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Isangele Communal Development Plan

TABLE OF CONTENT

  1.       i.        Executive summary

3

 

  1.      ii.        List of abbreviations
  2.     iii.        List of tables

  1.     iv.        List of figures

  1.      v.        List of photos

  1.     vi.        List of maps

  1.    vii.        List of annexes

  1. 1.     INTRODUCTION  

16

1.1.          Context and Justification

16

1.2.          Objectives of the Communal Development Plan

17

1.3.          Structure of the CDP

18

 

  1. 2.     MEHODOLOGY  

18

2.1.          Preparation of the entire process

18

2.2.          Collection and treatment of data

18

2.3.          Data consolidation and Mapping

22

2.4.          Strategic Planning, resource mobilisation and programming Workshop

22

2.5.          Putting in place of a participatory monitoring and evaluation mechanism.

25

 

  1. 3.     SUMMARY PRESENTATION ON THE COUNCIL

25

3.1.          Location of the council

25

3.2.          Description of the biophysical environment

28

3.3.          History and People of the council (origin of the people, population, ethnic groups, religions, main economic activities)

29

3.4.          Basic socio-economic infrastructures

36

3.5.          Main Potentials and Resources of the Municipality

39

 

  1. 4.     SUMMARY OF KEY FINDINGS FROM THE PARTICIPATORY DIAGNOSIS

42

4.1.          Summary of Council Institutional Diagnosis. Insist on strengths and weaknesses of the following:

42

4.1.1.      Human resources

42

4.1.2.      Financial resources

43

4.1.3.      Council assets

47

4.1.4.      Management of relationships

47

4.2.          Common Problems and needs Identified by sector

49

 

  1. 5.     STRATEGIC PLAN

62

5.1.          Vision and objectives of the Communal Development Plan

62

5.2.          Logical framework by Sector

63

5.3.          Estimated Cost of the CDP

98

5.4.          Land Use plan

99

 

  1. 6.     PROGRAMMING

100

6.1.          Resource mobilisation (identification and description of resources)

101

6.2.          Mid Term Expenditure Framework (MITEF) for 3 years

101

6.3.          Summary environmental management framework for the mid-term investment plan

103

6.3.1.      Potential socio-environmental impact (positive or negative)

103

6.3.2.      Optimizing and/or Mitigation measures

105

6.3.3.      Simplified environmental management plan

107

6.4.          Annual Investment Plan(AIP)

111

6.4.1.      Available resources and periodicity

111

6.4.2.      Annual plan of priority projects (1st year)

117

6.4.3.      Operational plan for vulnerable population (as the case may be)

121

6.5.          Contract Award Plan

122

 

  1. 7.     MONITORING AND EVALUATION MECHANISM

124

7.1.          Composition and functions of the committee in charge of monitoring and evaluation of the CDP

124

7.2.          Monitoring and evaluation system and indicators (in relation to the AIP)

125

7.3.          Tools and frequency of reporting

132

7.4.          Review of the CDP and mechanism for the preparation of the next AIP

135

 

  1. 8.     Communication plan of the CDP

135

 

136

  1. 9.     CONCLUSION

 

  1. 10.   ANNEXES

137

  • Project Presentation Sheets for the AIP

  • Deliberation and Prefectoral order for validation and approval of the CDP

  • Municipal order putting in place the Monitoring and Evaluation Committee

 

  • Document A: Atlas of thematic maps (existing infrastructures, spatial planning of priority infrastructures)

  • Document B: Consolidated diagnoses report

 

 

 

 

      i.        Executive summary

In elaborating the ISANGELE Council Development Plan [CDP] AHEAD used the participatory planning approach recommended by PNDP. The ultimate purpose of the CDP is to guide the Council and all other development actors in the municipality in the midterm [2012 – 2014] to achieve the goals and objectives inherent in the Vision 2035, GESP and the MDGs within the ISANGELE context.

 

AHEAD supported the ISANGELE council executive, populations and stakeholders to achieve a greater understanding of the council especially with reference to its socio-economic situation, its biophysical situation, the impact and quality of its service delivery to the populations and its relations with other development agents who provide goods and services in the municipality.

 

The following specific objectives were to be achieved

  1. To support a participatory diagnosis of the development situation in ISANGELE municipality
  2. To collect data on the socio-economic situation and to identify, prioritize and analyze problems sector by sector at the levels of the village, urban space and the council institution.
  3. To identify the main socio-professional groups and put in place development management committees
  4. To facilitate in the choice of priority micro projects.
  5. To collect GPS waypoints of important social infrastructure in ISANGELE and to draw maps showing natural resources and social infrastructure.

 

In addition to these objectives AHEAD’s support entailed the transfer of knowledge, skills and aptitude to the council for it to be able to update the CDP and plan its annual investment plans.

 

The CDP has been elaborated within the context of the on going process of Decentralization in Cameroon, the Cameroon Vision 2035, the Growth and Employment Strategy Paper, the MDGs and the Policy of Great Realizations of President Paul Biya with a view to integrate the ISANGELE Municipality and populations in the grand plan of making Cameroon an emergent Nation of a medium economy by year 2035 wherein the current values of poverty will be significantly reduced and every Cameroonian will enjoy acceptable standards and quality of life and furthermore Cameroon will have a solid and sustainable industrial base and a democratic culture.

