The Challenges of Urban Planning in Cameroon in The Era of Decentralization. Case Study Bamenda 2 Council

TABLE OF CONTENTS
TABLE OF CONTENTS.................................................................................................................i
LIST OF FIGURES........................................................................................................................iii
TABLE OF ACRONYMS AND ABBREVIATIONS...................................................................iv
DEDICATION.................................................................................................................................v
ACKNOWLEDGEMENT..............................................................................................................vi
ABSTRACT..................................................................................................................................vii
RESUME......................................................................................................................................viii
GENERAL INTRODUCTION......................................................................................................ix
CHAPTER 1: History, Location, Organization and Functioning of the Bamenda II Council........1
1.0 Historical background and Evolution of Bamenda II............................................................1
Population....................................................................................................................................2
1.1 Geographical Location of the municipality of Bamenda II...................................................2
1.2 Organization and Functioning of the Municipality of Bamenda II.......................................3
1.3 Functioning of the Bamenda II Council................................................................................5
Chapter 2: Internship Report.........................................................................................................22
2.0 Reception and task carried out.............................................................................................22
2.2 Difficulties encountered, recommendation and benefits.....................................................26
CHAPTER 3: The Challenges of Urban Planning in the Era of Decentralization in Cameroon:
Case study Bamenda II Council....................................................................................................29
INTRODUCTION.....................................................................................................................29
3.0 Definition of concepts..........................................................................................................29
3.1 Historical Evolution of Urban Planning in Cameroon........................................................30
3.2 Actors of Urban Management in Cameroon........................................................................32
3.2.2 Non-institutional actors of urban management in Cameroon...........................................35
3.3 Research problem................................................................................................................36
3.4 Significance of the study.....................................................................................................36
3.5 Case study: Urban planning in the municipality of Bamenda II.........................................38
3.6 Measures of controlling urban planning in the municipality...............................................41
3.7 Urban planning challenges faced by the Bamenda II Council............................................41
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3.8 Recommendations and conclusions.....................................................................................42
Conclusions................................................................................................................................43
REFERENCES..............................................................................................................................44
APPENDIX....................................................................................................................................45
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LIST OF FIGURES
Figure 1:Map of the Bamenda1 II Council within Cameroon/Northwest Region……………2
Figure 2: organic chart of the Bamenda II Council……………………………………………4
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TABLE OF ACRONYMS AND ABBREVIATIONS
ARMP Agence de Regulation des Marches Publics
AFD Agence Francaise de Developpement
AfDB African Developement Bank
CCA Council Community Animator
CDO Chief Development Officer
CFO Chief Financial Officer
DO Divisional Officer
IT Information and Telecommunication
MAETUR Mission D’equipement et D’amenagement des Terrains Urbains
et Rureaux
MINCAF Ministry of State Property Surveys and Land Tenure
MINDUH Ministry of Housing and Urban Development
NGO Non-governmental Organisation
SIC Societe Immobiliere du Cameroun
UNDP United Nations Development Program
WB World Bank
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DEDICATION
I dedicate this work to Mr. JEAN MARK YIMGA and I appreciate his efforts.
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ACKNOWLEDGEMENT
I acknowledge to the following personalities, without which this work will not be possible.
The Lord Mayor MR. CHENWI PETER and his Deputies, 1 st Deputy MR. TSE LOUIS
ANGWAFO, 2nd DEPUTY, JOKO FRIDA, for welcoming us at The Bamenda II Council.
NGAM VICTOR CHIA, The Secretary General and MADAM GERALDINE, Service Head of
the General Affaires for coordinating our internship program from start to end, MBAH
CHARLES T. Ph.D. Chief Development Officer for being my field supervisor and following up
the internship project. Appreciations to the rest of the Staff of Bamenda II for being available
