Royal Danish Embassy Danida - niaslinc.dk their responsibilities towards the environmental more effectively. ... COMPONENT IMPLEMENTATION PLAN 26 Annexes: ... PCAP …

Royal Danish Embassy Danida

Vietnam – Denmark Development Cooperation in the Environment

(DCE)

2005 - 2010

Component Document

Pollution Control in Poor Densely Populated Areas 104.VIETNAM 806 January 2005

COVER PAGE Country: Vietnam Sector: Environment Programme Title: Denmark-Vietnam Development Cooperation in the Environment, 2005 – 2010 Component Title: Pollution Control in Poor Densely Populated Areas National Agencies: Ministry of Natural Resources and the Environment Starting Date: July 2005 Duration: 5 years Overall Total Support DKK 65 million

Short Component Description: The development objective of the component is to move to a situation where “The quality of the environment within poor densely populated areas is subject to effective local control and is maintained at acceptable levels” The development of small-scale, household industries has been encouraged throughout Vietnam as a source of alternative income for poor, often agricultural, households. In some densely populated areas, in both the rural and urban-fringe, the take-up of such industries by whole communities has given rise to severe pollution and to degradation of and constrained access to natural resources. The aim of this component is to help bring these areas under effective environmental management. This will be achieved by capacity development in Ministry of Natural Resources and Environment, and its provincial departments (Departments of Natural Resources and Environment) to regulate polluting activities effectively and coordinate remedial actions. Policies, regulatory and economic instruments and guidelines will be developed at central level and then tested and applied in three to four provinces. The ongoing Environmental Information and Reporting project will be extended and incorporated to enhance monitoring capacity and development of environmental indicators. Additionally, the component will support the establishment of effective horizontal links between Ministry of Natural Resources and Environment, relevant line ministries, and other stakeholders at both national and decentralised levels Stakeholders at district and community level will be empowered through training and awareness-raising to discharge their responsibilities towards the environmental more effectively. Pilot projects to mitigate or remedy actual acute instances of environmental degradation within selected poor areas will be demonstrated in a few provinces. The experience acquired will be used to develop models for replication in other situations and provinces. Signatures:

…………………………….. ………………………………..

For Danida For MONRE

Table of Contents List of Abbreviations

Executive Summary

Cover Page

1. INTRODUCTION 1

1.1. Background to the Component 1

1.2. Previous Support 1

1.3. Identification and Preparation Activities 1

2. DESCRIPTION OF THE COMPONENT 3

2.1. Summary Statement 3

2.2. Development and Immediate Objectives 3 2.2.1. Development Objective 3 2.2.2. Immediate Objectives 4

2.3. Strategy 4 2.3.1. Background 4 2.3.2. Provinces in which the Component will Operate 4 2.3.3. Structure of the Component 5 2.3.4. Alignment within the Programme and with other Donors 7

2.4. Outputs 7 2.4.1. Support for Local Pollution Control 7 2.4.2. Support for Pollution Control in Densely Populated Areas 7 2.4.3. Demonstration Projects 8 2.4.4. Environmental Information and Reporting 8

2.5. Activities 9

2.6. Inputs and Budget 9

2.7. Capacity development 13 2.7.1. Introduction 13 2.7.2. Programme Timing and Alignment 13

3. ASSUMPTION AND RISKS 14

3.1. Commitment of Stakeholders 14

3.2. Institutional 14

3.3. Accountability 14

3.4. Sustainability, Replicability and Capacity Development 15

4. MONITORING 16

4.1. Monitoring System 16

4.2. Targets and Indicators 16

4.3. Reporting System 16

4.4. Reviews and Evaluations 16

5. MANAGEMENT AND ORGANISATION 18

5.1. Management of the Component 18 5.1.1. National level 18 5.1.2. Provincial level 19 5.1.3. District and Commune level 19

5.2. Implementation Planning and Budgeting 20 5.2.1. Approach 20 5.2.2. Process 20 5.2.3. Establishing the Base Line 21 5.2.4. Selection of Demonstration Projects 21 5.2.5. Level of Demonstration Projects 22

5.3. Revisions and Adjustments 23

6. FINANCIAL MANAGEMENT AND PROCUREMENT 24

6.1. Budgeting and Cash Flow Management 24

6.2. Disbursement 24

6.3. Accounting Principles and Procedures 24

6.4. Financial Reporting and Auditing 25

6.5. Procurement 25

7. COMPONENT IMPLEMENTATION PLAN 26 Annexes:

Annex A Logical Framework

Annex B Organisational diagram

Annex C Detailed budget and cash flows

Annex D Job descriptions

Annex E Management plans for cross-cutting issues

Annex F Detailed situation analysis

Vietnam-Denmark: DCE PCDA Component Document

List of Abbreviations

ADB Asia Development Bank

CBO Community Based Organisation

CFM Component Financial Manager

CIR Component Inception Report

CSO Component Support Office

CPRGS Comprehensive Poverty Reduction and Growth Strategy

CSC Component Steering Committee

DANIDA Danish International Development Assistance

DCE Development Cooperation in the Environment

DEA Danish Environmental Assistance

DEA-Vietnam Danish Environmental Assistance programme to Vietnam

DKK Danish Kroner

DONRE Department of Natural Resources and Environment (provincial)

EMD Environment Management Division

GOV Government of Vietnam

FSC Financial Service Consultant/Company

HRD Human Resources Development

ILTA International Long-term Advisor

IMTA International Medium-term Advisor

ISGE International Support Group – Environment

ISTA International Short-term Advisor

JBIC Japanese Development Bank

JPR Joint Programme Review

KfW German Development Agency

MDG Millennium Development Goals

MONRE Ministry of Natural Resources and Environment

MPI Ministry of Planning and Investment

NEPF National Environment Protection Fund (previously VEPF)

NGO Non Governmental Organisation

NLTA National Long-term Adviser

NSEP National Strategy for Environmental Protection

NSTA National Short-term Adviser

PCAP Pollution Control Action Plans

PCC Programme Coordination Committee

PFMA Programme Financial Management Advisor

PIM Programme Implementation Manual

PSO Programme Support Office

PPSO Provincial Programme Support Office

PPC Provincial Peoples Committee

RDE Royal Danish Embassy

SIDA Swedish International Development Assistance

TWG Technical Working Group

UNDP United Nations Development Programme

USD United States Dollar


USAID United States Agency for International Development

VEPA Vietnam Environment Protection Authority

WB World Bank


Executive Summary The development objective of the component is to move to a situation where “The quality of the environment within poor densely populated areas is subject to effective local control and is maintained at acceptable levels” The development of small-scale, household industries has been encouraged throughout Vietnam as a source of alternative income for poor, often agricultural, households. In some densely populated areas, situated in both the rural and urban-fringe, the take-up of such industries by whole communities has given rise to severe pollution and to degradation of and constrained access to natural resources. The aim of this component is to help bring these areas under effective environmental management. This will be achieved by capacity development in Ministry of Natural Resources and Environment, and its provincial departments (Departments of Natural Resources and Environment) to regulate polluting activities effectively and coordinate remedial actions. Policies, regulatory and economic instruments and guidelines will be developed at central level and then tested and applied in three to four provinces. The ongoing Environmental Information and Reporting project will be extended as a sub-component to enhance monitoring capacity and development of environmental indicators. Additionally, the component will support the establishment of effective horizontal links between Ministry of Natural Resources and Environment, relevant line ministries, and other stakeholders at both national and decentralised levels. Stakeholders at district and community level will be empowered through training and awareness-raising to discharge their responsibilities towards the environment more effectively. An International Long-term Adviser will be based full time at Ministry of Natural Resources and Environment for the first two years of the component implementation, reducing to half time thereafter. A pool of International and National Short-term Advisers will provide 42 and 80 person-months respectively, on demand, in a range of technical areas, including economic and legal advisors. Funds are also provided for on-the-job training, awareness-raising, training courses, study tours and workshops. Around 50% of the total funds will be allocated to investments, mainly demonstration projects. The distribution of these funds will be in accordance with demand driven principles and towards projects that comply with the component strategy while clearly addressing the most urgent priorities of poor stakeholders. Interventions will be selected that mitigate or remedy actual acute instances of environmental degradation within selected poor areas. The experience acquired will be used to develop models for replication in other situations and provinces. At national level, a Component Steering Committee will be the formal mechanism for decision-making, including approval of budgets and plans, procurement and selection of demonstration projects. The Vice Minister (Environment), Ministry of Natural Resources and Environment, will chair and members will be from relevant line Ministries and provinces. The Component Director, from the Vietnam Environmental Protection Agency, will manage activities with the aid of a Component Support Office and a full-time International Advisor. Technical Working Groups will be set up to produce key outputs and to coordinate with the Provinces on application of component instruments and Pollution Prevention and Control Plans. Provincial demonstration projects will support, in response to demand from amongst selected provinces, Departments of Natural Resources and Environment. They will also establish Technical Working Groups and liase with District People’s Committees, District and Commune level technical staff and community level partners (Village/Ward leaders, Women’s Union, Youth Union, residents and others) involved in implementing demonstration projects.


The Component budget is approximately DKK 65 million over an implementation period of 5 years, provisionally starting in July 2005. Some DKK 14 million is allocated for Technical Assistance and DKK 37 million for investments. DKK 8 million is assigned to local operating costs including training, administration and office running costs with the remainder kept as contingency. The Ministry of Natural Resources and Environment will be responsible for cash flow management, using its own procedures, with support from the Component Support Office, apart from funds to the international consultants. The Inception Report will include a detailed budget and work plan for the first year of operation together with an accounting manual, drawing on the information detailed in the Programme Implementation Manual. An Accounts Manager will prepare monthly and quarterly financial reports. The Danish Ministry of Foreign Affairs will make quarterly deposits to a Programme Account which in turn will make disbursements to the Component Account based on the approved work-plans and budgets, and subject to satisfactory quarterly financial statements. All procurement of equipment, goods and services will be handled in accordance with principles laid down in the Programme Document, to be further elaborated in the Programme Implementation Manual. Annual audits of the component accounts will be carried out, in accordance with internationally accepted principles, by Vietnam-based firms appointed by Royal Danish Embassy. The total budget will be DKK 65 million, made up as follows. Technical Assistance DKK 13.9 million Investments DKK 36.7 million Operating Costs DKK 8.9 million Contingency DKK 4.6 million Other DKK 1.0 million Total DKK 65.0 million


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1. INTRODUCTION

1.1. Background to the Component

This component is part of the Denmark Vietnam Development Cooperation in the Environment (DCE) programme 2005-2010. It focuses on supporting the new Ministry of Natural Resources and Environment (MONRE), in effective development and implementation of its decentralisation policy, and implementation of pollution control in poor densely populated areas. The component objectives were identified through participatory discussions with each of the relevant environmental departments within MONRE and selected provincial departments (Departments of Natural Resources and Environment (DONREs)) and respond to priorities for implementation of the National Strategy for Environmental Protection (NSEP), Comprehensive Poverty Reduction and Growth Strategy (CPRGS) and the Millennium Development Goals (MDGs). The NSEP, approved on December 9, 2003, is a tool for ensuring sustainable use of natural resources and protection of the environment in development initiatives incorporating economic growth and poverty alleviation strategies. Successful implementation, for which MONRE has overall responsibility, of NSEP will require effective structures at provincial level backed-up by the appropriate policies, facilitating framework and support mechanisms at central level. Effective horizontal linkages between all relevant stakeholders at both central and provincial levels and vertical linkages between central, provincial and local levels will be key elements of a satisfactory implementing structure.

