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Document of The World Bank

Report No: ICR0000416

IMPLEMENTATION COMPLETION AND RESULTS REPORT

(IDA-3372)

ON A

CREDIT

IN THE AMOUNT OF SDR 4.3 MILLION

(US$5.9 MILLION EQUIVALENT)

TO THE

REPUBLIC OF CAMEROON

FOR A

PETROLEUM ENVIRONMENT CAPACITY ENHANCEMENT PROJECT

(CAPECE)

June 25, 2008

Sustainable Development Department Central Africa Department Africa Region

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CURRENCY EQUIVALENT Currency Unit = CFA Franc (CFAF)

Currency Unit = SDR Unit = CFA Franc (CFAF)

US$1 = 651 CFAF (at project appraisal) US$1 = 1.36 SDR

FISCAL YEAR

January 1- December 31

ABBREVIATIONS AND ACRONYMS

AIDS Acquired Immuno Deficiency Syndrome BM Banque mondiale (World Bank) CAPECE Cameroon Petroleum Environment Capacity Enhancement Project CCPP Chad Cameroun Petroleum Export Project CED Center for Environment and Development COTCO Cameroon Oil Transport Corporation CPSP Comité de Pilotage et de Suivi des Pipelines (in English PSMC) DCA Development Credit Agreement EA Environment Assessment ECMG External Control and Monitoring Group EIA Environment Impact Assessment E-MIS Environment Management Information System EMP Environment Management Plan FEDEC Federation of Environment and Development FOCARFE Fondation Camerounaise d’Actions Rationalisées et de Formation sur l’Environnement GNI Gross National Income GCA Groupe de Concertation et d’Action GOC Government of Cameroun HIV Human Immuno-Deficiency Virus IAP International Advisory Panel IDA International Development Association IEC Information, Education and Communication IPP Indigenous People Plan KPP Kribi Power Plant LPD Lom Pangar Dam M&E Monitoring and Evaluation MIS Management Information System MINDAF Ministry of Land Use Affairs MINEF Ministry of Environment and Forestry MINEP Ministry of Environment and Natural Protection MINFOF Ministry of Forestry and Wildlife MINIMIDT Ministry of Mines, Industry, and Technological Development MINJUSTICE Ministry of Justice MINSANTÉ Ministry of Public Health MINT Ministry of Transports MTR Mid-Term Review

NCB National Competitive Bidding NGO Non Government Organization NOSRP National Oil Spill Response Plan OEEP Offset Environment Enhancement Plan PDO Project Development Objective PNLDAH Plan national de lutte contre les déversements accidentels d’hydrocarbures NOSRP National Oil Spill Response Plan (in French PNLDAH) PSMC Pipeline Steering and Monitoring Committee (in French CPSP) RELUFA Réseau de la Lutte contre la Faim (Network for the fight against hunger) SNH Société Nationale des Hydrocarbures SOFRECO Société française de réalisations et d’études économiques US$ United States Dollars WB World Bank WCS Wild life Conservation Society WWF World Wide Fund for Nature

Vice President: Obiageli Katryn Ezekwesili Country Director: Mary Barton-Dock

Sector Manager: Marjory-Anne Bromhead Project Team Leader: Mohammed Bekhechi

ICR Team Leader: Sherif Arif

COUNTRY Project Name

Petroleum Environment Capacity Enhancement Project

CONTENTS Data Sheet A. Basic Information B. Key Dates C. Ratings Summary D. Sector and Theme Codes E. Bank Staff F. Results Framework Analysis G. Ratings of Project Performance in ISRs H. Restructuring I. Disbursement Graph

1. Project Context, Development Objectives and Design …………………………….. 1 2. Key Factors Affecting Implementation and Outcomes .............................................. 4 3. Assessment of Outcomes ........................................................................................... 9 4. Assessment of Risk to Development Outcome.......................................................... 16 5. Assessment of Bank and Borrower Performance ..................................................... 17 6. Lessons Learned ....................................................................................................... 20 7. Comments on Issues Raised by Borrower/Implementing Agencies/Partners .......... 20 Annex 1. Project Costs and Financing.......................................................................... 21 Annex 2. Outputs by Component ................................................................................. 23 Annex 3. Economic and Financial Analysis................................................................. 25 Annex 4. Bank Lending and Implementation Support/Supervision Processes ............ 26 Annex 5. Beneficiary Survey Results ........................................................................... 28 Annex 6. Stakeholder Workshop Report and Results................................................... 29 Annex 7. Summary of Borrower's ICR and/or Comments on Draft ICR ..................... 30 Annex 8. Comments of Co-financiers and Other Partners/Stakeholders...................... 45 Annex 9. Review of Contract threshold ……………………………………………… 46 Annex 10. Status of the Action Plan following the Recommendations of the Inspection Panel……………………………………………………. 47 Annex 11. List of Documents Consulted………………………………………………49 Annex 12. List of Persons for the ICR preparation........................................................ 50 MAP IBRD 30660

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A. Basic Information

Country: Cameroon Project Name:

Cameroon Petroleum Environment Capacity Enhancement (CAPECE)

Project ID: P048204 L/C/TF Number(s): IDA-33720,IDA-3372AICR Date: 06/27/2008 ICR Type: Core ICR Lending Instrument: SIL Borrower: CAMEROON Original Total Commitment:

XDR 4.3M Disbursed Amount: XDR 3.7M

Environmental Category: C Implementing Agencies: Pipeline Steering and Monitoring Committee Cofinanciers and Other External Partners: B. Key Dates

Process Date Process Original Date Revised / Actual Date(s)

Concept Review: 04/15/1999 Effectiveness: 03/28/2001 03/28/2001 Appraisal: 07/21/1999 Restructuring(s): 03/24/2004 Approval: 06/06/2000 Mid-term Review: 07/31/2003 Closing: 12/31/2005 11/30/2007 C. Ratings Summary C.1 Performance Rating by ICR Outcomes: Moderately Satisfactory Risk to Development Outcome: Moderate Bank Performance: Moderately Satisfactory Borrower Performance: Moderately Satisfactory

C.2 Detailed Ratings of Bank and Borrower Performance (by ICR) Bank Ratings Borrower Ratings

Quality at Entry: Moderately Unsatisfactory Government: Moderately

Unsatisfactory

Quality of Supervision: Satisfactory Implementing Agency/Agencies: Satisfactory

Overall Bank Performance: Moderately Satisfactory Overall Borrower

Performance: Moderately Satisfactory

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C.3 Quality at Entry and Implementation Performance Indicators Implementation

Performance Indicators QAG Assessments (if any) Rating

Potential Problem Project at any time (Yes/No):

No Quality at Entry (QEA):

None

Problem Project at any time (Yes/No):

Yes Quality of Supervision (QSA):

None

DO rating before Closing/Inactive status:

Moderately Satisfactory

D. Sector and Theme Codes

Original Actual Sector Code (as % of total Bank financing) Central government administration 40 40 Health 35 35 Oil and gas 25 25

Theme Code (Primary/Secondary) Environmental policies and institutions Primary Primary HIV/AIDS Secondary Secondary Law reform Secondary Secondary Pollution management and environmental health Primary Primary Regulation and competition policy Primary Primary E. Bank Staff

Positions At ICR At Approval Vice President: Obiageli Katryn Ezekwesili Jean-Louis Sarbib Country Director: Mary A. Barton-Dock Serge Michailof Sector Manager: Subramaniam V. Iyer Cynthia C. Cook Project Team Leader: Mohammed A. Bekhechi Jean-Roger Mercier ICR Team Leader: Mohammed A. Bekhechi ICR Primary Author: Sherif Kamel F. Arif F. Results Framework Analysis Project Development Objectives (from Project Appraisal Document) To develop and establish a national capacity in Cameroon for the environmental management and monitoring of the Chad-Cameroon Petroleum Export Project (CCPEP).

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This capacity will eventually also help Cameroon ensure the environmental sustainability of future projects, programs and policies in the petroleum sector. Revised Project Development Objectives (as approved by original approving authority) No (a) PDO Indicator(s)

Indicator Baseline Value

Original Target Values (from

approval documents)

Formally Revised Target Values

Actual Value Achieved at

Completion or Target Years

Indicator 1 : Preparation of implementing regulations for environmental management of oil sector

Value quantitative or Qualitative)

When CAPECE started, the Government did not have a comprehensive legal and regulatory framework for environmental management because of lack of implementing decrees and regulations for the 1996 framework environmental law.

12 implementing decrees and regulations for the 1996 Environmental Framework Law have been identified to be prepared and adopted by the Government

12 decrees have been prepared by PSMC and endorsed by Government agencies monitoring the CCPP. The Decree on Environmental Impact Assessment was approved. The remaining texts are in the process of being approved.

Date achieved 03/31/2001 03/20/2004 03/01/2007 Comments (incl. % achievement)

Partially Achieved. The 12 draft decrees have been prepared by international and local law firms and have been subject to a highly participatory review process which involved stakeholders from all governmental agencies.

Indicator 2 : Chad Cameroon pipeline operation meets environmental standards and norms.


When Chad Cameroon Pipeline operations started, environmental standards and norms were included in the EMP.

Norms on air pollution, water pollution, noise, oil discharges and waste have been identified and monitored by the implementing agency (PSMC).

Compliance with agreed norms and standards agreed upon in the EMP. Independent monitoring by ECMG confirms the CCPP's operating company reports, PSMC findings and reports.


Achieved in substance. The environment standards and norms included in the EMP of the Chad Cameroun Pipeline were derived from the World Bank Pollution Abatement and Prevention Handbook (PAPH), and best international

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petroleum industry guidelines.

Indicator 3 : The Government of Cameroon develops its capacity to monitor and mitigate the environmental impacts of large infrastructure/energy projects.


When CAPECE started, there were no large energy related infrastructure projects under implementation and government agencies did not have skilled staff to monitor these.

50 staff trained in various bio physical, environment and social fields

More than 200 staff have received training connected to monitoring and supervising environmental and social aspects of the Chad-Cameroon project and other large infrastructure projects. These are from all of the thirteen ministries involved in the CCPP.


Achieved. An oil spill occured on January 15, 2008 and was handled in a timely and professional manner although there were shortcomings in the external communication.

Indicator 4 : Poor people in project area are better off once the pipeline operates as before pipeline construction bagan.


Baseline data was incomplete as to the socio-economic conditions of the affected populations at the time of Chad-Cameroon Pipeline preparation. Major shortcomings were related to fishermen communities in the Kribi areas which were not surveyed.

The Environmental management plan did not have adequate targets which could be reflected in the Project Appraisal Document.

A socio economic study was conducted by PMSC in 2003 and gathered baseline data which were used later in 2005/07 in a study on socio-economic impacts of the pipeline.


Partially achieved.

Indicator 5 : Information on the environmental and social safeguards implemetation is disseminated to all relevant stakeholders.


EMP of the Chad Cameroon Pipeline prepared by a consultant and agreed upon by Exxon Mobil and the Government and endorsed by the Bank.

INformation on environmental and social safeguards is part of the EIA decree which was approved by the Government.

Information of environment and social safeguards were disseminated as part of the Environmental Management

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Information System (EMIS), periodic newsletters and annual meetings.


Achieved

(b) Intermediate Outcome Indicator(s)

Indicator Baseline Value

Original Target Values (from

approval documents)

Formally Revised

Target Values

Actual Value Achieved at

Completion or Target Years

Indicator 1 : Training of staff on legal and regulatory framework for environmental management

Value (quantitative or Qualitative)

50 staff trained 200 staff trained

Date achieved 12/31/2004 11/30/2007 Comments (incl. % achievement)

Indicator 2 : EMIS developed and installed


software developed, equipement acquired, Staff trained and EMIS implemented

EMIS fully operational including at local level by field based staff


Indicator 3 : Concertation workshops with NGOs and civil society organizations involved in pipeline monitoring


Annual meetings to be organized and implemented

Two (02) workshops organized by June 30, 2006 and June 30, 2007


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G. Ratings of Project Performance in ISRs

No. Date ISR Archived DO IP

Actual Disbursements (USD millions)

1 12/28/2000 Unsatisfactory Unsatisfactory 0.00 2 06/27/2001 Unsatisfactory Unsatisfactory 0.00 3 12/27/2001 Unsatisfactory Unsatisfactory 0.13 4 05/14/2002 Unsatisfactory Unsatisfactory 0.13 5 12/18/2002 Unsatisfactory Unsatisfactory 0.32 6 06/09/2003 Unsatisfactory Unsatisfactory 0.60 7 12/11/2003 Unsatisfactory Unsatisfactory 1.11 8 06/10/2004 Unsatisfactory Unsatisfactory 1.49 9 09/13/2004 Satisfactory Satisfactory 1.60

10 12/30/2004 Satisfactory Satisfactory 1.89 11 06/15/2005 Satisfactory Satisfactory 2.31 12 12/29/2005 Satisfactory Satisfactory 2.51 13 06/30/2006 Moderately Satisfactory Moderately Satisfactory 2.94 14 02/24/2007 Moderately Satisfactory Moderately Satisfactory 3.67 15 07/19/2007 Moderately Satisfactory Moderately Satisfactory 4.59 16 10/20/2007 Moderately Satisfactory Moderately Satisfactory 5.32 17 12/12/2007 Moderately Satisfactory Moderately Satisfactory 5.37

H. Restructuring (if any)

ISR Ratings at RestructuringRestructuring

Date(s)

Board Approved

PDO Change DO IP

Amount Disbursed at

Restructuring in USD millions

Reason for Restructuring & Key Changes Made

03/24/2004 S S 1.41

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I. Disbursement Profile

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1. Project Context, Development Objectives and Design

1.1 Context at Appraisal Country and Sector Background: With a population of 16.1 million (2003), a GNI per capita of US$800 Cameroun has a high incidence of income poverty reaching 40 percent of the total population. The construction and the operation of the Chad-Cameroon Pipeline Export Project to which this project was related, will provide significant income to the Cameroonian economy, totaling about US$500 million over the next 28 years, through transport fees and taxes and through the Government’s share of future revenues of the Cameroun Oil Transport Corporation (COTCO). General Sector Issues: The Chad-Cameroon Pipeline (CCPP) was built to facilitate the export of oil from the Doba Oil Field in Chad to international markets through Cameroon. The CCPP involved not only the pipeline itself, but also the construction and operation of an Offloading Facility (FSO) off Cameroon coast near Kribi. Associated environmental and social risks were high also because of the Government's weak ability to respond to and mitigate these impacts. More broadly, natural resources in Cameroon are being rapidly, and in certain cases irreversibly, degraded and the construction of the CCPP was viewed as another potential cause of further degradation. The legal and regulatory framework for environmental management was yet to be completed, and the environment department was a small, ill-equipped and understaffed office within the Ministry of Forest and Environment (MINEF) when the CAPECE was prepared and approved. Ministry of Environment (MINEP) was established after a separation of the environmental mandate from the previous MINEF in 2004. Rationale for Bank assistance Sector Issues to be addressed by the Project: The CCPP was equipped with a very comprehensive Environmental Management Plan (EMP). COTCO (a joint-stock company owned by ExxonMobil, Petronas, and Chevron and minority stakes from Governments of Chad and Cameroon) had the primary responsibility for implementing the EMP in order to prevent, avoid, mitigate, compensate and monitor the environmental impacts of the CCPP. Monitoring compliance with the EMP was the responsibility of PSMC (Pipeline Steering and Monitoring Committee) which was established within the SNH (Société Nationale des Hydrocarbures) in 1997 by a Presidential Decree as the Government’s steering and monitoring entity for all pipelines to be built in Cameroon. PSMC was established as a “one-stop shop” to deal with investors and pipeline sponsors. . Main issues addressed by the Project were the weaknesses of:

(i) monitoring environmental management activities at the national level for a complex and large project, with a degree of independence from Exxon and SNH;

(ii) the legal framework and related capacity of enforcement and monitoring to ensure a sound implementation and monitoring of the EMP of the CCPP; and

(iii) the coordination processes among the various stakeholders, including NGOs, and (iv) communication processes and strategy as Government agencies did not have a good track

record on public consultation. Furthermore, public participation was not a feature of the environmental management system of Cameroon.