and ready to attend to our worries when necessary.
Thanks to Senator Mamoudou Mazadou President of the Directorate Council of CONCEPT and
of the Steering Committee for PAAD – CAMEROUN/ PARLEMENT (Parliamentary
Decentralization support and assistance program in the Republic of Cameroon) and Mr.
HYACINTHE MBA MBO Executive Sectary of CONCEPT, for bringing up this training
opportunity, Thanks to the Director of CIFADDEG Mr. NKENGANYI THADDEUS FONGE
and staff. for their efforts put in to make sure we were successful.
Thanks goes to my academic supervisor Ph.D. SILAS EKOTI PALLE Expert in Organizational
Development and Management.
Finally, to TCHATER’S family and most importantly to the YIMGA family for providing the
moral and financial support needed through this program.
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ABSTRACT
Urban planning is a discipline of geography and architecture whose aim is the development and
organization of cities and their surroundings. Despite the urban disorder observed in Third World
cities in general, and in Cameroon in particular, urban planning is considered as a legacy of the
German colonial period and had its own specificities. After independence on January 1, 1960,
the young Cameroonian state became aware of the need for planning to build viable and
attractive cities. The State of Cameroon moved from centralized urban planning to decentralize
urban planning, implemented by a multitude of actors in charge of urban issues. In Cameroon,
the State devolved certain powers to Councils among which is urban planning and housing. The
Technical Service is in charge of urban planning in the Bamenda II council and works with
certain documents which are also prescribed by the law governing urban planning. The
challenges of urban planning in Cameroon began way back during the period of centralized
urban planning period of 1973. characterized by proliferation of slums. In addition to these
challenges the Bamenda II Council faces armed conflict that started in 2016 till date. This
research proposed solutions to the council and to the state so as to ameliorate the urban planning
system in the municipality and the Nation as a whole.
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RESUME
L'urbanisme est une discipline de la géographie et de l'architecture dont le but est le
développement et l'organisation des villes et de leurs environs. Malgré le désordre urbain observé
dans les villes du tiers-monde en général, et au Cameroun en particulier, l'urbanisme est
considéré comme un héritage de la période coloniale allemande et avait ses propres spécificités.
Après l'indépendance le 1er janvier 1960, le jeune Etat camerounais prend conscience de la
nécessité d'aménager pour construire des villes viables et attractives. L'Etat du Cameroun est
passé d'une planification urbaine centralisée à une planification urbaine décentralisée, mise en
œuvre par une multitude d'acteurs en charge des questions urbaines. Au Cameroun, l'Etat a
délégué certaines compétences aux Communes dont l'urbanisme et l'habitat. Le Service
technique est chargé de l'urbanisme dans la commune de Bamenda II et travaille avec certains
documents également prescrits par la loi régissant l'urbanisme. Les défis de l'urbanisme au
Cameroun remontent à la période d'urbanisme centralisé de 1973, caractérisée par la prolifération
des bidonvilles. En plus de ces défis, le Conseil de Bamenda II est confronté à un conflit armé
qui a commencé en 2016 jusqu'à ce jour. Cette recherche propose des solutions susceptibles
d'améliorer le système d'urbanisme de la commune.
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GENERAL INTRODUCTION
The Parliamentary Decentralisation Support and Assistance Program in Cameroon (PAAD-
CAMEROON), developed a project termed Human Resource Development Project for Regional
Authorities, abbreviated in the French language as (Project DRH-Regions) so as to provide
Regional Authorities with trained personnel in order to support the decentralisation process. The
steering committee of PAAD-CAMEROON partnered with The International Applied Training
Centre in Democracy, Development, Ethics and Governance, with its French acronym
(CIFADDEG) in other to train candidates in the field of Regional Administration. In addition,
CIFADDEG is a vocational training institute of the Multinational University of Ambam (UMA)
approved by the Government of Cameroon by Order
No217/MINEFOP/SG/DFOP/SDGSF/SACD of the 21st October, 2009. This training lasted 6
months which consisted of three months’ theory and three months of practical. The practical
sessions would enable the student to gather experience in the professional milieu and also to
exercise theoretical knowledge. At the end of the internship, the student is required to produce an
internship and a project report. To satisfy this need, the report and the project with the title “The
Challenges of Urban planning in the era of decentralization: Case study Bamenda II Council “,
was developed based on information collected on the field from the 29th of November 2022 to the
29th of April 2023.
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PART ONE:
GENERAL PRESENTATION OF THE
ENVIRONMENT OF BAMENDA II COUNCIL
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CHAPTER 1: History, Location, Organization and Functioning
of the Bamenda II Council
1.0 Historical background and Evolution of Bamenda II
The origins of the city of Bamenda are related to the settlement of the Tikar who culturally
forged and maintained relations with the Kingdom of Bamoun in the 1700s. In 1884, the city was
adminidtered by Germany until 1916 when it was administered by Great Britain and France. In
1919, the administration of Northwest Region and thus the city of Bamenda became only British.
In 1961, the region joined the Cameroon.
Furthermore, the Bamenda II Council was created by Presidential Decrees No2007/115 of 13

