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AFRICAN DEVELOPMENT BANK GROUP
REPUBLIC OF CAMEROON
JOINT 2015-2020 COUNTRY STRATEGY PAPER (CSP) MID-TERM
REVIEW AND COUNTRY PORTFOLIO PERFORMANCE
REVIEW REPORT (CPPR)
Country Economics Department (ECCE)
Central Africa Regional Department (RDGC)
January 2019
Translated Document
Appraisal Team
Director-General, RDGC O. DORE
Deputy Director-General, RDGC R. KANE
Country Manager, COCM S. KONE
Officer-in-Charge, ECCE F. BAKOUP
Lead Economist, ECCE H. LOHOUES
-----------------
C. N’KODIA, Country Economist, ECCE (Team Leader)
A. CISSE, Country Programme Officer, COCM
K. LUMBILA, Chief Economic Governance Officer, ECGF
Y. KONE, Regional Economic Integration Coordinator
T-D. N’DEYE, Chief Regional Financial Management Coordinator,
RDGC/COCM
P. MORE NDONG, Principal Transport Engineer, COCM
J. BISSAKONOU, Social Development Specialist, RDGC2
E. DIRABOU, YAPI; Investment Officer, (Private Sector - PINS/ AHVP),
COGA
W. DAKPO, Chief Regional Procurement Coordinator, RDGC0/ SNFO
C. DJEUFO, Procurement Officer, COCM
E. BOUNTSEBE, Water and Sanitation Specialist, RDGC.2/COCM
A. NYAGA, Rural Development Specialist, RDGC.2/COCM
Peer Review
A. DIABATE, Principal Country Economist, ECCE
J. M. DABIRE, Principal Country Economist, ECCE
A. KONATE, Principal Country Economist, ECCE
T. DAYO, Principal Country Economist, ECCE
R. DERANT LAKOUE, Senior Governance Officer, ECGF
Table of Contents
Currency Equivalents ............................................................................................................................ i
Map of Cameroon ................................................................................................................................. ii
Acronyms and Abbreviations............................................................................................................... iii
Executive Summary.............................................................................................................................. v
1. Introduction .................................................................................................................................. 1
2. Country Context and Recent Developments .................................................................................. 2
2.2 Economic Context...................................................................................................................... 2
2.3 Social Context and Cross-Cutting Themes ................................................................................. 4
3 Country Strategic Options ............................................................................................................. 5
3.1 Country Strategic Framework .................................................................................................... 5
3.2 Aid Coordination and Harmonisation Mechanisms .................................................................... 6
3.3 Bank’s Positioning and Comparative Advantages ...................................................................... 6
3.4 Strengths, Opportunities, Challenges and Weaknesses ............................................................... 6
4 2015-2020 CSP Mid-Term Implementation and Outcomes ........................................................... 7
4.1 Allocation of Bank Group Resources to Cameroon .................................................................... 7
4.2 Mid-Term Operational Programme Implementation Status......................................................... 7
4.3 CSP Mid-term Outcomes ........................................................................................................... 9
5 Bank Portfolio Performance Review ........................................................................................... 15
5.1 Bank Group’s Active Portfolio ................................................................................................. 15
6 Lessons Learned from CSP Implementation at Mid-term and Portfolio Performance Review ..... 18
6.1 Lessons for the Bank ................................................................................................................ 18
6.2 Lessons for the Government..................................................................................................... 18
6.3 Lessons for Development Partners ........................................................................................... 18
7 Bank’s Strategy for the Remaining CSP Period (2018-2020)....................................................... 19
7.1 Relevance of Strategy Pillars ................................................................................................... 19
7.2 Bank’s Assistance Strategy for the Remaining CSP Period ...................................................... 19
7.3 Bank’s Indicative Lending and Grant Programme for the Remaining CSP Period .................... 19
7.4 Country Dialogue..................................................................................................................... 20
7.5 Monitoring and Evaluation ....................................................................................................... 20
7.6 Risks and Mitigation Measures ................................................................................................ 20
8 Conclusion and Recommendation ............................................................................................... 20
LIST OF ANNEXES
Annex 1: Indicative Lending and Non-lending Programme for the 2015-2020 Period .................... I
Annex 2: 2015-2020 CSP Indicative Results-based Logical Framework ...................................... III
Annex 3: 2017-2018 Portfolio Performance Improvement Plan (PPIP) Implementation Status ..... XI
Annex 4: 2018-2019 Portfolio Performance Improvement Plan (PPIP) ...................................... XIII
Annex 5: Bank’s Portfolio in Cameroon as at 30 November 2018 (amount in UA) .................... XV
Annex 6: Cameroon’s Portfolio Performance (31 May 2018) .................................................... XVI
Annex 7: National Public Sector Portfolio Rating (June 2018) ................................................. XVII
Annex 8: Indicative Lending Programme 2017- 2020 ............................................................. XVIII
Annex 9: Cameroon - Selected Macroeconomic Indicators ....................................................... XXI
Annex 10: Cameroon – Comparative Socio-Economic Indicators ............................................. XXII
Annex 11: Bank’s Fiduciary Strategy in Cameroon .................................................................. XXIII
Annex 11-A: Bank’s Procurement Strategy .............................................................................. XXIII
Annex 11.B: Bank’s Financial Management Strategy.............................................................. XXVI
Annex 12: Climate Change and Green Growth in Cameroon .................................................. XXVII
List of Tables, Graphs and Boxes
Tables
Table 1 : Macroeconomic Indicators
Table 2 : Public Portfolio Performance Gaps (31 May 2018)
Table 3 : Regional Private and Public Sector Portfolio Performance Summary (31 May 2018)
Table 4 : Key Performance Indicator Trends Between 2015 and 2018
Graphs
Graph 1 : Protfolio breakdown by High 5
Graph 2 : Overall Portfolio Breakdown
Graph 3 : Public Sector Portfolio Breakdown
Graph 4 : Trends in Portfolio Performance Rating Between 2015 and 2018
Boxes
Box 1 - Status of implementation of Pillar I
Box 2 - Status of implementation of Pillar II
Box 3 - Presentation of the results of Pillar 1 - Focus Area I
Box 4 - Presentation of the results of Pillar 1 - Focus Area II
Box 5 - List of ongoing water and sanitation sector projects
Box 6 - Presentation of the results of Pillar II - Focus Area I
Box 7 - Presentation of the results of Pillar II - Focus Area II
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CURRENCY EQUIVALENTS (DECEMBER 2018)
UA 1 = SDR 1
UA 1 = USD 1.38
UA 1 = EUR 1.22
UA 1 = CFAF 798.78
USD 1 = CFAF 577.47
EUR 1 = CFAF 655.96
WEIGHTS AND MEASURES
1 metric tonne = 2 204 pounds 1 kilogramme (kg) = 2.200 pounds 1 metre (m) = 3.28 feet 1 millimetre (mm) = 0.03937 inch 1 kilometre (km) = 0.62 mile 1 hectare (ha) = 2.471 acres
FISCAL YEAR
1 January – 31 December
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Map of Cameroon
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Acronyms and Abbreviations
ADF : African Development Fund
AfDB : African Development Bank
AGTF : Africa Growing Together Fund
ALSF : African Legal Support Facility
ASYCUDA : Automated System for Customs Data
AVC : Agricultural Value Chain
AWF : African Water Facility
BDEAC : Central African States Development Bank
BEAC : Bank of Central African States
BTP : Construction and Public Works
CAADP : Comprehensive Africa Agriculture Development Programme
CAB : Central African Backbone
CAMTEL : Cameroon Telecommunications Corporation
CAR : Central African Republic
CBFF : Congo Basin Forest Fund
CEMAC : Central African Economic and Monetary Community
CFAF : Franc of the African Financial Community
COCM : Bank’s Country Office in Cameroon
CODE : Committee on Operations and Development Effectiveness
CPDM : Cameroon People’s Democratic Movement
CPIA : Country Policy and Institutional Assessment
CPPR : Country Portfolio Performance Review
DB : Doing Business
DIR : Directorate of Regional Integration at MINEPAT
ECCAS : Economic Community of Central African States
ECOWAS : Economic Community of West African States
EIG : Eastern Interconnected Grid
EITI : Extractive Industries Transparency Initiative
EU : European Union
FDI : Foreign Direct Investment
GDP : Gross Domestic Product
GESP : Growth and Employment Strategy Paper 2010-2020
HIPC : Heavily Indebted Poor Country
ICT : Information and Communication Technology
IDEV : Independent Development Evaluation
IGA : Income-generating Activity
IMF : International Monetary Fund
LCB : Local Competitive Bidding
LRFE : Law on the Financial Regime of the State
MDC : Multi-Donor Committee
MDG : Millennium Development Goal
MINEPAT : Ministry of the Economy, Planning and Regional Development
MINEPDED : Ministry of Environment, Nature Protection and Sustainable Development
MPC : Multi-partner Committee
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MTEF : Medium-Term Expenditure Framework
NIG : Northern Interconnected Grid
NTF : Nigeria Trust Fund
ODA : Official Development Assistance
ONACC : National Climate Change Observatory
PACCE : Competitiveness and Economic Growth Support Programme
PADY : Yaounde Sanitation Project
PAEDEP : Public Expenditure Efficiency Improvement Support Project
PAMOCCA : Cadastral Survey Project
PARETFOP : Technical Education and Vocational Training Reform Support Project
PARG : Governance Reform Support Programme
PD-CVA : Agricultural Value Chain Development Project
PEXULAB : Extreme Emergency Anti-poaching Plan
PFPF : Public Finance Partnership Framework
PFSC : Public Finance Sector Committee
PIB : Public Investment Budget
PIU : Project Implementation Unit
PNACC : National Climate Change Adaptation Plan
PNGE : National Environmental Management Plan
PNIA : Cameroon National Agricultural Investment Plan
PPP : Public-Private Partnership
PREREDT : Electricity Grid Upgrading and Extension Project
R-DWSSP : Rural Drinking Water Supply and Sanitation Project
REC : Regional Economic Community
REDD + : Reducing Emissions from Deforestation and Forest Degradation
REG : Republic of Equatorial Guinea
RGAE : General Agriculture and Livestock Census
RISP : Regional Integration Strategy Paper in Central Africa
RPP : Readiness Preparation Proposal
RWSSI : Rural Water Supply and Sanitation Initiative
SCAC : Cooperation and Cultural Action Service of the French Embassy
SDG : Sustainable Development Goal
SIG : Southern Integrated Grid
SME/SMI : Small- and Medium-size Enterprise/Industry
SU-DWSSP : Semi-Urban Drinking Water Supply and Sanitation Project
TFP : Technical and Financial Partner
UA : Unit of Account
UAM : Million Units of Account
UNDP : United Nations Development Programme
USD : United States Dollar
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Executive Summary
1. The Country Strategy Paper (CSP) for Cameroon was approved by the Bank Group’s
Boards of Directors in July 2015 (ADF/BD/WP/2015/69). The Bank’s intervention strategy in this
country is aligned with the Government’s national priorities outlined in the Growth and Employment
Strategy Paper (GESP) and is in line with the Bank’s five operational priorities: Light up and power
Africa, Feed Africa, Integrate Africa, Industrialize Africa, and Improve the quality of life for the people
of Africa. It hinges on the following two pillars: (i) Strengthen Infrastructure for Inclusive and
Sustainable Growth; and (ii) Enhance Sector Governance for Effective and Sustainable Structuring
Investments.
2. The objective of this country strategy paper (CSP) and country portfolio performance
(CPP) review is to assess the progress made in CSP implementation. It also aims to analyse the
performance of the Bank’s portfolio in Cameroon, propose strategic guidelines for the remaining CSP
period, that is 2018-2020, and carry out a general identification of projects. This exercise was carried out
in close coordination with the Ministry of Economy, Planning and Regional Development (MINEPAT),
sector ministries, civil society, specialized entities concerned by the review, the private sector and
technical development partners present in Cameroon.
3. The persistent security crises on the country’s borders and, more recently, the socio-
political crisis in the two English-speaking regions (North-West and South-West) have exacerbated
the pockets of fragility existing in the country. It is against this background that the country organized
senatorial elections in March 2018 and presidential elections on 7 October 2018 won by the incumbent
President of the Republic, Mr Paul Biya, for a seventh term of office. Legislative and municipal elections
have been postponed until 2019.
4. This CSP mid-term review is also taking place within a difficult regional context
characterized economically and financially by falling commodity prices, particularly oil prices. The
signing with the IMF in June 2017 of a three-year programme backed by an Extended Credit Facility and
by the assistance of various technical and financial partners is aimed at restoring the country’s fiscal and
external sustainability.
5. During the period under review, CSP implementation was, overall, deemed satisfactory.
Outcomes are better for Pillar I than for Pillar II, reflecting the constraints and difficulties faced
in implementing programmes and projects during the period. They also underscore the challenges
to be met during the remaining CSP period, particularly in improving sector governance and
implementing structural reforms in order to foster the creation of a greater number of decent jobs.
6. At the end of the mid-term review, the national public sector portfolio performance was
deemed satisfactory in 2018 with a score of 3.07 on a scale of 1 to 4 (compared with 3.04 during the
review conducted in 2017). However, the serious challenges and constraints identified during the CSP
design in 2015, especially delays in ratifying loan agreements, fulfilling conditions precedent to first
disbursement and implementing projects, persisted during the period under review. Overall, the
performance of private sector operations midway into implementation of the Bank’s strategy in
Cameroon is considered satisfactory. A partial foreign exchange risk guarantee (PFRG), the first
issued by the Bank, was granted for a bond issue to finance the Government’s Three-Year Emergency
Plan (PLANUT) during the 2015-2017 period. In addition, a EUR 150 million senior loan was approved
for the Nachtigal Hydro Power Project.
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7. Key Lessons Learned at Mid-term
A debt ceiling of CFAF 3,000 billion and a ceiling on disbursements for projects
financed with non-concessional resources were instituted under the three-year
arrangement signed between the IMF and the Government. They obliged the Bank to
adopt a flexible programme for some of its operations by phasing their implementation in
view of their large loan amount.
Support should continue to be provided for private sector development considering
the exogenous shocks affecting the national economy. Private sector development,
especially through continuation of the agricultural, sylvicultural, livestock and fishery
value chains development project, will help to further strengthen the resilience of the
country’s economy.
The country’s graduation to “Blend Country” status in 2014 made it possible to
mobilise significant resources and to intensify efforts to implement private sector
operations. The need to mainstream social conformity and vocational training into project
design and implementation in keeping with the Government’s recommendations will be
observed during the remaining CSP period.
8. In addition to the risks and challenges already identified at the beginning of the strategy,
there are new ones, particularly the impacts on the national economy of the security crises on the
country’s borders. They will be taken into consideration in the implementation of operations during the
remaining CSP period.
9. At the end of the review, all stakeholders agreed to maintain the two CSP pillars for the
2018-2020 period and reaffirmed the relevance of the objectives of the 2015-2020 CSP. This review
also helped to determine the strategic thrusts to be implemented during the remaining CSP period.
10. In view of the foregoing, the Committee on Operations and Development Effectiveness
(CODE) is invited to consider the conclusions of the mid-term review of the 2015-2020 CSP,
combined with the portfolio performance review of the Republic of Cameroon.
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1. Introduction
1.1 The Bank Group’s Country Strategy Paper for Cameroon covering the 2015-2020 period
was approved by the Boards of Directors in July 2015. The CSP is in line with the Bank’s Ten-Year
Strategy 2013-2022 and High5 priorities: Light up and power Africa; Feed Africa; Integrate Africa;
Industrialize Africa; and Improve the quality of life for the people of Africa. It also takes into account
the recommendations contained in the Regional Integration Strategy Paper (RISP) 2011-2017 as well as
the IDEV recommendations made following evaluation of the Bank's strategy and programme in
Cameroon between 2004 and 2013. It seeks to support Cameroon’s efforts to meet its challenges and
take advantage of its opportunities by focusing on two strategic thrusts, namely: (i) Strengthen
Infrastructure for Inclusive and Sustainable Growth; and (ii) Enhance Sector Governance for Effective
and Sustainable Transformative Investments.
1.2 The objective of this Joint CSP Mid-term Review and Country Portfolio Performance
Review (CPPR) Report is to assess the progress made in CSP implementation and the performance
of the Bank’s portfolio in Cameroon and to propose a strategy for the remaining CSP period (2018-2020).
A general project identification was conducted to obtain mature projects that can be implemented during
the remaining CSP period and within the framework of the Bank’s new intervention strategy in
Cameroon, which will begin in 2021.
1.3 This review is also taking place at a time when the Government has just prepared an
interim report on the implementation of the Growth and Employment Strategy Paper (GESP)
2010-2020. The GESP is the reference framework for Government action and for technical and financial
partners whose coordinated actions should lead to the country’s emergence by 2035. The lessons learned
from this interim report will be considered for the remaining CSP period (2018-2020). The same is true
for the lessons learned from the implementation of the Government’s Three-Year Emergency Plan
(PLANUT) 2015-2017 one of whose objectives was to accelerate the implementation of infrastructure
projects to support economic growth with a view to achieving emergence.
1.4 The mid-term review of the 2015-2020 CSP for Cameroon is taking place at a time when
the country is facing a difficult economic and financial situation due to falling world commodity
prices and security and humanitarian crises on its borders. The country is also expected to address
socio-political tensions in its English-speaking (North-West and South-West) regions. The signing with
the International Monetary Fund (IMF) in June 2017 of a three-year programme (2017-2019) backed by
an Extended Credit Facility and by budget support from technical and financial partners (French
Development Agency, European Union, World Bank and African Development Bank) aims to strengthen
the national macroeconomic framework and create conditions conducive to sustainable and more
inclusive growth.
1.5 After this introduction, this document presents, successively, the country context and recent
developments and the country’s strategic options; analyses the CSP implementation status and the results
obtained during the period under review; assesses the performance of the Bank’s operations and
programmes portfolio; presents the lessons learned from implementation of the CSP during the 2015-
2018 period, as well as the Bank Group’s strategy for the 2018-2020 period; formulates a conclusion and
recommendations for the Bank’s Boards of Directors.
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2. Country Context and Recent Developments
2.1 Political Context
2.1.1 The political situation remained stable during the first period of implementation of the
Bank’s intervention strategy in Cameroon (2015-2018). Senatorial elections were held in March 2018
and presidential elections organized on 7 October 2018 and won by the incumbent President, Mr Paul
Biya, for the 7th seven-year term. Legislative and municipal elections have been postponed until 2019.
2.1.2 Cameroon is still affected by Boko Haram terrorist group incursions into the Far-North
Region and rebel group actions in the East Region on the border with the Central African Republic
(CAR). It is now facing socio-political unrest in the English-speaking regions. These crises have had
an impact on the country’s economic situation and on the Bank’s portfolio status. They have led to an
increase in security and humanitarian spending and exacerbated the existing pockets of fragility. Most of
the Bank’s active projects are concentrated in these areas of insecurity or socio-political unrest. To
resolve these crises and restore civil peace, the Government has undertaken various mediation, dialogue
and law and order enforcement actions. Regarding the English-speaking regions, an emergency
humanitarian plan has been drawn up to rebuild the regional economic fabric, rehabilitate basic social
infrastructure and strengthen the population’s security. It comprises various economic and social
measures estimated at CFAF 12.75 billion. It will be financed by the State budget, an appeal for national
solidarity and contributions by various development partners.