 

In this light, therefore, the CDP is a comprehensive short term development framework containing planned priority projects in the key growth infrastructure and production sectors; an annual investment and financial framework; a framework for collaboration and partnership between the council and stakeholders and partners; a governance framework for participation of the civil society and the private sector and external partners and is also a guide for systematic procedures to inform the management of ISANGELE development.

The CDP priority actions and micro projects for 2012 -2014

The CDP as a short term development framework for ISANGELE council has retained a series of priority actions and micro projects as enumerated in the annexes under the following 1] Priority areas of actions at the council institutional level, 2] priority projects per village per sector, 3] priority micro-projects per sector in the council area. The efficient implementation of these actions and micro projects will significantly improve the institutional capacity of the ISANGELE Council and the production, infrastructure and equipment sectors which are the minimum necessary conditions for growth and employment to begin and thrive in ISANGELE. Some of these projects which have been evaluated include

1. The rehabilitation of the ISANGELE water system

2. The rehabilitation of the Electricity network

3. The purchase of a 75cv boat engine

4. The purchase of 05 motor bikes for urban transport

5. Water and Electricity supply to the Municipal cold store

6. The building of 10 low cost houses

7. The creation of a plantain nursery

 

The CDP Structure

The CDP is divided into 2 main parts; the CDP and the Annexes.

1] There are ten separate though interrelated sub parts which describe in greater detail the Preparatory process; Methodology used to elaborate the CDP; Summary of the results obtained; Analysis of the results; Strategic planning; Operational planning; Socio environmental plan; Monitoring and evaluation plans; Information and communication plans and Annexes

 

The second part of the document is made up of two separate documents: The consolidated diagnosis report and the maps and pictures.

 

Methodology

The methodological guide proposed by PNDP was used to elaborate the council development plan [CDP]. It included the following steps 1] The preparatory phase; 2] The participatory diagnosis 3] The planning phase 4] Resource mobilization 5] Programming

 

The preparatory phase

The CDP elaboration required careful preparation of sensitization and mobilization meetings with all the main stakeholders especially the Mayor and the Council executive, the councilors, the Sector heads, Administrative, traditional and religious authorities, the elected representatives, youth and women groups, the elites, civil society and the private sector as well as partners inside and outside the municipality in order that every one is fully aware of the planning process and the objectives and can participate actively and fully in the process.

The participatory diagnosis

Following the mobilization and sensitization meetings, the diagnosis proper was conducted with the aim of gathering all necessary information and data on the following:

1] Council Institution with focus on

  • The personnel and Human resource management
  • The Financial management
  • The management of the council property and
  • Management of council relations with internal and external stakeholders

2] Council Urban Space with emphasis put on

  • The socio economic aspects
  • The vulnerable populations
  • The economic actors

3] The villages, here much attention was laid on the identification of

  • natural resources
  • social services
  • the social infrastructure
  • the socio-economic situation per sector of development

 

During these participatory consultations the populations were supported to identify the development gaps, determine their development problems sector by sector and the causes and effects on the people and for each problem, the solutions were proposed both at the local and council levels. On the basis of the identified solutions the needs were determined. Particular attention has been paid on the following sectors of significant impact on the growth and production in the rural sector: 1] Agriculture, 2] Water 3] Electricity, 4] Roads, 5] Basic education, 6] Secondary education.

 

Data and Information collection

The purpose of collecting data and information was to identify the assets and potentials and development problems and constraints within the municipality at the 3 levels and to determine which actions to take in order to exploit the potentials and to solve these problems.

 

The socio-economic data collection forms were given to sector heads and administered to the village populations to collect information and data necessary to identify the natural resources and other assets. This information was used by the populations to produce maps of natural resources in the council.

 

All data and information was measured against the sector standards where available especially for the sector infrastructure, equipment and facilities. The gaps between the collected data and information and the sector standards provided the basis for the formulation of the problems and identification of needs per sector.

 

The problems were subsequently reformulated and analyzed for the causes and effects using the problem tree; the objective was stated using the objective tree. The objective was further analyzed to determine the means and results. Furthermore the populations identified and prioritized the main lines of actions from the activities chosen to be carried out by the village community and those requiring external support. With the means and results identified, the populations identified what they needed to carry out the activities to realize the solutions. This was done by elaborating the solution table during workshops with the sector heads and populations.

 

In summary, several tools have been used in the participatory diagnosis process to support key actors at the 3 different levels. These included 1] The SSI; 2]The problem tree; 3] The objective tree; 4] The table of solutions was of particular significance to elaborate alternative approaches to solving the priority problems; 5] The Logical frames sector by sector, 6] The planning table facilitated the elaboration of the village and communal development plans; 7] The annual investment plan table facilitated in elaborating the activities to be executed on a yearly basis.