April 2007. With the acceleration and deepening of the decentralization process in Cameroon by
relevant texts that is, Law No. 2004/017 of 22nd July 2004 on The Orientation of
Decentralization and Law No. 2004/018 of 22nd July 2004 to lay down Rules Applicable to
Councils respectively as well as subsequent instruments thereto. Bamenda II Council is made up
of Mankon, Mbatu, Chomba and Nsongwa villages following Decree 74.23 of December 5th
1974, which organizes the municipalities but were not applied until 1977.
Evolution; The Bamenda II council was created by the Presidential Degrees No 2007/115 of 13
April 2007. From the date of creation, the Bamenda II Council has been headed by the following
administratiors under the regime of SDF (Social Democratic Fund.
Mayor: BALICK AWA FIDELIS (pioneer mayor) from 2007 to 2013
1st deputy Mayor: ACHIRI ADE BEATRICE 2rd deputy Mayor: FONGUH JOSEPH
From the 2013 to 2020 after the first re-election
Mayor: BALICK AWA FIDELIS from 2013 to 2020
1st deputy Mayor: FONGUH JOSEPH 2 rd deputy Mayor: ACHIDI BEATRICE

AKOSARI
From the second re-election 2020 to present under the regime of CPDM
Mayor: PETER CHENWI from 2020 to present
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1st deputy Mayor: TSE LOUIS ANGWAFO 2rd deputy Mayor: JOKO FRIDA
Population
According to the 2005 census, the population of Bamenda II Council was 201,764 inhabitants.
With an average annual growth rate of 2.54% from 2005 and 2019, the population of Bamenda II
Council by 2019 was projected to be 261,285 inhabitants. It is important to note that new
quarters have been created; firstly, by splitting some of the old ones and secondly, the creation of
new settlements at the peripheries of the town due to urban expansion. The population figures of
the new quarters are either incorporated into the old ones or the figures do not exist. The Mankon
Fondom took up the initiative to carry out a census. Its results are still awaited.
1.1 Geographical Location of the municipality of Bamenda II

The Bamenda II Council area is delineated by the Bamenda II Sub-division, one of the seven
administrative units (Sub-divisions) of Mezam Division in the North West Region of Cameroon.
It lies between latitudes 5°52'52" and 6°4'03" North of the equator and longitudes 10°2'02" and
10°10'10" East of the Greenwich Meridian. This council area is bordered by six councils, Bafut
to the North, Bamenda III and Bamenda I Councils to the East, Santa Council to the South and
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then Bali and Mbengwi Councils to the West.
Figure 2:Map of the Bamenda II Council within Cameroon/Northwest Region1
1.2 Organization and Functioning of the Municipality of Bamenda II

1.2.1 Organization
The Bamenda II council is organized as follows:
1. Municipal executive: The Mayor and Deputies constitute the council executive. The
mayor who is elected amongst his peers is the head of the council executive. Assisted by
deputies, the mayor’s cabinet is made up of.
•Private sectary
•Communication, cooperation and local partnership
•Stores Accounting
•Council Investment Board
•Council treasury
•CFO
2. General Secretariat: It is put under the Secretary General with rank of as such, he is
appointed by the Minster in charge of local development. The services under the
secretary general are:
 Mail and Registration Bureau
 IT Unit Bureau
 Civil Status Service
 CDO
 CCA
3. General Affairs Service: The service is headed by a Service head. It comprises of the
following bureaus.
 Human Resources Bureau
 Litigations and Insurance Bureau
1
Council Development Plan for Bamenda II Council, December 2020.
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 Documentation and Records Bureau
4. Economic and Financial Service: Headed by a Service head. It comprises the following
bureaus.
 Budget and Finance Bureau
 Procurement and Program Bureau
 Economic Promotion Bureau
5. Technical and urban development Service: Headed by a service head. It comprises the
following bureau
 Town Planning and Construction Bureau;
 Road Infrastructure and networks Bureau
 Property maintenance and Repair Bureau
6. Hygiene, Sanitation and Environmental Service: Headed by a Service head, Sanitation

