4.4.9. Early Recovery Activities Responsible Budget ($) Activities When Agencies Total Available Gap Provide minimum WaSH IP’s, Medium 200,000 20,000 180,000 WASH package for Government to Long survivors (hygiene kit – term 20 litre pails with lead and tap, soap tablet and chlorine) Continued promotion of WaSH IP’s, Medium 360,000 8,750 351,250 hand washing with soap Government to Long term Construction and WaSH IP’s, Medium 650,000 0.0 650,000 maintenance of 10 Government to Long Communal Solar term powered water systems 2020 National COVID-19 Preparedness and Response Plan 38 in hot spot areas (each scheme to serve average of 3,000 people for recovery phase + improvements during ongoing response) Conduct post-mortem of WaSH IP’s, Long 50,000 8,750 91,250 the WASH response to Government term document lessons Total Budget for 1,260,000 37,500 1,272,500 Early Recovery CLUSTER TOTAL 16,075,000 570,458 15,554,542

4.4.10. Operational Constraints  Inadequate resources to respond to corona virus outbreak. However, implementing partners will embark upon resource mobilization efforts.  The geographical spread of the outbreak may surpass the current capacity of WASH IP’s to respond effectively. However, better coordination, collaboration and leveraging will result into a more effective response.

4.4.11. Primary Stakeholder Roles and Responsibilities i. Ministry of Agriculture, Irrigation and Water Development as a cluster lead will play a leadership and coordination role assisted by UNICEF who are the cluster co-lead ii. WASH CSO’s will support government in direct implementation of activities iii. Private sector will also be contracted to undertake speedy implementation of some contractual serviced iv. District WASH teams with their frontline workers will monitor and support activities on the ground

4.4.12. Collaborative Partners The Cluster will collaborate with other cluster especially the Health Cluster, the Medea, the private sectors and communities.

4.5. PROTECTION CLUSTER

4.5.1. Overall Cluster Objective To reduce protection threats for affected populations, and to protect all vulnerable groups from violence, exploitation, abuse and neglect during disasters and ensure that human rights are respected.

4.5.2. Specific Objectives To prevent and address the secondary impact of the COVID-19 outbreak through coordination and support to: i. Mental health and psychosocial support (MHPSS) and stigma prevention for all affected populations ii. Continue social services including child protection services for children quarantined or left without care provider 2020 National COVID-19 Preparedness and Response Plan 39 iii. Social protection services for economically vulnerable households affected by COVID-19 iv. Risk mitigation of gender-based violence and all forms of violence, abuse, exploitation and neglect, including the risks for people in isolation and quarantine v. Prevent separation of children from caregivers. vi. Advocate for inclusion of specific rights, needs and vulnerabilities of women, girls, and children, including the persons with disabilities and elderly in prevention, early detection, care and treatment strategies and programmes implemented by other clusters.

4.5.3. Target population The plan targets populations and families affected by the outbreak of COVID-19 both health- wise and economically, especially those marginalized and vulnerable, including children, women, elderly, people with disabilities, children in institutions, people with HIV/AIDS and chronically ill, and those in hard-to-reach locations or with poor access to services. An expanded Malawi National Social Cash Transfer Programme (SCTP) will target the vulnerable households both in rural and urban areas, including but not limited to the current SCTP households. Moreover, there will be need for a strategy to address limited possibility to spend the cash, for example, if markets are closed, particularly in high infection areas or if there is a lockdown in an urban area.

4.5.4. Risk communication and community engagement (Outline how the cluster will reach out and engage the target population) Harmonize complaint and feedback mechanism to enable people to report any concerns. Public messaging will be done through mass media, social media, and other platforms minimizing need for persons to gather in close proximity.

4.5.5. Covid-19 Emergency Preparedness and Capacity-Building Activities Budget ($) Responsible Activities When Availabl Agencies Total Gap e 1 Rapid assessment on MoGCDSW Immediate 20,000 14,000 6,000 social-cultural and Save the March - April religious/faith practices Children as it relates to COVID 19 Plan spread, including in the International Dzaleka refugee camp – Malawi to identify gaps and guide UNICEF response UNFPA UNHCR UN Women YONECO CARE MIAA 2020 National COVID-19 Preparedness and Response Plan 40 Concern Worldwide WVI 2 Strengthen cluster and MoGCDSW Immediate 10,000 4,000 10,000 inter-cluster coordination UNICEF March - April and advocacy to ensure UNFPA inclusion of specific rights, needs and vulnerabilities of women, including elderly women, children, persons with disabilities migrants, and refugees in prevention, early detection, care and treatment strategies and programmes 3 Upscaling MHPSS MoGCDSW Immediate 40,000 5,000 35,000 through development of UNICEF March - April educational material UNFPA Save the Children Plan International Malawi YONECO MRCS CARE Concern Worldwide WVI 4 Upskilling of influencers, UNICEF Immediate 100,000 49,000 56,000 youth networks, and UNFPA March - April religious/faith/traditional UN Women leaders, teachers, Save the herbalists, traditional Children healers on how to respond CARE to COVID-19 in Trócaire collaboration with Public MIAA Communication Cluster Action Aid Concern Worldwide WVI 5 Sensitize Port of Entry IOM Immediate 20,000 0 20,000 service providers and April - June personnel who are not directly involved in public health interventions, including airline staff, carriers, and 2020 National COVID-19 Preparedness and Response Plan 41 other personnel and contractors on COVID - 19 prevention protocols, which is friendly for vulnerable populations 6 Develop SOPs and MoGCDSW Immediate 10,000 10,000 0 referral guidance for UNICEF March - April MHPSS and protection UNFPA related to COVID 19 Save the Children Plan International Malawi YONECO MRCS CARE Concern Worldwide WVI 7 Disseminate protection MoGCDSW Immediate 100,000 10,000 90,000 referral pathway for UNICEF March - April COVID 19 response in UNHCR communities as well as in UN Women refugee camps WVI 8 Integrate basic MHPSS, MoGCDSW Immediate 700,000 40,000 660,000 stigma prevention, and UNICEF March - April GBV prevention and UNFPA response into COVID-19 Save the training of frontline Children workers – health workers, Plan volunteers, caseworkers, International community child Malawi protection workers, YONECO community leaders, MRCS religious leaders, Red CARE Cross volunteers, and Concern youth networks Worldwide WVI 9 Specialist MHPSS MoGCDSW Immediate 600,000 0 600,000 training for frontline UNICEF March - April workers and managers MRCS 10 Equip helpline operators YONECO Immediate 100,000 10,000 90,000 on how to respond and UNFPA March - April refer COVID-19 concerns including of MHPSS, protection of vulnerable persons, and GBV 11 Establish the online toll- YONECO Immediate 100,000 0 100,000 free helplines for referral March-April of COVID-19 cases for vulnerable groups 12 Review screening and IOM Immediate 200,000 0 200,000 other protocols and UNICEF March - April 2020 National COVID-19 Preparedness and Response Plan 42 provide material for quarantine facilities to make sure that protocols and facilities are child- friendly and address rights and needs of vulnerable populations, including people with disability 13 Advocate for surveillance MoGCDSW Immediate 100,000 10,000 100,000 systems to include UNICEF March - April systematic collection of UNFPA age/sex categories as well UN Women as vulnerabilities, including disability friendly data 14 Train police, Malawi Police Immediate 80,000 0 80,000 immigration, MDF focal Service March - April persons on PSEA and MoGCDSW circulate Codes of Conduct and other safeguarding measures to ensure that they are well disciplined in carrying out their responsibilities in detecting and tracing health crises 15 Finalize UBR processes PRSP Short-term 0 in the 8 districts that have April end 2,000 2,000 completed data collection -for SCTP Horizontal Expansion (increased coverage in rural areas) in rural areas 16 Procurement of hygiene MPPSW Short-term 0 package for SCTP pay April 9,000 9,000 points 17 SCTP MIS adaptation for MPPSW Short-term 0 Horizontal Expansion End May 150,000 150,000 (HE) 18 Capacity building (28 MPPSW Short-term 0 districts) on SCTP End May 16,000 16,000 adaptation to shocks Total Budget for Preparedness and 2,357,000 152,000 2,205.000 Capacity Building)