 

At The Village Level 

The method used to collect and analyze data and information included

1. Preparatory meetings the village communities

2. Identification of potentials, natural resources, social infrastructure and sector by sector by use of the SSI

3. Analysis of problems and objectives by use of problem trees and objective trees sector by sector and search for solutions

4. Planning of local problems and solutions

 

At The Urban Council Level

1. Preparatory meetings with the urban communities

2. Identification of potentials, natural resources, social infrastructure and sector by sector by use of the SSI

3. Analysis of problems and objectives by use of problem trees and objective trees sector by sector and search for solutions

4. Planning of local problems and solutions

 

The methods were further supplemented by

1. Restitution and validation workshops

2. Setting up local development management committees for each social infrastructure

 

At The Level of the Council Institution (CID)

The method consisted of

Team formation; Meetings; Identifying the resource persons to be contacted; Identifying the List of documents for secondary data collection on; Personnel and human resource management; Financial Management; council property and assets management; Management of relations with other stakeholders

 

The method used to collect the data and information included

Formal and informal Meetings, Direct observation, interviews and discussions, Use of forms for secondary data and information collection, Work plan and SSI to sector heads

And consisted of

  • collecting information concerning the administrative, financial, property as well the personnel and human resources of the council as an institution
  • analyzing and describing the structure and mode of functioning of the various organs of the council
  • analyzing the relations between the council as an institution and the state and non state actors of development at the local level
  • Identifying the strengths and weaknesses by means of auto evaluation undertaken by the council staff, elected and personnel.
  • Identifying the main axes/actions of reinforcement for the council to meet its statutory roles and competence.

These methods were supplemented by

1. In-depth examination and review of

Minutes of several staff meetings, List of councilors, List of technical committees, Minutes of meetings of technical committees, Reports of follow up activities of the council, List of provisional budgets, Copies of development plans, Inventory situation, Correspondences, Partnership or collaboration conventions, Available statistical data and Reports of surveys.

Personnel situation

The staff and pay roll, the organizational chart compared to the official organigramme from the MINATD.

Budgets

Administrative and financial accounts for 3 years

 

2. Analysis of Data Collected

Information and data collected during the preparatory and participatory diagnosis phases of the council institutional diagnosis were analyzed in order

  • to determine and identify the personnel situation with respect to its division of labour, the types of contracts, salaries, human resource policies etc
  • to assess the composition and functions of the various council organs {council executive, the municipal council]
  • To assess the budget elaboration process
  • To analyze the budget structure
  • To assess the revenue collection procedures
  • To asses the administrative and financial accounts of the last 3 years
  • To assess the current council development plan
  • To evaluate the council property and assets management plan
  • To assess the management of relations
  • To identify the constraints of the council [social, economic, environmental, cultural and political]
  • To identify the opportunities of the council [social, economic, environmental, cultural and political]
  • to determine the strengths and weaknesses of the council as an institution and a development institution charged with providing goods and services for the improvement of the standards of living and the quality of life of its populations.
  • Data was analyzed on the basis of numbers and types of personnel and human resources, types and amounts of revenues and expenditures and investments and the nature, mechanisms and content of the relations the council has with organizations and institutions within and out of the ISANGELE Municipality.
  • To identify areas for reinforcement and improvement within the council.

 

Restitution and validation of collected data

All data and information as well as the analyses were restituted and validated during meetings with all the stakeholders

 

Consolidation of Diagnosis results was done by using

1. Village needs excel forms per infrastructure type.

2. Consolidated data excel forms per sector

3. Restitution and validation meetings. A meeting including the sector heads and the steering committee was organized to learn and be skillful with the forms.

 

Elaboration of a sustainable Land Use Plan

With information and data gathered and the maps drawn by the community members including infrastructure maps, natural resources maps, residential areas, social mobility, the village maps, the community members indicated in the village maps how the remaining land and forest in the village will be used.

 

The synthesis of the general basic data has been presented in the tables and thematic maps shown in the annexes

 

Planning Workshop, Resource Mobilization and Programming

Preparation activities included

  • meetings and discussions with Council Exco and Steering committee
  • Administrative and Logistics activities
  • Identifying the main resource persons and key actors to be invited to participate in the workshop
  • Preparation of logical frames per sector and sending them to sector heads for validation

 

Planning workshop

The main activities included the detailed examination of the sector logical frames by the sector heads and the steering committee. This involved the critical examination of each sector within the context of ISANGELE municipality, identification of the problems, prioritization of the problems, identification of the causes, examination of the pertinent causes, determination of the effects on the populations, determination of the local solutions and local needs.

 

Resource mobilization

The method used consisted of initially determining the

1. Type of resources needed i.e. human, material and financial and

2. Level of mobilization i.e. municipality and external levels and finally

3. Strategy of the mobilization of the concerned key stakeholders and key actors of mobilization who include state representatives, sector heads, technical and financial partners, technicians, political and traditional authorities and the general population.

 

The possible sources of financing and the mechanisms for their mobilization is shown in the table below

 

  Community External Resources Strategy of mobilization
Human Resources Local populations Nationals outside the municipality Populations abroad Identified actors and groups that can be used.

A training plan [training themes, targeted public

Expected results

Duration

Budget

Individual skills
Organized human skills
Financial Resources Taxes and tax related resources

Council generated revenue

PIB

State subventions

FEICOM

PNDP

SOWEDA and RUMPI

CAC

Other taxes

Decentralized cooperation

 

Foreign assistance

Initiate moves to access probable grants, subventions and credits

Information and sensitization of Local populations on the importance of their contributions

Tax recovery.

