98050 Governance Development Marketplace in Cameroon Lessons Learned TABLE OF CONTENTS TABLE OF CONTENTS ..................................................................................................... i ACRONYMS ...................................................................................................................... ii INTRODUCTION AND OBJECTIVE .............................................................................. 1 GDM OBJECTIVE AND STRUCTURE ........................................................................... 1 DM PROCESS .................................................................................................................... 2 DM FUNDED INITIATIVES ............................................................................................ 2 DM ACHIEVEMENTS ...................................................................................................... 7 DM CHALLENGES ........................................................................................................... 9 OTHER GDM ACTIVITIES ............................................................................................ 10 LESSONS LEARNED...................................................................................................... 10 CONCLUSION ................................................................................................................. 12 ANNEX 1: LIST OF STAKEHOLDERS INTERVIEWED ............................................ 13 ANNEX 2: DEVELOPMENT MARKETPLACE OUTPUTS AND OUTCOMES ........ 15 ACRONYMS CAS Country Assistance Strategy CHOC Changing Habits Opposing Corruption CRS Catholic Relief Services CSO Civil Society Organization CSRC Civil Society Resource Center DM Development Marketplace DP Development Partner GoC The Government of Cameroon IGA Income Generating Activity GDM Governance Development Marketplace GPF Governance Partnership Facility GOC Government of Cameroon PTA Parents-Teachers Association ii INTRODUCTION AND OBJECTIVE 1. Governance is a major challenge to Cameroon's development. Weak governance affects most economic transactions and hampers delivery and quality of services. Based on Cameroon’s development strategy (as expressed in the 2035 Vision and the 2009 Growth and Employment Strategy), the objective of the World Bank 2010-2014 Country Assistance Strategy (CAS) is to boost inclusive growth, through increased competitiveness and improved service delivery. Governance is a cross-cutting theme in the CAS and for World Bank operations. To support the governance agenda in Cameroon, the World Bank has mobilized funds through the multi-donor Governance Partnership Facility (GPF) for the Banking on Change Governance Program in Cameroon (hereafter the “Governance Program”), which became active in March 2010. 2. The objective of the GPF-funded Governance Program is to increase transparency, accountability, and participation related to key governance issues in selected sectors in Cameroon. As outlined in the CAS, the World Bank’s governance entry points in Cameroon are at three levels: macroeconomic, sector-specific, and demand-side. One of the activities financed under the GPF Governance Program included small grants provided for the third governance entry point level: innovative demand-side civil society activities through the Governance Development Marketplace (GDM) component of the Governance Program. 3. This report describes output, lessons, and conclusions from the GDM component. GDM’s main output, the Development Marketplace (DM), is described in detail and results and lessons learned are described for both the DM and the GDM as a whole. Other activities under the GDM include a large knowledge sharing event, support to a South-South exchange and seven DM finale debates. Sources for the report include written material (e.g. Catholic Relief Services’ (CRS) evaluation report of GDM, summaries of financed activities, feature stories, GDM Finale event guide) and interviews with GDM participants and World Bank staff. GDM OBJECTIVE AND STRUCTURE 4. The objective of the GDM component of the Governance Program was to support civil society organizations (CSOs) in Cameroon to engage in innovative activities aimed at generating and articulating demand for better governance and accountability. Activity examples include enabling citizens to become more actively engaged in demanding better quality of public services and more transparent government. GDM would finance 10 to 15 small grants with up to $25,000 annually per activity. 5. The proposal for the GDM component envisages that funds would be granted to successful CSOs following a funding proposal competition. The most promising proposals were to be invited to the DM finale, planned as a high profile exposition in Yaoundé. At the exposition, finalists would exhibit their proposals to a diverse set of invitees and a jury of reviewers. The jury members were selected from the Government of Cameroon (GoC), the donor community (including the World Bank), and civil society. 1 6. CSOs supported by the GDM were to implement their activities within an agreed timeframe. CSOs would also increase their coordination, collaboration and information-exchange relative to governance and integrity-related activities. 7. GDM financing would incorporate support from the World Bank's Civil Society fund, which the World Bank’s Country Office in Cameroon participated in from 2008 to 2010. Further, the GDM was planned as a joint event with the Changing Habits Opposing Corruption (CHOC) Program and to be taken over by CHOC after completion of the GDM component through the support of CHOC by other Development Partners (DPs). DM PROCESS 8. DM objectives were to identify and fund innovative grassroots projects with potentially high development impact; share knowledge and ideas; and stimulate public debate around community-driven solutions to governance issues. 9. Preparations for the GDM component's activities began during the first year (2010) of the Governance Program. A local partner, the CRS, was hired (under a standard, competitive World Bank procurement process) to manage the DM-process throughout the country. 