4.5.6 Covid-19 Spread Control activities Responsible Budget ($) Activities When Agencies Total Available Gap 2020 National COVID-19 Preparedness and Response Plan 43 1 Integrate MHPSS and MoGCDSW Immediate 50,000 0 50,000 stigma prevention in any UNICEF March - April updated messaging on UNFPA COVID-19 and UN Women advocate for user- Save the friendly materials for Children children, adolescent Plan girls and young women, International and other populations Malawi with specific needs YONECO MRCS CARE MIAA Concern Worldwide 3 Procure and distribute MoGCDSW Immediate 250,000 25,000 225,000 chlorine, sanitary CARE March - April equipment, and personal IOM protective equipment at MIAA child care institutions, WVI CVSUs, prisons, Port of Entry, or other locations with vulnerable groups 3 Integration of personal MoGCDSW Immediate 250,000 25,000 225,000 hygiene protocols across Each March - April all interventions, organisation including procurement WVI of sanitary equipment, and personal protective equipment for Protection Cluster members and frontline service providers such as Child Protection Workers 4 Advocacy to ensure MoGCDSW Immediate 15,000 15,000 0 inclusion of specific UNICEF March - April rights, needs and UNFPA vulnerabilities of UN Women women and children in WVI spread control initiatives including support for distance learning and parental stimulation and care 5 Organize community IOM Short-term 15,000 0 15,000 engagement activities April - June with vulnerable population groups at higher risk due to mobility patterns (for example, traders, land transport agencies, 2020 National COVID-19 Preparedness and Response Plan 44 communities along the borders, migrant workers, etc.) 6 Equip Community Malawi Police Immediate 75,000 3,000 75,000 Policing structures with Service March - April Personal Protective UNICEF Equipment and remote UN Women methodology to continue their services of child protection and GBV prevention and reporting 7 Engagement, Malawi Police Immediate 80,000 10,000 70,000 sensitization and Service March - April monitoring of churches, UNICEF marketplaces and WVI schools to promote compliance to decongestion and abiding to public health guidance 8 Upskilling of Malawi Police Immediate 50,000 14,000 36,000 community policing Service March - April structures, youth clubs UNICEF and faith-based UN Women structures on the WVI reporting of COVID-19 related violence cases, , using remote methodology 9 Strengthening diversion Malawi Police Immediate 85,000 85,000 programme for children Service March - April in conflict with the law UNICEF and other measure to regularly dispose suspects to ensure decongestion of holding cells 10 Fast track regular SCTP payments (pay for four Short-term MPPSW 0 0 0 months up to June where April possible) 11 Distribution of hygiene Short-term package for SCTP pay MPPSW 0 0 0 April end points 12 Disseminate COVID-19 prevention and control Short-term MPPSW 0 messages at SCTP pay April end 13,514 13,514 points Total Budget for 883,514 92,000 791,514 Spread control 2020 National COVID-19 Preparedness and Response Plan 45

4.5.7. Covid-19 Response Activities Responsible Budget ($) Activities When Agencies Total Available Gap 1 Provision of MHPSS MoGCDSW Immediate 600,000 0 600,000 services to survivors of MoH COVID-19 and their affected families, including strengthening capacity for mental health services for women, children and other vulnerable groups 2 Strengthen coordination MoGCDSW Immediate 30,000 0 30,000 among key players UNICEF responding to the COVID MIAA 19 at both national and district levels, including through online technologies to minimise group settings 3 Continuous advocacy to MoGCDSW Short-term 100,000 0 100,000 ensure that data collection on the cases of COVID 19 includes age/sex categories as well as vulnerabilities 4 Child-friendly and MoGCDSW Short-term 300,000 0 300,000 protective quarantine UNFPA spaces especially for women and girls, with relevant equipment and activity packs for children to learn and play 5 Social protection services MoGCDSW Short-term 600,000 0 600,000 for affected families 6 Facilitate police visibility Malawi Police Immediate 110,000 0 110,000 as a risk- mitigating Service measures to GBV and UNICEF VAC in quarantine facilities 2020 National COVID-19 Preparedness and Response Plan 46 7 Implement cash transfers MPPSW Short-term 12,650,4 0 12,650,4 top ups for existing SCTP June 73 73 household beneficiaries 8 Increase SCTP coverage in MPPSW Short-term 0 rural areas (Horizontal June 36,862,5 36,862,5 Expansion {HE}) 68 68 9 Increase social cash MPPSW Short-term 0 transfer coverage in urban April -June 26,235,7 26,235,7 areas (Horizontal 09 09 Expansion {HE} Total Budget for 77,488,7 0 77,488,7 response 50 50

4.5.8. Early Recovery Activities Budget ($) Responsible Activities When Availa Agencies Total Gap ble 1 Train frontline workers on MoGCDSW Medium-term 400,000 0 400,000 essential PSS care, PFA, WHO GBV prevention and UNICEF referral MIAA 2 Update, print, and MoGCDSW Medium-term 100,000 0 100,000 distribute MHPSS referral MoH pathways and systems UNICEF 3 Continue case MoGCDSW Medium-term 200,000 10,000 190,000 management to ensure UNICEF family unification WVI (especially for children separated from caregivers) and provision of psychosocial, rehabilitation, and social reintegration support of survivors. 4 Continue support the MoGCDSW Medium-term 100,000 0 100,000 bereaved to mourn in a MoH way that does not MIAA 2020 National COVID-19 Preparedness and Response Plan 47 compromise public health strategies 5 Implement recovery cash MPPSW Medium-term 0 transfers for existing December 12,135,743 12,135,743 SCTP household beneficiaries 6 Implement recovery cash MPPSW Medium-term 0 transfers to additional rural December 17,995,743 17,995,743 households 7 Implement recovery cash MPPSW Medium-term 0 transfers to urban December 12,581,397 12,581,397 households Total Budget for 43,512,883 10,000 43,502,883 Early Recovery

4.5.9. Operational Constraints i. Availability of the national capacity in mental health will be challenging. ii. Restriction of travels and low internet penetration may hamper capacity building efforts. Social Protection i. Challenge with targeting of potential beneficiaries in the urban areas: a. [to address the challenge] Engage with Block Leaders to identify the most needy households in their localities. Identified households to be verified through a quick data collection and be subjected to a Proxy Means Test (PMT) ii. Challenge with delivery of transfers during the full blown phase of the disease : a. [to address the challenge] Subcontract transfer delivery to mobile money service providers iii. Shortage of ICT equipment (bar code scanners, laptops and webcams) for enrolment and disbursement of transfers: a. [to address the challenge] Procure additional ICT equipment for smooth implementation of VE and HE

4.5.10. Primary Stakeholder Roles and Responsibilities The Protection Cluster is led by the MoGCDSW and co-led by UNICEF. Both will operate as coordinating agencies with equal tasks and responsibilities. The Gender-Based Violence Sub- Cluster is led by the MoGCDSW and co-led by the United Nations Population Fund (UNFPA). As required, a Child Protection Sub-Cluster will be activated and co-led by UNICEF. Social Protection i. Ministry of Population Planning and Social Welfare (MPPSW): Coordinate prevention measures at SCTP pay points; Coordinate implementation of VE and HE by district and city councils ii. Ministry of Finance (Department of Poverty Reduction and Social Protection): Completion of Unified Beneficiary Registry (UBR) processes in the 8 districts pending the same; Monitor implementation of VE and HE 2020 National COVID-19 Preparedness and Response Plan 48 iii. Ministry of Gender, Child and Community Development: Monitor implementation of the cluster activities from the gender perspective

4.5.11. Additional Material and Financial Requirements Protection Cluster Coordinator and Information Management Specialist will be required during response.