2.1.3 The number of refugees in the country rose from 647,000 to 672,000 between 2017 and
2018 and is estimated at 816,000 in 2019 by the United Nations High Commissioner for Refugees
(UNHCR). To address this situation, the country has benefitted from support by the international
community. To support the Government’s efforts to assist the population affected by these crises, the
Bank awarded two grants of USD 1 million each for emergency humanitarian assistance in 2015 and
2018. The grant provided in 2015 was intended for CAR refugees in the East Region of the country and
the other provided in 2018 for Nigerian refugees in the North and Far-North Regions. To ensure better
care for refugees, the UNHCR has developed a multi-year planning approach which focuses on
humanitarian assistance and development to mitigate resource shortages and ease high socio-political
tensions in the English-speaking regions of the North-West (Bamenda) and South-West (Buea).
2.2 Economic Context
2.2.1 On the economic front,
Cameroon is still facing a difficult
economic and financial situation due to
falling world commodity prices, the
continuing security crises on its borders
and, more recently, the socio-political crisis
in its English-speaking regions. These
security and economic shocks have slowed
down the country’s economic growth rate.
However, the slowdown is moderate compared with the one observed in the economies of other CEMAC
member countries due to the greater diversification of its economy.
Table 1 : Macroeconomic indicators 2014 2017 2018(e) 2019(p) 2020(p)
GDP Growth 5.9 3.5 3.8 4.4 4.7
Real GDP growth rate per capita 3.4 1.1 1.4 2.0 2.3
Inflation 1.9 0.6 1.1 1.1 2.0
Budget balance (% GDP) -3.9 -4.9 -2.6 -2.1 -1.6
Current account (% GDP) -15.2 -2.7 -3.2 -3.1 -3.1
Sources: Data from national authorities and ECST;
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2.2.2 Economic growth, which averaged 5.8% during the 2013-2015 period, dropped to 3.5% in
2017 owing especially to a huge drop in oil production. It is expected to rise to 3.8% in 2018, 4.4%
in 2019 and 4.7% in 2020.
2.2.3 Public finances. Considering the requirements of the three-year programme (2017-2019)
signed in June 2017 with the IMF and the recommendations made at the end of its third review in
November 2018, intensified fiscal consolidation has never been more essential. Indeed, the overall
balance, which stood at -6.2% of GDP in 2016, only reached -4.9% in 2017 for a target set at -3.1% under
this three-year agreement, could reach nearly -2.6% of GDP in 2018. In view of this observation, a
supplementary budget has been established which has amended and supplemented the initial 2018
finance law. The revised budget envelope in 2018, up 3.8%, thus increased from CFAF 4,513.5 billion
to CFAF 4,689.5 billion.
2.2.4 Inflation. Inflation, which was 0.9% in 2016, and 0.6% in 2017, is estimated in 2017, 2018,
2019 and 2020 respectively at 1.1%, 1.1% and 2%. These estimates could stay below the CEMAC
3% convergence threshold.
2.2.5 Foreign sector and regional trade. Foreign trade showed a current account deficit in 2017,
which was narrower than in 2016. It reached -2.7% in 2017, against 3.3% in 2016. It is estimated at
3.2% in 2018 and 3.1% in 2019. Cameroon is a member of the two main subregional economic
communities (CEMAC and ECCAS), as well as the Lake Chad Basin Commission (LCBC), whose
treaties it has ratified. It remains one of the driving forces behind the promotion of economic integration
in the CEMAC zone, accounting for nearly 40% of its money supply and GDP. Cameroon also benefits
from its strategic geographical position, which is enhanced by the existence of road corridors linking it
to the various countries in its community space for trade.
2.2.6 Public debt. The implementation of transformative infrastructure projects financed largely
by commercial and public loans and implemented as part of the country's emergence policy has
led to strong debt growth, thus prompting prudent and more rigorous management. The debt
profile presented a high risk of over-indebtedness, according to the IMF's November 2018 assessment.
Its outstanding amount reached almost 34% of GDP (or 38% including the debt of major public
companies) in 2018 compared to 12% of GDP in 2007. The maintenance of recommended or regulated
prices, in particular that of petroleum products sold on the domestic market, in a context of rising global
prices for this resource, has led to an accumulation of contingent liabilities of public companies in this
sector. In addition, the use of an inflexible pricing structure in the main public companies is likely to
affect their financial profitability and the level of public debt. The amount of debt contracted and not
disbursed amounted to 24.7% of GDP in December 2017 compared to 20.4% in December 2016. A debt
ceiling of CFAF 3000 billion, or nearly USD 5.33 billion, as well as a threshold limit on disbursements
of projects financed from non-concessional resources, were introduced (CFAF 596 billion for 2018, or
nearly USD 1.05 billion) as part of the three-year agreement (2017-2019) supported by an extended credit
facility signed between the International Monetary Fund (IMF) and the Government in June 2017.
2.2.7 This three-year programme (2017-2019) worth SDR 483 million, or about USD 666.2
million is in keeping with the CEMAC Economic and Financial Reform Programme (PREF-CEMAC)
approved by CEMAC Heads of State and managers of regional institutions at an extraordinary summit
in December 2016 in Yaounde, Cameroon. Its objectives are to strengthen national macroeconomic
frameworks by restoring fiscal and external sustainability. It is also expected to contribute to replenishing
the reserves of their monetary cooperation zone by making adjustment efforts and implementing
structural reforms to create conditions for sustainable and more inclusive growth. This three-year
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programme is also backed by budget support from technical and financial partners (French Development
Agency, European Union, World Bank), including the African Development Bank, which has disbursed
a first tranche of UA 150 million under a three-year programme-based support operation (2017-2019),
the Competitiveness and Economic Growth Support Programme (PACCE).
2.2.8 The objective of this three-year programme is to: (i) consolidate the State’s budget position
by streamlining public expenditure to generate the fiscal space needed to finance priority investments;
(ii) create conditions conducive to sustainable and inclusive growth by strengthening the governance and
competitiveness of productive sectors through road and energy infrastructure efficiency and quality
enhancement; and (iii) improve the country’s legal, regulatory and institutional environment. At the
regional level, given the importance of the Cameroonian economy in the CEMAC zone, the financial
support provided to this reform programme will also help to: (i) adjust CEMAC member countries’
internal and external accounts and broaden the fiscal space needed to revive their economies; (ii) maintain
CEMAC’s external stability; and (iii) preserve CEMAC’s monetary system and maintain the parity level
between the euro and the CFAF franc. However, the restoration of macroeconomic stability within the
sub-region will depend on CEMAC member countries’ capacity to continue to implement an in-depth
reform programme in a concerted manner.
2.3 Social Context and Cross-Cutting Themes
2.3.1 Poverty and quality of life: Low inclusive economic growth continues to impede social
progress. Regarding the Human Development Index (HDI), Cameroon was ranked 151st out of 189
countries in 2018 and 21st in Africa. According to the Fourth Cameroon Household Survey (ECAM-4)
conducted in 2014, the incidence of poverty was 37.5% in 2014, as against 39.9% in 2007, 40.2% in
2001 and 53% in 1996, that is a decrease of 2.4 percentage points between 2007 and 2014. This most
recent assessment of poverty in Cameroon reveals that the decrease observed fell short of the Millennium
Development Goals (MDGs) target. This decrease is still well below that which is necessary for the target
set in the Growth and Employment Strategy Paper (GESP) which is a poverty rate of 28.7% in 2020. To
achieve this target, it would be necessary to attain an annual average real GDP growth rate of more than
7%. Given the prevailing economic and financial situation at the national and regional levels, this
objective seems difficult to achieve.
2.3.2 The inability to achieve the MDGs (except the education target) in 2015 reflects the social
challenges facing the country. The low inclusion observed is also reflected in wide spatial poverty
disparity and substantial inequalities in terms of consumption and employment. In addition, the effects
of the socio-political crisis in the English-speaking regions, coupled with the problems of insecurity in
the East, North and Far-North Regions of the country, have worsened the state of vulnerability, due
particularly to low access to social services (education, health and nutrition). The security efforts made
by the Government to maintain political and social stability also have an impact on the amount of
budgetary resources allocated to the social sectors.
2.3.3 The new national poverty survey, which will be launched in 2019, will help to better
identify changes in the poverty profile, and to prioritize and contextualize the actions to be
implemented to address this challenge. It will also help to better address climate change issues facing
the country given the important role agriculture plays in its economy. During the period under review,
the Government took measures to ensure environmental restoration and conservation, particularly in the
timber sector. Cameroon has ratified the Paris Agreement which is a global agreement on climate change
and pledged at COP 21 to reduce its greenhouse gas emissions by 32% by 2035.
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2.3.4 Energy: In order to reduce the infrastructure deficit in the energy sector, increase installed
capacity by nearly 1,300 megawatts, support constantly growing demand and make it a key export
sector, the Government has implemented various power generation projects. The construction of
new hydroelectric dams is expected to generate an additional 750 megawatts of electricity in the short
term, with the objective of increasing the total electrification rate to 75% and the rural electrification rate
to 20% in 2030 from the current 57% and 19% respectively.
2.3.5 Governance: Progress in strengthening governance is necessary to support sustainable
growth. The Mo Ibrahim Index of African Governance (IIAG) and the Ease of Doing Business Index
confirm the urgent need to implement targeted reforms to consolidate the governance progress made so
far (in 2018 Cameroon scored 46.2 on 100 points in terms of global governance and was ranked 36th out
of 54 countries in Africa in 2018). In October 2013, Cameroon also acquired the status of Extractive
Industries Transparency Initiative (EITI)-compliant country. Notwithstanding this progress, the business
environment remains unattractive. In the World Bank 2019 Doing Business ranking, Cameroon lost 3
spots, moving from the 163rd position to the 166th out of 190 countries and remains, therefore, the first
CEMAC member country regarding the business climate. The main impediments concern the lack of
access to credit by SMEs/SMIs, legal uncertainty, weak trade justice and high cost of factors of
production. According to Transparency International’s Corruption Perceptions Index (CPI), the country
dropped from the 145th position in 2016 to the 153rd position in 2017 out of 180 countries1. Concerning
public finance management reforms, major challenges, particularly in terms of domestic resource
mobilization, persist.
3 Country Strategic Options
3.1 Country Strategic Framework
3.1.1 The Growth and Employment Strategy Paper (GESP-2010-2020), a ten-year iteration of
the country's 2035 vision, remains to this day the country's strategic development framework and
the reference for all its development partners. Its objective is to create the conditions for inclusive and
sustainable growth, in particular through the implementation of transformative projects in key sectors of
the national economy. Considering that the progress made in the implementation of this strategy was
inadequate for Cameroon to achieve economic emergence by 2035, the Government implemented the
three-year Emergency Plan for Accelerated Growth (PLANUT) for the 2015-2017 period. The actions
taken by the Government through this plan aim to better prioritize the GESP projects, to raise their
investment rate as well as that of the execution of the public investment budget.
3.1.2 Dialogue with the Government was further strengthened by the visit of the President of
the African Development Bank Group and of the Director-General of the Central Africa Region. These visits helped to strengthen cooperation ties between the Bank and Cameroon and the performance
of the country’s portfolio. One of the focus points of these visits is the Bank’s support for the
implementation of the GESP through its five operational priorities (High 5s). The new analytical works
carried out such as the Study on the Sustainable Industrialization of the Timber Sector in Congo Basin
Countries (accompanied by a monograph on Cameroon) will help to deepen dialogue so as to design
1 The non-ratification of the African Union Convention on Preventing and Combatting Corruption, the non-application of Article 66 of the Constitution
on the declaration of property and assets, the non-criminalization of illicit enrichnment and non-protection of whistle-blowers, anti-corruption activists,
investigators and journalists reporting cases of corruption are the main reasons why Cameroon occupies the bottom rungs in Transparency International’s
rankings.
6
operations in this domain during the remaining CSP period, but also within the framework of the Bank’s
new intervention strategy in Cameroon which will begin in 2021.
3.2 Aid Coordination and Harmonisation Mechanisms
3.2.1 The Bank, through its Country Office (COCM), maintains high-level and continuous
dialogue with Cameroon’s other Technical and Financial Partners (TFP) laying particular
emphasis on the improvement of aid coordination mechanisms. It is a member of the group which
includes G82 member countries and Cameroon’s top six TFPs (G8 + 6). As a member of the Multi-Partner
Committee (MPC), the Bank participates actively in thematic working groups that serve as platforms for
discussions and harmonisation of the activities of development partners in Cameroon. Since 2014, it is
leader of the Transport Sector Committee (TSC) in which it also plays a key role in mobilizing co-
financing for its operations and conducting dialogue.
3.2.2 Dialogue with technical and financial partners made it possible to further the reform
programme, particularly regarding public finance, during the period under review. During the
close to five-year period it was Public Finance Sector Committee (PFSC) leader, the Bank contributed
to strengthening dialogue between the country and donors on governance issues, particularly the
implementation of a public finance modernization plan. The Bank also plays a leading role in supporting
structural reforms under the budget support operations initiated in 2017, in close collaboration with its
sister institutions. The reforms are aimed at strengthening public finance sustainability and creating
conditions conducive to strong economic growth backed by the private sector.
3.3 Bank’s Positioning and Comparative Advantages
3.3.1 The Bank remains the country’s key strategic partner in view of the size of its portfolio
and the concentration of its projects in strategic and transformative sectors of the Cameroonian
economy such as agriculture, energy, transport/ICT, governance and the private sector. The
upcoming establishment in Yaoundé of the headquarters of the General Directorate for Central Africa
should provide even more opportunities to strengthen cooperation between the Bank and Cameroon and
the Central African region in general.
3.4 Strengths, Opportunities, Challenges and Weaknesses
3.4.1 Camaroun's main strengths and challenges remain broadly the same as those identified
during the preparation of CSP 2015-2020, particularly in terms of regional integration, structural
infrastructure allocations, economic diversification, governance and reforms. Regarding portfolio,
the Bank’s presence on the ground enables it to maintain a close relationship with the Cameroonian
authorities and Project Implementation Units (PIU) in order to ensure smooth project implementation.
This dialogue was very active during the Bank President’s visit in December 2016, which helped to
further enhance the quality of dialogue with the country, increase the visibility of the Bank’s actions in
terms of achievements through its projects and programmes and raise awareness in the country on its
agenda for Africa.
3.4.2 The general identification of projects conducted by the Bank during the mid-term review
whose information sheets will be sent to it by the Ministry of the Economy, Planning and Regional
Development (MINEPAT), will help to create a pipeline of mature projects which can be implemented
2 These are the countries in this group: France, the United States, the United Kingdom, Russia, Germany, Japan, Italy, the United Kingdom and Canada.
The dialogue takes place through their representation in Cameroon.
7
during the remaining CSP period. The selection of the projects identified will take into account the new
recommendations made by the Government in 2018 concerning project maturation to further strengthen
its operational programme and strategic partnership with the country.
4 2015-2020 CSP Mid-Term Implementation and Outcomes
4.1 Allocation of Bank Group Resources to Cameroon
4.1.1 The graduation of Cameroon to “Blend Country” status on 1 July 2014 enabled it to
benefit from substantial resources which have had a leverage effect in project financing and produced
the expected co-financing outcomes for both public and private sectors between 2015 and 2018.
Graduation of the country’s financial status increased the total amount of Bank commitments from UA
619.44 million in 2014 to nearly UA 1,121.06 million as at 31 May 2018. It was even expected that the
country’s financial status would once again change to that of “ADB-only Country” after a three-year
transition period. This could not happen because of a gloomy national economic and financial context
and the country’s debt profile.
4.1.2 In addition to these resources, those from the three cycles of the concessional window of
the African Development Fund (ADF), ADF-13 (2014-2016) and ADF-14 (2017-2019) mobilized to
finance the operations envisaged under 2015-2020 CSP implementation, those from the trust funds
managed by the Bank and the regional budget devoted to multinational projects under the ADF window
amounted to UA 50.16 million at 31 May 2018. In November 2017, the Board of Directors of the African
Development Bank Group (AfDB) approved a EUR 150 million senior loan through its private sector
window to finance the 420-MW Nachtigal Hydro Power Project within the framework of a public-private
partnership (PPP).
4.2 Mid-Term Operational Programme Implementation Status
4.2.1 The operational programme implementation regarding national, regional and non-
lending operations was moderately satisfactory. As a reminder, the indicative lending programme
under the 2015-2020 CSP comprised nineteen (20) operations, fifteen (15) of them national projects (12
under Pillar I and 3 under Pillar II) and five (5) regional projects in the agricultural infrastructure, energy,
telecommunication, transport and road corridor sectors.
4.2.2 Regarding Pillar 1, its implementation status is set out in the bow below
Box 1 – Status of Implementation of Pillar I
The implementation of operations under this pillar has been satisfactory.
Five out of the twelve national operations envisaged for the 2015-2020 period were approved at mid-term of the
strategy.
Graduation of the country’s financial status helped to mobilize more resources to finance new operations, especially
under this pillar in line with the Bank’s new priorities and those of the country
8
4.2.3 Regarding Pillar II, its implementation status is set out in the bow below.
Box 2 – Status of Implementation of Pillar II
The implementation of Pillar 2 operations is considered moderately satisfactory.
The delay in the implementation of the institutional support programme developed under the CSP was due to failure
to sign the Public Expenditure Efficiency Improvement Support Programme I and II (approved in 2016) which was
the lone operation envisaged in this sector. This programme will be redesigned to better respond to the country’s new
public finance challenges. Persistent economic and financial difficulties related to falling oil prices which began in
2014 and difficulties associated with the actions of the Boko Haram sect have negatively impacted the country’s
economic performance.
To support the Government’s efforts to stabilise its macroeconomic framework and strengthen the governance and
the competitiveness of productive sectors (transport, energy and agriculture), the Bank, in November 2017, approved
the first tranche worth EUR 180 million of an ADB loan to finance a programme-based budget support operation,
the Competitiveness and Economic Growth Support Programme (PACCE), during the 2017-2019 period.
A new EUR 150 million budget support operation is being prepared for 2018.
4.2.4 The four private sector operations envisaged under the CSP are being implemented. In
2015, the Bank implemented a partial foreign exchange risk guarantee (PFRG) project. It was the very
first guarantee to be granted by the Bank Group in this sector. It helped to provide a guarantee for a EUR
500 million loan operation. This helped to reduce the cost of an exchange rate hedge for a bond issue to
finance the Government’s Three-Year Emergency Plan (PLANUT) during the 2015-2017 period. The
Nachtigal Hydro Power Project implemented within the framework of a public-private partnership for an
amount of EUR 150 million approved in November 2017 helped to strengthen one of the Bank’s five
new strategic thrusts (High 5s) in Cameroon, namely: Light up and power Africa.
