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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

i

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

ii

Map of Cameroon

iii

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

iv

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

v

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.

vi

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.

1

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.

2

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;

3

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

4

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.

5

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


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


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


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


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


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


Constraints on the





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


Constraints on the





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


agreement


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)


approval and release of first

disbursement


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.


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


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


awaited

2019 Agricultural Value Chain

Development Project Phase 2 75.00 75.00 58 238.65


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


awaited

2019 Line of Credit to "la Régionale

D'épargne et de Crédit"

3.00

3.00

2 355.66


awaited

2019 Budget Support Programme

Phase III 125.20 125 .2

98

309.544


awaited

2019 Institutional Support for Public

Finance Management

4.17 4.17

3

274.3674


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


awaited

2020 Urban Development Programme

Phase 1

144.00

144.00 113

071.68


awaited

2020

Improvement of Skills in the

Public Works and Civil

Engineering, and Energy

Services.

40.00

40.00 31 408.8


awaited

2020 North, South and East Electrical

Grids Interconnection Project

100.00

100.00 78 522


awaited

2020 Study on Interconnection of

Power Grids of Cameroon,

Gabon and Equatorial Guinea

2

2


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)

XXV

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.

XXVI

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.

XXVII

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.

XXVIII

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.

XXIX

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.

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