Theme 9 Strategy ENG.pdf - Africa Adaptation Programme

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ownership and use in these zones, theidentification and classification of which mustbe according to criteria to be adopted in thelegislation on land and special planning.This strategy proposal does not lose sight of thefact that climate change, despite their negativeeffects, also offer opportunitiesfor innovationin disaster risk management, infrastructuredevelopment, prosperity and more safety ofthe communities, as well as economic stabilityof the country.I.V LEADERSHIP ROLEThe awareness of the leaders on theseriousness of climate change impact onpeople, infrastructure and the economy isincreasing at different political andadministrative levels in the country. There isalso an attitude of general receptivity fordisaster prevention. These factors form afundamental reason for the drafting andimplementation of the present strategy.However, there is still a need to strengthenleadership at the level of implementation ofadaptation, including more raising ofawarenessand accountability for all leaders, each withinthis or her sector and level of implementation.Taking into consideration that climate relatedtopics must be known nationwide, it will benecessary to prioritise the efficientdissemination of this knowledge amongstdecision-makers.I.VI BUILD ON WHAT ALREADYEXISTSIn Mozambique there is a consolidated andramified institutional implementation ofdisaster management at various levels of thecountry ranging from practical experiences,local initiatives, early warning systems,preparation of stocks, droughts forecastsandsimulations, amongst others. There is also anetwork of structures to deal with naturaldisasters.In this case, adaptation is not only a process oftechniques and technologies, but also a socialand voluntary approach associated with real lifeexperience and based on values and standardsof individuals and communities.The design and implementation of the National<strong>Strategy</strong> for Disaster Risk Reduction andClimate Change <strong>Adaptation</strong> are based onbuilding on what already exists: from what isknown on what has already been built in termsof thinking, policies, legislation, practices andnational structures, as well as internationalpartnership networking.It is, therefore, necessary to adjust andreinforce the institutional framework andcapacity installed at INGC, as a response centreof the country, to respond to the newchallenges of adaptation to climate change forthe sake of reducing the vulnerability of thepeople and their assets..The sensitivity and goodwill of the internationalcommunity towards disaster risk reduction andreduction of vulnerability arising from climatechange, are fundamental for understanding thecomplexity of the phenomena which crossborders and continents.I.VII SCIENTIFIC KNOWLEDGEGENERATIONClimate change is a relatively new topic and thelevel of scientific and technological advance forprojecting the occurrence and the impact ofthese phenomena worldwide, is far fromattending the real needs.On the other hand, the current scientificknowhow and technological development allowto more easily forecast the occurrence andOctober 2012, p 7
impacts of natural phenomena for large regionsor globally, than nationally or locally.,This makes essential the existence of a nationalcritical mass, including the establishment of aCentre of Knowledge on Climate Change withthe necessary representation throughout thecountry. The knowledge generated by thiscentre will have to be progressively transferredand owned by the higher education institutions.Whichever way and particularly when scientificdata is not sufficient or is not definite, it will benecessary to prioritise prevention as the mainline of action for saving resources and forencouraging development.climate change and disaster prevention meansanticipating inevitable expenses, savingcommunities from suffering and avoidingpossible damage to socioeconomicinfrastructure, all of which can prevent futureregrets.The strategy takes into consideration theopportunity offered by international funding forclimate change adaptation and the need for thecountry to be equipped with a credible andflexible mechanism for reception, channellingand control of the use of the funds referred to,as well as having an internal capacity forabsorbing the funds, including theestablishment of a Common Fund for DisasterRisk Reduction and Vulnerability Reduction.I.IX BUILDING RESILIENCE WITHTHE PRIVATE SECTORThe private sector, in conjunction with thepublic sector, including the informal economicagents, is an important contributor to thesustainability and stability of the country. Butevery time a natural disaster hits the country,they are the most affected in terms of loss ofproperty and other assets.I.VIII FUNDING ANDSUSTAINABILITYIn periods of national and internationaleconomic contention, the concern must be toincorporatethe strategy recommendations intosectoral and local plans and budgets.Therefore, the strategy must consist of apermanent awareness raising component forthose involved in budgetary decision-making,taking into consideration that investing inOn the other hand, at these occasions, theprivate sector has been contributing with itsmeans and resources in the actions undertakenby the Government and other entities to grantassistance to the affected households or in therecovery of social infrastructure.In this context, the private sector must beincluded in the design and implementation ofadaptation measures at the central level notjust as atarget of necessary support, but also asa potential source of the resources that arenecessary, including in contributing to theCommon Fund for Disaster Risk Reduction andVulnerability Reduction; in theinstitutionalization of a Unique Point of Contactfor the private sector in the context ofOctober 2012, p 8
Page 4 and 5: I. RATIONALE AND POLITICAL GUIDELIN
Page 6 and 7: I.II OUTCOMES OF THE MOSTRECENT STU
Page 10 and 11: adaptation measures; and in theenco
Page 12 and 13: of a national civil protection team
Page 14 and 15: 8. Actions8.1. Design and implement
Page 16 and 17: Annex 1- MATRIX OF ACTIONS AND DEAD
Page 18 and 19: OBJECTIVES ACTIONS DEADLINE STAKEHO

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