4.2.5 The implementation of the regional operations programme at mid-term was satisfactory. Three of the five regional operations have already been approved. These are the Chad-Cameroon Railway
Feasibility Study; the Ketta-Djoum Road Project – Phase 2 (Cameroon-Congo) and the Chad-Cameroon
Electrical Grid Interconnection Project. The appraisal of the Cameroon-REG Regional Project: Bridge
over River Ntem could be appraised in 2020. To strengthen the Sub-regional Transport Facilitation
Programme, a decision was taken to build a second bridge over the Logone River between Yagoua
(Cameroon) and Bongor (Chad) within the framework of CSP implementation, a project which was
approved on 11 December 2017 by the Bank’s Board of Directors, and to implement the Youth and
Women’s Socio-economic Reintegration Support Project in the Lake Chad Basin in 2018.
4.2.6 The implementation of the activities of the non-lending programme is considered
satisfactory. Their outcomes will be capitalized on and reflected in the design of the operations
envisaged during the remaining CSP period. Though studies on the design of Cameroon’s Agricultural
and Rural Statistics Strategic Plan (PSSAR) and on growth-bearing agricultural sectors were carried out
on time, those relating to factors of fragility in Cameroon, the preparation of a methodological guide
mainstreaming the gender dimension and protection floor for jobs have made significant progress. The
recommendations of the three public expenditure reviews conducted in the areas of transport, energy,
public investment management and information system finalised in 2014 and 2015 helped to identify a
reform programme and prepare an institutional support operation (PAEDEP) and the programme-based
support operation (PACCE) for a three-year period whose first loan tranche was disbursed in 2017.
9
4.3 CSP Mid-term Outcomes
4.3.1 The assessment and evaluation of CSP implementation outcomes is based mainly on the
results-based framework matrix. They also take into account the outcomes of ongoing operations. The
objectives of the actions envisaged under Pillar 1 are to develop agricultural and transport/ICT and
energy infrastructure through two sub-pillars, namely: Develop agricultural value chains (AVCs) and
diversify sources of growth, and Improve competitiveness and increase regional trade.
4.3.2 The implementation of ongoing projects and those approved during the period under
review, namely the Support Project for the Production of Basic Seeds at IRAD, the Agricultural Value
Chain Development Project (oil palm, pineapple and plantain) approved in January 2016 and the
Grassfield II Project (potato and coffee) helped to achieve these outcomes by targeting agropastoral and
piscicultural sectors. The PD-CVEP-1 Livestock Production, which was approved on 12 September
2018, focuses on the cattle, porcine and piscicultural sectors. It is consistent with the CSP and will help
to consolidate the outcomes achieved so far during the remaining CSP period.
4.3.3 Sustained efforts have also been made to open up production basins (300 kilometres of rural
roads in four production basins in the North-West Region are under construction with 178.8 kilometres
of them completed). To facilitate the conservation and marketing of produce, 7 warehouses and 10
markets have been built. In order to promote regional development, alleviate poverty and strengthen
resilience to food insecurity, the Bank’s operations will gradually cover the entire national territory (large
production basins, as well as the disadvantaged regions of the country).
4.3.4 Concerning the organization of producers, operational strategies focused mainly on the
empowerment of joint-trade organizations. Accordingly, the positions of economic operators in the
coffee, pineapple and oil palm sectors have been strengthened. Regarding support for the development
of agricultural value chains (AVCs), the Bank has allocated about CFAF 11 billion through the
Agricultural Value Chain Development Project (PD-CVA) to: (i) refinance microfinance institutions
(MFIs) through a commercial bank; and (ii) provide partial risk guarantees to encourage commercial
banks to provide financial support to agricultural entities (SMEs/VSEs and cooperatives). The Bank has
also contributed to financing public and private facilities necessary for the development of priority
agricultural sub-sectors. During the period under review, it also contributed to building the capacity of
actors/producers, better structuring joint-trade organizations, and promoting technological innovations
by providing targeted support to IRAD for the implementation of the National Seed Programme (coffee-
cocoa, rubber, oil palm, maize, yam, cassava, plantain, potato, sorghum and fry).
10
Box 3 - Presentation of the results of Pillar I - Focus Area I Pillar 1: Strengthen Infrastructure for Inclusive and Sustainable Growth (Agriculture) – “Develop agricultural value chains and diversify sources of growth” Outcomes
Indicators Envisaged at Mid-term Achieved at Mid-term Ongoing Projects
- Number of production basins
and kilometres of rural roads
4 production basins are accessible and 300 kilometres of rural roads are built and/or reshaped.
4 production basins are opened up and 178.8 kilometres of rural roads are fully completed.
Projects approved at mid-term of CSP implementation: (i) Agricultural Value Chain Development Project – Phase I (PD-CVA-1).
- Incomes of the population
The income of the rural population, particularly women, is increased by 10%.
10% in the four basins. Ongoing projects: (i) Grassfield II
- Number of agreements signed
for the setting up of processing plants
Agreements have been signed with operators for the setting up of coffee, palm oil, timber, plantain, cassava, cocoa and milk processing units and 3 units are effectively set up and operationalized.
1 agreement signed for the procurement and installation of a coffee roasting plant in Bamenda (NWCA). 2 plantain chip and 2 pineapple juice processing units are operational.
Projects under study: (i) Livestock and Fish Farming Value Chain Development Project – Phase I (PD-CVEP-1 Livestock Production).
4.3.5 However, there are still major challenges to be met to enable this key sector of the
Cameroonian economy to further contribute to creating wealth, namely: (i) improvement of
agricultural sub-sector productivity and competitiveness; (ii) greater access by SMEs and farmers to bank
loans; (iii) greater processing of agricultural commodities and other natural resources (especially timber
resources); (iv) supply of energy to rural areas; (v) opening up of production basins; (vi) better integration
of youths into agricultural sub-sectors.
4.3.6 There are also challenges to be addressed in the development of road transport and the
digital economy. Significant outcomes were obtained during the period under review in these two
sectors. Regarding the outcomes of Bank-funded projects in the road sector, 154 kilometres of
roads/urban road networks were effectively tarred, contributing to increasing the length of tarred roads
by 4% (excluding multinational corridors), 60 kilometres of rural roads were developed, 151 kilometres
of roads linking the countries of the region were tarred, helping to increase the regional road network by
10%, and a joint border checkpoint was constructed between Cameroon and the Republic of Congo. This
notwithstanding, these operations are implemented within a framework marked particularly by
inadequate: (i) coordination of operations between sub-sectors or within the same sub-sector; and (ii)
financial resources relative to needs.
4.3.7 Major studies to be conducted during the second phase of CSP implementation are
expected to contribute to improving the transport network. These include the road sector institutional
reform study, the study on the establishment of a sustainable road maintenance management and
financing system and the study on the design of a framework for the establishment of public-private
partnerships in the transport infrastructure sector.
4.3.8 The implementation of the Central African Backbone Project (CAB) has contributed to
developing the digital economy. This sector is still one of the key drivers of Cameroon’s economic
emergence by 2035 based on the thrusts of the “Strategic Plan for a Digital Cameroon by 2020”. The
Government intends to increase the sector’s contribution from 5% to 10% of GDP and the number of
direct jobs created from 10,000 to 50,000 between 2016 and 2020. There are also plans to increase the
household internet access rate from 6% to 20% over the same period and that of broadband internet
access in major enterprises to 95% in 2020.
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Box 4 - Presentation of the results of Pillar I - Focus Area II Pillar 1: Strengthen Infrastructure for Inclusive and Sustainable Growth (Transport – ICT – Energy) – “Improve competitiveness and increase
regional trade”
Outcomes
Indicators Envisaged at Mid-term Achieved at Mid-term Ongoing Projects
Transport
Number of kilometres of
tarred roads
The length of tarred roads is increased by
5% and regional trade by 10%. At least
100 kilometres of roads/urban road
networks are tarred and 200 kilometres of
feeder roads are developed in the South-
West and Adamawa Regions and in Mbam
et Kim Division.
154 kilometres of roads/urban road
networks are tarred in the South-
West Region and 60 kilometres of
feeder roads are developed in the
South Region.
Projects approved at mid-term of
CSP implementation: (i) Road
Programme 2: Yaounde-Bafoussam;
(ii) Ketta-Djoum Corridor 2; (iii)
Logone Bridge .
Number of checkpoints built 1 checkpoint is built between Cameroon
and Chad and Yaounde is linked to
Brazzaville and N’djamena.
1 checkpoints is built between
Cameroon and the Republic of
Congo.
Ongoing projects: (i) Kumba-
Mamfe Road Project; (ii) Road
Programme 1: Batchenga-Lena; and
(iii) Bamenda-Enugu Corridor.
% of the regional road
network and cross-border
backhaul links improved
15% of the regional road
network and cross-border
backhaul links is improved.
10% of the regional road
network and cross-border backhaul
links is improved.
ICT
0% optical fibre cable
installation under the project
30% optical fibre cable installation on the
layout of the five road links concerned by
the project underway
Imminent launching of optical fibre
cable installation works.
Project approved at mid-term of
CSP implementation: (i) Central
African Backbone (CAB), Project,
Phase I.
Establishment of a hybrid
mail system
The hybrid mail system is established and
implemented by CAMPOST.
The hybrid mail and electronic
document management (EDM)
systems are being implemented.
Provision of training Training of hybrid mail system users
within CAMPOST.
The training of trainers in ICTs is
ongoing.
Energy
% of execution of works
[...]% of construction works on the power
plant at toe and the discharge station of the
Lom Pangar hydroelectric dam is
completed.
Construction works were launched
on 20 September 2018 and are
expected to be completed in 32
months. The commissioning of the
structures is scheduled for May
2021.
Ongoing projects: (i)
Electric Power Transmission and
Distribution Systems Upgrading and
Extension Project (PRERETD); and
(ii) Lom Pangar Hydro Power
Project (PAHLP).
[...]% of the rehabilitation and extension of
electric power transmission and
distribution systems (PRERETD project)
is completed.
The status of execution of works is
estimated at 60%
[...]% of the Cameroon-Chad electrical
grid interconnection is completed.
The project has not yet been
launched. The financing package
and the signing of financing
agreements are pending.
New projects: (i) Cameroon-Chad
Electrical Grid Interconnection
Project (PIRECT).
4.3.9 Concerning water and sanitation, two major projects were closed in December 2016 and
September 2018 respectively. These are the Rural Drinking Water Supply and Sanitation Project (R-
DWSSP) and the Semi-Urban Drinking Water Supply and Sanitation Project (SU-DWSSP). These
projects, whose impacts on the beneficiary population in rural and urban areas are visible, supported the
Government’s efforts in the drinking water supply and sanitation infrastructure sector. However, this
sector is still facing serious challenges, namely to: (i) increase the drinking water access rate from 55%
to 75% and that of sanitation from 17% to 40% by 2025; (ii) improve sector governance; and (iii) ensure
the sustainability and maintenance of the facilities built and guarantee integrated water resources
management. Accordingly, like other TFPs, the Bank should reposition itself in this sector to make its
actions even more visible.
4.3.10 The implementation of the Yaounde Sanitation Project (PADY 2) has also contributed to
improving the health of the population and reducing urban poverty by mitigating the effects and
consequences of floods which affect socio-economic activities in the capital and its outlying
neighbourhoods. The first phase of this project has helped to reduce the number of annual floods in the
12
centre of the town from 15 to 3 with its resultant positive impacts. The second phase, which is ongoing,
will help to improve sustainably the sanitation, hygiene and health conditions of the inhabitants of
Yaounde.
4.3.11 Other AfDB projects under study are intended to achieve the same objectives. The Bank
recently approved two projects in the water and sanitation sector, namely: (i) the project to mobilize and
harness stormwater through the construction of hillside water storage reservoirs in the North Region
(PEMVEP) which will mainly consist in carrying out studies on the mobilization and harnessing of
stormwater to reduce poverty and the effects of drought within the context of climate change; and (ii) the
project to carry out studies on and prepare the Rural Drinking Water Supply Programme.
Box 5 : List of Ongoing Water and Sanitation Sector Projects DWSS Project in 60 Localities IsDB
Project to Supply Drinking Water in Yaounde from River Sanaga Chinese Cooperation
Douala City Rainwater Drainage Project (second generation C2D) French Cooperation - CDD
Yaounde Sanitation Project – Phase 2 (PADY 2) AFD - AfDB
Douala Infrastructure Project (roads, road networks, sanitation) AFD
Urban and Water Supply Sector Development Project (DWSS, road network) World Bank
Cameroon Sanitation Project World Bank
Community-Led Total Sanitation Project (CLTS) and Formulation of Water Policy UNICEF
4.3.12 In contrast, the outcomes in the energy sector are considered modest, as shown in the table
above. This is due to delays in the construction of the Lom Pangar hydroelectric dam foot plant and
spillway and in the rehabilitation and extension of power transmission and distribution systems
(PRERETD).
4.3.13 Overall, the outcomes of regional operations are deemed satisfactory. Completed and future
operations can contribute to promoting trade. They will improve the competitiveness of the country and
the sub-region. Examples of projects for the remaining CSP period include the Chad-Cameroon Electrical
Grid Interconnection Project, the Project for the Construction of a Bridge over River Logone and the
Ring Road Project.
4.3.14 The objectives of the actions envisaged under Pillar 2 were to strengthen sector governance for
the effectiveness and sustainability of structuring investments through two sub-pillars: Improve sector
governance and enhance public expenditure effectiveness and strengthen the strategic management of
urban development. The outcomes of both sub-pillars at mid-term are considered moderately satisfactory.
4.3.15 Concerning the sub-pillar “Improve sector governance and enhance public expenditure
effectiveness”, a governance-related project comprising two phases was envisaged under this
strategy. This is the Public Expenditure Efficiency Improvement Support Project (PAEDEP – Phases I
and II). This project, which was approved by the African Development Bank’s Boards of Directors in
November 2016, was cancelled with the aim of structuring it in light of the new public finance challenges
facing the country.
13
Box 6 - Presentation of the results of Pillar II - Focus Area I Pillar 2: Strengthen Sector Governance to Enhance the Efficiency and Sustainability of Transformative Investments - “Improve sector governance and enhance public expenditure effectiveness”
Outcomes
Indicators Envisaged at Mid-term Achieved at Mid-term Ongoing Projects
Number of training sessions
Establishment of a second generation road fund
The specifications for the establishment of an integrated public finance management system are adopted.
[X] out of [Y] ministries have sector strategies
The programme budgets of [X] out of [Y] ministries are prepared in line with sector strategies and materialized by PAPs and MTEFs
A programme to train the entities of MINFI and
MINEPAT is adopted and training has begun
A training programme of CONSUPE and the Audit
Bench is adopted and training has begun
MINEPAT’s computerized master plan is
consistent with that of MINEFI
A framework for coordinating the implementation of the financial information system is adopted and
operationalized
Start-up of implementation of the Energy Plan in the Ministry of Energy and Water Resources (MINEE), the Transmission Network Operator (TNO), the Electricity Sector Regulatory Agency
(ARSEL) and the assets company (EDC)
The Second Generation Road Maintenance Fund is
established.
Start-up of implementation of the Transport Plan in the Ministry of Public Works (MINTP)
Most of these activities were implemented by the Government with the financial backing of the Bank’s sister institutions because the Public Expenditure Efficiency Improvement Support Project
(PAEDEP), which would have helped to implement them, was cancelled. It has been restructured in light of new public finance
challenges.
A reform plan involving all partners, which reflects the recommendations of the last PEFA, will be established. It plans, among other things, to include the activities that have not been implemented under this
project.
Just like the institutional project which will be implementation by the Bank in 2019 to support our budget support operations, it will
address these issues, in close collaboration with other development partners.
4.3.16 On the other hand, the Bank implemented a programme-based support operation backed
by reforms, particularly agricultural and energy sector reforms. The first phase of this budget
support operation worth UA 150 million was approved by the Bank’s Boards of Directors in 2017. A
new operation is being prepared. The continuation of these reforms under the ongoing economic and
financial programme signed between the Government and the IMF in June 2017 will help to ensure the
sustainability of the investments made and the benefits of budget support operations.
4.3.17 The outcomes of the operations implemented under the sub-pillar entitled “Strengthen the
strategic management of urban development” have so far been insignificant. The same applies to
most of the actions implemented under the strategy’s cross-cutting thrust, particularly the one relating to
financial development and capacity building in human resources management. No project was
implemented in this domain during the period under review.
14
Box 7 - Presentation of the results of Pillar II - Focus Area II Pillar 2: Strengthen Sector Governance to Enhance the Efficiency and Sustainability of Structuring Investments – “Strengthen the strategic management of urban development”
Outcomes
Indicators Envisaged at Mid-term Achieved at Mid-term Ongoing Projects
Number of studies carried out
Number of training sessions
The feasibility studies for the establishment of urban planning agencies in the Yaounde and Douala City Councils have been finalized.
The implementation of the Urban Infrastructure Rehabilitation and Extension Programme is in progress in seven urban centres and regional towns, including Yaounde, Douala and the towns already covered by PAMOCCA.
The programme to build the institutional and technical capacity of the Yaounde and Douala City Councils and five regional urban centres and towns is launched.
Ongoing studies
- Town Planning Master Plans for Garoua and Maroua designed;
- Study on the design of the national land register conducted and report available.
PAMOCCA’s achievements
- Cameroon’s geodesic network is increased through the installation of 557 boundary pillars in the towns of Yaounde, Douala, Garoua and Maroua;
- Digitalisation of land titles is ongoing;
- The design of digital cadastral plans is ongoing;
- The technical facilities of cadastral services and city councils of Yaounde, Douala, Garoua and Maroua are improved;
- The training programme of topographical engineers and technicians of the National Advanced School of Public Works is revised;
- The capacity of sector actors is built in the use of regional planning and management tools as well as in land management; 222 new senior officers are trained at the National School of
Administration and Magistracy;
- The website of the Land Transactions One-Stop Shop is established, ww.guft.cm.
Ongoing projects:
The Batchenga-Ntui-Yoko-Tibati-Lena Road Project: (including an urban development support component).
Support Project for Modernization of the Land Registration
System and Business Climate (PAMOCCA) – Phases I and II.)
4.3.18 The continuation of operations in the private sector and the development of financial
services will contribute to improving the country’s business climate and attractiveness. After
completing the Limbe and Kribi Shipyard and Engineering complexes and a major project in the energy
sector (Dibamba Power Development Corporation (KDC – Phase 1) under previous country strategy
papers, the Bank participated in the financing of the Nachtigal Hydro Power Project during the period
under review. The Support Project for Modernization of the Land Registration System and Business
Climate (PAMOCCA), which aims to improve governance in land titling and to conduct
training/sensitization on land transaction procedures, contributed to improving the business climate. A
project to grant partial credit risk guarantee was implemented through the Bank’s private sector window
within the framework of the Eurobond issued by the Government. The Bank also made a lot of efforts to
address issues related to inclusive finance and migrant remittances. Two studies have been carried out to
this end3 in 2018.
4.3.19 The first mid-term outcomes of the implementation of the Bank’s intervention strategy in
Cameroon during the 2015-2020 period under Pillars I and II highlight the need to quicken the
3 Name of the two studies: “A Systematic Approach to Supporting Diaspora Investment” and “Undertanding the Opportunities and Risks of Digitization on
the Remittance Market in the West African Economic and Monetary Union (WAEMU) and the Central African Economic and Monetary C ommunity
(CEMAC)”.
