AFRICAN DEVELOPMENT FUND CAM/SSGG/2001/01Language: EnglishOriginal: French

APPRAISAL REPORT

THE NATIONAL GOVERNANCE PROGRAMME SUPPORT PROJECT

REPUBLIC OF CAMEROON

COUNTRY DEPARTMENT OCDCCENTRAL REGION AUGUST 2001

TABLE OF CONTENTSPages

PROJECT BRIEF, CURRENCY EQUIVALENTS, WEIGHTS AND MEASURES, FINANCIALYEAR, LIST OF TABLES, LIST OF ANNEXES, LIST OF ABBREVIATIONS, SOCIO-ECONOMICINDICATORS, LOGICAL FRAMEWORK, EXECUTIVE SUMMARY: (i-ix)

I PROJECT ORIGIN AND BACKGROUND 1

II SECTORS OF OPERATION OF THE PROJECT 22.1 Public administration Sector 22.2 The Justice Sector 32.3 Economic and Financial Management Sector 5

III NATIONAL GOVERNANCE PROGRAMME 73.1 Context and Objective of the Programme 73.2 Strategic Thrust of the Programme 73.3 Institutional Framework for the Implementation of the Programme 113.4 Overall Cost Estimate of the Programme 11

IV THE PROJECT 124.1 Project Design and Justification 124.2 Project Areas and Beneficiary Structures 124.3 Strategic Context 134.4 Purpose and Objective of the Project 144.5 Project Description 144.6 Project Cost 194.7 Sources of Finance and Expenditure Schedule 19

V PROJECT IMPLEMENTATION 215.1 Executing Agency 215.2 Institutional Provisions 215.3 Implementation Schedule 215.4 Provisions Relating to the Procurement of Goods and Services 225.5 Provisions Relating to Disbursements 245.6 Monitoring and Evaluation 255.7 Financial and Audit Reports 255.8 Coordination by the Donor Agencies 25

VI SUSTAINABILITY AND PROJECT RISKS 276.1 Recurrent Charges and Costs 276.2 Sustainability of the Project Impact 276.3 Main Risks and Mitigation Measures 27

VII PROJECT BENEFITS 297.1 Economic and Social Benefits 297.2 Impact on CrossCutting Issues 29

VIII CONCLUSIONS AND RECOMMENDATIONS 318.1 Conclusions 318.2 Recommendations 31

This report was prepared following an appraisal mission to Cameroon, from 4 to 20 June 2001, by Mr. G.E.GNIKPINGO, Economist, OCDC.1, (Head of Mission), an Institutional Economist, OCDC.1 and a Lawyer,CLEG.1. Questions on this project should be addressed Mr. M.L. N’DONGO, Ag. Division Manager, OCDC.1,Ext. 4181 or Mr. L.B.S. CHAKROUN, Director OCDC, Ext. 4008.

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AFRICAN DEVELOPMENT FUND

01 B.P. 1387 ABIDJAN 01Tel.: 20-20-44-44: Fax: 20-20-40-99

PROJECT BRIEF

Date: August 2001

The information given hereunder is intended to provide some guidance to prospectivesuppliers, contractors and all persons interested in the procurement of goods and services forprojects approved by the Boards of Directors of the Bank Group. More detailed information andguidance should be obtained from the executing agency of the Borrower.

1. COUNTRY : Republic of Cameroon

2. PROJECT TITLE : National Governance Programme Support Project

3. PROJECT SITE : National Territory

4. BENEFICIARY : Republic of Cameroon

5. EXECUTING AGENCY : Project Implementation Unit (PIU) within theNational Coordination Body of the PNGBP 1634 YaoundeTel.: (237) 21 73 39 Fax: (237) 21 73 35

6. PROJECT DESCRIPTION : The main project components are:

(i) Support to the Justice System;(ii) Support to the Improvement of Economic and Financial Management; and(iii) Support to Public Administration.

7. PROJECT COST : UA 3.35 million

i) Cost in Foreign Exchange : UA 1.63 million

ii) Cost in Local Currency : UA 1.72 million

8. BANK GROUP GRANT

TAF : UA 3.18 million

9. PROBABLE DATE OF APPROVAL : September 2001

10. START-UP DATE AND DURATION : March 2002 and 36 months

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11. PROCUREMENT OF GOODS AND SERVICES

Technical Assistants

A high-level international consultant on macro-economics, who is an expert instrategic planning (for a year and a half), as well as a training expert (for one month) will berecruited on the basis of shortlists of consulting firms in keeping with the Bank’s rules ofprocedure.

Firms for Streamlining Domestic Law with the OHADA Single Acts and for Translatingthe Said Acts

Short-term consultants will also be recruited on the basis of shortlists of consultingfirms, particularly for streamlining domestic law with the OHADA Single Acts and fortranslating the said Acts into English.

Civil Engineering

Procurement of the civil engineering works, of a total cost estimated at UA 0.12 million,will be conducted according to the international competitive bidding procedures (ICB). Therelated contracts will be awarded for the construction works and fencing as well as for thedevelopment of reception and assistance services of the Douala and Yaounde jurisdictions.

Equipment, Supplies and Sundries

The procurement of computer and office equipment (computers and accessories,printers, scanners, software, photocopying machines, furniture, generators, air conditioners,vehicles etc…) will be conducted on the basis of international competitive bidding to the tuneof UA 0.75 million.

Training

The training costs (UA 0.76 million) shall comprise the cost of air tickets, per diem,organization of seminars and training workshops and the payment of training centres. Thesetraining centres, with the exception of the «Ecole Régionale Supérieure de Magistrature dePorto Novo» (the Higher Regional School of Magistrates of Porto Novo) in Benin, will beselected on the basis of shortlists.

Operation

Office supplies and consumables will be purchased following shopping among localsuppliers. The other categories of operating expenses are made up of computer maintenancecosts, salaries, insurance policies, general maintenance costs, communication costs, travelcosts and overheads.

Audit

Project audit contracts (UA 0.06 million) will be awarded annually on the basis ofshortlists of audit firms.

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CURRENCY EQUIVALENTS

(August 2001)

Currency Unit = CFA FrancsUA 1 = US$ 1.25874UA 1 = CFAF 943.056US$ 1 = CFAF 749.238

WEIGHTS AND MEASURES

Metric System

Financial Year

1st July – 30th June

LIST OF TABLES

Tables Pages

4.1 Overall Cost by Component 194.2 Cost Estimates by Category of Expenditure 194.3 Sources of Finance 194.4 Expenditure Schedule by Component 204.5 Expenditure Schedule by Source of Finance 205.1 Forecast Project Implementation Schedule 215.2 Provisions Relating to the Procurement of Goods and Services 22

LIST OF ANNEXES

Annexes Number of Pages

Annex 1 Administrative Map of Cameroon 1Annex 2 Organizational Chart of the National Coordination Body of the PNG 1Annex 3 Terms of Reference 10Annex 4 Detailed Costs by Component 6Annex 5 Project Schedule 1Annex 6 Provisional List of Goods and Services 2Annex 7 Indicative Cost of the National Governance Programme 2

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LIST OF ACRONYMS AND ABBREVIATIONS

ACAFEJ = Association Camerounaise des Femmes JuristesADF = African Development FundAFROSAI = African Organization of Supreme Audit InstitutionsAPECAM = Association Professionnel des Banques du CamerounBD = Bidding DocumentsBEAC = Banque des Etats de l'Afrique Centrale (Bank of Central African States)CCSO = Operations Coordination and Monitoring UnitCDBF = Budgetary and Financial Discipline CommitteeCEMAC = Central African Economic and Monetary CommunityCIDA = Canadian International Development AgencyCNDHL = National Human Rights and Liberties CommitteeCNPS = Caisse Nationale de Prestations Sociales (National Welfare Fund)COBAC = Commission Bancaire de l’Afrique Centrale (Central African Banking

CommissionCSE = Contrôle Supérieur de l’Etat (Higher State Control)CTD = Collectivité Territoriale Décentralisée (Decentralized Local Community)CTS = Economic Reforms Monitoring Technical UnitDCET = Economic and Technical Cooperation DepartmentDPD = Planning and Development DivisionDPP = Programmes and Projects DepartmentENAM = Ecole Nationale d’Administration et de MagistratureERSUMA = Ecole Régionale Supérieure de la Magistrature de Porto NovoEU = European UnionGAD = Gender and DevelopmentGDP = Gross Domestic ProductGICAM = Groupe Interprofessionnel du Cameroun (Interprofessional Group of

CameroonGOV = GovernanceHIPC = Highly Indebted Poor Countries InitiativeICB = International Competitive BiddingIEC = Information-Education-CommnicationIMF = International Monetary FundINTOSAI = International Organisation of Supreme Audit InstitutionsISC = Institution Supérieure de Contrôle (Higher Control Institution)LC = Local CurrencyMINEFI = Ministry of the Economy and FinanceMINFOPRA = Ministry in Charge of the Civil Service and Administrative ReformMINJUSTICE = Ministry of JusticeMINPAT = Ministry of Public Investment and Land DevelopmentOHADA = Organization for the Harmonization of Commercial Law in AfricaP & T = Post and TelecommunicationsPIP = Public Investment Programme (Priority)PIU = Project Implementation UnitPNG = National Governance and Corruption Control ProgrammePRD = Poverty ReductionPRGF = Poverty Reduction and Growth FacilityPRSP = Poverty Reduction Strategy PaperPSD = Private Sector DevelopmentRIC = Regional Integration & CooperationSC = Steering CommitteeSPRA = Administrative Reforms Permanent SecretariatTAF = Technical Assistance FundUA = Unit of AccountUNDP = United Nations Development Programme

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CAMEROON: PROJECT MATRIX OF THE NATIONAL GOVERNANCE PROGRAMME

Country : CAMEROONProject Title : National Governance Programme Support ProjetUpdated in : August 2001Design Team : G.E. GNIKPINGO, Principal Economist OCDC.1 and 2 Consultants

HIERARCHY OF THE OBJECTIVES (HO) OBJECTIVELY VERIFIABLE INDICATORS (OVI) MEANS OF VERIFICATION (MOV) ASSUMPTIONS/RISKSOVERALL OBJECTIVE OR GOAL

Contribute to the promotion of sustainable developmentand poverty reduction so as to ensure the well being ofthe population.

1.1 Proportion of the population living below the poverty linebrought down from 50% in 1999 to 42% in 2003.

1.2 Rehabilitated and stabilized macro-economic frameworkand economic reforms continued.

1.3 A GDP growth rate of at least 5% per annum attainedduring the 2001-2002 period and 6% as of 2003

1.1 Report of the Poverty Observatory.1.2 Statistical publications. Framework

agreement with the Bretton Woodsinstitutions and the other donors on theeconomic reform programmes.

1.1 Maintenance of the socio-political stability ofthe country and improvement of the economicsituation.

1.2 Risks relating to the mobility of the trainedmanagers.

SPECIFIC PROJECT OBJECTIVES

1. Establish efficient and transparent Statemanagement through administrative reform.

2. Enhance and rehabilitate economic, financial andsocial management and promote accountability aswell as the fight against corruption.

3. Consolidate the rule of law and access to thejudiciary through an efficient judicial system aswell as a legal and judicial framework conduciveto business development.

4. Enhance transparency in the programming andcontrol of public resources

1. The level and quality of the services of the judiciary improvedand the fight against poverty is effectively carried out.2. Confidence of the investors and higher investment rate.

3. Arbitrary arrests reduced and public liberties guaranteed.

4.1 Rapid utilization of public resources from external financingsources is ensured and the loan utilization rate is improved.4.2 Programming and control of public resources is ensured.

1.1 Statistics of the MINJUSTICE1.2 Reports of the Technical Committee on

Reform Monitoring (CTS)1.3 Economic budgets1.4 Annual reports of the BEAC and

CEMAC.1.5 IMF reports

4.1 Reports of the control mission.

1.1. Commitment of the Government to theprogramme

2.1 Close collaboration between MINPAT and theMinistries of Finance and Justice

2.2 Support given by the donor agencies to theprogramme.

3 Motivation of the civil servants andfamiliarization of the managers with new andmodern management tools.

PROJECT IMPLEMENTATION

1 Enhance and modernize the judicial system.

2 Enhance the structures for programming andcontrolling the utilization of public resources.

1.1 Context of the judicial work modernized with improvedaccess of the populations (particularly women and the poor)to the judiciary.

1.2 Legal texts streamlined with the OHADA Treaty.1.3 356 magistrates and paralegal staff trained in the OHADA

provisions, with priority to women.1.4 The Douala and Yaounde courts computerized and 82 people

trained in the use of computers. The fences and receptionfacilities built in the Yaounde and Douala courts. The NGO,ACAJEF is strongly backed in its role to disseminateknowledge of law in the society and to defend women andmen in difficulty.

1.1 Annual project audit reports1.2 Single Acts translated into English1.3 Statistics of the Ministry of Justice and

quarterly project implementation reports.1.4 Statistics of the Ministry of Justice and

quarterly progress reports of the PIU andPNG.

2.1 Quarterly project progress reports.2.2 Statistics of the Ministry of the Economy

and Finance and activity reports of ISCEand the Central Bank

2.3 Quarterly project progress reports

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HIERARCHY OF THE OBJECTIVES (HO) OBJECTIVELY VERIFIABLE INDICATORS (OVI) MEANS OF VERIFICATION (MOV) ASSUMPTIONS/RISKS

3 Capacity building in favour of the AdministrativeReforms Permanent Secretariat.

4 Support to programme coordination.

2.1 Services of MINPAT and the Higher State Control (CSE)computerized and enhanced.

2.2 Rate of absorption of external financing increased to 45% in2002 and 55% in 2003

2.3 7 Training seminars organized at MINPAT and the CSE2.4 DPD duties in MINPAT and MIEF harmonized with a view

to the creation of a General Planning Commission and theconduct of a long-term prospective study.

3.1 9 experts in organization trained abroad.3.2 30 experts upgraded during two local seminars.3.3 Description of manager positions for three key ministries3.4 Code of Ethics and Code of Conduct prepared.3.5 Service standards and systems for measuring customer

satisfaction have been established.

4.1 70 audio and video commercials produced for sensitizatingthe population and donor agencies.

4.2 A poster campaign carried out countrywide.4.3 7 sensitization seminars organized.4.4 At least 1,000 copies of the ground rules of governance

distributed.4.5 Material and human means for the coordination of the

programme enhanced.

2.4 Activity report of the MINPAT technicalassistant on TAF financing and report ofthe meeting between MINPAT andMIEF

3.1 Quarterly project progress reports3.2 Quarterly project progress reports3.3 SPRA’s study report3.4 SPRA’s publications and reports3.5 SPRA’s publications and reports

4.1 Quarterly project progress reports4.2 Quarterly project progress reports4.3 Quarterly project progress reports4.4 Publication of the PNG Coordination

body4.5 Quarterly project progress reports

KEY ACTIVITIES-

1 Transfer of know-how by the technical assistantsto nationals and transfer of technology

2 Training of managers.

3 Purchase of computer equipment and materials.

4 The fences of the Douala and Yaounde courtsbuilt.

1.1 Capacity of the local managers enhanced.

2.1 2 technical assistants and 9 national experts recruited2.2 24 seminars organized and more than 400 managers trained.2.3 Volume of computerized data processing increased.4.1 3 studies conducted and equipment put at the disposal of the

administrations.

2.1 Technical assistance contracts for localexpert services.

2.2 Internship reports and projectimplementation reports.

2.3 Contracts signed for supplies, officesupplies and equipment, vehicles andcomputer equipment.

1.1 Efficient technical assistants1.2 Efficient control of the implementation of

technical assistance contracts.

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EXECUTIVE SUMMARY

1. Beneficiary : Republic of Cameroon

2. Executing Agency : PIU within the National Governance Coordination

Programme

3. Sector : Multisector

4. Themes : PRD GOV RIC ENV GAD PSD

Rank : 1 2 1 1 1 1

5. Project Background :

In the drive to eliminate the key obstacles to development, particularly those relatingto the dysfunctioning of the State and the judicial system as well as the poor management ofpublic resources, the Government undertook as of 1996, with the support of the UNDP, thepreparation of the National Governance and Corruption Control Programme (PNG). Theprimary objective of the PNG is to turn the State into an effective administration andregulation tool consistent with the requirements of a modern and democratic society capableof defining and implementing strategies and programmes of action that meet the expectationsof the population and ensure sustainable economic and social development. The Bank wasrequested to cofinance this programme alongside other donor agencies. Within the context ofdialogue on the Cameroon CSP the Bank demonstrated interest in this project and twoidentification missions were conducted thereon in September and November 2000. Thepreparation mission of February-March 2001 defined the project components and this appraisalreport was drafted after the appraisal mission which visited the country in June 2001.

6. Purpose of the Grant

The TAF contribution of a maximum amount of UA 3.18 million will serve to financethe entire foreign exchange costs amounting to UA 1.63 million and 90.1% of local currencycost of an amount of UA 1.72 million, i.e. 95% of the total cost of the project, net of customsduties and taxes.

7. Sectoral Objective and Specific Objectives of the Project

The objective of the project is to contribute to the sustainable development ofCameroon and poverty reduction therein in order to improve the well being of the population.The sectoral objectives are the: (i) establishment of efficient and transparent Statemanagement as a result of administrative reforms; (ii) enhancement and rehabilitation ofeconomic, financial and social management, accountability and corruption control; and (iii)consolidation of the rule of law and equal access of all to the judiciary following a significantincrease in the effectiveness of the judiciary that will result from implementation of theproject.

8. Project Description

The three components of the project are:

(i) Support to the Justice System;(ii) Support to the Improvement of Economic and Financial Management;(iii) Support to Administrative Reform.

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9. Project Cost

The project cost, net of taxes and custom duties, is estimated at UA 3.35 million, ofwhich UA 1.63 million is in foreign exchange and UA 1.72 million in local currency.

10. Sources of Finance

The project will be financed by TAF to the tune of UA 3.18 million, i.e. 95% of totalproject cost, net of taxes and custom duties. The Government will finance 5% of the projectcost.

11. Project Implementation

Implementation of the project activities is expected to last 36 months, with effect fromthe effectiveness of the grant, which is scheduled for the first quarter of 2002.

The executing agency will be the Project Implementation Unit (PIU) to be set upwithin the PNG National Coordination body. The PIU will have correspondents in each ofthe supported structures to enable it to successfully implement its duties. Thesecorrespondents will meet at least once a month to review the project implementation status.The meetings will be chaired by the National Coordinator of the PNG and the PIU willprovide the secretarial services.

12. Conclusions and Recommendations

12.1 Conclusions

Cameroon’s macro-economic situation has been improving constantly since thedevaluation of the CFA franc in 1994. It was further enhanced by the deepening of structuralreforms during the implementation of the 1997-2000 economic programme. In spite of somedelays noted in the privatization of public enterprises, due, inter alia, to the slow justicesystem, which is being rectified, the 2000-2003 programme will consolidate the resultsachieved. In this regard, emphasis is henceforth placed on poverty reduction and theelimination of obstacles to sustainable economic and social development. This is the contextwithin which the Government, with the support of the UNDP, prepared and launched theimplementation of the National Governance and Corruption Control Programme. The strongpolitical commitment of the authorities to this programme as well as the staunch support ofthe donor agencies are illustrated by its inclusion into the final PRSP under preparation andthe programming of a donor conference, to be co-chaired by the EU and the UNDP. Thisconference will be held before the end of 2001 and because of its exemplary nature it willinvolve regional and sub-regional participants. Through this PNG support project, the Fundwill help to finance well-targeted priority activities, particularly by providing significantassistance for the modernization and enhancement of the justice system and by strengtheningthe capacity of the structures required to play a key role in administrative reform, theformulation of overall and sectoral economic policies and the control of public finances incoordination with the other donor agencies.