1.2. Previous Support

The current DEA programme in Vietnam was formulated under the Environment, Peace and Stability Facility. The programme was essentially a set of projects grouped into thematic areas. Many of these projects supported aspects of policymaking, regulation and planning in the environment, but on an ad hoc basis, as needs arose. The longest projects are still ongoing, but all are due to be completed by the end of 2007. It is only following the formation of MONRE in 2003, and the development of the NSEP, that it has become feasible to provide focussed programmatic support to a single body responsible for national environmental policy.

1.3. Identification and Preparation Activities

Partners in the component identification and preparation process were MONRE, as the proposed executing agency, and Ministry of Planning and Investment (MPI). MPI also participated in the MONRE meetings and provincial visits. The meetings with MONRE identified four main areas to be addressed by the component selected out of the nine areas of highest priority actions in the NSEP, qualified by the Danida policy framework, and considering the areas covered by other donors. There was an agreed focus on pollution prevention and capacity development issues. Meetings were held with all donors either involved or planning to become involved in the environment sector. The outline of the component has been framed such that duplication or overlap has been avoided although further consultation will be necessary as the finalisation of the programme and this component, and plans for other donor interventions, progress. Cooperation between this component and UNDP and SIDA in particular is planned in a


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mutual effort to support MONRE at central level in policy, legislative and related issues. Again further development of this cooperation is an ongoing process. The proposed component is in accordance with Danida policy concerns, including the overarching element of poverty in development assistance and the appropriate cross cutting issues of gender equality, good governance and environment. The overall aim of the component is to contribute to the Government of Vietnam (GOV) interventions in alleviating poverty both directly and by improving governance in environmental management. This will be effected by assisting MONRE in its policy of decentralisation and by implementation of effective linkage mechanisms both vertically and horizontally at both central and provincial levels. This will enable MONRE to better manage the increasing work-load involved in fulfilling their regulatory mandate in regard to pollution control by increasing capability at decentralised levels and mobilising the benefits of increased awareness and participation at grass-roots levels.


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2. DESCRIPTION OF THE COMPONENT

2.1. Summary Statement

By focussing on four key areas of intervention identified within the National Strategy for Environmental Protection (NSEP) as being the responsibility of MONRE, this component will give important support to this newly established environmental ministry both at national and de-centralised levels through implementation within the selected provincial DONREs. Additionally the component will support the establishment of effective horizontal links between the new ministry, relevant line ministries and other stakeholders at both national and de-centralised levels through practical implementation of the component activities. The component activities will involve support in the development of the policies, strategies and implementation mechanisms relevant to the component objectives and outputs and demonstrate the physical implementation of these through pilot projects in three to four provinces. The focus of the component has taken account of the parallel support that is ongoing from other donors, both within the sector in general and specifically to MONRE, and discussions on the practicalities of interaction between related programmes have formed an important element of the component formulation. Further consultation on the interaction of other programmes and with other donors will be an ongoing process through component finalisation and implementation. The component is expected to make a useful contribution to the implementation of the NSEP in the key focus areas of capacity for environmental protection from central to grass-roots levels; legal and economic tools; socialisation (participation and awareness); and capacity of environmental observation and together with the contributions of other donors, assist MONRE to achieve progress towards achievement of the Millennium Development Goals for Vietnam and compliance with the CPRGS. The component will also progress activities developed under the soon to be completed DEA project – Environmental Information and Reporting - that justify further attention. Specifically this includes systems to enhance the reliability of environmental data, and the further development of sectoral environmental indicators.

2.2. Development and Immediate Objectives

2.2.1. Development Objective

The development objective of the component is to move to a situation where: “The quality of the environment within poor densely populated areas is subject to effective local control and is maintained at acceptable levels” NSEP aims to bring effective pollution control to all of Vietnam by 2020. This component works within that framework but prioritises those areas where the rapid growth of small-scale industry and the close proximity of a large number of small housing units have led to acute local pollution. Such areas are proliferating in Vietnam. They are usually inhabited by poor people and located outside the main urban centres. The effects of pollution on public health and economic prospects have become evident to residents and decision-makers alike. Although such areas have not previously been subject to pollution control regimes, local government and residents are now anxious for the introduction of regulatory structures that will help them to live and work safely and develop sustainably. Provision and implementation of such structures has become an urgent MONRE priority.


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It is likely that substantial investment will be needed to prevent or remedy acute pollution in some cases. The component can address a few of these as demonstration projects, and assist GOV to use its available funds most effectively. The overall strategy will be, however, to prioritise interventions that address the most severe risks to human health and introduce more stringent controls in a phased approached. The component development objective is, therefore, to attain “acceptable” environmental quality, within the programme’s timescale, where this means reducing human exposure to pollutants to within safe limits.

2.2.2. Immediate Objectives

The design of this component assumes that its development objective will be achieved through the actions and leadership of provincial authorities who will lead and mobilise the community and institutional resources at the local level. Each level will need to develop the capacity to fulfil its role and the process will be catalysed by practical demonstrations and reinforced by access to reliable information on environmental quality. These ideas and strategies have been organised under three Immediate Objectives set out below. 1. Systems, tools and expertise are provided from central level that implement, regulate and

support local pollution control in selected provinces. 2. Selected DONREs coordinate and support effective pollution control in poor densely

populated areas. 3. Demonstration and replication of pollution control models improves the livelihoods of

poor residents of densely populated areas.

2.3. Strategy

2.3.1. Background

The development of small-scale, household industries has been encouraged throughout Vietnam as a source of alternative income for poor, often agricultural, households. In some densely populated areas, both rural and urban-fringe, the take-up of such industries by whole communities has given rise to severe pollution. The living conditions in these areas are often greatly affected by unregulated and untreated industrial, and healthcare wastes, as well as the increasing problems of noise and air pollution in densely populated areas. There may be shortages of or competition for unpolluted water and degradation of other natural resources. The aim of this component is to help bring these areas under effective environmental management and thereby improve the quality of life of the inhabitants and help them sustain the economic activities which represent real and much needed financial opportunities.

Although policies, legislation and institutional frameworks for the sector are established in Vietnam, there is a need is to develop additional modern instruments for the control of pollution (economic tools such as fees, fines and funding mechanisms to encourage behavioural change for example and participatory mechanisms that can involve local people in improvement initiatives) make these operational and ensure compliance.

2.3.2. Provinces in which the Component will Operate

DCE will focus most of its resources on a limited number of provinces. This focus will reduce administrative burdens whilst allowing a significant influence and a familiar presence in the provinces in which it is concentrated. It was agreed with MONRE that the number of provinces


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in which this component will operate should be at least three but fewer than five. This would ensure that experience is gained in different regional, ecological and socio-economic zones but avoid distributing resources so widely that the component would risk becoming unmanageable or failing to make a visible impact. A matrix was developed (see Annex B of the DCE Feasibility Study) that categorised provinces by the regional area and ecological characteristics and set these against programme and component criteria (poverty dimension, GOV priority, areas of high density of population concentration, need for component services, previous Danish support and compatibility with activities and strategies of other components, Danida programmes and donors). This was used to produce a shortlist of provinces for selection. Visits to the provinces were used to check absorption capacity and partner commitment as well as to confirm needs and opportunities for intervention. The following provinces were selected for DCE Programme: � Thai Nguyen � Phu Tho � Nghe An � Quang Nam � Ha Nam and � Ben Tre (beginning year three) The Component will select three to four provinces among the above list depending on a demand-driven approach. The Component Steering Committee will approve the selection.

2.3.3. Structure of the Component

The proposed structure of component implementation is illustrated in the following diagram:

DOE DoEIA DoEP ICD

MonRE

(Environment Departments)Other StakeholdersComponent Activities

Assessment

Fill critical gaps

Training

Vertical and

horizontal linkages

Action Plan Frame

Cen

tral

Linkages

Pro

vin

cial

x 3

/4L

oca

lx

3/4

EMD

EIA and Inspectorate

Linkages

Linkages

Awareness Participation

Provincial Action PlansAssessment

Fill critical gaps

Training

Vertical and

horizontal linkages

Demonstration

Linkages

Awareness

Participation

Demonstration

Policy,

Structure,

Tools and

Reporting

Line Ministries/Others

Line departments/Others


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On-going and iterative assessment will maximise experience and expertise within the programme, province and with other provinces and donors. The component will operate at three levels as follows: � central level � provincial level � local (district and community) level Operations at Central Level At central level the component will support the process of decentralisation within MONRE and facilitate further development of a pollution prevention and control system for application at local levels. MONRE’s needs in this area are many and its policy is still evolving. The component has, therefore, not specified all of the activities it will support at this stage. Instead it is proposed that a framework for establishing a system of provincial Pollution Control Action Plans (PCAP) will be developed. This will be used to identify MONRE’s most urgent requirements for assistance, and at that point, in consultation with other donors (through MONRE’s International Support Group for Environment -ISGE) the component will identify the precise instruments to be prioritised for action. Specific focus will be on supporting the strengthening of the horizontal and vertical linkages from and to MONRE. At central level the component will also include support to MONRE in activating and implementing the National Environment Protection Fund (NEPF) and support (through VEPA’s Center for Environmental Monitoring, Data and Information) to the development and monitoring of environmental indicators. Operations at Provincial Level At provincial level, after a baseline is completed, detailed provincial action plans will be prepared. The component will invite participating provinces to prepare demonstration projects that will support capacity development in the DONREs, to allow them to carry out their mandate in pollution prevention. DONREs are at present very weak and a top-down, consultant-led approach will be required initially. There is a need to prepare the local instruments required to operationalise the PCAP system. Training will be needed in core skills. On-the job-training will be particularly valuable, as some of the current staff were reassigned to environmental duties within the newly formed ministry without having had previous relevant experience or training. DONREs primary function is regulatory and coordinating. Most demonstration projects involving infrastructure should, therefore, be implemented by other line departments within the province. The DONRE role will be to help identify and select priority interventions and then to supervise implementation. They will also coordinate, throughout the project cycle, the wide range of local stakeholders whose contributions will be required. DONREs will, however, be directly responsible for community awareness and participation activities. Activities at provincial level will also support provincial authorities in identifying and mobilising funding for large-scale investments that could be of interest to international multilateral or bilateral financing organisations (WB, ADB and EU are examples of the former, whilst JBIC, KfW and USAID fall into the latter category). Operations at Local (District and Community) Level At local (district and community) level the component will fund demonstration projects that will not only improve conditions where badly needed, but will facilitate the mobilisation of communities and the cooperation of partners. An important element of the strategy is to devolve responsibility to districts, communes and the community both through a higher level of


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environmental awareness and by promoting ownership and participation in the improvement and protection of the environment. International Non Government Organisation (NGO)’s and national organisations that already act as vehicles for community mobilisation, such as the Fatherland Front, Women’s Union, Youth Union, will be important partners in this effort.