Material Resources        

 

Programming

The programming was carried out by 1] Identifying the priority lines of action on the basis of  the CID, USD and VPD priority projects 2] Elaborating Table of programming [Annual investment plan AIP] 3] Elaborating a Plan of contract awards, 4] Elaborating mid term Chart of Expenditure accounts 5]Elaborating a simple environmental management plan. The prioritized projects have been scheduled and timed along a budgetary investment cycle of 3 years. The social and environmental impact plans of the micro-projects to be executed have also been planned.

 

Implementation of participatory monitoring and evaluation mechanism

At the Community Level

In order that ownership and sustainability of the plan are internalized by the village community a local control and coordination committee for each micro project was set up. This was preceded by conducting a stakeholder analysis at the village and urban space levels. The use of the Venn diagram was very useful.

 

At the Council Level

The steering committee was further reinforced and expanded to include councilors and sector heads [COMES] to carry out monitoring and evaluation during the implementation phase.

 

General Observations and Recommendations

The socio-economic situation of ISANGELE is structurally deficient and very weak which contrasts significantly with its rich bio-physical characteristics and abundance of important assets. ISANGELE like most of the council areas in the Bakassi peninsula has suffered serious setbacks in their growth partly because of the armed border conflict of the 90s and 2000 but more especially because of an acute neglect of the area as is the case in most border areas in the South West Region. There are still restrictions imposed by the Green Tree Accord which stand on the way for a real economic take off. The ambient atmosphere of social insecurity is a great and increasing cause for concern.

 

Population needs

The deplorable socio economic situation has provoked conditions of acute needs among the populations responsible for the generalized misery, suffering and poverty which are so rife in the municipality. Paramount among which are the scarcity of food and other household goods, water, electricity housing and roads. By every indicator of the Millennium Development Goals [MDGs] the prospects to achieve them are very infinitesimal. From the point of view of the Growth and Employment Strategy Paper [GESP] the state has to develop special programmes to ensure that growth and employment can find appropriate conditions to begin and thrive.

 

Major sector challenges

The major challenge ISANGELE Council faces is the daunting task of transforming its current traditional rural economy with its structural deficiencies and weaknesses in all the sectors into a transition economy characterized by an industrial and service rural economy capable of transforming its natural resources into secondary materials and its assets into services for a potential local industry capable of producing household and export goods and services which will be equitably distributed among its population. ISANGELE has a high growth potential in the agricultural, forestry and fishing sectors, the exploitation of which has been impeded by huge lack of the major factors of production like trained human resources, infrastructure, electricity, roads, water and financing are a sure recipe for failure of any well elaborated Council development plan [CDP]. These structural challenges have been adequately addressed sector by sector in this CDP in consideration of the production factors, the biophysical assets and the human resources needs.

 

Opportunities of the CDP

The CDP has identified and sufficiently described the huge number of opportunities in ISANGELE for rapid sustainable development. Of particular importance is the abundance of fish in the huge expanses of mangrove creeks and waters. The forests are abounding with timber, wildlife and NTFPs. The climate and rainfall are very suitable and the soils are fertile for plantation and medium and large scale farming agriculture. Speculation of sub soil and off shore deposits of petroleum is rife as is the case in the Bakassi Peninsula. But most importantly is the strong political will of the Government of Cameroon [GoC], international community [IC] and many other development partners to support the development of the Bakassi Area.

 

Threats to the CDP

The main obstacle to implementing the CDP will be more due to weak sector and council expenditure capacity than to lack of resources. Institutional and in particular governance shortcomings are responsible for the particularly weak revenue effectiveness. The transferred resources mobilized by the central government to councils and the deconcentrated services provide public service delivery which falls far short of what might be achieved. The ISANGELE council revenue collection is lamentably weak and narrow based. The vast proportion of its revenue is from the state. This situation is worrisome given that this source cannot ensure for adequate financing for the provision of the productive factors in the short term. The ISANGELE council must therefore mobilize finances from other credible sources in order to implement this CDP. The annual budget suffers from lack of clarity, thoroughness and practicality. The lack of a business community is a huge threat that must be tackled so as to attract business women and men given ISANGELE potential. However the major threat that looms is the insecurity due to the frequent armed attacks on people and goods supposedly perpetrated by foreign nationals.

 

A Dual Track Implementation approach of the CDP

The major aim of the CDP is to achieve growth and employment in ISANGELE. During the strategic and operational planning a lot of emphasis has been laid on investment in sectors that are susceptible to usher in growth and employment. A dual track approach i.e. a growth strategy along side an employment strategy is strongly recommended for implementation of the CDP. This underlines the need to ensure that the contracts are awarded to competent enterprises and in good time.

 

The Growth Plan

This can be summarized as follows: “INVEST IN INFRASTRUCTURE, IMPROVE PRODUCTION SECTOR AND DEVELOP HUMAN RESOURCES” Areas of investment include Agriculture, electricity, Water, roads and maritime transport, Telephone networks, Urban Development and Housing; Land. Improvement of the production sector includes agriculture, fisheries, Forestry, Trade and Petroleum exploitation. Human resources development is crucial in the CDP implementation. Therefore sector strategies on health, education and vocational training should be of particular attention to the local authorities with special emphasis on youth and women. The development of the border market with Nigeria and the CEMAC countries will reinforce production and growth and contribute to financing the ISANGELE economy.