10. Interest in the DM was strong: in all, 230 CSOs submitted proposals and 30 projects were selected for a final competition held in July 2011 in Yaoundé. At the event, 15 CSOs were awarded grants to implement their activities. The activities are described individually below in the section DM funded activities. 11. The DM finale was held in connection with the 2011 Governance Forum, which included seven governance debates on the following issues (1) infrastructure, demography, and institutions; (2) challenges to fiscal decentralization; (3) corruption in the health sector; (4) management of forest resources; (5) cost of Primary Education; (6) developing citizens' voice using ICT, and; (7) participation and local development. All DM finalists were invited to present their activities using stands at the Governance Forum, allowing for interaction between DM finalists and Governance Forum participants. 12. CRS further provided training in the areas of communication, presentation, and financial reporting to all 30 finalists. This work resulted in CSO activity flyers handed out to participants during the Governance Forum. The events benefited from high-level participation from the World Bank, the Government of Cameroon (GoC), as well as elected representatives, CSO leaders, and representatives from workers unions and business associations. In all, about 400 visitors attended the DM finale. DM FUNDED INITIATIVES 13. The DM finale identified fifteen proposals for GDM funding. A description of each activity is available in Annex 2. The main part of the report will describe aspects of those activities that had the greatest impact and where scaling up or relevance to other projects and programs is high. Selected activities include IFRIQIA, AFCIG, and 2 ZENU, which made a noticeable dent in relation to corrupt practices and improved efficiency of health care facilities and schools. 14. GDM's support of 15 CSO activities resulted in support to schools, health facilities, and villages across Cameroon. The DM has also served to deepen and improve World Bank relations with Cameroons civil society. 15. For the purpose of this report and analysis, the 15 DM winners have been divided into three broad groups. The first group consists of one activity (Plan Estuaire 2011), which did not, based on information obtained and evaluations made, have a discernible impact and did not demonstrate relevance to other projects or programs nor potential for scaling up. The second group consists of four activities that had some impact but where questions can be raised with regards to how outcomes were 1 Location of DM activities: 1) ANTI-CORRUPTION, 2) IFRIQIA, 3) AFCIG, 4) FISS, 5) ZENU, 6) GMM, 7) KFC, 8) CCREAD, 9) BEKUME, 10) Plan Estuaire 2011, 11) ACREST, 12) CAMGEW, 13) GEAD, 14) ADECOL, 15) ADD. 3 achieved. In addition, relevance to other projects and potential for scaling up is unclear. These activities are ADECOL, ANTI-CORRUPTION, FISS, and GEAD. The third and largest group consists of ten activities that according to Governance Program record both had an impact and where it may be useful to take the activities into account for relevant sectors as well as scaling up the activities. Activities belonging to the third group identified by this report are ACREST, ADD, AFCIG, BEKUME, CAMGEW, CCREAD, GMM, IFRIQIA, KFC, and ZENU. The activities that are deemed to both have an impact and relevance to other sectors and scaling up are presented and discussed below. ACREST Title: “projet de vulgarisation des techniques de production et de consommation du charbon ecologique.” Budget: CFAF12m (~$24,700). Target: villagers in Bangang, Mbouda, East Region. 16. ACREST’s objective was to provide a solution to households in relation to easy access to sustainably produced charcoal (carbonized powder briquettes), by introducing charcoal production techniques based on agricultural waste. Achieving the objective would indirectly mitigate deforestation and free up household resources. ACREST activities include knowledge transfer and training, organizing and incentivizing suppliers and consumers of charcoal to use sustainable charcoal briquettes. ACREST results include establishing a supply chain for carbonized powder and a market for the end product (briquettes) that covers both rural and urban areas. 90 percent of beneficiaries interviewed express satisfaction with ACREST’s results and acknowledge a lower consumption of charcoal and lower environmental pressure on the forests. Farmers have put revenues from ACREST to good use by covering school fees and fertilizers. Last, ACREST’s services are in demand throughout the East Region as well as other countries in Central Africa. ADD Title: “projet de renforcement de transparence dans la gestion des recettes forestières annuelles dans la commune de Dimako: strengthening transparency in forestry revenue management. ” Budget: CFAF11.98m (~$24,700). Target: villagers in Dimako, East Region. 18. ADD’s objective was to strengthen transparency in forestry revenue management through institutional capacity building of forestry business stakeholders and support to better governance practices via stronger control and surveillance, accountability, and fight against corruption. ADD’s activities included broadcasting of information via radio, distribution of relevant legal documents in relation to forestry management, and creation of village committees for oversight of the forestry sector. As a result of ADD activities, the municipal executive now communicates the amount of forest revenue shares for communities (10 percent of annual forestry fees). Elements of ADD’s activities include whistleblowing, when illegal logging occurs and the use of media (radio). 19. ADD shows how radio can play an important role in improving governance of natural resources, and more generally in relation to reaching the greatest number in a target population in the most cost-effective manner. AFCIG 4 Title: “Your health your say project.” Budget: CFAF11.99m (~$24,700). Target: health care recipients in Bamenda city, North-West Region. 