2.3.4. Alignment within the Programme and with other Donors

Focus and avoidance of overlap with other donors has been achieved through the selection of a small number of provinces where support to DONREs in the environment sector is not taking place at present and by concentrating on poor densely populated areas (this includes the rapid growth of craft villages throughout Vietnam) which is a focus of the CPRGS that has not been specifically addressed by others. Coordination with other components in the programme and in particular with the Cleaner Production in Industry and Environmentally Sustainable Development of Urban Areas components has been achieved by careful selection of provinces to ensure that lessons can be shared from demonstration projects, and by close cooperation in the design of objectives and outputs.

2.4. Outputs

2.4.1. Support for Local Pollution Control

The first immediate objective is “Systems, tools and expertise are provided from central level that implement, regulate and support local pollution control in selected provinces.” It will be necessary to analyse the institutional and legislative adjustments needed to allow decentralised pollution control and to determine how the gaps should be prioritised and filled. Then the tools (secondary legislation, guidance and key standards) need to be developed, and institutional instruments for their effective implementation identified and developed. In parallel, the human resources of partners need to be strengthened with training in the overall approaches to decentralisation of environmental responsibility, and in specific management and technical areas. Four measurable and achievable component outputs have been developed to meet these needs as follows. � A work programme agreed and adopted by MONRE and key national and donor

partners that sets out the institutional responsibilities, sources of finance, timing and contents of a plan that will enable, support and regulate the decentralisation of pollution control activities prioritising poor densely populated areas.

� Provincial Pollution Control Action Plans adopted as a management tool at central level

and rolled-out in component target provinces, together with the guidance and procedural mechanisms needed to implement them.

� MONRE’ and key GOV partners’ short and long-term organisational and human resource needs for decentralised pollution control assessed and a plan to meet those needs developed and implemented.

� A quality assurance system for the production, storage and processing of environmental

data is established and overseen by the MONRE's Center for Environmental Monitoring, Data and Information.

2.4.2. Support for Pollution Control in Densely Populated Areas

The second immediate objective is “Selected DONREs coordinate and support effective pollution control in poor densely populated areas”.


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This envisions a situation where DONREs have mobilised the resources of the province to take preventative or remedial action to control the most acute cases of pollution and continue to monitor the most vulnerable sites. To reach this position the DONREs will need an enabling legal framework plus trained staff, clear plans, good linkages with other institutions and technical resources. The component’s support for activities in all these areas will be assessed against the production of three measurable outputs as follows. � Provincial Action Plans for pollution control in poor densely populated areas prepared

based on the framework at national level and implementation commenced. � DONRE and other relevant provincial organisations have a clear mandate, an

appropriate organisational structure, and tools, adapted to provincial needs, in order to effectively implement pollution control activities

� A programme to raise awareness of environmental issues, tailored to the priority

concerns of the local communities, has been prepared and is being implemented with the assistance of local NGOs or community organisations.

2.4.3. Demonstration Projects

The third Immediate Objective is that: “Demonstration and replication of pollution control models improves the livelihoods of poor residents of densely populated areas”. These would be carried out in conjunction with other programme components in these provinces where joint activities are taking place. An essential feature of the demonstration projects is that they should provide significant and sustainable relief in cases where poor people’s health, living conditions or prospects are being damaged by pollution. At the same time, however, the demonstration projects should be used to test both technical solutions and approaches to implementing them. The experience will be incorporated to develop model solutions for replication elsewhere. This helps to maximise the impact of the component and assists national policy formation by testing the practical application of policy approaches. There will be two outputs as follows:

• Pollution control models are developed and replicated in the component provinces, without financial support from the component

• Model solutions are incorporated into national guidelines and disseminated to other provinces.

2.4.4. Environmental Information and Reporting

The ongoing DEA project, Environmental Information and Reporting (EIR) will be extended and brought into the component framework. Its outputs will build on and extend the current quality assurance system, complete the development of environmental indicators and improve existing provincial monitoring capacity. These can be undertaken as part of the activities under the 1st and 2nd immediate objectives. Programme Management will be instructed to collaborate with the component management to produce a merged workplan by the end of the Inception Period. Extended activities could contribute to four outputs summarised as follows: � A quality assurance system for the production, storage and processing of environmental

data is established and overseen by the MONRE's Center for Environmental Monitoring, Data and Information.


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� National level environmental indicators are formulated for biodiversity, deforestation,

and waste and hazardous waste management and guidance is issued on how to use them. � Provincial capacity in target provinces is developed to make measurements in support of

other component activities. � A proposal is developed to assist MONRE to implement the Aarhus convention.

2.5. Activities

The precise activities needed to produce the outputs listed above, can only be developed by the implementing partners with the help of the advisors and within the supervisory framework set out in Programme Document. Activities will first be specified during the inception period in an annual work plan that will be submitted for the approval of the Component Steering Committee and the review of the Programme Coordination Committee. Annual work plans will be prepared thereafter until the final year of the component. Proposed new activities or changes to the annual plans will be set out in the six-monthly progress reports. Finally, a detailed plan of activities for each quarter will be prepared in support of the application for routine replenishment of the programme bank account. Any activities indicated at this stage, therefore, can only be indicative, useful as a guide to the thinking that has underpinned component formulation and a further explanation of the nature of outputs expected. The activities listed in the component’s logical framework (Annex A) should be considered in that way.

2.6. Inputs and Budget

2.6.1. Inputs

Danida

Danida inputs are related to funds for capacity development including technical assistance, capacity development, training and awareness raising of the institutions at national, provincial and local level as well as funds for implementation of projects for testing and demonstrating solutions to pollution prevention and control in densely populated areas. All Danida inputs will be provided following the demand driven approach by full participation of the recipient organisations (MONRE/PPC/DONRE) in the identification and nature of TA needs and selection of candidates. An International Long-term Adviser (ILTA) is proposed based full time at MONRE for the first two years of the component implementation but reducing to ½ time thereafter. The ILTA will be required initially to make the assessments together with MONRE and other donor programmes as to how the support at central level will be allocated and to establish the necessary implementation structure for this component. Once the structure of component intervention is established the ILTA will support the development of a framework for provincial pollution control action plans and the establishment of effective horizontal linkages to other line ministries and stakeholders at central level and the vertical linkages to the provinces. In this latter capacity it is envisaged that the ILTA will be required to spend a considerable proportion of his/her time in the provinces. It is envisaged that there will be a need for 42 person-months of International Short-term Adviser (ISTA) input. The exact profile of the ISTA input will depend on the profile of the ILTA, however it is foreseen that the input will be split 22/20 person-months between advisers in the area of capacity development and advisers in the area of technical, including economic and


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legal advisors, specialisation based on discussions with MONRE staff in the component formulation process. A concentration on capacity development expertise is envisaged in the early months to ensure appropriateness and consistency of the demand driven participatory approach and in other component establishment procedures in the provinces as detailed in Section 3. The exact division to be utilised however will be re-visited in joint discussion during the inception and review periods. Funds are also provided for 80 person-months of National Short-term Advisers (NSTA) input. This input is intended used mainly in the area of capacity development and in legal and economic skills. The requirement for other national technical assistance is planned to be mainly incorporated in the budgeting for demonstration projects. The exact profile and quantity of national short-term advisers utilised will be dependent on the demand from the provinces and be finally determined, taking a balance between priorities, by the component management. Funds are provided for transport and office running costs for the ILTA and the NLTA. Office establishment costs, procurement and operation costs of one vehicle is included for this purpose. Transport expenses for local government officials’ participation in project activities funded through the component are included in the budget. Funds are provided for training, mainly on-the-job training, awareness-raising activities and for workshops for the participating organisations and communities. Funds are also provided for demonstration projects. The distribution of these funds will be in accordance with criteria and procedures laid down in a Programme Implementation Manual (PIM) produced by the Programme Support Office during the Inception Period. These procedures and criteria are outlined in the Programme Document Chapter 3. In each province there will be a Provincial Programme Support Office (PPSO) to help identify, develop and administer demonstration projects. An amount has been budgeted to cover a share of the PPSO costs. An amount of unallocated funds will be set-aside as part of the programme budget, to be used for supplementary or additional activities that would significantly contribute to the achievement of individual component and/or programme objectives. National Partners PCC

• Approval of the Component implementation plan and budgeting

• Approval of changes to Component Outline and budgets

MONRE

• Management of the Component as anchor base (anchor department/ organization to be decided).

• Provision of a National Component Director at department's director level with at least 35% of time available for Component activities.

• Provision of office space and local furniture for Component Support Office.

• Provision of relevant counterpart staff with their salary to support the Component implementation as and when required.

• Electricity, water, local telephone costs for the Component Support Office.

• Attendance, and associated costs for convening Component Steering Committee (CSC) meetings as specified.

Provinces

• Provision of all relevant counterpart staff with salary related to supporting the Provincial Component implementation as and when required.

• Attendance, and associated costs, at all CSC meetings as specified


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Other stakeholders

• Provision of all relevant staff with salary to supporting the Component implementation in technical working groups, workshops and other meetings as appropriate.