12.2 Recommendations

It is recommended to award the Government of the Republic of Cameroon a TAFgrant not exceeding 3.18 million units of account to finance the project.

I. PROJECT ORIGIN AND BACKGROUND

1.1 Cameroon’s macro-economic situation has been improving constantly since thedevaluation of the CFAF franc in 1994. During the 1997-2000 period, the Governmentimplemented a medium-term economic and financial programme, with the assistance of donoragencies, which made it possible to carry out major macro-economic and structural reforms,particularly the deepening of the fiscal and tax reforms within CEMAC, restructuring of thebanking system, privatization of public enterprises, incentive measures for the private sectorand improvement of the competitiveness of the economy. This programme obtainedencouraging results, with an average real GDP growth rate of 4.5% per annum during the1997-2000 period.

1.2 With the support of the Bretton Woods institutions and the ADB, in October 2000, theGovernment embarked on a new three-year economic programme aimed at consolidating theachievements while continuing public finance rehabilitation, implementation of the structuralreforms and taking into account issues relating to governance and corruption control. Withthe assistance of the World Bank, the IMF and other donor agencies, the Governmenttherefore prepared an interim Poverty Reduction Strategy Paper (PRSP). Thanks to its soundeconomic performance, Cameroon reached the HIPC Initiative decision point in October2000. The set objective is to raise the real GDP growth rate to 6% as of 2002/2003, in orderto reduce the proportion of the poor from 50% of the population in 1999 to 42% in 2003/2004.

1.3 However, the authorities are aware that in spite of the positive results obtained at themacro-economic level, the country is still faced with major constraints the persistence ofwhich considerably restricts the impact of any poverty reduction strategy on the populations.It is within this context that the Government, with the assistance of the UNDP, launched as of1996 the preparation of a National Governance and Corruption Control Programme (PNG),which comprises six components: (i) Reform of the Judiciary; (ii) Improvement of Economicand Financial Management; (iii) Administrative Reform; (iv) Decentralization andImprovement in the Supply of Essential Services; (v) Corruption Control; and (vi)Participation of Citizens, the Private Sector and Civil Society in the Management of PublicAffairs. The Bank was requested to contribute to the funding of the programme alongside otherdonor agencies. The dialogue mission on the 1999-2001 Cameroon CSP enabled the Bank toexpress interest in the PNG, which is an integral part of the PRSP.

1.4 Following the September and November 2000 identification missions and inconsultation with the authorities and the other development partners, the Bank defined theoutline of its intervention, which will focus on the following three components of theprogramme: (i) Reform of the Judiciary; (ii) Improvement of Economic and FinancialManagement; and (iii) Administrative Reform. In support of its request, the Governmentforwarded to the Bank detailed specifications on the components it would finance and apreparation mission accordingly travelled to the site in February-March 2001. On the basis ofthe conclusions of the project preparation report, an appraisal mission visited Cameroon from4 to 20 June 2001 and during this mission a participatory seminar jointly organized by theBank and the Government, validated the project components, followed by the preparation ofthis appraisal report.

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II SECTORS OF OPERATION OF THE PROJECT

2.1 Public Administration Sector

2.1.1 The Act of 18 January 1996, relating to the Amendment of the Constitution, providesthe basis for the re-organization of the Cameroonian State with a view to ensuring effectiveadministrative management based on devolution (with a central administration and devolvedservices) and decentralization (Government and the municipalities). General Order No. 002of 4 June 1998, defines the organization of the Governement’s work, particularly theframework for consultations within the Executive, the cooperation mechanisms and theGovernment’s obligations in the area of communication, bilingualism and the reception of theusers. However, the missions and duties assigned to the ministries and the principal servicesof the State are not always clearly defined and this often resulted in interference, overlappingand a dispersal of the attributions, which is prejudicial to the efficiency of the action of theState. This situation contributes to diluting responsibilities and making it difficult to ensureaccountability while continuously deteriorating the quality of public services. Furthermore,the heterogeneity of State employees (40% civil servants and 60% contractual staff) and thepolitization of the civil service, which produces disparities in salaries, are factors thatcontribute to the deterioration of the quality of public services and the citizens’ loss of faith inthe administration.

2.1.2 With regard to administrative organisation, there are numerous structural andfunctional obstacles, in particular: (i) the inadequate legal and regulatory framework for theorganization and operation of the public services; (ii) excessive centralization of the serviceswith the resultant over-administration of the capital city and under-administration of theprovinces; (iii) complexity of the procedures, which leads to delays and creates opportunitiesfor corruption; and (iv) centralization and absence of objective criteria for the recruitment andmanagement of State employees (119,000 civil servants), which results in difficulties incontrolling the staff population and the wage bill, rather irrational management of thepromotions and absence of or failure to apply objective evaluation systems.

2.1.3 To facilitate the emergence of an effective and modern administration, theGovernment, as of 1994, created the Administrative Reforms Permanent Secretariat (SPRA),placed under the authority of the Ministry in Charge of the Civil Service and AdministrativeReform, and entrusted with implementation of all the activities required to improve theeffectiveness of the administration, particularly by designing and introducing methods andprocedures for accelerating the processing of files and rationalizing the structures, theprocedures and management methods. However, it should be noted that to-date, SPRA hasnot been able to play its role properly because of its limited institutional capacity stemmingfrom the lack of training of the officers responsible for leading the change. SPRA shouldadapt its own methods of operation in light of the problems of organization or reorganizationof the services that will result from the introduction of innovations necessitated by the reformand in respect of which it will be required to intervene. Hence the need to create human andmaterial resources within SPRA in order to communicate effectively with the different Stateservices in the drive to attain the transparency, speed and accountability objectives.

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2.2 The Justice Sector

2.2.1 Since the entry into force of the 1996 Constitution, the judicial power in Cameroon isexercised by the Supreme Court, the Courts of Appeal and the lower courts. The SupremeCourt, the highest jurisdiction of the country, comprises three divisions (the JudiciaryDivision, the Administrative Division and the Public Accounts Division). The Ministry ofJustice (MINJUSTICE also referred to as the Chancery), which is governed by Decree N°96/280 of 2 December 1996, manages this sector. The organization chart of MINJUSTICEincludes, in addition to the General Secretariat, five central departments: i) the LegislationDepartment, which prepares draft bills, with the assistance of the legislative and judiciaryreform commissions; ii) The Non-Repressive Affairs and Seals Department, responsible formonitoring financial disputes relating to the public accounts as well as to the civil andcommercial affairs; iii) The Penal Affairs and Pardons Department; iv) the JudicialProfessions Department; and v) the General Affairs Department.

2.2.2 The Cameroonian judicial system is characterized by the existence of a single judiciarycomprising both modern/written law jurisdictions and customary law jurisdictions. Themodern/written law jurisdictions apply either germano-roman-inspired law (in the eightfrancophone provinces) or anglo-saxon-inspired law (in the two anglophone provinces). Thecustomary law jurisdictions, sort of neighbourhood courts, apply the customs of the parties indispute and can hear only the cases in respect of which the parties concerned have notdeclined their jurisdiction in favour of the modern/written law jurisdictions. The customarylaw courts have jurisdictions: (i) as first instance courts to hear cases relating to the status ofpersons, civil status, marriage, divorce, consanguinity and inheritance; and (ii) as appealcourts, to settle property disputes.

2.2.3 The Cameroonian judicial system is confronted with institutional, human and materialconstraints. At the institutional level, the constraints stem from the fact that all the provisionsof the Constitution of 2 December 1996 are not yet applied. Indeed, the reorganization of theSupreme Court and the creation of the Public Finance Division have not yet entered intoforce. The same applies to the “Conseil Supérieur de la Magistrature” which manages thecareers of magistrates and sees to compliance with professional ethics. The auditing of thejudicial system, planned with the assistance of the development partners, should help toeliminate some of these institutional constraints. The human constraints concern theinsufficient number of magistrates (634 magistrates including 134 women) and court clerks(1,266 court clerks and ancillary staff, of whom 402 are women), lack of qualified staff,particularly in the area of OHADA-governed business law and the difficult workingconditions, such as the low salaries which, although higher than that of the other civilservants, seems inadequate to motivate staff of the judiciary. This situation alone does notexplain the abuses, cases of corruption and other reprehensible practices which are the maincauses of the dysfunctioning of the judicial system that is often denounced by the economicoperators (GICAM, APECAM).

2.2.4 Concerning members of the para-legal professions (lawyers, bailiffs, solicitors), theyare blamed primarily for: (i) the dishonesty of some lawyers vis-à-vis their clients (about adozen lawyers were prosecuted and disciplinary sanctions ranging from suspension todisbarment were handed down); (ii) the non-compliance of some solicitors with thesubstantive and procedural rules in the preparation of deeds authenticated by notary (fournotaries have been struck off); and (iii) the multiplication of incidents during the execution ofcourt decisions by bailiffs. On the one hand, the para-legals are requesting revision of the

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statutes that organize their professions, so as to take their concerns into account (workingconditions, remuneration, internal discipline, security) and rehabilitate their professions. Thebailiffs and solicitors, whose practices are non-transferrable State property, are faced withunfair competition from interns who are awaiting the assignment of a practice to them andwho, to survive, are sometimes compelled to illegally exercise their profession. Furthermore,there is the recurrent issue of the restitution of a practice to the State after the demise orretirement of the incumbent without due regard to the investments made by the saidincumbent of the practice.

2.2.5 Finally, at the material level, the judiciary is under-equipped, particularly at the levelof the jurisdictions. At this level, there is a notorious lack of premises, overcrowded registriesand an absence of appropriate rooms to classify the files that often lie around in the corridors,alongside seized objects. Consequently, there are problems of security of goods and staff aswell as problems relating to the security of information. The office equipment is obsolete andcourt decisions are still typed on old mechanical typewriters. These reasons are raised torightly or wrongly justify the long delays in the production of court decisions, which couldtake months or even years to be produced. These problems are even more acute in the Doualaand Yaounde jurisdictions, which deal with a considerable number of cases, representing 80%of the work of the judiciary at the national level. For example, the Douala Magistrates Courtregistered 1,829 cases and handed down 928 decisions in civil and commercial matters in1999-2000, as against 1,735 cases and 702 decisions for 10 months spanning 2000-2001.

2.2.6 The Government is deploying efforts to equip the central services with computerequipment (25 workstations procured in 2000/2001 and the same amount is planned for2001/2002, which is well below requirements). However, there is a lack of some computeraccessories such as scanners, which would have enabled the Chancery to: (i) monitor the trendand frequency of court decisions handed down throughout the country; (ii) input anddisseminate legislative texts, including the OHADA Single Acts; and (iii) gather and process,from the statistical standpoint, information emanating from all the Cameroonian jurisdictions.The severe under-equipment of MINJUSTICE in terms of computer material (which is nonexistent in the jurisdictions) explains the urgent need to provide this ministry with basiccomputer equipment, office automation software and to train its staff in the use of thecomputer tool. Furthermore, the lack of a computerization plan for the Ministry makes itimpossible to find an overall solution to the lack of resources in this area. Consequently, toovercome this obstacle, it planned to prepare a computerization plan for the Ministry in 2002.This should lead to the effective computerization of the ministry and the creation in particular,of a judicial intranet, a case law data base, electronic libraries as well as computerization ofthe trade register and real estate financing credit (“registre de commerce et du créditimmobilier” - RCCM) so as to be consistent with the standard software selected by OHADAfor this area.

2.2.7 The other constraints include the high cost of legal services and the attendant difficultyof access thereto for the disadvantaged population segments. A pro bono system exists butthe complexity of its procedures limits impact. Furthermore, there is a seriousmisunderstanding and deep mistrust between the business community and the justice system.This is compounded by the highly criticised decisions taken by the courts against someeconomic operators and which often lead to apparently unjustified seizure of large amounts ofmoney. The lack of judicial security of transactions discourages private investment, which inturn has a negative impact on job creation and, therefore, on poverty reduction.

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2.2.8 The NGOs intervening in the justice sector include the National Human Rights andLiberties Committee («Comité National des Droits de l’Homme et des Libertés» - CNDHL)and the Cameroonian Association of Women Lawyers («l’Association camerounaises desfemmes juristes» - ACAFEJ). CNDHL is deploying considerable efforts in the area ofdemocracy, public liberties and human rights to the benefit of the populations and the securityforces. ACAFEJ is an NGO with approximately 250 members including female lecturers oflaw, magistrates, lawyers, solicitors, bailiffs, corporate lawyers and it makes the expertise andexperience of its members available free of charge to other women and also men seekingassistance. ACAFEJ and CNDHL receive support from donors, including the United Statesand French-speaking countries, which channel their assistance through Canada. Whileexternal funding of CNDHL is continuing, aid to ACAFEJ from the French-speakingcountries (managed by Canada) has been falling since 1999, and will come to an end in 2001,which will prevent the NGO from maintaining its work programme. Thiswork programmealso includes providing aid to those in difficulty, travelling country-wide and broadcasting toenhance legal literacy and maintaining support services for its activities. Furthermore, the lowlevel of member contributions and the failure to bill services to date prevent ACAFEJ fromoperating without external aid.

2.3 Economic and Financial Management Sector

2.3.1 MINPAT: The need to improve economic management, especially with regard to theprogramming, monitoring and implementation of the public investment programme, led, inDecember 1997, to the establishment of the Ministry for Public Investment and RegionalDevelopment by the splitting up of the Ministry of the Economy and Finance (MINEFI). TheGovernment assigned it the following responsibilities: (i) promotion of public investments;(ii) preparation of the priority public investment programme (PIP); (iii) the preparation,monitoring and control of the execution of the Public Investment Budget (PIB); (iii)management of international economic and technical cooperation; (v) human resourceplanning; (vi) definition and implementation of the regional development policy and (vii)preparation of the national population policy. The MINPAT organizational structurecomprises, in addition to the Minister’s Office and general services, the following centralstructures: (i) the Development Planning Division (DPD); (ii) the Project and ProgrammingDirectorate (DPP); (iii) the Regional Development Directorate (DAT); and (iv) the Economicand Technical Cooperation Directorate (DCET). While all the MINPAT Directorates receiveexternal aid, the DPD does not receive any for its global and sectoral analysis function.

2.3.2 The principal responsibilities of DPD are (i) the constitution and permanent updatingof a socio-economic databank; (ii) seeing to the preparation and consistency of sectoraldevelopment strategies in liaison with the Ministries concerned; (iii) preparation andimplementation of the population policy; (iv) human resource planning; and (v) monitoring ofNGOs operating in the area of economic development. An assessment of MINPAT’s existingcapacities reveals its main weaknesses including the lack of consistency of its investmentproject portfolio, a low PIP implementation rate, a fairly low rate of absorption of externalfinancing and limited quality and effectiveness of works, services and supplies provided onbehalf of the State. This situation is the result of a combination of the many institutional andoperational difficulties, coupled with a lack of skills and qualifications of most staff in thearea of project cycle management. One of the main institutional constraints lies in the failureto formalize, and the weakness of the procedures for the definition of a medium-and long-termdevelopment policy, which was one of the reasons for the delay in the preparation of the full-fledged PRSP, originally planned for November 2001 and postponed to February 2002.

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Similarly, the absence of effective coordination between the ministerial departments operatingin the investment programming process and MINPAT impedes the preparation of theinvestment budget.

2.3.3 Finally, the DPD lacks the necessary capacity to prepare and implement an overalldevelopment strategy and to support the other ministerial departments in the preparation oftheir sectoral strategies, an essential condition for the identification of viable projects for thePIP. From a material standpoint, though MINPAT’s central services are fairly well equippedwith computers and other accessories, it is noted that the computer resources of the Ministryare not linked by a local network, which does not facilitate the exchange of information, fosterteamwork or encourage optimal use of available information storage capacities. Under theprogramme, the EU is planning to provide MINPAT with a technical assistant to build itspublic investment budget monitoring and execution capacities. France is also planning toprovide DPP with a technical assistant to support it in the preparation and programming of thePIP. These provisions to strengthen MINPAT could be complemented by TAF support to theDPD to enable it to prepare overall and sectoral strategies in liaison with the differenttechnical ministries. The external services, comprising the Provincial (10) and Departmental(54) Delegations are responsible for supervising and coordinating the decentralized activitiesof the Ministry. These Delegations currently have no computer equipment, which impedesthe collection and processing of data and its transmission to the central services.

2.3.4 Higher State Control (CSE): control is often mentioned as one of the weaknesses ofthe State’s economic, financial and social management, both with regard to the different SAPsand the governance diagnostic review paper. Under the responsibility of a deputy minister,the Higher State Control was established by Order n° 97 / 047 of 5 March 1997. This HigherControl Institution comes under the direct authority of the President of the Republic and is thepreferred instrument of the State in its efforts to safeguard its wealth and public funds. Tothat end, its mission focuses on control of compliance and regularity, financial control,performance control, the assessment of programmes, control of the environment and specificcontrols. To properly carry out its activities, the CSE has a staff of 129 including 70 technicalstaff with different backgrounds. The CSE serves as the Permanent Secretariat of theBudgetary and Financial Discipline Committee (CDBF), responsible for determining theresponsibilities of the authorizers and managers of public credits and public enterprises.

2.3.5 The international seminar on the role of the CSE, organized in December 2000, madeit possible to analyze the constraints on State Control, in order to better define its status androle with a view to the forthcoming establishment of the Public Accounts Division anddetermine the capacity building requirements of its services to be able to perform its assignedduties. It revealed the need to train auditors to familiarize them with the State structures to becontrolled and which are increasingly complex, especially the financial institutions (customs,tax authority and treasury). Furthermore, the Government has just added to theresponsibilities of the CSE the control and assessment of the environmental impacts ofprojects even though the Institution has no staff trained for that purpose. Furthermore, in thecontext of the promotion of the principles of good governance which focus on sound publicfinance management, the frequency of CSE control missions will be stepped up. To cope withsuch a heavy workload, the CSE suffers from an acute shortage of physical resources, inparticular means of transport and computer and office automation equipment. Against thisbackground, the Government has begun to provide CSE with adequate resources comprisingsix new vehicles and a set of reprographic printing equipment financed from HIPC resources.

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2.3.6 The CSE, like the Public Accounts Division and the other leading control structures,has to play a key role in the implementation of the principles of good governance whichrecommend accountability and integrity in the management of public affairs. The CSE hasrelinquished the functions of the settlement and adjudication of disputes relating to accounts,which now fall within the purview of the Public Accounts Division. Owing to the manylevels of control, and to prevent duplication, both the Bank and the EU are considering withthe Government the possibility of conducting studies on the control chain in Cameroon.During appraisal of the project in June 2001, the three parties decided, as part of aidcoordination to merge the terms of reference of the EU and TAF, since much of the study hadalready been financed by the EU. With regard to the precise details of the respective roles ofCSE and the Public Accounts Division, the EU-financed study on the audit of the controlsystems will have to define the respective terms of reference of each intermediary in thecontrol chain. Reform of the CSE, anticipated following the December 2000 seminar, will becarried out in the light of the conclusions of the EU-financed study and the texts concerningthe inception of the Public Accounts Division.