20. AFCIG’s objective was to stimulate citizen demand, according to their needs and rights, for health care services from health care facilities in and around Bamenda in the North-West Region of Cameroon. Methods used include a whistleblowing mechanism, media, and empowerment of health users. Like in the ADD activity described above, radio was used along with the distribution of written materials. In addition, ADD deployed an SMS-based platform for distribution and collection of user feedback on the health care facility in Bamenda and raised awareness with local journalists. Results of the AFCIG activity include improved delivery of health care services as illustrated by an increase in staff punctuality, improved hygiene, and a reduction in the sale of drugs that should be offered free of charge to patients. BEKUME Title: “projet d’approvisionnement en eau de Bekume.” Budget: CFAF8.428m (~$17,345). Target: pupils and villagers in Bekume, South-West Region. The objective of BEKUME was to provide clean and safe water to the Bekume public school in order to prevent public health risks such as cholera. The activity leveraged the interest of the public in better access to clean water to bolster the community’s participation in relation to education and health issues. This approach included involving the water management committee, the Parents-Teachers Association (PTA), and the traditional Council in the clean water and sanitation activity. Methods employed by BEKUME include community works in preparation for the new water and sanitation infrastructure and training in good practices relating to water and sanitation. BEKUME’s results are well illustrated by CRS’ survey of the area, which finds that all respondents are excited about the BEKUME activity and believe the activity will resolve many of the issues currently faced due to shortage of clean water. Teachers interviewed believe that BEKUME’s work reinforces their regular lessons on water hygiene and sanitation. There is agreement among respondents that there will likely be a reduction in medical problems experiences by the population as a result of the installation of the new water points and sanitary facilities. 21. BEKUME illustrates how higher-level outcomes, such as community participation and – capacity building, are achievable via first level outputs such as installation of a water point. In addition, BEKUME’s achievements were leveraged through the mobilization of additional financing on top of the grant from the Governance Program. CCREAD Title: “promouvoir la participation effective des communautés locales dans la gouvernance scolaire durable.” Budget: CFAF9.1m (~$19,000). Target: pupils and villages in Kupe Muanenguba, South- West Region. 22. CCREAD’s objective was to improve community participation in management and governance at the secondary school in Kupe Muanenguba in the South-West region of Cameroon. The objective would be achieved through the establishment of a control system, information campaigns focusing on villagers’ and students’ rights, support to Parents and Teachers Associations (PTAs), and trainings focused on anti-corruption, accountability, and transparency. Reporting on 5 CCREAD’s achievements include several student protests against corruption and illicit demands for payment. CCREAD has also had a positive impact on the PTAs, which have become more active in school activities. The PTA of Tombel further agreed to pay an allowance to teachers whose salaries have been delayed in order to encourage teachers to remain with the school. It is further assumed that corruption diminished during the activity. CAMGEW Title: “projet de gestion des forets de la communauté Oku pour la distribution des bénéfices.” Budget: CFAF11,454m (~$23,572). Target: villagers in Oku ward, North-West Region. 23. CAMGEW’s objective was to reinforce collective management of forest resources in the Oku Ward community in the North-West region of Cameroon. The activity included the following elements: beekeeping through subsidizing colonized beehives, training and radio broadcasting of the benefits of apiculture, community participation, and tree planting. Achievements under CAMGEW include the production of 19,612 liters of honey (of which 16,314 liters were sold), the planting of 7,000 native trees, extra income for 20 honey production groups, and a reduction in relation to slash and burn, which is one of Oku’s Ward’s main problems. 24. CAMGEW also managed to secure financing under the rogramme de etites nitiatives - - - rogramme ires rot g es d frique du entre et de l'Ouest – to continue CAMGEW activities. GMM Title: “l’education des enfants par l’autonomisation des femmes . Budget: CFAF6.71m (~$13,800). Target: female heads of households in North-West Region. 25. GMM’s objective was to empower female heads of households in certain parts of the North-West region of Cameroon in order to raise capital for education. GMM facilitated the creation of groups focusing on Income Generating Activities (IGAs) such as bulk purchase of palm oil for resale to consumers by offering training in accountability and the principles of revolving funds and financing of a micro credit system. In all, ten groups of ten women were supported by GMM. By the end of the project, all micro credits were repaid, and the IGAs had further contributed to the financing of 313 scholarships in 2012/13 - equivalent of USD77,000 26. GMM is noteworthy because of its relatively small budget, which is about half of the majority of DM finalists. In addition, GMM’s approach is based on small-scale support to private sector development with a 100 percent success rate for repayment of microloans. GMM’s cost of slightly more than USD30 per capita in the pilot setup excluding repayment of microcredits appears particularly relevant for scaling up at a low cost to GoC and DPs. IFRIQIA Title: “projet d’optimisation des rendements de l’hopital central de Maroua.” Budget: CFAF11, 903, 635 (~$24,700). Target: targeted health care recipients, staff, and management at Maroua Central Hospital, Far North Region. 27. IFRIQIA’s objective was to use information technology to counter leakage and improve efficiency at the Maroua Central Hospital in the Far North region of 6 Cameroon. By installing a financial management system and training staff at the hospital in its use, control within both Maroua hospital and oversight from the municipality have improved. This has led to greater transparency regarding drug prices and management of the hospital’s pharmacy and health care materials. Moreover, the overall level of corruption is believed to have diminished as a result of the IFRIQIA activity. KFC Title: “Projet des livres inscrits au programme.” Budget: CFAF11.47m (~$24,000). Target: pupils in North-West Region. 