The Bank strategy was to assist the Government to strengthen the national capacity for the environmental and social management and the monitoring of the CCPP. The CAPECE would:

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(i) Strengthen the role and responsibilities of PSMC and clarify the mandates and responsibilities of key agencies involved in the implementation of CCPP’s environmental management and compensation plans;

(ii) Develop capacity for environmental assessment and monitoring, and emergency response in the petroleum sector;

(iii) Enhance the legal and regulatory frameworks for environmental management at the national level by drafting the needed implementing regulations and strengthening the enforcement capacity; and

(iv) Promote greater involvement of CCPP-project affected people and civil society in decision-making for sustainable development.

1.2 Original Project Development Objectives (PDO) and Key Indicators (as approved) The development objective of the CAPECE was to develop and establish a national capacity in Cameroon for the environmental management and monitoring of the Chad-Cameroon Pipeline Export Project. This capacity would eventually also help Cameroon ensure the environmental sustainability of future projects, programs and policies in the petroleum sector. Key Indicators were:

(i) National environmental standards and norms in the petroleum sector are established; (ii) The CCPP operation meets environmental standards and norms; (iii) The GOC develops its capacity to monitor and mitigate the environmental impacts of

large infrastructure/energy projects, a condition for continued foreign investment in the country;

(iv) Poor (affected) people in the project area are better off once the pipeline operates than before pipeline construction began;

(v) Information on the environmental and social safeguards implementation of the CCPP is disseminated to all relevant stakeholders.

1.3 Revised PDO (as approved by original approving authority) and Key indicators, and reasons /justification.

The PDO was not revised.

1.4 Main Beneficiaries The target population for CAPECE comprised (i) people living and conducting economic activities in the vicinity of the pipeline and its marine terminal; (ii) public servants in the petroleum and environmental sectors and (iii) the public interested in knowledge about the environmental and social aspects of the CCPP.

1.5 Original Components as approved: The Project consisted of four components as described in the DCA. Component 1: Strengthening the institutional, regulatory and legal framework consisting of:

A. Drafting, dissemination and enforcement of implementing regulations for Environmental legislation; strengthening the enforcement capacity of all agencies involved in the EMP implementation and monitoring of the CCPP, through technical advisory services, training and public information campaigns.

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B. A Long-Term Vision Study: carrying out of a long-term vision study that would assess the present institutions and their performance, identify and evaluate the options for an effective and sustainable environmental regulatory framework for the petroleum sector.

Component 2: Strengthening Coordinating Capacities for Environmental Management:

A. Central Coordination at the Permanent Secretariat of Secretariat of Pipe Line Steering and Monitoring Committee (PSMC), by carrying out training on environmental management, environmental assessment and review, environmental monitoring, design and implementation of environmental mitigating measures, environmental health and administrative matters, through the provision of technical advisory services, training for staff specialized in biophysics, socio-economics and human health, and the carrying out of a program of public information, education and communication (IEC) and;

B. PSMC Field Units: strengthening the capacity of the three field units which report directly to the Permanent Secretariat of the PSMC, through the provision of technical advisory services, carrying out training on natural resources and pollution prevention and management related to the pipeline, as well as on conflict management and public health management, and the acquisition of equipment.

Component 3: Strengthening Public Intervention Capacity for Environmental Management consisting of1:

A. Public Health Management: strengthening the capacity of the Borrower’s health centers and districts located in the vicinity of the pipeline constructed under the CCPP, through the acquisition of equipment and medical supplies, the carrying out of building maintenance and laboratory analyses, as well as sub-contracting public awareness and social marketing campaigns to private voluntary organizations.

B. National Oil Spill Response Plan (NOSRP) and Implementation: carrying out a study to design a national emergency oil spill response plan against accidental pollution by hydrocarbons, and initial implementation of the plan, through the provision of technical advisory services and the acquisition of equipment.

C. Strengthening the capacity of the Borrower’s Ministries responsible for environment, mining, land use planning, housing, and transport, and decentralized administrative units of said Ministries in the vicinity of the CCPP pipeline through the provision of technical advisory services, training and equipment.

Component 4: Project Management, Monitoring and Evaluation consisting of: A. An International Advisory Panel: preparation and dissemination of reports related to the

biophysical environment, marine biology, socio-economy and environmental health through the provision of technical advisory services rendered by an international advisory panel.

B. Establishment and maintenance of a Project management, monitoring and evaluation system and an environmental management information system to respond to the information needs of the PSMC regarding: (i) the management, monitoring and evaluation of the Project activities; and (ii) the supervision, implementation and monitoring of the EMP.

1 It should be mentioned that under this component, the CAPECE has assisted in supporting the implementation and monitoring of the Offsite Environmental Enhancement Plan (OEEP) and the Indigenous Peoples Plan (IPP) of the CCPP, COTCO made a US$ 3.5 million capital contribution to the Foundation of Environment and Development of Cameroun (FEDEC) an independent NGO, in order to provide (a) a long-term support for environmental enhancement activities in the Mbam-Djerem and the Campo Ma'an National Parks; and (b) a long-term financial support for indigenous peoples groups (Bakola-Bagyeli) through development activities in the region of the Atlantic Littoral forest surrounding the pipeline easement between Lolodorf and Kribi. The GOC through PSMC was responsible to monitor and oversee the two above activities.

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1.6 Revised Components The service of an International Advisory Panel under component 4 was not carried out. The Panel was not established as agreed with the PSMC. Instead, the project financed the services of individual consultants for reviewing and assisting in the preparation of implementing guidelines for the National Oil Spill Response Plan, for following up on the training program and for the development of a coastal zone and marine biodiversity conservation action plan to address impacts from the Offshore Loading Facility (FSO). 1.7 Other significant changes. There were two amendments to the DCA, the first dated March 24, 2004 and the second dated December 13, 2005. These amendments dealt with changes in the project schedule, procurement arrangements, budget reallocation, as well as the time schedule for meeting the performance indicators in Schedule 6 of the DCA . Project Schedule: The closing date was extended from December 31, 2005 to November 30, 2007 to enable the completion of the ongoing project activities.2 Procurement: Schedule 3 of the DCA was amended on March 24, 2005. Details are provided in Annex 9. Implementation procedures: Target dates for clarifying and achieving some implementation indicators in schedule 6 of the DCA were amended twice. Funding Reallocation: The second amendment, dated December 13, 2005, reallocated funds among two categories, Equipment and Consulting Services. The two categories pertaining to the PPF and unallocated line items were redistributed among the two first line items which increased respectively by 26.2 percent and 21.7 percent.

Categories of Expenditures Amount of Credit allocated in SDR

Revised Allocation (SDR)

Change (SDR)

Equipment, Vehicle and Supplies 515,000 650,000 + 135,000 Consultant’ services (including training and auditing)

3,000,000 3,650,000 + 650,000

Refunding of project preparation advance 750,000 ------- - 750,000 Unallocated 35,000 -------- -35,000 Total 4,300,000 4,300,000 0.0000

2. Key Factors Affecting Implementation and Outcomes 2.1 Project Preparation, Design and Quality of Entry The Project became effective on March 28, 2001, nine months after Board approval on June 6, 2000 because the borrower did not meet the condition of effectiveness. The delay was mainly due to lack of staffing the permanent secretariat of the PMSC and the nomination of the technical staff in the three field-

2 Letter from WB country director to Ministry of Economy and Finance dated November 15, 2005

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based units, the lengthy preparation period for the project implementation manual, and lack of knowledge by PMSC of Bank procedures for procurement and financial management. Soundness of background analysis: The Project design was dictated primarily by the need to assist, at an accelerated pace, the PSMC to monitor and supervise the implementation of the EMP of the CCPP project. In February 1999, PSMC launched a feasibility study of the capacity building requirements for Government to assume its mandate to supervise and monitor the implementation of the EMP. That study formed the basis of the preparation of this project and concluded that capacity building activities needed to supervise and monitor the implementation of the EMP could also help manage the overall environmental and social impacts of the petroleum sector in Cameroon. The CAPECE took into the following account lessons learned from previous Bank assisted projects in the forestry, transport, health and biodiversity sectors in Cameroun:

(i) there should be transparent, open, and intensive dialogue, involving all elements of civil society as well as Government, in order for policy reform in this sector to be accepted and sustained,

(ii) Continued, broad public debate and international attention would be needed as part of the strategy to ensure that Government lives up to its commitments to environmental management in the context of the pipeline project;

(iii) sectoral environmental performance could be significantly improved if there was adequate political will and resources are made available for this purpose ,

(iv) new approaches needed to be tried, including the delegation of basic health awareness activities and distribution of key supplies to civil society partners outside of government;

(v) a good communication strategy was key to inform all stakeholders (NGOs and media in particular) of the measures taken for the protection of the local environment in the pipeline project. This information should be based on solid data collection and processing, hence the importance of the monitoring activities funded under CAPECE

Assessment of Project Design: The design proved to be very ambitious for a country with limited capacity in environmental management. The project design thought to rectify such asymmetry3 by financing too many activities with the expectation that with the help of international consultants and training, there would be a quantum leap in environmental management. This quantum leap did not fully materialize in view of the slow absorptive capacity of the national staff and administrative delays early in project implementation phase. CAPECE implementation and the construction of the pipeline were proceeding therefore on a “two speed process”. Construction of the pipeline was leading ahead of the planned schedule while CAPECE implementation was lagging behind. The Bank could have been more realistic in advising redesign of the project at MTR so as to simplify the components to those functions and activities related to the monitoring of the EMP of the pipeline during operational phase of the project. In its response to the Inspection Panel observations of the delay of CAPECE in monitoring the EMP, Bank management clarified that the pace of CAPECE was necessarily constrained by the institutional and human resource constraints in the country.

3Experience revealed that the PSMC, an inexperienced agency, has faced various obstacles and challenges in working with large and experienced international operators such as COTCO. This was a David Goliath situation at the early stage of CAPECE.

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Adequacy of the Government Commitment, stakeholders’ involvement and participation processes. At the beginning the Government was not convinced of the usefulness of the project. However, through a constructive policy dialogue and pressure from the international community and the international operators, Government became convinced that a national capacity should be strengthened to monitor the EMP of the pipeline. After the project closing date, the PSMC continues to supervise the implementation of the EMP of the CCPP, financed by the National Hydrocarbon Company (SNH). Local NGOs including the Fondation Camerounaise d’Action et de Formation sur l’Environnement (FOCARFE) and the Center for Environment and Development (CED) as well as key stakeholders from Government have been very active throughout the design, preparation and implementation period. Risks and their mitigation: The project faced the following substantial (S) and modest (M) risks and the measures below were taken to mitigate them. However, in a hindsight, it appears that the following Risks were not well assessed.

Risk 2 on budget management was rated (M) while it should have been rated (S) as experience showed that the PSMC was not able to ensure that resources were always allocated in a transparent and efficient manner.

Risk 6 on employing the services of an independent Advisory Panel was rated (M) while, it should have been rated (S) because the first Advisory Panel contracted during the preparation of the CCPP Project was not maintained by the GoC, which showed strong reluctance to have such a panel advising it on the CAPECE and CCPP Projects. To mitigate the above, Bank supervision team requested officially PSMC to share budget information and training plans with all ministries involved in the supervision and monitoring of the CCPP and to ensure that resources be allocated in a transparent way. Every supervision mission requested separate meetings with line ministries including MINEP after 2004 and called on GoC to implement its commitments to contract the International Advisory Panel of Experts (IAP). GOC agreed to hire individual international experts to advise on the National Oil Spill Response Plan (NOSRP) and its implementation guidelines, on the training plan and on the coastal zone management and marine environment protection. No quality of supervision assessments were undertaken for this Project On September 30, 2002 the Inspection Panel registered a Request for Inspection, concerning the CCPP, financed by IBRD, and the CAPECE financed by IDA. The Request for Inspection was submitted by the Center for Environment and Development (CED), a local non-governmental organization (NGO) based in Yaoundé, representing several residents who live along the pipeline route, as well as several workers or sub-contractors of Cameroon Oil Transportation Company S.A. (COTCO), resident in the Republic of Cameroon. The requesters claimed that Bank’s policies on Environmental Assessment, Involuntary Resettlement, Indigenous Peoples, Poverty Reduction and Supervision had not been adequately complied with and that this non-compliance resulted in adverse impacts on the claimants and groups they represented. The investigation was authorized by the Executive Directors on December 16, 2002. On May 2, 2003, the Panel issued its Report (no. 25734) outlining the findings of the Investigation. The Panel’s Report stated that the Panel was generally pleased with the efforts shown by the Bank Management to reach compliance with its own policies and procedures, although it found non-compliance instances, particularly during the design stage of the projects. Non-compliance was found with OP 4.01 on EA (lack of Cumulative Impact assessment) but not with the then applicable OD 4.20 and OD 4.30 on Involuntary Resettlement and Indigenous peoples. Because of GOC lack of capacity to monitor the EMP and delay in implementing the CAPECE, the Panel found that the purpose of OD 4.01, paragraph 12

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regarding the strengthening of environmental capabilities to adequately assess construction impacts during the Implementation and Monitoring Phase of the CCPP had not been achieved. The Panel made several recommendations to correct the shortcomings in the implementation of CAPECE. Annex10 summarizes the inspection panel findings and the Bank management response to these findings and the action plan proposed by Bank management. Of the recommendations, ten (10) were implemented and fully completed, three (3) were partly implemented. The later were: (i) the replacement of the Panel of Experts by individual consultants, (ii) the NORSP which was completed but is yet to get formal approval of the GoC; and (iii) the implementation of the individual compensations which was achieved at 98 percent only.

2.2 Implementation Implementation was slow in The Bank conducted a midterm review on July 31 2003. The MTR highlighted the need to (i) strengthen the existing field-based units; (ii) accelerate the establishment of the Environmental Management Information System (EMIS); (iii) improve mobilization of staff from line ministries to strengthen field monitoring and inspection; (iv) implement the training plan; (v) enable closer collaboration among COTCO, the PMSC, FEDEC and the MINEF to implement the biological diversity offset program and the IPP, (vi) train civil servants, judges, lawyers, NGOs concerned with legal and regulatory issues of pipeline construction and operation and environmental protection; and (vii) launch the Long-Term Vision Study. The project faced the following issues during implementation: Delay in credit effectiveness for 9 months for not meeting the conditions of credit effectiveness as stated in section 2.1 above. Delay in procurement because of lack of familiarity with the Bank procurement guidelines. Delays in disbursement to contractors because of the lengthy process for validation of the reports and studies by external consultants. Such validation could not be made internally by the ministries and/or the PSMC as they lacked knowledge of the different subjects and topics for these studies. Delay in monitoring activities of the pipeline: It was not possible for the PSMC to have a fully independent monitoring capability to assess environmental and social compliance of the EMP during project construction phase, since project resources and personnel were not provided in a timely fashion. The construction of the pipeline was almost completed when monitoring of the EMP started up by the PSMC. This affected the government’s performance during the entire construction period. Uneven commitment of the Government: The project prepared (i) implementating decrees and regulations for 1996 environmental framework law and (ii) the National Oil Spill Response Plan (NOSRP). So far only the EIA decree has been approved. Lack of sharing the project reports with NGOs: NGOs were invited to participate in training programs and workshops sessions related to the several studies prepared under this Project. However they did not have access to all of these reports. PMSC claims that some of them such as the NOSRP (National Oil Spill Response Plan) or the LTVS have not been officially validated by the Government. This has negatively affected the confidence building of the NGO community with the PMSC. However, PSMC has stated that all reports and studies will be uploaded to its website and made available to stakeholders in the near future.