• Attendance, and associated costs, at all CSC meetings as specified

General

• 10% -50% contribution in cash and/or kind shall be made in connection with all demonstration projects from either government or community sources dependent on the nature of the project

2.6.2. Budget

The Danida support for the component is approximately DKK 65 million of which around half is allocated to investment funds at both national and provincial levels consistent with the needs identified in the formulation of the component. Most of the investment funds are allocated to demonstration projects at local (provincial, district and community) and national levels. The remainder is focussed on capacity development and awareness raising of stakeholders in the environmental sector both at national level and in the pilot provinces selected. All the funding for demonstration projects, capacity development and awareness raising, office and vehicle purchase and operating costs and national short term advisers will be administered by the component according to demand driven principles. The component budget summarised below correspond to activity based budgets where the cost of each activity is estimated in terms of technical assistance, operating cost, investment cost and contingency. Table 1 Component budget summary

Category Unit Number Million DKK

Percentage of compo-nent budget

Long term International TA Long term mm 39 4.88 National Long term mm 192 1.73 Subtotal 6.60 10 Short term International short term mm 42 6.3 National short term mm 80 0.96 Subtotal 7.26 11 Support costs Share of PPSO Costs sump sum 1 4.51 Office staff mm 300 1.62 Office establishment/operations 1.2 Vehicle purchase/running cost P/s 1 0.35 Local travel costs month 391 1.17 Subtotal 8.86 14 Investment costs Study Tours/training courses P/s 10 1.57 Demonstration projects 34.6 Dissemination P/s 1 0.50 Subtotal 36.67 56 Contingencies Contingencies (10% non TA) 4.55 7 Other Technical reviews P/s 3 0.75 Financial audits P/s 6 0.27 Subtotal 1.02 2


12

Category Unit Number Million DKK

Percentage of compo-nent budget

Grand total 64.96 100

The activity-based budget (printed in full in the Feasibility Study Report, Annex E) was completed as a check of the feasibility of producing component outputs with the funds available, but should not be seen as restricting the ability of the Component Management Team to adjust budget lines and restructure activities, as necessary, during the Inception Period. All demonstration projects require a minimum 10% local contribution, i.e. the entity proposing the intervention must ensure (and describe in its proposal) that 10% of the total estimated costs will be borne by the beneficiaries. This contribution could be in cash or in kind and either come from government funds or direct contributions from citizens and depends largely on the type of intervention proposed. In the case of commercial or semi-commercial projects the contribution may be up to 50%. The local contribution will enhance ownership of the proposed intervention by the proponents and is an important precondition for longer-term sustainability of the output of the intervention.


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2.7. Capacity development

2.7.1. Introduction

Since MONRE is a relatively new ministry, capacity development is a fundamental aspect of this component that, through support to MONRE in fulfilling its mandate for environmental control, will improve the situation of environmental degradation in poor densely populated areas. Capacity development will take place at the three levels at which the component will operate, central, provincial and local. At central level the capacity development activities will be focussed on these areas specifically relevant to the implementation of the component but will of necessity also have to closely coordinate with the similar and parallel support from other donors, in particular UNDP and SIDA. More effective coordination and communication systems with other line ministries and with provincial DONREs will also be a key focus of capacity development within the component at central level. At provincial level there is a particular need for capacity development since the DONREs are very newly established and have limited resources and experience in the necessary specific environmental skills. Considerable on-the-job training, training courses, study tours and workshops are planned for staff at this level to supplement the equipment and systems that will also be introduced through the component. Training will be in a combination of technical, managerial and financial skills relevant to pollution control management and coordination specifically in the fields of Environmental Impact Assessment (EIA) and pollution monitoring. As at central level, the development of coordination and communication systems with other line directorates, community organisations and local authorities will be important areas that the component will support to improve the capacity and effectiveness of the DONREs in environmental management. At local level capacity development will stress on a combination of awareness raising and demonstration projects. The demonstration projects will be important vehicles for illustration of the techniques introduced through the awareness raising activities on the basis that the most effective interventions can be made through learning by doing.

2.7.2. Programme Timing and Alignment

All capacity development and training activities will be coordinated with the Capacity Development for Environmental Management and Planning Component to be developed during the first year of the DCE programme implementation. During its formulation and once it is operational, the capacity development activities of each DCE component will be closely coordinated and training activities targeting the GOV’s environmental management functions at local level will be developed.


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3. ASSUMPTION AND RISKS

3.1. Commitment of Stakeholders

• Political support in place

• Funding contributions to be settled with relevant stakeholders, clarified and agreed (with an MoU in place) before completion/appraisal of the Component Description

• Willingness of all stakeholders designates to participate conscientiously and fully in the CSC and component activities.

• Implementation of demand responsive, participatory approach and related processes in a centralised and strictly hierarchical organisational context.

• Stakeholders acknowledge MONRE’s regulatory and monitoring role in environment and abide by its instructions

• The demand driven approach is accepted and applied conscientiously

Mitigation measures

• Full written agreement with MPI/MONRE and relevant provinces in place before component implementation commences

• Intensive awareness raising activities and pro-active participatory processes with all stakeholders in inception phases

3.2. Institutional

• Anchor identification/definition required before completion/appraisal of the Component Description.

• Component Director (delegated from anchor directorate in MONRE) can dedicate sufficient time and energy to component management.

• Sufficient capacity is generally available within MONRE and DONREs to implement the component efficiently and effectively

• The absorption capacity within MONRE is sufficient for implementation of the component taking account of other donor programmes

Mitigation measures

• Written confirmation of anchor, role and necessary staffing commitment from MONRE/MPI before component implementation formulation completed

• Intensive capacity support activities within MONRE and provinces in inception phases

3.3. Accountability

• An appropriate funding mechanism is set-up and implemented effectively

• The reporting systems for accounts comply to international standards and are submitted in a timely manner

Mitigation measures

• Full written agreement on commitment to required funding and accounting structures and systems before component implementation commences

• Intensive capacity development activities in inception phases


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3.4. Sustainability, Replicability and Capacity Development

• National and local capacity are and remain sufficient for operation and maintenance of systems and procedures

• Funding is and remains sufficient for operation and maintenance of systems and procedures

• Skills are developed sufficient to manage implementation procedures without component support

• Vietnamese funding is available for further implementation

• Government is able to recruit and retain suitably qualified personnel Mitigation measures

• Both national and provincial commitment to the level of structural and physical implementation activities planned under the component and to the support of the ongoing costs involved

• Intensive capacity development in inception phases and throughout the component implementation on operation and maintenance skills

• Establishment of a funding structure and mechanism sufficient for self-sustainability


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4. MONITORING

4.1. Monitoring System

The Royal Danish Embassy (RDE) will carry out monitoring of the progress of the component, on behalf of Danida. The National Component Director will carry out the monitoring of the component on behalf of MONRE, through quarterly meetings with the main provincial actors, and on the background of semi annual component progress reports. To measure the component’s performance, a Monitoring and Evaluation (M&E) system will be set up at the start of implementation of the component. The M&E system will be based on the component’s logical framework and a baseline survey will be undertaken against which performance can be measured. The M&E system will, as a minimum, cover (i) progress monitoring and reporting (of physical and financial progress); (ii) auditing (spot-checks on quality and compliance with procedural and financial regulations); (iii) process monitoring (quality of activities, outputs and management procedures); (iv) impact evaluation (assessment of component impacts); and (v) information dissemination and feedback (local, provincial, national).

4.2. Targets and Indicators

For each output identified in the logical framework, the M&E system will include quantitative and qualitative targets and indicators. The targets and indicators will be developed together with component stakeholders and defined at national, provincial, district, commune and community level as appropriate and will be included in the annual component implementation planning cycle, indicating progress planned and achieved.

4.3. Reporting System

In assigning reporting responsibilities, the principle will be followed that national institutions shall function according to their mandate. This will imply that the ILTA would be responsible for the progress reporting to Danida, and the National Component Director would be responsible for reporting of the activities to MONRE. There would naturally be an overlap between the two reporting systems, but MONRE personnel should not take over the reporting responsibility to Danida and likewise the ILTA should not take over reporting responsibility to MONRE. Therefore an appropriate monitoring and management information system must be established during the inception phase to enable MONRE and the ILTA to capture the data for the progress indicators in an efficient manner. The reports prepared for Danida e.g. inception report, semi-annual progress reports, and annual work plans shall be prepared in English and Vietnamese, while the internal reporting from local and provincial level to MONRE can be prepared in Vietnamese only. Financial reporting will follow the procedures outlined in Section 7.

4.4. Reviews and Evaluations

Joint Programme Reviews (JPRs) will be undertaken in years one, two (month 30) and four (month 48). The review will determine the necessity or otherwise of component Technical Reviews addressing any specific issues or problems that may be identified during the evaluation process. Technical Reviews may also be undertaken at the discretion of the PSO or CSO after the Inception Phase, around Month 10-12, to determine the appropriateness of the component


17

guidelines and the detailed work plans. All Technical Reviews will be scheduled to feed into the JPR. The JPR during year four will be undertaken during month 48 (ie 12 months before the end of the component), and will be combined with an appraisal of the components possible continuation. Both the implementing agencies and external reviewers will undertake component monitoring and evaluation. An Annual Component Report will include an assessment of the impact monitoring indicators as well as a post-evaluation of environmental effects of the demonstration project interventions and the impacts of the component on the capacity of participating institutions. Monitoring reports will be submitted to the CSC, the PSO and ultimately to the Provincial People's Committee (PCC).