4.5.12. Collaborative Partners Minister of Gender, Child Development and Community Development, Minister of Population Planning and Social Welfare, Minister of Persons with Disability and the Elderly., Ministry of Health, Minister of Education, Science and Technology, Minister of Information, Civic Education and Communications Technology, Malawi Police Service, Judiciary, UNICEF, UNFPA, UN Women, UNHCR, IOM, WFP, World Bank, European Union (EU), KfW, Irish Aid, GIZ, Save the Children, Plan International Malawi, YONECO, Malawi Red Cross Society (MRCS), Goal Malawi, World Vision International (WVI), Trócaire, CARE, Oxfam, MIAA, Concern Worldwide, Action Aid, local media.

4.6. EMPLOYMENT AND LABOUR FORCE PROTECTION

4.6.1. Overall Cluster Objective To develop and protect the labour force through enhancement of labour Relations; Occupational Safety, Health and Welfare; worker’s compensation services and skills development in the wake of COVID-19 pandemic as it impacts the workplace.

4.6.2. Specific Objectives i. To protect jobs, ii. To protect vulnerable workers iii. To promote safety and health at work iv. To promote people’s capabilities through skilling, reskilling and up skilling v. To accelerate setting up of workers compensation fund

4.6.3. Target population Employers, workers, job seekers and laid off workers both in formal and informal economy

4.6.4. Covid-19 risks to the cluster The ILO estimates that up to 25 million people could become unemployed due to COVID-19 globally. Enterprises of different sizes will be stop operating, cut off operations and lay off workers. So far the Ministry has received a number of notifications of retrenchments particularly from hospitality and aviation sectors. Already, the aviation is on the verge of collapse as it has issued an official statement on flight cancellation of all carriers expect those carrying cargo and personnel under the category of emergency services. Many workers, particularly those in lower positions, are losing or are likely to lose their jobs. In Malawi, the 2020 National COVID-19 Preparedness and Response Plan 49 unemployed are not eligible for unemployment benefits. Casual workers, day laborers and informal traders will not be spared. They will have no means to ensure that they have food on the table. In the long term cycles of poverty and inequality will drastically increase. Overcrowding of some workplaces also poses a risk of accelerating workplace transmission of COVID-19.

4.6.4. Risk communication and community engagement The cluster will reach out and engage the target population through its tripartite machinery that involving government, employers and workers. The cluster will utilize the existing communication structures such as safety and health committees and trade unions to include in the communication content issues of CONVID-19. The cluster will employ work specific information, education and communication materials to communicate issues of CONVID-19. The cluster will use workshops, press release, and other avenues to engage the clients on CONVID-19. The cluster will also develop workplace specific guidelines.

4.6.5. Covid-19 Emergency Preparedness and Capacity-Building Activities Responsible Budget ($) Activities When Agencies Total Available Gap Train Ministry officers on ILO and 6-04- 40,000 0 40,000 Ministry of 2020 COVID-19 and on Health development of workplace guidelines Conduct four TOTs on MoLSI, 20-04- 20,000 0 20,000 workplace guidelines ECAM and 2020 targeting affiliates of MCTU ECAM and MCTU Disseminate the MoLSI, 27-04- 300,000 0 300,000 guidelines through ECAM and 2020 workplace education MCTU Total Budget for Preparedness and Capacity Building) 360,000

4.6.6. Covid-19 Spread Prevention and Control activities Responsible Budget ($) Activities When Agencies Total Available Gap Conduct labour MoLSI, On 200,000 0 200,000 inspections going Total Budget for 200,000 Spread control

4.6.7. Covid-19 Response Activities Responsibl Budget ($) Activities When e Agencies Total Available Gap 2020 National COVID-19 Preparedness and Response Plan 50 Set up workers compensation MoFEPD 30-07- 2,000,000 0 2,000,000 fund MoLSI 2020 Facilitate dialogue between MoLSI On 160,000 0 160,000 employers and workers on going protecting jobs Skill, reskill and up skill the MoLSI- On 1,000,000 0 1,000,000 would be laid off workers( DTVT going medium and long term plan) Total Budget for 3,160,000 response

4.6.8. Early Recovery Activities Responsibl Budget ($) Activities When e Agencies Total Available Gap Skills, reskill and up skill the MoLSI- On 1,000,000 0 1,000,000 would be laid off DTVT going workers(immediate) Set up joint Technical MoLSI 6-04- 160,000 0 160,000 Working Group on COVID - 2020 19 comprising Government, employers, workers and Malawi Confederation of Chambers of Commerce to enhance social dialogue Revamp tripartite labour MoLSI 6-04- 10,000 0 10,000 advisory council 2020 Total Budget for Early 1,170,000 Recovery EMPLOYMENT AND LABOUR FORCE 4,900,000 0.0 4,900,000 PROTECTION

4.6.9. Operational Constraints i. Inadequate vehicles ii. Inadequate staff iii. Lack of ICT infrastructure

4.6.10. Primary Stakeholder Roles and Responsibilities Employers: i. To provide safe working environment ii. Train their employees on safety and health issues for the workplace Workers: i. To comply with safety and health standards at the workplace ii. To conduct workers education (Trade Unions) 2020 National COVID-19 Preparedness and Response Plan 51 iii. To advocate for safety and health facilities iv. Advocate for affirmative action for vulnerable workers Ministry of Health i. Provide policy direction on COVID-19 ii. To provide training on COVID-19 ILO i. To provide technical assistance ii. To provide global policy direction on COVID-19 in the workplace

4.6.11. Additional Material and Financial Requirements Personal protective equipment to the tune of 20,000 United States Dollars

4.6.12. Collaborative Partners List down partners the cluster collaborates with ILO, ECAM, MCTU, MCCCI, MoH, COM, MBS,

4.7. EDUCATION CLUSTER The Ministry of Education, Science and Technology (MoEST) is the cluster lead while UNICEF and Save the Children are co-leads

4.7.1. Overall Cluster Objective The Education Cluster will ensure that teaching and learning continues through innovative solutions and creating an enabling environment in communities with special attention given to orphans and vulnerable children in the school-going age groups5. As schools remain closed, interventions will focus on reaching out to school-going learners at home and preparing for re- opening.

4.7.2. Specific Objectives i. Coordination and communication: To strengthen coordination with other clusters (Health, Protection, and WASH clusters) and within the cluster (national – district – school levels) in COVID-19 case management. ii. Awareness raising, behaviour changes and capacity building: To intensify awareness raising and behaviour changes for prevention and management of COVID- 19 amongst teachers, learners and communities. iii. Safety and decongestions (when schools are open): To promote safety of learners and teachers. iv. Continuous learning (when schools are closed): To ensure continuity of teaching and learning during the possible closure of schools. 5 Vulnerable groups could be members of the education community with underlying health conditions, e.g. HIV/Aids, or children who live physically close to the other members in the village community, or education community members who are sharing rooms, e.g. in student hostels in Teacher Training Colleges, boarding schools 2020 National COVID-19 Preparedness and Response Plan 52

4.7.3. Target population i. ECD: 17,465 children from ECD and preschools. ii. Primary School: 6,361 primary schools with the enrolment of 5,303,188 learners (girls: 2,677,650 and boys:2,625,538) iii. Secondary School: 1,452 secondary schools with the enrolment of 379,025 learners iv. Higher education: 34,924 students are currently studying at higher education institutions v. Teachers/ Lecturers: All teachers and lectures in public learning institutions

4.7.4. Risk communication and community engagement i. Ministerial Circular on COVID-19 school response guidelines ii. Mass media including community radio, Public Address system and interactive radio drama (TfaC) iii. Information Education and Communication (IEC) materials – material development and printing. iv. E-messages in collaboration with telecommunication companies (MoEST to engage service providers) v. Home schooling including e-learning vi. Psychosocial support- dealing with misconceptions on COVID-19

