Desktop Study on - Regional Climate Change Adaptation ...

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<strong>Desktop</strong> <strong>Study</strong> Figure 14: Government Institutional Arrangement for Responding to Climate Change (Chaudhry and Ruysschaert, 2007; UNEP-SEI, 2009) Programme Steering Committee Chairman: Prime Minister Donors meeting International Consultation Board Programme Executive Board (Standing Office of the Steering Commitee) Secretariat Executive Board Ministry / Sector Executive Board Executive Board in the action plans: develop and improve a legal framework, strength managements mechanisms of related ministries, develop implementation plans and programs at all levels, identify scientific and technical solutions (for use, pollution, etc.) and raise community awareness. Agriculture: Efforts are focused on developing a diverse and sustainable agriculture, and to apply scientific achievements effectively. Evolve to new rural areas with modern infrastructures and relevant economic structure of agriculture-industry-services that ensures enough employment, equity and poverty eradication. The MARD together with other ministries should develop a program that contains: an improved law framework, revise policies and mechanisms to insert the use of new technology and new knowledge suitable with climate change conditions, develop scientific and technical activities to improve adaptation to new conditions and plan an effective use of land and water to ensure sustainable agricultural production. Actions plans also should be developed for most vulnerable regions. For coastal zones the Ministry of Planning and Investment and the Ministry of Defence are in charge of developing the action plan to prevent and mitigate natural disasters developing storm and flood prevention and rescue plans, adjusting infrastructures and economic structure to adapt to sea level rise, calculating expenses and implementing relocation projects as response to sea level rise, and reinforcing research of coastal ecological systems function and its adapting capacity. For Northern and Southern Deltas, People’s Committees of provinces should coordinate with the Ministry of Planning and Investment (MPI), MoNRE and the MARD the developing of the adaptation strategy, focusing on natural disaster prevention and system of sea dykes. Organizational structure for the implementation In 2008, the Prime Minister established the Steering Committee and Executive Board for the NTP, which is a high level organization comprising the Prime Minister and other Ministers of relevant line agencies and the Executive Board comprises ministers and vice‐ministers of relevant line agencies (see Figure 14). MoNRE and MPI have key roles in the implementation of the program. Institutional Settings Concerning Disaster Risk Management Due to the exposure of Viet Nam to meteorological phenomena, and the long history of natural disasters, such as floods and typhoons, the country has an extensive long-standing institutional response system, which reflects the country’s vulnerability to these events. 48
Assessment of Capacity Gaps and Needs of South East Asia Countries in Addressing Impacts, Vulnerability and Adaptation to Climate Variability and Climate Change Disaster Risk Management In addition, Viet Nam has a longstanding institutional response system for natural disasters, which is coordinated mainly by the Central Committee for Flood and Storm Control (CCFSC), chaired by the MARD. The CCFSC was created in 1955 to coordinate disaster risk management activities; other relevant ministries are also members such as the Department of Floods and Storm Control and Dyke Management, the Disaster Management Centre, the Hydrometeorological Service, and the Viet Nam Red Cross (VNRC) (which is working from national to commune level on awareness raising, disaster preparedness, response and prevention). The CCFSC is responsible of data and record flood and storm events, as well as send out official warnings and coordinating disaster response and mitigation measures. Local authorities and each sector ministry also have committees for flood and storm control (CFSCs), which are important for sharing information on damage and needs, communicating early warning information, damage assessments, coordinating rescue during floods, and protecting dykes and other infrastructure (Chaudhry and Ruysschaert, 2007). These crosssectoral committees are presently expected to produce annual disaster preparedness plans. The Government, NGOs and donors compose the Natural Disaster Mitigation Partnership (NDM-P) to promote dialogue and common ways of working for disaster reduction rather than disaster response. The MARD was assigned by the Government to lead the initiative supported by the Royal Netherlands Embassy (RNE) and the United Nations Development Programme (UNDP); also it is in charge of coordinating the implementation of the Second National Strategy and Action Plan for Disaster Mitigation and Management (discussed below). National Strategy for Natural Disaster Prevention, Response and Mitigation Viet Nam’s policy framework for disaster management is set in the National Strategy and Action Plan for Disaster Mitigation and Management 2001- 2020, in which the MARD is the standing agency, and the Central Committee for Flood and Storm Control, will both preside the implementation for the strategy to 2020 and the Government is the one that has to ensure enough resources, investment and mobilization of society. The national strategy states that it must be implemented in synchronous, periodbase and priorities-based manners, responsive to both intermediate and long term purposes and following the “four-on-the-spot” principles for response (command, man-power, materials and logistics). The National Strategy’s specific objectives are: enhancing disaster forecasting, improve development planning (integrating strategy and plans of disaster risk management) and building codes, trainee and strength human resource (staff) for disaster prevention and increased public awareness, complete relocation of people living in disaster vulnerable areas, improve response to emergency situations (search and rescue capacity), ensure national security and defence in coastal areas (improved sea dykes and embankments), improved safety of reservoirs, completion of shelters for shipping, improved communications system for fishing boats. It also proposes to formulate a law, consolidate organizational structures and ensure there are sufficient budgetary resources for disaster risk management. The strategy describes in detail the general responsibilities and solutions for developing the specific objectives as well as the natural disaster prevention, response and mitigation responsibilities and solutions for each region (Red River Delta and North Central, Central Coast, Eastern South and Islands, Mekong River Delta, Mountainous areas and Central Highlands, and Sea areas). The national strategy provides a list of programs grouped according to the objectives and responsibilities and ordered by priority. Among the priorities can be found: complete the system of legal documents, especially Natural Disaster Prevention Response and Mitigation Law; strengthen organizational mechanism giving priority to the steering mechanism for natural disaster prevention, response and mitigation at all levels; among the nonstructural measures, there are several programs involved, the program of establishing and reviewing plans (here the priority is given to create a zoning map of flash-flood risk), the program of improving the community awareness (which starts with the inclusion of knowledge related to disasters at the secondary school), program of planting and preserving protective forest (starting with upstream forest) and program of enhancing disaster management and science and technology application capacity; and finally, the structural measures, starts with the program to review, upgrade, and build structures for natural disaster prevention, response and mitigation in line with the designed standards and natural disaster characteristics of each region (and local). 49
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RESEARCH SYNTHESIS ON INDONESIA 69
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DPA DEVELOPMENT PARTNERSHIP IN ACTI
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