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5. MANAGEMENT AND ORGANISATION

5.1. Management of the Component

5.1.1. National level

At national level, a Component Steering Committee (CSC) will be established that is the formal mechanism for joint decision-making between the MONRE, RDE, the selected provinces and other donors as appropriate. The CSC ensures that the component is implemented, outputs achieved and funds managed efficiently and effectively, in accordance with the Component Description, Memorandum of Understanding and other legal documents. The mandate of the CSC includes approval of all planning documents (annual plans and budgets, revised semi-annual plans and budgets etc), overall responsibility for monitoring of component activities and outputs, monitoring of auditing procedures and results, and decisions regarding major implementation issues such as budget, procurement, technical advisers, short-term consultants, studies, etc. The Vice Minister (Environment), MONRE, will chair the CSC and the Secretariat will be held by the Anchor Department, MONRE. The CSC will meet annually and the Component Director (delegated from the Anchor Department) will be responsible for adequate functioning of the Secretariat which includes, inter alia and under the direction of the Chairman, to organise and hold the annual meetings, to ensure that relevant information is distributed to the members well in advance of the meeting, to be responsible for minutes of the meeting and to ensure that decisions taken by the CSC are communicated adequately, timely and properly to all members in addition to other relevant stakeholders. At the annual meeting, the Component Director will provide an update on progress of implementation of the component, achievements to date and problems encountered. The ILTA will be present as an observer and, if required, to assist and/or advise the Component Director. Members of the CSC would include:

- Directors of relevant departments MONRE; - Director, relevant Departments, MPI and other line ministries; - Vice Chairman (Environment), Provincial People’s Committee, of Provinces selected for component implementation;

- Representatives of Danida/RDE and other donors; - Other persons relevant to the effective implementation of the component

A Component Support Office (CSO) will be established, consisting of the Component Director, a full-time GOV Component Manager and the ILTA, plus support staff. The support staff is hired by GOV following GOV employment, the salary scale is to be agreed between MPI and RDE, and is paid for by the Programme. The CSO will interact closely with the Programme Financial consultant for purposes of quarterly fund disbursement. The CSO is the focal point for implementation and day-to-day management of the component. The Component Director’s main responsibility is to ensure that the component is implemented in accordance with the agreed objectives. The GOV manager and ILTA will assist and support the Component Director in this task and, in addition, will advise (and agree with the Component Director) on all technical matters pertaining to the proper implementation of the component, including a national level Human Resource Development plan.


19

Under the direction of the CSC, the CSO will establish one or more Technical Working Groups (TWG) that will develop and complete the tasks that are indicated in the Component Description A Department representative will be the Head of each TWG and the ILTA will act as adviser to the TWGs. Each TWG will be composed of representatives from (other) MONRE Departments and relevant line Ministry Departments, in addition to representatives of the Local Labour Union, Women’s Union, City and District Peoples’ Committee, and local mass organizations and NGOs. Each TWG will make its own Work Plan and timeframe for undertaking and completing its activities. In addition, the TWG(s) – under responsibility of the CSO – will, as appropriate, liase with and provide advice to the provinces on operationalisation and application of policies, legal framework, economic instruments and Pollution Prevention and Control Plans.

5.1.2. Provincial level

At Provincial level, the People’s Committee (PPC) is responsible for all matters relating to the province. One of the (3) Vice Chairpersons is generally charged with responsibility of all issues pertaining to the Environment and, in turn, is responsible to the PPC. As such, the implementation of the Component in the Province is informed by the CSO and directed by the VC/PPC (Environment) on behalf of the PPC. In each province there will be a Provincial Programme Support Office (PPSO). The duties of the PPSO in the province would mirror those of the PSO nationally. In addition it would have specific responsibility for helping this Component (and the PCDA and CPI components) identify demonstration projects that match the needs of the province. The PPSOs will be directed by the relevant PPC Vice Chairmen (i.e. those nominated by the PPC whose responsibilities include all or most of the province’s activities in the areas of environment, industry, planning and capacity development) and supported by a full-time national coordinator. The Vice Chairman will decide where the PPSO will be located (3 of the partner provinces have indicated that DONRE would be the preferred location). The direction of the PPSO is expected to require around 20% of one person’s time. The Vice Chairman would probably choose to delegate a deputy but would be expected to retain overall control and lend authority as needed. All participating provinces may apply to take part in component activities. The Component Director will identify areas in which the component wants to test policies or approaches or to develop models through demonstration projects (these will include the development of capacity in provincial organisations) and set out conditions that they expect to be met by participating provinces and criteria for selecting provincial partners. The PPSOs will then consider whether these match priorities in the province and mobilise provincial departments to prepare a response. The CSC will then select the optimum response(s) using a transparent methodology based on the PIM, component work plan, budget, risk etc. Detailed arrangements to manage the provincial pilot demonstration projects and for other activities at the district and community level will be developed by the PPSO based on the size and nature of the project portfolio. A provincial level TWG may be formed to support the demonstrations.

5.1.3. District and Commune level

Districts are progressively being made responsible for managing their own affairs and the PPSO will liase frequently with the District People’s Committee (DPC). However, not all districts in the


20

province will be included in the implementation of the component, only those that include densely populated areas. The base line study will identify such districts. In view of the demand driven, participatory approach that will be followed for the implementation of the component, district and commune level technical staff (together with Village/Ward leaders1, Women’s Union, Youth Union, residents and others) will be involved in developing and implementing the base line study and subsequent identification, prioritisation, selection and implementation of demonstration projects. Implementation structures will therefore be dependent on the outcome of the process that is followed and is further described below.

5.2. Implementation Planning and Budgeting

5.2.1. Approach

A demand driven approach has been followed to design the component outline. This means that full participation of GOV institutions at national level was pursued and achieved in defining the overall and specific objectives, as well as the outputs in partnership with Danida and within the context of the DCE programme. The same approach will continue to be pursued during implementation. The key advantages of such an approach include involvement of all stakeholders/beneficiaries from start to finish in order to promote ownership, to elicit interest, ideas and commitment and to enhance longer-term sustainability of the interventions. It also combines training, on the job learning and practical implementation skills development. The role of TA is to guide and – where and when required – to technically assist such a process.

5.2.2. Process

National level Initial planning will take place during the Inception Phase. It will be the responsibility of the CSO to develop the planning and budgeting guidelines needed to make a consistent and timely plan of activities from commune to national level. At the end of the Inception Phase the CSO/Component Director will present a revised work plan for the component as well as a detailed activity plan and budget for the first year of operation with monthly scheduling to the CSC. This will be based on submissions and discussions with the Provincial Manager and the Technical Working Groups. This submission will form the basis for disbursement for activities in the subsequent 2 quarters. Each quarterly disbursement will be dependent on satisfactory financial reporting. Thereafter the progress reports (six monthly) submitted to the CSC by the CSO will provide the monitoring tool for decisions on activities and be the base for discussion and approval for activities during the following two quarters. Demonstration project plans, budget information, and organisation will be part of the Progress Reports submitted at six monthly intervals. The demonstration project plans will include draft agreements on administration of funds to be entered into between the central CSO and the implementing entity.

1 Communes are sub-divided in Villages in rural areas, and Wards in towns or urban areas.


21

The second or Midterm JPR will be the time for consideration of major issues of the component. This will include review of effectiveness of the strategy, consideration of major changes in aid modalities and budget and recommendations for the continuation. Provincial level Based on the proposals from the six participating provinces, several of them will be selected as pilot locations for building DONRE capacity. Then the main tasks will be as follows: � To identify and map densely populated areas in the province � Within those densely populated areas, to identify and map poverty prevalence and type

and intensity of pollution � To gather additional baseline information in and from these areas � To prepare a provincial plan related to pollution control in densely populated areas with

a focus on poor and very poor families/communities � Based on selection criteria (see below), to identify, agree and implement demonstration

projects

5.2.3. Establishing the Base Line

The process to establish a baseline of the province will be to define densely populated areas in the province and, subsequently, to identify the districts, communes, and wards/villages within those communes, which are densely populated and include a high percentage of poor families. It will be important that any areas identified are informed about the intentions of the assistance early on and that agreement is reached on a time table to undertake a situation analysis with full involvement of primary stakeholders, village/ward, commune, and district officials to ensure commitment to the process. In order to promote and realise involvement and commitment of stakeholders, a participatory planning process is suggested that kicks off with meetings at each commune. The purpose of these meetings is to establish a general baseline and, more specifically, to confirm and map the densely populated areas, the prevalence of poverty, and the type and intensity of pollution in each of these areas. The meetings should be attended by (provincial) TWG members and relevant technical staff from the district level. Based on the meetings and the information collected, it will be possible to identify and record areas that qualify in principle for demonstration projects.

5.2.4. Selection of Demonstration Projects

Demonstration projects will be preferred that both further the objectives of the component and make a significant and sustainable contribution to the livelihoods of the poor. The potential to carry out demonstration projects that meet the objectives of one or more of the other components (especially SDU and CPI) will be explored, so that interventions will generate a more visible improvement in some selected areas and demonstrate integrated solutions. Selection of the demonstration projects will take into account the overall strategy of the DCE programme by applying criteria to be elaborated in the PIM. These will include: � Relevance to poverty alleviation � Potential to address cross-cutting issues and priority themes � Demand for the intervention � Cost-effectiveness and sustainability Within this overall framework, the component will establish its own strategic and technical criteria for selection of demonstration projects, including the following:


22

� Their strategic importance in relation to testing and demonstrating the pollution prevention and control strategy, i.e. apart from being demand-driven, consideration should be given to the various geographic areas within the province and, indeed, to the (expected) trans-boundary nature of some of the issues identified.

� To address a priority environmental need/problem in a given densely populated area. � To provide an opportunity for capacity building/learning at various levels. � To provide an opportunity for institutional co-operation at and of various levels. � To provide examples of “good practices”. � To inform the further development of the pollution prevention and control strategy in

the province and the overall, national framework for pollution prevention and control.

Community meetings will take place to select the interventions that will be executed in that particular commune. Facilitated by district and TWG representatives, discussions will be held with village/ward representatives and interested residents to select 2 interventions from the list of candidate interventions proposed by all villages/wards on the basis of:

• Results of the village/ward meeting(s) including cost-estimates and the willingness/commitment of the residents to contribute;

• Additional information about other assistance already committed;

• Degree of poverty;

• Criteria for selection of priority interventions. After selection, a Project Management Board (PMB) will be established through elections for each agreed intervention. The PMB is a joint government-public body to organise the mobilisation of the local contribution (in kind or in cash) for implementation of the intervention, to supervise any construction, and to organise review and monitoring of the completed intervention. The PMB is an important interface between the population and the government and serves the purpose of:

1. Organising the planning and implementation of the agreed intervention, ensuring fulfilment of the agreed contributions as well as bringing communities closer together to work towards a common goal.

2. Bringing the government closer to the people through a partnership agreement that identifies roles and responsibilities of each partner.

3. Enhancing and strengthening ownership of the process and the activity through sharing of responsibilities at lower level and thus contributing to longer-term sustainability and, increased confidence between the community and lower levels of government.

In principle, the PMB should include representatives of the village/ward (at least one male and one female) where the intervention is planned to take place; the village/ward leader (who will be the Chairperson), and one representative each of the Women’s Union and the Youth Union where applicable. From the commune and district level, one official each should be delegated to the PMB. The PMB will report to the PPSO on progress, constraints and any other matters related to the implementation of the intervention.