III NATIONAL GOVERNANCE PROGRAMME

3.1 Context and Objectives of the Programme

3.1.1 Despite a positive macroeconomic performance, Cameroon, like most of the countries inthe region, is experiencing serious governance problems characterized by obstacles to democracyagainst a backdrop of electoral disputes, lack of transparency in the management of public affairsand widespread corruption. During the 1990s, the situation deteriorated, tarnishing the country’sinternational image, especially since the publication the NGO, Transparency International’sreport which ranked Cameroon in 1998 and 1999 first from the standpoint of the CorruptionPerception Index out of 85 countries, even though the ranking improved in 2000 (7th) then fellslightly in (5th). Aware of the negative impact of such a situation on the efforts to promoteprivate investment and reduce poverty, since 1996 the Government has embarked upon thedesign, preparation and implementation of an ambitious National Governance and Anti-Corruption Programme (PNG).

3.1.2 The goal of the PNG is to transform the State into an effective instrument ofadministration and regulation adapted to the requirements of a modern democratic societycapable of ensuring sustainable economic and social development. The formulation of theprogramme strategy was based on a global and consensual participatory approach, in order toobtain the full support for, and commitment to the objectives retained, of all the actors in thenational community. PNG thus aims to create conditions which will lead to the success of theactivities aimed at supporting growth, reducing poverty and social exclusion. Through thisprogramme, the authorities are displaying their will and determination to work towards thepromotion of (i) of efficient and transparent management of the State; (ii) the effectiveparticipation of the population in the management of public affairs and the development andconsolidation of the public sector/private sector/civil society partnership; and (iii) the rule oflaw and equal access to the judiciary through an efficient judicial system.

3.2 Strategic Thrust of the PNG

3.2.1 The PNG was prepared from 1997 to 2000 and led to the production, among others, ofthe « Overall Implementation Strategy Paper » and the «Priority Action Plan ». Theprogramme was then approved by the Head of State on 29 June 2000. Its six main thrusts are:

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(i) public administrative reform; (ii) improved economic, financial and social management;(iii) combating corruption; (iv) decentralization; (v) participation of citizens and civil societyin the management of public affairs; and (vi) reform of the justice system.

3.2.2 The administrative reform will enable the State to more effectively play its sustainabledevelopment and poverty reduction support roles and consequently build its capacities to (i)define more cohesive policies and strategies; (ii) programme, monitor and evaluate theirimplementation and; (iii) efficiently and transparently manage the domestic and externalresources necessary for the fulfilment of its sovereign, economic and social missions. In thatvein, the improved functioning of the State and the promotion of a more efficientadministration become fundamental requirements. Furthermore, the PNG calls on theauthorities to establish within the State a real culture of accountability, which impliestransparent management, the obligation to obtain results as well as responsibility for actions.

3.2.3 With a view to addressing the shortcomings of the administration, the PNG proposesto: (i) rationalize the organization of the State and government work; (ii) establish an enablinginstitutional and legal framework for more flexible, diligent and transparent personnelmanagement; (iii) improve the quality of public services and administration-client relations;(iv) ensure compliance with the rules of professional conduct and ethics; and (v) improve theefficiency of the operation of the control institutions. The State has resolutely opted fora “work station”-type civil service involving the assignment of all State employees to a seriesof tasks, assignments and responsibilities requiring special knowledge and skills. This neworientation will culminate in the establishment of organic frameworks, the definition ofproductivity standards and comparison bases for the evaluation system. In this context,decentralized staff management has already commenced and it is planned to systematizetraining and establish a more motivating wage schedule to be gradually introduced inagreement with the development partners.

3.2.4 The “Economic, Financial and Social Management Improvement” Component aims to(i) restore a strategic and coordinated vision of economic and social policy through mastery ofthe preparation, definition and coordination of economic, financial and social policies; (ii)master the operational management of government services; and (iii) systematize the controland evaluation of the implementation of policies, programmes and projects. The programmewill be implemented against a backdrop of a reorganized macroeconomic situation andsustained growth characterized by the prospect of increased resources generated by theeligibility of Cameroon for the HIPC Initiative, the finalization of the PRSP planned forFebruary 2002, a strategy backed by the PRGF, and finally the guaranteed start-up of theconstruction work on the Chad-Cameroon pipeline. The PNG, an integral of the PRSP,contributes to poverty reduction through a more optimal utilization of public resources, agreater proportion of which could thus be allocated to the social sectors.

3.2.5 Under this component, a Plan of Action for the Restructuring of Public Finances isbeing implemented since the 1998/1999 financial year, with the assistance of the IMF, WorldBank and the European Union. Reform of the public procurement system was initiated inJune 2000 with a transitional phase comprising the signing of two decrees amending andcomplementing public procurement regulations with a view to promoting a transparentenvironment which will foster healthy competition and the development of competent andefficient national enterprises. With the support, among others, of the World Bank and theEuropean union, the Government is currently implementing an action plan for an in-depthreform of the public procurement and public spending management system, based on the

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experience of the transitional reform. Finally, audits carried out annually by independentexperts of international repute, financed by donors, especially with HIPC resources, willguarantee the viability of the public procurement system.

3.2.6 Furthermore, the publication of quarterly reports on the physical and financialexecution of the budgets in six ministries including Education, Health and Public Works hasbeen introduced. In addition, a mechanism for the monthly monitoring of oil operations hasbeen established in order to guarantee transparency and the automatic payment of oil revenueto the Treasury. Finally, the determination of criteria for the allocation of logging concessionsas well as the presence of independent observers on the committees for the analysis ofapplications for logging permits are also helping to create greater transparency in themanagement of the forestry sector. State Control has also initiated a reflection with a view toincreasing its effectiveness and allowing the meting out of sanctions or the initiation of legalproceedings against employees found guilty of embezzlement or proven financialmalpractices.

3.2.7 Combating Corruption: the country is faced with a situation of rising corruption whichis major source of concern for the Government. However, in Cameroon, there are a largenumber of legal and regulatory texts intended to punish all acts of corruption, both at the penaland administrative levels. Also, political statements constantly reaffirm the urgent need topromote moral virtues by advocating a struggle against all the evils which are underminingsociety, not the least of which is corruption. However, it is noted that fraud, financialmalpractices, influence peddling and other criminal practices continue to pervade public lifein Cameroon. To address the situation, the Government has adopted, and is implementing, anAnti-Corruption Plan.

3.2.8 An Anti-Corruption Committee was established in 1998 and focuses on five keyMinistries: the Economy and Finance, Transport, Public Works, Postal Services andTelecommunications and Security. This system was strengthened by the establishment inMay 2000, within the Committee, of a National Anti-Corruption Observatory. TheObservatory has set up anti-corruption units in the principal ministries (Education, PublicWorks and the Economy and Finance) and their work has already made it possible to identifyand punish cases of corruption as, for example, in the case of the teachers suspended.Furthermore, public contracts above a certain threshold are systematically audited and randomchecks carried out below it. Senior officials and government employees found guilty ofcorruption or embezzlement of public funds are prosecuted (the Minister of Postal Servicesand Telecommunications was imprisoned in 2000). Since corruption is, to a large extent, dueto low civil service salaries and widespread poverty in the country, it is planned to payparticular attention to these components during the programme, which, in this area, focuseson: (i) increased transparency and accountability in order to limit opportunities for corruption;(ii) the launching of an education and moral improvement campaign; (iii) the establishment ofmechanisms for the identification, prevention and control of corruption; (iv) the effectiveenforcement of specific legislation to control corruption at the penal level and (v) participationof the private sector and civil society in the combat against corruption.

3.2.9 Decentralization and Improvement of the Supply of Essential Services: under thiscomponent, the PNG is planning to implement the reforms envisaged under the 1996Constitution, especially those relating to the regionalization and gradual transfer to theDecentralized Local Communities (CTD) of certain duties and powers, with the subsequenttransfer of the corresponding resources. Measures will be taken to strengthen and respect the

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organic, administrative and financial autonomy of the CTDs, owing mainly to an a priorilimitation of the jurisdiction of the supervising authority and the establishment, on the otherhand, of a posteriori control instruments of a judicial type. Furthermore, it is planned to creategreater synergy in interactions between the central administration and the decentralizedcommunities on the one hand, and on the other the customary authority or any other form ofsocial organization of grassroots communities. The gradual implementation of thedecentralization component will, in the medium term, make it possible to improve servicedelivery and ensure wider access, at local and regional level, to more efficient essentialservices in the areas of agriculture, health, education and basic infrastructure.

3.2.10 Participation of Citizens and Civil Society in the Management of Public Affairs: therequirements of sustainable development against a backdrop of a renewed framework oftransparency and democratization should lead any modern and responsible State to establish asystem for the participation of its animating forces in decisions concerning them. The PNGfocuses on this participatory approach and has involved the private sector and civil society inthe preparation of the programme. However, it should be recognized that, despiteGovernment efforts to provide an incentive legal framework for civil society (laws onassociations and NGOs), its emergence and effective participation remain modest, especiallyowing to the weakness of its countrywide organization, its limited technical capacities andinsufficient resources. To improve the credibility of civil society organizations and ensurethey play their role more effectively, the PNG intends to take the following measures: (i)improvement of the legal framework for the operation of the associations; (ii) encouragementand revitalization of community life; (iii) organization and building of capacities; (iv) supportto vulnerable and marginalized groups (women, youths, the elderly or disabled) and (vi) thepromotion of human rights.

3.2.11 Furthermore, the establishment and strengthening of State-private sector-civil societydialogue structures to ensure concerted economic management were felt to be absolutelyessential. Finally, the PNG encourages the implementation of a reform to improve thepublic’s information with regard to the management of public affairs. In general, theauthorities will have to take appropriate measures to make the findings of the studies, surveysand audits conducted available to the users and public to improve service delivery in essentialsocial sectors.

3.2.12 Reform of the Justice System: to address the challenges of the promotion of the rule oflaw and equal justice for all, the Government has made the reform of the justice system one ofthe main thrusts of its agenda and one of the key components of the PNG. The objective is torestore the confidence of the population in the justice system, to guarantee individualfreedoms and establish an enabling legal environment for business. The PNG’s «JusticeSystem» plan of action comprises the following elements: (i) creation of the Public AccountsDivision and grouping of all the Supreme Court services in one building; (ii) reorganization ofthe «Conseil Supérieur de la Magistrature» to guarantee the independence of the magistratesand to be able to sue and sanction those of them who breach disciplinary rules or commitmisdemeanours; (iii) improvement of the material working conditions of magistrates andbailiffs so as to speed up proceedings and cases submitted to the jurisdictions; (iv)improvement of access to the justice system through the creation of reception services in thecourts, simplification of pro bono procedures in favour of the poor and women; (v) boostingthe current production capacity of the official gazette to increase its circulation; and (vi)application of the OHADA Treaty as well as that of all of the Single Acts translated intoEnglish.

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3.2.13 The in-depth reforms of the «justice system» component will be preceded by adiagnostic study of the judicial system. The terms of reference of the study have beenfinalized in agreement with the donor agencies and it was released in July 2001. However,pending the results of this study, the Government has initiated the implementation ofemergency measures relating primarily to the construction and equipping of court houses inYaounde as well as in the hinterland. These activities are financed from the State budget andthe HIPC resources. Within this context, significant budgetary allocations have beenapproved for the implementation of the activities in 2001-2002: preparation of draft criminalproceedings and civil codes; studies aimed at the codification of national customs; andpreparation of a strategy to make the dispensation of justice faster and more impartial.Regarding this last aspect, the State will ensure that there are fewer adjournments of cases,that decisions are generally handed down by a panel of judges and that court decisions areexecuted rapidly.

3.3 Institutional Framework for the Implementation of the PNG

3.3.1 The institutional framework of the PNG, organized by order No 032 of 11 August1998 that taken by the Prime Minister, comprises: (i) the Steering Committee, which is aconsultation, orientation, lead and decision-making body of the programme and is chaired bythe Prime Minister, Head of the Government. It comprises representatives of the keyministries involved as well as personalities from civil society and the private sector; (ii) theNational Coordination body, which is an executive body in charge of management,monitoring and evaluation of the programme and is headed by a National PNG Coordinator,who has the rank and prerogatives of a Special Adviser within the Office of the PrimeMinister. This National Coordination body comprises six (6) monitoring officers each one ofwhom covers one component of the programme; (iii) executing agencies entrusted withimplementation of actions programmed at the level of the ministries concerned and thedependent public and private bodies; and (iv) six Sectoral Consultative Committees requiredto give their opinion on the PNG-related projects.

3.3.2 Placing the Programme under the Prime Minister, gives the latter enough room tomanœuvre and the possibility to influence, if necessary, decision-making at the policy andlegislative levels as well as to transcend the traditional partitioning between the ministries.The National PNG Coordination body and the Technical Committee for Economic ReformMonitoring (CTS), located at MINEFI, work in close collaboration thereby ensuringcoherence between the economic policies, poverty control and governance. There are risks ofredundancy and overlapping resulting from the multiplicity of focal points and units (with theresultant problems of corruption, governance etc.), which could have a negative impact on theeffectiveness of the programme. The Government is aware of this fact and will take thenecessary measures in this area. With regard to human resources, the country has sufficientand highly trained management staff. However, the overall implementation of the programmerequires the purchase of new management tools for measuring performance and the newvision of administrative work which focuses on customer satisfaction. Consequently, thereare needs for specific training, capacity building and upgrading of civil servants.

3.4 Overall Cost Estimate of the Programme

3.4.1 For the implementation of the PNG, a detailed plan of action was prepared, definingfor each structure the planned measures, precise indications on the implementation framework

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and period as well as the contribution of the State. Furthermore, the “expected results” havebeen determined for each action and in particular, indicators for measuring the results at thelevel of beneficiaries have been set out so as to facilitate monitoring and evaluation. However,for most of the actions, the executing agencies (ministries, public and private institutions thatare the focal points of the programme) should conduct preliminary studies and research todefine the basic information required for subsequent evaluations (procedures manuals, jobdescriptions, service standards, codes of ethics etc.). The cost estimates of the programmestand at US$ 57 million, net of infrastructure costs and debt service. The breakdown of costsand sources of finance identified to-date are given in Annex 7. Each donor agency identifiesthe programme actions that it will co-finance with the Government and the latter will ensurethe coherence of the different operations. The TAF grant is a contribution to the financing ofthe PNG, based on the principle stated above. It represents 7% of the overall PNG costestimates and 18% of the three components to which TAF contributes through the specific andwell-targeted actions defined below.

IV. THE PROJECT

4.1 Project Design and Justification

This project, identified and prepared by the Fund, stems from the need to help the Government tomodernize the justice system and strengthen the capacity of some institutions and ministries thatplay a key role in the formulation of overall and sectoral strategies, economic and administrativereforms as well as the control of public finances within the framework of the NationalGovernance Programme. This programme was prepared through a participatory process, thusproviding a comprehensive view of the problems relating to governance and in particular, it sawthe participation of all the actors (from the political circles, administration, civil society and thepartners in development). The justification of the project stems from the need for the Bankand other donor agencies to contribute to the launching of the second phase of the Programmeby supporting the implementation of certain components of the priority action plan thatenabled Cameroon to reach decision point under the HIPC initiative. Consequently, theGovernment took the relevant measures and created an institutional framework conducive tothe implementation of the actions defined under the overall strategy of the programme andwhich is capable of mobilizing assistance from the population and other developmentpartners.

4.2 Project Areas and Beneficiary Structures

4.2.1 The project components and activities considered for Bank financing were selected onthe basis of their consistency with the priority action programme, taking into account theurgent and pressing needs of capacity building and modernization of the working tools, asexpressed by some executing agencies, and the satisfaction of which will have a definiteimpact on the success of the PNG actions. This explain the leading role played by somedonor agencies, including the Bank, the World Bank, the IMF and the UNDP in providingfinancial assistance to governance in Cameroon, prior to the holding of the conference ofdonor agencies scheduled for the fourth quarter of 2001. The UNDP intervention concernsthe formulation and preparation of the priority action programme (1996-2000), the secondphase of the PNG (2001-2004) and support to the institutional framework of the PNG. Theareas of intervention of the other donor agencies will be specified later under the aidcoordination section. During the identification missions, particularly that of November 2000,following consultations between the Government and representatives of the donor agencies

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present in Cameroon, it was realized that pending the conduct of the diagnostic study of thejudicial system, it is necessary to implement urgent actions in the sector.

4.2.2 Furthermore, improvement of the management and control of the public investmentbudget also corresponds to a concern of the Fund, which wishes to see more funds allocated tothe social sectors in order to reduce poverty in Cameroon. This requires the deployment ofactions by credible NGOs already operating in the field. Thus, the Bank’s interventionfocuses on the following components: (i) judicial reform; (ii) improvement of economic,financial and social management; and (iii) administrative reform. The project thus definedmeets the Fund’s desire to see well-targeted support given to the country with a view tocapacity building for the monitoring and implementation of capital budgets, the control andauditing of accounts, formulation of overall and sectoral strategies and management of theeconomy. At this critical stage, the project achievements will create start-up synergy for theentire Programme and launch the implementation of medium-term actions for the overallaction plan (2002-2004). The Project beneficiaries are MINPAT, SPRA, CSE,MINJUSTICE, the Yaounde and Douala jurisdictions, economic operators, civil society, all ofthe citizens and in particular, women and youths.

4.3 Strategic Context

4.3.1 The project is consistent with the strategic context of the PNG, which seeks to buttressgrowth and sustainable development, poverty reduction and the fight against social exclusion,in order to improve the well being of the population. In light of the foregoing, the Bank’sintervention is consonant with the major strategic objectives of the Programme, particularlythose relating to efficient and transparent management by the State as well as equal access tothe justice system thanks to an effective judiciary. Furthermore, the planned project sits wellwith the reforms already initiated under the 2000-2003 macro-economic programme andsupported by all of the donor agencies, especially the reforms relating to public managementand the justice system. Finally, the project is in keeping with the national poverty reductionstrategy, given its impact on resources allocated to the essential social services, job creationand the improved access of the poor and the vulnerable social segments (women and ruralyouths) to the public services. Its activities are complementary with those targeted by theHIPC resources, the management of which is entrusted to a separate consultative committee.

4.3.2 The project is consistent with the Fund’s operation strategy in Cameroon, as defined inthe 1999-2001 CSP, which was updated in June 2001. It also supplements the objectives ofSAP III, which was approved in April 2001. Finally, the project is in conformity with theBank’s policy on good governance. The components selected under the project are in keepingwith the Bank Group’s public sector operations strategy, which seeks in particular to act onthe general conditions required for poverty reduction. These conditions are based on thepromotion of economic growth in order to increase job creation and income-generation and tointegrate the poor into the decision-making process on issues concerning them, therebyenhancing social cohesion and the well being of the population. The report was validated by aparticipatory seminar organized jointly by the Bank and the Government on 15 June 2001 inYaounde.