 

The Employment Plan

Like the growth plan the employment plan can also be summarized as follows: “INCREASE EMPLOYMENT OPPORTUNITIES, MATCH TRAINING WITH JOB PROFILE AND IMPROVE EMPLOYMENT MARKET”. Agriculture, Fishing and Tourism hold enormous prospects for employment opportunities. The land is very fertile and suitable for large scale farming and plantation agriculture. The mangrove creeks and the waters are a huge source for fish and tourism. The employment opportunities in agriculture, fishing and tourism are innumerable. In this connection the training programmes and the personnel of the Vocational Training Center in Bateka, the Womens’ Center in Amoto and the Youth Center yet to be created should be redesigned to match the profiles of the job potentials in agriculture, fishing and tourism.

 

COMES and CDP Implementation

The Council is the main implementer of the CDP in concurrence with the sector heads, private sector, civil society and external development partners. It is in this light that COMES has been set up as the main institutional framework to supervise the implementation of the CDP. Its main role is to

  • Supervise overall implementation of the CDP,
  • Check the regularity of sector activities and the priorities in the CDP
  • Mobilize the resources necessary for its implementation,  thus
  • Orientate  budgetary  programming  and
  • Assess implementation results, effects, and impacts on the council’s economic and social development.
  • Implement the monitoring and evaluation plans
  • Carry out the communication plan.

Monitoring/evaluation mechanism

The implementation of the CDP requires reliable information to be produced in order to better assess the implementation of planned objectives, activities and utilization of resources and the results being obtained. The information so collected will be frequently communicated to all stakeholders. A communication plan of the CDP has been set up. It will be achieved through information sharing, sensitization and awareness campaigns, participation in and appropriation of the process by all the development actors and beneficiaries for better results.  Plans are afoot for the council to acquire computers and internet facilities and a website where this information will freely circulate. The community radio network is another medium for circulating information on the CDP implementation.

 

 

 

    ii.        List of abbreviations

AHEAD: Atem-Ebako Center for Health and Development

CDE: Camerounaise de Eaux

CDP: Council Development Plan

CEFAM: Local Copuncil Training Center

CID: Council Institutional Diagnosis

CIG: Common Initiative Group

CNS: Catholic Nursery School

CUSD: Council Urban Space Diagnosis

DO: Divisional Officer

FEICOM: Local Council Support Fund

GHS: Government High School

GNS: Government Nursery School

GoC: Government of Cameroon

GPS: Global Positioning System

GSS: Government Secondary School

GTC: Government Technical College

LSO: Local Support Organisation

MDG: Millennium Development Goals

MINADER: Ministry of Agriculture and Rural Development

MINDSN: Ministry of Defense and National Security

MINEE: Ministry of Energy and Water

MINEPIA: Ministry of Livestock, Fisheries and Animal Industries

MINFOF: Ministry of Forestry and Wildlife

MINTP: Ministry of Public Works

MUDEC: Group Municipal Development Counseling Group

NTFPs: Non-Timber Forest Products

PAID-WA: Pan-African Institute for Development- West Africa

PNDP: National Community-Driven Development Program

PNS: Presbyterian Nursery School

S.G SOC: SG Sustainable Oil Cameroon Limited

SAR/SM: Vocational Training Center

SDO: Senior Divisional Officer

SSI : Semi-structures Interviews

ToR : Term of Reference

TV: Television

VD: Village Diagnosis

 

 

   iii.        List of tables

 

     
     
     
     
     
     
     
     

 

 

   iv.        List of figures

     
     
     
     
     
     
     
     

 

    v.        List of photos

     
     
     
     
     
     
     
     

 

   vi.        List of maps

   
   
   
   
   
   
   
   

 

 vii.        List of annexes

   
   
   
   
   
   
   
   

 

1. INTRODUCTION  

1.1. Context and Justification

On January 18th, 1996 Cameroon adopted a new constitution transforming it into a unitary decentralized state with Regional and Local Councils. The Councils promote the economic, social, health, educational, cultural and sports development of their populations. Several legal and administrative instruments are in force and in particular law on Orientation No.2004/018 of 22nd July 2004 defining the powers devolved to councils for the economic development with emphasis on contributing to the electrification of areas inhabited by the poor, building, equipment, management and maintenance of markets, bus stations and slaughter houses, development of local touristic attractions, provision of portable water, constructing and maintaining of unclassified rural roads and ferry boats organizing local trade fairs, provision of support to income and job generating micro projects, development of local agricultural, pastoral, handicraft and fish farming activities protection of underground and surface water resources

 

The decentralisation process has become more operational in the year 2010 and the folllowing decrees gave legal authority to it:

  • Decree N° 2010/0242/PM of 26th February 2010 with regards to the promotion of agricultural production activities and rural development.
  • Decree N° 2010/0242/PM of 26th February 2010 with regards to the promotion of livestock and fish farming activities.
  • Decree N° 2010/0242/PM of 26th February 2010 with regards to the construction and maintenance of rural unclassified roads and with regards to potable water supply in the zones not covered by the public network for the distribution of water conceded by the State.

