Over CFAF 31 Billion for Nkambe Council Development Plan
Over CFAF 31 Billion for Nkambe Council Development Plan
By ABANDA Marcel
 |
| Presentation by LSO |
Here is the executive Summary of the entire plan, as written
and presented by the Technicians (LSO) who carried out the diagnosis.
The plan was adopted last Monday
26th March
2018 at the Nkambe town Hall in the Present of the Administration of
Donga mantung, All the Fons of Nkambe, Village Development Presidents, civil
society, Sectorial Ministries, Councilors and Partners.
In
the present context of decentralization and the fight against poverty and with
the implementation of the Growth and Employment strategic document (GESP)/SDGs,
the local institutions have become the centre and actors in socio-economic
development at the level of their municipality.
Faced
with the new challenges and considering that the institutions are weak, the
Government of Cameroon has put in place a number of technical and financial
support programs, with the National Program for Participative Development
(PNDP) as one of them. The PNDP aims at assisting the decentralization process
through local institutions so that they would be endowed, hence effectively
involved in the process of decentralization and sustainable development.
The
mission of PNDP, which is in its second phase is meant to build intellectually
the capacities of the local institutions which shall be the centre and engine
of development within their respective spatial areas. In order to succeed, the
PNDP’s program on one hand introduced the planning on the concepts of the SDGs,
and the other for the councils and development partners within the council to
initiate and undertake lasting development initiatives. Nkambe Council is
amongst the 17 councils selected in 2017 by PNDP in the realization of the CDP
document being the first step in the process.
In
order to accompany the Nkambe Council implement this planning process, the LSO,
Cameroon Association of Rural Development (CARD) Bamenda was selected to carry
out the exercise through a national restricted tendering process. The CDP
update process, which began in April 2017, has seven distinct stages as
follows:
-
The
first stage is devoted to the preparation of the planning process;
-
The
second stage deals with the participatory diagnosis;
-
The
third stage deals with planning;
-
The
forth stage is devoted to the mobilisation of resources;
-
The
fifth stage concerns projects scheduling;
-
The
sixth stage concerns the implementation of the plan;
-
The
last stage is devoted to monitoring/evaluation.
The
stages mentioned above have been split into two components, firstly the
updating of the CDP document and secondly to accompany the local communities in
the implementation of local solutions. The two stages have different sequences
of activities, which culminated with intermediary reports.
The
CDP methodology was split into three distinct stages namely:
-
The preparatory phase
-
The field work,
-
Final Reporting
This
phase of the study permitted all necessary arrangements to be carried out to
guarantee the success of the study. The preparatory phases had two components
firstly (i) general preparation and (ii) the specific preparation, which all
have a series of sequences and activities to be undertaken.
There
were three levels of general preparations:
-
Preparation with PNDP-NWR
-
Those by the LSO-CARD
-
Lastly the Council and local institutions
Seven
specific preparations under this phase included:
-
Preparation in relation to the collection of basic data,
-
The official launching of the CDP process at the level of the
council,
-
The Council Institutional Diagnosis (CID),
-
The Urban Space Diagnosis (CUSD),
-
The Participatory Village Diagnosis PVDs,
-
GPS data collection of socio-economic infrastructures within
the municipality,
-
Consolidation of data
-
The planning, resources mobilization and programming workshop
b)
Realisation of the study
The
implementation of the local planning process in the council in view of the operationalisation
of the Council Development Plan (CDP) was arrived at through nine (9) sequences namely:
-
The launching workshop at the council level,
-
The collection and analyses of baseline data,
-
The Council Institutional Diagnosis and its restitution by the
steering committee
-
The Urban Space Diagnosis and its restitution by the steering
committee,
-
The Participatory Village Diagnosis (PVDs) in the
communities,
-
GPS data collection of socio-economic infrastructures within
the council area,
-
Consolidated data (synthesis of the information of the
diagnoses),
-
The analysis of needs per sector,
-
Planning, resource mobilization and programming workshop at
the council level.
Four intermediary reports were submitted namely:
- The
Council Institutional Diagnosis report (CID),
- The
Council Urban Space Diagnosis (CUSD) which had (2) communities,
- The
Participatory Village Diagnosis PVDs reports for the remaining (50)
communities,
- Consolidation
of data (report)
a)
CID
Results
The
CID results presented the council as an institution in four distinct areas:
-
The human resource management,
-
The management of finances,
-
The management of assets and local heritage,
-
The management of partnerships with regards to the local
institutions within and outside the council area.