28. KFC’s objective was to improve the quality of education to 15 schools in the North-West region of Cameroon through the distribution of books and the provision of information and training. The activity used a revolving fund to finance the stocking of 15 primary school libraries with books. In addition, KFC held training and information sessions on the KFC activity for parents and pupils as well as staff at the 15 schools targeted. During KFC’s support to the 15 schools in the North-West Region, no pupils were rejected in the 2011/12 and 2012/13 school years. This compares to a rejection rate of 40 percent in the 2010/11 school year. KFC will continue financing the activity for an additional three years. ZENU Title: “ rojet de conception d’un mécanisme de protection des dénonciateurs d’actes de corruption en milieu scolaire dans la région de l’Ouest.” Budget: CFAF11.98m (~$24,700). Target: high school and college students and teachers. 29. ZENU’s objectives were to fight corruption in 16 high schools across 8 districts in the East region of Cameroon. Fighting corruption was believed to help strengthening pupil performance and promote interest among citizens in the quality of higher education. The activity focused on victims of corruption and provided a whistleblowing mechanism, while also putting pressure on authorities to prosecute corrupt behavior. Other elements under the ZENU activity include the implementation of a whistleblowing code of conduct, the establishment of 16 whistleblowing boxes in the ZENU activity area, and the establishment of eight corruption observatories (one observatory in each ZENU district) and eight clubs for citizens against corruption building on existing Parents Teacher Associations. 30. ZENU’s achievements were rather impressive: the whistleblowing system generated 112 claims of corrupt or indecent behavior during 2013 and led to the firing of four staff. Cases were brought against a total of 15 staff, who were subject to administrative sanctions in 2013. A second important result of the ZENU activity is the reduction in students dismissed from Dschang College - declining from 141 in 2011/2012 to 46 in 2012/2013. DM ACHIEVEMENTS 31. The description of the ten DM activities that could potentially be scaled up provides a view of which sectors have been targeted and which methods have been used. The sectors for the ten activities are: health, education, water & sanitation, and forestry & private sector development. Improvement on governance in these sectors have used the following methods: 7 a. improved service delivery through upgrading of systems and processes; b. improved service delivery through information and awareness; c. improved service delivery through information, awareness, and participation; d. improved service delivery through information, awareness, and whistleblowing; e. improved service delivery through co-financing and support; f. co-financing and support for private sector development g. information, awareness, and training for private sector development Improved service delivery Private sector development Systems and Information, awareness, and Co-financing and subsidies Information, processes training awareness, and training Whistleblowing i) ACREST X X ii) ADD X X iii) AFCIG X iv) BEKUME X X v) CAMGEW X X vi) CCREAD X X X vii) GMM X X X viii) IFRIQIA X X ix) KFC X x) ZENU X X 32. World Bank staff interviewed find the DM concept a useful approach for addressing Cameroon's governance challenges. They also find that the DM helped boost the World Bank's visibility in Cameroon - among stakeholders that are traditionally not directly involved in project implementation (or receiving direct financial support). Representatives from all DM participant segments find that the DM approach allowed for a useful exchange of views and ideas between the GoC and CSOs, as well as serving as a platform for CSO interaction and interaction between CSOs and Development Partners (DPs). One interviewee observed that the DM rules and bureaucracy were relatively easy to navigate for CSOs in comparison to rules and bureaucracy of other DPs. 33. Interviewees from the World Bank, CSOs, and DPs found that workshops were an important part of the DM's program and helped bring stakeholders together. A GoC interviewee pointed out the usefulness of providing a space for CSOs to express ideas and concerns. 34. Concrete examples of DM's value include the use of GDM flyers for the 2013 Governance Forum, which discussed citizens' participation in relation to public service delivery. More broadly, DM activities also helped improve transparency, accountability, and integrity in Cameroon. DM activities helped bring information to 8 activity recipients (e.g. information about citizens’ rights and rules governing use of natural resources) thereby increasing awareness and social control, which in turn has led to more accountability and integrity. Examples include activities in the health sector (IFRIQIA) and forestry (ADD). Some activities provided participants and citizens with a space to report misconduct and corruption, which led to sanctions against a number of individuals. Examples include the Education sector (ZENU) and Health sector (AFCIG). 