5.2.5. Level of Demonstration Projects

In principle, demonstration projects can be developed (following the demand responsive, participatory approach, with the assistance, if required, of the PPSO) and implemented at each


23

level and by any entity, be it a community in a village/ward, the Commune Administration, District Administration, the Provincial Administration, as well as any combination of these. In all cases, an appropriate PMB will need to be established that includes all relevant stakeholders or stakeholder groups (e.g. representatives from all levels of the administration, communities, Unions, NGOs, and so on) for implementation of each demonstration project. The PCO will, however, remain ultimately responsible for proper administration, disbursement and technical advice as appropriate. Additionally, expertise may be hired to facilitate the preparation and implementation. This may include expertise in assisting/facilitating all entities to identify, prepare and implement projects in their own area, as well as technical expertise if issues cannot be addressed sufficiently with the available local expertise. Province District Commune Village/Ward

5.3. Revisions and Adjustments

The revision and adjustments of component activities and budgets will be as follows:

• Changes to overall budget and activities of the component will be subject to discussion and approval during Technical Reviews.

• Use of unallocated funds - as above.

• Use of contingencies and reallocation between component budget lines will be decided by the PCC based on recommendations by the CSO. It is noted that reallocation cannot occur in relation to budget lines covering already agreed contracts.

• Inclusion of new demonstration project: to be decided by the CSC based on PPSO and national recommendations.

• Increasing/decreasing budget and activities for demonstration projects: CSC based on provincial and national recommendations.

• Reallocation of budget lines in demonstration projects: to be decided by CSO on recommendation of PMB

• Adjustment of activities of demonstration projects that does not require reallocation between budget lines: to be decided by PMB and reported to CSO in subsequent report.

Demonstration Project



Dis

tric

t /

Com

mu

ne C

ross-

Bo

un

da

ry D

em

onstr

atio

n

Pro

ject

(s)


Demonstration Project Demonstration

Project


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6. FINANCIAL MANAGEMENT AND PROCUREMENT

6.1. Budgeting and Cash Flow Management

Component policy-making, coordination of activities, annual budget approval and allocation of budget within the component rests with CSCs as assisted by the CSO. MONRE will be responsible for cash flow management of the operational budget of the component, assisted by the CSO, and, if necessary, a Financial Service Consultant/Company (FSC) contracted by the RDE out of the programme budget. Budgeting and cash flow of potential international long-term and short-term consultant agreements for delivery of services to the component will be entirely managed by RDE, Hanoi. The Inception Report (CIR) elaborated by the CSO will include a revised budget for the whole component as well as a detailed budget and workplan for the first year of operation divided into quarters. The budget will clearly stipulate the relation to GOV contributions and accounting procedures and scheduling. Furthermore the CIR will include an accounting manual based on the internal procedures of MONRE and elaborated in cooperation with the Component Financial Manager (CFM). Subsequent budget revisions and update will be carried out in connection with the regular progress reporting. MONRE will utilize its own accounting system to account for the programme activities. However, if their existing accounting software is unable to accommodate these activities, separate accounting software for the particular purpose can be procured. Which ever solution is chosen, the system must be able to handle budget lines for the programme and provide the financial reports as required. The FSC will provide any necessary assistance. In general the CSO will be responsible for overall coordination, monitoring and verification that the outputs are consistent with the funds used, before the transfer of new tranches can be approved. An Account Manager will prepare quarterly financial reports for the Programme Director and CFM which will form the basis for quarterly disbursements from the Programme Account.

6.2. Disbursement

MONRE will administer a separate bank account to which the Programme Account will make quarterly deposits based on the approved work-plans and budgets and subject to satisfactory quarterly financial statements. Disbursements from the Programme Account will follow the procedures laid down in the PIM, and CIR. Bank interest, gained on bank holdings, is not to be considered as part of the programme finance and must returned to RDE at the end of every fiscal year. Disbursements for demonstration projects will be channelled through the CSO, but will then be managed by the implementing agency, and likewise be subject to presentation of satisfactory financial report. Where the implementing agency is an external body, then MONRE will retain overall responsibility for financial management and reporting.

6.3. Accounting Principles and Procedures

The procedures and accounting system will be based on Danida’s General Guidelines for Accounting (1996) and procedures described in the Programme Implementation Manual (PIM). For demonstration projects the implementation agency may use its own accounting procedures


25

to report expenditure to MONRE, provided that these are GOV approved, or if not, that they have first been reviewed and approved by the FSC.

6.4. Financial Reporting and Auditing

Financial reporting will be carried out by MONRE with assistance from the CSO. The CSO will in turn receive support and guidance from the PSO and FSC, to include both supervision and training in harmonising the systems for programme financial management. Financial reporting will be monthly, quarterly and annually and be in accordance with the PIM. As a minimum the monthly reporting will at least include consolidation of bank statements whereas the quarterly reporting will include estimated spending per budget line. All reporting will be subject to internal auditing as and when required. The internal audit may be carried out by the Danish Auditor General, Head of Financial Accounting Section or Financial Controller of RDE. External audits will be undertaken on an annual basis upon the previous year’s accounts. At the termination of the component a final audit will also be undertaken within three months of closure, or as agreed according to a plan to be outlined in cooperation between the component and PCC.

6.5. Procurement

Procurement of goods and services financed by Danish funds transferred through the MOF to the participating ministries will be done according to the procurement rules to be agreed between GOV and RDE in the Programme Implementation Manual. Routine procurements under Demonstration Projects will follow thresholds and procedures detailed in the PIM. Procurement of international TA follows Danida rules and regulations.


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7. COMPONENT IMPLEMENTATION PLAN

DEA – Vietnam: Pollution control in densely populated areas

Phased Implementation Schedule

Immediate Objective Year 1 Year 2 Year 3 Year 4 Year 5

1. Systems, tools and expertise are provided from

central level that implement, regulate and support local

pollution control in selected provinces.

- Outputs at central level

- Outputs in Provinces 1 and 2


-----------------

-----------------

-----------------

-----------------

-----------------

-----------------

-----------------

-----------------

-----------------

-----------------

-----------------

-----------------

-----------------

2. Selected DONREs coordinate and support effective

pollution control in poor densely populated areas..



-----------------

-----------------

-----------------

-----------------

-----------------

-----------------

-----------------

-----------------

3. Demonstration and replication of pollution control

models improves the livelihoods of poor residents of

densely populated areas.



--------

-----------------

-----------------

--------

-----------------

-----------------

-----------------

-----------------


27

ANNEX A

COMPONENT LOGICAL FRAMEWORK SUMMARY


28

1. Systems, tools and expertise are provided from central level that implement,

regulate and support local pollution control in selected provinces.

1.1. A work programme agreed and adopted by MONRE and key national and donor

partners that sets out the institutional responsibilities, sources of finance, timing and

contents of a plan that will enable, support and regulate the decentralisation of

pollution control activities prioritising poor densely populated areas. 1.1.1. Assessment of the current situation together with all other stakeholders

1.1.2. Identify and analyse weakness and gaps for decentralising pollution control and

coordination role of MONRE including priority ranking and agreement on action

distribution

1.1.3. Prepare action plan for implementing the tasks identified

1.2. Provincial Pollution Control Action Plans adopted as a management tool at central

level and rolled-out in component target provinces, together with the guidance and

procedural mechanisms needed to implement them. 1.2.1. Identify the detailed legal, technical and financial tools including decrees, decisions

and circulars required for EIA, standards, inspection and monitoring of PCDPA.

1.2.2. Address priority gaps in key areas of legal, technical and financial tools

1.2.3. Improve institutional linkage structure and information flow mechanisms between

MONRE, DoNREs and other line ministries, departments and stakeholders for better

cooperation and coordination

1.2.4. Develop Pollution Control data base framework

1.2.5. Develop an action plan of Community Participation in environmental protection

together with other relevant stakeholders;

1.2.6. Finalise strategy, methodology and format of the plan

1.3. MONRE’ and key GOV partners’ short and long-term organisational and human

resource needs for decentralised pollution control assessed and a plan to meet those

needs developed and implemented 1.3.1. Assess HRD training, equipment and facility needs based on action plan needs

1.3.2. On-the-job training on the above tasks by component staff

1.4. A quality assurance system for the production, storage and processing of

environmental data is established and overseen by the MONRE Office of Data and

Information 1.4.1. National level environmental indicators are formulated for biodiversity, deforestation,

and waste and hazardous waste management and guidance is issued on how to use

them.

1.4.2. Provincial capacity in target provinces is developed to make measurements in support

of other component activities.

1.4.3. A proposal is developed to assist MONRE to implement the Aarhus convention

1.4.4. Classroom, workshop and study tour training conducted by component at external staff

within the component and at specialist centres.

2. Selected DONREs coordinate and support effective pollution control in poor

densely populated areas.

2.1. Provincial Action Plans for pollution control in poor densely populated areas

prepared based on the framework at national level and implementation commenced 2.1.1. Develop Pollution Control database in accordance with framework at national level

2.1.2. Identify overall and integrated solutions for reducing pollution in the target areas and

establish priorities


29

2.1.3. Identify and analyse severe problems on pollution in the densely populated areas

in the selected provinces

2.1.4. Develop required provincial secondary legislation and fee raising and fund operation

structures required for implementation;

2.1.5. Develop Provincial Action Plans for pollution control in the selected provinces based

on the framework at national level including implementation plan and budgets

2.2. DONRE and other relevant provincial organisations have a clear mandate, an

appropriate organisational structure, and tools, adapted to provincial needs, in order

to effectively implement pollution control activities 2.2.1. Assess and develop the institutional tools (legal, technical, financial) for pollution

control in DONRE.

2.2.2. Provide analytical methods for monitoring, pollution assessment methods and EIA

skills in DONREs

2.2.3. Reach agreement on the division of centralised and decentralised EIA, inspection and

monitoring tasks and responsibilities in DONRE

2.2.4. Assess institutional, HRD, equipment and facility needs and provide priorities

2.3. A programme to raise awareness of environmental issues, tailored to the priority

concerns of the local communities, has been prepared and is being implemented with

the assistance of local NGOs or community organisations. 2.3.1. Develop awareness raising campaigns on pollution control and mobilise community

participation

2.3.2. Train partners and carry out pilot campaigns.

3. Demonstration and replication of pollution control models improves the

livelihoods of poor residents of densely populated areas.