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4.4 Purpose and Objectives of the Project

The objective of the project is to contribute to the sustainable development ofCameroon and poverty reduction in order to improve the well being of the population. Thesectoral objectives consist in the establishment of an efficient and transparent Statemanagement, on the one hand, and on the other, the establishment of a modern judiciaryaccessible to all, which guarantees the rule of law and the security of investments. Thespecific objectives of the project are: (i) modernization and increase in the productivity of thejudiciary in order to improve the legal framework of the business environment and facilitateaccess to the judicial services; (ii) enhancement of the capacity to manage and effectivelycontrol the economic programmes with a view to increasing the rate of execution of the publicinvestment budget and raising the capacity to absorb external financing; (iii) improvement ofState control to make it more transparent and effective; and (iv) the promotion of a moremodern, effective and accountable administration geared towards customer satisfaction.

4.5 Project Description

4.5.1 The project components of the are:(i) Support to the Justice System; (ii) Support to theImprovement of Economic and Financial Management; (iii) Support to AdministrativeReform.

4.5.2 Desciption of the Project Achievements: The following are expected to be achieved:

improvement of the judiciary as well as the creation of reception facilities andassistance to the users, particularly the disadvantaged populations (especially womenand the poor);

streamlining of the legal texts with the OHADA Treaty. training of 356 magistrates and para-legal staff in the provisions of the OHADA

Treaty. Priority will be given to women; computerization of the Douala and Yaounde courts (83 workstations) and training of

165 people in the use of computers; construction of the fences and reception facilities in Yaounde and Douala and

equipping of ACAFEJ; equipping and occupying of the new premises of the Yaounde and Douala courts; backing of ACAJEF in its role of dissemination of knowledge of law in the society and

defence of the rights of women and men in difficulty; networking of the computer services of DPD, DPP and DCET and enhancement of the

capacity of these departments through training and the supply of technical assistance; supply of computer equipment to the provincial Delegations of MINPAT and linking

of the computers to the central administration through a modem; strengthening of the State’s Inspection Services (CSE) through the procurement of

computer equipment and the training of controllers. preparation of a Code of Ethics and the establishment of standards for the key public

services; implementation of the Programme’s IEC plan accompanied by advertisement in the

media; organization of 8 sensitization and ownership seminars;.and

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material resources of the programme coordination body strengthened through thecreation of the PIU, which will be provided with computers, sundry office furnitureetc.

Detailed Description of the Project Components and Activities

4.5.3 Component I: Support to the Judiciary

Sub-Component 1 : Application of the OHADA Treaty and the Single Acts

4.5.3.1 Since the ratification of the OHADA Treaty by Decree n°96/177 of 5 September1996, commercial law in Cameroon is governed by seven Single Acts, namely: the Single Acton general commercial law; the Single Act on corporate law and economic interest groups; theSingle Act organizing securities; Single Act on the organization of simplified recoveryprocedures; the Single Act and the organization of liquidation procedures; the Single Act onarbitration; and the Single Act on accounting procedures.

4.5.3.2 The Abrogatory Scope of the OHADA Single Acts: In principle, it is governed bythe provisions of Article 10 of the Treaty. An inventory and collection of the texts notabrogated by the OHADA Treaty should be prepared. Concerning penal sanctions, theprovisions of Article 5, alinea 2 of the Treaty indicate that it is incumbent on each State-partyto stipulate them. To ensure that the penal infringements defined in the Single Acts do notstay in abeyance, or that the corresponding sanctions are adapted, a survey of the definedinfringement should be prepared and the sanctions defined. This study will be entrusted to alaw firm which will be responsible for determining the abrogatory scope of the Single Acts.The Government will finalize the TORs of the law firm and submit them to the Bank forapproval prior to the invitation of bids.

4.5.3.3 Translation of all the Single Acts: owing to the bilingualism of Cameroon and theduality of its legal systems, it is necessary to translate into English the Single Acts and theforms of the Trade Register and the Real Estate Financing Credit (RCMM). The PermanentSecretariat of OHADA has already translated the first Single Acts and published them in theofficial gazette of OHADA. However, the anglophone lawyers are not satisfied with thetranslation because they claim it is too literal. The project will commission a new andimproved legal translation which complies with the spirit and letter of the texts. TheGovernment should undertake to finalize the terms of reference of the translation firm andhave the new translation validated by the OHADA Council of Ministers, so as to turn it into asub-regional and regional cooperation instrument.

4.5.3.4 Supply of OHADA Documentation: The project will see to the publication of theOHADA text in the official gazette of Cameroon and the establishment of all the jurisdictionsspecializing in commercial law. It will also ensure that the legal and paralegal professionshave documentation including the official gazettes of OHADA and Cameroon, textbooks aswell as doctrine and case law reviews published on OHADA and the Single Acts.

4.5.3.5 Training of the Legal and Para-legal Staff: It will focus on the OHADA commerciallaw, other community laws such as those on CIMA, OAPI and the use of computer tools.Provisions of the OHADA Single Acts are taught in Cameroon but it is indispensable to traintherein the currently practicing magistrates and para-legals. The commercial law trainingseminars organised for magistrates will improve the quality of the decisions to be handed

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down by the said magistrates. In addition to the judges and court clerks of the civil andcommercial sections of the courts, these seminars will be open to the judges and clerks of theprosecution who will be responsible for prosecuting in the civil and commercial cases. A totalof eight seminars will be organized ( 5 for the magistrates and court clerks and 3 for the para-legal staff ). These seminars will be organized by the MINJUSTICE and they will use theservices of national and international experts. To ensure sustainability of these actions, it isplanned to train 36 trainers (magistrates, court clerks and para-legals ) in the OHADA lawsand other community laws. The training will be provided in the «Ecole Régionale Supérieurede la Magistrature» (ERSUMA), in Porto Novo (Benin), an institution specialized in thetraining of senior officials of member countries on the OHADA Treaty.

Sub-Component 2 : Enhancement of the Capacity of the Jurisdictions

4.5.3.6 Pending the implementation of the computerization plan of the ministry scheduledfor 2002, and in the drive to substantially increase the productivity of judicial work, theproject plans to: (i) equip the Douala and Yaounde jurisdictions with workstations andstandard office automation software (54 in Douala and 39 in Yaounde); (ii) organize trainingsessions in the use of computers. (iii) provide the new courts Douala and Yaounde with officefurniture and equipment; (iv) fence in the Douala Court of Appeal and complete theconstruction of the archives building at the new Douala court (Bonandjo); and (v) createreception and information facilities in the Douala and Yaounde jurisdictions. The basiccomputer equipment which has been procured will facilitate the rapid preparation of copies ofcourt decisions in the civil and commercial sections of the courts, the design of standardizedforms, reduction of the time it usually takes to produce some legal documents (police records,evidence of registration in the trade register etc…) and the regular production of statisticalstatements. Finally, to ensure easy access to the judicial services, the project will also createreception and information services for users in the Yaounde and Douala courts. Likewise theYaounde and Daoula courts will be fenced in. The government will finance theseconstructions from its 2002/2003 budget and the grant will cover the procurement of furnitureand equipment for the said centres (access control and security equipment, signboards,telecommunications infrastructure etc…)

4.5.3.7 The gradual reduction, as of 1999, of the funding provided by the «Francophonie»and managed by Canada, constitutes a definite handicap felt by the NGO ACAFEJ in itssupport activities in favour of women and the poor. Furthermore, the obsolescence of thecomputer equipment procured through the funding provided by other donor agencies reducesthe output of this NGO. Consequently, the project will contribute to capacity building infavour of ACAFEJ through the procurement of two computers and their accessories as well asa high-capacity photocopying machine which will also be used for producing brochuresaimed at disseminating knowledge of law. This support will help to consolidate the activitiesof ACAFEJ, some of which are being paid for gradually to facilitate funding of the NGO’soperation. Indeed, the main activities of this NGO consist in: (i) consultations in fixed andmobile legal outfits financed by the «Francophonie», which enabled it to provide counsellingto 391 people, including 294 women , in the Year 2000; (ii) missions to all parts of thecountry in order to enhance knowledge of the laws through radio broadcasts on issues such ascommercial law, the CIMA code, tax law, polygamy and AIDS, para-legals training, judicialorganizations and the family. ACAFEJ will supply activity reports through the Ministry ofJustice.

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4.5.4 Component II: Support to the Improvement of Economic and FinancialManagement

4.5.4.1 Sub-Component 1: Support to MINPAT: This support will focus on: (i) capacitybuilding for the mastery of the project cycle through the organization of seminars on topicsrelating thereto (planning, programming, monitoring-evaluation, performance assessment) forthe benefit of officials of the DPD, DPP, DCET and the technical ministries, and in particularfor the benefit of officers of the planning units; (ii) assistance in the definition of a coherentframework and the preparation of realistic overall and sectoral strategies in DPD; (iii) thestrengthening of services through the creation of a computer network in the central directoratesand the training of managers with a view to enhancing their knowledge and performance; and(iv) strengthening of the 10 provincial delegations by equipping them with 30 workstations withmodems and which are linked to the central administration to increase their capacity to collect,process and transmit economic and statistics data to ensure better planning and a more efficientmonitoring of the implementation of the BIP in the provinces. A more adequate computertraining programme will be developed and sustained within the context of this supportcomponent for senior officers of the provincial delegations of the Ministry.

4.5.4.2 Regarding sectoral strategies, it is planned to recruit a sectoral planning expert for aperiod of 18 months and he/she will be placed under the DPD. This expert, assisted by aCameroonian counterpart, will be assigned the mission, inter alia, of strengthening MINPAT’scapacity to formulate overall and sectoral strategies to satisfy one of the requirements of thePNG implementation plan, i.e. the creation of a General Planning Commission, so as to enablethe country to reconcile short-term management with a development vision based on strategicplanning. For the moment, some of its functions are performed by MINPAT, the Ministry ofthe Economy and Finance and the planning and prospective departments. The technicalassistance planned under this project will examine the operation of the concerned departmentswithin the two ministries and make appropriate recommendations to the Government. Thisexpert will complement the two technical assistants to be assigned to MINPAT by France andthe EU with a view to strengthening the ministry’s structures. This assistance will facilitate,inter alia, a better formulation, programming and monitoring-evaluation of public investmentprojects in order to substantially increase Cameroon’s external financing absorption capacity.

4.5.4.3 Sub-Component II: Support to the Higher State Control (CSE): In the drive toenhance the State’s audit functions and enable the CSE to fulfil its public funds protectionmission, support to this institution involves the implementation of a programme to train 70controllers. The primary objective of this support is to provide the CSE services with therequisite human resources to guarantee it greater efficiency and output in the area of publicfinance controls. This will involve the local organization of short-term training seminars andsessions which will sometimes use the services of experts seconded by overseas traininginstitutions. The following training will be envisaged: computer training; environmental audit;performance assessment; evaluation of projects and programmes; training in specific techniquesrelated to computerization of the financial administrations of MINEFI (Tax and Customsadministrations and the Treasury); training and upgrading in general accounting as well asspecial accounting relating to banks and insurance companies.

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4.5.4.4 The supply of computer equipment to CSE will enable the controllers themselves todraft their reports within the set deadlines, thus facilitating exchange of information. Theprocurement and networking of 35 workstation and 5 portable computers for external controlmissions are necessary to enable the controllers to prepare their reports on time( on average,there are 18 pending reports). This computerization concerns the 5 divisions of CSE. Twotechnicians will be recruited for computer maintenance and networking within CSE and SPRAduring the project. They will be replaced by the computer experts of the administration whoseskills will be enhanced by the project.

4.5.5 Component III: Support to Administrative Reform

4.5.5.1 Sub-Component I: Support to SPRA: SPRA is a lynchpin in the implementation ofthe PNG because of its leading role in reform of the administration, which is one of thecrosscutting issues of the programme. The actions selected under this sub-component arelinked as follows: (i) the recruitment (one months) of an expert who will design a coherenttraining programme for the SPRA; (ii) the organization of seminars for capacity building inorganization techniques and reform management; (iii) the establishment of an IEC Plan,including in particular the design of a «user guide» and the conduct of a study on the degreeof satisfaction of users of the administration; and (iv) the equipping of SPRA with computersthat will be networked.

4.5.5.2 The computer infrastructure comprises a local area network, twelve workstations andoffice automation software for all the SPRA as well as the training of 27 users. Theimplementation of this component will help to accelerate data processing and the productionof reports, technical documentation and other information support indispensable to the IECplan that should accompany the reforms necessitated by PNG. The training will focus on: (i)the use of computers and network administration; (ii) the upgrading and retraining of theadministrative organization managers and advisers. This component, which is part of thecontinuous training, will enable the beneficiaries to improve their technical skills and adapttheir knowledge to the context of competitiveness and the need to master the current reformmanagement methods; (iii) initial training of the new organization advisers in order tostrengthen the SPRA’s team of specialists; and (iv) the procurement of document managementsoftware to meet the needs of the SPRA, which, within the framework of the PNG, embarkedon a vast operation to codify the administrative procedures, thereby leading to the productionof a large volume of documents.

4.5.5.3 Sub-Component II: Support to the IEC Plan of the PNG: For the PNG achievementsto have a significant impact and bring about the expected changes, it is indispensable to obtaintotal ownership by and effective participation of all the actors of the national and internationalcommunity, who are the guarantors of its success,.hence the need to implement anInformation, Education and Communication (IEC) Plan. The objective of this plan is to: (ii)inform the citizens and partners of the existence and content of the Programme; (ii) topersuade the Cameroonians on the need for good governance and the relevance of theprogramme in relation to the stakes and the challenges to be taken up; (iii) convince thepopulations on the importance of participation of all in the implementation of the programmesrelating thereto. The PNG’s IEC plan of action focuses on mobilization, moralization andeducation through, inter alia, explanatory missions, broadcasting in the media andsensitization seminars and roundtables. Participatory training seminars will also be organizedfor academics, students and employees of the administration.

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4.6 Project Cost

The project cost, net of taxes and custom duties, is estimated at UA 3.35 million, ofwhich UA 1.63 million is in foreign exchange (48.7%) and UA 1.72 million (51,3%) in localcurrency. The cost of the components was obtained from data prepared by the NationalCoordination body and the executing agencies (MINPAT, MINJUSTICE, CSE and SPRA)following shopping among local suppliers and service providers. This cost includes a 5%provision for physical contingencies with respect to equipment and a 3% provision on thebase cost for inflation. The cost estimates are summarized in Tables 4.1 and 4.2 below:

Table 4.1: Overall Cost by Component

Million CFAF Million UACategories of Expenditure

F.E.. L.C. Total F.E.. L.C. Total

% inF.E.

A Support to the JUDICIARY 911.8 684.8 1596.5 0.95 0.71 1.66 57.1%

B Support to the Improvement ofEconomic & Financial Management 294.5 366.3 660.8 0.31 0.38 0.69 44.6%

C Support to Administrative reform 243.2 256.2 499.5 0.25 0.27 0.52 48.7%

D Project Management 21.3 270.6 291.9 0.02 0.28 0.30 7.3%

Base Cost 1470.8 1577.9 3048.7 1.53 1.64 3.16 48.2%

Physical Contingencies (5%) 47.8 24.7 72.5 0.05 0.03 0.08 65.9%

Provisions for Inflation (3%) 52.6 55.5 108.1 0.05 0.06 0.11 48.7%

Total Project Cost 1,571.2 1,658.1 3,229.3 1.63 1.72 3.35 48.7%

Table 4.2: Cost Estimates by Category of Expenditure

Million CFAF Million UACategories of Expenditure

F.E.. L.C. Total F.E.. L.C. Total

% inF.E.

A Consultants (OHADA) 126.0 25.0 151.0 0.13 0.03 0.16 83.4%

B Training 259.3 480.1 739.5 0.27 0.50 0.77 35.1%

C Equipment 955.7 494.0 1449.7 0.99 0.51 1.50 65.9%

D Technical Assistance 105.3 83.1 188.4 0.11 0.09 0.20 55.9%

E Operation 24.5 465.6 490.1 0.03 0.48 0.51 5.0%

F Audit 0.0 30.0 30.0 0.00 0.03 0.03 0.0%

Total Base Cost 1470.8 1577.9 3048.7 1.53 1.64 3.17 48.2%

Physical Contingencies (5%) 47.8 24.7 72.5 0.05 0.03 0.08 65.9%

Provisions for Inflation (3%) 52.6 55.5 108.1 0.05 0.05 0.10 48.7%

Total Project Cost 1,571.2 1,658.1 3,229.3 1.63 1.72 3.35 48.7%

4.7 Sources of Finance and Expenditure Schedule

4.7.1 The project will be jointly financed by the TAF and the Cameroonian Government.TAF will provide UA 3.18 million, i.e. 95% of total project. The TAF grant will cover theentire foreign exchange costs and 90.1% of the local currency costs, net of taxes and customsduties. This funding concerns all categories of expenditure. Finally, the Government willfinance the remainder of the local currency expenditure, i.e. UA 0.17 million, representing 5%of total project cost and 9.9% of the local currency costs. The costs borne by the Government

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concern the construction works (fences and reception areas, under the Judiciary component),the salary of the Cameroonian counterpart and the MINPAT secretary as well as the recurrentoperating and maintenance costs stated in paragraph 6.1 below.

Table 4.3: Sources of Finance

Million UA % ofSources F.E.. L.C. Total Total

TAF 1.63 1.55 3.18 95.0%

Government 0.00 0.17 0.17 5.0%

TOTAL 1.63 1.72 3.35 100.00

4.7.2 TAF’s contribution to the local currency expenditure (90.1% of the latter) is justifiedby the large amount of resources allocated by the project to training, procurement of furniture,goods and services, which are often available locally. Indeed, the project stresses capacitybuilding and training in order to sustain the economic reforms. In general, Cameroon hasquality human resources capable of meeting some of the project requirements, particularly inthe judicial component where Cameroonian academics have developed considerable expertisewith respect to OHADA stipulations. Furthermore, funding of local currency costs by theproject is aimed at backing the Cameroonian Government which is deploying laudableeconomic reforms efforts and is endeavouring to mobilize domestic resources to meet theState’s counterpart contributions, in local currency, to development projects.

Table 4.4: Expenditure Schedule by Component

Million CFAF Million UAComponents

2002 2003 2004Total 2002 2003 2004Total

A Support to the JUDICIARY 1478.5 81.5 36.5 1596.5 1.53 0.08 0.04 1.66B Support to the Improvement of

Economic & Financial Mngt. 523.6 87.7 49.6 660.8 0.54 0.09 0.05 0.69

C Administrative Reform Support 459.7 13.5 26.3 499.5 0.48 0.01 0.03 0.52

D Project Management 117.9 88.6 85.3 291.9 0.12 0.09 0.09 0.30

Base Cost 2579.6 271.3 197.7 3048.7 2.68 0.28 0.21 3.16

Physical Contingencies (5%) 72.5 0.0 0.0 72.5 0.08 0.00 0.00 0.08

Provisions for Inflation (3%) 79.6 16.5 12.0 108.1 0.08 0.02 0.01 0.11

Total Project Cost 2731.7 287.8 209.8 3229.3 2.83 0.30 0.22 3.35

Table 4.6:Expenditure Schedule by Source of Finance (In Million UA)

SOURCES 2002 2003 2004 TOTAL % du Total

TAF 2.79 0.25 0.13 3.18 95.0

Government 0.07 0.10 0.17 5.0

TOTAL 2.79 0.32 0.24 3.35 100.0

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V PROJECT IMPLEMENTATION

5.1 Executing Agency

5.1.1 The executing agency will be the Project Implementation Unit (PIU) to be set upwithin the PNG National Coordination body. It will be set up prior to the effectiveness of thegrant. It will be placed under the National PNG Coordinator. The PIU will be run by aProject Manager assisted by an accountant, a goods and services procurement specialist, asecretary and support staff (a messenger, a driver and a watchman). All the above staff willbe recruited for the entire duration f the project. They will serve full time under the project.The focal points designated in the structures concerned by the PNG support project(MINPAT, CSE, SPRA, MINJUSTICE) will coordinate, together with the National PNGCoordination body, the activities relating to their respective components. The PIU willprovide secretarial services during the meetings and will submit the reports of such meetingsto the Bank. The PIU manager will be an experienced manager who will be recruitedfollowing competition between at least three candidates whose credentials were not objectedto by the Bank. The terms of reference of the PIU Manager, the goods and servicesprocurement assistant, the accountant and the information technology specialist will besubmitted to TAF beforehand for approval. The same applies to their proposed appointment.