4.7.5. Covid-19 Emergency Preparedness and Capacity-Building Activities Budget ($) Responsibl Activities When Total e Agencies Available Gap (USD) 1 Development/adaptation of UNICEF, 20 March 50,000 50,000 0 key messages in English, UNHCR, Chichewa and some copies and Save of Kiswahili for Dzaleka the refugee learners (including Children referral system) 2 Production of learning All Cluster 24 March 500,000 500,000 0 continuity programs members – 3 April broadcast through radio, tv, and online, and the provision of resources such as radios, textbooks, study guides and equipment to the poorest. 3 Support risk analysis and All Cluster 24 March 400,000 400,000 0 response planning, members – 3 April including data collection and monitoring (at national, subnational and school levels) 4 Support district MoEST Ongoing 10,000 10,000 coordination meetings (lead) including using technology All Cluster such as WhatsApp Members 5 Train youth groups to MoEST 100,000 100,000 0 support schools in 2020 National COVID-19 Preparedness and Response Plan 53 preparation of COVID-19 response. 6 Knowledge exchange and MoEST/U On-going 100,000 100,000 0 capacity building NICEF 7 Prepare logistics, MoEST/U On-going 40,000 40,000 0 procurement and delivery NICEF/SC of continuity programmes Sub Total Budget for Preparedness and 1,200,00 1,200,000 0 Capacity Building) 0

4.7.6. Covid-19 Spread Control activities Responsible Budget ($) Activities When Agencies Total Available Gap 1 Ensure the safety and MoEST/UNIC To be wellbeing of children EF/SC advised 200,000 200,000 0 and teachers; make sure that children with special educational needs and disabilities are included in continuity of learning programs 2 Plan and design for MoEST (lead) On- 100,000 100,000 0 monitoring equity and All Cluster going learning during Members/UNI continuity CEF programming 3 Protecting the MoEST/UNIC On- 200,000 200,000 0 education workforce EF going and use and include teachers in continuity programs Sub Total Budget 500,000 500,000 0 for Spread control

4.7.7. Covid-19 Response Activities Responsibl Budget ($) Activities When e Agencies Total Available Gap If schools are closed 1 Implement safe school All Cluster Ongoing 50,000 50,000 0 operations and risk members communication 2020 National COVID-19 Preparedness and Response Plan 54 2 Support continuity of MoEST/U 2,000,000 2,000,000 0 learning at scale and NICEF/SC planning for remedial learning and recovery 3 Conducting sample MoEST/U 500,000 500,000 0 assessments at different NICEF/SC grade levels to track progress in key areas like early grade literacy and numeracy and key subjects at secondary 4 Identifying and MoEST/U 1,000,000 1,000,000 0 addressing specific NICEF/SC poverty and gender barriers to continuity of learning 5 Provide radio education Theatre for 500,000 500,000 0 programme for primary Change, and secondary level and Save the online education for children, tertiary level USAID 6 Care and support for MoEST, orphans and vulnerable WFP, 750,000 750,000 0 children(OVCs) Mary’s including Provision of Meals take-home rations to orphans and child headed households Sub Total Budget for response 4,800,000 4,800,000

4.7.8. Early Recovery Activities Responsibl Budget ($) Activities When e Agencies Total Available Gap If schools are closed 1 Preparing the system, All Cluster Ongoin 500,000 500,000 0 teachers and reopening members g schools after long closures and difficult circumstances and supporting education financing 2 Close the gap in learning MoEST/U On- 1,500,000 1,500,000 0 through remedial and NICEF/SC going accelerated learning 2020 National COVID-19 Preparedness and Response Plan 55 programs and certification of learning 3 Addressing specific MoEST/U On- 1,500,000 1,500,000 0 poverty and gender NICEF/SC going barriers to returning to school, e.g. conditional cash transfers Sub Total Budget for response 3,500,000 3,500,000 0 Grand Total 10,000,00 10,000,00 0

4.7.9. Operational Constraints i. Adjusting to new ways of working (i.e. through technology) given the poor connectivity in some parts of the country ii. Availability funding – Current funding is tied to the 2019 flood response. Partners are exploring the possibilities of re-programming.

4.7.10. Collaborative Partners  MoEST, Save the Children, UNICEF, World Vision, GIZ, USAID, DFID, Action Aid, CSEC, Mary’s Meals, WFP, UNHCR, KFW, DAPP, Concern Worldwide, UNESCO, Tfac, Educans, Plan International

4.8. SECURITY AND ENFORCEMENT CLUSTER

4.8.1. DEPARTMENT OF IMMIGRATION AND CITIZENSHIP SERVICES

4.8.1.1 Overall Cluster Objective To execute pro-active coronavirus operation while executing its mandate of managing people entering and exiting the country taking into cognisance that the transmission of the coronavirus is accelerated through mobility of people.

4.8.1.2. Specific Objectives  To strengthen screening of people entering Malawi at the port of entry in liaison with port health officials  To conduct border patrols to counter illegal entry to subject the culprits to thorough screening by health officials  To mount permanent and temporary roadblocks where health officials will also be present for screening purposes  To suspend issuance of border passes and visas in order to minimize cross border activities  To procure operation vehicles and sanitization items 2020 National COVID-19 Preparedness and Response Plan 56

4.8.1.3. Target population The target population comprises the officers, the travelling community and the population in the border districts.

4.8.1.4. Covid-19 risks to the cluster The trend on corona virus has demonstrated that the transmission of the virus is accelerated through mobility of people. As of 25th March 2020 there were 709 confirmed cases of corona virus in South Africa. Considering the volume of traffic from Malawi to South Africa and from South Africa to Malawi it immediately presents the adverse security risk on national security. We envisage public panic and chaos when a case is reported in Malawi threatening national security.

4.8.1.5. Risk communication and community engagement Public awareness campaigns targeting the community around our porous borders to report to the security agents any suspected irregular movements of people across the borders. The chiefs in the communities will be engaged to encourage their people to work with the security institutions to fight against the spread of the virus. Emphasis will be made on the risk to the community if the activities are left unchecked.

4.8.1.6. Covid-19 Emergency Preparedness and Capacity-Building Activities Budget ($) Responsible Activities When Availabl Agencies Total Gap e 1 Enhance screening of Department of Immediate 209,500 0 209,500 people entering Malawi Immigration 2 Conduct border patrols Department of Immediate 649,000 0 649,000 Immigration 3 Mount permanent Department of Short term 121,000 0 121,000 roadblocks (Fuel) Immigration 4 Mount adhoc roadblocks Department of Short term 162,000 0 162,000 and introduce Rapid Immigration tracking teams with operation vehicles to quickly respond to suspected cases trying to bypass the system 5 Suspend issuance of Department of Immediate N/A N/A N/A border passes and visas Immigration Department of Immigration Total Budget for Preparedness and Capacity Building) 1,141,500 0 1,141,500

4.8.1.7. Covid-19 Spread Prevention and Control activities Responsible Budget ($) Activities When Agencies Total Available Gap 1 Procure sanitary items Department of Immedi 169,150 0 169,150 Immigration ate 2020 National COVID-19 Preparedness and Response Plan 57 2 Procure operation vehicles Department of Short 2,028,000 0 2,028,000 ( Monitor the activities of Immigration term suspected returning residents and citizens) 3 Roadblock items (reflector 25,800 25,800 jackets, cones, solar flood lights and torches) Total Budget for Spread control 2,222,950 2,222,950 IMMIGRATION TOTAL 3,364,450 0.0 3,364,450

4.8.1.8. Operational Constraints Resource constraints i.e. financial and materials

4.8.1.9. Primary Stakeholder Roles and Responsibilities Department of Immigration and Citizenship Services, Malawi Police Service, Malawi Defence Force. The major activity for the stakeholders in this cluster is enforcement of the guiding policies in place.

4.8.1.10. Additional Material and Financial Requirements Protective equipment i.e. cloud control equipment and firearms in cases of violence which might endanger life of the officers.

4.8.1.11. Collaborative Partners Malawi Police Service, Ministry of Health, Malawi Revenue Authority and all other relevant stakeholders taking

4.8.2. MALAWI POLICE SERVICE

4.8.2.1. Overall Cluster Objective To enhance the Malawi Police Service Preparedness to COVID-19 through resource and knowledge mobilization that will enable its comprehensive response to the pandemic.