35. One interviewee expressed that the DM progressed well because the activities provided the GoC with concrete results (e.g. orderly and managed meetings with civil society and small-scale pilot activities). The same interviewee pointed out that Cameroon’s political dynamics require an incremental approach to institutional reform. This finding is similar to the fact that the most successful DM activities are linked to a practical activity (e.g. installation of improved water and sanitation or stocking a library with books) suggesting that addressing higher-level objectives (e.g. building community capacity) can best be achieved in combination with addressing everyday needs in communities, thus directly addressing outcome three of the World Bank CAS. For the World Bank’s project portfolio pipeline (as well as for other partners), the lesson is important as it illustrates that governance project components in Cameroon stand a good chance of success when integrated into communal infrastructure activities. Similarly, the GoC has shown demand for further World Bank work in specific areas related to governance.2 36. A very strong indication of DM’s success is the fact that several DPs have expressed interest in co-funding a second DM. Some CSOs have also, subsequent to DM funding, received additional funding from other DPs. 37. More broadly, GDM is perceived by all main governance stakeholder segments in Cameroon as an excellent tool for stimulating debate around and demand for good governance. In fact, the GoC’s participation in the GDM is a first in Cameroon and GDM is seen – according to one GoC representative – as a tool that prepares GoC for discussions in relation to e.g. Development Policy Financing. DM CHALLENGES 38. While DM's achievements are overall very positive, it should be noted that the DM did face certain challenges. One such challenge relates to delays in implementing the grants schemes with CSOs. The delay was caused by a combination of low capacity related to financial and narrative reporting in the CSOs and the geographic spread of projects across Cameroon with many activities taking place in very isolated areas. With limited connectivity and means of communication, this made follow-up and support from CRS and the World Bank difficult and time-consuming. 39. A second challenge to DM was communication about the event via the World Bank's website - a result of limited connectivity or access to the internet by CSOs across Cameroon. The team also explains that reporting into French was severely hampered by delays in having documents translated into French. The team adjusted to 2 An area requested by one senior GoC representative is the study of the inflationary effects of a withdrawal of energy subsidies. 9 the situation by creating a Facebook page for the event. This approach worked well and could easily be replicated elsewhere. 40. A third and very pertinent challenge - raised notably by Government representatives interviewed for this report – relates to sustainability of the fifteen DM activities (it should be noted that all activities are regarded as pilots so sustainability was not an objective of the DM activities). While Government representatives interviewed were not dismissive of the DM approach it is clear that, going forward, more can be done to monitor activities and discuss with the GoC how successful approaches can be included in GoC programs. OTHER GDM ACTIVITIES 41. In addition to the DM, the GDM included the following activities: a. DM launch. b. DM finale debates and Governance Forum: Seven successful and very well attended public debates on topics related to citizen participation, decentralization, social accountability and development - with national and international experts. c. Large-scale Knowledge sharing event co-organized with the GIZ, disseminating results from the CSO initiatives funded through the DM. d. 2013 Governance Forum 42. The planning for Component 2 included funding of a Civil Society Resource Center (CSRC). The rationale for CSRC was the World Bank CAS (2010) for Cameroon, which promised the transformation of the World Bank's Public Information Center (PIC) into a CSRC. The Center would provide a meeting space for civil society and improve coordination, cooperation, and deliberation on governance issues. However, during the Governance Program's first year it became clear that the CSRC would not see much use by CSOs putting into question the sustainability of the center post GPF funding. In addition, the CSRC would be duplicating activities financed by GIZ and the EU. 43. Over the following year (2011-2012) an alternative to CSRC was identified, namely financial support to the CSO Bridge Afrika to pilot a dissemination/training strategy for its interactive CSO platform. The CSO platform succeeded in connecting more than 2,000 individuals and organizations in ten regions and Bridge Afrika has mobilized further support from EU’s civil society support program (PASC), the cell phone operator MTN, and Cameroon’s power utility AES-SONEL. The support was provided for dissemination, free access to Wi-Fi, and in cash. LESSONS LEARNED 44. The GDM component holds a number of important lessons learned, both with regards to overall aid effectiveness, in relation to project operations, and in relation to an improved development debate between the Government of Cameroon, Cameroon civil society, and DPs (including the World Bank). 10 45. In relation to overall aid effectiveness, one lesson drawn from the review of the GDM component of the GPF-funded Governance Program in Cameroon is that attention is needed in order to weigh pros and cons in relation to program reach and impact versus practical limitations to efficient monitoring and follow up. DM activities under the GDM were spread geographically across Cameroon, but the budget for the implementing NGO and availability of World Bank staff meant that monitoring and follow up was not always at the desired level. The GDM component’s first lesson is therefore to carefully balance geographic spread of activities with available budget. 46. The GDM component illustrated that activities aimed at improving governance seem to have a high degree of success when linked to concrete and practical activities or outcomes (e.g. installation of improved water and sanitation or stocking a library with books). This suggests that addressing higher-level objectives (e.g. building community capacity, increasing transparency etc.) can best be achieved in combination with addressing everyday needs in communities. The second important lesson derived from the GDM is that governance project components in Cameroon stand a good chance of success when integrated into communal infrastructure activities and when integrated with concrete service delivery objectives. 