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2.3 Monitoring and Evaluation (M&E) Design, Implementation and Utilization The main aspects of the EMP implementation to be monitored included:

(i) resettlement and compensation, (ii) health and safety of workers, camp followers and dwellers during the construction

phase and population living around the CCPP right of way, (iii) environmental impacts including water quality, soil erosion, emissions, waste

management and disposal, and (iv) marine environment.

Resettlement and compensation aspects were dealt with by PSMC and COTCO quite adequately. Data provided by PSMC were challenged by local NGOs and a tri-partite field missions (NGOs, PSMC and COTCO) were organized to confirm the data and deal with unsettled cases. 98 percent of the compensation cases were settled and the remaining cases identified and documented. These data are readily available to third parties. Additional data include those related to impacts on water streams, soil erosion, waste management and health and safety.

M&E implementation: The Environmental Management Information System (EMIS) consists of data collection and data bases. The environmental data is generated from visual evaluation as well as measurements of environment parameters collected by PSMC’s field-based staff and inspectors in charge of environment and social monitoring. The information is entered into the EMIS which generates reports, graphs and tables on the state of the environment in a given area of the CCPP4. The EMIS is operational and a demonstration was made in the public information and consultation forum of November 2006, involving PSMC, COTCO, FEDEC, civil society organizations, the IAG and the Bank’s representatives. The EMIS was first established as a tool for PSMC at central level, but as the experience of the PMSC field units substantially increased and their collaboration with the COTCO monitoring units strengthened, it became necessary to decentralize the EMIS to enable data entry from the field. The PSMC hired the service of a local information system consulting firm to review the status of the EMIS, improve its software and provide a plan to decentralize EMIS so that data and information could be entered and retrieved from the field and accessible to stakeholders and the civil society.

Independent from the EMIS, a simple Management Information System (MIS) was established and is operational for financial management purposes, namely budgetary allocation, internal control and auditing.

2.4 Safeguard and Fiduciary Compliance.

Safeguard issues. The project was classified a Category “C “in accordance with OP 4.01 as it was a TA project which has no adverse impacts on the physical and social environment. There were no safeguard issues during project implementation

4 Before the installation of the EMIS, PSMC relied on COTCO’s environmental information management system for monitoring the progress of the implementation of mitigating measures defined in the EMP, and generating a status of the environment parameters along the pipeline route. COTCO environmental inspectors worked as a team with the environmental inspectors of the three PSMC’s field-based units. Such collaboration proved extremely useful for the field-based units as it provided on the job training and transfer of technical knowledge related organization and implementation of multi-expert field missions, better understanding of environmental, social and health issues in connection with large infrastructure projects, conflict resolution in rural areas, and communication strategy implementation.

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Fiduciary Issues The Project had the following fiduciary issues:

(i) Budget execution and internal control. There were some weaknesses in budget

execution and control recorded all along the project life. The project maintained a low rate of budget execution during the three first years of project execution. There were also weaknesses in internal control activities to achieve operational goals; the accounting system not fully operational and commitment and availability of some staffs were lacking. Financial reports were regularly provided by PSMC with some improvements over time in their content and format. Audit reports were provided in compliance with Bank's requirements.

(ii) Outstanding balance in the special account. The outstanding amount is 84.669.858

FCFA to be refunded to IDA (US$195.000).

(iii) Deviations from the credit agreement in procurement: The procurement plan was very complex for a small size project in which human capacity was definitely lacking. Procurement involved 33 transactions for consulting services and 22 for purchasing of equipment. During implementation, issues included: a. the implementation of agreed activities were behind schedule because of

unrealistic procurement plans, b. the existence of deficiencies in contract management related to a lack of an

efficient monitoring of the delivery time, and the absence of submission of performance security by the contractors,

c. the insufficient response time was granted to candidates during bid preparation for NCB contracts,

d. the lack of professionalism of the procurement tender boards members and their sub-evaluation committee members. An experienced procurement specialist was recruited at the end of August 2005, to help in the project procurement and build the capacity of PSMC on World Bank procurement procedures. This assistance was useful and helped speed up and ease procurement processes.

2.5 Post-Completion Operation/Next Phase

(a) Transition arrangements:

National Coordination: The PMSC is still functioning with the same staff level and provides oversight and implementation of the CCPP. Owing to: (i) its legal mandate, and (ii) the experience and training gained during CAPECE, the PMSC will continue to act as a “one-stop shop” for managing the environmental and social impacts of pipelines, and any infrastructure projects falling within the area of influence of the CCPP. Owing to CAPECE and the CCPP, PSMC has played a successful role as an interface between the private sector operators and the line ministries, including ministry of environment.

3. Assessment of Outcomes 3.1 Relevance of Objectives, Design and Implementation The objective of the project was consistent with the CAS of Cameroon and Chad, and the more specific objective, to ensure adequate environmental and social management of the CCPP within Cameroon remains adequate. More broadly, accelerated development of oil, gas and mineral resources is a key

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strategic goal for Cameroon, and sound environmental and social management of these developments is key to the well-being of Cameroon’s citizens. CAPECE helped ensure compliance of one key energy investment with international norms and standards. 3.2 Achievement of Project Development Objectives Moderately Satisfactory. The project’s major outcomes and achievements are as follows:

(i) National environmental standards and norms in the petroleum sector are established. • The institutional model selected, however, while appropriate at the time for a single large

investment, is not appropriate for ensuring environmental and social due diligence of a broader range of such investments. Oversight needs to be mainstreamed within the ministries that have this mandate.

• The Project contributed to building the capacities of the PSMC Secretariat (mainly staff from

Petroleum Sector) as well as the capacities of staff of the central and decentralized services of the concerned line ministries in the area of environmental and social management and monitoring.

• Twelve (12) decrees have been prepared covering all aspects of the implementation and

enforcement of the 1996 Cameroon’s Environmental Code. The Decree on EIA has been approved and is currently in force. Eleven (11) draft decrees were prepared through a lengthy and thorough participatory process and are in the process of being formally approved at the prime minister level. They will contribute to the improvement of national legislation. The preparation and discussion process of the decrees provided for training to 69 judges, prosecutors, lawyers and paralegal staff and sought wide consultation on the terms of these draft decrees with NGOs, sector ministries and oil operators during workshops and seminars.

• The Long Term Vision Study (LTVS) completed in November 2007 has helped the PSMC better

integrate lessons learned from current legal and regulatory framework and its own experience and compare them with good international practices in environmental and social management of petroleum industry.

• The project also developed a National Oil Spill Response Plan (NOSRP5) and discussed this plan

in a workshop involving national and local stakeholders and NGOs in April 2004. Although not formally approved and enacted by the government as a law, the NOSRP is considered to be a substantial progress in (i) establishing the rules, norms and guidelines of hydrocarbon exploitation aspects, and (ii) defining in its operational manual, specific responsibilities for each player level.

• Cooperation between the Civil Society’s Organizations (CSOs), COTCO and PMSC has matured

during the project, and proved to be profitable. A structured tripartite dialogue between COTCO, the PSMC, and the CSOs has evolved and is considered a major progress towards establishing a

5 The plan was also published at the World Bank web site at the WEB.WORLDBANK.ORG/WBSITE/EXTERNAL/ACCUEILEXTN/PAYSEXTN/AFRICAINFRENCHEXT/EXTAFRREGINIINFRE

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permanent Consultation Platform (CP) around the pipeline. The CP convened meetings in 2005, 2006 and 2007 and sessions were attended by 200 participants from all origin. Participants from Chad were invited to attend in 2005 and exchanged ideas and lessons learned in Chad on the monitoring of the EMP of the Chad portion of the CCPP.

Overall, achievement of this objective is Moderately Satisfactory in view of the continuous delays in enacting the necessary decrees and regulations, formal approval of plans and absence of timely and full disclosure of project reports to CSOs monitoring the CCPP.

(ii) The Chad Cameroon Pipeline meets environmental standards and norms: The project included under components 2, 3 and 4 activities to ensure that the PSMC implement its mandate to monitor the pipeline’s compliance with environmental standards and norms agreed upon in the EMP. These activities relate to (a) strengthening the capacity of Government’s agencies involved in PSMC to monitor compliance with the EMP, and (b) the establishment of a central Environmental Management Information System (EMIS). These activities have produced the following results:

• Field-based team established by PSMC have produced regular reports on compliance of the pipeline with technical, environmental norms and standards and where and when non-compliance occurred were able to document it and require COTCO to correct or cure the non-compliance situation according to the terms of the EMP6. Such reports were regularly forwarded to the Bank and discussed with the independent monitoring agency (ECMG) with few exceptions where reports were not disclosed or shared with stakeholders in a timely manner.

• The EMIS was developed and is working at central level. At the time of the closing date of the

CAPECE Credit, the EMIS was in the process of being decentralized in order for field-based teams to upload their monitoring reports directly from the field.

Overall, achievement of this objective is satisfactory in view of the effective implementation and operation of the pipeline project in compliance with the environmental and social norms and standards defined in the EMP.

(iii) Government developed capacity to monitor and mitigate social and environmental impacts of large infrastructure and energy projects.

• The study on risk areas along the pipeline route carried out by CAPECE identified the areas

related to wild fauna, erosion, forest vegetation destruction including trees at high commercial value, risk to sea turtles. Monitoring missions undertaken under the coordination of the PSMC helped address erosion issues, control of induced access, vegetation recovery on works sites, hunting and plundering control, superficial and subterranean water protection.

6 Other aspects of project implementation have been raised during implementation such as the adequacy of the budget provided to FEDEC to help mitigate impacts on indigenous peoples and biodiversity by implementing: (i) an Indigenous Peoples Plan (IPP) and (ii) two biodiversity offsets in Mbam & Djerem and Campo Maán. After five years of implementation, it appeared that the US $ 3.5 Million Endowment established for FEDEC was not enough to address the needs of the mitigation plans. However, the amount was mentioned in the EMP and PSMC has no legal right to claim a non compliance against the Chad-Cameroon sponsor to request adequate additional financing. However, PSMC agreed to assist FEDEC in its fund-raising effort to close the long-term financing gap.

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• The Project provided training and equipment for three field-based units helped monitor and assess social and environment compliance with the EMP and discuss with COTCO required mitigation or remediation measures to the satisfaction of affected communities and persons.

• CAPECE through the decentralized health units of the Ministry of Public Health and in

collaboration with local NGOs assisted in the establishment and maintenance of HIV/AIDS monitoring process in place in the CCPP corridor

Achievement of this objective is satisfactory.

(iv) Poor people in the project area are better off than when construction of the pipeline began

The project was not about providing direct services to the pipeline affected peoples and the poor people affected by the pipeline project, rather under its components 2 and 3 it was defined to strengthen capacity of the Borrower to monitor implementation of the EMP including compensation plans. • The PSMC has monitored the implementation of the Indigenous People Plan (IPP) by FEDEC.

Compensations for Indigenous Peoples have led to the following positive results : an increase in agricultural activities, an increase in school attendance and hospital visits, promotion of citizenship through the granting of national identity cards, housing benefit (which was not identified as a compensation in the initial IPP), all of which contributed to their social development. Overall, FEDEC has: (i) provided equipment to rural health centers in the amount of US$135,000, (ii) paid hospital cost for medical treatment as well as living expenses for escorting families; (iii) paid education fees to the pygmies school children and the orphans of the Bantus and providing school supplies to the teachers, (iv) facilitating the legal identification of Bakola-Bagyeli and and distributing more than 400 identity cards for the pygmies and (v) supporting to 70-150 Pygmies famers through provision of agricultural materials.

• Another gain was the implementation of the compensation plan for peoples and communities

impacted by the construction of the pipeline. At the end of the Project, The survey done by PSMC under the Socio-economic Study shows that almost all of the 238 villages affected by the pipeline were compensated. A small number of individuals and communities claim that they did not receive adequate compensations. One village of Mvomndoumba claim, it did not receive the community compensations7. In total 98 percent of the compensations were implemented. In addition, rural communities along the pipeline corridor are among the beneficiaries of the road built and/or rehabilitated for the purpose of constructing the pipeline. This maintenance of this road has been and is currently monitored by the PSMC and the Ministry of transport is in charge of its maintenance.

• Another visible gain at the local level is the protection of the biodiversity in the two national

parks in the two parks of the Mbam-Djerem and the Campo Ma'an National Parks by (i) training and providing equipment to 24 rangers for Mbam and 25 rangers for Campo M'aan, (ii) preparing management plans for the parks of which the management plan for Campo M'aan was formally approved by the Government as law in 2006 and the management plan for M’bam & Djerem approved after the closing of the CAPECE; and (c) and promoting tripartite conventions ( which are still awaiting signature) between FEDEC, the Ministry of Forestry and Fauna and the World

7 TECSULT : Étude d’évaluation socio-économique du Pipeline Tchad/Cameroun pipeline, Rapport final p. 173

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Wildlife Fund (WWF) for the implementation of the plan of the Campo M'aam and with Wildlife Conservation Society (WCS) for the implementation of the Mbam Djerem.

• The monitoring of the compensation plan due to archeological impact has been very well

monitored by the PSMC and executed by COTCO and the experts of the Ministry of Culture who have collected artifacts (302 pieces) and visited the affected sites to ensure chance find procedure was well implemented. It is also worth mentioning that COTCO agreed to finance the construction of an adequate storage building which was completed in 2006.

• Three major health centers, two existing at the start of the construction of the pipeline, and one

new (Dompta) have been equipped and were provided assistance by the PSMC to monitor health conditions of the communities living along the right of way of the pipeline.

Achievement of this objective was judged moderately satisfactory because of the delays of providing all services in an efficient and timely manner, including assistance to solve a residual small number of disputes about compensations between the pipeline sponsor and affected persons. (v) Information on environmental and social safeguards implementation is disseminated to all relevant stakeholders:

The project included under component 2, a program of Public Information, Education and Communication (IEC) which produced the following results:

• The PSMC has published 15 editions of the newsletter entitled “La Lettre du CPSP” (in English:

“The Letter of PSMC”) which was and still is widely distributed to stakeholders. • The PSMC has organized national fora, to (i) enable all parties including the stakeholders and the

observers to exchange views on the CCPP during inception, construction and operation; (ii) draw the lessons to improve performance in the operational phase, (iii) take stock of the progress made by CAPECE and provide recommendations on its work plan and activities, and (iv) discuss specific outcomes and issues such as management plans for the two national parks, issues connected to the oil spill that occurred in January 2007 and monitoring of the IPP. However, the PSMC showed some weakness in the timely dissemination of information related to non compliance with the EMP8.

• PSMC has contracted the services of a national consultant to prepare a communication strategy

to improve CAPECE’s image, and its positive achievements, maintain a permanent consultation between the stakeholders, improve the knowledge on the PSMC and inform the public on the economic and financial benefits of the pipeline.

• Although involving the civil society in the processes of environmental management, is still

difficult in Cameroon, at least four NGOs, the Center for Environment and Development (CED), the Reseau de Lutte contre la faim (RELUFA), FOCARFE and the Groupe de Concertation et

8 Although the PSMC acted adequately to require project sponsor to correct or cure non compliance situations or incidents occurring during pipeline construction and operation (non compliance with physical cultural heritage findings and minor 2005 oil spill in Kribi), it failed to disseminate in a timely manner all information with stakeholders including media and civil society’s organizations.

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d’Action (GCA) formed of many local NGOs, monitored the results of PMSC with the EMP of the CCPP as reference. These NGOs have therefore acquired expertise in the monitoring of the environment and social aspects of the CCPP and of CAPECE9.

• The Project was instrumental in raising awareness of the public on health and social impacts of

the CCPP, primarily on HIV/AIDs in the villages along the pipeline route and on indigenous peoples groups (Bakola-Bagyeli) which have, for the first time in the modern history of Cameroon, been consulted and received support from a development project sponsor. Indigenous peoples’ voice and concerns are now being heard and taken into account in many development projects and programs in the country on the model provided by the EMP. This was achieved through awareness campaign carried out regularly by three NGOs to provide simple messages and distribution of condoms to prevent the spread of HIV/AIDs and through FEDEC which has provided Bakola-Bagyeli people, among other support, with health and education services.