4.8.2.2. Specific Objectives To ensure: i. All police officers are well informed and trained about the pandemic including their role in prevention and aiding treatment through provision of information and communication material, awareness and training programs. ii. Administrative arrangement to curb the spread of the outbreak among the officers, the detained suspects and those seeking their service or across these groups are put in place iii. The required supplies (such as water, disinfectants and personal protective gear) are available and properly used by all. 2020 National COVID-19 Preparedness and Response Plan 58 iv. Availability of reliable, safe and timely logistical systems and transportation through addition vehicles and liaison offices. v. Efficient and effective communication and coordination between the Malawi Police Service and the district/national response team is implemented through establishment of focal persons and communication systems. vi. Continuous monitoring of all the policies and strategies across the country.

4.8.2.3. Target population Police Officers and general population

4.8.2.4. Covid-19 risks to the cluster i. Public disorder ii. Public non-compliance iii. Inability to maintain containment iv. Food shortages v. Inadequate Morgues/Mortuary space vi. Loss of key personnel due to infection vii. Absenteeism viii. Collapse of government systems ix. Failure of critical infrastructure x. Inadequate legal frameworks permitting action xi. Opportunistic criminal activities due economic impact xii. Prolonged recovery plan xiii. Injuries to the public and police officers xiv. Congestion in police cells xv. Long and porous borders

4.8.2.5. Communication and community engagement i. Mass sensitization ii. Training of community policing volunteers .The information to include the following: Restriction of movement and gatherings, Evoking of the section 46 of disaster management act, Fake messages, Handling of scene of crimes and Restriction on the use of unchartered routes iii. Establishment of focal persons

4.8.2.6. Covid-19 Emergency Preparedness and Capacity-Building Activities Responsib Budget ($) Activities le When Agencies Availa Total Gap ble Printing of COVID-19 Short 1 Guidelines for police MPS 32,052 0 32,052 Term officers 2020 National COVID-19 Preparedness and Response Plan 59 Dissemination of the Short 2 guidelines (Fuel, MPS 4,864 0 4,864 Term Allowances) Communication for the Short 3 Incident Command MPS 2,308 0 2,308 Term Centre Training of 150 Focal persons for Police Short 4 MPS 9,443 0 9,443 formation on COVID-19 Term (allowances for trainers) Training materials Short 5 (laptops, projectors, MPS 6,616 0 6616 Term flipcharts, notepads etc) Police Short to 6 Transport for participants MPS Term Provid e Total Budget for Preparedness and 55,283 0 55,283 Capacity Building)

4.8.2.7. Spread Prevention and Control and activities Responsi Budget ($) Activities ble When Availa Agencies Total Gap ble Short 1 Community Sensitization MPS 10,200.00 Term 10,200.00 - Operationalization of Short 2 MPS 8,000.00 COVID-19 intelligence Term 328,497.69 - 77 Thermo infrared for Short 3 MPS 9,616.00 screening suspects Term 9,616.00 - Procurement of re-usable Short 4 bags for keeping suspects’ MPS 3,845.00 Term 3,845.00 - properties Procurements of sanitary Short 5 MPS 209,000.00 products for cells, offices Term 209,000.00 - Short 6 Procurement of PPE MPS 100,000.00 Term 100,000.00 - Enhancement border Short 7 security (procure 20 MPS 2,070,000.00 Term 2,070,000.00 - vehicles, 50 Motor cycles, 2020 National COVID-19 Preparedness and Response Plan 60 Ration, Tents, Allowances fuel) Credit for Short 8 MPS 1,540.00 Communication Term 1,540.00 - Monitoring of guidelines Short 9 MPS 6,500.00 implementation Term 6,500.00 - Total Budget for 2,739,198.69 Spread control 2,739,198.69 -

4.8.2.8. Response Activities Responsi Budget ($) Activities ble When Availa Agencies Total Gap ble Procurement of medical drugs/supplies and Short 1 MPS 449,000.00 equipment including 4 Term 449,000.00 - ambulances Evacuation of victims to Short 2 MPS 16,200.00 treatment centres Term 16,200.00 - Operation of suspects Short 3 MPS 71,100.00 holding camps Term 71,100.00 - Monitoring and Short 4 MPS 6,500.00 evaluation Term 6,500.00 - Enhance vehicle and foot Short 5 patrols to enforce laws MPS Term 375,000.00 375,000.00 - and bylaws Procure 50 vehicles to Short 6 MPS 3,300,000.00 support the patrols Term 3,300,000.00 - Responding to calls Short 7 MPS 45,000.00 including SGBV cases Term 45,000.00 - Responding to public Short 8 MPS 10,257.00 disorders Term 10,257.00 - Total Budget for 4,273,057.00 response 4,273,057.00 -

4.8.2.9. Early Recovery Activities Responsi Budget ($) Activities ble When Availa Agencies Total Gap ble Continue responding to Short 1 calls including SGBV MPS Term 19,500.00 19,500.00 - cases 2020 National COVID-19 Preparedness and Response Plan 61 Short Sensitization on crime, Term 2 MPS 10,200.00 stigma and discrimination 10,200.00 - Enhancement of rural and Short urban patrols due to Term 3 MPS 75,000.00 likelihood of increased 75,000.00 - crime rate Psycho Social Support for Short 4 MPS 6,500.00 police officer Term 6,500.00 - Total Budget for Early 111,200.00 Recovery 111,200.00 - MPS TOTAL 6,858,241.00

4.8.2.10. Operational Constraints Poor Police - population relationship

4.8.2.11. Primary Stakeholder Roles and Responsibilities i. Ministry of Health – to provide technical support ii. Malawi Defence Force – to beef up security in times need iii. Immigration – complement border security

4.8.3. MALAWI DEFENCE FORCE BUDGET FOR COVID – 19

4.8.3.1. Overall Cluster Objective The main objective of this Preparedness and Response Plan is to prevent the spread Covid-19 disease in Malawi.

4.8.3.2. Specific Objectives The specific objectives include: i. To assist in enforcement of lockdown of selected areas, districts or entire country. ii. To assist in control of illegal movement of people through border patrols. iii. To assist in delivery of humanitarian aid. iv. To provide security in treatment centres. v. To build capacity of all health care workers (HCW) in all MDF camp hospitals. vi. To raise awareness and engagement through orientations sessions with all MDF service members, their spouses, dependents and members of the communities surrounding all military cantonments. vii. To strengthen Covid-19 disease surveillance/screening in all MDF sites and case management. viii. To mobilize Covid-19 supplies, equipment and pre-position them. 2020 National COVID-19 Preparedness and Response Plan 62

4.8.3.3. Target population The targeted population is in two categories. The first category is HCWs in all MDF camp hospitals. The second category comprises of MDF service members, their spouses, dependents and members of the community surrounding military cantonments.

4.8.3.4. Covid-19 risks to the cluster HCWs in all MDF camp hospitals are at risk of acquiring Covid-19 disease through follow up, contact tracing and case management. The service members who will be involved in various Covid-19 operations like lockdown and border patrols are also at risk of contracting the virus.

4.8.3.5. Risk communication and community engagement The targeted population will be reached through lectures, sensitization meetings, company baraza, muster parades, padre hours, military leaflets and posters.