47. GDM activities have shown that they can contribute and inspire new ideas and approaches. The DM education activities show how teacher accountability can be radically improved with modest support, thus providing a solution to the issue raised by CCMU and AFTED (2012) that describes how “The current system for ensuring teacher accountability for instruction is weak.” Similar approaches to fighting corruption have also been used in the forestry sector DM activities with success. The third lesson of the GDM component is thus that DM activities are rich sources of inspiration for sector operations. 48. A fourth important lesson learned from the GDM component is that DPs can play a catalyzing role for accelerating reforms and the general development debate in Cameroon. The DM finale is a great example of this insight. 49. In addition to geographic spread and effectiveness, the GDM raises the issue of how to achieve the greatest impact with different target populations. It is clear that certain activities targeted recipients that are not necessarily at the bottom of Cameroon’s society, such as high school students. However, it may be exactly thanks to the relatively stronger target population that the activities focusing on anti corruption saw a reversal of corruption in their activity areas. The GDM component’s fifth lesson is that systemic challenges such as corruption may be addressed through targeting of more than one population segment. 50. Last, the GDM component illustrates the importance of communication and creativity when traditional communication does not add up. Use of freeware communication platforms (e.g. Facebook) is a great alternative to the World Bank's website. Similarly, this report notes that activities making use of radio as a means of 11 mass communication have high success rates. This corroborates the finding3 of radio as a cost-effective means for communication notably in environments where illiteracy, distance, and poverty are challenges to economic development. The last GDM lesson is thus that multiple communication channels are needed to communicate with all potential beneficiaries and stakeholders and that the communication tools used need to be carefully adapted to the local context. CONCLUSION 51. This report describes results and processes under the GDM component of the GPF funded Governance Program in Cameroon. The main results are linked to the pilot activities under the DM. The majority of these activities have proven to have potential for scaling up and use in sector work, projects, and program. Moreover, the report finds that per capita expenses of many of the DM activities were low (notably since the activities were in the pilot phase and therefore can be further streamlined in addition to savings related to economies of scale). 52. A second important finding of this report is that DPs can contribute very meaningfully to the development debate within Cameroon. In some cases, DPs may even be catalyzers and guarantors for free and constructive debates, because DPs are seen as non-partisan and acceptable to both the Government and CSOs. 53. Finally, the GDM component of the Governance Program is a good example of collaboration and knowledge sharing between CSOs and DPs. As such, several CSOs have continued funding of DM activities beyond the Governance Program’s funding, and DPs have expressed interest in co-financing a future second DM. 3 Francken, N., Minten, B. and J. Swinnen, 2009, “Media, Monitoring, and Capture of Public Funds: Evidence from Madagascar”, World Development, Volume 37, Nr. 1, pp. 242-255. 12 ANNEX 1: LIST OF STAKEHOLDERS INTERVIEWED Government of Cameroon Mr. Egbe A. Hillmann, Avocat Général, Cour Suprême Mr. Enandjoum Bwanga, Coordinateur National, Ministère de la Santé Publique Mr. Penda Apollinaire, Secrétaire Permanent, Conseil National de Décentralisation Mr. Guillaume Mananga, Coordonnateur, Projet des Capacités dans le Secteur Minier (PRECASEM) Mr. Emmanuel Djoulde, Head of Division, Ministry of Public Health Mr. Alphonse Boyogueno, Responsable National Suivi Évaluation, Programme National de Développement Participatif, MINEPAT Ms. Marie Madeleine Nga, National Coordinator, Programme National de Développement Participatif, MINEPAT Mr. François Anoukaha, Vice-Président, Commission Nationale Anti-Corruption (CONAC) Mr. Jean Tchoffo, General Secretary, Ministry of Procurement, President CTS (MINEPAT) Ms. Alim Youssouf Hadidja, Minister of Basic Education, Ministry of Basic Education Mr. Ivo Leke Tambo, Secretary General, Ministry of Basic Education Mr. Charles Nanga, Inspector General, Ministry of Basic Education World Bank staff Mr. Vincent Perrot, Consultant, Yaoundé Mr. Daniel Murphy, Senior Operations Officer, Washington, DC Mr. Serge Menang, Senior Environment Specialist, Yaoundé Ms. Cia Sjetnan, Senior Operations Officer, Yaoundé Mr. Raju Singh, Lead Economist, Washington, DC Mr. Abel Bove, Governance Specialist, Yaoundé Mr. Jérôme Bezzina, Senior Regulatory Economist, Yaoundé Mr. Gregor Binkert, Country Director, Yaoundé Mr. David Abouem, Short Term Consultant, Yaoundé Mr. Benjamina Randrianarivelo, Operations Officer, Washington, DC Ms. Victoire Ngounoue epse Ngum, Short Term Consultant, Yaoundé 13 Mr. Carlo del Ninno, Senior Economist, Washington, DC Mr. Benoît Bosquet, Lead Carbon Finance Specialist, Washington, DC Ms. Diletta Doretti, Extended Term Consultant, Washington, DC Ms. Kirsten Hund, Sustainable Development Specialist, Washington, DC Mr. Remi Pelon, Senior Mining Specialist, Washington, DC Ms. Shilpa Banerjee, Communications Consultant, Washington, DC Ms. Fadila Caillaud, Senior Economist, Washington, DC Ms. Shobhana Sosale, Senior Operations Officer, Washington, DC Mr. Piet van Heesewijk, Senior Program Officer, Washington, DC DPs Mr. Nicolas Maistre, Assistant Technique, PADDL-Deutche Gesellschaft für International Zusammenarbeit (GIZ), Yaoundé Ms. Anja Heuft, Coordinatrice, PADDL-Deutche Gesellschaft für International Zusammenarbeit (GIZ), Yaoundé Ms. Vijitha Eyango, Chief Education, UNICEF, Yaoundé Mr. Carl Frosio, Attaché, European Commission, Yaoundé Mr. Mamy Raboanarijaona, Chef d'équipe, Appui de la COMIFAC en développement organisationnel/GIZ, Yaoundé Mr. Benoit-Pierre Laramée, Haut-commissaire du Canada, Yaoundé Ms. Bianca E. Menendez, Political-Economic Chief, U.S. Embassy, Yaoundé Mr. Paolo Cerutti, Forester, Center for International Forestry Research, Nairobi Civil society Mr. Duncan Campbell, Country