15
pace of implementation of ongoing projects. The Bank’s support focused on the development of the
priority agro-sylvo-pastoral and fishery sectors, particularly the development of production, processing
and marketing facilities, support for the structuring of joint-trade organizations, agricultural research,
youth entrepreneurship in agriculture and agro-business and the establishment of appropriate financing
mechanisms. The debt ceiling of CFAF 3 000 billion instituted under the three-year arrangement (2017-
2019) signed between the IMF and the Government obliges the Bank to adopt a more flexible approach
to the implementation of its operations during the remaining CSP period, notably by phasing them and
intensifying dialogue with the Government. It is also necessary to mobilize more financing, especially
from the private sector, resort to the use of PPPs in order to better diversify the country’s sources of
economic growth.
4.3.20 This positioning will further strengthen the alignment of the operations to be implemented
with the Bank’s new priorities and the Growth and Employment Strategy Paper (GESP – 2010-
2020). It is worth noting that the operations implemented under the two pillars considered the
recommendations formulated by IDEV during the review of the Bank’s intervention strategies in
Cameroon from 2002 to 2012, particularly those that aimed to strengthen private sector operations, sector
governance, the capacity of local enterprises, the sustainability of investments (transport and energy) and
sustained co-financing. They also took into account the gender dimension just like in the Transport sector
which have laid special emphasis on income-generating activities and capacity building to further
enhance women’s and youth economic empowerment.
5 Bank Portfolio Performance Review
5.1 Bank Group’s Active Portfolio
5.1.1 The Bank’s portfolio in Cameroon as at
30 November 2018 comprised 23 operations for
total commitments of UA 1,121.068 million (that is
CFAF 875.5 billion) bro ken down as follows: UA
997.42 million for the public sector (19 projects,
including 14 national and 5 regional projects) and
UA 123.64 million for the private sector (4 projects).
The financing of the public portfolio is broken down
between the following sectors: transport/ICT 63%;
governance 16%; agriculture and environment 10%;
energy 8%; and water and sanitation 3%. The
distribution of the portfolio by sector is consistent with the Bank’s five operational priorities (High 5)
and aligned with the strategic thrusts in Cameroon; and additionally with the country’s priorities.The
breakdown of the overall and public portfolios is presented in the graphs below.
72%
17%
11%
Graph 2: Breakdown of the Overall
PortfolioPublic national
Public multinational
Secteur privé
16%0%
63%
3%
8%10%
Graph 3: Breakdown of the Public PortfolioGouvernance
Urgence
Transport / TIC
Eau-Assainissement
51%
8%10%
3%
28%
Graph 1: Portfolio Breakdown by High5
Improve thequality of life forthe peopleofAricaLight up Africa
Feed Africa
16
5.1.2 The national public sector portfolio performance is deemed satisfactory with a score of
3.07 on a scale of 1 to 4 with a project at risk, the Lom Pangar Project, (compared with 3.04 in the
2017 review). This slight improvement is due to the measures put in place by the office as part of project
monitoring to consolidate achievements and anticipate management problems. For example, COCM
organizes a quarterly performance review with the Project Management Units. In addition, close
monitoring is carried out in the context of financial management to ensure that audit reports are submitted
on time. For their part, regional and private sector projects are subject to qualitative assessment. The
scores extracted from the Bank’s Information System (SAP-PS, IPR) are summarized in the table below.
5.1.3 There was a slight variation (upwards or
downwards) in indicator values between 2017 and 2018.
However, these differences are minor and do not require any
specific observation. For example, the scores for compliance
with conditions, procurement performance, outcome level,
implementation status and development objectives increased
respectively by: 0.04; 0.17; 0.11; 0.06 and 0.03 points.
Table 2: Public Portfolio Performance Gaps (31 May 2018)
Performance indicator
(a)
New standard
(DP - 2/2015)
(b)
Present value
(average duration)
(b - a)
Gap
Interval between the end of negotiations and project approval 4 months 1.1 months (- 2.9 months)
Interval between project approval and the signing of the
Loan/Grant Agreement 3 months 4.8 months + 1.8 months
Interval between the signing of the Agreement and first
disbursement 3 months 10.8 months + 7.8 months
Interval between project approval and first disbursement 6 months 15.6 months + 9.6 months
5.1.4 In contrast, the financial performance score dropped by 0.21 point. This could be due to
two factors, namely delays in submitting financial audit reports and weak mobilization of national
counterpart funds. The changes in the performance score during previous reviews is presented in the
tables below. A high-level dialogue continues to be held to significantly reduce project implementation
delays, especially between project approval and first disbursement.
5.1.5 The regional public sector active portfolio performance is deemed moderately satisfactory.
As at 31 May 2018, this portfolio had no project at risk, but had 1 aged project: the Bamenda-Enugu
Corridor (9.5 years since its approval). The private sector active portfolio performance is deemed
moderately satisfactory. As at 31 May 2018, the portfolio had no project at risk, but had the country’s
oldest project: the Cameroon Shipyard and Industrial Engineering Limited (15.4 years since its
approval). The overall portfolio performance at mid-term of CSP implementation is considered
moderately satisfactory. The overall portfolio performance indicator trends and characteristics are
presented in the two tables below.
3,363,07 3,04 3,07
2,00
3,00
4,00
REVUE 2015 REVUE 2016 REVUE 2017 REVUE 2018
Graph 4: Trends in Portfolio
Performance Rating Between 2015 and
2018
17
Table 3: Regional public portfolio performance summary (31 May 2018)
Public Sector
Number Amount Average
Age Disbursement
Rate Duration of Approv.- 1st
Disbursement Low Disbursement
Projects Projects at
Risk
5 UA 191.567 million 4.19 years 40.68% 16.66 months 1 0
Private Sector
Number Amount Average
Age
Disbursement
Rate
Duration of Approv.- 1st
Disbursement
Low Disbursement
Projects
Projects at
Risk
4 UA 123.646 million 10.64 years 91.68% 17.04 months 0 0
Table 4: Some key performance indicator trends between 2015 and 2018
5.1.6 The rate of implementation of the Portfolio Performance Improvement Plan (2017-2018)
was estimated at 40% as at 31 May 2018. The plan was adopted on 13 December 2017 during a
workshop attended by the representatives of all stakeholders. The 2017 review identified four major
issues that adversely affected project implementation, namely: (i) late project commencement; (ii) low
mobilisation of counterpart funds and low disbursement of Bank commitments; (iii) procurement delays
and poor performance of contractors; and (iv) slow processing of payment requests. Four out of ten
expected outcomes were achieved. This low performance rate is due to the plan’s ambitious objectives,
which are aligned with the Bank’s new performance standards (DP 2/2015 of 4 November 2015). The
detailed table on the status of implementation of the plan is presented in Annex 4.
5.1.7 The new Portfolio Performance Improvement Plan (PPIP 2018-2019) was discussed and
validated by the Directorate of Regional Integration (MINEPAT), the African Development
Bank’s Country Office in Cameroon and project coordinators. The four major issues identified
during the previous review have not been fully addressed. These are: (i) late project commencement; (ii)
low mobilisation of counterpart funds and low disbursement of Bank commitments; (iii) procurement
delays and poor performance of contractors; and (iv) slow processing of payment requests. Specific
actions have been included in the new plan to mitigate them.
5.1.8 A general identification of projects was carried out during the discussion and approval of
the plan and project information sheets were sent to various sector ministries. All project
information sheets are centralized by MINEPAT for analysis and validation and subsequent
communication to the African Development Bank.
Indicators 12/2015 12/2016 12/2017 5/2018
Average overall portfolio age 4.7 years 4.8 years 5.3 years 5.16 years
Average interval between approval and first disbursement of overall portfolio
17.7 months 17.8 months 17.2 months 16.28 months
Number of aged projects of the public portfolio 0 project 1 project 2 projects 1 project
Number of projects at risk (and rate) of the overall portfolio 1 (5%) 2 (9%) 1 (4.5%) 1 (4.3%)
Cumulative overall portfolio disbursement rate 47.50% 34.6% 28.18% 40.47%
Annual overall portfolio disbursement rate 11.46% 7.22% 6.18% 9.29%
Portfolio size 20 projects 22 projects 22 projects 23 projects
Total amount of commitments (in UA million) 724.70 792.40 1 002.990 1 121.068
18
5.1.9 After the CSP preparation mission, a fiduciary clinic was held from 6 to 8 June 2018 in
Yaounde. Its objective was to provide practical solutions to problems faced by national teams in the
implementation of their projects. Deliberations and discussions focused on ways of improving the
performance of operations. Participants were acquainted with Bank and Borrower procurement, financial
management and disbursement rules and procedures.
6 Lessons Learned from CSP Implementation at Mid-term and Portfolio Performance
Review
6.1 Lessons for the Bank
6.1.1 The graduation of the country’s status (from ADF-only country to blend country: ADB
and ADF) and increased resort to co-financing (USD 155.2 million between 2015 and 2018) have
enabled the Bank to better target CSP strategic objectives and implement major operations in line with
the Bank’s new operational priorities and those defined in the GESP.
6.1.2 Private sector window operations should be intensified to strengthen the resilience of the
country’s economy by diversifying sources of growth within the present economic and financial
context. The preparation of projects to be funded under this window should be one of the priority actions
during the 2018-2020 CSP period.
6.1.3 It is necessary to increase financing for analytical works during the remaining CSP period
and for the next Bank intervention strategy in Cameroon. They will help to better identify its new
thrust areas and will also be used for discussions with the Government during the preparation of its new
strategic development framework that will replace the Growth and Employment Strategy Paper (GESP
2010-2020).
6.2 Lessons for the Government
6.2.1 The slow implementation of operations noted is largely due to the country’s low absorptive
capacity and the existence of significant administrative and institutional bottlenecks.
6.2.2 Delays in providing counterpart funds and the dysfunctions of the national procurement
system hinder smooth project implementation and jeopardise the quality of operations.
6.3 Lessons for Development Partners
6.3.1 It is necessary to further enhance the coordination of operations and harmonisation of
donor procedures for greater efficiency of aid management and more rapid implementation of
development projects.
6.3.2 There is a need to reinforce dialogue and discussions between development partners on
key issues relating to the country’s economic development, but also to increase co-financing for
infrastructure development in the country.
19
7 Bank’s Strategy for the Remaining CSP Period (2018-2020)
7.1 Relevance of Strategy Pillars
7.1.1 Given the outcomes achieved and discussions held with the authorities, the two CSP pillars
are still relevant for the remaining period. It has been proposed that the CSP pillars and the thrust
areas of the Bank’s intervention strategy in Cameroon be maintained during the 2018-2020 period. The
two thrust areas are still aligned with the Bank’s top operational priorities and those of Cameroon as set
out in the GESP 2010-2020, the interim Growth and Employment Strategy Paper and the GESP
implementation report prepared by the Government on 30 June 2017.
7.1.2 The need to continue the implementation of ongoing operations and to implement major
planned operations, especially multinational operations, also argues in favour of maintaining the
two pillars of the 2015-2020 CSP. There is a need to strengthen the visible outcomes of implementation
of the Regional Integration Strategy Paper (RISP) – Central Africa 2013-2017, as indicated in its
completion report, particularly through the development of road corridors. The implementation of the
Project for the Construction of a Bridge over River Logone approved in 2017 to link Chad and Cameroon
during the remaining CSP period is in line with this process. The continuation of the various operations
in terms of their targeting, design and orientation will help to further align them with the Bank’s Ten-
Year Strategy and its five top operational priorities (High 5s).
7.2 Bank’s Assistance Strategy for the Remaining CSP Period
7.2.1 Virtually all of the country allocation under ADF XIV was used during the first three years
of implementation of the Bank’s intervention strategy in Cameroon. However, the country could
resort to the allocation that would be granted under ADF XV (1st year – 2020). Besides these
resources, those from the regional budget and various funds dedicated to development financing (Climate
Fund, Green Fund, and AGTF) could also be mobilized during the 2018-2020 period. The private sector
window, which is not subject to debt limitations, will also be solicited to finance operations in this
domain. However, compliance with the debt and disbursement ceilings set under the economic and
financial programme signed with the International Monetary Fund in June 2017 led the Government to
henceforth prioritise the implementation of its projects and give preference to prioritizes concessional
financing.
7.3 Bank’s Indicative Lending and Grant Programme for the Remaining CSP Period
7.3.1 Given the country's very difficult economic and financial context and the challenges it is
facing, adjustments have been made to the projects included in the indicative operations programme for
the remaining CSP period (the Government has prepared a list of priority projects for 2018 and 2019).
Pillar I: Strengthen Infrastructure for Inclusive and Sustainable Growth
7.3.2 Implementation of the operations that will be included in this pillar will aim to continue
to support the Government’s efforts to ensure the structural transformation of its economy in
order to make it more resilient. To support this pillar, there are plans to develop basic infrastructure to,
for instance, mobilise water resources for irrigation, industry, grazing, livestock watering and human
consumption. Bank support to the key sectors of the country’s economy, particularly the transport, energy
and agro-industry sectors, while relying on the private sector or having recourse to public-private
partnerships, will likely enhance growth. Implementing the projects included in the Indicative Lending
20
Programme will, just like the Agricultural Value Chain Development Project (PD-CVA) – Phase II,
contribute to enhancing growth. The implementation of these planned projects during the 2018-2020
period will also address youth employment, climate change and green growth issues, which are the top
priorities of the Government.
Pillar II: Strengthen Sector Governance to Enhance the Efficiency and Sustainability of
Structuring Investments
7.3.3 The actions initiated under this pillar aim to build the capacity of the State for sector,
economic and financial governance, modernisation of public finance management and
improvement of the business framework for greater involvement of the private sector in the
financing of the economy and development. They will also help to enhance public revenue mobilisation
and to improve the macroeconomic framework and the functioning of the national procurement system
through the implementation of an institutional support programme.
7.4 Country Dialogue
7.4.1 Dialogue with the Government will continue. It will concern, among other things, public debt,
public finance modernization, private sector development, transformative infrastructure financing,
especially through public-private partnerships (PPPs), and portfolio performance improvement.
7.5 Monitoring and Evaluation
7.5.1 The results-based logical framework of this CSP will be used as a basis for assessing
implementation progress during the remaining CSP period. Special emphasis will be laid on the
conclusions and recommendations of the reports prepared by the Government on the assessment of the
implementation of the Growth and Employment Strategy Paper (2010-2020) in order to better align Bank
operations with the country’s strategic development framework.
7.6 Risks and Mitigation Measures
7.6.1 Major risks likely to have an impact on the implementation of the Bank’s intervention
strategy in Cameroon (2015-2020) and identified during the preparation mostly concerned the
security crises at the country’s borders and the effect of falling commodity prices on the national
economy. These risks amplified mid-term into the Strategy. However, the implementation of the economic
and financial programme signed between the Government and the International Monetary Fund in June
2017, and support from development partners, including the Bank, helped to mitigate the impacts. These
efforts must be pursued.
7.6.2 New risks were identified during the review. Among others, these include the socio-political
crisis in the North-West and the South-West, and its economic and social impact.
7.6.3 The mitigation measures include the reinforcement of security measures and continuation
of dialogue between the Government and all stakeholders in order to find a peaceful solution to
the crisis in the North-West and the South-West regions. On the economic front, fast-tracking
economic diversification by continuing to implement agricultural value chain projects can mitigate the
harmful effects of the various external shocks.
21
8 Conclusion and Recommendation
8.1 Conclusion
8.1.1 On the whole, the mid-term evaluation of the implementation of the Bank’s strategy is
satisfactory with respect to the two strategic pillars. Based on consultations between the Government
and the Bank, and on the lessons learned from the mid-term implementation of the strategy, it was
decided that the CSP pillars should remain unchanged. The acceleration of the pace of implementation
of ongoing and new operations during the remaining CSP period will improve the achievement of CSP
objectives in 2020.
8.2 Recommendation
8.2.1 The Committee on Operations and Development Effectiveness (CODE) is requested to consider
and approve the Joint 2015-2020 Country Strategy Paper Mid-Term Review and Country Portfolio
Performance Review Report for the Republic of Cameroon.
I
Annex 1: Indicative Lending and Non-lending Programme for the 2015-2020 Period
Indicative Economic and Sector Lending Programme for the 2015-2020 Period (Amount in UA Million) – These amounts are indicative and depend on the country’s commitment capacity
Year Sector/ Dept.
Project Name ADF AfDB AGTF Co-financing Total Project Cost
NATIONAL PROGRAMME LENDING OPERATIONS (in close coordination with the AFD, BDEAC, World Bank, JICA, China/AGTF, IsDB, EU, GIZ, SCAC, UNDP, ILO, FAO, UN WOMEN, etc.)
Pillar 1: Strengthen Infrastructure for Inclusive and Sustainable Growth
2015 AHAI
1. Agricultural Value Chain
Development Programme (PD -CVA) Phase I
75.00 75.00
Planned and ongoing operation under the strategy
2015 PICU
2. Road Sector Programme Phase II: Rehabilitation of the
Yaounde-Bafoussam-Bamenda Road
120.00 70.00 190.00
Planned and ongoing operation under the strategy
2015 PITD 3. Central African Backbone 29.37 29.37 Planned and ongoing operation under the strategy
2015 OFSD/FTRY
4. Project to Grant a Partial
Foreign Exchange Risk Guarantee
400.00
Planned and ongoing operation under the strategy
2016 PICU/PINS
5. Kribi Port Project Phase II 160.00 150.00 310.00 This planned operation has not yet been implemented. No request concerning the operation has been submitted to the Bank.
2016 AHAI
6. Livestock and Fisheries Value Chain Development
Programme (PD - CVEP) Phase I
0 70.00 70.00
Planned operation ( in the negotiation phase)
2016 PICU 7. Urban Development
Programme, Phase I 5.32 120.00 125.32
This planned operation has not yet been implemented. The conduct of preparatory studies has been delayed. Moreover, the operation is
not yet on the list of priority projects drawn up by the Government for the period 2018-2020 and a request for financing has not yet
been submitted to the Bank.
2016 OFSD/FT
RY
8. Partial Risk Guarantee Project /Electricity Generation
Project
50.00 50.00 Operation not implemented
2017 PICU 9. Road Sector Programme,
Phase III
5.52 150.00 57.63 197.26 410.41 Project undergoing study (Ring Road)and to be approved before
end-2018.
2018 PICU/PIN
S
10. Limbe Deep-Sea
Port 100.00 200.00 300.00
Operation planned but not yet implemented
2018 PICU/
PINS
11. Cameroon Shipyard
and Industrial Engineering Ltd, Phase II
75.00 180.00 255.00
Operation planned but not implemented
2019 AHAI
12. Agricultural Value Chain Development
Programme (PD-CVA) Phase II
75.00 75.00
Operation planned but not implemented
II
Pillar 2: Strengthen Sector Governance to Enhance the Effectiveness and Sustainability of Structuring Investments
2015 ECGF
13. Public Expenditure Effectiveness Improvement
Support Programme
15.00 15.00 This project has been cancelled
2019
ECGF 14. Public Expenditure
Effectiveness Improvement Support Programme Phase II
12.96 17.04 50.00 80.00
The Bank should envisage an institutional support operation to support the vast reform project undertaken by the Government.