 

To this effect the Government of Cameroon, mindful of the Millennium development goals drew a development green paper, the Vision 2035 and the Growth and Employment Strategy Paper. The Local councils are charged with the responsibility of planning and implementing development activities at the local level.

In order to enhance the decentralization process, aligned on the Vision 2035, the GoC since 2010 started transferring competences to the Local Councils in various sectors. In order to support local development and the councils in the ongoing decentralization process the GoC has embarked on council institutional reforms and capacity building since 2005. To this effect the GoC signed a financial facility with its partners to establish a decentralized financing system, the National Community Driven Development Programme [PNDP], as one of the strategies to finance development projects within rural councils.

 

ATEM-EBAKO CENTER FOR HEALTH AND DEVELOPMENT, AHEAD, signed a contract of service with the ISANGELE Council within the framework of the National Community-driven Development Program (PNDP) in the South West Region to support the ISANGELE Council to prepare a Council Development Plan [CDP]. The duration of the contract is 06 months; 04 months of which will be spent to prepare and validate the CDP and the other 02 months to accompany the consultant to carry out feasibility studies of the planned micro-projects.

 

1.2.        Objectives of the Communal Development Plan

1.2.1.Global objective

The objective of the CDP is to contribute to a greater understanding of the council especially with reference to the socio-economic situation of the council, the impact and quality of the service delivery to the populations and the relations of the council with other development agents and who provide goods and services in the council urban space.

 

1.2.2. Specific objectives

  1. To support a participatory diagnosis of the development situation in ISANGELE municipality
  2. To strengthen the strategic planning and operational capacities of the council executive particularly in the elaboration and implementation of a Council Development Plan.
  3. To collect data on the socio-economic situation and to identify, prioritize and analyze problems sector by sector at the levels of the villages, urban spaces and the council support in the elaboration of their strategic development plan.
  4. To identify the main socio-professional groups and put in place development management committees
  5. To facilitate in the choice of priority micro projects.
  6. To collect GPS waypoints of important social infrastructures in ISANGELE and to draw a map of ISANGELE showing its natural resources and social infrastructures.
  7. To strengthen the institutional and organizational frameworks of governance at the council level with particular emphasis on communication and involvement of the youths, women and the civil society in council affairs.

 

1.3.        Structure of the CDP

The CDP is divided into 2 main parts; the CDP and the Annexes.

1] In the first part there are ten separate though interrelated sub parts which describe in greater detail the Preparatory process; Methodology used to elaborate the CDP; Summary of the results obtained; Analysis of the results; Strategic planning; Operational planning; Socio environmental plan; Monitoring and evaluation plans; Information and communication plans and Annexes

  1. The second part of the document is made up of two separate documents: The consolidated diagnosis report and the maps and pictures.

 

2. MEHODOLOGY 

The methodological guide proposed by PNDP has been used to elaborate the council development plan [CDP] the conduct of which involved the rigorous use of 5 of its 7 distinct phases namely

1. The preparatory phase

2. The participatory diagnosis

3. The planning phase.

4. Resource mobilization

5. Programming

 

2.1. Preparation of the entire process

The main activities carried out were

2.1.1. Team formation

2.1.2. Contact meetings with the Municipal executives

2.1.3. Information and sensitization meetings with the local authorities

2.1.4. Information and sensitization meetings with other stake holders

2.1.5. Setting up the steering committee

2.1.6. Restitution workshops

2.1.7. The launching workshop

2.1.8. Preparation of a checklist for baseline and cartographic mapping data collection

 

Preparatory activities also included

Validating the programme : The programme was readjusted to suit the daily schedules of the various groups.

Mobilizing Logistics materials: Didactic and logistic materials were mobilized and distributed to each team

Preparing the diagnosis proper

Sub Teams: Three sub teams were constituted to cover each of the urban communities of Oron, Bateka and Amoto. Team leaders and rapportuers were designated.

Workshops: A half day workshop with team members was organized for review and training on the participatory process and methods, tools and resource persons to be contacted as well as the outcomes of the process.

Basic Data collection tools

Forms and materials for the collection of secondary data were distributed to the Mayor, sector heads and representatives of the business and social groups during

a. Introductory meetings with the chiefs and other local authorities

b. Meetings with the Mayor to define the urban space.

c. Meeting with the local authorities and other stakeholders

d. Training workshop for facilitators on the methods, tools and resource persons, participatory procedures.

 

2.2. Collection and treatment of data

A] Primary Data Collection

PNDP forms were used to collect data and information and the synthesis of the information and data at the village level sector by sector. For each sector the basic standard was determined and established as the reference to guide the collection and analysis of information and data for that sector. The SSI was then administered to the populations and the sector heads in the field. Information and data so collected served as the source to determine the problems for each sector and by the use of the problem tree their causes and effects were identified.

The problems were subsequently reformulated and for each reformulated problem the objective was stated using the objective tree. The objective was further analysed to determine the means and results. Furthermore the populations identified and prioritized the main lines of actions from the activities chosen to be carried out by the village community and those requiring external support. With the means and results identified, the populations identified what they needed to be able to carry out the activities to realize the solutions. This was done by elaborating the solution table during the workshop with the sector heads and populations.