-
The CID results brought out the strengths, weakness,
opportunities and fears of the council.
-
In the course of the analyses of the strategies, some concrete
actions have been considered in perspective for implementation for a short and
medium term.
The
Urban Space Diagnosis report analyzed the problems linked to the development in
the urban area as well as those carried out by different socio-economic groups
who are also intervening in the development of the urban area.
c)
The
Participatory Village Diagnosis (PVDs)
Results
The
participatory village diagnosis presented the level of development challenges
of the 52 communities within the municipality in the 28 sectors. For every
sector the following were analyzed:
-
The present status-quo
-
The potentials, constraints and the possibilities of creation
of wealth and jobs
-
Recurrent problems whose analysis identified the causes and
effects,
-
Possible (local indigenous) and external solutions to the
problems identified by the communities
-
The prioritization of the development projects at the level
of every village (05 social projects and 03 economic projects)
The
synthesis of the results of the four diagnoses reports permitted the
organization of a planning workshop at the council level. Present during the
planning workshop were the Steering Committee members, service heads, the Executive
of the Council, councilors, traditional authorities, elected officials and all
other development partners.
Firstly
the consolidation workshop permitted the validation of the consolidated
diagnosis which presented the reference situation (potentials and constraints
by sector) and to consolidate the problems and needs which emanated from
different sectors.
3.
Planning
1.
Program
Budgeting
The
Prime Minister’s circular n°003/PM of the 27th September 2016, bearing on the
orientations of reforms in public finance for the triennial period 2016-2018,
prescribed in its (axe 8), the support of Decentralized Local Collectivities
DLC in the implementation of reforms in public finance.
The
Council Development Plan estimated investment for all the sectors if resources
were available stand at Thirty one billion six hundred and forty eight million
five hundred and sixty six thousand three hundred and thirty eight Francs (31
648 566 338 FCFA) excluding taxes. The logframes carry the detailed activities
and costings per sector as seen in Table 4.33.
The
results from the analysis of the 52 communities (priority of priorities)
projects stood at (1,002,954,985FCFA). The weighted technical programs were as
follows:
a) Social
Program (69,65%
b) Economic
Program (19,86%)
c) Environmental
Program (2,64%)
d) Support
Program (7,85%
4.
Planning,
resource mobilisation and programming workshop
The
planning and programming workshop of the CDP permitted the:
-
Elaboration of planning strategy which came out from
sectorial logical frames, the estimated cost of projects identified for the realization
of the CDP,
-
The preparation and programming of investments (MITEF) for
the period 2018-2022,
-
Elaboration of an action plan in favor of the vulnerable
people,
-
Preparation of Annual Investment Plan AIP for 2018
-
Identification of resources to be mobilize to finance the PIA
2018
-
Preparation of simplified environmental management plan in
the implementation of the AIP
-
Putting in place a follow-up and assessment mechanism for the
revision of the CDP,
-
Putting in place a communication plan to search for funding
and the realization of the actions identified for investment in the CDP.
The
cost of investment for MITEF Technical Programs for (5) years for the periods
(2018-2022) is (1,002,954,985FCFA) and
distributed as follows:
a) Social
Program (69,65%)
b) Economic
Program (19,86%)
c) Environmental
Program (2,64%)
d) Support
Program (7,85%
While
those cost of investment for the
triennial plan 2018-2020 stood at (749
502 535FCFA) and equally distributed according to the technical programs as
follows:
1) Social
Program 545 102 535FCFA
representing (72,73%)
2) Economic
Program 141 150 000FCFA representing (18,83%)
3) Environmental
Program 17 500 000FCFA representing (2,33%)
4) Support
Program 45 750 000FCFA representing (6,10%)
Finally the cost of investment for the first year 2018
AIP is 503 250 000FCFA
distributed into the technical programms as follows a) Social Program 356 350
000FCFA representing (70,81%), b)
Economic Program 118 400 000FCFA representing (23,53%), c) Environmental
Program 20 000 000FCFA representing (1,69%), and finally d) Support Program 20
000 000FCFA representing (3,97%) of the AIP budget.