However, the new project could have other thrust areas even if it has to be closely modelled on the PAEDEP which had identified
institutional capacity building needs which are still relevant.
2019
AHHD
15. Project to Support
the Promotion of Entrepreneurship and
Improvement of Skills and Competitiveness in the BTP,
Energy and Transport Sectors (PEACC)
40 10 50
Operations not planned but ongoing. This project, whose
identification mission was fielded in October 2017, led to the conduct of a feasibility study. Project preparation funds are being
sourced from fiduciary funds and the Bank.
TOTAL NATIONAL 1 421.41 57.63 847.26 2 377.58
REGIONAL PROGRAMME LENDING OPERATIONS
(in close coordination with AFD, BDEAC, World Bank, JICA, China/AGTF, IsDB, EU, GIZ, SCAC, UNDP, ILO, FAO, ON-WOMEN, etc.)
Pillar 1: Strengthen Infrastructure for Inclusive and Sustainable Growth
2015 PICU 1. Chad-Cameroon Railway
Feasibility Study 2.00 2.00 4.00
This planned operation was effectively implemented with a time overrun. It was approved by the Bank’s Board of Directors only last
year (2017).
2015 PICU 2. Ketta-Djoum Road - Phase 2
(Cameroon-Congo) 46.50 75.54 122.04
This planned operation was effectively implemented.
2017 PESO 3. Chad-Cameroon Electrical
Grid Interconnection Project
19.10 120.00 150.00 289.10 This operation was approved by the Board of Directors and is
awaiting signature.
2018 PICU
4. Cameroun-REG Regional
Project: Bridge over NTEM River
3.40 32.00 109.00 144.4
This operation not envisaged under the strategy is being
implemented
2019 PICU/PINS
5. Chad-Cameroon Rail Line Development Project
250.00 350.00 600.00 This planned operation has not yet been implemented. The conduct of studies was delayed. Moreover, the operation is not yet on the list
of priority projects drawn up by the Government of Cameroon for the period 2018-2020 and a request for financing has not yet been
submitted to the Bank.
TOTAL REGIONAL 24.50 448.50 686.54 1 159.54
TOTAL 2015-2020 NATIONAL AND
REGIONAL OPERATIONS 75.78 1 869.91 57.63 1 533.80 3 537.12
NON-LENDING ACTIVITES (in close coordination with FAO, ILO, UN-WOMEN, UNDP, UNIDO, etc.)
2015 RDTS 1. Study on Factors of Fragility in Cameroon Ongoing
2016 ECST 2. Preparation of Cameroon’s Strategic Plan for Agricultural and Rural Statistics (PSSAR) Operation planned under the strategy and implemented
2016 AHHD 3. Preparation of the Methodology Guide on the Mainstreaming of the Gender Dimension and the Decent Job Protection
Floor Operation planned under the strategy and implemented. The Guide is available and requires follow-up for its ownership by the national party.
2017 AHAI 4. Study on Agricultural Growth Sub-sectors Not implemented
2018 RDGC 5. Study on the Sustainable Industrialization of the Timber Sub-sector in the Countries of the Congo Basin, together with a
monograph for Cameroon.
ADF = ADF Window - AfDB = AfDB Window - RB = Regional Budget
III
Annex 2: 2015-2020 CSP Indicative Results-based Logical Framework
GESP 2010-2020 Strategic Objectives
Constraints on the
Achievement of GESP 2010-2020 Objectives
Final Outcomes Final Outputs Mid-Term Outcomes Mid-term Outputs Mid-Term Outcomes
Mid-Term Outputs Indicative Programme of New and Ongoing Operations during the
CSP 2015-20 Period (Expected at the end of the strategy in 2020) Expected in 2018 Achievement Level in 2018
CSP 2015-2020 Pillar 1– Strengthen Infrastructure for Inclusive and Sustainable Growth
Thrusts 1 and 2: Growth and Job-Creaton Strategies
(i) (ii) (iii) Outcome 1 (Pillar 1): Develop Agricultural Value Chains and Diversify Sources of Growth
AGRICULTURE
1. Isolation of basins, inaccessibility of
markets and low income of labour force in the
agricultural sector
10 production
basins are accessible
The income of rural populations,
particularly women, increases from 20% to
30%
800 kilometres of
roads are constructed
and/or reshaped
All
the feeder roads and main roads
under various projects are
completed
4 production basins are
accessibles
The
income of rural populations,
specifically women
rises by 10%
300 kilometres of roads
are constructed or
reshaped
30% of roads and feeder
roads are completed
4 production basins are opened up
10 % in the four
basins
178.8 kilometres of roads are completely
delivered.
CFAF 275 000 due to the drop in
transportation costs (35% to 50%),
increase in volumes of produce sold
(10% to 15%)
New Projects:
• Agricultural Value Chain Development
Project Phase I (PD-CVA-1)
• Agricultural Value
Chain Development Project Phase II (PD-
CVA-2)
Ongoing Projects:
• Grassfield II
• PEMVEP
• Project for Studies
and the Preparation of a Rural DWSS
Programme
PD-CVEP (cattle, dairy, pig and fish
farming sub-sectors)
2. Insufficient maistreaming of climate
change
Agricultural development projects
should incorporate seasonal changes (by
harnessing stormwater for irrigation) and sustainable
farming techniques.
1 project to
conduct studies for the
construction of hillside dams was
approved in 2016
1
other project for studies on water
resources will help to
determine the volumes of water
that can be used for various
purposes
Project under study Project under study
3. Low level of processing of agricultural
raw materials
6 Agricultural products are processed
locally
1 coffee roasting
unit, 4 palm oil extraction plants,
1 milk production unit
are operational
The quantity of
products processed is
increased by a least […]%
Agreements have been signed
with operators to set up coffee, palm oil,
timber, plantain, cassava, cocoa and
milk processing
plants
3 plants are effectively set up
and are operational
The quantity of products
processed is increased by at least
[…]% compared
with 2014
1 agreement signed for the procurement
and installation of a coffee roasting plant
in Bamenda (NWCA)
2 plants for processing plantains
into chips 2 pineapple juice
processing plants
Being delivered
Units effectively set up
Units effectively set up
IV
GESP 2010-2020 Strategic Objectives
Constraints on the
Achievement of GESP 2010-2020 Objectives
Final Outcomes Final Outputs Mid-Term Outcomes Mid-term Outputs Mid-Term Outcomes
Mid-Term Outputs Indicative Programme of New and Ongoing Operations during the
CSP 2015-20 Period (Expected at the end of the strategy in 2020) Expected in 2018 Achievement Level in 2018
compared with
2014
(iv) (v) (vi) Outcome 2 (Pilar 1): Improve Competitiveness and Increase Regional Trade
TRANSPORT/ICT
1. Inadequate and poor state of the national
road network
The national road network is
strengthened and regional trade in the CEMAC zone
is increased
429 kilometres of
roads/urban roads are tarred.
431 kilometres of feeder roads are
developed in the South-West and
Adamaoua Regions, and in
Mbam and Kim
Division
2 bridges are built
between Cameroonand
Nigeria, and Cameroonand
Equatorial
Guinea
2
check points are built on the
Cameroon-Nigeria, and
Cameroon-Chad
borders
The length of tarred roads
increased by 5% from 4 200
kilometres to 4 300 kilometres and
regional trade by
10%
At least 100 kilometres of
roads/urban roads tarred and 200
kilometres of feedere roads
developed in the South-West and
Adamaoua Regions, and in Mbam and
Kim Division
1 check point is
built on the Cameroon –Chad
border, and Yaounde is lined to
Brazzaville and
N’djamena
The length of tarred
roads increased by 4% from 4 200
kilometres to 4 350
kilometres
154 kilometres of roads/urban roads
tarred in the South-West Region and 60
kilometres of feeder roads developed in
the South Region; 1 check point built
on the Cameroon-Congo border.
New Projects:
• Rehabilitation of the
Yaounde-Bafoussam-
Bamenda Road
• National Urban
Development
Support Programme
• Transport Sector
Support Programme-
Phase II
• FDS on the bridge
between Cameroon
and Nigeria
• Feasibility Study for
the Chad-Cameroon
railway line
• Chad-Cameroon Rail
Link Development
Project
• Ketta-Djoum Road
Phase II (Cameroon-
Congo)
• Kribi Port - Phase II
• Limbe Deep-Sea Port
• Cameroon Shipyard and Industrial
Engineering Ltd -
Phase II
Ongoing Projects:
• Programme for
Traffic Facilitation on
the CEMAC Corridors (Douala-
Bangui and Douala-
N’djamena)
• Programme for
Transport Facilitation
on the Bamenda-Mamfe-Ekok-
Enugu Corridors:
• Programme for
Transport Facilitation
2. Poor state of
roads between the countries of the sub-region
and low traffic on inter-state corridors
30% of the
regional road network and roads is improved and the
Study on the Chad-Cameroon Railway is
carried out
Sectio
ns of the road network are
constructed, including: 62
kilometres between Mamfe
and Ekok ; 184 kilometres
between Sangmelima and
Mintom– Congo
border ;
15% of
the regional road network and roads is
improved
62
kilometres between Mamfe and Ekok;
184 kilometres between
Sangmélima and Mintom–Congo
border are
constructed;
Feasibility study for the
railway project
ongoing
10% of the regional
road network and land routes
improved
62 kilometres
between Mamfe and Ekok and 99
kilometres between Sangmélima and
Mintom
3. Weak aviation
security and safety oversight capacity
40% reduction
in the rate of aviation safety index non-
conformity by and
Increa
se in the level of aviation security
and safety, and
15%
reduction in the rate of aviation safety
index non-
The
study on the design of the security and
V
GESP 2010-2020 Strategic Objectives
Constraints on the
Achievement of GESP 2010-2020 Objectives
Final Outcomes Final Outputs Mid-Term Outcomes Mid-term Outputs Mid-Term Outcomes
Mid-Term Outputs Indicative Programme of New and Ongoing Operations during the
CSP 2015-20 Period (Expected at the end of the strategy in 2020) Expected in 2018 Achievement Level in 2018
increase in the number of
certified airports
the number of
certified airports
conformity by and
increase in the number of certified
airports
safety project
available
on the Brazzaville-
Yaounde Corridor
• Kumba-Mamfe Road
Development Project
• Batchenga-Ntui-
Yoko-Tibati-
Lena Road Project
4. Limitation of the
extension of the National Optic Fibre Backbone
5. Poor quality and content of ICT services proposed
6. High cost of access to ICT services
A total of
about 1,000 kilometres of optic fibre cable are laid to
complete the missing links within the country as well
as outlets to neighbouring countries (Congo, Nigeria
and CAR) and popularisation of the 3G
in the country;
ICT applications are developed
by implementing the hybrid mail service in the
Cameroon Postal Services (CAMPOST) and a
climate and agricultural and livestock markets
information system is
established;
(About 1 000 kilometres of additional
links, technopole, cyber-attack attack warning and
response centre, public
key infrastructure, etc.)
The
country’s international
connectivity is secured by
establishing terrestrial links
with Congo and
Nigeria
Acces
s to information on climate and
agro-pastoral markets by
farmers and breeders is
provided
through 3G
The Internet and
mobile telephone penetration rates
are 15% and 90% respectively in
2019 (against 6% and 70% in 2013,
source: ITU)
30% of
works to lay the optic fibre cable on the
layout of the five links concerned by
the project is
completed
The
farmers/breeders identified in the
regions concerned are trained by the
project, in partnership with
MINADER
Users of
the hybrid mail system within
CAMPOST are
trained
The
climate and market information
platform is
established
The
hybrid mail service is implemented and
used by CAMPOST
The
Internet and mobile telephone
penetration rates are 15% and 90%
respectively in 2017 (against 12% and
80% in 2013,
source: ITU)
Imminen
t launching of the laying of optic fibre
cable
Ongoing establishment of E-
post modules (Hybrid Mail
Service and Electronic
Document
Management)
Ongoing study on the establishment of
a Market and Climate Information
System (SIMC)
All
project procurements are
finalized
Hybrid Mail and Electronic
Document Management
(GED) are being
implemented
Trainers are being trained in ICT
New Projects:
• Central African
Backbone (CAB)
Project-Phase I
• Central African
Backbone (CAB)
Project-Phase II
VI
ENERGY
1. Insufficient
energy supply and generation plants, and lack
of regional electrical grid interconnections
2. Inadequate and obsolete transmission and
distribution equipment; 3. Poor service
quality, frequent power cuts leading to additional costs
due to ever-increasing demand
4. Exhorbitant connection costs and
inappropriate pricing 5. Poor access to
electricity services, especially in rural and peri-
urban areas
The
construction of the Lom-Pangar hydropower dam is
completed
The
rehabilitation and extension of transmission
and distribution networks
(PRERETD) is completed
The
construction of the Cameroon-Chad electrical
grid interconnection infrastructure is
completed
Hydr
oelectricity generation and
supply increased
by […]%
Technical losses
reduced by
[…]%
The
country’s electrification
rate rose by […]% and the
rural electrification
rate by […]%
[…]% of
the construction of the Lom-Pangar
hydropower dam is
completed
[…]% of the rehabilitation and
extension of transmission and
distribution networks (PRERETD) is
completed
[…]% of the Cameroon-Chad
electrical grid interconnection is
completed
Electrific
ation of more than 1 500 additional
localities
More
than 500 000 additional
households in project impact areas
have access to
electricity
Technica
l losses are reduced
by […]%
PAHLP :
(i) No impact to report to
date
(ii) Idem
PRERETD :
(i) No impact to report to
date
(ii) Idem
PIRECT:
Nothing to report (The project has not
yet been launched. Awaiting finalization
of financing package and signature of
financing
agreements)
PAHLP :
(i) No progress to date (works have
not yet started)
(ii) Idem
PRERETD :
(i) Works progress is
estimated at 60% (ii) Works
progress is estimated at 50%
(iii) No progress to date
(procurements still
ongoing)
PIRECT:
No progress to
report (the project has not yet been
launched)
Ongoing Projects:
• Project to Reinforce
and Extend the
Transmission and Distribution
Networks
(PRERETD)
• Lom Pangar Hydro
Power Development
Project (PAHLP)
New Projects:
• Cameroon-Chad
Electrical Grid
Interconnection Project (PIRECT)
CSP 2015-2020 Pillar 2 – Strengthen Sector Governance to Enhance the Effectiveness and Sustainability of Structuring Investments
Thrust 3: State Governance and Strategic Management Improvement Strategy
(i) (ii) (iii) Outcome 1 (Pillar 2): Enhanced Sector Governance and Increased Public Expenditure Efficiency
BUDGET AND FIDUCIARY FRAMEWORK
1. Budget credibility
is relatively low considering the gaps between budgeted
expenditure and revenue
and output;
2. Weak internal
and external control systems affect Budget
transparency;
3. Mismatch
between public development policies and
the budget, jeopardizing the preparation of investment
projects.
Cameroon’s
scores in the sections relating to budget
credibility, comprehensiveness and
control quality have
improved
The capital
expenditure execution rate
is improved
Public policies, sector strategies and
programme budgets are
available
Programme budget steering and
MINFI
and MINPAT entities
responsible for preparing and
monitoring budget execution
are strengthened
The internal control
entities of ministries and
external control entities
(CONSUPE and the Audit Bench
The
specifications for the establishment of an
integrated public finance management
system are adopted
[X] out of [Y] ministries have
sector strategies
The
programme budgets of [X] out of [Y]
ministries are prepared in line with the sector
strategies and
A
programme to train the entities of
MINFI and MINEPAT is
adopted and
training has begun
A
training programme for CONSUPE and
the Audit Bench is adopted and
training has begun
MINEPAT’s computer master
New Projects:
• Public Expenditure
Effectiveness
Improvement Support
Programme
VII
monitoring tools are
available and operational
of the Supreme
Court) are
strengthened
An
information system that is
adapted to the requirements of
public finance management
modernization is
established
The entities
responsible for the maturation of
development projects are
strengthened
materialized by PAPs
and MTEFs
plan is consistent
with that of
MINEFI
A
steering framework for implementing
the financial information system
is adopted and
operational
SECTOR GOVERNANCE: ENERGY AND TRANSPORT
1. Inadequate energy sector investment
and project planning and preparation
2. Weak capacity of the energy sector institutional framework
3. Difficulty in ensuring sustainable road investments
The Energy Sector Governance
Improvement and Capacity Building Plan
ensuing from the PER-
Energy is adopted
The Transport
Sector Governance Improvement and
Capacity Building Plan ensuing from PER-
Transport is adopted
Energy sector technical
and human capacities are
built
A second
generation road maintenance
fund is
established
Star-up of the implementation
of the Energy Plan in the Ministry of
Energy and Water Resources (MINEE),
the Transmission Network operator
(TNO), the Electricity Sector
Regulatory Agency (ARSEL) and the
assets company
(EDC)
The
second generation road maintenance
fund is established.
Commen
cement of the implementation of
the Transport Plan in the Ministry of
Public Works
(MINTP)
Approva
l of the Multi-sector Governance
Programme
New Projects:
• Public Expenditure
Effectiveness Improvement
Support Programme
PRIVATE AND FINANCIAL SECTORS
1. Low
transformation rate despite excess bank liquidity
2. Limited access to
credit by enterprises,
Establishment
of financing instruments to facilitate access to credit
by enterprises and SMEs/SMIs, especially
those operating in
The
share of credit to the private sector
reaches at least
25% of GDP
At least
one training session is organized for
inspection officers and software for
monitoring the
Share of
credit to the private sector reaches at
least 20% of GDP
The
number of VSMEs
New Projects:
Shared Risk Funds for
Financing Agricultural Value Chains –
VIII
especially VSMEs, to credit
(overall share of credit to the private sector is 15% of GDP)
3. Growing
microfinance sector, but lingering high risks and
significant discrepancy between the potential of the
sector and its capacity to
meet financing needs
agricultural value chains
and those run by women
Diversification of the financing products
of enterprises and SMEs/SMIs (bank credit,
lease, investment capital, financial market,
guarantees, lines of credits, refinancing, shared risk
funds, etc.)