4.8.3.6. Covid-19 Emergency Preparedness and Capacity-Building Activities Responsible Budget ($) Activities When Agencies Total Available Gap 1 To build capacity of all MDF and Immediat 33,783.00 0 33,783.00 health care workers MoHP e (HCW) in all MDF camp hospitals. 2 To conduct orientation MDF Immediat 4,500.00 0 4,500.00 sessions to all MDF e service members, their spouses, dependents and members of the community surrounding military cantonments 3 To mobilize Covid-19 MDF Immediat 240,000.00 0 240,000.00 supplies, equipment and e pre-position them Total Budget for 278,283.00 0 278,283.00 Preparedness and Capacity Building)

4.8.3.7. Covid-19 Spread Prevention and Control activities Responsible Budget ($) Activities When Agencies Total Available Gap 1 To strengthen Covid-19 MDF Immediat 27,027.00 0 27,027.00 disease e surveillance/screening in all MDF sites and case management Total Budget for 27,027.00 0 27,027.00 Spread control 2020 National COVID-19 Preparedness and Response Plan 63

4.8.3.8. Covid-19 Response Activities Responsibl Budget ($) Activities When e Agencies Total Available Gap 1 To assist in enforcement of MDF Short 62,837.63 0 62,837.63 lockdown of selected areas, term districts or the entire country and border security through vehicle patrolling 2 To assist in enforcement of MDF Short 26,064.45 0 26,064.45 lockdown of areas, districts or term the entire country and border security through aerial surveillance and delivery of medical supplies 3 To assist in enforcement of MDF Short 44,880.31 0 44,880.31 lockdown of areas, districts or term the entire country and border security through seaport security and maritime patrolling 4 Feeding MDF Short 191,859.77 0 191,859.77 term 5 Allowances MDF Short 41,250.00 0 41,250.00 term Total Budget for 366,892.16 0 366,892.16 response MDF TOTAL 672,202.16 - 672,202.16

4.8.3.9. Operational Constraints There is usually a delay in release of funds for the operations. Ministry of disaster management and Public Events will, therefore, be engaged as early as possible to prevent the administrative delays.

4.8.3.10. Primary Stakeholder Roles and Responsibilities MDF: i. To assist in enforcement of lockdown of selected areas, districts or entire country. ii. To assist in control of illegal movement of people through border patrols. iii. To assist in delivery of humanitarian aid. iv. To provide security in treatment centres.

4.8.3.11. Collaborative Partners MPS, Department of Immigration, Malawi Prison Services 2020 National COVID-19 Preparedness and Response Plan 64

4.9. FOOD SECURITY CLUSTER The Ministry of Disaster Management Affairs through the Department of Disaster Management Affairs (DoDMA) leads the Food Security Cluster while WFP co-leads.

4.9.1. Main Objective To provide live saving food assistance to food insecure urban, semi-urban and rural households affected by the impact of COVID-19

4.9.2. Specific Objective i. To provide lifesaving food assistance to people affected by the economic shock consequent to Covid-19 outbreak. ii. To minimise negative or risky coping mechanisms for affected communities and households that may lead to increasing the risk of COVID -19 infections.

4.9.3. Target population i. Urban and semi-urban poor households that are likely to be affected by the impact of COVID –19. ii. Rural food insecure populations that may be affected by limited availability of casual labour and food commodities on local markets as result of COVID –19 outbreak.

4.9.4. Risk communication and community engagement i. Mass media including community radio (Farm Radio Trust) and interactive radio drama (TfaC). ii. Information Education and Communication (IEC) materials – material development and printing for distributions. iii. Mobile van announcements where applicable.

4.9.5. Covid-19 Emergency Preparedness and Capacity-Building Activities Budget ($) Responsible Activities When Available Agencies Total ($) Gap($) ($) Remote Market & food DoDMA Short Term 125,000 15,000 110,000 security monitoring MVAC using mobile technology Orient participating DoDMA Short Term 50,000 5,000 45,000 partners and affected MoH communities on FSC partners infection prevention during implementation of food assistance Mobilize funding to DoDMA Short Term 0 0 0 finance required 2020 National COVID-19 Preparedness and Response Plan 65 assistance food and/or WFP and FSC cash partners Total Budget for 175,000 20,000 155,000 Preparedness and Capacity Building)

4.9.6. Covid-19 Response Activities Budget ($) Responsible Activities When Availa Agencies Total($) Gap($) ble($) Provide immediate DoDMA Medium 20,000,000 0 20,000,000 food/cash assistance to WFP and Term urban and peri-urban FSC vulnerable households members affected by COVID -19 Expand livelihoods DoDMA Long 2,000,000 0 2,000,000 programmes/re-orient WFP and Term them to reflect COVID- FSC 19 challenges members In collaboration with DoDMA Immedia 100,000 20,000 100,000 MVAC, and Cash WFP and te Working Group, conduct MVAC market assessments to inform response modality choices Set up a complaints and DoDMA Short 5,000 0 5,000 feedback mechanism for WFP and Term beneficiaries including FSC communities at large and members working with the protection cluster Coordinate food DoDMA Short 10,000 2,000 8,000 assistance Term implementation programmes to the targeted populations affected by COVID -19 Facilitate monthly DoDMA, Short 6,000 2,000 4,000 District level District Term coordination meetings Councils with NGOs, Government NGO partners Departments, District Private Sector Councils, private sector and operating NGOs in 2020 National COVID-19 Preparedness and Response Plan 66 districts affected by COVID - 19 Total Budget for 22,121,000 24,000 22,097,000 response 22,296,000 44,000 22,252,000

4.9.7. Operational Constraints i. Adjusting to new ways of remote working ii. Availability of new funding and possibilities of re-programming existing resources (flexibility) iii. Precautionary measures including extensive hand-washing, and social distancing (small groups, etc.) during all beneficiary engagement sessions including distributions, are operationally difficult in a context of a rapid and massive response.

4.9.8. Primary Stakeholder Roles and Responsibilities i. DoDMA facilitates and implement the activities. ii. WFP supports DoDMA in implementation and advocacy iii. Cooperating Partners, Financial Service Providers are in charge of distributions iv. Complaints and Feedback Mechanisms rolled out by a third-party. v. WFP will leverage its core expertise in logistics/supply chain as well as in food security analysis and response to inform targeting, modality triggers and selection, distribution processes, overall market analyses and programme monitoring to provide technical assistance to the Government of Malawi and other development partners.

4.9.9. Collaborative Partners i. Private sector and Government’s Agencies (SGR, ADMARC) ii. Media houses, Mobile network companies, donor community.

4.10. TRANSPORT AND LOGISTICS CLUSTER The Transport and Logistics cluster is led by Ministry of Transport and Public Works and co- led by World Food Program

4.10.1. Overall Cluster Objective To provide relevant logistics and operational support to the humanitarian community and relevant stakeholders involved in COVID-19 preparedness and response activities

4.10.2. Specific Objectives i. To procure and preposition COVID-19 supplies and equipment as required ii. To provide dedicated and timely COVID-19 logistics coordination and services including storage, transportation and engineering/light construction iii. To advocate through the relevant authorities for minimal disruption and impact to the humanitarian supply chain in light of the COVID-19 threat 2020 National COVID-19 Preparedness and Response Plan 67

4.10.3. Target population As a service-based cluster and key enabler of the humanitarian response, targeting is not done based on a population but rather all clusters, the humanitarian community (UN, NGOs and International Organisations) and, relevant government entities among other key COVID-19 agencies are expected to be supported.

4.10.4. Covid-19 risks to the cluster i. Global disruptions to the medical and humanitarian supply chain could lead to delays in sourcing, procurement and transport. ii. Border closures and travel restrictions could also cause delays with the procurement of critical items and/or entry of experts involved in national logistics readiness efforts. iii. Hikes in transporter and supplier fares may be experienced based on the response scenarios. iv. Containment measures might impact the availability of logistics staff movement and flow of essential COVID-19 relief items.