Director, SNV, Yaoundé Mr. Oliver Mokom, Head of Programs, CRS Cameroon Mr. Brendan Schwartz, Forest Campaigner, Greenpeace Mr. Wirsiy Emmanuel, Director, Cameroon Gender and Environment Watch (CAMGEW) Media Mr. Idris Linge, Journalist 14 ANNEX 2: DEVELOPMENT MARKETPLACE OUTPUTS AND OUTCOMES This table has been color coded for easy overview using the following system: Green = satisfactory implementation, Yellow = marginally satisfactory implementation, Red = unsatisfactory implementation. Activity Budget Beneficiaries Selected output Outcome Comments and lessons and location learned 1) ANTI- CFAF6,682m  Health care  Collaboration with 32 CSOs initiated  Change in some hospitals Malaria tests for children CORRUPTION - (~$13,832) recipients in  Distribution of 1,184 posters, 1,075 flyers and clinics in regards to provided for free by Projet de Région du and 685 stickers provision of free drugs and Government still sold at Limbe monitoring citoyen Centre and  Launch of phone line for complaints about tests financed by the Regional Hospital. Evidence of pour l’am lioration Litoral corruption in the Health sector Government malaria treatment kits de l’accès aux  Launch of website for corruption complaints disappearing, but no médicaments identification of leak(s) essentiels location in the distribution chain. Rated below average by CRS 2) IFRIQIA - Projet CFAF11,  Health care  Climate protection of sensitive equipment at  Increased transparency in Success of activity can be d'optimisation des 903, 635 recipients, pharmacy and payment system management of the hospital linked to the well-defined area rendements de staff, and  Establishment of intranet facilitating  Better tracking of receipts of intervention (1 hospital, l'hôpital Central de management communication between director, payment  Increased transparency in targeting specific areas such as Maroua at Maroua system, and pharmacy pricing of services IT) and well-defined baseline Central  Improved HR management study Hospital 3) AFCIG- Your CFAF11.99m  Health care  Training and awareness sessions on rights of  Increased community Success of activity can be Health, Your Say (~$24,700) recipients in citizens in relation to health care participation linked to the well-defined area Bamenda  Launch of ranking system for quality of  Improvement in quality of of intervention (1 city, targeting city, Région service delivery health services at Bamenda specific areas such as du Nord-  Launch of website and phone service for  Increased staff punctuality increasing awareness and Ouest feedback on health services  Improved hygiene creating a feedback system)  Construction of new toilets and incinerator  Reduction in sale of free drugs 4) FISS - Les CFAF12m  HIV/AIDS  Study published by FISS-MST/SIDA  Increased awareness around Rated unsatisfactory by CRS, réseaux sociaux (~$24,700) patients in  2 conferences held HIV/AIDS and but World Bank flyer suggests (Facebook/Twitter) Yaoundé,  600 posters produced and distributed to 4 understanding of patient good progress. CRS evaluation au service de la Région du hospitals rights raises real issues but 15 Activity Budget Beneficiaries Selected output Outcome Comments and lessons and location learned Transparence dans Centre  Social network for raising awareness of  Better planning and acknowledges that many goals les unités de prise patients' rights launched management of HIV/AIDS have been achieved. Lesson en charge du  Training of CSO staff in defending drugs as well as learned is that Facebook may VIH/SIDA dans la HIV/AIDS patients' rights implementation of policies not be the best communication ville de Yaoundé  Advocacy campaign targeting hospital  Improved health care service means in Cameroon in the management in 4 hospitals  Improved communication current situation. Outreach of between health care the social network is very low. providers and receivers  Strong stakeholder mobilization 5) ZENU - CFAF11.98m  High school  Study on corruption in the West Region  General improvement in CRS rates the activity Conception d'un (~$24,700) students and education sector stance against corruption satisfactory and makes the mécanisme de teachers in  Establishment of 8 citizens' associations and observation that ZENU benefits protection des West Region 8 corruption monitoring units from established project dénonciateurs des  Identification and co-opting of resource management practices. The actes de corruption persons in the region in the fight against target group (likely not made en milieu scolaire corruption up of the poorer population dans la Région de  Participative corruption denouncement code quintiles) begs the question l'Ouest developed how governance and poverty  112 corruption cases exposed reduction is best addressed  15 teachers and school management staff reported to have been engaged in corrupt practices and sexual harassment 6) GMM - CFAF6.71m  170 women  All women from the initial groups have been  Target group experiences CRS rates the activity as below l'éducation des (~$13,800) in 17 groups able to meet education fees for their children improved autonomy, average, but World Bank flyer enfants par  313 primary for the academic year 2012/2013 confidence, and financial is very positive. Outputs and l'autonomisation and  Target group members have access to independence outcome are solid and des femmes secondary subsidized loans according to World Bank flyer pupils the activities have shown good degree of sustainability North-West Region 16 Activity Budget Beneficiaries Selected output Outcome Comments and lessons and location learned 7) KFC - Projet des CFAF11.47m  Pupils in  962 books delivered (against target of 3,007  Number of pupils with CRS rates this activity as livres inscrits au (~$24,000) North-West books) access to textbooks has risen satisfactory. It should be noted programme Region  15 library created (against target of 15 by ten percentage points that this activity runs on a five libraries) from 15 percent to 25 year basis so delivery of books  co-financing (parents/CSO) system in place percent. and CSO plus parent co-  No pupil was turned away financing will pick up as the during school year 2011/12 activity advances and 2012/13 due to lack of textbook thanks to the library created