3.1. Pollution control models are developed and replicated in the component provinces,

without financial support from the component 3.1.1. Identify and select appropriate projects in a transparent manner based on proposals

from stakeholders including communities with demand- driven principles

3.1.2. Implementation of demo-projects with different pollution control models

3.1.3. Monitoring, evaluation and feed-back for corrective action on pollution control models.

3.2. Model solutions are incorporated into national guidelines and disseminated to other

provinces. 3.2.1. Prepare pilot demonstration project report and other material for information

dissemination

3.2.2. Monitor results of demonstration projects and feedback to policy makers

3.2.3. Review experiences and outputs from relevant Danida and other donor projects

3.2.4. Review and identify possible funding mechanisms to supplement component resources

3.2.5. Prepare and implement plan for disseminating component information to other

provinces, cities and local NGOs

3.2.6. Participate in regional and international networking ad information exchanges

30

ANNEX B

ORGANISATIONAL DIAGRAM

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Programme

Coordination Committee - PCC

Interministerial Task

Force. Meet twice per

year and as required, to

guide and assist PCC

Programme Support Office - PSO

(located in MPI, and with technical

arm at MONRE).

Programme Director

Danida funded PA

Administrative staff.

Pollution Conrol in Poor Densely Populated

Areas Component Steering Committee -CSC

MONRE (Chair)

MoI, MOC

MoH, others

Component Support Office -CSO

Component Director, MONRE

Senior Staff from MONRE

Long-term Advisor

Support Staff

Technical Assistance –TA

International TA

National TA

Technical Working Groups –TWG

PPSOs in six Provinces

PPSO Director

National Advisor

Accountant

Support Staff

Demonstration Project Implementers

May include:

Provincial Departments

NGOs

Community Organisation

Mass Organisations

Private Companies or cooperatives

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33

ANNEX C

DETAILED BUDGET AND CASH FLOWS

34

Item Unit No. No. No. No. No. No. No. Unit Cost Total Sum DKK

DKK DKK

Total 2005 2006 2007 2008 2009 2010

TECHNICAL ASSISTANCE FIXED

1 International TA - Long term 4,875,000

Advisor (fee, accommodation) mm 39 6 12 6 6 6 3 125,000 4,875,000

International travels trip 0 0 0 0 0 0 0 8,000 0

2 National TA - Long term 1,728,000

National Advisors mm 192 12 24 36 48 48 24 9,000 1,728,000

TECHNICAL ASSISTANCE

DEMAND

3 International TA - Short term 6,300,000

(fee + accommodation + subsistence)

Capacity development mm 22 0 8 4 6 2 2 150,000 3,300,000

Technical specialists mm 20 0 4 5 7 2 2 150,000 3,000,000

Total man-months ISTA mm 42

4 National TA-Short term(fee, accom) 960,000

Technical specialists ex accom mm 80 0 20 20 18 14 8 12,000 960,000

Total man-months NSTA mm 80

SUPPORT COSTS

5 Support staff 6,134,533

Share of PPSO Costs mm 1 1 0 0 0 0 0 4,514,533 4,514,533

Accountant mm 60 6 12 12 12 12 6 6,000 360,000

Training assistant mm 60 6 12 12 12 12 6 6,000 360,000

Secretary mm 60 6 12 12 12 12 6 6,000 360,000

Interpreter/Translator mm 60 6 12 12 12 12 6 6,000 360,000

Driver mm 60 6 12 12 12 12 6 3,000 180,000

Total man-months support staff mm 301

6 Office equipment: 300,000

Equipment P/s 1.0 0.6 0.0 0.4 0.0 0.0 0.0 300,000 300,000

7 Office operating expenses 900,000

Communication month 60 6 12 12 12 12 6 5,000 300,000

Office Running Cost month 60 6 12 12 12 12 6 3,000 180,000

Printing and copying month 60 6 12 12 12 12 6 3,000 180,000

Other month 60 6 12 12 12 12 6 4,000 240,000

8 Vehicle purchase 200,000

Vehicle purchase P/s 1 1 0 0 0 0 0 200,000 200,000

9 Vehicle Running Cost 150,000

Vehicle Running Cost month 60 6 12 12 12 12 6 2,500 150,000

10 Local travel costs 1,173,000

Local travel costs month 391 24 50 75 100 92 50 3,000 1,173,000

35

INVESTMENT COSTS

11 Workshops/study tours/training 1,570,000

Study Tours P/s 10 1.00 2.00 2.00 2.00 2.00 1.00 60,000 600,000

Training Courses P/s 10.0 1.0 2.0 2.0 2.0 2.0 1.0 97,000 970,000

12 Demonstration projects 35,100,000

Support central P/s 1.0 0.100 0.200 0.200 0.200 0.200 0.100 400,000 400,000

Field investigations P/s 3.0 1.000 2.000 0.000 0.000 0.000 0.000 200,000 600,000

Support to provincial partners P/s 1.0 0.055 0.110 0.185 0.260 0.260 0.130 3,200,000 3,200,000

Awareness Raising Campaign P/s 1.1 0.100 0.200 0.200 0.200 0.200 0.200 2,000,000 2,200,000

Process facilitation central P/s 1.0 0.100 0.200 0.200 0.200 0.200 0.100 200,000 200,000

Process facilitation local P/s 1.0 0.055 0.110 0.185 0.260 0.260 0.130 500,000 500,000

Cross-cutting issues P/s 1.0 0.100 0.200 0.200 0.200 0.200 0.100 500,000 500,000

Demonstration projects Large P/s 14.0 1.000 1.000 2.000 4.000 4.000 2.000 1,500,000 21,000,000

Demonstration projects Small P/s 20.0 0.000 4.000 5.000 4.000 4.000 3.000 300,000 6,000,000

Dissemination P/s 1.0 0.100 0.200 0.200 0.200 0.200 0.100 500,000 500,000

CONTINGENCIES

13 CONTINGENCIES (10% nonTA) 4,552,783

OTHER

14 Technical and financial Audits 1,020,000

Technical reviews P/s 3 1 1 1 250,000 750,000

Financial audits P/s 6 1 1 1 1 1 1 45,000 270,000

15 TOTAL 64,963,317

36

ANNEX D

JOB DESCRIPTIONS

Vietnam-Denmark DCE PCDA Component Description

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Job description – International Long term Technical Advisor

Overall objective: The objective of the International Long term Technical Advisor (ILTA) is to assist and support the national Component Director (delegated from the Anchor Department of the Ministry of Natural Resources and Environment, MONRE) in ensuring that the Component is implemented in accordance with the agreed Component Description’s overall objective, immediate objectives, activities and budget allocations and achieves the expected outputs. The ILTA and the Component Director will jointly ensure that the component’s activities are planned and implemented in a coherent manner and consistent with Vietnam’s and Danida policies and the demand driven approach. In close cooperation with the Component Director the ILTA will guide the strategy development process and s/he will be instrumental in ensuring that the strategy development results are appropriate in the Vietnamese context. The ILTA will ensure a high professional quality of all the capacity development and project implementation activities under the component. The ILTA will assist in development of evaluation criteria for approval of funding and preparation of guidelines. In addition, the ILTA will advise (and agree with the Component Director) on all technical matters pertaining to the proper implementation of the Component, including a national level Human Resource Development plan appropriate to component implementation. The ILTA will also be responsible for the input of the International Medium term Technical Adviser (IMTA) who works in the selected Provinces. The ILTA will furthermore ensure that RDE is kept fully informed of component issues and that the needs and requirements of Danida and RDE are met, in relation to oversight, supervision and compliance with policy and procedures. The component is an integral part of the Danish Environmental Assistance programme to Vietnam (DEA-Vietnam). In this regard the ILTA will contribute to programme meetings and activities and, where feasible, adjust the component work plan to take advantage of opportunities for synergies or complementary actions between programme components. The ILTA will be based in the Anchor Department of the Ministry of Natural Resources and Environment (MONRE) in Hanoi and will be overall responsible for the planning, budgeting and reporting to Danida on the Component activities. Specific Responsibilities: The specific responsibilities of the ILTA will include, but not be limited to, the following:

- Advising on all the necessary arrangements, according to MONRE’s institutional set up and Vietnam’s legal framework, for the full implementation of the demand driven approach.

- Coordination between the Danida environmental program support and MONRE’s policy and strategic planning functions related to the implementation of the proposed component.

- Technically supporting, and overseeing, in coordination with MONRE, the implementation of activities of the IMTA and NLTAs in the provinces.

- Quality control of the training and capacity development activities and the awareness raising activities funded by the component

- Evaluation of proposals (together with the Component Director) for funding through the component to ensure that the funding is in accordance with the objectives and procedures of the component and issue of ‘no objection’.

- Monitoring results on the ground of the implementation of the demand driven approach.

- Assist in developing guidelines, regulations, and strategic planning.


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- Advise the Government of Vietnam in aspects related to the development of NEPF as a sustainable funding mechanism for the environmental sector in

Vietnam. - Preparation of quarterly and yearly progress reports to Danida - Administration and quality control of national and international short-term inputs - General establishment of project, development of procedures and training/

briefing of NLTAs - Establish Component Monitoring and Evaluation System - Monitoring and progress reporting on the implementation of the Fund (and

potentially later, NEPF) activities - Daily administration, coordination meetings and supervision of staff

In addition the ILTA will be instrumental in monitoring the effectiveness of the present phase and, as appropriate, assist in developing a log frame and Component Description for a second phase of Danida assistance to the present Component. The ILTA will participate in national events, training workshops and dissemination seminars. Qualifications The candidate should be an Economist or Sociologist or a qualified environmental engineer, planner or related discipline with experience in planning, environmental management, financial management, demand driven approach and participatory processes. The candidate must have 15 years experience, and at least half of the experience in a developing country context. S/he will be stationed in Hanoi. The successful candidate shall have a proven track record in collaborative management of complex projects and credentials as a mediator and facilitator between diverse groups of stakeholders. In addition, s/he must be fluent in English and some knowledge of Vietnamese would be an asset.