Reinforcement
of supervision and control of microfinance
establishments (MFEs)
Building the Department of Treasury’s
MFE inspection capacity
The
number of VSMEs that had
access to credit reaches X
(against Y in 2014), at least
1/3 of them run by women and at
least1/3 of them based outside
Yaounde and
Douala
The
long-term transformation
ratio of the entire sector increases
from 47% to
60%
50% of MFEs comply
with all prudential
regulations
The share of MFE
credit to VSMEs has reached X
(against Y in 2014), of which
at least 1/3 to VSMEs run by
women and at least 1/3 to
VSMEs based outside Yaounde
and Douala
activity of MFEs is
supplied
At least one training session
is organized and part of material resources
is supplied to the
Association of MFEs
New MFE products are
identified and
defined
At least
three training sessions are
organized for beneficiary
populations
that obtained credit
reaches 1/3 of X, 1/3 of them run by
women and 1/3 based outside
Yaounde and
Douala
The
long-term transformation ratio
of the entire sector is at least 50%,
which is the standard required by
prudential
regulation
25% of MFEs comply with
all prudential
regulations
The
share of MFE credit to VSMEs has
reached 1/3 of X, at least 1/3 of it to
VSMEs run by women and at least
1/3 to VSMEs based outside
Yaounde and
Douala
component of the
CVA Project
(i) (ii) (iii) Outcome 2 (Pillar 2): Strengthen Urban Development Strategic Management
1. No strategic
management of urban development;
2. Weak institutional and technical
capacity at the central level and difficulties in
implementing policies and strategy, and poor partner coordination;
3. Lack of an appropriate institutional
and technical mechanism
Urban
management in the Yaounde and Douala City
Councils has been reinforced through the
establishment of urban planning agencies;
The institutional and technical
capacity of the Yaounde and Douala City Councils,
and five regional urban centres and towns is built
Prepa
ration, approval and
implementation of the National
Urban Development Pogramme;
Establ
ishment and commissioning
of town planning agencies in the
The
feasibilty studies for the establishment of
urban planning agencies in the
Yaounde and Douala City Councils have been finalized.
The
programme to build the institutional and
technical capacity of the Yaounde and
The
National Urban Development
Programme is prepared and approved:
Feasibilit
y studies for the establishment of
urban planning agencies in the
Yaounde and Douala City
New Projects:
• The National Urban
Development
Programme of Cameroon will be
identified and prepared as part of
the Batchenga-Ntui-Yoko-Lena Road Project
Ongoing Projects:
• Batchenga-Ntui-
Yoko-Tibati-Lena
IX
for urban planning and
management, and financial resource mobilization in
large and medium-size municipal councils;
4. Low level of investment in urban
infrastructure and lack of an existing capital maintenance culture;
5. Lack of efficient urban services (transport,
waste, sanitation, business infrastructure, etc.) ;
6. Land insecurity
due to the absence of a modern and reliable urban
land registration system (barrier to private
investment and business and infrastructure development).
in the areas of urban
governance and planning, resource mobilisation and
management, and basic service delivery;
Urban infrastructure has been
rehabilitated and extended to seven regional urban
centres and towns, including Yaounde,
Douala and the towns already included in
PAMOCCA: roads, sanitation, transport,
energy, water, ICT, wastes, social services, business infrastructure, etc.;
Implementation of Phase 1 (4 towns) and
design of Phase 2 of the Support Project for the
Modernisation of the Land Registration System
and Business Climate (PAMOCCA): land security.
Yaounde and
Douala City Councils;
Provision of support
for urban management in
Yaounde, Douala and five
regional towns; technical capcity
building – updating of
urban planning and management
documents– mobilization of
own resources – urban
infrastructure and equipment
investment and maintenance programme;
Rehabilitation and
extension of the urban
infrastructure of seven regional
urban centres and towns (road
network, sanitation,
energy, transport, ICT, waste, etc.).
Douala City Councils
and five urban centres and regional towns is launched
The urban
infrastructure rehabilitation and
extension programme is being
implemented in seven urban centres
and regional towns, including Yaounde,
Douala and the towns already
included in PAMOCCA.
Councils are carried out
Provisio
n of support for urban management
in Yaounde, Douala and five regional towns
The rehabilitation and
extension of the urban infrastructure
of seven urban centres and regional
towns (roads, sanitation, energy,
transport, ICT, waste, etc.) – the
FDS and BDs are finalized
Road Project
(including an urban development support programme)
• Support Project for the Modernisation of
the Land Registration System and Business
Climate – Phases I and II
DSP 2015-2020 Cross-cutting Aspects – Building Endogenous Knowledge and Natural Resource and Environmental Management Capacity
(i) (ii) (iii) Outcome 1 : Building Endogenous Knowledge for Better Implementation of the Bank’s Strategy
1. Inadequate
knowledge
Better
consideration of risk factors for proper
targeting of Bank
operations
Econ
omic and sector study:
completion of the study on
factors of fragility in
Cameroon
An action
plan for mitigating factors of fragility is
ready for submission to national
stakeholders for
validation
The
interim report on the study prepared
by consultants is
available
• A study on factors
of fragility is updated
• Study on factors of fragility in Cameroon
X
i) (ii) (iii) Outcome 2: Building Green Economy, Climate Change and Gender Capacity
2. Lack of
coordination of existing climate change initiatives
(CC adaptation, CC mitigation - example
REDD+, etc.)
Preparation of
methodology guides for monitoring sector climate
change mitigation and adaptation strategies
(agriculture, transport, energy), in line with the
country’s CDN;
Contribution to the implementation of
the country’s CDN.
A
holistic national climate change
strategy is
available
The
general public is sensitized on climate
change mitigation and adaptation
aspects
The draft
national strategy is available for
national
consultation
• • • National Climate
Change Strategy;
• "Conditions for
Incorporating Climate Change into Strategic
Planning, Programming,
Budgeting and Monitoring and
Evaluation in
Cameroon"
3. Lack of a national green growth
agenda
Adoption of an implementation plan and
mobilisation of required
resources
A national green
growth strategy
is available
A public consultation was
organized
The draft national strategy is
available
• • • National Green
Growth Strategy
4. No systematic mainstreaming of the
gender dimension into
programmes and projects
Perfect mainstreaming of the
gender dimension into all Bank
programmes/projects to be implemented during
the 2015-2020 period
The methodology
guide on the mainstreaming
of the gender dimension and
decent job protection floor
are completed
At least 30% of
programmes/projects approved during
the 2015-2017 period mainstream
the gender
dimension
Submission of the draft
guide to national stakeholders for
validation
• • • Methodology guide
on the gender
dimension and the
social protection floor
• Gender profile
XI
Annex 3: 2017-2018 Portfolio Performance Improvement Plan (PPIP) Implementation Status
Actions Envisaged Monitoring Indicators Expected Outcomes Responsible Entity Outcomes Achieved
31 May 2018
Problem 1: Late Project Commencement
1.1 Contact the National Public Debt Committee
(CNDP) upstream to speed
up the issuing of opinions.
Average time lapse between project approval and signature of financing
agreement
Average time lapse between project approval and signature
of financing agreement drops
from 4.8 months (as at 31/10/2017) to 3 months
(31/12/2018)
GOVERNMENT
Not implemented Average time lapse
between project
approval and signature of financing agreement =
4.8 months.
1.2 Anticipate project
maturation formalities prior to project approval by the
Bank (establishment of PIU,
compensation/release of rights of way)
Average time lapse between project
approval and release of first disbursement
Average time lapse between
project approval and release of first project disbursement
drops from 17.2 months (as at
31/10/2017) to 6 months (31/12/2018)
GOVERNMENT
Not implemented
Average time lapse between approval and
first disbursement = 16.2
months.
Problem 2: Low Mobilization of Counterpart Contributions and Disbursement of the Bank’s Commitments
2.1 Submit to MINEPAT an
annual plan for the monthly or quarterly disbursement of
counterpart funds to be
transmitted to MINFI for
payment programming
Rate of annual mobilization of counterpart
funds
Rate of annual mobilization of
counterpart funds for active portfolio projects reaches
100% (31/12/2018).
PIU
Not implemented Rate of mobilization of
counterpart funds below
100%.
2.2 Closely monitor project
action plans aimed at raising commitment and
disbursement rates during
COCM-MINEPAT periodic
meetings
Annual disbursement rate of the active
portfolio
The annual disbursement rate
of the active portfolio increases from 5.68%
(31/10/2017) to 20%
(31/12/2018)
GOVERNMENT/PIU /COCM
Not implemented. Annual disbursement
rate = 9.2%
Actions Envisaged Monitoring Indicators Expected Outcomes Responsible Entity Outcomes Achieved
31 May 2018
Problem 3: Delays in Procurement and Poor Performance of Contractors
3.1 Closely monitor the preparation of project
procurement plans
Number of active projects with a Bank-approved procurement plan (PP)
All active projects have a Bank-approved procurement
plan
PIU/ COCM.
Implemented. PP submitted by all
projects
XII
3.2 Closely monitor the
implementation of project
procurement plans
Average time lapse between the submission
of bidding documents for Bank opinion and
signature of contracts
The average time lapse
between the submission of
BDs to the COCM and
signature of contracts is less than 8 months (31/12/2018)
PIU/MINMAP / COCM Not implemented
Average time for
signature of contract
exceeds 12 months.
3.3 Carry out an annual
evaluation of the
performance of contractors
Number of ongoing contracts evaluated by
project executing agencies
All ongoing contracts are
evaluated annually
PIU/MINMAP Implemented
Evaluation carried out
during project supervision missions
3.4 Improve national
actors’ knowledge of Bank procurement rules and
procedures
Number of training sessions organized by
the Bank on procurement rules and procedures
2 training sessions are
organised annually by the Bank for project executing
agencies and tenders boards
COCM
Implemented
2 training sessions in Douala (Dec. 2017) and
Kribi (July 2018); 1
fiduciary clinic in
Yaounde (June 2018); 1 ethics training session in
Yaounde (July 2018)
Problem 4: Delays in Processing Payment Requests
4.1 Reduce the stages in the process of reviewing and
validating detailed accounts
by national administrative services
Average time lapse between the submission of detailed accounts by contractors/service
providers and date of receipt at COCM
The average time lapse between the date of detailed
account submission by
contractors/service providers and date of receipt at COCM
does not exceed 45 days
PIU/MINMAP/CAA/
COCM
Not implemented Average time lapse
exceeds 2 months.
4.3 Build executing
agencies’ knowledge of Bank financial management
and disbursement rules and
procedures
Number of training sessions on Bank
financial management and disbursement rules and procedures organized by the Bank
2 training sessions organized
annually by the Bank for project executing agencies
COCM
Implemented
2 sessions organised in Douala (Dec. 2017) and
Kribi (July 2018); 1
fiduciary clinic organised in Yaounde
(June 2018).
XIII
Annex 4: 2018-2019 Portfolio Performance Improvement Plan (PPIP)
Actions Envisaged Monitoring Indicators Expected Outcomes Responsible Entity Remarks/Deadline
Problem 1: Late Project Start-up
1.1 Include indicative lending programme projects in the list of
Cameroon’s priority projects and
request project preparation funds
Average time lapse between project approval and signature of financing
agreement
Average time lapse between project approval and signature of financing
agreement drops from 4.8 months (as
at 31/5/2018) to 3 months
(31/12/2019)
GOVERNMENT
31/12/2019
1.2 Anticipate project maturation
formalities prior to project
approval by the Bank
(establishment of PIU, declaration
of public purpose, compensation/release of rights of
way)
Average time lapse between project
approval and release of first
disbursement
Average time lapse between project
approval and release of first project
disbursement drops from 16.2
months (as at 31/5/2018) to 6 months
(31/12/2019)
GOVERNMENT
31/12/2019
Problem 2: Low Mobilization of Counterpart Funds and Disbursement of the Bank’s Commitments
2.1 Submit to MINEPAT an
annual plan for monthly or quarterly disbursement of
counterpart funds to be transmitted
to MINFI for payment
programming
Rate of annual mobilization of counterpart funds
Rate of annual mobilization of
counterpart funds for active portfolio projects reaches 100% (31/12/2019).
PIU
31/1/2019
2.2 Closely monitor project
action plans aimed at raising
commitment and disbursement
rates during COCM-MINEPAT
periodic meetings
Annual disbursement rate of the active
portfolio
The annual disbursement rate of the
active portfolio increases from 9.2%
(31/5/2018) to 20% (31/12/2019)
GOVERNMENT/PIU/
COCM
31/12/2019
Actions Envisaged Monitoring Indicators Expected Outcomes Responsible Entity Remarks/Deadline
Problem 3: Delays in Procurement and Weak Performance of Contractors
3.1 Closely monitor the
preparation of project procurement
plans
Number of active projects with a Bank-
approved procurement plan (PP)
All active projects have a Bank-
approved procurement plan before
the end of the first quarter of the
current year.
PIU/ COCM
31/12/2019
XIV
3.2 Hold a high-level dialogue
with the Ministry in charge of Public Contracts for close
monitoring of the implementation
of project procurement plans
Average time lapse between the
submission of bidding documents for Bank opinion and signature of contracts
All active projects have a logbook for
PP implementation monitoring.
The average time lapse between the
submission of BDs to the COCM and
signature of contracts is less than 8
months (31/12/2019).
PIU/MINMAP/ COCM
31/12/2019
3.4 Improve national actors’
knowledge of Bank procurement
rules and procedures
Number of training sessions organised by
the Bank on procurement rules and
procedures
2 training sessions are organised
annually by the Bank for project
executing agencies and tenders
boards
COCM
31/12/2019
Problem 4: Delays in Processing Payment Requests
4.1 Reduce the stages in the
process of reviewing and validating
detailed accounts by national
administrative services
Average time lapse between the
submission of detailed accounts by
contractors/service providers and date of
receipt at the COCM
The average time lapse between the
date of detailed account submission
by contractors/ service providers and
date of receipt at the COCM does not
exceed 45 days
CEP / MINMAP /
CAA / COCM
31/12/2019
4.3 Build executing agencies’
knowledge of Bank financial
management and disbursement
rules and procedures
Number of training sessions on Bank
financial management and disbursement
rules and procedures organized by the
Bank
2 training sessions organised
annually by the Bank for project
executing agencies
COCM
31/12/2019
XV
Annex 5: Bank’s Portfolio in Cameroon as at 30 November 2018 (amount in UA)
SECTORS PROJECTS Approval Date
Signature
Date
Effectiveness
Fulfilment of
Conditions
Precedent to
Disbursemen
t
Date of First
Disbursemen
t
Closing Date
Bank Financing (in UA million)
AfDB
Loan
ADF /NTF
Loan
Gra
nts
Disb.