5.2 Institutional Provisions

5.2.1 The PIU will be responsible for routine project management and will keep reliableaccounts for monitoring and controlling expenditure by category and component as well as forthe preparation of the requisite financial reports relating to the TAF and Governmentcontributions. The PIU will prepare a detailed activities implementation plan. It will alsoprepare quarterly project implementation reports, bidding documents as well as bid openingand analysis reports. The National PNG Coordinator will facilitate, coordinate and superviseproject implementation. In this regard, meetings will be held at least once a month and willinvolve representatives from the focal points, the PIU Manager and the National PNGCoordinator. The PIU will provide secretarial services. The PIU Manager will regularlytransmit to the Bank the quarterly and meeting reports and will keep the donor communitypresent in Cameroon constantly informed of the project status.

5.3 Implementation Schedule

The grant is expected to become effective in January 2002 and implementation of theproject is estimated to last 36 months. Its completion is scheduled for January 2004. Theequipment will be procured during the first year. Technical assistance to MINPAT will last18 months. Part of the training and operation of the project will span over a period of 36months. The project activities will start with the recruitment of the PIU staff and theprocurement of equipment. The identification of functional premises with a view to theinception of the PIU within the National Coordination body is a condition precedent to theeffectiveness of the grant. All of the components will be operational as of the launching ofthe project.

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Table 5.1Forecast Project Implementation Schedule

Activities Institutionin Charge

Date/Period

1. Board Presentation ADF October 2001

2. Signature of the Grant Memorandum of Understanding ADF/Govt November 2001

3. Effectiveness of the Grant ADF/Govt January 2002

4. Invitation of Bids CC PNG April 2002

5. Delivery of the Goods and Start-Up of the Services CC PNG July 2002

6. Annual Auditing of the Accounts ExternalAuditor

October 2002October 2003

7. Final Auditing of the Accounts ExternalAuditor

October 2004

5.4 Provisions Relating to the Procurement of Goods and Services

5.4.1 The procurement provisions are summarized in Table 5.2. Procurement of goods andservices financed by the Bank will be conducted in accordance with the Bank’s Rules ofProcedure for the Procurement of Goods or the Bank’s Rules of Procedure for the Use ofConsultants, as the case may be, using the Bank’s relevant standard bidding documents.

Goods

5.4.2 Goods supply contracts of a value higher than UA 100,000, will be awarded according toICB procedures. These contracts for the procurement of computer and office automationequipment (computers and accessories, printers, scanners, software, photocopying machines),of a total amount of 0.77 million, will be awarded following international competitive bidding.

5.4.3 The goods supply contracts, of a value higher than UA 30,000 but less than UA 100,000will be awarded according to LCB procedures. These contracts, of a total value of UA 0.77million, will be awarded for the procurement of two vehicles, two generators, office furniture andequipment.

5.4.4 Miscellaneous goods such as sundry supplies, the purchase of air tickets, consumables,various external services and operating costs, estimated at a value less than UA 30,000 percontract and not exceeding a total of UA 0.38 million, will be procured following shoppingamong local suppliers.

Consultancy and Training Services

5.4.5 The procurement of consultancy and training services, as indicated in Table 5.2 below,will be conducted in keeping with the Bank’s Rules of Procedure for the Use of Consultants. Ahigh-level international consultant on macro-economics, who is also an expert in strategicplanning (for a year and a half), as well as a training expert (for one month) will be recruited onthe basis of shortlists of consulting firms in keeping with the Bank’s rules of procedure. Short-

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term consultants will also be recruited on the basis of shortlists of consulting firms, particularlyfor streamlining domestic law with the OHADA Single Acts and for translating the said Acts intoEnglish. Considering that the total amount of the contracts is less than UA 350,000, the donorcan restrict the publication of the invitation of bids to national or regional newspapers. However,any eligible consultant, from the region or not, could request to figure on the shortlist.

Laws and Regulations, Executing Agency

5.4.6 The national laws and regulations governing the award of contracts in Cameroon havebeen reviewed and declared acceptable. The PIU will be responsible for awarding the goods,service and training contracts under the project. The resources, capacity, expertise and theexperience of the Project manager and the PIU’s procurement assistant will be sufficient toadequately carry out the procurement activities.

General Information Note on Procurement and Review Procedure

5.4.7 The text announcing the general procurement of goods and services was adopted withthe Government and will be published in Development Business as soon as the Board ofDirectors approves the grant proposal. The following documents will be submitted to the Bankfor consideration prior to their publication: (i) specific information notes on procurement; (ii)pre-qualification notice (where applicable); (iii) bidding documents or Invitation Letters toConsultants; (iv) reports on the evaluation of the bids of contractors or suppliers or proposals ofthe Consultants, including recommendations on the award of the contracts; in this regard, theBank’s prior approval of the technical analysis report is required; and (v) draft contracts, if thestandard contracts included in the bidding documents were modified.

5.4.1 Provisions relating to procurement are summarized in Table 5.2 below. Procurement ofgoods and services financed by the Bank will be conducted in accordance with the Bank’sRules of Procedure for the Procurement of Goods or the Bank’s Rules of Procedure for theUse of Consultants, as the case may be, using the Bank’s relevant standard biddingdocuments. The national laws and regulations governing the award of contracts in Cameroonhave been reviewed and declared acceptable. The PIU will be responsible for awarding thegoods, service and training contracts under the project. The resources, capacity, expertise and theexperience of the Project manager and the PIU’s procurement assistant will be sufficient toadequately carry out the procurement activities.

Table 5.2: Provisions Relating to the Procurement of Goods and Services

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(In Thousand UA)

In Thousand UA

Categories of ExpenditureICB LCB Other Shortlist

FinancingOther Than

By TAFTotal

1. Goods

1.1 Computer and OfficeEquipment 774.2 110.4 884.6

1.2 Furniture and Materials836.9 836.9

1.3 Vehicles 29.3 29.3

2. Services of Consultants& Training

2.1 Technical Assistance 96.7 96.72.2 Consultants 162.2 162.22.3 Training 11.2 755.9 767.12.4 Audit 32.22 32.2

3. Miscellaneous

3.1 Sundry Local Servicesand Operation 365.2 100.5 465.7

TOTAL 774.2 976.6 376.3 1047.0 100.5 3276.5

* The shortlist concerns only the use of consultants."Other" refers to Limited Competitive Bidding, e.g. shopping among local and international suppliers, negotiated contracts etc..

5.5 Provisions Relating to Disbursements

Operating expenses will be disbursed according to the special account method. Thisaccount will be supplied according to the terms approved by the ADF. Applications forreplenishment of the special account resources will be accompanied by a programme ofactivities covering a maximum of four months, deemed acceptable by the ADF, and asummary statement on the utilization of the preceding allocation. Contract-relateddisbursements (for equipment, supplies, technical assistance, consultants etc.) will be effectedaccording to the method of direct payment to suppliers. The PIU will ensure that the servicesof the different suppliers and service providers of the project are consistent with thespecifications and it will prepare the disbursement applications and submit them to theNational PNG Coordinator, prior to their despatch to the Bank. Expenditure below UA20,000 will be effected from the special account, with the prior approval of the ADF. To thisend, a special account will be opened in a bank declared acceptable and which will receive theTAF resources allocated to project operation. The national counterpart contribution will bepaid directly from the budgets of the different ministries involved in the project. Thesecontributions will be paid, on a quarterly basis, into special account for the operation of thePIU in keeping with the latter’s work programme.

5.6 Monitoring and Evaluation

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The PIU, under the supervision of the National PNG Coordination body, will beresponsible for the monitoring and evaluation of project implementation. The PIU willregularly submit to the TAF, quarterly activity reports which will be prepared with theassistance of the beneficiary structures of the project and under the supervision of the NationalPNG Coordination body, according to a format agreed with the Bank. They will cover aspectsrelating to project implementation, including project status, expenditure, disbursement of thenational counterpart contributions, work programming, analysis of the noted slippages as wellas any problems encountered and solutions proposed. They will also give an overview of theactivities planned for the following quarter. Finally, the National Coordination body shouldprepare a project wrap-up report within three months of project completion.

5.7 Financial and Audit Reports

The project accounts will be held by the PIU, under the supervision of the NationalPNG Coordinator, according to an accounting plan and principles generally accepted in thearea of private management. To this end, it will hold comprehensive ledgers presenting theexpenditure by component, category of expenditure and source of finance. It will also holdseparate accounts for all the operations financed by the Bank. The project and ACAFEJaccounts will be audited once a year by an external auditing firm. This exercise will befunded from TAF resources. The first audit will be conducted in October 2002.

5.8 Coordination by the Donor Agencies

5.8.1 Considering that this is a multi-facetted programme, it is indispensable to closelymonitor and properly coordinate the operations of the donor agencies in order to avoidduplication and overlapping. This streamlining of the operations is currently carried out bythe UNDP and the National PNG Coordination body, which is placed under the Office of thePrime Minister. Under the aegis of the UNDP, in its capacity as coordinator of the UnitedNations System, the donor agencies present in Cameroon meet on a monthly basis toexchange points of view and coordinate their operations. Actions have already beenundertaken in Cameroon by multilateral donor agencies. Within the framework ofimplementation of the HIPC Initiative, a matrix of priority action plans for the implementationof the PNG has been prepared and is closely monitored by the Bretton Woods Institutions andthe other donor agencies. Out of the funds earmarked (CFAF 12.5 billion to-date) under theHIPC mechanism, CFAF 8.9 billion will be allocated to the funding of governance projectsbetween 2001-2003. It should be noted that the projects selected in the area of governance arecomplementary with this Bank operation. The Bank participated in the first project selectionmeeting held in June 2001. All the documentation on the selected projects were submitted tothe TAF appraisal mission with a view to harmonization of the actions. A roundtable wasscheduled for February 2001 in order, inter alia, to coordinate the operations of the donoragencies with respect to the funding of the PNG. This conference, co-sponsored by the EUand the UNDP, was postponed to the fourth quarter of 2001 to enable the CameroonianGovernment to better prepare for the meeting but also so as to open the meeting to otherAfrican countries.

5.8.2 The growing interest demonstrated by the international donor community in respect ofgood governance is characterized by the actions currently conducted in Cameroon by somebilateral and multilateral partners, including: (i) the UNDP, which will contribute about US$ 6million between 1996 and 2004 for the preparation of the programme and well targetedactions in the area of long-term prospective management and study; (ii) the European Union,

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the current operations of which, totalling CFAF 3.6 billion, focus primarily on commerciallaw reform, improvement of the legal system and the preparation of a matrix of measuresaimed at increasing the effectiveness of the implementation terms and budgetary control. Itshould be noted that EDF IX, currently under preparation, plans to allocate 5 million Euro togovernance in Cameroon; (iii) France is assisting the Cameroonian Government in the area ofhuman rights, local development (framework legislation on decentralization), promotion of ademocratic culture as well as through support to the police and the gendarmerie. FrenchTechnical Assistance is also contributing through a Programme of Support to the Economicand Financial Administrations (PAAFIE), which contributes to improving governance throughmodernization of the economic steering measures, improvement of the managementregulations and procedures and training of the administration officials in public managementas well as expenditure management; (iv) the United Kingdom intervenes primarily to jointlymonitoring implementation of the resolutions of the Summit of Central African Heads of Stateon the Conservation and Management of Tropical Forests; in this regard DFID backs theGovernment’s emergency action plan, which includes a governance component in the tappingand management of forests resources; (v) Canada assists the Cameroonian civil society bysupporting their capacity building as well as through the promotion of democratic values andpractices and human rights; and (vi) the World Bank supports, inter alia, the ongoing publiccontracts reform for an amount of US$ 2.5 million and the private sector promotion (US$ 20million).

5.8.3 In addition to these activities, there are those supported by the United States and Japanfor the promotion of democracy. The Netherlands intervenes in the area of good governanceand German Technical Assistance (GTZ) backed the decentralization component for anamount of DM 2 million, in cooperation with France and other donor agencies. All thestructures involved in the implementation of the PNG are aware of the need to maintain frankand constant dialogue with the Government for a smooth and closely coordinated conduct ofthe reform programme. In view thereof, plans have been made for consultations between thedevelopment partners, not only during field missions or during the monthly meeting of donoragencies present in Cameroon, but also during the impending conference (roundtable) andwithin the Steering Committee, which is the body in charge steering and controlling theProgramme.

5.8.4 Within the context of the ADB/UNDP cooperation, a Bank operations coordinationand monitoring unit is located in the UNDP office in Yaounde. It represents the Bank in all ofthe coordination meetings and informs Headquarters thereof. UNDP was the centralcoordination point during the Bank’s appraisal mission. Indeed, it organized on 13 June 2001,a meeting of donor agencies on the PNG and attended a participatory seminar organized on 15June 2001 by the Bank and the Government to validate the preparation report and chart thecourse of the appraisal report. The preparation report and memorandum of the appraisalmission were distributed to all the donor agencies. The Bank did not receive any negativefeedback on its choice of components. The donor agencies met, unanimously agreed on theneed to coordinate the actions proposed by the Bank and communicated information on theirabove-mentioned operations.

VI SUSTAINABILITY AND PROJECT RISKS

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6.1 Recurrent Project Charges and Costs

Implementation of the project, particularly with regard to the operation andmaintenance of computer and office automation equipment, will give rise to recurrent costs,which will be borne gradually by the State and ACAFEJ budgets, as of 2003 (25% in 2003and 50% in 2004) and in full with effect from 2005. The only new recruitments will concernthe MINPAT technical assistant, the information technology specialists to assist the Justicesystem (2) and SPRA/CSE (2) as well as the support staff of the Project Implementation Unit(PIU). The Government should give an undertaking to enter adequate resources into theState’s capital expenditure budget, as of 2003-2004, to ensure effective maintenance of themachines and other materials supplied under the project as well as their renewal in 2005/2006

6.2 Sustainability of the Project Impact

6.2.1 At least 358 managers will receive adequate training under the project. This trainingwill have a lasting impact on the capacity of the public bodies involved in the implementationof the PNG. Thanks to the computerization, which was non existent in most of the services,the project will result in considerable productivity gains in the public services concerned,particularly in the judiciary, CSE and SPRA, where the project impact will be clearly visible.

6.2.2 The bulk of the training to be provided under the project will be in the form of short-term seminars in the areas that are directly linked to governance issues in highly operationalareas such as the organization of administrative duties, performance-oriented management andfamiliarization of staff of the judiciary with Commercial law. The managers trained by theproject will enhance the country’s human capital. The training of trainers will contribute tocapacity building and thus help to increase the sustainability of the project by enlarging thenumber of beneficiaries and the continuous upgrading of the State employees and judicialpersonnel.

6.3 Main Risks and Mitigation Measures

6.3.1 The main project risks can be summarized as follows: (i) a less strong politicalcommitment of the Government to the National Governance Programme, a less resolute fightagainst corruption, impunity and influence peddling; (ii) limited motivation of managers ofthe Administration, owing to the poor salaries paid in the civil service and which could resultin a high turnover rate of the trained staff; (iii) the very limited capacity of someadministrations to implement the actions defined in the PNG’s plan of priority actions; (iv)limited receptivity of staff of the judiciary and para-legal professions to the need to apply theOHADA commercial law provisions and to use modern information technology tools; and (v)the indifference of the population and the donor agencies.

6.3.2 With regard to the first risk relating to a less strong political commitment of theGovernment, it should be noted that there are encouraging signs and that the actions whichwere taken recently are likely to mitigate this risk. Indeed, thus far, the Government hasdemonstrated a strong political drive to maintain or even step up the pace of the reformsrequired of the country within the context of the economic programmes adopted in agreementwith the donor agencies, including the Bank. The cabinet reshuffle that took place in April2001 and the ensuing Presidential Directive as well as the disciplinary sanctions taken againstsome civil servants and actors within the Justice system, confirm the trend towards bettercohesion of the work of the Government and the determination to remedy the dysfunctioning

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of the civil service. The second risk relating to the limited motivation of managers of theAdministration is mitigated by the decision taken within the context of the 2000-2003programme to gradually increase salaries within the civil service (a 10% increase in June2001) after the two drastic salary cuts of the 1990s. The third risk concerning the limitedcapacity of the administration is mitigated by various ongoing and planned capacity buildingprojects. In addition to the modern working tools, this project also provides high leveltechnical assistance and various training activities, which will have a beneficial effect in thelong term.

6.3.3 Regarding the risk of the limited receptivity of staff of the judiciary and para-legalprofessions to the need to apply the OHADA commercial law provisions, it will be mitigatedby the improvement of the working environment that will result from the transfer to the newpremises and the modernization of the management tools should make the work of thejudiciary more effective and further motivate the staff, even though this will requireadaptation and the learning of new methods. Training, which is a source of personalfulfilment, and the contribution of the project support services will enable the projectbeneficiaries to better accept the constraints imposed by the changes. Finally, the imminentestablishment of the “Conseil Supérieur de la Magistrature” (the Disciplinary and PromotionsBoard of Magistrates) will help to enhance the status of magistrates and reduce theirdependence on external factors. With regard to the risk concerning the high turnover rate ofthe trained staff, it should be underscored that both the Government and the donor agenciesare now fully aware of the problem. Actions are expected to be implemented under theongoing economic programme to address the issue. The decision taken in May 2001 todecentralize management of the State employees is an encouraging step towards better controlof the civil service population, which will be coupled with a gradual review of theremuneration of the State employees.

6.3.4 In the case of the risk relating to the indifference of the population and the donoragencies, it will be reduced by the existence of a real political resolve to effectively andimpartially conduct the fight against impunity and corruption, to promote protection of humanrights and individual liberties, i.e. see to compliance with the rule of law. The sanctionsrecently meted out to senior civil servants, economic operators, magistrates and teachers aretestimony to the determination of the authorities to fight corruption and promote high moralstandards and ethical behaviour in the civil service. Implementation of the PNG’sInformation-Education-Communication (IEC) plan will increase the interest of the populationand donor agencies in the National Governance Programme. Furthermore, it is expected thatthe constructive dialogue policy initiated between the Government and its external partnerswill continue and be enhanced.