4.10.5. Risk communication and community engagement i. The cluster will maintain heavy inter-cluster engagement on the logistics and operations gaps and priority needs ii. Dedicated logistics coordination and staffing support will remain available (upon request) to augment technical logistics capacity iii. Where applicable, table top and/or simulation exercises will be carried out to stress test the efficiency of the National Logistics Cluster response plan

4.10.6. Covid-19 Emergency Preparedness and Capacity-Building Activities Responsible Budget ($) Activities When Agencies Total Available Gap 1 Coordinate procurement National Short 138,000 0 138,000 of COVID-19 supplies and Logistics Term equipment for essential Cluster staff as needed members (to be determined on a case by case basis) 2 Identify fuel needs and NOCMA, Short 0 0 0 ensure sufficient supply MoTPW Term 3 Maintain sufficient storage WFP Short 118,000 0 118,000 capacity for COVID-19 Term partners 2020 National COVID-19 Preparedness and Response Plan 68 4 Conduct rapid supply WFP and the Short 30,000 0 30,000 chain technical National Term assessments Logistics Cluster members 5 Liaise with transport MoTPW Short 10,000 0 20,000 sector leadership, customs, Term civil aviation and other entities on unhindered flow of humanitarian goods and personnel 6 COVID-19 supply chain WFP and Short 60,000 0 60,000 pipeline mapping, National Term operational data analysis, Logistics monitoring and reporting Cluster members Total Budget for 356,000 0 356,000 Preparedness and Capacity Building)

4.10.7. Covid-19 Spread Control activities Responsible Budget ($) Activities When Agencies Total Available Gap 1 Installation of Mobile WFP and Short 118,000 0 118,000 Storage Units (MSU) tents National Term for storage needs, triage Logistics and temporary isolation of Cluster cases upon request members 2 Deployment of Mobile WFP and Short Logistics Bases (MLBs) as National Term 150,000 0 150,000 required for logistics Logistics continuity Cluster 3 Light construction work National ShortTer 200,400 0 200,400 including prefab setup Logistics m Cluster Total Budget for Spread 468,400 0 468,400 control

4.10.8. Covid-19 Response Activities Budget ($) Responsible Activities When Availab Agencies Total Gap le Provision of engineering and National Short 300,000 0 300,000 other light construction Logistics Term 0 support Cluster (to 2020 National COVID-19 Preparedness and Response Plan 69 be determined on a case by case basis) Provision of dedicated Civil Short- 200,000 0 200,000 humanitarian storage and Aviation, term handling space at the airport MoTPW, (Upon WFP request) Maintain overland and inland MoTPW, Short 30,000 30,000 transport corridors to reduce Customs Term lead times Provision of dedicated National Short 230,000 0 230,000 logistics surge personnel to Logistics Term coordinate logistics storage Cluster and transport services Transportation of suppliesNational Short 70,000 0 70,000 and personnel Logistics Term Cluster COVID-19 supply chain National Short 10,000 0 10,000 pipeline mapping, stock Logistics Term monitoring and reporting Cluster Total Budget for response 840,000 0 840,000

4.10.9. Early Recovery Activities Responsibl Budget ($) Activities When e Agencies Total Available Gap 1 Maintain logistics National Long 20,000 0 20,000 coordination and technical Logistics Term capacity Cluster 2 Avail logistics service National Long 50,000 0 50,000 support for demobilization Logistics Term activities where necessary Cluster Total Budget for Early 70,000 0 70,000 Recovery Grand Total 1,734,400

4.10.10. Operational Constraints i. As witnessed across the region, confirmed cases have led to restrictions in movement of goods and personnel (labour). While humanitarian goods in Malawi as considered exempt, delays in delivery of goods due to increased measures such as sanitation at ports, inspection of emergency goods and the presence of check points may pose a challenge to the cluster. 2020 National COVID-19 Preparedness and Response Plan 70 ii. The is a risk of depleting stocks of essential items in Malawi such as food, medicines, fuel and other relief items due to restricted movement and trade. iii. Potential price increases and the economic impact on business could result in higher logistics operational costs. iv. Closed borders have resulted in reduced aviation capacity i.e. cancelled commercial passenger and cargo flights. Depending how widespread the outbreak is, there might be a need to for increased humanitarian passenger and cargo airlift capacity to fill the gap. v. In case transporters, suppliers or implementing partners record confirmed cases, disruptions to the supply chain are envisaged To mitigate the constraints highlighted, constant engagement with authorities for smooth and rapid clearance of humanitarian supplies and the logistics labour force will be undertaken. In addition, in line with information management activities, supply chain intelligence including price and stock monitoring, transporter and supplier business continuity among other steps will be used to guide operations and reduce lead times. Staff will also be equipped with PPEs where necessary to avoid any potential spread of the disease.

4.10.11. Primary Stakeholder Roles and Responsibilities i. Government – MoH and DoDMA will be leading the national coordination and response. MoTPW and Civil Aviation will be key responsible entities for the overall logistics leadership and some implementation activities. ii. WFP – as co-lead of the National Logistics Cluster will support the Government in logistics and operation strategy development, adaption of plans and technical coordination/implementation of activities and services on behalf of the humanitarian community.

4.10.12. Collaborative Partners Ministry of Transport and Public Works, Department of Disaster Management Affairs (DoDMA), Department of Civil Aviation, World Health Organisation (WHO), World Food Programme (WFP), UNICEF, Malawi Red Cross Society, Inter-cluster coordination group, Malawi Police Services, Malawi Defence Force, Municipal/City /District Councils and I/NGOs. 2020 National COVID-19 Preparedness and Response Plan 71 2020 National COVID-19 Preparedness and Response Plan 72 ANNEXES

Annex 1: CLUSTER CONTACT LIST NAME ORGANISATION PHONE NUMBER EMAIL CLUSTER Dyce Nkhoma DoDMA +265993189347 dycenkhoma@gmail.com Coordination Max Bonnel UNRCO +265994000303 bonnel@un.org Coordination Allone Ganiza MoH-EHS +265999268537 amganizani@gmail.com Health Kelias Msyamboza WHO-DPC +265999258391 msyamdozak@who.int Health Fyawupi Mwafongo DoDMA +265991005681 fmwafongo@gmail.com Food Security Osborne Sibale WFP +265993869859 osborne.sibande@wfp.org Food Security Thanasius Sitolo MoIWD +26599927596 tsitolo@gmail.com WaSH Chimwemwe Nyimba UNICEF +265888540559 cnyimba@unicef.org WaSH Dina Gumulira MoGCDS 0993523026 dinagumulira@gmail.com Protection and social support Afrooz K. Johnson UNICEF 0882816830 vavati@unicef.org Protection and social support Herbert Chingati MoTPW +265997540675 hchingati2@gmail.com Transport and Logistics Orison Mapemba WFP +26599972300 orison.mapemba@wfp.org Transport and Logistics Virginia Kachigunda MoEST +265993384124 vkjinnie5@gmail.com Education James Chilima MoEST +265999920858 chilimaj@gmail.com Education Steve Kamtimaleka Save the Children +265995119940 steve.Kamtimaleka@savethechild Education ren.org Estere Tsoka UNICEF +265999964205 etsoka@unicef.org Education Dalitso Chikwembani MoICT +265999 511 534 dchikwembani@gmail.com Communication Chipiliro Khamula DoDMA +265999043228 chipiliroraykhamula@gmail.com Communication Andrew Banda MPS +265999727855 andrewbanda@gmail.com Police Wafwile Musukwa MoLSI +265888866775 wafwile@gmail.com Employment & Labour force Maj. Kissa Kadaluka MDF-SO3 +265991181771 k.kadaluka@yahoo.com MDF Limbani Chawinga DICS +265999272076 jchawinga@yahoo.com Immigration 2020 National Covid-19 Preparedness and Response Plan 73