Rate
Governance
Cadastral Survey Project (PAMOCCA 1). 15.11.2010 05.01.2011 17.05.2011 10.02.2012 21.03.2012 30.12.2019 7.00 54.87%
Cadastral Survey Project (PAMOCCA 2). 17.12.2013 08.06.2014 29.10.2014 29.10.2014 24.04.2015 30.12.2019 5.00 15.00%
Budget Support Programme 22.11.2017 15.12.2017 05.01.2018 05.01.2018 22.01.2018 30.06.2018 148.05 100%
Emergency Assistance to Refugees in the Far North Region 12.07.2017 13.01.2018 13.01.2018 13.01.2018 30.06.2018 0.70 0.0%
Transport
Kumba-Mamfe Road Project 21.11.2012 09.02.2013 16.09.2013 07.11.2013 27.01.2014 30.11.2019 47.26 64.41%
Batchenga-Léna Road Programme Phase 1 26.11.2014 28.03.2015 09.02.2016 12.04.2016 13.09.2016 31.12.2019 126.71 12.45 12.82%
Yaounde-Bafoussam Road Programme Phase 2 23.11.2016 08.06.2017 25.08.2017 30.10.2017 06.03.2018 31.12.2020 222.20 12.82 11.75%
Info-Com Tech Central African Backbone 09.07.2015 29.10.2015 14.01.2016 14.01.2016 24.05.2016 31.12.2019 30.68 1.22 2.15%
Water and
Sanitation
Yaounde Sanitation Project (PADY 2) 19.06.2013 11.09.2013 17.03.2014 01.10.2014 13.11.2014 31.12.2018 20.99 2.85 30.19%
Stormwater Harnessing Studies - PEMVEP 20.06.2016 21.10.2016 21.10.2016 24.02.2017 31.12.2018 1.07 0.0%
Energy
Project to Extend the Electricity Transmission and
Distribution Networks - PREREDT 15.09.2010 15.10.2010 20.04.2011 22.01.2013 25.02.2013 30.06.2020 31.64 36.78%
Lom-Pangar Hydro Power Project 10.11.2011 18.01.2012 14.06.2012 14.12.2012 25.07.2013 31.12.2020 44.93 11.77%
Agriculture
Rural Infrastructure Support - Grassfield 2 23.10.2013 16.12.2013 10.04.2014 15.09.2014 07.10.2014 31.12.2019 13.61 3.19 40.70%
Agricultural Value Chain Development Project –
PD-CVA 20.01.2016 21.10.2016 23.12.2016 23.12.2016 15.03.2017 31.01.2022 73.44 3.06%
Total National Public Sector Operations: UA 805 853 821 = CFAF 629.331 billion 601.08 195.70 9.03 32.57%
Private Sector
Shipyard and Industrial Engineering Ltd (CNIC) 12.12.2002 02.06.2003 29.04.2005 29.04.2005 13.05.2005 31.12.2018 32.10 67.9%
AES-SONEL Investment Programme 10.05.2006 08.12.2006 13.02.2007 15.02.2007 20.02.2007 31.12.2020 49.54 100%
Dibamba Thermal Power Plant 28.04.2010 11.05.2011 11.05.2011 15.07.2011 22.07.2011 01.06.2023 18.39 100%
Kribi Thermal Power Plant 15.07.2011 22.12.2011 22.12.2011 27.08.2012 13.09.2012 15.11.2025 23.60 100 %
Total National Private Sector Operations: UA 123 646 973 = CFAF 96.562 billion 123.64 91.68%
Regional
Environment
Central Africa Elephants Conservation 22/07/2013 16.12.2013 11.11.2014 16.01.2015 30.04.2015 30.06.2018 0.25 80.57%
Lake Chad Basin Rehabilitation Project
(PRESIBALT) 17/12/2014 02/07/2015 11.11.2015 15.03.2016 25.07.2016 30.09.2019 12.5 9.72%
Regional
Transport
Bamenda - Enugu Corridor Transport Facilitation
Programme 25.11.2008 13.05.2009 04.11.2009 01.12.2009 24.12.2009 31.12.2019 90.39 83.20%
Brazzaville -Yaounde Corridor Transport
Facilitation Project (Ketta –Djoum Road Phase 2) 21.10.2015 05.04.2016 05.08.2016 06.09.2016 01.11.2016 31.12.2020 51.04 2.56%
Bridge over Logone River betwwen Cameroon and
Chad 11.12.2017 24.05.2018 31.12.2022 27.98
9.40
0.0%
Total Public Sector Multinational Operations: UA 191 567 968 = CFAF 149.604 billion 79.02 112.54 40.68%
OVERALL PORTFOLIO TOTAL: UA 1 121 068 762 = CFAF 875.498 billion 803.74 308.24 9.03 40.47%
XVI
Annex 6: Cameroon’s Portfolio Performance (31 May 2018)
SECTORS
PROJECTS APPROVAL DATE CLOSING
DATE
AGE
(YEAR)
APPROVAL
–
SIGNATURE
(MONTHS)
SIGNATURE –
EFFECTIVENE
SS (MONTHS)
EFFECTIVENESS
– FULFILMENT
OF CONDITIONS
PRECEDENT
(MONTHS)
FULFILMENT OF
CONDITIONS
PRECEDENT TO
DISBURSEMENT(
MONTHS)
APPROVAL OF
FIRST
DISBURSEMEN
T (MONTHS)
DISBURSEM
ENT RATE
Governance
Cadastral Survey Project (PAMOCCA 1). 15.11.2010 30.12.2019 7.55 1.70 4.40 8.97 1.33 16.40 54.87%
Cadastral Survey Project (PAMOCCA 2). 17.12.2013 30.12.2019 4.46 5.77 4.77 0.00 5.90 16.43 15.00%
Budget Support Programme 22.11.2017 31.12.2018 0.53 0.77 0.70 0.00 0.57 2.03 100 %
Emergency Assistance to Refugees in the Far North
Region 12.07.2017 30.06.2018 0.73 6.17 0.00 0.00 0 %
Transport/ICT
Kumba-Mamfe Road Project 21.11.2012 30.11.2019 5.53 2.67 7.30 1.73 2.70 14.40 64.41%
Batchenga-Léna Road Programme Phase 1 26.11.2014 31.12.2019 3.52 4.07 10.60 2.10 5.13 21.90 12.82%
Yaounde-Bafoussam Road Programme
Phase 2 23.11.2016 31.12.2020 1.53 6.57 2.60 2.20 4.23 15.60 11.75%
Central African Backbone (CAB) 09.07.2015 31.12.2019 2.90 3.73 2.57 0.00 4.37 10.67 2.15%
Water and
Sanitation
Yaounde Sanitation Project (PADY 2) 19.06.2013 31.12.2018 4.96 2.80 6.23 6.60 1.43 17.07 30.19%
Stormwater Harnessing Studies -
PEMVEP 20.06.2016 31.12.2018 1.95 4.10 0.00 4.20 14.33 22.63 0.45%
Energy
Project to Strengthen and Extend the
Electricity Transmission and Distribution
Networks - PREREDT
15.09.2010 30.06.2020 7.72 1.00 6.23 21.43 1.13 29.80 36.78%
Lom Pangar Hydro Power Project 10.11.2011 31.12.2020 6.57 2.30 4.93 6.10 7.43 20.77 11.77%
Agriculture
Rural Infrastructure Support - Grassfield 2 23.10.2013 31.12.2019 4.61 1.80 3.83 5.27 0.73 11.63 40.70%
Agricultural Value Chain Development
Project – PD-CVA 20.01.2016 31.07.2022 2.37 9.17 2.10 0.00 2.73 14.00 3.06%
AVERAGES NATIONAL PORTFOLIO 3.94 3.76 4.02 4.19 3.97 15.93 32.57%
Private Sector
Shipyard and Industrial Engineering Ltd
(CNIC) 12.12.2002 31.12.2018 15.48 5.73 23.23 0.00 0.47 29.43 67.95%
AES-SONEL Investment Programme 10.05.2006 31.12.2020 12.07 7.07 2.23 0.07 0.17 9.53 100%
Dibamba Thermal Power Plant 28.04.2010 01.06.2023 8.10 12.60 0.00 2.17 0.23 15.00 100%
Kribi Thermal Power Plant 15.07.2011 15.11.2025 6.89 5.33 0.00 8.30 0.57 14.20 100%
AVERAGES PRIVATE PORTFOLIO 10.64 7.68 6.37 2.63 0.36 17.04 91.68%
Multinational
Environment
Central Africa Elephants Consevation 22.07.2013 30.06.2018 4.87 4.90 11.00 2.20 3.47 21.57 80.57%
Lake Chad Basin Rehabilitation Project
(PRESIBALT) 17.12.2014 30.09.2019 3.46 6.57 4.40 4.17 4.40 19.53 9.72%
Multinational
Transport
Bamenda - Enugu Corridor Transport
Facilitation Programme 25.11.2008 31.12.2019 9.53 5.63 5.83 0.90 0.77 13.13 83.20%
Brazzaville -Yaounde Corridor Transport
Facilitation Project (Ketta –Djoum Road
Phase 2)
21.10.2015 31.12.2020 2.62 5.57 4.07 1.13 1.80 12.57 2.56%
Bridge over Logone River betwwen
Cameroon and Chad 11.12.2017 31.12.2022 0.48 5.47 0 %
AVERAGES REGIONAL PORTFOLIO 4.19 5.63 6.33 2.10 2.61 16.66 40.68%
AVERAGES OVERALL PORTFOLIO 5.16 4.85 4.87 3.52 3.04 16.28 40.47%
XVII
Annex 7: National Public Sector Portfolio Rating (June 2018)
Projects
Compliance
with
Conditions
Procurement
Performance
Financial
Performance
Activities /
Outcomes
Impleme
ntation
Status
Development
Objectives
Overall
Rating
Risk
Rating
Governance Sector
PAMOCCA-1 2.66 4.00 2.40 3.00 3.17 3.00 3.00 NON-PP /
NON-PPP
PAMOCCA-2 3.00 3.00 N/A 3.00 3.00 3.00 3.00 NON-PP /
NON-PPP
BUDGET
SUPPORT 4.00 N/A 3.00 3.00 3.00 3.00 3.20
NON-PP /
NON-PPP
Water and Sanitation Sector
PADY-2 4.00 3.00 4.00 3.00 3.55 3.00 3.43 NON-PP /
NON-PPP
Energy Sector
PRERETD 4.00 3.00 3.60 3.25 3.50 4.00 3.56 NON-PP /
NON-PPP
LOM PANGAR 4.00 3.00 2.00 2.00 2.00 2.00 2.50 PPP
Transport/ICT Sector
KUMBA-MAMFE 3.00 3.00 3.00 3.00 3.00 3.00 3.00 NON-PP /
NON-PPP
C. BACKBONE 3.00 2.00 3.00 2.00 3.00 3.50 2.75 NON-PP /
NON-PPP
Agricultural Sector
GRASSFIELD-2 3.33 4.00 3.00 3.00 3.00 4.00 3.39 NON-PP /
NON-PPP
AVC-DP 3.00 3.00 2.00 3.00 3.00 3.00 2.83 NON-PP /
NON-PPP
National Public Sector Portfolio Rating
2018 Review Rating 3.40 3.11 2.89 2.83 3.02 3.15 3.07
COMPARISON WITH PREVIOUS REVIEWS
2017 Review Rating 3,36 2,94 3,10 2,72 2,96 3,12 3,04
2016 Review Rating 3,44 3,00 2,88 2,92 2,99 3,18 3,07
2015 Review
Rating 3,64 3,21 3,39 3,07 3,29 3,57 3,36
PP = Problematic Project PPP = Potentially Problematic Project
Non-PP = Non-Problematic Project Non-PPP = Non-Potentially Problematic Project
- Very satisfactory performance (3.5 to 4)
- Satisfactory performance (2.5 to 3.49)
- Unsatisfactory performance (1.5 to 2.49)
- Very unsatisfactory performance (1 to 1.49)
XVIII
Annex 8: Indicative Lending Programme 2017- 2020
(UA 1 = CFAF 785.22)
ADF 14 Indicative Allocation = UA 27.19 M (7.89 in 2017; 9.42 in 2018; 9.88 in 2019)
AfDB Indicative Allocation: UA 550 M in 2018
Regional Allocation: Amount fixed by Head Office
YEAR PROJECT NAME
ADF
Country
Allocation
AfDB
Ceiling
ADF
Regional
Allocation
OTHER TOTAL UA
Million
TOTAL
CFAF
Million
REMARKS
2017 Emergency Humanitarian
Assistance 0.69 0.69 535.80
Approval 12 July 2017/
signature 13 Jan. 2018 /
disbursement awaited
2017 Nachtigal Hydroelectric Project 125.00 125.00 97 064.42 Approval 28 Nov. 2017 /
signature awaited
2017 Cameroon - Chad Railway
Study 2.00 2.00 1 553.03
Approval 28 Nov. 2017 /
signature awaited
2017 Cameroon - Chad : Bridge over
Logone River 4.70 27.33 4.70 36.73 28 521.41
Approval 11 Dec. 2017/
signature 24 May 2018.
2017 Cameroon - Chad Electrical
Grid Interconnection Project 3.00 182.03 3.00 188.03
146
008.18
Approval 13 Dec. 2017/
signature awaited
2017 Budget Support Programme 152.57
152.57 118
472.94
Approval 22 Nov. 2017/
signature 15 Dec. 2017/
disbursement 22 Jan.
2018.
2018 Socio-economic Reintegration of
Youths of the Lake Chad Basin 6.13 1.87 8.00 6 212.12
Project approved in
September 2018
2018
Integrated Programme for
Development and Adaptation to
Climate Change in the Niger
Basin (PIDACC/BN)
3 3 6
2018 Road Programme Phase 3 (Ring
Road). 15.00 15.00 Approval scheduled for
2018.
2018 Study on a Rural Drinking
Water Supply and Sanitation
Programme
4.36
4.36 3 385.61 Project approved in July
2018
XIX
2018 Development of Livestock
Production and Fish Farming
Value Chains
70.00 70.00 54 356.07 Project approved in September 2018.
2018 Budget Support Programme 150.00
150.00 116
477.30
Negotiations scheduled
for October 2018
2019
Improvement of Skills in
Public Works and Civil
Engineering/Transport/Energy
Services
7.00 33.00 40.00 31 060.61 Project Concept Note
awaited
2019 Budget Support Programme 150.00
150.00 116
477.30
Project document awaited
(indicative amount: to
be confirmed).
2019 Shipyard and Industrial
Engineering Ltd Phase 2 75.00 75.00 58 238.65
Project Concept Note
awaited
2019 Urban Development Programme
Phase 1 144.00 144.00
111
818.21
Project Concept Note
awaited
2019 Agricultural Value Chain
Development Project Phase 2 75.00 75.00 58 238.65
Project Concept Note
awaited
2019 ENEO - Investment Programme
Phase II 60 60
47 113.2
Project Concept Note awaited
2019 JCM Greenquest Solar PV
23.00
23.00
18 060.06
Project Concept Note
awaited
2019 Line of Credit to "la Régionale
D'épargne et de Crédit"
3.00
3.00
2 355.66
Project Concept Note
awaited
2019 Budget Support Programme
Phase III 125.20 125 .2
98
309.544
Project Concept Note
awaited
2019 Institutional Support for Public
Finance Management
4.17 4.17
3
274.3674
Project Concept Note
awaited
2019 Road Programme Phase 3 (Ring
Road 2) 135.00 135.00
Project Concept Note approved
2019 Congo Basin Ecosystems
Conservation Support
Programme
40 40
XX
2019 Crédit Communautaire d'Afrique 10 10
2019 BGFI Bank 10 10
2020 Programme for 350 Simplified
Rural Drinking Water and
Sanitation Networks
60.00 60.00 47 113.2
Project Concept Note
awaited
2020 Urban Development Programme
Phase 1
144.00
144.00 113
071.68
Project Concept Note
awaited
2020
Improvement of Skills in the
Public Works and Civil
Engineering, and Energy
Services.
40.00
40.00 31 408.8
Project Concept Note
awaited
2020 North, South and East Electrical
Grids Interconnection Project
100.00
100.00 78 522
Project Concept Note
awaited
2020 Study on Interconnection of
Power Grids of Cameroon,
Gabon and Equatorial Guinea
2
2
Project Concept Note
awaited
2020 Study on the Chollet hydropower
development project and related
lines
3
3
2020
Project for the construction of
the bridge over the Ntem River
and transport facilitation on the
Kribi-Campo-Bata Corridor
(Cameroon-Equatorial Guinea)
223
223
2020 Congo Basin Ecosystems
Conservation Support
Programme – Phase 2
40
40
2020 Congo Basin Integrated Timber
Sector Development Support
Programme (PADIB-BC)
150
150
2021 Shipyard Project, Phase 2 75.00 75.00
Grand Total 35.12 2306.3 12.57 60.69 2414.75 1 486
657.026
= National Project
= Regional Project
XXI
Annex 9: Cameroon - Selected Macroeconomic Indicators
Indicators Unit 2000 2013 2014 2015 2016 2017 2018 (e)
National Accounts
GNI at Current Prices Million US $ 10 831 32 206 34 387 34 316 33 494 33 339 ...
GNI per Capita US$ 680 1 450 1 510 1 470 1 400 1 360 ...
GDP at Current Prices Million US $ 9 290 32 358 34 998 30 932 32 638 33 548 39 034
GDP at 2000 Constant prices Million US $ 9 290 14 857 15 732 16 621 17 393 18 011 18 693
Real GDP Growth Rate % 4,2 5,4 5,9 5,7 4,6 3,5 3,8
Real per Capita GDP Growth Rate % 1,4 2,8 3,3 3,1 2,1 1,1 1,4
Gross Domestic Investment % GDP 16,7 23,1 24,1 22,4 22,6 23,9 24,6
Public Investment % GDP 2,8 4,9 4,7 4,5 4,8 4,6 4,1
Private Investment % GDP 13,9 18,1 19,3 17,9 17,8 19,3 20,5
Gross National Savings % GDP 13,3 24,8 25,3 23,9 24,0 23,0 24,1
Prices and Money
Inflation (CPI) % 0,9 2,1 1,9 2,7 0,9 0,6 1,1
Exchange Rate (Annual Average) local currency/US$ 732,5 493,9 493,6 591,2 592,7 617,5 619,4
Monetary Growth (M2) % 68,4 10,5 9,6 9,1 5,4 2,9 ...
Money and Quasi Money as % of GDP % 20,9 29,2 29,6 30,5 30,4 29,8 ...
Government Finance
Total Revenue and Grants % GDP 20,0 16,4 16,8 16,5 14,7 15,6 16,4
Total Expenditure and Net Lending % GDP 15,6 20,0 20,3 18,7 20,3 20,4 19,0
Overall Deficit (-) / Surplus (+) % GDP 4,4 -3,6 -3,5 -2,2 -5,7 -4,9 -2,6
External Sector
Exports Volume Growth (Goods) % -3,3 7,1 17,6 17,8 -6,0 -0,3 0,7
Imports Volume Growth (Goods) % 12,9 4,1 12,7 1,8 -5,7 -3,5 2,6
Terms of Trade Growth % 42,3 -1,4 -7,3 -13,8 2,4 -2,6 -3,9
Current Account Balance Million US $ -61 -1 128 -1 402 -1 174 -1 067 -922 -1 257
Current Account Balance % GDP -0,7 -3,5 -4,0 -3,8 -3,3 -2,7 -3,2
External Reserves months of imports 1,0 4,6 3,9 5,4 3,8 4,2 3,9
Debt and Financial Flows
Debt Service % exports 24,3 3,0 3,5 6,1 5,9 7,0 7,8
External Debt % GDP 62,2 11,4 14,9 19,4 19,6 22,5 23,6
Net Total Financial Flows Million US $ 218 356 986 1 331 358 ... ...
Net Official Development Assistance Million US $ 377 752 856 663 756 ... ...
Net Foreign Direct Investment Million US $ 159 567 554 620 128 ... ...
Source : AfDB Statistics Department; IMF: World Economic Outlook,October 2018 and International Financial Statistics, October 2018;
AfDB Statistics Department: Development Data Portal Database, October 2018. United Nations: OECD, Reporting System Division.
Notes: … Data Not Available ( e ) Estimations ( p ) Projections Last Update: October 2018
0,0
1,0
2,0
3,0
4,0
5,0
6,0
7,0
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
%
Real GDP Growth Rate, 2006-2018
0
1
2
3
4
5
6
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
Inflation (CPI),
2006-2018
-5,0
-4,0
-3,0
-2,0
-1,0
0,0
1,0
2,0
2 006
2 007
2 008
2 009
2 010
2 011
2 012
2 013
2 014
2 015
2 016
2 017
2 018
Current Account Balance as % of GDP,
2006-2018
XXII
Annex 10: Cameroon – Comparative Socio-Economic Indicators
Year Cameroon Africa
Develo-
ping
Countries
Develo-
ped
Countries
Basic Indicators
Area ( '000 Km²) 2017 475 30 067 94 716 35 018Total Population (millions) 2017 24,5 1 244,8 6 252,1 1 190,0Urban Population (% of Total) 2017 55,6 40,5 49,2 81,4Population Density (per Km²) 2017 51,9 42,4 66,0 34,0GNI per Capita (US $) 2016 1 400 1 841 4 442 41 208Labor Force Participation *- Total (%) 2017 76,3 65,8 62,3 60,3Labor Force Participation **- Female (%) 2017 71,3 55,3 47,8 52,5Sex Ratio (per 100 female) 2017 100,0 100,2 107,5 105,3Human Dev elop. Index (Rank among 189 countries) 2015 153 ... … …Popul. Liv ing Below $ 1.90 a Day (% of Population) 2014 23,8 ... 12,7 0,6
Demographic Indicators
Population Grow th Rate - Total (%) 2017 2,5 2,5 1,3 0,6Population Grow th Rate - Urban (%) 2017 3,5 3,5 2,4 0,9Population < 15 y ears (%) 2017 42,1 40,8 27,9 16,6Population 15-24 y ears (%) 2017 20,2 19,2 16,7 11,9Population >= 65 y ears (%) 2017 3,2 3,5 6,8 17,4Dependency Ratio (%) 2017 82,8 79,6 54,6 52,0Female Population 15-49 y ears (% of total population) 2017 24,1 24,0 25,6 22,6Life Ex pectancy at Birth - Total (y ears) 2017 56,8 61,9 70,2 80,7Life Ex pectancy at Birth - Female (y ears) 2017 58,0 63,3 72,3 83,5Crude Birth Rate (per 1,000) 2017 35,2 33,9 20,6 10,9Crude Death Rate (per 1,000) 2017 10,7 9,0 7,5 8,6Infant Mortality Rate (per 1,000) 2017 55,1 47,7 32,0 4,6Child Mortality Rate (per 1,000) 2017 84,0 68,6 42,8 5,4Total Fertility Rate (per w oman) 2017 4,5 4,4 2,6 1,7Maternal Mortality Rate (per 100,000) 2015 596,0 444,1 237,0 10,0Women Using Contraception (%) 2017 32,8 37,6 62,1 …
Health & Nutrition Indicators
Phy sicians (per 100,000 people) 2010-2016 8,3 33,6 117,8 300,8Nurses and midw iv es (per 100,000 people) 2010-2016 52,0 123,3 232,6 868,4Births attended by Trained Health Personnel (%) 2010-2017 64,7 61,7 78,3 99,0Access to Safe Water (% of Population) 2015 75,6 71,6 89,4 99,5Access to Sanitation (% of Population) 2015 45,8 39,4 61,5 99,4Percent. of Adults (aged 15-49) Liv ing w ith HIV/AIDS 2017 3,7 3,4 1,1 …Incidence of Tuberculosis (per 100,000) 2016 203,0 221,7 163,0 12,0Child Immunization Against Tuberculosis (%) 2017 91,0 82,1 84,9 95,8Child Immunization Against Measles (%) 2017 77,0 74,4 84,0 93,7Underw eight Children (% of children under 5 y ears) 2010-2016 14,8 17,5 15,0 0,9Prev alence of stunding 2010-2016 31,7 34,0 24,6 2,5Prev alence of undernourishment (% of pop.) 2016 7,3 18,5 12,4 2,7Public Ex penditure on Health (as % of GDP) 2014 0,9 2,6 3,0 7,7
Education Indicators
Gross Enrolment Ratio (%)
Primary School - Total 2010-2017 113,2 99,5 102,8 102,6 Primary School - Female 2010-2017 107,2 97,4 102,0 102,5 Secondary School - Total 2010-2017 61,8 51,9 59,5 108,5 Secondary School - Female 2010-2017 57,1 49,5 57,9 108,3Primary School Female Teaching Staff (% of Total) 2010-2017 54,5 48,7 53,0 81,5Adult literacy Rate - Total (%) 2010-2017 71,3 65,5 73,1 ...Adult literacy Rate - Male (%) 2010-2017 78,3 77,0 79,1 ...Adult literacy Rate - Female (%) 2010-2017 64,8 62,6 67,2 ...Percentage of GDP Spent on Education 2013 2,8 4,9 4,1 5,2
Environmental Indicators
Land Use (Arable Land as % of Total Land Area) 2014 13,1 8,0 11,3 10,1Agricultural Land (as % of land area) 2014 20,6 37,4 38,1 35,1Forest (As % of Land Area) 2014 40,3 21,0 31,4 28,8Per Capita CO2 Emissions (metric tons) 2014 0,3 1,1 3,5 11,0
Sources : AfDB Statistics Department Databases; World Bank: World Development Indicators; last update :
UNAIDS; UNSD; WHO, UNICEF, UNDP; Country Reports.