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VII. PROJECT BENEFITS

7.1 Economic and Social Benefits

7.1.1 Implementation of the project will enhance Cameroon’s capacity and provide it withmodern management tools to successfully conduct the reform of the administration, as laid outin the National Governance Programme. Consequently, the project should result in a lastingimprovement of the quality of public services and increase the level of satisfaction of theusers/clients. Thanks to its contribution to the improvement of the economic and financialmanagement of the State, the project will enhance the execution of the capital budgets and thiswill lead to an increase in the supply of essential social services, with the attendant beneficialimpact on sustainable economic development and poverty reduction. By training theMINPAT managers and improving their grasp of the project cycle, programming andmonitoring of the implementation of projects financed from external resources, the projectwill have a really positive impact on the performance of all Bank operations in Cameroon, andbeyond that, it will significantly increase the country’s capacity to absorb external funding.

7.1.2 Finally, the training of magistrates, enhanced access to the justice system andmodernization of the country’s main jurisdictions should contribute to creating conditions forcorruption control and facilitate enforcement of the rule of law. Furthermore, application ofthe OHADA Single Act will stimulate the development of private investments. Likewise,because of its vanguard activity to solve the most urgent problems facing the Cameroonianlegal system, the Bank is laying milestones and preparing the ground for the in-depth reformof the judicial system, which is currently being prepared. The assistance of CSE will makethe public fund managers more accountable and make it easier to fight misappropriations.Thanks to its important training component, the project will help to upgrade administrativework by raising the level of motivation and exchange of information between the ministriesinvolved in the programme.

7.2 Impact on Cross-Cutting Issues

7.2.1 Impact on Poverty Reduction: The promotion of good governance is one of the maincomponents of poverty reduction because it determines the efficiency of the Government’seconomic and financial programmes aimed at strong and sustainable growth and thesubsequent distribution of the growth dividends to the disadvantaged population segments.Cameroon’s National Governance Programme is an integral part of the PRSP and thegovernance projects are eligible to the HIPC resources earmarked for poverty reduction.Indeed, the «economic and financial management improvement» component of the PNGshould ensure a more optimal utilization of the State’s financial resources, a greater part ofwhich could then be allocated to the social sectors, thus contributing to poverty reduction. Theproject will therefore have an undeniable impact on poverty reduction in Cameroon.

7.2.2 Impact on Governance: The project has a major impact on governance because all ofthe project resources are allocated to three fundamental aspects of this cross-cutting issue: (i)capacity-building in the area of planning and management of public investments; (ii)improvement in public finance management and control as well as more effectiveaccountability; (iii) capacity building within the administration to enable it to manage andaccompany the reforms; and (iv) an enhanced and modernized judiciary, which is moreaccessible and conducive to private sector development. This project is also one of theanswers to the concerns expressed several times by the Boards, which wish to see the Bank

30

help Cameroon fight corruption and step up the pace of structural reforms the implementationof which is often slowed down by delays in the administration in general and in the justicesystem in particular.

7.2.3 Impact on Regional Integration and Cooperation: The project will facilitate applicationof the OHADA legal provisions in Cameroon. It will also facilitate the dissemination of othercommunity laws such as CIMA and OAPI. Cameroon being a bilingual country, thetranslation of the OHADA Single Acts and its Trade Register and Real Estate FinancingCredit and their effective application in the anglophone provinces will represent an openingfor this organization, which thus far, has used French as its sole working language. Thisprovision of the Treaty could be modified given the numerous requests submitted by non-francophone members of UEMOA and CEMAC. The OHADA authorities are aware of thissituation and are willing to move towards opening up the organization. By contributing to theapplication of OHADA laws and by creating the conditions for extending the association toother non-francophone countries, the project will have an undeniable impact on regionalintegration and cooperation.

7.2.4 Environmental Impact: This project, by virtue of its very nature, has no negativeenvironmental impact. In keeping with the Bank’s classification criteria, it was classified as aCategory III project. However, the fences and reception facilities to be built in the Doualaand Yaounde jurisdictions are consistent with the urbanization plan of these towns and arealso consonant with the construction standards of the existing buildings. They will help toimprove the buildings, reception in the court and make it easier to direct people within thecourt house, thereby reducing the current level of nuisance, characterized by pushing andshoving as well as loss of time. Furthermore, thanks to the coherence of the macro-economicand sectoral strategies and policies, the project should stimulate the protection efforts, takeinto account and increase awareness of environmental aspects in the preparation ofdevelopment projects.

7.2.5 Impact on Women: Women represent 50.7% of the population. With regard toeconomic and social promotion, although some progress has been made, women are still at adisadvantage compared to men. The Bank-financed Poverty Reduction Project and actions infavour of women should help to alleviate this problem. The Bank, as well as the other donoragencies, is continuing dialogue with the Government with a view to making improvement ofthe condition of women an essential component of the poverty reduction strategy. Women areactive mainly in the agricultural sector and in small informal activities. They occupy aboutonly a third of the civil service positions and about 40% of these positions are in the healthsector and 32% in education.

7.2.6 A significant number of women will be concerned by this project, particularly its«judiciary» component under which several women (magistrates and court clerks) will betrained. Indeed, two presiding magistrates and a chief court clerk will be trained. Moreover,improved access to the judiciary should be more beneficial to women who lack the requisiteresources to meet the various legal costs but who increasingly resort to the courts given thehigh number of conflicts resulting from women’s cooperatives, tontines, conjugal relations(divorce cases, the situation of widows etc…) and social problems. The invaluable roleplayed by the Association of Cameroonian Women Lawyers, in terms of legal and judicialassistance to the poor, both men and women, should also be noted. By supporting thiswomen’s NGO, the project will enable it to assist women even better. The other project

31

components will place greater emphasis on increased participation of women managers in thetraining programmes supported by the project.

7.2.7 Impact on Private Sector Development: By helping to increase the efficiency of theadministration in general and the judicial system in particular, the project will enhance privatesector development. Significant improvements are expected in the legal businessenvironment, with an indirect positive impact on trade and private investment in Cameroon.Training of magistrates and other legal and paralegal personnel in the OHADA laws andbetter monitoring of court decisions by the Chancery should result in a more effectiveapplication of the law, which should reduce the frustration of the economic operators vis-à-visthe judicial system.

VIII. CONCLUSIONS AND RECOMMENDATIONS

8.1 Conclusions

Cameroon’s macro-economic situation has been improving constantly since thedevaluation of the CFA franc in 1994. It was further enhanced by the deepening of structuralreforms during the implementation of the 1997-2000 economic programme. In spite of somedelays noted in the privatization of public enterprises, which are being rectified, the 2000-2003 programme will consolidate the results achieved. In this regard, emphasis is henceforthplaced on poverty reduction and the elimination of obstacles to sustainable economic andsocial development. This is the context within which the Government prepared and launchedthe implementation of the National Governance and Corruption Control Programme. Thestrong political commitment of the authorities to this programme as well as the staunchsupport of the donor agencies are illustrated by its inclusion into the final PRSP underpreparation and the programming of a donor conference, to be co-chaired by the EU and theUNDP, which will be held before the end of 2001. Through this PNG support project, theBank will help to finance well-targeted priority activities, particularly by providing significantassistance for the modernization and enhancement of the justice system and by strengtheningthe capacity of the structures required to play a key role in administrative reform, theformulation of overall and sectoral economic policies and the control of public finances, incoordination with the other donor agencies.

8.2 Recommendations

8.2.1 In light of the foregoing, it is recommended to award the Government of the Republicof Cameroon, from the Technical Assistance Fund (TAF), a grant not exceeding 3.18 millionunits of account to support its National Governance and Corruption Control Programme. Theaward of the TAF grant shall be subject to fulfilment of the following conditions by theGovernment:

A. Commitments:

The donee undertakes to:

(i) ensure that the premises of the Project Implementation Unit are operational forat least three years (paragraph 5.1.1);

(ii) ensure that managers trained by the project remain in their respective servicesfor at least three years;

32

(iii) facilitate the establishment of a Fund for the Settlement of the Fees of Lawyers(CARPA) not later than 31 December 2002 (paragraph 2.2.3);

(iv) ensure that the female staff participate in the internships and seminarsorganized under this project;

(v) supply the Fund with adequate statistics, not later than 31 December 2004, onthe promotion of women within the judicial system;

(vi) supply, by 31/03/2002, the implementation schedule of the completion worksof the building to be used as the archives and seals room as well as theimplementation schedule of the site development works to be conducted withinthe Douala jurisdiction (paragraph 4.5.3.7); and

(vii) validate the English translation of the OHADA texts by the relevant structuresof this institution to authenticate them and make them an official workingdocument as well as an instrument for regional and sub-regional cooperation(paragraph 4.5.3.3).

B. Conditions Precedent to Effectiveness:

The donee shall:

(i) supply evidence of the opening of a special account in the name of the project,in a commercial bank acceptable to the Fund, for receiving the TAF resources(5.5);

(ii) supply evidence of the creation of a Project Implementation Unit (PIU) and theassignment of appropriate premises thereto (paragraph 5.1.1); and

(iii) supply job descriptions of managers of the Project Implementation Unit (PIU),that is the Project Manager, the Procurement Assistant, the Accountant and theInformation Technology Specialist (paragraph 5.2).

Annex 1: ADMINISTRATIVE MAP OF CAMEROON

This map has been drawn by the African Development Bank exclusively for the use of readers of the report to which it is attached. Thenames used and the borders shown do not imply on the part of the Bank Group and its members any judgement concerning the legal status ofa territory nor any approval or acceptance of these borders.

Annex 2

CAMEROONNATIONAL GOVERNANCE PROGRAMME SUPPORT PROJECT

ORGANIZATIONAL CHART OF THE NATIONAL COORDINATION BODY OF THE NGP

CoordonnateurNational

Coordonnateur NationalAdjoint

SuiviAdministrationAdministration

MonitoringDecentralization

Monitoring

Econom. & FinancialManagement Monitoring

Civil SocietyMonitoring

Corruption ControlMonitoring

Justice ReformMonitoring

Communication &Documentation Unit

Information Technologyand Statistics Unit

Translation Unit Administrative &Financial Unit

Mail and LiaisonUnit

NationalCoordinator

Deputy NationalCoordinator

Adjoint

ProjectImplementation

Unit (PIU)

SUPPORTED STRUCTURES

MINJUSTICEJurisdictions of Douala andYaounde, ACAFEJ, Chanc.

MINPATDPP, DPD, RegionalDelegations

Higher State InspectorateInspections Div, Studies and LegalAffairs Div., Training Div.

SPRAAll Divisions (Projects, standards& procedures, Evaluat. & contr.

Annex 3 Page 1 of 10CAMEROON

NATIONAL GOVERNANCE PROGRAMME SUPPORT PROJECT

Terms of Reference of the MINPAT Technical Assistant

Context

The Bank’s PNG Support Project includes under the «Economic and FinancialManagement Improvement» aspect, a MINPAT support component aimed at strengtheningthe strategic vision of the economic policy and establishing a real culture of accountabilityboth in the design and management of development projects and programmes. This requiresobtaining results as well as accountability. This component seeks to strengthen Minato’scapacity in the areas of planning, programming, resources mobilisation and the monitoring ofproject implementation. Within this context, technical assistance for strategic planning willbe provided within MINPAT for a period of 18 months.

Objectives

The objective of the planned technical assistance will be to assist MINPAT in thedefinition of a consistent framework and to help the ministry prepare sectoral strategies. Thisexpert, assisted by a Cameroonian counterpart will be assigned the duty, inter alia, of makingup for the shortcomings noted at the level of DPD as well as strengthening MINPAT’s globaland sectoral strategy planning capabilities in order to meet one of the objectives of theadoption of the PNG, that is the creation of a General Planning Commission.

Duties and Missions

The assistant will back up MINPAT to ensure proper coordination of the preparationof sectoral strategies as well as the preparation of an overall development strategy, i.e.:

- design a coherent framework that will integrate all of the sectoral strategies into anoverall development strategy for the country;

- design and disseminate a sectoral planning methodology. The methodology shouldalso include a framework for the presentation of a sectoral strategy and, wherenecessary, a list of the relevant accompanying documents;

- define and implement a plan for the information and sensitization of the differentministries on the importance of a sectoral strategy;

- ensure the transfer of know-how required for enhancing the skills of the MINPATmanagers;

- evaluate the human, material and financial resources required for the preparation of asectoral strategy for each ministry; and

- take stock of the works already conducted and which could be taken into accountduring the preparation of a sectoral strategy for the sector concerned;

Annex 3 Page 2 of 10

Work Methods

The work of the technical assistant will start with the preparation of his missionschedule, in consultation with the MINPAT managers. He will work in close cooperation withthe said managers. This work will be conducted through:

- working sessions with the MINPAT officials and managers;

- visits to the different ministries;

- the organization of working sessions with the different ministries;

- meetings with resource persons or managers of the institutions involved in thepreparation of sectoral strategies; and

- desk work.

Documents to be Produced by the Technical Assistance:

During his/her mission, the technical assistant should produce the followingdocuments, in English or in French, which will be assessed by the administration prior to theiradoption :

- methodology document;- streamlining document;- a table for validating the sectoral strategy documents;- TORs for the recruitment of consultants to back up the other ministries in the

preparation of their sectoral strategies; and- a document organizing the intervention of MINPAT in support of the otherministries.

The technical assistant will provide feedback on the results of his mission. This will be doneduring meetings organized to that effect (meetings, seminars, workshops etc.).

Minimum Qualifications and Experience of the Technical Assistant:

- high level training in economics;

- proven experience as a consultant in economic or social studies ;

- Proven experience in the analysis and evaluation of public development programmes

and projects;

- proven experience in the programming of public resource utilisation;

- sound knowledge of administrative procedures and project management;

- proven experience in the organization/conduct of training activities;

- dissemination of knowledge on socio-economic issues; and

- sound knowledge of the policies and approaches of the external developmentpartners (World Bank, IMF and the European Union in particular). Sound knowledge ofFrench and English will be added advantages.

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NATIONAL GOVERNANCE PROGRAMME SUPPORT PROJECT

Terms of Reference of the Project Implementation Unit (PIU)Manager

I. Objectives of the Mission of the PIU Manager

Under the authority of the National PNG Coordinator, he/she will be responsible for:

managing the project in order to ensure savings, effectiveness and efficiency whileconforming to the ADF’s good governance procedures and principles;

inviting bids as well as for committing and effecting expenditure;

initiating disbursement requests and forwarding them to the ADF;

holding reliable accounts ;

submitting to Bank and PNG audits;

establishing at the end of each quarter, and for the attention of the Bank, a statement ofcommitted expenditure and credits available by nature of operation; the relevantjustifying documents will be annexed to the statement; and

preparing quarterly project implementation reports and forwarding them to ADF.

II. Results Expected

Recruitment of the head of the PIU will help to optimize the resources put at thedisposal of the project and will see project implementation through to successful completion.Finally, at the end of the project, the Project Manager will prepare the project wrap-up reportand forward it to the ADF through the PNG.

III. Duration of the Mission and Remuneration of the Project Coordinator

The Head of the PIU will be recruited for the duration of the project implementation period,i.e. three years. Total remuneration, including all the charges, shall not exceed CFAF 36 million.

IV. Profile of the Project Coordinator

The Head of the PIU will be selected after the invitation of candidatures.

The candidate shall have the following profile; he/she shall:

be a Cameroonian national;hold a master’s degree in management or equivalent qualification;have an experience of three years in the area;be highly computer literate; andbe a good communicator.The selected candidate shall be recruited on the basis of a one-year renewable work

contract to be signed between the PNG Coordination body and the Head of the PIU.

Annex 3 Page 4 of 10

CAMEROONNATIONAL GOVERNANCE PROGRAMME SUPPORT PROJECT

Terms of Reference of the Study for Streamling Cameroonian LawWith the OHADA Single Acts

The Context

Within the context of implementation of the priority action plans for improvinggovernance and corruption control, adopted by the Government in August 2000, the "Justice"component will back the Government’s ongoing statutory reforms in the judicial sector andformulate recommendations capable of promoting a really independent judiciary, which isclose to the citizens, guarantees the rule of law and the legal security of the populations andtheir goods.

Under recommendations, the National Governance Programme selected, among othersthings, to implement of the OHADA Treaty which has ratified by Cameroon. Application ofthis Treaty and the Single Acts arising therefrom, requires reaffirming of the fact that theOHADA community provisions supercede domestic law.

The Objectives.

One of the ways to enhance the rule of law in a State is to ensure that the citizens and thelegal experts have a sound knowledge of the applicable law. To attain this objective, thestudy will:

take stock of the laws affected by the Single Acts; and draft the Single Act implementation texts.

This will enable the legal experts to have a reliable reference tool on the business lawapplicable in Cameroon and thereby ensure the legal security aimed at by OHADA.

Missions of the Consultant

The consultant shall perform the following duties:

specify the application of the Single Acts in time in light of Articles 9 and 10 ofthe Treaty, on the one hand, and the transitional provisions, on the other;

review all the Single Acts adopted and exhaustively identify the provisions, theeffective implementation of which will require the adoption of special provisionsat the national level. These should be classified in relation to the substance andnature of the legal provisions to be taken (law, decree, order, explanation).Presentation reports and draft texts will also be prepared;

identify the past legislative and regulatory texts that were repealed, supplementedor modified by the Single Acts; and

Annex 3 Page 5 of 10

Survey the texts that lay down penal sanctions for infringements defined in theSingle Acts. A draft text grouping all of these sanctions will be proposed so as toenhance knowledge thereof and avoid their dispersal.

Methodology

The consultant will perform the duties assigned to him/her over a period of three (3)months, with effect from the date of signature of the contract. He/she will work incooperation with officers of the Higher State Control and will hold working sessions with theministries in charge of the controls. He/she will also meet officials of the jurisdictions andlegal the para-legal officers (lawyers, solicitors, bailiffs etc.). He will also search fordocuments (laws, regulations, court decisions, press articles etc.).

The consultant will work with the auditor responsible for examining the rationality ofthe operation of the various levels of control and will propose an overall reform of the controlsystem.

Profile of the Consultant

An internationally reputable law firm composed of highly qualified lawyers(holders of a doctorate degree in law, with specialization in commercial law).

Knowledge of Anglo-saxon and Romano-German legal systems. Proven experience as consultant in juridico-financial studies as well as in

commercial and community law.

Expectations

Conduct of the study should produce the following results:

an inventory of the laws concerned by the Single Acts; a reliable reference tool on the business law applicable in Cameroon is available

to the legal experts;. the implementation texts of the Single Acts have been prepared; and legal security consistent with the OHADA legal provisions.

Annex 3 Page 6 of 10

CAMEROONNATIONAL GOVERNANCE PROGRAMME SUPPORT PROJECT

Terms of Reference of the Study for Measuring the Level ofSatisfaction of the Users of the Public Administration Services

1- JUSTIFICATION OF THE STUDY

1.1. Context

To successfully perform its duties within the context of the PNG, the SPRA prepared,in June 2000, a strategic three-year (2000-2003) plan centred around three aspects : (i)refrorm management ; (ii) strengthening of the reform implementation capabilities ; and (iii)institution building in the area of reform.

Although the activities conducted in each of these areas have specific objectives, theyall have the same ultimate objective, which has been re-affirmed several times, namely : thesatisfaction of the user. However, this new orientation has thus far not been the subject of ascientific study to measure its level. As such, the planned study is based on the assumptionthat knowledge of the level of satisfaction of the user could improve the quality of theservices, inter alia, through reform of the production process of the expected goods andservices.