 

The socio-economic data collection forms were given to sector heads and administered to the village populations to collect information and data necessary to diagnose the natural resources and other assets. This information was used by the populations to produce maps of natural resources in the council.

 

The purpose of collecting data and information is to identify the assets and potentials and development problems and constraints within the municipality at the 3 levels and to determine which actions to take to build on these potentials and to solve these problems.

 

After the preparatory phase activities for the participatory diagnosis were prepared using the following methodology;

Use of several tools of the process to support key actors at different levels. These included 1] The SSI 2] The problem tree 3] The objective tree 4] The table of solutions was of particular significance to elaborate alternative approaches to solving the priority problems 5] The Logical frames sector by sector.6] The planning table facilitated the elaboration of the village and communal development plans. 7] The annual investment plan table facilitated in elaborating the activities to be executed on a yearly basis.

 

2.2.1. At the Village Level 

The method used to collect and analyze data and information included

2.2.1.1. Preparatory meetings the village communities

2.2.1.2. Identification of potentials, natural resources, social infrastructure and sector by sector by use of the SSI

2.2.1.3. Analysis of problems and objectives by use of problem trees and objective trees sector by sector and search for solutions

2.2.1.4. Planning of local problems and solutions

 

2.2.2. At the Urban Council Level

2.2.2.1. Preparatory meetings the urban communities

2.2.2.2. Identification of potentials, natural resources, social infrastructure and sector by sector by use of the SSI

2.2.2.3. Analysis of problems and objectives by use of problem trees and objective trees sector by sector and search for solutions

2.2.2.4. Planning of local problems and solutions

 

The methods were further complemented by

2.2.2.5. Restitution and validation workshops

2.2.2.6. Setting up local development management committees of each social infrastructure

 

2.2.3. At the Level of the Council Institution (CID)

The method consisted of

Preparatory Activities of the CID

Team formation 2] Meetings 3] Identifying the Resource persons to be contacted 4] Identifying the List of documents for secondary data collection on 5] Personnel and human resource management 6] Financial Management 7] council property and assets management 8] Management of relations with other stakeholders

 

2.2.3.1. The method used to collect the data and information included

1] Formal and informal Meetings. 2] Direct observation, interviews and discussions 3] Use of forms for secondary data and information collection 4] Work plan 5] SSI to sector heads

And consisted of

  • collecting information concerning the administrative, financial, property as well the personnel and human resources of the council as an institution
  • analyzing and describing the structure and mode of functioning of the various organs of the council
  • analyzing the relations between the council as an institution and the state and non state actors of development at the local level
  • Identifying the strengths and weaknesses by means of auto evaluation undertaken by the council staff, elected and personnel.
  • Identifying the main axes/actions of reinforcement for the council to meet its statutory roles and competence.

 

B] Secondary Data Collection

These methods were supplemented by

In depth examination and review of 1] Minutes of several staff meetings 2] List of councilors 3]List of technical committees 4] Minutes of meetings of technical committees 5] Reports of follow up activities of the council 6] List of provisional budgets 7] Copies of development plans 8] Inventory situation 9] Correspondences 10] Partnership or collaboration conventions 11] Available statistical data 12] Reports of surveys.

 

Personnel situation 1] The staff and pay roll 2] the organizational chart in current use was demanded and obtained. 3] The official organigramme from the MINATD was also requested for and obtained. The 2 samples were compared.

Budgets Administrative and financial accounts for 3 years

 

2.2.3.2. Analysis of Data Collected

Information and data collected during the preparatory and participatory phases of the council institutional diagnosis were analyzed together in order 1] to determine and identify the personnel situation with respect to its division of labour, the types of contracts, salaries, human resource policies etc  2] to assess the composition and functions of the various council organs {council executive, the municipal council] 3] To assess the budget elaboration process 4] To analyze the budget structure 5] To assess the revenue collection procedures 6] To asses the administrative and financial accounts of the last 3 years 7] To assess the current council development plan 8] To evaluate the council property and assets management plan 9] To assess the management of relations 10] To identify the constraints of the council [social, economic, environmental, cultural and political] 11] To identify the opportunities of the council [social, economic, environmental, cultural and political] 12] to determine the strengths and weaknesses of the council as an institution and a development institution charged with providing goods and services for the improvement of the standards of living and the quality of life of its populations. 13] Data was analyzed on the basis of quantities and types of personnel and human resources, types and amounts of revenues and expenditures and investments and the nature, mechanisms and content of the relations the council has with organizations and institutions within and out of the ISANGELE Municipality. 14] To  identify areas for reinforcement and improvement within the council.

 

2.2.3.3. Restitution and validation of collected data in meetings with

1. the council executives,  2.] the steering committee members, 3]. some councilors, 4]. some sector heads, 5]. representatives of women and youth groups, 6] PNDP council agents

 

2.3. Data consolidation and Mapping

Data and information consolidation was done by using 1] Village needs excel forms infrastructure by infra structure  2] Consolidated data excel forms sector by sector 3] Restitution and validation meetings A meeting including the sector heads and the steering committee was organized to learn and be skillful with the entire process and data collection and analysis tools.