Achievement of this objective was judged moderately satisfactory because of the delays of providing all relevant information to stakeholders and initial reluctance (which ended with the organization of the first consultation platform in 2005) of PSMC to hold regular meetings with NGOs and Civil Society’s Organizations and lack of timely dissemination of studies and surveys.

3.3 Efficiency (Net Present Value/Economic Rate of Return, cost effectiveness, e.g., unit rate norms, least cost, and comparisons; and Financial Rate of Return) An ERR was not carried out for the project. However, a relatively small investment of under $6.0 million did play a major role in ensuring adequate environmental and social oversight of a major oil infrastructure investment. . 3.4 Justification of Overall Outcome Rating Rating: Moderately Satisfactory 3.5 Overarching Themes, Other Outcomes and Impacts.

(a) Poverty Impacts, Gender Aspects, and Social Development. By monitoring the implementation of the EMP and ensuring compliance with its terms, the PSMC, through the CAPECE, was able to help achieve important outcomes of the CCPP Project. These outcomes relate to poverty alleviation and gender.

9The missions’ reports produced by the Environmental Compliance Monitoring Group (ECMG) and the International Advisory Group (IAG) were a valuable source of information. ECMG’s reports were a valuable source of data and information on the implementation of the EMP by COTCO, FEDEC and other agencies involved, while the IAG’s reports have been dealing with the independent, global and exhaustive vision on the varieties of activities related to the pipeline. Therefore, these reports are considered a valuable support for the CAPECE and they were disclosed on the Bank the CCPP websites contributing to a wider disclosure of information related to the environmental management and monitoring of the Chad-Cameroon Pipeline

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Poverty: This project contributed to alleviating poverty by facilitating the Pipeline project and thus allowing the Government of Cameroon to ensure that the benefits of the pipeline reach their main targets directly (affected people and communities along the pipeline roads including Indigenous Peoples) or indirectly (protection of natural resources, the access to which is essential for long term poverty alleviation. It is worth mentioning that through the CAPECE, the Government has also build capacity to monitor social aspects connected to labor in large infrastructure project (PSMC mandate include labor issues and monitoring compliance with labor laws and regulations) , and Gender Aspects: Women in affected communities and groups including indigenous peoples groups have been actively involved in the implementation of compensation schemes including FEDEC-funded activities. During the construction of the pipeline, women were involved in selling goods and establishing street cafeterias, were hired as labor by COTCO, participated in the different training sessions and awareness campaigns for HIV/AIDS.

(b) Institutional Change/Strengthening (particularly with reference to impacts on longer-term capacity and institutional development)

As planned under Component 1, the project completed a Long Term Vision Study (LTVS) that identified and evaluated the options for an effective and sustainable institutional framework for environmental and social management of the petroleum sector. The study (i) conducted a survey of all planned investments in the petroleum sector: (ii) identified and discussed lessons learned from the CCPP; (iii) identified strengths and weaknesses of the institutional framework for environmental and social management of the petroleum sector, including monitoring and supervision of pipelines and other oil-related infrastructure; and (iv) recommendations for further design and development of an institutional framework conducive to environmentally and socially sustainable management of the petroleum sector. It is expected that a CAPECE follow-on project will provide technical assistance and training for the implementation of the recommendations of that study which, which in addition to other project components would impact on the long term capacity and institutional development in the petroleum sector and in the environmental field.

(c) Other Unintended Outcomes and Impacts (positive or negative). CAPECE brought the following positive impacts:

(i) a positive change in the administration culture to develop collaboration among

government ministries and agencies as well with CSOs and NGOs, (ii) a positive change of the working environment in the petroleum sector from being

prescriptive and reactive to being participative and pro-active, (iii) in addition to limiting its responsibility to monitoring the environment and social

impacts of the CCPP, the PSMC went one step further and took the initiative to conduct two environmental assessment studies that highlighted the long term economic and social impacts of the pipeline as well as the environment and social cumulative impacts on the Kribi area. These studies showed unintended outcomes and impacts that would be addressed in two subsequent project financed by IDA, namely the environment and social capacity building project for the energy sector and the Kribi Power Project,

(iv) a temporary increase of revenues and improvement of housing conditions of many people that benefited from the individual compensations, including indigenous peoples groups,

(v) an improvement of the quality of the road infrastructures build during the construction of the project facilitated access and movement of the populations, and

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(vi) strengthening of health service delivery to communities in the corridor of the pipeline.

(vi) the establishment of the two biological diversity offset (Campo Maán and M’bam & Djerem National Park) were equipped with a management plan and a legal status of national Park which will put them under the highest level of protection under the 1994 Forest Law and its implementing 1995 Decree10.

Negative Impacts that were not fully addressed by the CAPECE:

(i) a large migration and demographic pressure of population took place in localities along the pipeline to take advantage of the improved infrastructure and availability of jobs, but has also increased exposure to HIV-AIDS due the large influx of migrant workers though no baseline survey exists. Consequences of such migration were not always addressed adequately,

(ii) Pollution of river water in certain localities along the pipeline has limited the access to potable water for the inhabitants. A study of water quality survey was conducted by PSMC in order to define the necessary mitigating measures for improvement of the water quality

(iii) the destruction of the natural reef off shore of Kribi has created dissatisfactions among the fishermen who claim that such destruction reduced their fish catch and resulted in the loss of their revenues though an artificial rift is being constructed.

(iv) the EMP has provided for the protection of the Deng-Deng Forest, a biodiversity hotspot, through the implementation of an Access Management Plan. However, during the construction of the pipeline and up to now, Deng Deng Forest was and is still accessible for poaching and illegal logging. The PSMC was not able to ensure that the Deng Deng Forest and its biodiversity will remain protected.

(v) Monitoring the implementation of the EMP has revealed that providing cash compensation for affected people was not a good option to measure long term impacts and outcomes on affected peoples’ living standard.

3.6 Summary of Findings of Beneficiary Survey and/or Stakeholder Workshops (optional for Core ICR, required for ILI, details in annexes) Not Applicable

4. Assessment of Risk to Development Outcome Rating: Moderate.

Environment:

The project has developed the necessary tools and instruments to move towards a suitable institutional and legal framework in the petroleum sector. The Government intends to make use of these tools and instruments as well implement the recommendations of the Long Term Vision Study in a follow-on environment and social capacity building project.. In this project, the emphasis will be on strengthening

10 the long term financing of the management and protection of the two offsets of Campo Ma’an and M’bam & Djerem is yet to be secured though the Ministry of Forest (MINFOF) with assistance from donors has taken steps to provide human resources needed and additional financing through donor-funded projects and programs (WWF, GEF, Dutch Government and IDA).

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the technical and regulatory capacity of the Ministry of Environment as the regulator and the country’s main environmental enforcement agency.

Petroleum: The staff of the PMSC has been maintained after the closing of the project and resources were made available by SNH to continue the monitoring activities of the pipeline. Also the site inspectors continue to work in the field. COTCO is committed to continue implementing and complying with the EMP for the whole life of the CCPP concession (25 years) and will provide additional resources to support FEDEC’s mandate and activities and more specifically the implementation of the IPP GoC has requested support for an operation to strengthen environmental and social management of major energy and infrastructure operations in a broader context.

5. Assessment of Bank and Borrower Performance (relating to design, implementation and outcome issues)

5.1 Bank Performance

(a) Bank Performance in Ensuring Quality at Entry (i.e., performance through lending phase) Rating: Moderately Unsatisfactory

(i) The Bank's identification process focused on critical gaps and opportunities for

interventions in monitoring the environment and social aspects of the CCPP. The project was consistent with the government’s development priorities and the Bank’s country assistance strategy. The project was designed and prepared in very close cooperation with the Borrower, and all the included activities were considered as priorities for monitoring the EMP

(ii) The Bank was however overoptimistic in designing its first multi-component TA project on environment when it was clear that the human resources capacity was limited and weak as recognized in the Management response to the Inspection Panel report (see section 2.1). The Bank should have requested a QER to provide recommendations and guidance on how to simplify the design of the project. The original loan amount was small and was always likely to be high-risk, as out of eight (8) critical risks, four (4) were high risk and the other moderates. In addition, the risk rating was maintained as “moderate”, despite the practical difficulties of implementing such a unique complex project in Cameroun. The Bank should have applied significant scrutiny in preventing the overloading of this project with activities that could not be implemented with the human and financial resources required.

(b) Quality of Supervision (including of fiduciary and safeguards policies) Rating: Moderately Satisfactory

(i) In the initial stages of project implementation, the two shortcomings in the supervision performance were the missed opportunities because of the persistent implementation delays till the MTR, and a lack of realism in some project components.

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(ii) Sufficient budget and staff resources were allocated, and the project was adequately supervised and closely monitored.

(iii) Aides-Memoires were carefully, regularly prepared and transmitted promptly to the

project counterparts. They covered the main implementation issues, and provided a check list, with a timetable, for follow up activities and responsibilities, flagging outstanding issues and underscoring benchmarks for actions. These alerted the government and the PSMC to problems with project execution and facilitated remedies in a timely manner, in conformity with Bank procedures.

(iv) Although the overall DO and IP ratings were accurate, the PSRs/ISRs provided little

progress updates on the small number of Key Performance Indicators (KPIs) being used. There was not much evidence of any link with the KPIs to support the explanations provided for the DO and IP ratings. The explanations tended to give a brief summary of the status of implementation but neither provided an argument for maintaining the rating as MS nor commented explicitly on the prospects for achieving the project's DOs.

(v) The task team was able to establish an effective working relationship with the PSMC

and had an important influence on building up a stronger environmental monitoring capacity within the Government. Close contact was also maintained with the relevant counterparts in between missions who were important in helping maintain continuity between missions. This was attributable to a competent task team that had a very good knowledge of Cameroun’s government structure and environmental problems, which brought relevant environmental experience from other countries, and combined this experience with an ability to cultivate a close professional working relationship with their Cameroonian counterparts.

(vi) With the decentralization of Bank functions to the Country Office in Cameroun, the

Bank has assigned very experienced local staff in operational, financial and procurement management that assumed continuity and provide quick response and follow-up.

(c) Justification of Rating for Overall Bank Performance Rating: Moderately Satisfactory: Overall Bank Performance is rated moderately satisfactory because despite delays in implementation, the project recovered during the last 18 months and increased substantially activities and disbursement. Government Performance

Preparation: Moderately Satisfactory

The Borrower's performance in the preparation of the project was satisfactory. At the start up of the project design, the Borrower was not convinced of the usefulness of this project, however as the design progressed, the Borrower displayed a reasonable level of commitment to the objectives of the project. The government officials and staff of the implementing agency worked closely with the Bank's project team on a continual basis, with full cooperation and enthusiasm. The Government, through the PSMC, has financed on its own resources all costs involved with the preparation of the CAPECE.

Implementation: Moderately Unsatisfactory

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As mentioned in Section 2.2 (i), the government was not consistent in its commitment throughout the implementation. There was only a limited interest by the government to support the decision making process, speed up project effectiveness and implementation, enact the 11 environmental decrees11, approve the national oil response spill plan and the management plan of the Mbam-Djerem and provide assistance to FEDEC. Through implementation, the Government however remained committed to continue to the strengthening the environment and social capacity of its national institutions by providing additional counterpart funds in the amount of US$4.56 million totaling US$9.79 million instead of the US$5.23 million budgeted for in the PAD.

(a) Implementing Agency or Agencies Performance

Rating: Moderately Satisfactory

The implementing Agency (PSMC) has implemented its overall mandate with some delays because of its initial weakness on issues of project fiduciary management. After Mid term, it has agreed to recruit and use outside consultants to help speed up the procurement and disbursement processes and build its its own capacity for overall project management. However, this weakness did not prevent the PSMC to implement its mandate to monitor the pipeline and ensure compliance with the EMP, though consultation with stakeholders and affected people took long to become effective (the first formal consultation plateform was organized in 2005 and was followed by more regular meetings and consultations in 2006 and 2007). In its input to this ICR (see Annex 7) the Borrower recognizes the weaknesses which hampered project implementation between 2001 and 2004. It also recognizes that capacity-building takes more time than originally planned in the project which has resulted in weak supervision during the first phase of pipeline construction. However, it mentions that supervision has greatly improved overtime with staff trained and equipped by the CAPECE and with better monitoring processes implemented by field-based teams and experts of the PSMC. Finally, the Borrower rates highly Bank performance in project supervision and states that “the Bank supervision team did not spare any effort” to help the PSMC implement its mandate and the project by speeding clearance processes and providing assistance upon request. The Borrower has learned from the implementation of the CAPECE that “strong Bank team involvement and flexibility are key to successful implementation of capacity building project such as the CAPECE12”

(b) Justification of Rating for Overall Borrower Performance. Rating: Moderately Satisfactory

Capacity building measures have contributed to the improvement of the Borrower and implementing agency’s ownership of the project. This has resulted in the development of a better institutional and legal framework that contributed to better project implementation and the achievement towards project objectives. Therefore, given the progress made and the close involvement of all institutions concerned, the performance of the Borrower is assessed as moderately satisfactory

11 One decree on EIA was approved and enacted out of twelve prepared under the CAPECE and much needed to ensure full implementation of the 1966 Environmental framework Law.(see above discussion of the PDO Indicator 1, Pages 7 and 20) 12 Annex 7 to this ICR, Page 51 last sentence.

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6. Lessons Learned

• The need for simplicity in project architecture: the US$5.7 million project design included 32 technical assistance contracts and 22 goods contracts. A key lesson is that small TA operations must be designed simply.

• The PSMC is an inter-ministerial committee comprised of representatives from 13 Ministries but

its is dependent and rely on SNH for its functioning and its secretariat is mainly formed of SNH staff. This arrangement has blurred the boundaries of responsibilities and may lead to conflict of interest as SNH is also the Petroleum arm of the Government and representative within the Board of COTCO. From this perspective CAPECE is not an example to follow but was the only option available at the time of project design.

• Capacity-building for the PSMC should have been adapted to the implementation capacity of the

country and the immediate need to address the environmental and social monitoring of the CCPP. This lesson reinforces the need for simplicity in design and management of expectations.

• CAPECE has demonstrated that in the case of large infrastructure projects, such as the Chad-

Cameroon Pipeline, building long term capacity for environmental and social management takes longer and is more challenging than building the infrastructure itself.