1.2. Interest of the Study

Knowledge of the level of satisfaction of the public service user could, in particular: improve the quality of the goods and services expected from the

administration ; better determine the standard of production of the said goods and services,

as accepted or appreciated by the users; and provide criteria based on the concerns of the users in order to improve the

production process of the expected goods and services.

2- OBJECTIVES

2.1. Overall Objective

Determine the level of satisfaction of the users with regard to the services provided bythe public administration.

2.2. Specific Objectives

Identify the critical sector on which the SPRA should focus its efforts aimed atimproving the services provided for the users.

Establish a benchmark (indicators, standards, variables etc…) in relation towhich progression of the different services towards quality can be measured.

Eventually establish a tradition of surveys outside the administration and fromwithin the administration, to evaluate the performance of the public services.

Annex 3 Page 7 of 10

3. SCOPE OF THE STUDY

It concerns the entire public administration of Cameroon (APC) and covers the entire country.Within the framework of this project and considering the level of financial resourcesavailable, one or two priority sectors (education, health, transport, public works etc…) will beselected.

4. DURATION OF THE STUDY

It is expected to last nine (9) months (May 2002 to February 2003). This duration will beplanned in detail and will be divided into four phases: preparation – data collection –exploitation – report preparation.

5. STUDY BUDGET

The ceiling of the financial package allocated stands at CFAF 25,000,000 (twenty-fivemillion CFA francs). Each bidder, in his/her financial bid, will propose a specific breakdownof this amount, depending on the methodological approach adopted.

6-METHODOLOGY

Each bidder, in his/her technical bid, will define the methodology he/she intends tofollow and will indicate, in particular:

the data collection techniques and tools; the sampling strategy to ensure the target population is well represented and

that the data is reliable; the data analysis methods and techniques.

7-REPORT

It will be validated by SPRA prior to its official submission in ten (10) copies,accompanied by an electronic copy on soft disk.

Annex 3 Page 8 of 10

CAMEROONNATIONAL GOVERNANCE PROGRAMME SUPPORT PROJECT

Terms of Reference of the Seminar on the Introduction to andPreselection in Organization and Methods (SIPOM)

1- CONTEXT

To successfully perform its mission as an actor of change within the framework of the PNG,the SPRA, in its strategic three-year (2000-2003) plan, defined the stakes of the administrativereform within the current national and international context and underscored the challenges itshould take up professionally and responsibly, in order to live up to the new expectations ofthe administrations it is required to serve. First among these challenges is the strengtheningof the SPRA’s professional resources at both the qualitative and quantitative levels. To thisend, its strategic plan singles out two actions:

the preparation and application of a continuous training programme for staffalready in place at the SPRA; and

the recruitment and initial training of new human resources expected to occupy thepositions of Administrative Organization Advisers in SPRA.

The Terms of Reference (TOR), which are the subject matter of this document concernthis second action.

Indeed the process of admission to the SPRA to serve as an AdministrativeOrganization Adviser (COA) starts with an initial phase that involves bringing together,within the context of a Seminar in Introduction to and Preselection regardingOrganization and Methods (SIPOM), senior managers already serving within theadministration and who are interested in a new career in administrative organization. At theend of this seminar, the participants who fulfil the requisite conditions of professionalism areselected and appointed to positions of Assistant Administrative Organization Advisers withinSPRA. Their skills are then further developed through well-focused continuous training.

2- OBJECTIVE OF SIPOM

5.1. Overall Objective

Develop the capabilities of the selected human resources with regard to theintroduction of change into the public administration and the steering of administrative reformprojects in order to increase the productivity of such administrations.

5.2. Specific Objectives

At the end of the training, the participants should have:

developed an overall and systematic approach to administrative work;

Annex 3 Page 9 of 10

acquired skills enabling them to use basic organization and method techniques(organisational diagnosis; preparation of document circulation diagram,classification of files etc…); and

developed attitudes consistent with the requirements of steering organizationalchange (teamwork, managing a working group; innovative spirit etc…) in anadministrative environment.

6. PROFILE OF THE PARTICIPANTS

Selected among senior managers already serving within the administration, the participantsshould have the following profile:

hold at least a bachelor’s degree or equivalent;

be a senior civil servant (catégorie A) or have an assimilated status;

possess at least five years of service within the administration; and

having occupied a management position equivalent to at least head ofservice;

7. CONTENT OF THE TRAINING

The topics dealt with will focus on three dimensions : the approaches to intervention in the organizational environment: case of

the public administrations; the job of an organizer; and management of administrative reform projects within the context of good

governance of public services.

8. DURATION AND BUDGET OF THE SEMINAR

The seminar will last three (3) weeks and will be held in Yaounde.

It will be attended by a total of sixty (60) participants divided into three (3) groups of twenty(20)

Annex 3 Page 10 of 10

CAMEROONNATIONAL GOVERNANCE PROGRAMME SUPPORT PROJECT

Terms of Reference of the PIU’s Information Technology (IT) Expert

I. Objective of the Recruitment of an IT Expert

Under the authority of the Head of the PIU, the IT expert will be entrusted with:

- assistance to the recruitment of IT experts for the Judiciary and CSE;

- participation in the preparation of bidding documents for theprocurement of the project’s computer equipment;

- the creation of an effective information circulation system through theestablishment of a computer network in MINPAT and CSE ;

- facilitation of the consultation of textbooks and working tools by theusers of the computer systems;

- supervision of the training of staff of the support structures; and

- maintain in a good operating state, all the computer equipment of theproject.

II. Results Expected

The objective is to enable all the support structures to have effective computer systemsand to regularly organize training to ensure optimal use of the computer tools by thebeneficiaries.

III. Duration of the Recruitment

The Fund will finance the remuneration of the IT expert only during the implementationphase of the PNG Support Project. Total remuneration, including all the charges, cannot exceedCFAF 21.6 million.

Furthermore, the Government of the Republic of Cameroon has given an undertaking topay the salary of the IT expert from the national budget at the end of project financing.

IV. Profile of the Candidate :

hold a computer course completion certificate equivalent to three years of post-secondary/upper school training; and

possess at least 5 years work experience in the area of computers;

CAMEROONNATIONAL GOVERNANCE PROGRAMME SUPPORT PROJECT

Annex 4 Page 1 of 6Detailed Cost by Component : Justice Component

Million CFAF Millions UA

2002 2003 2004 Financing FinancingJUSTICE COMPONENT Unit Qty UP

F.E.. L.C. F.E.. L.C. F.E.. L.C.

Total

TAF Govt.

F.E.. F.E.. L.C.

Total TAF Govt

1 OHADA Sub-Component

1.1 Harmonisation of the OHADA Single Acts S/M 10 6 40.0 20.0 0.0 0.0 0.0 0.0 60.0 60.0 0.0 40.0 0.04 0.02 0.06 0.06 0.001.2 Translation of the Single Acts into English 103

Page1000 0.05 50.0 0.0 0.0 0.0 0.0 0.0 50.0 50.0 0.0 50.0 0.05 0.00 0.05 0.05 0.00

1.3 Publicat. Of the Single Acts in the Gazette Lump. 1 8 0.0 8.0 0.0 0.0 0.0 0.0 8.0 8.0 0.0 0.0 0.00 0.01 0.01 0.01 0.00

1.4 OHADA Seminars for Magistrates & Bailiffs. Nb 5 11.4 11.4 45.6 0.0 0.0 0.0 0.0 57.0 57.0 0.0 11.4 0.01 0.05 0.06 0.06 0.00

1.5 OHADA Seminars for Paralegals Nb 3 11.4 6.8 27.4 0.0 0.0 0.0 0.0 34.2 34.2 0.0 6.8 0.01 0.03 0.04 0.04 0.00

Training at ERSUMA (Porto Novo) H 36 2.5 45.0 0.0 45.0 0.0 0.0 0.0 90.0 90.0 0.0 90.0 0.09 0.00 0.09 0.09 0.00

Documentation for the Jurisdictions Lot 66 0.35 20.1 3.0 0.0 0.0 0.0 0.0 23.1 23.1 0.0 20.1 0.02 0.00 0.02 0.02 0.00

S/Total 1 173.3 104.0 45.0 0.0 0.0 0.0 322.3 322.3 0.0 218.3 0.23 0.11 0.33 0.33 0.00

2. Modernization of Douala & Yaounde Jurisdictions

2.1 Computer Equipment Lot 1 190.8 190.8 0.0 0.0 0.0 0.0 0.0 190.8 190.8 0.0 190.8 0.20 0.00 0.20 0.20 0.00

2.2 Computer Maintenance Lot 1 52.0 0.0 17.3 0.0 17.3 0.0 17.3 52.0 39.0 13.0 0.0 0.00 0.05 0.05 0.04 0.01

2.3 User Training S/D 1290 0.05 0.0 93.8 0.0 0.0 0.0 0.0 93.8 93.8 0.0 0.0 0.00 0.10 0.10 0.10 0.00

2.5 IT Support Staff (2) S/M 72 0.8 0.0 19.2 0.0 19.2 0.0 19.2 57.6 57.6 0.0 0.0 0.00 0.06 0.06 0.06 0.00

2.6 Furniture and Equipment for Douala Lot 1 364.0 291.2 72.8 0.0 0.0 0.0 0.0 364.0 364.0 0.0 291.2 0.30 0.08 0.38 0.38 0.00

2.6 Furniture and Equipment for Yaoundé Lot 1 378.0 151.2 226.8 0.0 0.0 0.0 0.0 378.0 378.0 0.0 151.2 0.16 0.24 0.39 0.39 0.00

2.7 Construction and Equipment of Reception, Assistanceand Orientation Services, Lot 1 129.7 51.9 77.8 0.0 0.0 0.0 0.0 129.7 69.7 60.0 51.9 0.05 0.08 0.13 0.07 0.06

S/Total 2 685.1 507.8 0.0 36.5 0.0 36.5 1265.9 1192.9 73.0 685.1 0.71 0.60 1.31 1.24 0.08

3. Support to ACAFEJ (an NGO of the Justice Sector)

3.1 Computer Equipment Nb 2 1.2 2.4 0.0 0.0 0.0 0.0 0.0 2.4 2.4 0.0 2.4 0.00 0.00 0.00 0.00 0.00

3.2 Office Automation Nb 1 1.1 1.1 0.0 0.0 0.0 0.0 0.0 1.1 1.1 0.0 1.1 0.00 0.00 0.00 0.00 0.00

3.3 Publication of Law Pamphlets 103 2 2.4 4.8 0.0 0.0 0.0 0.0 0.0 4.8 4.8 0.0 4.8 0.00 0.00 0.00 0.00 0.00

S/Total 3 8.3 0.0 0.0 0.0 0.0 0.0 8.3 8.3 0.0 8.3 0.01 0.00 0.01 0.01 0.00

Total Justice Component 866.8 611.7 45.0 36.5 0.0 36.5 1596.5 1523.5 73.0 911.8 0.95 0.71 1.66 1.58 0.08

CAMEROONNATIONAL GOVERNANCE PROGRAMME SUPPORT PROJECT

Annex 4 Page 2 of 6Detailed Cost by Component : Economic and Financial Management Component

Million CFAF Million UA

2002 2003 2004 Financing FinancingMINPAT SUPPORT SUB-

COMPONENTUnit Qty UP

F.E. L.C. F.E. L.C. F.E. L.C.

Total

TAF Govt. F.E. F.E. L.C. Total FAT Govt.1. Techical Assistance for the Prepara-tion of Sectoral StrategiesSalary of the Technical Assistanttechnique

S/M 18 5 60.0 0.0 30.0 0.0 0.0 0.0 90.0 90.0 0.0 90.0 0.09 0.00 0.09 0.09 0.00Return Air Ticket Unit 1 1.5 1.5 0.0 0.0 0.0 0.0 0.0 1.5 1.5 0.0 1.5 0.00 0.00 0.00 0.00 0.00

Accommodation and Sundry R/months

18 1 0.0 12.0 0.0 6.0 0.0 0.0 18.0 18.0 0.0 0.0 0.00 0.02 0.02 0.02 0.00Salary of the Cameroonian Counterpart Sal. 18 0.2 0.0 2.4 0.0 1.2 0.0 0.0 3.6 0.0 3.6 0.0 0.00 0.00 0.00 0.00 0.00Allowance of Cameroonian Counterpart Allow. 18 0.6 0.0 7.2 0.0 3.6 0.0 0.0 10.8 0.0 10.8 0.0 0.00 0.01 0.01 0.00 0.01

Salary of the Secretary Sal. 18 0.1 0.0 1.2 0.0 0.6 0.0 0.0 1.8 0.0 1.8 0.0 0.00 0.00 0.00 0.00 0.00Allowance of the Secretary Allow. 18 0.15 0.0 1.8 0.0 0.9 0.0 0.0 2.7 2.7 0.0 0.0 0.00 0.00 0.00 0.00 0.00Car Veh 1 13 10.0 3.0 0.0 0.0 0.0 0.0 13.0 13.0 0.0 10.0 0.01 0.00 0.01 0.01 0.00

Vehicle Maintenance Lumps. 7.2 0.5 0.8 1.3 1.3 2.0 1.3 7.2 4.9 2.3 3.8 0.00 0.00 0.01 0.01 0.00Insurance Lumps. 1 6.0 0.0 2.0 0.0 2.0 0.0 2.0 6.0 4.5 1.5 0.0 0.00 0.01 0.01 0.00 0.00Fuel and Lubricants Lumps. 3 6.5 0.0 6.5 0.0 6.5 0.0 6.5 19.5 14.6 4.9 0.0 0.00 0.02 0.02 0.02 0.01

Postage and Communication Costs Lumps. 3 4.8 0.0 4.8 0.0 4.8 0.0 4.8 14.4 10.8 3.6 0.0 0.00 0.01 0.01 0.01 0.00S/Total 1 72.0 41.6 31.3 26.9 2.0 14.6 188.4 160.0 28.4 105.3 0.11 0.09 0.20 0.17 0.032 Computer Equipment

Computer Equipment Lot 1 56.2 56.2 0.0 0.0 0.0 0.0 0.0 56.2 56.2 0.0 56.2 0.06 0.00 0.06 0.06 0.00Network and Office Automat. Applications Lot 1 6.8 6.8 0.0 0.0 0.0 0.0 0.0 6.8 6.8 0.01 -0.01 0.00 0.01 0.00Computer Training S/Day 245 0.05 0.0 12.3 0.0 0.0 0.0 12.3 12.3 0.0 0.0 0.00 0.01 0.01 0.01 0.00

Computer Maintenancce Lumps. 1 17.4 2.3 3.5 2.6 3.8 2.6 3.8 17.4 13.8 3.6 7.5 0.01 0.01 0.02 0.01 0.00S/Total 2 65.4 15.7 2.6 3.8 2.6 3.8 85.9 89.1 3.6 70.6 0.07 0.02 0.09 0.09 0.003 Training

Strategic Planning Training S/Day 120 0.15 0.0 18.0 0.0 0.0 0.0 18.0 18.0 0.0 0.0 0.00 0.02 0.02 0.02 0.00Project Monitoring-Evaluation Training S/Day 160 0.15 0.0 24.0 0.0 0.0 0.0 0.0 24.0 24.0 0.0 0.0 0.00 0.02 0.02 0.02 0.00Investent Programming Training S/Day 180 0.15 0.0 27.0 0.0 0.0 0.0 0.0 27.0 24.0 0.0 0.0

Performances Evaluation Training S/Day 80 0.15 0.0 12.0 0.0 0.0 0.0 0.0 12.0 12.0 0.0 0.0 0.00 0.01 0.01 0.01 0.00S/Total 3 0.0 81.0 0.0 0.0 0.0 0.0 81.0 78.0 0.0 0.0 0.00 0.08 0.08 0.08 0.00Total MINPAT Component 137.4 138.4 33.9 30.7 4.6 18.4 355.3 327.0 32.0 175.8 0.18 0.19 0.37 0.34 0.03

CAMEROONNATIONAL GOVERNANCE PROGRAMME SUPPORT PROJECT

Annex 4 Page 3 of 6Detailed Cost by Component : Economic and Financial Management Component

Million CFAF Million UA

2002 2003 2004 Financing FinancingCSE SUPPORT SUB-

COMPONENTUnit Qty UP

F.E. L.C. F.E. L.C. F.E. L.C.

Total

TAF Govt. F.E. F.E. L.C. Total TAF Govt.

1. Training of Controllers

1.1 International Seminar on Environment.Audit (30 persons)

Air Transport of Three Experts Ticket 3 2.00 6.0 0.0 0.0 0.0 0.0 0.0 6.0 6.0 0.0 6.0 0.01 0.00 0.01 0.01 0.00

Accommodation S/Days 18 0.10 0.0 1.8 0.0 0.0 0.0 0.0 1.8 1.8 0.0 0.0 0.00 0.00 0.00 0.00 0.00

Fees of External Experts S/Days 15 0.30 4.5 0.0 0.0 0.0 0.0 0.0 4.5 4.5 0.0 4.5 0.00 0.00 0.00 0.00 0.00

Fees of National Experts S/Days 10 0.20 0.0 2.0 0.0 0.0 0.0 0.0 2.0 2.0 0.0 0.0 0.00 0.00 0.00 0.00 0.00

Local Transport and per diem of Experts S/Days 20 0.10 0.0 2.0 0.0 0.0 0.0 0.0 2.0 2.0 0.0 0.0 0.00 0.00 0.00 0.00 0.00

Food S/Days 175 0.02 0.0 2.6 0.0 0.0 0.0 0.0 2.6 2.6 0.0 0.0 0.00 0.00 0.00 0.00 0.00

Leasing of Equipment Day 5 0.20 0.0 1.0 0.0 0.0 0.0 0.0 1.0 1.0 0.0 0.0 0.00 0.00 0.00 0.00 0.00

Secretariat and Reprography Lumps. 1 1.60 0.0 1.6 0.0 0.0 0.0 0.0 1.6 1.6 0.0 0.0 0.00 0.00 0.00 0.00 0.00

Sundry Lumps. 1 2.15 0.0 2.2 0.0 0.0 0.0 0.0 2.2 2.2 0.0 0.0 0.00 0.00 0.00 0.00 0.00

S/Total 1.1 10.5 13.2 0.0 0.0 0.0 0.0 23.7 23.7 0.0 10.5 0.01 0.01 0.02 0.02 0.00

1.2 Local Seminars

Performance Control and Evaluation S/Days 200 0.125 0.0 25.0 0.0 0.0 0.0 0.0 25.0 25.0 0.0 0.0 0.00 0.03 0.03 0.03 0.00

Techniques of Financial Administrations S/Days 200 0.1 0.0 20.0 0.0 0.0 0.0 0.0 20.0 20.0 0.0 0.0 0.00 0.02 0.02 0.02 0.00

General Accounting of Banks S/Days 190 0.1 0.0 19.0 0.0 0.0 0.0 0.0 19.0 19.0 0.0 0.0 0.00 0.02 0.02 0.02 0.00

S/Total 1.2 0.0 64.0 0.0 0.0 0.0 0.0 64.0 64.0 0.0 0.0 0.00 0.07 0.07 0.07 0.00

2. Information Technology

Computer Equipment and Reprography Lot 1 101.2 101.2 0.0 0.0 0.0 0.0 0.0 101.2 101.2 0.0 101.2 0.11 0.00 0.11 0.11 0.00

IT Support Staff and Network S/Month 72 0.8 0.0 19.2 0.0 19.2 0.0 19.2 57.6 57.6 0.0 0.0 0.00 0.06 0.06 0.06 0.00

Maintenance Lumps. 1 29.73 5.9 4.0 5.8 3.9 5.7 3.9 29.2 8.8 20.4 17.4 0.02 0.01 0.03 0.01 0.02

User Training S/Days 1070 0.05 0.0 53.5 0.0 0.0 0.0 0.0 53.5 53.5 0.0 0.0 0.00 0.06 0.06 0.06 0.00

S/Total 2 107.2 76.7 5.8 23.1 5.7 23.1 241.5 221.2 20.4 118.7 0.12 0.13 0.25 0.23 0.02

TOTAL CSE COMPONENT 107.2 140.7 5.8 23.1 5.7 23.1 305.5 285.2 20.4 118.7 0.12 0.19 0.32 0.30 0.02

CAMEROONNATIONAL GOVERNANCE PROGRAMME SUPPORT PROJECT

Annex 4 Page 4 of 6Detailed Cost by Component : Administrative Reform Support Component

Million CFAF Million UA

2002 2003 2004 Financing FinancingSPRA SUPPORT SUB-COMPONENT

Unit Qty UP

F.E. L.C. F.E. L.C. F.E. ML

Total

TAF Govt.