The GPS waypoints were analyzed and presented in tables village by village. Mainly the infrastructure and physical resourses were recorded.

 

Elaboration of a sustainable Land Use Plan

With information and data gathered and the maps drawn by the community members including infrastructure maps, natural resources maps, residential areas, social mobility, the village maps, the community members indicated in the village maps how the remaining land and forest in the village will be used.

 

The synthesis of the general basic data has been presented in the following

1. Tables

  • Council localization
  • Number of villages and population per village
  • Age structure
  • Flora and fauna

2. Thematic Maps

  • Council Localization map vis-à-vis division’s chief town and in Cameroon,
  • Population map per village and countryside type (vegetation type),
  • School map, Health map
  • Hydraulic map,
  • Forest exploitation map (UFA, VC, FC)

3. Reference situation per sector using the PNDP formats

 

2.4. Strategic Planning, resource mobilization and programming Workshop

The methods used were the following

2.4.1. Preparation activities

1] Meetings and discussions with Council Executives and Steering committee 2] Administrative and Logistics activities . Other activities included 1] Identifying the resource persons and key development actors were identified and invitation letters were prepared by the Mayor and addressed to them to attend the workshop.

  1. The programme of the workshop, the technical and didactic logistics and materials for the facilitation during the workshop. .
  2. Radio and newspaper announcements about the workshop.
  3. The logical frameworks required for the strategic planning
  4. The potential sources of funding available to ISANGELE council were identified and examined carefully and realistically.
    1. the terms of reference

 

2.4.2. Planning workshop

The main activities included the detailed examination of the log frames sector by sector by sector heads and the strategic planning. This involved the critical examination of each sector within the context of ISANGELE municipality, identification of the problems, prioritization of the problems, identification of the causes, examination of the pertinent causes, determination of the effects on the populations, determination of the local solutions and local needs.

 

2.4.3. Resource mobilization

The method used consisted of initially determining the

1.  Type of resources needed and subsequently

2. Level of mobilization and

3. Strategy of the mobilization of the concerned key stakeholders and key actors of mobilization who include state representatives, sector heads, technical and financial partners, technicians, political and traditional authorities and the general population.

 

Sources of financing and the possible mechanisms for their mobilization included

1] The Poll tax 2] Income tax, 3] BIP, DGD,CAC, 4] PNDP allocation, 5] diverse charges, 6] decentralized cooperation, 7] other sources)

This process is shown in the table below.

 

Table 1. Resources Mobilization

  Community External Resources Strategy of mobilization
Human Resources Local populations Nationals outside the municipality Populations abroad Identified actors and groups that can be used.

A training plan [training themes, targeted public

Expected results

Duration

Budget

Individual skills
Organized human skills
Financial Resources Taxes and tax related resources

Council generated revenue

PIB

State subventions

FEICOM

PNDP

SOWEDA and RUMPI

CAC

Other taxes

Decentralized cooperation

 

Foreign assistance

Initiate moves to access probable grants, subventions and credits

 

Information and sensitization of Local populations on the importance of their contributions

Tax recovery.

Material Resources        
         

 

Financial Resources

A list of the various potential and existing sources of financing resources was presented for discussions as well as the mechanisms to mobilize the resources. These sources included 1] council revenue, 2] the Public investment budget [PIB], 3] The Council Centimes. 4] various taxes 4] PNDP 5] FEICOM 6] Decentralized cooperation. 7] SOWEDA and RUMPI

 

2.4.4. Programming

The programming was carried out by 1] Identifying the priority lines of action on the basis of  the CID, USD and VPD priority projects 2] Elaborating Table of programming [Annual investment plan] 3] Elaborating a Plan of contract awards 4] Elaborating mid term Chart of Expenditure accounts 5] Elaborating a simple environmental management plan.

 

With the validation of the logical frames and identification, analysis and prioritization of the development problems in the council as an institution, the urban space and villages sector by sector, the needs and micro projects were determined as well as the prioritization of their solutions. Having determined the prioritized projects, participants examined the scheduling and timing of the projects on a budgetary investment cycle of 3 years.

 

The participants further examined the social and environmental impacts of the micro-projects which must be taken into account during project execution.

 

2.5. Putting in place of a participatory monitoring and evaluation mechanism.

A] At the Community Level

In order that ownership and sustainability of the plan are internalized by the village community a local control and coordination committee for each micro project was set up. This was preceded by conducting a stakeholder analysis at the village and urban space levels. The use of the Venn Diagram was very useful.

 

B] At the Council Level

The steering committee was appointed by a Municipal order following the criteria set by PNDP. It has further been reinforced and expanded to include other councilors and sector heads, private sector and civil society to carry out the monitoring and evaluation of the CDP.

 

 

 

 

 

3. SUMMARY PRESENTATION ON THE COUNCIL

3.1. Location of the council

The ISANGELE Council is located in the South West Region of Cameroon in the Ndian Division with boundaries as follows

Mundemba council to the North East; Nigeria to the North and North West; Kombo Itindi to the East; Kombo Abedimo to the South

It lies roughly in the East between 8.30o and 8.55o. and in the North between 4.3 and 4.52 de