Complementary Capacity-Building Interventions with pilot investment projects: While environmental capacity-building projects are necessary to strengthen the overall policy and institutional framework, pilot investment projects could transform these policies into actions on the ground. Lessons from past projects have shown that capacity-building objectives are best achieved by a combination of the two. The design of a project should anchor the capacity building activities through investments, to show results on the ground build partnerships and enhance the creditability of the environmental institutions. 7. Comments on Issues Raised by Borrower/Implementing Agencies/Partners (a) Borrower/implementing agencies Te be obtained (b) Co financiers Not Applicable (c) Other partners and stakeholders (e.g. NGOs/private sector/civil society) Not Applicable

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Annex 1 Project Costs and Financing

(a) Project Cost by Component (in USD Million equivalent)

Project Component Appraisal

Total Project Cost(IDA+

GOC)

Percentage disbursed of Total Project

Cost

Appraisal IDA

Estimate

Actual IDA amount

disbursed

Percentage of IDA Apraisal

Estimate

DEVELOPMENT OF AN ENABLING REGULATORY FRAMEWORK

1.3 6% 1.25 0.65 11%

STRENGTHENING COORDINATION CAPACITY

2.7 89% 1.04 0.87 15%

STRENGTHENING INTERVENTION CAPACITY

5.3 33% 2.71 3.44 60%

PROJECT MANAGEMENT, MONITORING & EVALUATION

0.9 3% 0.77 0.36 6%

CONTINGENCIES 0.8 Total 11.0 131% 5.77 5.32 92%

(b) Sources of Financing

Amount in US$m Sources of Financing Appraisal Actual cost Percentage of Appraisal Estimate

IDA 5.77 5.32 92% Borrower (GOC) 5.23 9.79 187% Total Project cost 11.00 15.11 137%

(c) Disbursement profile ( system generated from graph)

Cameroon Loan 33720: Disbursement by Fiscal Year

Period Dates Disbursements Cum. Disbursements1-Jul-01 30-Jun-02 126,982.41 126,982.411-Jul-02 30-Jun-03 563,640.94 690,623.351-Jul-03 30-Jun-04 797,351.17 1,487,974.521-Jul-04 30-Jun-05 820,561.57 2,308,536.091-Jul-05 30-Jun-06 -571,256.64 1,737,279.451-Jul-06 30-Jun-07 1,550,377.10 3,287,656.551-Jul-07 30-Jun-08 874,818.85 4,162,475.40

Cameroon Loan 33720: Disbursement by Calendar Year

Period Dates Disbursements Cum. Disbursements1-Jan-01 31-Dec-01 126,982.41 126,982.411-Jan-02 31-Dec-02 191,551.23 318,533.64

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1-Jan-03 31-Dec-03 795,379.06 1,113,912.701-Jan-04 31-Dec-04 776,993.71 1,890,906.411-Jan-05 31-Dec-05 617,435.43 2,508,341.841-Jan-06 31-Dec-06 -295,994.79 2,212,347.051-Jan-07 31-Dec-07 1,950,128.35 4,162,475.40

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Annex 2 Outputs by Component:

Component 1: Strengthening the institutional, regulatory and legal framework

• 12 implementation regulations drafted and submitted to the Government for enactment. • 172 personnel from Ministries of Justice, Ministries of environment, health, industry , petroleum,

SNH, PSMC and NGOs trained on legal and regulatory framework for environmental management in five workshops. • Technical support for preparation of the regulations and training in legal framework provided by

two international firms, Kelley Drye and Warren and Brain Trust Consulting and Business. • Long term vision study prepared with the assistance of Royal Haskoning and ERE Development

and reviewed by PSMC. Achievement of this component is moderately satisfactory

Component 2: Strengthening Coordinating Capacities for Environmental Management • Establishment of the personnel of the PMSC with national experts assigned for procurement ,

operations, and financial auditing and control. • A total of 34 PSMC staff trained through workshop sessions in environmental monitoring and

enforcement , environment impact assessment, management and monitoring of a petroleum enterprise , environmental management and industrial risks, emergency oil response as well as regional cooperation in emergency response, communication and awareness techniques , procurement , environment audit of a petroleum enterprise, evaluation techniques for CAPECE , and use of GIS for environmental monitoring.

• Technical Support provided by international and national consulting firms for establishing a communication strategy (( Christian Ngalle Consulting), for assessing the general plan for communication of the pipeline ( CIBLE Cameroun), and for the preparation and implementation of CAPECE training plan ( SOFRECO)

• Establishment of three operational field monitoring units consisting each of a biophysicist, a socio-economist and a health specialist, and provision of office and computer equipment and field vehicles,

• A total of 13 field staff trained on environmental monitoring and industrial risks, 4 staff on environmental health and 5 staff in information and communication techniques for populations living along rivers in addition to the on-job training provided by international and national experts from COTCO on the monitoring of the EMP

Achievement of this component is satisfactory

Component 3: Strengthening Public Intervention Capacity for Environmental Management

• A health map was developed with the assistance of a national firm ( CEAI) and maintained and a HIV/AIDs monitoring is in place in the CCPEP corridor

• Two NGOs were contracted to develop, and implement HIV/ AIDs awareness campaigns • Three health centers in Dompta , Belabo and Kribi strengthened with provision of medical

equipment and medicine • 27 staff from the MINEP, and Ministry of health trained on the preparation of the health map and

on environmental health. • A national oil spill contingency plan (PNLDAH) and implementation manual were prepared with

the assistance of an international firm (CSIR Environmentek) and international consultant (Dr Shalaby).

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• 55 staff from ministries from sector ministries, NGOs, media and operators, local officials participated in two workshops on the preparation and implementation of the PNLDAH as well as 15 staff received training on the different implementation elements of the PNLDAH.

• Follow up of the mitigating measures for protecting physical cultural resources along the pipeline corridor were undertaken with the assistance of a national contractor ( Buursink/RCM).

• Follow up on the Indigenous People Plan (IPP)was undertaken with the assistance of a local consulting firm (ERE Developpment) and 46 participants from the local provinces, village chiefs, mayors , Pygmies’ leaders, fields units and sector ministries were trained on the monitoring of the IPP.

• Minitry of Land Use affairs were provided with GPS equipment and 35 of its staff received training on cadastral monitoring.

• 41 staff from MINEP participated in all training sessions provided by CAPECEfor environmental management , EIA, environment audit, follow up and monitoring of the IPP and cultural resources and training sessions on environmental management, EIA, audit of petroleum enterprise, environment communication etc.

• Ministry of Mines, Industry and Technical Equipment received laboratory equipment and training for measuring and monitoring environmental impacts.

Achievement of this component is satisfactory

Component 4: Project Management, Monitoring and Evaluation. • As stated in section 1.6, the International Advisory Panel was not established, instead technical

support was provided by international consultants for assisting the PMSC in (i) undertaking environmental evaluation of infrastructures with the assistance of the Cameroonian firm SBMCG, (b) the socio-economic evaluation of the pipeline with the help of TECSULT, and the study on the management of the environment and social impacts in the Bay of Kribi with the assistance of SOFRECO.

• PSMC oversaw the preparation of the management plans for the Mbam-Djerem and the Campo Ma’am national parks.

• The EMIS was installed and is operational with the necessary hardware and software purchased from project funds. Its design was undertaken with the assistance of an international firm (ISL/ECM) and 16 staff from the MSCP, sector ministries and field units received training on its use.

Achievement of this component is moderately satisfactory

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Annex 3.

Economic and Financial Analysis (including assumptions in the analysis) Not Applicable

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Annex 4

Bank Lending and Implementation Support/Supervision Processes (a) Task Team members for Lending: Name Specialty Jean-Roger Mercier Team Leader Mohammed Abdou Bekhechi Deputy Team Leader and Legal/regulatory Framework Cynthia C. Cook Socio-economic aspects, including cultural property Luc Lecuit Monitoring & Evaluation Guy-Joseph Malembeti Procurement Joseph Bonlong Financial Systems Georges Visihio Minang Relationship with NGOs and civil society Jack Titsworth Institutions Marthe Malouf-Hardesty Project Assistant

Supervision (from Task Team Members in all Archived ISRs) Names Title Responsibility/Speciality Mohammed Abdou Bekhechi

Lead Counsel Legal and regulatory framework and TTL as of April 1st 2002

Luc Lecuit Environment Specialist TTL till March 30, 2002 and Environment Management Information System Specialist

Emmanuel Noubissié Senior Operation Officer Project Management Jerome Chevalier TTL for the Cameroun

Pipeline Coordination between CAPECE and CCPEP

Marie Francoise Marie-Nelly

Senior Program Manager Cluster Coordinator

Yves Prevost Senior Environment Specialist

Supervision of environmental activities

Cynthia Cook Consultant Environment and social activities Jean Roger Mercier Lead Environment Specialist Environment and biophysical

aspects Isabelle Paris Senior Environment

Specialist Supervision of third component of the project

Guy Joseph Malembati Procurement specialist Procurement William Dakpo Procurement Specialist Procurement Kouami Hounsinou Messan Procurement Specialist Procurement Michel Bakuzakundi Consultant Public health and HIV/AIDs Helene Simone NDjebet Yaka

Operation Analyst Disbursement

Rockya Fofana Consultant Information Systems Ann Davis Gillet Consultant Communication Specialist Fridolin Ondobo Financial Management

Specialist Financial management

Emeran Serge Avouna Biodiversity Specialist Biodiversity

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Angelie Mani Program Assistant NGO liaison Lydie Yangouot Project Assistant Administrative assistance Germaine Mafougong Project Assistant Administrative assistance (b) Staff Time and Cost

Stage of Project Cycle No of staff weeks US$ Thousand ( including travel

and consultant costs) Lending FY99 104,416 FY00 3,166 FY01 91,802 Supervision/ICR FY01 FY02 110,752 FY03 153,826 FY04 167,927 FY05 142,064 FY06 132,807 FY07 126,833 FY08 77,220 TOTAL 1,110,812

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Annex 5 Beneficiary Survey Results

(if any) Not Applicable

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Annex 6 Stakeholder Workshop Report and Results

(if any) Not Applicable

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Annex 7 Summary of Borrower's ICR and/or Comments on Draft ICR

I. HISTORIQUE DU PROJET CAPECE

I.1 CONTEXTE DU PROJET CAPECE Le projet de Renforcement des Capacités de Gestion Environnementale dans le Secteur Pétrolier au Cameroun ou, en Anglais, Cameroon Petroleum Environment Capacity Enhancement (CAPECE), a été conçu dans la perspective d’appuyer la République du Cameroun en vue d’un meilleur suivi du Projet Pipeline Tchad/Cameroun en particulier et du secteur des Hydrocarbures en général. Le Projet Pipeline Tchad/Cameroun (Projet) est une composante du Projet d’Exportation Tchadien (PET), lequel a pour but l’évacuation, à partir des champs pétrolifères de Doba au sud du Tchad vers les marchés internationaux et à travers un Pipeline d’environ 1070 km, d’hydrocarbures. Ce Pipeline traverse le territoire camerounais sur près de 890 km, de la frontière nord-est avec le Tchad, jusqu’au large de l’Océan Atlantique, à Kribi. La durée des travaux de construction du Pipeline, initialement prévue pour cinq (05) ans, a été ramenée à trois (03) ans, permettant sa mise en service en juillet 2003, soit six (06) mois avant l’échéance initiale. Le premier baril de pétrole a été exporté le 03 Octobre 2003 à partir du Terminal du Pipeline (le Komé-Kribi 1). Deux sociétés, l’une de droit camerounais, Cameroon Oil Transportation Company (COTCO) et l’autre, de droit tchadien, Tchad Oil Transportation Company (TOTCO), sont respectivement propriétaires des tronçons camerounais et tchadien de l’oléoduc, dont elles ont assuré la construction et actuellement, mènent l’exploitation et l’entretien. Compte tenu des risques environnementaux liés à la construction et à l’exploitation de ce pipeline, COTCO s’est engagée à prévenir et à minimiser les impacts environnementaux négatifs du Projet à travers la mise en œuvre d’un Plan de Gestion de l’Environnement (PGE), dont le CPSP s’assure de l’effectivité. La République du Cameroun, pour sa part, a créé, en 1997, par décret présidentiel, le Comité de Pilotage et de Suivi des Pipelines (CPSP). Il s’agit d’une structure interministérielle qui a pour mission entre autres de sauvegarder les intérêts du Cameroun dans le cadre des négociations des projets de pipelines, ainsi que lors des phases de construction et d’exploitation de ces ouvrages. A ce titre, il coordonne les interventions des administrations et organismes publics dans les différentes étapes de ces projets, et joue le rôle de facilitateur des relations entre les Promoteurs de ces projets et lesdites administrations. I.2 FINANCEMENT ET OBJECTIFS DU PROJET CAPECE Le projet CAPECE, dont l’Accord de Crédit de la Banque Mondiale a été signé le 14 juillet 2000 et mis en vigueur en mars 2001, a été financé conjointement par la Banque mondiale (5,8 millions de US dollars) et la République du Cameroun (5,2 millions de US dollars). A court et moyen termes, les objectifs de ce projet, dont la mise en œuvre a été initialement prévue sur cinq (05) ans et réajustée, suite à une prorogation intervenue en 2005, à sept (07) ans, sont de deux ordres ; à savoir : (i) Objectif général : Améliorer les capacités de gestion de l’Etat, protéger l’environnement et créer un cadre favorable au développement du secteur privé dans la zone de projet et

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(ii) Objectif de développement du projet : Renforcer les capacités du Gouvernement du Cameroun à minimiser les impacts environnementaux négatifs du PET. I.3 DESCRIPTION DU PROJET CAPECE : Cf. Rapport ci-dessus) II. REALISATION DU PROJET CAPECE II.1 Composante A : Renforcement du cadre institutionnel, légal et réglementaire a) Activités réalisées Activité 1 : Elaboration des projets de textes ci-après :

• Loi relative aux substances radioactives, • Décret modifiant et complétant certaines dispositions du décret n°2005/0577/PM du 23 février

2005 fixant les modalités de réalisation des études d’impact environnemental ; • Décret fixant les modalités de protection de l’atmosphère ; • Décret portant protection des eaux continentales et des plaines d’inondation ; • Décret portant protection du littoral et des eaux maritimes ; • Décret fixant les modalités de protection des sous-sols ; • Décret fixant les modalités et conditions de traitement et d’élimination des déchets ; • Décret portant réglementation des substances chimiques nocives et/ou dangereuses ; • Décret portant réglementation des nuisances sonores et olfactives ; • Décret portant réglementation des zones de sécurité et de la certification ; • Décret modifiant et complétant certaines dispositions du décret n°99/822/PM du 09 novembre

1999 fixant les conditions de désignation des inspecteurs – adjoints des établissements classés dangereux, insalubres ou incommodes et des appareils à pression de gaz et à pression de vapeur ;

• Décret modifiant et complétant certaines dispositions du décret n°99/821/PM du 09 novembre 1999 fixant les conditions d’agrément des personnes physiques ou morales aux inspections, contrôles et audits des établissements classés dangereux, insalubres ou incommodes ;

• Décret modifiant et complétant certaines dispositions du décret n° 99/820/PM du 09 novembre fixant les conditions d’agrément des personnes physiques ou morales à l’exploitation des laboratoires de contrôle de la pollution.