and stocking of libraries under the project  In the academic year 2012-13 173 students raised funds for purchase of an additional 20 textbooks. KFC reciprocated with a grant of 99 textbooks 8) CCREAD - CFAF9.1m  Communities  8 training sessions delivered to 5,352  Students and parent-pupil Activity rated satisfactory by Promouvoir La (~$19,000) and students associations’ capacities CRS. High-school students are Participation Des Secondary  4,000 good governance leaflets distributed increased. Associations now likely not to belong to poorest Communautés School  200 manuals on good governance for better informed on their segments of population Locales Dans La pupils, education distributed to management in 8 rights and deeper involved in Gouvernance Département high schools management of their schools Scolaire Durable de Kupe  Course delivered to 25 members of  Corruption and other forms Muanenguba, management committees in 8 schools of dysfunctional governance South-West  2 meetings of management committees has dropped Region during academic year 2012-2013  Tools developed for better and more transparent management of the high schools 9) BEKUME - CFAF8.428m  Villagers and  Upgrade of water and sanitation at high-  Generally improved hygiene Success of activity can be Bekume Water (~$17,345) students in school facilities in Bekume (replacement of  Increased access to clean linked to well-defined area of Supply Project Bekume, toilets, rehabilitation and installation of new water in Bekume and intervention Région du water reservoirs, installation of water filter, environs Sud-Ouest chlorification of water  Rare example of co-  Training of students and personnel in water management of service and sanitation good practice delivery between two  Installation of electricity generator communities 17 Activity Budget Beneficiaries Selected output Outcome Comments and lessons and location learned 10) Plan Estuaire CFAF11.995  Orphans and  Re-inscription, payment of school fees, and  N/A Outcome unclear. Approximate 2011: Cursus m (~$24,628) street books for target children in Education cost of $1,000 per child spécial d'initiation children in program removed from streets. Number préscolaire Douala and  22 children removed from the streets and of children reached by the surroundings, reconnected with their families program only at 22 percent of Littoral target. CRS rates this activity unsatisfactory. The World Bank has no flyer for the activity 11) ACREST - CFAF12m  Villagers in  288 people trained in eco-friendlier charcoal  Value chain established Targeted approach increases Projet de (~$24,700) Bangang, production  Reduction of consumption of chances for successful Vulgarisation des Mbouda,  Input for charcoal powder and briquette wood for charcoal production implementation. Rated Techniques de Région de making procured  Revenue for production used satisfactory by CRS Production et de l’Ouest  7 tons of charcoal powder produced to finance Primary Education consommation du  Scheme setup for guaranteed purchase of and agricultural input Charbon charcoal powder  Raised awareness of value of Ecologique  Charcoal powder turned into briquettes for agri-biomass sale in urban areas 12) CAMGEW - CFAF11,454  Villagers in  7,000 trees planted  Increased awareness of the The activity reached most Projet de gestion m (~$23,572) Oku ward,  Training of 166 villagers importance of forests and targets. Achievements include des forets de la North-West  Forum for forest stakeholders dialogue set up certain tree types advance in relation to slash and communauté Oku Region  Part of Kilum forest regenerated  Increased awareness of burn, which is one of the area’s pour la distribution  Active engagement of women in forestry sustainable farming practices main problems. Success in des benefices activities relation to radio campaign is noteworthy and a method worth considering for similar activities. Rated satisfactory by CRS 13) GEAD - CFAF10.2m  Villagers in  Seed price established  Greater awareness on local Some results (e.g. tree planting) Création d'une (~$21,000) Makak,  Seed vault constructed political level of importance below target, but activity has banque de grains Région du  Purchase of plants and seeds implemented of ecological balance had an impact. CRS rates forestières Centre  M&E training of GEAD staff  Emergence of village tree activity unsatisfactory  Training of 60 villagers for participation in nurseries the project 2011-2013  150 trees planted 18 Activity Budget Beneficiaries Selected output Outcome Comments and lessons and location learned 14) Appui à la CFAF11.44m  Villagers in  6 workshops and trainings held  Increased awareness in Some results achieved, but gestion responsable (~$23,543) Mbalmayo,  310 people trained communities around the awareness target of 90 percent des forêts Région du  M&E system established APV FLEG framework cannot be confirmed and status communautaires Centre  Increased awareness around appears to be well below. CRS opérationnels de forest management in rates activity unsatisfactory Mbalmayo, en communities préparation à la mise in oeuvre des APV-FLEGT Cameroun 15) ADD - CFAF11.98m  Dimako,  Village committees established for the  Increased awareness around Activity has had substantial Renforcement de la (~$24,700) Région de monitoring of revenues from local forests management of forest impact and could be model for Transparence dans l’Est  Capacity building for village committees revenues future interventions. Success in la Gestion des through workshops and awareness campaigns  Villages better equipped to relation to radio campaign is Recettes Forestières  Creation of committees for planning and manage forest revenues noteworthy and a method worth Annuelles (formerly monitoring of forest revenue management  Active and committed village considering for similar known as: Projet de  Distribution of flyers on legal framework for committees activities. Rated satisfactory by Renforcement de la forestry management in Cameroon  Citizen control of forestry CRS. Transparence dans exploitation has risen and la Gestion de la gained efficiency redevance forestière  10 percent of forest revenues annuelle dans la now reach the villages Commune de Dimako, en abrege PRTG-CD) 19