Note : n.a. : Not Applicable ; … : Data Not Available. * Labor force participation rate, total (% of total population ages 15+)
** Labor force participation rate, female (% of female population ages 15+)
November 2018
0
10
20
30
40
50
60
70
80
90
100
2000
2007
2011
2012
2013
2014
2015
2016
2017
Infant Mortality Rate( Per 1000 )
Ca mer oon Af r ica
0
500
1000
1500
2000
2500
2000
2006
2010
2011
2012
2013
2014
2015
2016
GNI Per Capita US $
Ca mer oon Af r ica
0,0
0,5
1,0
1,5
2,0
2,5
3,0
2000
2007
2011
2012
2013
2014
2015
2016
2017
Population Growth Rate (%)
Cam er oon Af ri ca
01020304050607080
2000
2007
2011
2012
2013
2014
2015
2016
2017
Life Expectancy at Birth (years)
Ca mer oon Af r ica
XXIII
Annex 11: Bank’s Fiduciary Strategy in Cameroon
Annex 11-A: Bank’s Procurement Strategy
1. Legal and Regulatory Framework: the Cameroon Public Contracts Code in force was
established in September 2004 (Decree No. 2004/2-75). It lays down rules for the award, execution and
control of public contracts. The review of this Code by the Bank has led to the conclusion that
Cameroon’s procedures for procurement through local competitive bidding are generally consistent with
the Bank’s procurement rules and procedures, despite differences regarding the Bank’s fiduciary
requirements. To strengthen this system and align the Public Contracts Code with the new institutional
framework put in place in 2012, the Government of Cameroon embarked on the revision of the public
procurement legal framework. The Bank is prepared to support the Government in the revision of the
Public Contracts Code to help overcome the weaknesses identified by the Bank and to align the country’s
procurement procedures with internationally accepted standards and practices. Pending the revision of
the Code, the Bank plans to use, through a letter of understanding, national procurement procedures as
well as SBDs within the framework of local competitive bid invitations for Bank-funded projects.
2. Institutional Framework: the public procurement institutional framework is based on three
presidential decrees, namely: (i) Decree No. 2012/74 of 8 March 2012 organizing the Ministry of Public
Contracts (MINMAP); (ii) Decree No. 2012/74 of 8 March 2012 establishing and laying down the
organisation and operation of public tenders boards; and (iii) Decree No. 2012/76 of 8 March 2012
amending and supplementing certain provisions of Decree No. 2001/48 of 23 February 2001 establishing
and laying down the organization and operation of the Public Contracts Regulatory Agency. Through
this new institutional framework, the Government of Cameroon seeks to enhance the efficiency of the
procurement process and increase the budget execution level, while strengthening the transparency and
integrity of the system. Within this organizational framework, MINMAP is the central element of the
public procurement system in which several responsibilities -that are not always compatible - are
centralised. These include notably: (a) the control of the contracts awarded by clients; (b) the award of
contracts above the threshold of clients; (c) the signing of contracts as the contracting authority; (d) the
control of contract execution; (e) the initiation of public procurement reforms and policies; and (f) the
management of remedies. Although it is early to draw conclusions as this new institutional framework
has just been established, the following challenges can be retained: (i) the centralisation of functions
which can affect the integrity of the public procurement system; (ii) entrusting less responsibility to
clients regarding the signing of contracts; (iii) MINMAP is both judge and party in the system of
remedies; and (iv) the lack of clarity in MINMAP’s role with respect to ARMP concerning the initiation
of procurement policies. It is necessary for the Bank to carry on dialogue on the public procurement
reform so as to support the Government in optimizing the existing institutional framework.
3. Management Capacity: to implement this new institutional framework, MINMAP recruited
hundreds of civil servants to perform various procurement and contract execution control functions.
Although this initiative is commendable, as it will help to establish a corps of public procurement
professionals, it is necessary to review it in order to promote qualitative capacity building. The
concentration of capacity and powers within MINMAP may bring about efficiency in the short term, but
the approach cannot be efficient and dynamic in the long run. It would rather be appropriate to build the
capacity of clients to enable them to assume and fully play their role in the procurement process. To that
end, the ongoing revision of the Public Contracts Code should be an opportunity to establish checks and
balances in the functions of various public procurement actors (e.g. clients, MINMAP, ARMP, etc.) in
order to enhance the integrity of the public procurement framework. The revision of the Code and the
XXIV
institutional framework will include the design of a development strategy and capacity building to
revitalize Cameroon’s public procurement system. Lastly, it will be useful to establish a public
procurement information system to obtain reliable data, with a view to helping to assess the efficiency
and performance of the procurement process.
4. System Integrity and Transparency: the quality of integrity of a procurement system is based
mainly on checks and balances in the functions provided for in its institutional framework. There seems
to be no optimum checks and balances in the functions carried out by MINMAP and ARMP. In addition,
the ex-ante control of compliance or regularity of procedures concerning contracts within MINMAP’s
threshold does not seem to be properly carried out. Furthermore, audits are not carried out within
reasonable timeframes (the last audit dates back to 2010). The optimization of this institutional
framework should enable ARMP to better perform its regulatory functions so as to fully play its role in
initiating public procurement policies, carrying out independent audits and building capacity. Lastly, due
to its central role in the execution and control of public procurement, MINMAP does not seem to
adequately guarantee the independent management of remedies. Disputes would be better managed by
ARMP or another independent public procurement control body.
Comprehensive Action Plan (CAP) for Improving National Procurement Procedures
The provisions below, which are different from those of Bank Rules of Procedure for Procurement of
Goods and Works (May 2008 edition, revised in July 2012) and national procurement legislation, would
not be applied for procurement financed by the Bank when national competitive bidding is envisaged.
Proposed Comprehensive Action Plan (CAP)
Areas of differences identified in the Borrower’s legal and regulatory framework and SBDs
Changes to be reflected in SBDs to align them with Bank Rules of Procedure
I. Instructions to Bidders (ITB)
Principle of Eligibility:
1. Exclusion of enterprises not governed by Cameroonian law from participating in local competitive bid invitations
Apply the provisions of Clause 3.4 of Bank Rules of Procedure to enable foreign bidders to participate in LCBs
2.
SBDs do not encourage the participation of public enterprises in LCBs
Apply the provisions of Clause 1.8 (c) of Bank Rules of Procedure to enable public enterprises to participate in LCBs if they can ascertain that: (i) they enjoy legal and financial autonomy; (ii) they operate under rules of commercial law; and (iii) they do not depend on the Borrower or Sub-borrower
3. The requirement for foreign business groups to submit their bids together with local enterprises
Lift the requirement for foreign bidders to form groups with local enterprises (Clause 1.10 of Bank Rules of Procedure )
A. Principle of Equity:
4. SBDs provide for the application of preferential margins based on nationality
Preferential margins are not applicable to LCBs (Clause 1.3 of Bank Rules of Procedure)
B. Principle of Transparency
5. Extension of the period of bid validity without exceptional justification
Provide for the extension of the period of bid validity if exceptional circumstances so justify (Clause 2.57 of Bank Rules of Procedure )
Areas of differences identified in the Borrower’s legal and regulatory framework and SBDs
Changes to be reflected in SBDs to align them with Bank Rules of Procedure
II. General Contract Conditions (GCC)
C. Principle of Transparency:
6. Suspension of loan Provide for the suspension of the loan by the Bank (Clause 1.2
of Bank Rules of Procedure)
7.
Inspection and Auditing Provide for inspection and auditing by the Bank (Clause 1.11 of Bank Rules of Procedure)
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8. Fraud and Corruption Provide for and insert the F&C Clause in the GCC of SBDs
for works and supply of goods (Clause 1.14 of Bank Rules of Procedure).
D. Principle of Equity:
9. Eligibility Include the clause on eligibility in the GCC of SBDs for works and supply of goods (Clause 1.6 of Bank Rules of Procedure
E. Principle of Efficiency
10. Risks borne by the Client and Contractor Revise the SBDs for works and provide for provisions
governing contract execution (Clause 2.38 of Bank Rules of Procedure )
13. Nature of labour The prohibition of forced or compulsory labour and that which
is harmful to children, and organizations representing workers.
14. Force Majeure Include the clauses on force majeure in the GCC of SBDs of
works and supply of goods (Clause 2.42 of Bank Rules of Procedure).
III. Procurement Process
15. Submission of bids Restriction of means of submitting bids (only in hard copy)
Apply the provisions of Clause 2.44 of Bank Rules of Procedure allowing for the submission of bids by mail or in person.
16. Opening of bids Rejection of bids during bid opening other than those received after the deadline
No rejection of bids during bid opening save for those received after the deadline, in accordance with Clause 2.45 of Bank Rules of Procedure.
17.
Bid assessment (a) Weighted evaluation of bids for the procurement of goods and works (b) (i) Confusion between assessment and qualification criteria (ii) Absence of post-qualification
Provide for the binary evaluation of bids for the procurement of goods and works (Clause 2.48 of Bank Rules of Procedure). Apply the provisions of Clauses 2.49, 2.50, 2.52 and 2.58 of Bank Rules of Procedure to clarify the application of eligibility, compliance, assessment and qualification criteria.
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Annex 11.B: Bank’s Financial Management Strategy
Level of Use of the National Public Finance Management System
(a) In accordance with the provisions of the Paris Declaration on Aid Effectiveness (2005); the
Accra Agenda for Action (2008); the Busan High Level Forum on Aid Effectiveness (2011),
the Bank’s decision to or not to use the national finance management system was reviewed
based on: (i) the assessment of the country’s public finance management (PFM) performance;
(ii) Bank guidelines, practices and risk tolerance; (iii) national preferences; and (iv) other factors
such as the governance and corruption perception level, and PEFA 2017. These analyses show
that the risk level as assessed was deemed substantial by the Bank and does not allow the Bank
to adopt an approach based exclusively on national procedures and systems. However, the Bank
will continue, with the technical and financial partners (TFPs), to support PFM system reforms
through various instruments in order to mainly use national procedures and systems in the short
run.
(b) The use of resources under the indicative lending programme will be in accordance with Bank
rules of procedure. All operations will be audited annually by an independent audit firm to be
recruited by Cameroon’s Audit Bench.
(c) Financial management arrangements will be reviewed during the appraisal missions of new
investment operations to be financed with Bank resources. The existence of a minimum
mechanism at entry of operations will be required in choosing project institutional anchorage.
Bank fraud control and anti-corruption arrangements will be used and sanction mechanisms
strictly applied. External audit reports will be published regularly, in accordance with the Bank’s
Policy on Disclosure and Access to Information revised in 2012, and operation completion
reports will have to include the findings of the audit conducted at project closure.
(d) The Bank will ensure the reduction of independent management units during the appraisal of
new operations. Operations will preferably be implemented by project implementation units
within sustainable government services which will have a fiduciary capacity building
mechanism and receive Bank support through close monitoring by the Cameroon Country
Office.
(e) Regarding emergency or reconstruction operations, simplified procedures that ensure reliable
financial information and safeguard assets will be proposed on a case-by-case basis.
(f) The use of Bank resources for any general budget support operation will be systematically
checked through Audit Bench review of the Settlement Laws, which will be published within
the legal timeframes in force in Cameroon. The Bank will reserve the right to request an audit
of financial flows through Bank-approved ToRs.
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Annex 12: Climate Change and Green Growth in Cameroon
1. Climate Change Policy Framework and National Priorities
Cameroon has regularly signed and ratified many international climate change control agreements,
including the Paris Agreement. Conventions include: the United Nations Framework Convention on
Climate Change (UNFCCC), the Bonn Convention, the Kyoto Protocol, the 22 March 1985 Vienna
Convention for the Protection of the Ozone Layer and the 14 June 1992 Nairobi Convention on Climate
Change. Cameroon is also signatory to sub-regional conventions on environmental protection within the
framework of the Lake Chad Basin Convention, the Niger Basin Authority, the International Commission
of the Congo-Oubangui-Sangha Basin (CICOS) and the Yaounde Declaration instituting COMIFAC.
Legally, note should be taken especially of the enactment of the framework law on the environment and
many other sector-based laws (Law No. 90/13 on Plant Protection and its implementing Decree No.
92/223 of 25 May 1992; Law No. 94-1 of 20 January 1994 on Forestry, Wildlife and Fisheries; Law No.
2016/2017 of 14 December 2016 on the Mining Code). To combat pollution by some wastes, the
Government on 25 April 2014 banned the use, sale and manufacture of plastic packaging of less than 60
microns. To control atmospheric pollution by vehicles, Circular No. 0001/C/MINFI of 28 December
2016 laying instructions on the execution of Finance Laws explicitly discourages the importation of
second-hand vehicles of a certain age (more than 10 years), in favour of less polluting cars for a more
environment-friendly land transport sector. Vehicles less than 10 years old are thus exempted from excise
tax since 2017.
2. National Institutional Framework
Institutionally, there has been: (i) the establishment of the Ministry of the Environment, Nature Protection
and Sustainable Development prior to MINEF and MINEP; (ii) the setting up of an Inter-ministerial
Committee on Environment; (iii) the establishment of a National Environment and Sustainable
Development Fund; (iv) the setting up of a REDD+ National Secretariat; (v) the establishment of a
National Climate Change Observatory (ONACC), whose duties, among others, are to: formulate relevant
climate indicators for environmental policy monitoring; monitor climate trends; and propose greenhouse
gas emission preventive and reduction measures to the Government. The institutional framework is based
on three types of actors whose duties and powers are: coordination, implementation and financial and
technical support. The various coordination bodies set up are: (i) the National Environment and
Sustainable Development Advisory Commission (CNCEDD) and (ii) the Inter-ministerial Environment
Commission, which ensures the collaboration of all ministries in the implementation of the sustainable
environmental management policy. The external services of MINEPDED are responsible for organizing,
implementing and monitoring projects and programmes in the regions. They also have to ensure the
participation and involvement of all stakeholders in environmental management. The various bodies
responsible for implementing environmental management projects and programmes are: environmental
convention focal points, partner sector ministries whose activities and programmes contribute to climate
change adaptation (MINADER, MINEPIA, MINFOF, MINEE, MINRESI, etc.), semi-public
institutions, regional and local authorities, civil society, the private sector and programmes and projects
that contribute to climate change adaptation.
The organization of the climate change institutional framework is in keeping with a multi-sector principle
that justifies the involvement of many actors whose operations are coordinated by the Ministry of the
Environment, Nature Protection and Sustainable Development (MINEPDED). However, the sector
vision of the ministry and its weak capacity do not facilitate the mainstreaming of climate change into
the other development sectors and the development of a crosscutting approach.
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3. National Climate Change Programmes
Regarding programming, there are: (i) the National Forestry Action Plan (PAFN) based on the Tropical
Forestry Action Plan (PAFT) that instituted a forestry system for sustainable logging and the preservation
of existing wildlife and flora; (ii) the National Environmental Management Plan (PNGE) adopted in
1996; (iii) the National Climate Change Adaptation Plan (PNACC); (iv) the Climate Change Adaptation
Programme (PACC); (v) the National Desertification Control Action Plan; (vi) the National Biodiversity
Management Strategy; (vii) the National Climate Change Impact Mitigation Strategy; (viii) the National
Waste Strategy; and more recently (ix) the REDD+ National Strategy. Aware of these problems and the
potential negative impacts of deforestation and forest degradation, Cameroon has embarked on the
REDD+ process and the preparation of its Forestry Investment Plan.
4. Analyses for Climate Change Adaptation and Mitigation, and Transition to Green Growth
An analysis of the various initiatives and documents mentioned above shows a plethora of plans and
programmes that do not build on what exists; an overlay of several levels of planning (central, sector,
regional, municipal, rural community, local, special ecosystem, etc.) without coordination; a diversity of
actors (central administration entities, decentralized services, local authorities, socio-professional
organizations, non-governmental organizations, grassroots communities, development partners, etc;
inconsistencies between the general plan and sector plans, between the national plan, council plans and
local plans, and between medium- and long-term priorities; difficulties in demarcating the spheres of
competence and responsibilities of the various ministries. There are no mechanisms for defining the lines
of convergence towards common strategic thrusts and guiding principles for operations at the various
planning levels. Most of these documents are adaptation strategies in themselves because they often draw
on the country vulnerability analysis to define development actions, but often without using a holistic
approach.
Thus, the incorporation of sector policies, convergence between the various national or local planning
frameworks or between economic sectors is inadequate. Lastly, at the sub-regional level, very few
national strategies comprise analyses of their impacts on neighbouring countries. Yet, it is often
necessary to improve coordination between neighbouring countries and at the regional level to address
the concerns of local populations when they use trans-border natural resources.
All these weaknesses make it difficult to adopt a strategic climate change adaptation and mitigation
integration approach in line with the country’s Vision 2035 and its Growth and Employment Strategy
Paper (GESP). Cameroon’s Vision 2035 mentions the integration of adaptation measures, but without
formulating them. Three key aspects have been taken into account, namely: measures to modify the threat
from climate change; measures to prevent the impacts of climate change and measures aimed at
behaviour change. However, the adaptation and mitigation measures are included in the nationally
determined contribution (CDN) of the country which provides for a 32% GHG emission reduction in
relation to the 2010 baseline scenario for the target year (2035), and contingent upon support from
the international community in the form of financing, capacity building actions and technology
transfer. The sectors targeted by the CDN are: intensification and sedentarization of agricultural
activities, sustainable forest management, increased energy supply and improvement of energy
efficiency.
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Many isolated green growth initiatives are being taken. It is recommended that a national sustainable
development strategy be prepared comprising a roadmap on transition to a green economy based on: (i)
the promotion of knowledge on green growth; (ii) the benefits in terms of job creation; (iii) national
revenue (tax revenue, foreign exchange, etc.); (iv) business development; (v) poverty reduction; (vi)
reduction of pressure on ecosystems; and (vii) reduction of the harmful effects of climate change.