Activité 2 : Formation aux textes juridiques Le CPSP a recruté. le 11 Octobre 2002, le à l’effet de procéder à la dissémination et la diffusion des textes existants déjà sur l’environnement. A cet effet et sous la supervision du CPSP, il a organisé six (06) ateliers au Cameroun (Cf. Formation effectuée dans le cadre du CAPECE en Annexe), auxquels 128 personnes ont participé. Ces ateliers ont été animés notamment par les professeurs KAMTO Maurice et DOUMBE BILLE Stéphane. Les participants auxdits ateliers étaient : les administrations publiques: Ministère de l’Environnement et de la Protection de la Nature (MINEP), Ministère de l’Energie et de l’Eau (MINEE), Ministère des Mines et du développement Technologique (MINIMIDT), Ministère de l’Elevage de la Pêche et des Industries Animales (MINEPIA), Ministère des Transports (MINT), Ministère de la Défense (MINDEF), Ministère de la Justice (MINJUSTICE), Ministère de la Santé Publiques (MINSANTE) ;

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les organismes parapubliques : Société Nationale de Raffinage (SONARA), Société Camerounaise des Dépôts Pétroliers (SCDP), Société Nationale des Hydrocarbures (SNH), Port Autonome de Douala (PAD) ; les Autorités Administratives et Municipales locales et les Chefs traditionnels ; les journalistes, les avocats, des notaires, et autres auxiliaires de justice, les ONG (le Groupe de Concertation et d’Actions (GCA), le Réseau Africain de Lutte contre la Pauvreté). b) Difficultés rencontrées et solutions préconisées Un contrat a été signé le 14 août 2002 entre le CPSP et Consultant américain Kelley Drye and Warren (KDW). Ce dernier, après avoir rédigé les avant-projets de textes, n’a pu mener à terme cette étude en raison de la démobilisation des personnes ressources qui constituaient l’équipe affectée à cette mission. Aussi, en accord avec la Banque Mondiale, le CPSP a procédé au recrutement d’un autre Consultant, le Cabinet local Brain Trust Consulting and Business Inc, pour achever la rédaction de ces projets de textes. Il convient de signaler que ces textes dont la signature n’est pas de la compétence du CPSP, ont été transmis aux administrations concernées pour soumission aux Services du Premier Ministre. II.1.2 Sous-Composante A.2 : Etude de la vision à long terme de la gestion environnementale dans le secteur des hydrocarbures a) Activités réalisées Cette étude a été réalisée par le Groupement Royal Haskoning & Ere Développement dont le rapport final a été soumis au CPSP en novembre 2007. b) Problème rencontré et solution mise en oeuvre Démarrage tardif (2006) de l’étude en raison du long délai pris par le CPSP et la Banque Mondiale pour convenir de l’objet et du libellé de ladite étude. Les deux Parties se sont finalement accordées sur l’objet de l’étude et son libellé. Une liste restreinte des potentiels soumissionnaires a été confectionnée en accord avec la Banque Mondiale et le lancement d’une consultation en vue du recrutement d’un consultant pour la réalisation de l’Etude. II. 2. Composante B : Renforcement des capacités de coordination Pour mener à bien ses missions le CPSP a été organisé en conséquence. II.2.1.1 Présentation du CPSP Placé sous l’autorité de l’Administrateur-Directeur Général de la Société Nationale des Hydrocarbures (SNH), le CPSP comprend : le Comité de Suivi, le Secrétariat Permanent. II.2.1.1.1 Le Comité de Suivi

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Le Comité de Suivi, organe de supervision et de délibération du CPSP, est constitué des représentants des administrations telles que mentionnées dans l’organigramme du CPSP en annexe. Des Experts techniques, en raison de leurs compétences, prennent part aux réunions du Comité de Suivi. a) Activités réalisées Le Comité de Suivi s’est régulièrement réuni tous les six mois en sessions budgétaire et technique, pour arrêter le budget de fonctionnement du CPSP ainsi que les grandes orientations du programme d’activités dont l’exécution est assurée par le Secrétariat Permanent, en collaboration avec les ministères compétents. Depuis la mise en vigueur du Crédit IDA relatif au projet CAPECE en mars 2001 jusqu’au 30 novembre 2007, il s’est tenu 14 sessions du Comité de Suivi. Lors de ces sessions, chacune des Sections (Cf. organigramme du CPSP en annexe) du Secrétariat Permanent présente les activités réalisées et celles en perspective ; Il s’en suit des débats permettant, soit de clarifier certains points de ces exposés, soit de proposer des solutions aux problèmes éventuels posés. b) Difficulté rencontrée et solution mise en oeuvre Certains membres du Comité de Suivi n’ont pas souvent joué pleinement leur rôle de relais entre le CPSP et leurs administrations respectives après les réunions du Comité de Suivi, du fait qu’ils ne se sont pas impliqués assez dans les activités du projet. Une tenue plus fréquente de réunions techniques et thématiques entre le Secrétariat Permanent et certains membres du Comité de Suivi pendant les intersessions, a été préconisée, pour permettre un meilleur suivi de l’évolution des activités du projet et du Secrétariat Permanent. II.2.1.1.2 Le Secrétariat Permanent Le Secrétariat Permanent (SP), à la tête duquel se trouve un Secrétaire Permanent assisté d’un adjoint, est l’organe d’exécution du CPSP. Il comprend six sections (Cf organigramme du CPSP en annexe). Des experts externes sont également sollicités par le CPSP, pour appuyer le Secrétariat Permanent du CPSP en tant que de besoin. Les principales activités ci-après ont été réalisées : a.1 Suivi environnemental

• Suivi et Coordination des actions visant à remplir les responsabilités de la République du Cameroun mentionnées dans le Plan de Gestion de l’Environnement du Pipeline Tchad/Cameroun;

• Elaboration d’une quarantaine de rapports mensuels adressés à la Banque Mondiale ; • Suivi de l’exécution des Compensations régionales et communautaires ; • Suivi et Coordination des procédures de mise à disposition des terrains au Projet, y compris la

gestion du contentieux foncier ; • Préparation et suivi des programmes de descentes mensuelles sur le terrain, des experts des

Unités de Terrain ; • Descentes ponctuelles sur le terrain, pour appuyer les Experts des Unités de Terrain, en vue d’une

amélioration continue de leurs interventions ; • Suivi des activités de la FEDEC.

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a.2 Suivi technique de la construction/exploitation du Pipeline Tchad-Cameroun

• Coordination de toutes les descentes sur le terrain des ingénieurs du MINIMIDT, du MINTP, du MINT et du MINPOSTEL, dans le cadre de la Surveillance Administrative et du Contrôle Technique de la construction/exploitation du Pipeline Tchad-Cameroun ;

• Examen, évaluation et archivage des rapports d’inspection et de contrôles techniques effectués au cours de ces descentes sur le terrain ;

• Réalisation des descentes ponctuelles de supervision des activités des équipes d’ingénieurs assurant la Surveillance Administrative et le Contrôle Technique ;

• Réalisation permanente de la Surveillance Administrative et du Contrôle Technique des enlèvements du pétrole brut au Terminal Komé-Kribi 1 du Pipeline Tchad/Cameroun.

a.3 Passation des marchés et suivi de leur exécution (Cf Tableau du suivi de l’exécution des contrats en annexe) a.4 Suivi de l’exécution budgétaire du CPSP et du Crédit IDA destiné au financement du projet CAPECE Suivi du paiement des factures des Consultants/Prestataires et des dépenses effectuées dans le cadre des Fonds de contrepartie, ainsi que dans le cadre du budget de fonctionnement du CPSP ; Elaboration périodique des états financiers. a.5. Gestion administrative de la mobilisation du personnel assurant la Surveillance Administrative et le Contrôle Technique des travaux de construction, de l’exploitation et de l’entretien du Pipeline Tchad-Cameroun Préparation et traitement des ordres de mission Préparation de la couverture en assurances a.6 Education, Information et Communication : (Cf. II. 2.5) a.7. Coordination dans le cadre du Projet entre les administrations d’une part, et entre COTCO et les administrations d’autre part

• Organisation et tenue de plusieurs réunions avec les administrations publiques et parapubliques, afin de veiller à la synergie de leurs interventions dans le cadre du Projet;

• Organisation et tenue de plusieurs réunions et séances de travail thématiques entre COTCO et les administrations impliquées dans la Surveillance Administrative et le Contrôle Technique des activités du Projet Pipeline Tchad/Cameroun ;

• Organisation des sessions de formation au Cameroun et à l’étranger pour le personnel des administrations concernées.

a.9 Coordination COTCO/ CPSP Tenue d’une quarantaine de réunions de coordination CPSP/COTCO au cours desquelles : les Rapports de COTCO sur l’Environnement et la mise en œuvre du Projet ont été conjointement revus ; les problèmes liés à la santé, à la sécurité et aux aspects socioéconomiques enregistrés au cours du mois de référence ont été solutionnés par les experts des deux Parties.

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Au regard de l’importance des aspects environnementaux dans le Projet Pipeline Tchad/Cameroun, le MINEP a pris part de manière permanente à la plupart de ces réunions de coordination déjà tenues, à travers son représentant au sein des équipe techniques du CPSP. Le MINSANTE, le MINFI, le MINDEF et le MINDAF, ainsi que d’autres administrations en tant que de besoin, y prennent part de façon ponctuelle, lorsqu’un sujet spécifique les concernant est inscrit à l’ordre du jour. b) Problèmes rencontrés : Mise en place tardive de la Commission Spéciale de Passation des Marchés du CPSP en novembre 2001, soit 8 mois après la mise en vigueur du crédit IDA n° 3372 CM relatif au projet CAPECE. Difficultés de libération et de mobilisation des personnels des ministères techniques compétents pour assurer les missions régaliennes relatives à la Surveillance Administrative et au Contrôle Technique des activités du Pipeline, en raison de la forte sollicitation dont ces personnels font l’objet au sein de leurs administrations respectives. La mise en vigueur du droit OHADA au Cameroun depuis le 1er janvier 2003 impose la nécessité d’assurer la migration du système comptable (comptabilité générale, analytique et budgétaire) et la formation du personnel du Secrétariat Permanent du CPSP à ce nouveau système. La collaboration entre la FEDEC et le CPSP a été perturbée dès lors que le CPSP n’a plus été invité aux réunions de cette organisation, en 2001/2003. Cette situation a quelque peu perturbé le suivi régulier que le CPSP doit faire dans le cadre de la mise en œuvre des aspects du Plan de Gestion de l’Environnement (PGE) liés à la FEDEC. c) Solutions mises en oeuvre

• La mise en place du Système de Gestion de l’Information Environnementale (EMIS). La société ISL/RCM a été retenue pour la conception et le développement de ce système et a signé avec le CPSP un contrat à cet effet le 20 février 2003. Depuis lors, les Unités de Terrain du CPSP procèdent mensuellement à la saisie dans ce système des informations environnementales obtenues lors de leurs descentes sur le terrain.

• La sensibilisation des responsables des ministères en vue d’une plus grande implication du personnel concerné dans l’exécution de leurs missions régaliennes.

• L’accélération de la mise en œuvre du Plan de formation. Environ 760 camerounais ont bénéficié formations dans le cadre du Projet CAPECE.

• La migration effectuée par le Cabinet ERNST & Young du système comptable et la formation du personnel concerné du SP/CPSP.

• Le CPSP et COTCO ont tenu des réunions de concertation visant à établir un climat de collaboration adéquat avec la FEDEC. Cette concertation a permis que le CPSP reprenne son assistance technique à cette Fondation, pour un meilleur suivi de ses activités.

• 60 écogardes ont été recrutés par l’administration et affectés dans les Parcs de Mbam Djerem et de Campo Ma’an.

• La FEDEC, avec l’appui du CPSP, procède à la recherche de sources de financement additionnelles de ses activités.

II. 2.2 Sous-composante B 2. Unités de Terrain II.2.2.1. Organisation générale des activités des Unités de Terrain du CPSP

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Les Unités de Terrain sont composées de quatre (04) biophysiciens provenant du Ministère chargé de l’Environnement qui sont basés dans les services déconcentré de ce ministère le long du Pipeline, deux (02) socio économistes (provenant de l’Université de Yaoundé 1 et du Ministère de l’Agriculture) et un (01) expert santé (médecin spécialiste des questions liées au HIV/SIDA) provenant du Comité National de Lutte contre le SIDA, appuyé sur le terrain par cinq (05) médecins (points focaux santé) pendant la construction du Pipeline, et trois (03) depuis l’exploitation de cet ouvrage, désignés à cet effet par le Ministère de la Santé Publique. a) Expériences acquises par le personnel des Unités de Terrain Le suivi effectif de la mise en œuvre du Plan de Gestion de l’environnement du Pipeline Tchad-Cameroun a permis au personnel des Unités de Terrain de renforcer leur expérience dans plusieurs domaines respectifs, en termes de : Travail en équipe ;

• Gestion environnementale et sociale de la construction et de l’exploitation dune infrastructure de grande envergure (suivi-évaluation environnemental) ;

• Organisation et procédures visant à la sécurité au travail ; • Techniques de communication sociale en milieu rural ; • Résolution des conflits en zones rurales ; • Evaluation des campagnes de sensibilisation sur le VIH/SIDA en zone rurale ; • Suivi épidémiologique de certaines maladies en zone rurale.

Dans le cadre de ce suivi, ils ont fait l’expérience de la gestion d’un certain nombre de situations de non conformités environnementales relatives au Pipeline Tchad/Cameroun, parmi celles indiquées ci-joint en annexe. b) Problèmes rencontrés Vu le démarrage tardif des activités du projet CAPECE, les activités de formation des personnels des administrations et du SP/CPSP dans le cadre de ce projet, n’ont pas été mises en oeuvre avant le démarrage des travaux de construction du projet Pipeline Tchad/Cameroun. Les experts biophysiques n’ont pas réalisé des analyses environnementales sur leur propre initiative, parce que le marché relatif aux analyses environnementales prévu dans le projet CAPECE, bien que lancé, n’a pas abouti. Solutions mises en oeuvre La mise en œuvre du Plan de Formation élaboré par le Consultant SOFRECO pendant que le Pipeline était déjà en construction, a été orientée plus vers les activités d’exploitation. Pour la mise en oeuvre de ce plan, le Consultant SOFRECO n’ayant pas assuré cette prestation qui lui était proposée par le CPSP, le CPSP a lui-même réalisé cette activité en signant le 14 mars 2006, une Convention de partenariat avec l’Institut Français du Pétrole (IFP). Cette convention de partenariat portait sur la formation en matière d’inspection et de suivi environnemental des projets pétroliers, du personnel des Administrations impliquées dans la surveillance environnementale du Pipeline, du secrétariat Permanent du CPSP et des membres de la Société Civile (Organisations Non Gouvernementales). Dans le cadre de cette convention, 11 sessions de formation ont été organisées, avec 98 personnes formées. Le processus de lancement du marché relatif aux analyses environnementales a été engagé. Mais, il n’a pas pu arriver à son terme, en raison de l’incompatibilité entre les délais de réalisation de ce marché et

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celui d’exécution du projet. Toutefois, les experts biophysiques ont régulièrement assisté physiquement aux analyses environnementales faites par COTCO. II. 2.4. Activités du Pipeline Tchad Cameroun au 30 novembre 2007 : Le Pipeline Tchad-Cameroun est en phase d’exploitation depuis le 17 juillet 2003, date à laquelle le MINIMIDT a délivré à COTCO, le Certificat de Conformité de cet ouvrage, autorisant sa mise en service. Le premier enlèvement d’une cargaison de Brut a eu lieu au Terminal Kome-Kribi 1, le 03 octobre 2003. Au 30 novembre 2007, 259 enlèvements ont été réalisés, correspondant à un volume net cumulé de 236,34 millions de barils de Brut. La construction du Pipeline Tchad-Cameroun qui s’est déroulée pendant 30 mois, a consisté en huit activités principales toutes suivies à travers la coordination du CPSP :

• L’amélioration de 450 km environ, de routes nécessaires au transport des équipements et matériaux du Projet ;

• La pose du pipeline on shore sur 890 km en territoire camerounais (de la frontière tchadienne à la côte camerounaise à Kribi ;

• La construction des stations de pompage de Dompta et Bélabo et de réduction de pression de Kribi ;

• La pose du Pipeline offshore sur une douzaine de kilomètres, à partir de la côte camerounaise (Kribi) ;

• La remise en état des sites du Projet ; • La conversion à Singapour, du navire servant de Terminal Pétrolier du Pipeline ; • La fabrication en Malaisie du Système d’amarrage du navire ; • L’installation du Système d’amarrage du navire à une douzaine de kilomètres de la côte

camerounais au large de Kribi et l’ancrage de ce dernier sur le navire. II. 2.5 Programme d’Education, d’Information et de Communication (EIC) La mise en œuvre du Programme EIC est assurée par la Section Education, Information et Communication en collaboration avec les autres sections. Les activités réalisées au 30 novembre 2007, ont été menées dans le cadre du Plan Global de Communication (PGC) CPSP/COTCO/Banque Mondiale et , compte tenu des objectifs propres au CPSP, de sa Communication spécifique , avec la publication de « la Lettre du CPSP » (Cf. annexe) et l’ouverture d’un site Web notanmment, L’impact du PGC pendant la phase de construction du Pipeline a été évalué par le Consultant local CIBLE. Un plan de communication spécifique à la phase d’exploitation est en cours de finalisation par le Consultant CN Consulting, recruté à cet effet par le CPSP. S’agissant du PGC, il a été initié pour permettre une cohésion dans les messages et une plus grande efficacité dans la mise en œuvre de la politique de Communication autour du Projet Pipeline Tchad/Cameroun. Le PGC a été conçu par le CPSP, puis discuté avec COTCO et la Banque Mondiale ; et est devenu opérationnel dès son approbation par toutes les Parties. Les principales composantes de ce Plan portent sur des actions menées en direction des diverses cibles intéressées par le Projet Pipeline Tchad/Cameroun, à savoir : Les Populations riveraines, l’Opinion