In
order to assure a better follow-up of the implementation of the CDP, a local
follow-up committee has been put in place. A plan of communication on the CDP
has also been elaborated in order to permit different partners and funders
taking part to have a good information circuit on the realization of the
activities of the CDP plan.
The implementation of the CDP is
a matter for the expertise of the local ministerial services with an adequate
program of development/capacities. However, considering the specificity of the
plan, the technical support proves to be necessary and the involvement of all
local development actors is indispensable.
Initially
during the diagnosis, the committee put in place to follow-up the studies was
the Council Steering Committee. During the implementation this committee
changes to Monitoring and Follow-up Committee. This committee, which was put in
place by a municipal order, is the watchdog of the CDP from its elaboration to
the execution phase. It is
therefore an organ that will ensure the proper implementation of the CDP. The
members of the committee are as seen in Table 6.1.
The members of the Follow-up Committee
SN
|
Name
|
Position
|
1
|
Ngala Ngah Jacob
|
Chairman
|
2
|
Gwei Amos Budzi
|
Secretary
|
3
|
Nforgwei John Tamfu
|
Member
|
4
|
Afor David
|
Member
|
5
|
Nyugap Victorine
|
Member
|
6
|
Konfor Amos Ndi
|
Member
|
 |
| Members of the Follow up Committee |
Roles and
responsibilities of the Follow-up Committee
The Follow-up Committee is mainly responsible for coordinating and
managing activities to be undertaken within the village, besides acting as
liaison between village and development agencies. To do this, they have to:
-
Ensure transparency in resource use (present
management reports to the assembly of the village);
-
Ensure proper implementation of actions contained in
the Nkambe Council Development Plan that concern village;
-
Raise awareness on the contribution (financial,
material and human) of the village residents;
-
Monitor the implementation of micro-projects;
-
Evaluate the micro-projects on completion;
- Promote synergies in
development activities
-
To follow-up the execution of the AIP as contained in
the CDP and the environmental social management plan.
-
To regularly inform the council’s Executives on gaps
observed during the execution of the programmed activities as contained in the
CDP,
-
To be the watch-dog between the installed VDC in the
communities and the multi-disciplinary actor’s platform group,
-
To report to the municipal councilors the state of
implementation of the CDP,
CDP
Monitoring and Evaluation Committee
After the validation of the CDP, a structure (Monitoring and Evaluation
Committee) a consultative organ is set-up by a Municipal Act shall be put in
place to follow-up the implementation of the CDP. This committee is responsible
for the realization of the objectives of the Council Development Plan (CDP) and
shall be made up of the following members:
1. The
council’s institutions (representatives of the Committees)
2. The
Executive of the Council,
3. The
Chairman and Secretary of the follow-up committee,
4. Councilors
(10)
5. Parliamentarian
6. Sectors
of programs to be implemented,
7. (02)
Representatives of economic operator,
8. (02)
Representatives of civil society
9. (02)
Representatives of Traditional authorities,
10. (01)
Representatives of Ardos (minority group),
11. (01)
Representatives of religious institutions.
The multi-disciplinary actor’s platform shall meet quarterly to evaluate
the level of implementation of activities as outlined in the AIP and submit
their reports in the general assessment meeting which shall program the coming
year’s activities as contained in the AIP.
The meetings of the multi-disciplinary actor’s platform shall be
initiated by the Mayor and convened by the Senior Divisional Officer (SDO). The
expenses of this working platform shall be borne by the Council and shall
progressively be budgeted for.
Responsibilities
of the CDP Monitoring and Evaluation Committee
-
To follow-up the execution of the AIP as contained in
the CDP and the environmental social management plan.
-
To regularly inform the council’s Executives on gaps
observed during the execution of the programmed activities as contained in the
CDP,
-
To supervise the execution of the annual programmed
activities;
-
To follow-up the implementation of the projects and
appreciate the level of its realization;
-
To contribute in search of solutions in case of
stoppages and gaps;
-
To lobby for development partners at local, regional,
national and international levels,
-
To monitor the programmed annual activities as
contained in the CDP,
-
To facilitate studies and controls of projects due
execution;
-
To mobilize and source for human, material and
financial resource for the realization of the CDP
The over 323 - page document is available showing the potentials and needs of the various villages and Communities in Nkambe Sub Division
Contact: +237 675 375 640 / 698 977 013 / 662 486 007 or abandawise@gmail.com
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