Dev.

F.E. L.C.

Total

TAF Govt

1.Training1.1 Training in Organization Techniques and ReformManagement S/Month 9 4.5 13.5 0.0 13.5 0.0 13.5 0.0 40.5 40.5 0.0 40.5 0.04 0.00 0.04 0.04 0.00

1.2 Upgrading in Public Management and AdministrativeReform Support

Lumps.

1 25.0 20.0 5.0 0.0 0.0 0.0 0.0 25.0 25.0 0.0 20.0 0.02 0.01 0.03 0.03 0.001.3 Training in the Principles and Mechanisms of thePreparation of Standards and Procedures

Lumps.

1 25.0 20.0 5.0 0.0 0.0 0.0 0.0 25.0 25.0 0.0 20.0 0.02 0.01 0.03 0.03 0.001.4 Recruitment of a Training Expert S/Month 2 8.0 16.0 0.0 0.0 0.0 0.0 0.0 16.0 16.0 0.0 16.01.5 Seminars for Initiation to & Preselection RegardingOrganization and Methods (SIPOM) Lumps. 3 15.0 20.0 25.0 45.0 45.0 0.0 20.0

S/Total 1 89.5 35.0 13.5 0.0 13.5 0.0 151.5 151.5 0.0 116.5 0.08 0.01 0.09 0.09 0.00

2. Pilot Phase of the SPRA’s IEC Plan

2.1 Preparation of a "User Guide" Lumps. 1 13.0 13.0 0.0 0.0 0.0 0.0 13.0 13.0 0.0 0.0 0.00 0.01 0.01 0.01 0.002.2 Study on the Degree of Satisfaction of Civil ServiceUsers

Lumps.

1 25.0 20.0 5.0 0.0 0.0 0.0 0.0 25.0 25.0 0.0 20.0 0.02 0.01 0.03 0.03 0.002.3 Skills Development Seminar for Operational Staff in theArea if Implementation of Reforms

Lumps.

2 12.0 20.0 4.0 0.0 0.0 0.0 0.0 24.0 24.0 0.0 20.0 0.02 0.00 0.02 0.02 0.00

2.4 Seminar for Sensitizing Senior Managers on the Stakesof the Reforms

Lumps.

2 12.0 20.0 4.0 0.0 0.0 0.0 0.0 24.0 24.0 0.0 20.0 0.02 0.00 0.02 0.02 0.00

S/Total 2 60.0 26.0 0.0 0.0 0.0 0.0 86.0 86.0 0.0 60.0 0.06 0.03 0.09 0.09 0.00

3. Computerization of the SPRA

Computer and Reprographic Equipment Lot 1 50.0 50.0 0.0 0.0 0.0 0.0 0.0 50.0 50.0 0.0 50.0 0.05 0.00 0.05 0.05 0.00

Software Lot 1 16.8 16.8 16.8 16.8 0.0 16.8

User Training H/J 375 0.1 18.8 0.0 0.0 0.0 0.0 18.8 18.8 0.0 0.0 0.00 0.02 0.02 0.02 0.00

Maintenance Lumps. 1 19.2 6.4 6.4 6.4 19.2 14.4 4.8 0.0

S/Total 3 66.7 25.2 0.0 6.4 0.0 6.4 104.7 99.9 4.8 66.7 0.07 0.04 0.11 0.10 0.00

TOTAL SPRA COMPONENT 216.2 86.1 13.5 6.4 13.5 6.4 342.2 337.4 4.8 243.2 0.22 0.08 0.29 0.29 0.00

CAMEROONNATIONAL GOVERNANCE PROGRAMME SUPPORT PROJECT

Annex 4 Page 5 of 6

Detailed Cost by Component : Administrative Reform Support Component

Million CFAF Million UA

2002 2003 2004 Total Financing FinancingPNG’S IEC PLAN SUPPORT SUB-

COMPONENTUnit Qty UP

F.E. L.C. F.E. L.C. F.E. L.C. FAT Govt. F.E. F.E. L.C. Total FAT Govt

Broadcasting Audio & Video Adverts. in Media Advert 70 0.15 0.00 10.50 0.00 0.00 0.00 0.00 10.50 10.50 0.00 0.00 0.00 0.01 0.01 0.01 0.00

Organization of Seminars and Roundtables inSchools and Universities Semin. 8 8.8 0.00 70.40 0.00 0.00 0.00 0.00 70.40 70.40 0.00 0.00 0.00 0.08 0.08 0.08 0.00Conduct of a Poster Campaign Lump. 1 20 0.00 20.00 0.00 0.00 0.00 0.00 20.00 20.00 0.00 0.00 0.00 0.02 0.03 0.03 0.00Preparation and Publication of a GovernanceHandbook

1000expl 30 1 0.00 30.00 0.00 0.00 0.00 0.00 30.00 30.00 0.00 0.00 0.00 0.03 0.03 0.03 0.00

Organiztion of Sensitization Seminars within thePrivate Sector and Civil Society

Semin. 3 8.8 0.00 26.40 0.00 0.00 0.00 0.00 26.40 26.40 0.00 0.00 0.00 0.03 0.03 0.03 0.00

0.00

S/Total 1 0.00 157.30 0.00 0.00 0.00 0.00 157.30 157.30 0.00 0.00 0.00 0.17 0.18 0.18 0.00

Annex 4 Page 6 of 6CAMEROON

NATIONAL GOVERNANCE PROGRAMME SUPPORT PROJECT

Detailed Cost by Component: Project Management Component

Million CFAF Million UA

2002 2003 2004 Total Financing

PROJET IMPLEMENTATIONUNIT (PIU)

Unit Qty UP

F.E. L.C. F.E. L.C. F.E. L.C. TAF Govt. F.E. F.E. L.C. Total TAF Govt1.Personnel

PIU Manager S/Mon. 36 1.0 0.0 12.0 0.0 12.0 0.0 12.0 36.0 36.0 0.0 0.0 0.00 0.04 0.04 0.04 0.00

PF and CC Allowances S/Mon. 180 0.2 0.0 12.0 0.0 12.0 0.0 12.0 36.0 36.0 0.0 0.0

Procurement Officer S/Mon. 12 0.6 0.0 2.4 0.0 2.4 0.0 2.4 7.2 7.2 0.0 0.0 0.00 0.01 0.01 0.01 0.00

Administratiion and Finance Officer S/Mon. 36 0.6 0.0 6.0 0.0 6.0 0.0 6.0 21.6 21.6 0.0 0.0 0.00 0.02 0.02 0.02 0.00

Computer & Equipment Manager S/Mon. 24 0.6 0.0 10.8 0.0 10.8 0.0 6.0 21.6 21.6 0.0 0.0

Secretary S/Mon. 36 0.3 0.0 3.0 0.0 3.0 0.0 3.0 9.0 9.0 0.0 0.0 0.00 0.01 0.01 0.01 0.00

Messenger S/Mon. 36 0.1 0.0 1.2 0.0 1.2 0.0 1.2 3.6 3.6 0.0 0.0 0.00 0.00 0.00 0.00 0.00

Driver S/Mon. 36 0.2 0.0 1.8 0.0 1.8 0.0 1.8 5.4 5.4 0.0 0.0 0.00 0.01 0.01 0.01 0.00

Night Watchman S/Mon. 36 0.1 0.0 1.2 0.0 1.2 0.0 1.2 3.6 3.6 0.0 0.0 0.00 0.00 0.00 0.00 0.00

S/Total 1 0.0 50.4 0.0 50.4 0.0 45.6 144.0 144.0 0.0 0.0 0.00 0.15 0.15 0.15 0.00

2. Materials, Furtnit. & Equipment

Computer and Reprographic Equipt. Lot 1 11.3 8.8 2.5 0.0 0.0 0.0 0.0 11.3 11.3 0.0 8.8 0.01 0.00 0.01 0.01 0.00

Office Furniture and Equipment Lot 1 6.5 2.5 4.0 0.0 0.0 0.0 0.0 6.5 6.5 0.0 2.5 0.00 0.00 0.01 0.01 0.00

Car Veh. 1 13.0 10.0 3.0 0.0 0.0 0.0 0.0 13.0 13.0 0.0 10.0 0.01 0.00 0.01 0.01 0.00

S/Total 2 21.3 9.5 0.0 0.0 0.0 0.0 30.8 30.8 0.0 21.3 0.02 0.01 0.03 0.03 0.00

3. Operating Costs

Fuel Year 3 4.8 0.0 4.8 0.0 4.8 0.0 4.8 14.4 9.6 4.8 0.0 0.00 0.01 0.01 0.01 0.00

Insurance Year 3 2.3 0.0 2.3 0.0 2.3 0.0 2.3 6.9 4.6 2.3 0.0 0.00 0.01 0.01 0.00 0.00

Water-Electricity Year 3 3.0 0.0 3.0 0.0 3.0 0.0 3.0 9.0 6.0 3.0 0.0 0.00 0.01 0.01 0.01 0.00

Local Transportation Year 3 1.7 0.0 1.7 0.0 1.7 0.0 1.7 5.1 3.4 1.7 0.0 0.00 0.01 0.01 0.00 0.00

Telephone and Communications Year 3 7.2 0.0 7.2 0.0 7.2 0.0 7.2 21.6 14.4 7.2 0.0 0.00 0.02 0.02 0.01 0.01

Maintenance Year 3 4.5 0.0 3.0 0.0 4.5 0.0 6.0 13.5 9.0 4.5 0.0 0.00 0.01 0.01 0.01 0.00

Computer Equipment Year 3 1.0 0.0 1.0 0.0 1.0 0.0 1.0 3.1 2.3 0.8 0.0

Audits Year 3 10.0 0.0 10.0 0.0 10.0 0.0 10.0 30.0 30.0 0.0 0.0 0.00 0.03 0.03 0.03 0.00

TFSE & Sundry Management Costs Allow. 3 6.0 0.0 3.7 0.0 3.7 0.0 3.7 18.0 12.0 6.0 0.0 0.00 0.02 0.02 0.01 0.01

S/Total 3 0.0 36.7 0.0 38.2 0.0 39.7 114.7 91.3 23.4 0.0 0.00 0.12 0.12 0.09 0.02

Total PIU Cost 21.3 96.6 0.0 88.6 0.0 85.3 291.9 266.1 23.4 21.3 0.02 0.28 0.30 0.28 0.02

CAMEROON Annex 5NATIONAL GOVERNANCE PROGRAMME SUPPORT PROJECT

DETAILED PROJECT IMPLEMENTATION SCHEDULE

2001 2002 2003 2004

O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D

Board Presentation

Signature of the Grant Memo. of Understan.

Effectiveness of the Grant

Recruitment of the PIU Manager

Recrutment Other Members of the PIU

Recruitment of the Technical Assistant

Training in Strategic Planning

Training in Program. & Monitor.-Implement.

Training in Performance Evaluation

Consultants

Environmental Audit Seminar

Performance Assessment Seminar

Seminar of the Financial Administrations

Seminar on the Accounting of Banks

Training on Organization Techniques

Reform Management Training

Skills Development Seminar

Preparation of a "User Guide"

Justice

Streamlining with OHADA Provisions

Training of Magistrates

Training of Paralegals

Equipment: Invitation of Bids

Delivery of Goods and Start Up

Annual Project Audit

Final Auditing of the Accounts

Operation

CAMEROUN CAMEROONNATIONAL GOVERNANCE PROGRAMME SUPPORT PROJECT

LIST OF PROJECT EQUIPMENTAnnex 6 Page 1 of 2

1. Project Implementation Unit Number 3. SPRA

1 Manager, 1 Assistant, 1 Accountant, 1 Secretary and PC (PIII 866 Mhs,128 Mo, 10 Go, Modem, W2000, Office 2000 PME)

4 SPRA : 3 Services : 20 Managers, 7 Support Staff : 10 LAN Workstationsl

Scanner 1 a. Computer Equipment (Hardware and Software)

Personal Printer 4 Computer Equipment for 10 people

CD ROMs for Data Storage 1 Number

UPS (700 VA) 4 PC (PIII 866 Mhs, 128 Mo, 10 Go, Modem, W2000, Office 2000 PME) 12

Photocopying Machine 5/10 pm 1 Scanner 2

Fax Machine 1 Personal Printer 7

Office Furniture and Equipment 1 10 /100 Mbyte Autodetect Network Card 1

Four-Wheel Drive Vehicle 1 CD ROMs for Data Storage 1

Car 1 UPS (700 VA) 10

Server (PIII 866 Mhs, 256 Mo, 10 Go) cage disk Hot Plug 2

2. CSE : 5 Departments, 70 Controllers : 35 LAN Workstations UPS (1000 VA) 1

Provision for 2 IT Officers for Mainten. & Mngt. CSE & SPRA Networks Network Card 10

PC (PIII 866 Mhs, 128 Mo, 10 Go, Modem, W2000, Office 2000 PME) 37 24 ports 10 /100 Mbytes Auto sensing Switch 1

Laptops 5 Connection Cabinet 1

Scanner 2 UTP cat 5 Cabling 1000

Personal Printer 5 Channels 100

Network Printer 1 Wall Plugs 25

CD ROMs for Data Storage 1 LV RJ45 10/100 Connectors 50

UPS (700 VA) 37 Configuration and Installation 1

Server (PIII 866 Mhs, 256 Mo, 10 Go) cage disk Hot Plug 2 MS Windows 2000 server (10 clients) 1

UPS (1000 VA) 1 MS Exchange 2000 server (5 calls) 1

10 /100 Mbyte Autodetect Network Card 37 Photocopying Machine 5/10 pm 2

24 ports 10 /100 Mbytes Auto sensing Switch 2 Fax Machine 1

Connection Cabinet 1

UTP cat 5 Cabling 1000

Channels 200

Wall Plugs 70

LV RJ45 10/100 Connectors 100

Configuration and Installation 1

MS Windows 2000 server (10 clients) 1

MS Exchange 2000 server (5 calls) 1

Fax Machine 1

CAMEROONNATIONAL GOVERNANCE PROGRAMME SUPPORT PROJECT

LIST OF THE PROJECT EQUIPMENTAnnex 6 Page 2 of 2

4. MINJUSTICE 5. MINPATYAOUNDE Court Programmes and Projects Department (DPP)

Court of Appeal : 13 judges, 13 court clerks : 2 + 6 = 8 workstations Controls Sub-Directorate : 5 positions

Prosecution :5 magistrates : 2 workstations Provincial Delegations: 10 positions

Magistrate’s Court : 8 magistrates, 8 court clerks: 8 + 4 = 12 workstations Number

Prosecution Section of the Magistrates Court : 2 workstations PC (PIII 866 Mhs, 128 Mo, 10 Go, Modem, W2000, Office 2000 PME) 30

District Court : 10 magistrates, 3 court clerks: 10+ 2 = 12 workstations Scanner 10

Prosecution Section of the District Court: 2 workstations District Court 30

Total Equipment : 38 persons divided between the 3 jurisdictions UPS (700 VA) 30

Computer Technician : 1 workstation Server (PIII 866 Mhs,256 Mo,10 Go) pour la DPP (sauvegarde,reprise) 1

Number UPS (1000 VA) 1

PC (PIII 866 Mhs, 128 Mo, 10 Go, Modem, W2000, Office 2000 PME) 39 24 ports 10 /100 Mbytes Auto sensing Switch 1

Scanner 0 Server (PIII 866 Mhs, 128 Mo, 10 Go) Cage Disque Hot Plug 2

District Court 39 UPS (1000 VA) 1

CD ROMs for Data Storage 3 10 /100 Mbyte Autodetect Network Card 10

UPS (700 VA) 39 24 ports 10 /100 Mbytes Auto sensing Switch 1

Photocopying Machine 5/10 pm 3 Connection Cabinet 1

Set of Office Furniture and Equipment 1 UTP cat 5 Cabling 1000

Channels 150

DOUALA Court Wall Plugs 30

LV RJ45 10/100 Connectors 50

Court of Appeal: 11 magistrates, 7 court clerks 3 + 7 = 10 workstations Configuration and Installation 1

Parquet : 2 workstations MS Windows 2000 server (10 clients) 1

Magistrate’s Court: 6 magistrates, 8 court clerks: 6 + 8 = 14 workstations MS Exchange 2000 server (5 calls) 1

Prosecution: 2 workstations

District Court: 11 magistrates, 12 court clerks: 11 +12 = 23 workstationsProsecution: 2 judges : 2 workstations

Computer Specialist Position : 1 workstation

Total Equipment : 54 persons divided between the 3 jurisdictions

PC (PIII 866 Mhs, 128 Mo, 10 Go, Modem, W2000, Office 2000 PME) 54

Scanner 0

District Court 54

CD ROMs for Data Storage 3

UPS (700 VA) 54

Photocopying Machine 5/10 pm 3

Set of Office Furniture and Equipment 1

Annex 7 Page 1 of 2CAMEROON

NATIONAL GOVERNANCE PROGRAMME SUPPORT PROJECT

INDICATIVE COST OF THE NATIONAL GOVERNANCE PROGRAMME(IN DOLLARS)

Components of the National GovernanceProgramme

Financial Requirements

Overall Action Plan 10 500 000

Public Administration Action Plan 10 000 000

Economic, Financial and SocialManagement Action Plan

6 000 000

Corruption Control Action Plan 6 000 000

Decentralization Action Plan 10 000 000

Civil Society Action Plan 4 500 000

Judiciary Action Plan 10 000 000**

Overall Total 57 000 000

**Excluding the Construction and Equipping of the Court House, cost estimated at $ 165 000 000

Annex 7 Page 2 of 2CAMEROON

NATIONAL GOVERNANCE PROGRAMME SUPPORT PROJECT

IDENTIFIEDSOURCESOF FINANCEOFTHE

NATIONAL GOVERNANCE PROGRAMME(INMILLION DOLLARS)

Donor Agencies Financing

World Bank and IMF – HIPC Resources 16.82

European Union10.50

UNDP 6.00

ADF 4.00

France 1.35

United Kingdom ND

Canada 1.30

GTZ 0.90

Total Amount Identified To-Date 40.87

SOURCES : DATA provided by the Donors and the Government: Presentation :TAF mission of June

2001