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Nationale, les Journalistes de la Presse nationale, les Opérateurs Economiques Nationaux, l’Opinion Internationale, l’Administration Camerounaise. Le PGC (Phase de construction du Pipeline dans lequel le CPSP y a joué un rôle très actif) a conjointement été mis en œuvre par le CPSP/COTCO et ses contractants; ces derniers n’intervenant spécifiquement que dans le volet concernant les populations riveraines ou les opérateurs économiques nationaux. II. 2.5.3. Problèmes rencontrés dans la mise en œuvre du Programme EIC Il convient, au préalable, de relever que les termes de références relatifs aux activités EIC du Projet CAPECE correspondent, dans l’ensemble, au Plan de Communication du Projet Pipeline Tchad/Cameroun tel qu’approuvé par les trois parties CPSP/COTCO/Banque Mondiale, et dont la mise en œuvre ne rencontre aucun problème majeur. II. 2.6 Formation Le projet CAPECE prévoyait l’élaboration d’un Plan de Formation et sa mise en œuvre, à l’intention du personnel du CPSP et des principaux Ministères impliqués dans la Surveillance Administrative et le Contrôle Technique du Projet Pipeline Tchad/Cameroun. a) Activités réalisées par le CPSP Le CPSP a procédé le 01 novembre 2002 au recrutement du Consultant SOFRECO pour l’Elaboration d’un Plan de Formation finalisé en juillet 2003. Toutefois, le Consultant n’a pas indiqué au CPSP, les institutions susceptibles de servir à la mise en œuvre de ce plan. Au regard de ce qui précède et de l’indisponibilité de SOFRECO à appuyer le CPSP lors de la recherche d’institutions pour la mise en œuvre du PF, le CPSP a signé une convention de partenariat avec l’Institut Français du Pétrole (IFP) le 14 mars 2006, pour mettre en œuvre certains modules de formation identifiés par SOFRECO. Activités de formation (Cf. annexe) Problèmes rencontrés

• Le retard accusé au démarrage de l’élaboration du Plan de Formation. • Les contraintes de temps, du fait que les personnes concernées par les formations sont également

impliquées dans les activités de suivi du Projet Pipeline Tchad-Cameroun. • Plusieurs instituts de formation n’ont pas donné de suite aux demandes d’organisation de sessions

de formations, formulées par le CPSP. • Difficultés d’obtention des visas pour certaines personnes à former à l’étranger.

c). Solutions mises en oeuvre Priorité aux formations opérationnelles et liées à l’exploitation du Pipeline ; Signature d’une Convention de Partenariat avec une institution de formation spécialisée dans l’industrie du pétrole, à savoir l’Institut Français du Pétrole pour la réalisation de certaines formations dans le domaine de la surveillance environnementale des activités du secteur des Hydrocarbures ; Accroissement du budget affecté à la mise en œuvre du Plan de Formation, en transférant tout ou partie des budgets initialement alloués aux études dont la suppression est proposée par le CPSP, ainsi que les

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reliquats des budgets des autres études, de manière à permettre la réalisation de toutes les formations identifiées dans le Plan. II. 3 Composante C : Renforcement des capacités d’intervention des pouvoirs publics II. 3.1 Sous - composante C.1 : Gestion de la Santé Publique a) Activités réalisées Au 30 novembre 2007, les activités suivantes ont été menées :

• Suivi mensuel sur le terrain, des aspects santé liés au Projet Pipeline ; Tchad/Cameroun, en relation avec COTCO;

• Création et mise en service du Centre de Santé de Dompta ; • Désignation par le MINSANTE, de cinq points focaux de terrain, qui travaillent avec l’expert

santé du CPSP ; • Elaboration d’une carte sanitaire du couloir du Pipeline et formation des utilisateurs de cet outil ; • Acquisition de médicaments, de mobilier de bureau d’équipements médicaux et de laboratoire

pour les Centres de Santé de Dompta, de Bélabo et de Kribi ; b) Problèmes rencontrés Difficulté à améliorer la collecte des données statistiques en matière de santé, à cause de l’inexistence d’une carte sanitaire du projet. Retard enregistré dans le recrutement de l’ONG chargée du marketing social. c) Solutions mises en oeuvre Une carte sanitaire propre au couloir du Projet Pipeline Tchad/Cameroun a été dressée pour le compte du MINSANTE, par le Consultant CEAI retenu à cet effet par le CPSP ; Trois ONG ont été recrutées par le CNLS pour réaliser l’activité d’EIC auprès des populations le long du tracé du pipeline. II. 3.2 Sous-Composante C.2 : Etude du Plan National de Lutte contre les Déversements accidentels des Hydrocarbures (PNLDAH) a) Activités réalisées Le 02 décembre 2002, le CPSP a signé un contrat avec le Consultant sud-africain Csir Environmentek, pour la réalisation de cette étude. En avril 2003, le Consultant a remis le projet de Plan National de Lutte contre les Déversements Accidentels des Hydrocarbures (PNLDAH) au CPSP. Le CPSP a recruté le 15 octobre 2003 le consultant Dr HANY SHALABY, pour l’assister à la validation technique de ce plan. Outre l’assistance de ce consultant, un atelier regroupant le CPSP, les représentants des administrations concernées et la Société Civile, s’est tenu en deux sessions (Yaoundé, Douala) au cours des mois de mars et avril 2004, en vue d’adopter du point de vue technique le PNLDAH. En mai 2006, le CPSP a recruté le consultant Marc LAVENANT pour l’élaboration du Manuel de mise en œuvre du PNLDAH. Le document élaboré par ce dernier a été validé par le CPSP en janvier 2007. Le CPSP a élaboré et soumis pour signature en février 2007, le Projet de décret adoptant le PNLDAH et son Manuel d’Exécution.

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Il convient de signaler que dans le cadre de l’exécution du contrat de CSIR ENVIRONMENTEK, 05 cadres provenant du MINEP, du MINATD, du MINIMIDT et de la SNH ont pris part en juin 2006 en Afrique du Sud, à une session de formation sur la lutte contre les déversements accidentels. b) Problèmes rencontrés / solutions mises en oeuvre Le problème principal rencontré dans la réalisation de cette sous-composante est le retard enregistré dans l’attribution du marché. La suppression du Panel International Consultatif (PIC) et son remplacement par le Consultant HANNY SHALABY, a retardé en raison du processus de recrutement de ce dernier, le processus de validation du PNLDAH. Le Répertoire des données (liste nominative et coordonnées des responsables concernés) et la dénomination de certains Ministères se sont trouvés obsolètes lors de la soumission du projet de décret adoptant le PNLDAH, du fait du long délai qui s’est écoulé la validation technique du plan et l’élaboration de son Manuel d’Exécution. Pour résoudre ce problème, l’actualisation du PNLDAH est en cours. II. 3.3 Sous Composante C.3 : Renforcement des capacités des services concernés de l’Administration a) Activités réalisées

• Formation du personnel de l’Administration : celle-ci est décrite dans le volet formation du CPSP présentée dans la composante B ( B.7).

• Acquisition d’équipements : o Trois motos pour les besoins des écogardes du MINFOF ; o 05 ordinateurs, pour le compte du MINEP, MINIMIDT, MINCULT, MINSANTE et

MINDAF o 04 photocopieurs pour le compte du MINIMIDT, MINDAF, MINEP et la FEDEC. o Matériel et Consommables de laboratoire pour le MINEE et le MINSANTE o Matériel médical et médicaments pour le MINSANTE o Matériel de topographie (GPS) pour le MINDAF

• Acquisition de la documentation scientifique et technique pour les besoins du MINEE (Analyses des eaux et des produits pétroliers).

• Mobilisation, sous la coordination du CPSP, des ressources humaines pour l’exercice des attributions régaliennes des administrations compétentes, dans le cadre de la Surveillance Administrative et le Contrôle Technique de la Construction et de l’Exploitation du pipeline

Les principales structures de l’administration intervenues dans le cadre de la Surveillance Administrative et du Contrôle Technique sont listées en annexe intégrant leur contribution et l’expérience qu’elles ont acquise. II.4 Composante D : Gestion du projet et Suivi-Evaluation II.4.1 Etude relative à la mise en place d’un système EMIS a) Activités réalisées Conception, développement, et installation au CPSP, du Système EMIS, par le Consultant ISL/RCM recruté à cet effet.Toutes ces prestations se sont déroulées avec la participation des inspecteurs de terrain du CPSP, notamment lors de leurs ateliers mensuels de saisie des données dans le système. b) Problèmes rencontrés et solutions proposées

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La saisie des données par les inspecteurs, se fait uniquement au niveau central, au CPSP. Ce qui oblige les intéressés à se rendre qui CPSP à l’issue de leurs descentes sur le terrain. Pour résoudre ce problème, le CPSP a préconisé la décentralisation de l’EMIS en recrutant le Consultant Interface qui a réalisé cette prestation. II.4.2 Etude relative à la mise en place d’un système de suivi-évaluation (MIS) Le Management Information System (MIS) est un système de gestion de l’information qui joue le rôle d’interface entre le système de gestion de l’information environnementale (E-MIS) et le système financier et comptable du Projet. a) Activités réalisées L’étude visant à la mise en place du MIS a été d’un commun accord avec la Banque Mondiale supprimée lors de la Revue à mi-parcours du Projet CAPECE au regard de l’état d’avancement du Projet Pipeline Tchad/Cameroun à cette date. II.4.3 Audits financiers du projet CAPECE La gestion du projet CAPECE prévoyait d’effectuer un audit financier et comptable annuel, pendant la durée du projet (07 ans), par un auditeur indépendant à recruter dans le cadre du projet. A cet effet, ces audits se sont déroulés: juillet 2002 à décembre 2005 par le Cabinet OKALLA AHANDA et ASSOCIES et de janvier 2006 à décembre 2007 par le Cabinet FIDA Conseil. II.4.4 Mise en place d’un Panel International Consultatif (PIC) Le projet CAPECE a prévu que le CPSP ait recours à un Panel International Consultatif, pour des services dans le domaine biophysique, socio-économique et de santé environnementale du Projet Pipeline Tchad-Cameroun. a) Activités réalisées Le CPSP a procédé, en accord avec la Banque Mondiale, au lancement du processus de recrutement d’un Panel International Consultatif (PIC). b) Problèmes rencontrés Retard dans le recrutement du PIC qui devait, entre autres, valider l’Etude d’un Plan National de Lutte contre les Déversements Accidentels d’Hydrocarbures (PNLDAH), et effectuer la surveillance environnementale de la zone côtière. Constat du fait que la majorité des services attendus d’un tel panel n’était plus d’actualité, au regard de l’état d’avancement du Projet Pipeline Tchad-Cameroun. c) Solutions mises en oeuvre Proposition par le CPSP de l’annulation du recrutement du PIC, en application de la clause 2.27 des Directives (Sélection et Emploi des Consultants par les Emprunteurs de la Banque Mondiale) relatives au rejet de toutes les propositions et lancement d’un nouvel avis. En effet, la réalisation de plusieurs missions mises en place pour la supervision des projets Pipeline Tchad/Cameroun et CAPECE a pallié l’absence de ce Panel. Cette supervision a été menée par les équipes du Groupe International Consultatif (GIC), du Groupe d’Apollonia (ECMG), et de la Banque Mondiale, chargée de la supervision du projet CAPECE. Toutes

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ces équipes ont porté à la connaissance de la République du Cameroun, des critiques constructives lui permettant de renforcer ses capacités techniques pour le suivi des projets d’envergure à l’instar du Pipeline Tchad/Cameroun. Recrutement du Dr. HANNY SHALABY, Expert spécialisé dans la gestion des plans de lutte contre les déversements accidentels d’hydrocarbures, pour appuyer le CPSP dans la validation de l’Etude du PNLDAH (cf. Composante C). III. SITUATION DES MARCHES DU CAPECE III.1. Organisation de la passation des marchés L’organisation du processus de passation des marchés se présente comme suit : Les projets de Termes de Référence (TDR) et les spécifications techniques des biens et services à acquérir dans le cadre du projet CAPECE sont élaborés par le Secrétariat Permanent, en collaboration avec les experts des ministères concernés ; Le CPSP, avec l’appui de l’Expert en passation des marchés, élabore les dossiers de consultation ; La Commission Spéciale des Marchés après du CPSP procède au lancement des consultations et à l’évaluation des offres ; A chaque étape du processus, la Banque Mondiale intervenait pour délivrer son avis de non objection pour les marchés éligibles à cette procédure. III.2. Point sur la passation et le suivi des marchés du projet CAPECE au 30 Novembre 2007 (Cf. annexes) III.2.1. Services de Consultants III. 2.2. Acquisition de biens et fournitures IV. VOLET FINANCIER DU PROJET CAPECE IV. 1- Rappel du budget global du projet CAPECE : Le budget global (Investissement et Fonctionnement) du projet CAPECE se chiffre à 11 millions de USD hors taxes, une période initiale de cinq ans qui connaîtra une extension de deux ans supplémentaires. Ce budget est supporté par la République du Cameroun sur fonds propres et un crédit de la Banque Mondiale (guichet IDA) respectivement à hauteur de 5,23 et de 5,77 millions de USD. Soit un total de 7,150 millions de francs CFA (1$ USD = 650 FCFA) équivalant à 4 300 000 Droits de Tirages Spéciaux (DTS) répartis ainsi qu’il suit : acquisition des équipements et des véhicules (650 000DTS) et services des consultants et formation (3 650 000 DTS). IV. 2- Exécution du budget CAPECE par composante : Au 31 décembre 2007, le déroulement des activités du projet CAPECE s’est traduit par une mobilisation des fonds de l’ordre de 8 073,591 millions de francs CFA. Les activités déroulées ont ainsi mobilisés les fonds par composante de la manière suivante :

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Composante A : Renforcement du Cadre Institutionnel, Réglementaire et Juridique (Budget : 1,3 millions de dollars US): Cette composante connaît une consommation budgétaire de 402,528 millions de francs CFA. Les activités réalisées concernent particulièrement les études et les formations liées aux textes juridiques et réglementaires. Composante B : Renforcement des Capacités de Coordination du CPSP (Budget : 2,8 millions de dollars US): Cette composante connaît une exécution budgétaire de 5 198,686 millions de francs CFA, et regroupe certaines études et formations réalisées dans le cadre de cette composante : Composante C : Renforcement des Capacités d’Intervention des pouvoirs Publics (Budget : 5,4 millions de dollars US): Cette composante qui connaît une exécution de 2 224,417 millions de francs CFA, intègre la réalisation de certaines études et formations, ainsi que l’appui apporté à la FEDEC. Composante D : Gestion et Suivi – Evaluation du Projet (Budget : 0,8 millions de dollars US): Cette composante connaît une exécution de 247,960 millions de francs CFA. IV. 3- Bilan du projet CAPECE au 31 décembre 2007 : L’actif pour un montant total de 3 575,512 millions de FCFA représente : Les équipements et matériels (232,039 millions de FCFA) ; Les services des consultants et Formation (3 242,465 millions de FCFA) ; Les disponibilités IDA (98,244 millions de francs CFA) ; Les disponibilités Contrepartie (0,729 millions de FCFA) ; Les créances diverses (charges comptabilisées d’avances) pour 2,035 millions de francs CFA. Le passif pour un montant de 3 575,512 millions de FCFA représente les ressources mises à la disposition du projet et qui ont servi au financement de l’actif ci-dessus depuis le début du projet. Parmi ces ressources, se trouvent : les fonds IDA pour 2 902,235 millions de francs CFA ; les fonds de contre partie pour 5 012,819 millions de francs CFA ; le report de fonctionnement pour – 4 599,087 millions de francs CFA ; les dettes diverses pour 235,899 millions de francs CFA (avance de fonds SNH, charges à payer taxes à reverser) ; autres ressources 23,546 millions de francs CFA (produits vente des DAO, et diverses recettes). IV. 4- UTILISATION DU CREDIT IDA : Eu égard à tous les décaissements effectués par le biais des demandes de remboursement des fonds (DRF) par la République du Cameroun, il ressort un décaissement d’environ 2 753,3 millions de francs CFA tirés du Crédit IDA et repartis comme suit : Acquisition équipements et véhicules : 436 millions de F CFA soit environ 0, 552 millions de DTS ; Services des consultants et formation : 2 317,3 millions de F CFA soit environ 2, 937,05 millions de DTS. V. CONCLUSION / PERSPECTIVES