Annex 2: Health Cluster Monitoring Matrix Key Performance Indicators (green, achieved; Feb March April Pillar Orange partially achieved, red not achieved, blue planned 1 2 3 4 5 6 7 8 9 10 11 12 EOC activated with an IMS structure functional at national level National preparedness plan in place National preparedness plan funded at least up to 25% by week 3; to 50% by week 4; 75% at week 6 and more than 85% by week 8 Priority districts have a preparedness plan in place District preparedness plan funded at least up to 25% by week 3; to 50% by week 4; 75% by week 6 and more than 85% by week 8 Coordination Orientation of key partners at national level on COVID completed Orientation of the District MOH and key state partners completed Mechanism for engaging the private sector established The private sector represented in the national TWG for COVID-19 Orientation and training of health workers working in the private sector in all the priority 1 and 2 states Orientation and engagement of the religious leaders 2020 National Covid-19 Preparedness and Response Plan 74 A simulation exercise conducted at least once at national level by week M&E matrix for the preparedness plan in place SOPS and tools for surveillance adapted and finalized (CD, Contact tracing, transfer of suspected cases) COVID-19 Incorporated into the existing surveillance system Hotline and alert management system established Analysis of the alerts reported and sharing the information on a daily bases Training and orientation of the POE teams on COVID-19 surveillance SoPs completed Surveillance established mechanism for identifying and following up travelers from high risk countries in place Analysis of the data from the POE and share the information at the TWG meetings for evidence based decision making Distribution of the CD SOPS and surveillance tools to states and health facilities (25% of health facilities by 3rd week, 50% by 4th week and 100% by 5th week) Finalize adaptation of training packages for health workers on surveillance The NRRT trained on COVID-19 2020 National Covid-19 Preparedness and Response Plan 75 The RRTs in the priority districts trained on COVID-19 Training/orientation of health workers from the priority districts including the private health facilities on surveillance for COVID-19 (25% of health facilities by 4th week, 50% by 5th week and 100% by 8th week) The country has the capacity to confirm COVID- 19 Mechanism for sample transportation in place Triple packaging available with plan for replenish a minimum stock SOPs for sample collection, packaging, storage and transportation in place Laboratory Adequate reagents to diagnose at least 100 patients secured all the time Training of key Laboratory personnel on COVID with focus on collecting, handling, storing and transporting sample Training of key Laboratory personnel in sentinel sites on COVID with focus on collecting, handling, storing and transporting sample Documentation, analysis and reporting of samples investigated on a daily bases with 0 reporting Laboratory upgraded to Biosafety level 3 2020 National Covid-19 Preparedness and Response Plan 76 Mechanism for sample referral to other WHO collaborating centres in place (the first 10 positive and five negative samples can be shipped immediately to the referral centre identified) The Priority POEs are identified based on agreed criteria adaptation of the travelers screening form and screening of travelers (24/7) Rapid assessment conducted to identify gaps Identified gaps are included in the national preparedness plan SOPs and flow charts are developed/adapted and made available and used at the POEs Additional HR deployed to address critical gaps at POE POEs Training and orientation of staff at POEs Regular supervisions and monitoring at POEs Minimum stock of PPE secured at POEs Screening area and a room for patient assessment available with adequate equipment and supplies Capacity to isolate suspected cases available in all POEs Ambulance to transport the suspected case available in all POEs An electronic system to document and analyze information from the screening is up and running 2020 National Covid-19 Preparedness and Response Plan 77 Information of suspected cases are immediately reported to the District and National Office A triage system established in all health facilities (25% of health facilities by 3rd week, 50% by 4th week and 100% by 5th week) IPC SOPs for IPC adapted and distributed to all health facilities (25% of health facilities by 3rd week, 50% by 5th week and 100% by 8th week) Training of Trainers to facilitating orientation of health workers on IPC Training of health workers in key priority health facilities Isolation facilities are identified to handle suspected cases and mange confirmed cases Assessment of the potential isolation facilities to Case identify gaps Management Refurbish the isolated facilities and provide equipment and HR Orientation of key clinicians on management of COVID-19 from the key isolation and referral health facilities Training of health workers on case management (25% of health facilities by 3rd week, 50% by 4th week and 100% by 5th week) Risk Communication Key messages and IEC materials adapted and printed 2020 National Covid-19 Preparedness and Response Plan 78 Radio jingles and messages developed and aired to the wider community Rumour monitoring and response mechanism to counter mis-information in place FAQ adapted and published in main media outlets on regular bases Inventory of available stocks and identification of gaps completed Supply chain forecasting developed and forecasting done regularly based on the risk and Logistics evolution of COVID-19 outbreak. Logistical capacity for managing an outbreak of COVID strengthened: 1. A surge logistical capacity from within MOH and other line ministries Identified and the staff trained by end of 3rd week; 2. Local transporters capacity assessed, prequalified and an MOU prepared/signed for facilitating rapid mobilization when and if required 2020 National Covid-19 Preparedness and Response Plan 79 by end of 4th week; 3. local suppliers for IPC and case management supplies are identified, the quality assessed and their production and delivery capacity documented by end of 6th week The minimum stock for IPC supplies to support preparedness and response determined 2020 National Covid-19 Preparedness and Response Plan 80 Annex 3: Protection Cluster Monitoring Matrix Activitie Key Performance Indicators (green, achieved; Orange March April May June partially achieved, red not achieved, blue planned Emergency Preparedness and Capacity-Building Activities 1 2 3 4 5 6 7 8 1 2 3 4 5 6 7 8 Rapid assessment on social-cultural practices as it relates to 1 COVID 19 spread – to identify gaps and guide response. Strengthen cluster and inter-cluster coordination and advocacy to ensure inclusion of specific rights, needs and vulnerabilities 2 of women and children in prevention, early detection, care and treatment strategies and programmes. Integrate MHPSS and stigma prevention in IEC and C4D 3 materials Awareness-raising and sensitization of influencers and 4 religious/faith leaders on COVID-19. Sensitize PoE service providers and personnel who are not directly involved in public health interventions, including 5 airline staff, carriers, and other personnel and contractors on COVID -19 prevention protocols Develop SOPs and referral guidance for MHPSS and 6 protection related to COVID 19 Disseminate protection referral pathway for COVID 19 7 response. Integrate basic MHPSS and stigma prevention into training of frontline workers – health workers, volunteers, caseworkers, 8 community child protection workers, community leaders, religious leaders, and Red Cross volunteers. 9 Specialist MHPSS training for frontline workers and managers 2020 National Covid-19 Preparedness and Response Plan 81 Equip helpline operators on how to respond and refer COVID- 10 19 concerns including of MHPSS or protection of vulnerable persons. Activate the online referral pathway on COVID-19 for 11 vulnerable groups (Toll free helplines) Ensure screening and other protocols and quarantine facilities 12 are child-friendly and address rights and needs of vulnerable populations Assess needs for equipment and supplies at PoE and develop 13 minimum standard for essential equipment and supplies Provide essential equipment and supplies for health screening, 14 including no-contact thermometers, personal protective equipment. Advocate for surveillance systems to include systematic 15 collection of age/sex categories as well as vulnerabilities Train police, immigration, MDF focal persons on PSEA and circulate Codes of Conduct and other safeguarding measures to 16 ensure that they are well disciplined in carrying out their responsibilities in detecting and tracing health crises Spread Control activities Integrate MHPSS and stigma prevention in any updated 1 messaging on COVID-19 and advocate for user-friendly materials for children and other populations with specific needs 2 Carry out mass media/ social media sensitization on COVID-19 Procure and distribute chlorine, sanitary equipment, and 3 personal protective equipment at child care institutions or other locations with vulnerable groups Integration of personal hygiene protocols across all 4 interventions, including procurement of sanitary equipment, and personal protective equipment for protection cluster members 2020 National Covid-19 Preparedness and Response Plan 82 Advocacy to ensure inclusion of specific rights, needs and vulnerabilities of women and children in spread control 5 initiatives including support for distance learning and parental stimulation and care Organize community engagement activities with vulnerable population groups at higher risk due to mobility patterns (for 6 example, traders, land transport agencies, communities along the borders, migrant workers, etc.) Revitalization of Community Policing structures to mainstream 7 child protection and GBV prevention and reporting Engagement, sensitization and monitoring of churches, market 8 places and schools to promote compliance to decongestion and abiding to public health guidance Sensitization of community policing structures, youth clubs and 9 faith based structures on reporting violence against children and women including the harmful cultural beliefs. Strengthening diversion Programme for children in conflict with 10 the law and other measure to regularly dispose suspects to ensure decongestion of holding cells 2020 National Covid-19 Preparedness and Response Plan 83

Annex 3: Nutrition Supplies 2020 National Covid-19 Preparedness and Response Plan 84