NDS30 Implementation : Administrative pre-requisites: a categorical imperative

Mise en œuvre de la SND 30 : Les préalables administratifs,  un impératif catégorique

21 Nov 2021 | NEWS | 0 comments

Full-scale communication drive, steering and monitoring-evaluation mechanism, harmonization of sector-based strategies, regulatory reforms… are amongst some the actions that should be carried out prior to the implementation of the new development strategy.

It is an open secret to say that NDS30 is a gigantic project which consequently needs solid foundations. One of these foundations, according to strategy designers, is communication. ‘‘Communication will strengthen the dialogue around key issues of the strategy, and promote information sharing at all levels’’, the document underscores. This therefore exalts the full-scale use of available communication channels for better NDS30 ownership by various stakeholders. This aspect is all the more crucial that ‘‘communication has been the weak link in GESP implementation’’, official sources disclose.

Moreover, concomitantly with the deployment of communication on the strategy which ‘‘must take place before and during NDS30 implementation’’, its designers underscore the need to set up a steering and monitoring-evaluation structure.

It is the National Planning and Regional Development Council which, in addition to public authorities, will comprise representatives from the private sector and civil society organizations. This superstructure under the direct authority of the Prime Minister will have the following main missions of ‘‘supervising the overall implementation of the strategy; determining necessary resource mobilization plans; validating programmes of various Government institutions to be implemented under the strategy’s priority action plan and guide budgetary programming accordingly; assessing the results, effects and impacts of the strategy implementation on the country’s economic and social development through constant monitoring of key indicators; constantly ensuring alignment and consistency of all sectoral, ministerial, regional and council action plans with priorities laid down in the strategy’’.

Promote renewable energy

On this last aspect, there is prior need to adapt not less than fifty sector-based strategies with the new national development strategy, thereby giving pride of place to the adoption of a ‘‘law to lay down the general framework for planning’’.

This regulatory instrument will determine the link between these various texts and the national strategy, official sources hold. Similarly, experts having worked on NDS30 insist that several reforms should be carried out. Such is for example the case with the re-reading of the legal and regulatory framework on energy mix in order to promote renewable energy in the like of biomass-energy; setting up an export promotion agency or better still rereading the legal and regulatory framework governing the land and surveys regime in order to harmonize it with the industrialization drive underway, agricultural modernization, urban development, real estate and housing…

In the same vein, as we learn, several other reforms should be carried out or simply finalized. They concern, amongst others, the adoption of implementation instruments for the mining code; effectively setting up a Deposit and Consignment Fund (DCF), a bank to finance investments, a Cameroon Import-Export Bank (Exim Bank), a sovereign fund to support investments in key industrialization sectors; or even reforming the legal framework on the status of Cameroon’s diaspora in a bid to optimizing its contribution to the country’s development.

BRM

A law to ensure better planning

Conscious of the planning efforts necessary to lay the foundation of NDS30 operationalization, Government has envisaged the adoption of a law to lay down the general framework for planning. It will define the link between various other instruments and the national strategy.

It entails regional development scheme; sectoral and thematic strategies; inter-sectoral plans; development plans; regional and council development plans; over-arching projects; mid-term alignment instruments (MTBF, MTEF); budgetary programmes at national and local level; cooperation programmes; sub-programmes for public establishments; management control mechanisms…

It will in fact concern the conduct of a set of feasibility studies for flagship plans, programmes and projects as well as pre-identified reforms. The exercises will require consequential budget efforts during the first three years of the strategy implementation.

AO

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