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Job description – National Long term Technical Advisers

Overall objective: The objective of the input of the National Long term Technical Adviser (NLTA) is to ensure the quality of all the capacity development and project implementation activities in the Provincial government organisations of provinces selected for implementation of the component. The NLTA will work in close collaboration with the Director of the provincial Department of Natural Resources and Environment (DoNRE) and liase with other provincial, district and commune stakeholders as well as with communities in the area covered by the provincial government organisation. The NLTA’s main tasks are related to providing technical assistance and advice on operationalisation and application of policies, legal framework, economic instruments and Pollution Prevention and Control Plans that are developed by the national level MONRE. In addition, the NLTA will be responsible for ensuring that a demand driven approach and participatory processes are applied while establishing a provincial base line, developing the provincial pollution and control plan and identifying, prioritising and selecting demonstration projects. S/he will also ensure that the participating Non Governmental Organisations/Community Based Organisations (NGOs/CBOs), Women’s Union, Youth Union and others receive appropriate technical assistance for development of awareness raising campaigns and design and implementation of demonstration projects. The NLTA will be implementing the demand driven approach for developing capacity at the local government level to deliver environmental services to their respective communities. The NLTA will work in a way that enables the local government organisations to implement the component’s activities without taking over the implementation responsibilities from the local partners. The NLTA will be based in one of the provinces selected for implementation of the Component and work closely with the Provincial DoNRE Director. S/he will during year one work under the technical supervision of the ILTA and National Component Director (based in Hanoi) for all technical and other matters relating to the proper implementation of the Component. The posting will be full time for three years in each province. Specific Responsibilities: The specific responsibilities of the provincial NLTA will include, but not be limited to, technical assistance/capacity building in relation to the following activities and monitoring/ quality control of the outputs:

- Facilitating function analysis and institutional assessment of the provincial and lower levels of government organisations in cooperation with national and international short-term advisers and preparation of organisational development and capacity building/training plans.

- Implementation of training and capacity development activities including purchase of equipment.

- Training needs analysis, development and implementation of training and organisational development plans in the participating NGOs/CBOs and Unions .

- Facilitating NGO/CBOs, Unions and government’s awareness raising activities and monitoring of the outcome of the campaigns.

- Training of government staff, NGOs/CBOs and Unions in the preparation of Project Concept Papers and Detailed Project Proposals and in the preparation of Management, Operation and Maintenance Plans for completed infrastructure

- Training of Commune, District and Provincial Government staff in the methodology for evaluation of project proposals


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- Training of government staff, NGO/CBO staff and Union staff in the administration of implementation projects

- Overseeing and monitoring the implementation of demonstration projects, including overseeing the administration of funds.

- Monitoring of the operation and maintenance of implemented demonstration projects and monitoring of the environmental impact of the completed projects

- Development of procedures for government and other relevant stakeholders to monitor the operation and maintenance of implemented demonstration projects and the environmental impact of the completed projects

It is likely that the participating organisations will need practical assistance and close supervision initially in the preparation of Project Concept Papers and Detailed Project Proposals and in the administration of the implementation of projects. The NLTA shall be able to work in a way that builds the capacity in the partner organisations and be able to provide ‘on the job training’. The NLTA will be employed directly under the component and will report to the national Component Director on employment matters, but will report to both the ILTA-1/Component Director and the provincial authorities for professional matters. The component will provide office equipment and running costs for an office and means of transport. Qualifications The candidate should be qualified in a social discipline (sociology or similar), planning or related discipline with five years experience in supporting and building capacity in small to medium size organisations in the environmental sector. The candidate shall have experience in financial management, training and environmental awareness raising, organisational development, demand driven approaches and community participation. The successful candidate will have credentials as a mediator and facilitator between diverse groups of stakeholders and should be fluent in English.

41

ANNEX E

MANAGEMENT PLANS FOR CROSS-CUTTING ISSUES


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Poverty

The Component is targeting the poor in densely populated areas. As such, there is a definite potential in the Component for poverty reduction by having an impact on the living conditions of poor families in the aspects of health and hygiene and the cleanliness of the living areas.

In addition, but dependent on the demand driven, participatory approach in identifying and prioritising demonstration projects at the community level, short and longer term job creation and income generation for poor people may be part of component implementation. Short-term income generation may include physical implementation of demonstration projects (such as paid labour) while longer term income generation could be related to service provision (e.g. solid waste collection) and/or production (e.g. composting at household level, separation of solid waste, etc.).

But poverty is not limited to improving income alone. The proposed process for developing a Provincial Pollution Prevention and Control Plan in densely populated areas, contained in the strategy paper prepared under Canadian financing, includes participatory establishment of the base line, identification, prioritisation and implementation of demonstration projects, and as such will contribute to less visible or less direct but important effects on (increased) self esteem, status within the society and, in the longer term, to a more assertive, self-confident population with increased abilities to manage and improve their own situation.

Gender Equality

The Component is not explicitly addressing gender issues. However, and in particular in relation to demonstration projects, participation by women in decision making in relation to needs and priorities will be strongly encouraged. Furthermore it is also envisaged that the Women’s Union will play an important role in sensitising the communities (and as such directly reaching women) in relation to environmental awareness and pollution prevention and control activities. The benefits, though presumably equally shared between men and women, may include improved health conditions that may in turn reduce the burden of women who are most often responsible for caring for the ill.

In addition – as mentioned above – specific activities may provide opportunities for income generation/employment creation that may benefit women in their own environment.

The Component will also ensure that base line data collected about environmental and social issues include gender aspects and that both men and women are encouraged to participate in project activities.

HIV/AIDS

The Component is not specifically targeting HIV/Aids however the awareness raising activities that will be undertaken during component implementation, and specifically targeting the general public in highlighting the health benefits that may result from improved environmental management will be used as an opportunity to provide information on prevention and treatment of HIV/Aids.

Environment

The Component is designed to provide support to the MONRE and DoNREs with the intention of contributing to improving pollution prevention and control measures in densely populated areas. The Component is therefore expected to have a positive impact on the environment in general (policies, legislation, economic instruments, human resource development/capacity building in environmental management at national and provincial level) and in selected parts of the country through demonstration projects that address an immediate environmental problem, provide examples of best practice that can be replicated, as well as act as learning and awareness


- 43 -

raising exercises for government staff, NGOs and the public at large. In addition, each demonstration project should include in its preparation an Environmental Impact Assessment of the proposed activities.

Democratisation

The development of a pollution prevention and control strategy in densely populated areas will contribute to democratisation as a result of the participatory and consultative processes through which it will be developed and implemented. The consultative process involves various stakeholders, citizens and other interested parties in the identification and prioritisation of environmental problems and will design transparent ways and means of allocating funds for activities.

In addition, the Component will support the ongoing decentralisation policy of the government by capacitating actors in provinces, districts and communes, contributing to a better co-ordination between the national ministries and local government. The development of the strategy, provincial plan and especially the demonstration projects is an opportunity to give a voice to the poor, and involve families and civil society in general in the consultation process.

At the community level the demand driven approach will create room for a participatory, transparent and accountable process, which will clarify the responsibilities of the stakeholders within the Commune, District and Province and at the same time respect and strengthen the established structures.

Human Rights

The Component will not directly address human rights issues but will contribute to increased awareness and participation of families and communities (and in particular the poor and poorer members of society), in partnership with the government, in dealing with environmental issues that affect their lives.

Priority Themes

Certain criteria were agreed jointly between the Vietnamese authorities and the RDE to be taken into account when determining the priorities to be addressed within the component. These were:

• Based on priorities of the NSEP

• Corresponding to the Danish framework of environmental support

• Take account of the Vietnamese MDGs and CPRGS

• Focus on pollution prevention and protection measures

• Incorporate a demand driven approach

• Incorporate overarching element of poverty and the cross-cutting issues of gender equality, good governance and environment

• Include interventions at central and local levels and address the improvements needed in both horizontal and vertical linkages

• Focus on areas of high density of population with a poverty link, which includes peri-urban and craft villages

• Avoid duplication or overlap with other donor support programmes

• Incorporation of a significant percentage of physical implementation through demand driven pilot/demonstration type activities

• Capacity development to play an important part in the Component as an integrated part of all other activities

Detailed discussion with each of the four departments within MONRE and follow up joint discussion resulted in ten areas of intervention being identified as priorities for potential attention under this component. These 10 areas of intervention corresponded well with the priorities in the


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NSEP, after those outside the frame of Danish support and being supported by others were excluded, and are summarised under:

• ICD - capacity development especially related to horizontal and vertical linkages

• DOE - legislation aspects

- economic instruments - environmental standards - community participation policy and mechanisms

• EIA - improve capacity and quality at local level - support to knowledge of environmental technologies

• VEPA

- support to inspectorate responsibilities - implementation of community participation projects (linked to intervention under DOE above) - implementation of decision 64 especially in regard to 438 priority hot spots to be attended to by 2007

Some of the above areas are also being addressed by others and therefore the focus in this component will be on the relevance to pollution control and prevention in densely populated areas. Where overlap is unavoidable coordination with other donors will be introduced. The proposed interventions provide a relevant mix of interventions at both central and local levels as well as involving a significant degree of vertical linkages all as outlined as priorities by MONRE.

45

ANNEX F

DETAILED SITUATION ANALYSIS


46

Detailed Situation Analysis

A full day meeting at each location is suggested that is conducted by the Commune Development Board (CDB), facilitated by District representatives and TWG members. During the morning session, the participatory nature of the planning process is discussed and explained to all present to ensure that the principles of participation and responsibilities of each party are well understood. All residents present are subsequently requested to correct and update the information from the CDB to compile a correct and up to date Village/Ward data base. This information is related to the social and economic situation of the village/ward and its needs and potentialities. The last part of the morning meeting is dedicated to identifying and mapping pollution issues in the village/ward, and prioritising specific issues and sites that the residents themselves perceive as most urgent to resolve. In the afternoon, all go out to inspect the pollution issue / site(s) that were topping the priority list and a brief description of the problem and its potential solution is made (including description, sketches as well as a rough cost estimate). In the evening meeting, all residents present are requested to rank all other villages/wards in the Commune in order of poverty to determine which village/ward they consider to be the poorest village/ward in the Commune, in particular in terms of living standard, infrastructure, services, etc, to inform the demonstration project selection process in relation to the poverty criterion (see also below). The CDB provides background information to all for this purpose, based on its knowledge of the other villages/wards in the Commune and documentation available. In addition, further discussion takes place on the key technical, social and financial / economic aspects of each pollution issue, and potential contributions that the village/ward and/or Commune is prepared to make towards resolving the issue. A specific baseline for future impact evaluation is also set up, specifying the social, economic and other benefits the residents expect from the specific intervention(s).

Documents

Royal Danish Embassy Danida - niaslinc.dk their responsibilities towards the environmental more effectively. ... COMPONENT IMPLEMENTATION PLAN 26 Annexes: ... PCAP …