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Le projet CAPECE, innovant et initié dans un contexte particulier et complexe qu’est celui du Projet Pipeline Tchad-Cameroun, a révélé au cours de sa mise en œuvre, les immenses besoins du Cameroun en matière de moyens de gestion environnementale non seulement dans le secteur des hydrocarbures, mais également dans le secteur des infrastructures. Bien plus, la situation géographique du Cameroun au sein du Golf de Guinée, région d’exploitation pétrolière par excellence, est astreinte aux risques environnementaux majeurs, notamment la pollution par les hydrocarbures au niveau sous-régional. Certes la Clôture du Crédit IDA destiné au projet CAPECE (appui au Programme de renforcement des capacités gde gestion environnementale du Cameroun), est intervenue le 30 novembre 2007. Mais la nécessité de la poursuite du Programme de renforcement est plus que jamais évidente. S’agissant particulièrement du secteur des hydrocarbures au Cameroun et au regard des résultats de certaines études réalisées dans le cadre du projet CAPECE, il se dégage la nécessité de la réalisation d’activités complémentaires en matière de renforcement des capacités de gestion environnementale. Il s’agit notamment :

• Du Plan National de Lutte contre les Déversements Accidentels d’hydrocarbures (PNLDAH) dont la mise en œuvre est subordonnée à : l’acquisition d’équipements de première nécessité, destinés à la lutte contre les déversements d’hydrocarbures, sa vulgarisation ; l’exercice de simulations ; et la mise à jour des plans spécifiques de tous les opérateurs exerçant dans le secteur des hydrocarbures. Par ailleurs, ce moyen de lutte contre la pollution due aux hydrocarbures, a vocation à être partagé avec les autres pays du golfe de guinée au niveau sous-régional, pour faire face aux éventuelles pollutions par les hydrocarbures.

• Du Plan de gestion de la zone côtière et de l’environnement marin, qui devra faire l’objet d’une vulgarisation auprès des administrations compétentes et des communautés concernées.

• Des textes réglementaires relatifs à la gestion de l’environnement, qui devront faire l’objet d’une vulgarisation auprès des organismes en charge du suivi de leur application.

• Du Système de Gestion de l’Information Environnementale (EMIS) développé et mis en place au CPSP, qui a fait l’objet d’une décentralisation pour permettre son utilisation à partir des sites du Pipeline et d’autres projets. Ce système devra s’ouvrir aux autres partenaires, notamment certaines administrations, la Banque Mondiale, et les ONG intéressées à sa consultation.

• De la Carte sanitaire du couloir du Pipeline, qui devra évoluer en prenant en compte les activités nouvelles à réaliser dans ce couloir.

A cet effet, il importe de garder le cadre actuel du projet CAPECE pour permettre au Cameroun, non seulement de pérenniser les acquis dudit projet, mais également et surtout de poursuivre les activités déjà amorcées, en terme de développement des capacités de gestion et de contrôle environnemental et social dans les secteurs des hydrocarbures et des infrastructures ayant une interaction avec le Plan de Gestion de l’Environnement du Pipeline Tchad/Cameroun, notamment la Centrale thermique à gaz de Kribi et ses installations amont; et Barrage de Lom Pangar. Ceci se situerait dans le prolongement de l’esprit et cadre du projet CAPECE et épouserait ses contours notamment ses objectifs globaux et ses composantes initiales auxquelles seraient intégrées les nouvelles activités concernées. Enfin, si le projet CAPECE a réalisé les résultats indiqués ci-dessus, c’est également avec l’appui : non seulement de la Banque Mondiale qui a accepté lors de la revue à mi-parcours de ce projet en 2003, d’alléger certaines de ses procédures en matière de passation des marchés relatives notamment aux non objections de cette institution technique Banque Mondiale ; mais également des responsables du suivi de ce projet au sein de la Banque Mondiale, qui n’ont ménagé aucun effort à cet effet. Cette flexibilité et cette implication effective de la Banque Mondiale sont des éléments déterminants pour la réussite des projets tels que le CAPECE.

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Annex 8 Comments of Cofinanciers and Other Partners/Stakeholders

Not Applicable

46

Annex 9 Review of Contract Treshholds

Petroleum Environment Capacity Enhancement Project-P048204-CAPECE

Prior Review Threshold ($ 000') Initial Thresholds ($ 000')

Current Thresholds ($ 000')

Date of revision - April 8 2004 WORKS Non No contract GOODS 50 150

CONSULTANTS (Firms) 50 100 CONSULTANTS (Individuals) 50 50

Petroleum Environment Capacity Enhancement Project-P048204-CAPECE (TABLE II)

Threshold ($ 000') Initial Thresholds ($ 000')

Current Thresholds ($ 000')

Date of revision - April 8 2008 NCB Threshold for goods 100 200

Shopping Threshold for goods 20 50 Short list comprising national consultants threshold

(Consulting firms) 50 100

Consultants' Qualification Selection Threshold 30 50

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Annex 10 Status of the Action Plan following the Recommendations of the Inspection Panel as approved by

the Board of Directors of the World Bank

No. Recommendations of the Inspection Panel Status of Implementation 1 (a) The International panel of experts should be recruited to help

with: (i) review of the NOSRP; (ii) monitoring of the implementation phase of the offshore portion of pipeline construction and the operationalization of the offloading facility; (iii) implementation of the training program; and (iv) monitoring of pipeline operation in high risk zones (b)The long term vision study should be launched in order to draw lessons from the experience of the social and environment management of the CCPEP and prepare a long term plan for a framework of the environment and social management plan for hydrocarbons projects in Cameroun. This study should be launched in 2003

(a) Partly Implemented. The WB management has concluded that individual independent experts, rather than a Panel per se, would provide value-added work and not duplicate the efforts of the ECMG and the IAG. These experts were recruited. (b) Implemented .The long term vision study was completed in July 2007 and included the framework for an environment and social management plan for hydrocarbon projects

2 Prepare a socio economic survey to try to, ensure the impact of the pipeline on the population living along the corridor and assess its sustainability

Implemented: An extensive socio e-economic study was completed in 2007 with the assistance of an International firm TECSULT

3 __ 4

Analysis of the cumulative impacts as well as the preparation of a regional impact evaluation of the pipeline project, The NOSRP should also simulate the cumulative impacts including those that could be generated from riparian countries that have petroleum activities in the Gulf of Guinée ______________________________________________________ The long term study mentioned in 1. Above should also simulate the long term impacts on the Cameroonian economy and its social, economic and environmental impacts.

Implemented. A comprehensive study was undertaken by a consortium of academia and a national consulting firm ENVIREP for assessing the cumulative and social impacts of the Kribi Bay as well as the assessments of the adverse impacts created by the offshore petroleum and gas exploration and exploitation. A plan for marine biodiversity conservation and coastal zone management was prepared and adopted after a lengthy consultation process. __________________________________ Implemented: The long term vision study developed by a reputable international consulting firm included the description of the long terms economic, socio- economic and environmental impacts and provided recommendations and options to avoid and/or at least mitigate them.

5 The MTR should revise the project schedule in order to overcome the delays of implementation and insufficiencies in the monitoring and control of the EMP implementation

Implemented: The MTR mission took place in July 2003 and revised the implementation and procurement plans in order to speed up the implementation of the activities.

6 The NOSRP should be validated with other sectors so that it could be implemented including by COTCO which has specific oil spill response plans on its off shore pipeline. The NOSRP should be made public in order to inform the citizens and be disseminated through the Info Shop and;

Partly Implemented. The NOSRP was discussed in a workshop involving national and local stakeholders, COTCO and NGOs in April 2004. The NOSRP was endorsed by all stakeholders but has yet to be formally approved and made law by Government. The NOSRP was made public and is available at the info shop

7 The control of water quality along the pipeline corridor is an activity Implemented: A water quality study was

48

that should be strengthened and maintained undertaken and COTCO and regional field units are monitoring the water quality

8 An effective coordination between PSMC,MINEF, FEDEC and COTCO is essential for the effective implementation of the compensation plan for the M’Bam Djerem and Campo- Ma’an

Implemented. Management plans for both parks were prepared. The management plan for Campo Maán is under implementation while the plan for M’bam & Djerem was prepared, publicly discussed and disclosed and is being formally approved by the Government

9 The bridge on the Lom River should be removed to avoid induced access to the Deng Dong Forest and the destruction of biodiversity and natural habitats

Implemented. The bridge was removed

10 Communication and Awareness campaigns before and after the construction in collaboration with the Bank and COTCO

Implemented. Cooperation between civil society, COTCO and PMSC were agreed during a tripartite dialogue workshops attended participants representing Government, Pipeline Project Company and other stakeholders. A communication strategy was prepared, and project was instrumental in raising awareness on health, safety and social impacts

11 -Development of a health map -Provision of medical equipment to heath centers along the pipeline route -Establishment of a mechanism of awareness and educations of the population living along the pipeline corridor

Implemented: -The health map was completed and is being used by Ministry of Helth for the purpose of healt conditions monitoring in the Pipeline corridor, -Medical equipment provided by CPSP to four health centers including one dedicated to Indigenous Peoples Groups in Lolodorf area -Awareness campaigns were implemented with the assistance of two local NGOs

12 Ensure that compensations were made before undertaking social closure

Partly Implemented. A study on the socio economic conditions showed that 95% of compensation were paid.

13 Ensure that the indigenous people have access to hunting fields and strengthening the control of implementation of the IPP by FEDEC

Implemented. Management Plan for the Campo Maán National Park was prepared and confirms rights of indigenous peoples groups to access its resources for their own livelihood. CPSP continued to monitor II implementation by FEDEC and issued a comprehensive report based on a workshop held in Kribi in 2006 with the participation of all stakeholders. The report mentions the risk of lack of sustainable financing of IPP implementation in the long run.

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Annex 11

List of Documents Consulted.

1. Project Appraisal Document of CAPECE, Report No 19627-CM, 30 March 2000 2. Development Credit Agreement, CAPECE, Credit number 3372 CM, 14 July 2000 3. Implementaion Completion Report, Petroleum Development and Pipeline Project, Report No 36560-TD, December 15, 2006 4. Implementation Completion Report, Chad- Petroleum Secotr Management Capapcity Building Project, June 30, 2007 5. Technical Assistance in the PREM Portfolio: Stocktaking and Lessons Learned (2001) 6. Capacity Enhancement -Focus on Implementation for Results, World Bank Institute, (January, 2003) 7. Country Level Environmental Diagnostic Tools in the World Bank - Summary of a Review, Environment Department, (2002) 8. World Bank Experience with Country Level Environmental Diagnostic Tools: Review and Lessons Learnt (draft), Environment Department, (2002) 9. Assessing Environmental Policy, Regulatory, and Institutional Frameworks, Magda Lovei and Poonam Pillai, Environment Department, (2002)

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Annex 12

List of Contact Persons World Bank Staff. Marjorie Anne Bromhead, Sector Manager, AFTEN Mohammed Bekhechi, Task Team Leader, CAPECE Emmanuel Noubissié, Senior Country Officer, AFRVP Luc Lecuit, Senior Operation Officer, EAPCO Yves Prevost, Senior Environment Specialist, AFTEN Fridolin Ondobo, Financial Management Specialist, Country office, Yaounde Helene Simone NDjebet Yaka, Operation Analyst , Country Office, Yaounde Kouami Hounsinou Messan, Procurement Specialist, Country Office, Yaounde Project Counterparts in Cameroon. A. Ndun Broh, SP/PMSC S. Minkeng, CS&ETS/PMSC René Biliok A,CS IMRC/PMSC M. Mezouge, SAC/PMSC Christian Mson, SEF/PMSC Justin Perida,SEF/PMSC Samuel Nguiffo, Directeur, Centre Environnement et Développement Honoré Ndoumbe Nkotto, Directeur, Fondation Camerounaise d’Action Rationale et de Formation sur l’Environnement (FOCARFE) Ernest Bodo-Abando, FEDEC Beleme Baialoa, FEDEC Josephine Kemegni, FEDEC Celestin Mbargua, (RAPID) Gaston Ndoh (RAPID) Ebwe Le Fils Le Roy, MINEP (Directeur des Politiques Environnementales) Jacky Gruat,Directeur du PGE, COTCO Antoine Anatole Nkolo Biyidi,INTERFACE Ebénézek Ngongang Meppa, Consultant de Gestion de l’Environnement

This map was produced by the Map Design Unit of The World Bank.The boundaries, colors, denominations and any other information shownon this map do not imply, on the part of The World Bank Group, anyjudgment on the legal status of any territory, or any endorsement oracceptance of such boundaries.

Mbam-Djerem

National Park*

Campo-Ma’anNational Park**

Pump Station#3

Pump Station #2

Oil FieldDevelopment Area

Belabo

Bertoua

GarouaBoulai

MeidougouMeiganga

Babongo

Ngaoundéré

Touboro

Mbai Mboum

Dompla

Ngaoundal

Douala

Garoua

Moundou

Doba

Goré

To Bossangoa

Goyoum Deng Deng

BetareOya

Dang

Bipindi

Lolodorf

Kribi

Yaoundé

NangaEboko

Ayos

Bafoussam

Mbalmayo

Batouri

Ndokayo

MalarbaTibati

Banyo

Nkambe

Kumbo

Foumban

Dschang

Mamfe

Nbengwi

Wumo

Nguti

SupéNkongsamba

Bafang Bangangté

Kumba

Yabassi

Idenao

Mundemba

LimbeEdéa

Monatélé

Ntuj

Bafia

Tignére

Mounguel

TcholliréGuibjibaPoli

Sangmélima

Akonolinga

Abong Mbang

Lomié

Bamenda

Marineterminal

10° 15°

15°

10°

5° 5°

N I G E R I A

C E N T R A L

A F R I C A N

R E P U B L I C

CONGO

G A B O N

EQUATORIALGUINEA

EQUATORIALGUINEA(Bioko)

C H A D

C A M E R O O N

G u l f o f

G u i n e a

15°0°

0° 15°

15° 15°

0° 0°

N I G E R

A L G E R I AL I B Y A

M A L I

BURKINAFASO

GHANA

TOG

OBE

NIN

C H A D

S U D A N

N I G E R I A

CAMEROON

CENTRALAFRICAN REP.

EQ. GUINEA

GABON DEM. REP.OF

CONGO

CONGOSÃO TOMÉAND PRINCIPE

Area ofmap

G u l f o fG u i n e a

L. Chad

0 40 80 120 160 KILOMETERS

0 20 40 60 80 100 MILES

CAMEROONPETROLEUM ENVIRONMENTCAPACITY ENHANCEMENT

PROJECT

NATIONAL PARKS

INDICATIVE INDIGENOUS PEOPLE PLAN AREA

PIPELINE ROUTE

PUMPING STATIONS

MAIN RIVERS

SELECTED TOWNS

PAVED ROADS

RAILROADS

NATIONAL CAPITAL

INTERNATIONAL BOUNDARIES

FEBRUARY 2000

IBRD 30660

OFFSET:* boundaries of OFFSET correspond to boundaries of National Park.

** boundaries of OFFSET are within boundaries of National Park, but not yet fully determined.