and Environmental Service. It comprises of the following bureau
 Hygiene and Sanitation Bureau
 Civil and Environmental Protection Bureau
7. Social and Cultural Service headed by a Service head comprises the following bureau
 Education, Culture and National Languages Development Bureau.
 Youth, Sports and Leisure Bureau
1.2.2 Organizational chart of the Bamenda II Council
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The figure below represents the organizational chart of the Bamenda II council. It shows the
various services and bureaus of the council.
Figure 2: organic chart of the Bamenda II Counci
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1.3 Functioning of the Bamenda II Council
The Services and Bureaus of the Bamenda II council function in the following ways
1. The Mayor's Cabinet The carbonate of the Mayor is made up of:

The Private Secretariat,
The Private Secretariat is headed by a Private Secretary with rank Service Head, this office is charged
with the following duties:
 Type and print documents;
 Draft mail projects on request;
 Classify and keep documents in order;
 Edit documents;
 Process mail;
 Receive and inform the public;
 Receive and forward telephone calls;
 Ensure protocol for the mayor and assistant mayors
Communication, Cooperation and Local partnership.
Place under the authority of a Service Head, the Public Relations Officer charged with the following
duties:
 Formulate and propose a municipal communication strategy;
 Advice and assist council officials and elected representatives in communication;
 Establish and maintain relations between the Municipality and the Media;
 Give a good image of the municipality through adequate communication;
 Broadcast information on council activities;
 Write and broadcast press releases on council activities;
 Write press reviews for council officials and elected representatives;
 Organize conferences and press briefings.
 Assist and advice the Mayor and elected officials in the execution arid management of twinning
and Cooperation agreements;
 Assist the services concerned by the external agreements and partnerships;
 Ensure the due performance of the agreements;
 Draft cooperation projects with external partners;
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 Carry out the follow-up and evaluation of the implementation of the twinning and co operations
agreements;
 Bring support to external partners within the framework of the management of twinning and
cooperation agreements
Stores accounting.
Place under the authority of the Stores Accountant with rank of Service Head, this office is charged
 Participate in the supply of the service with equipment and materials:
 Record and hold a file on movable and immovable property;
 Follow-up their use;
 Receive and manage stocks of supplies;
 Make inventories:
 Assess the quality of equipment and material.
Council Investment Board.
Place under the authority of a Service Head, the Council Investment Board is charged with the
following duties:
 Develop and implement an investment policy for the council
 Program and execute investment programs
 Work with other investment stakeholders in exploiting investment opportunities
 Advice the mayor on Investment opportunities and the creation of an investment friendly
environment
 Manage and safeguard Investment portfolios during the execution period
 Analyse the projects applied for promotion, inspect and control, and evaluate the investment of
the promoted projects;
 Study and survey for investment, produce Investment feasibility report, plan and promote
investment, and assist in solving problems for Investors
 Supervise, monitor and communicate on investment projects done by the council
The organisation functioning of this board shall be precise by a Municipal Order.
Council Treasury.
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Place under the authority of a Service Head the Municipal Treasurer; this office is charged with the
following duties:
 Locate taxpayer
 Distribute revenue orders and tax notices
 Apply established prosecution acts;
 Collect taxes, charges and other fees;
 Collect the selling costs of tickets of fees for occupation of spates in hails, markets and motor
park,
 As well as other fees
 Transfer revenue to council treasury or coffers:
 The office of the municipal treasurer shall consist of the following bureaus:
Council Finance Officer.
Place under the authority of a Service Head the Council Finance Officer, this office is charged with the
following duties:
 Implement the computerization of the management systems of the Council;
 Keep records of basic accounting to enable the production of accounts;
 Assist in the preparation the council budget;
 Prepare the procurement plan and follow up its execution in conformity with the procedure,
 Follow up and exploit local tax surveys, studies and other such actions aimed at increasing
council incomes;
 Propose strategies for council tax collection.
 Input basic accounting entries onto a specific software;
 Maintain and control aspects of the file for the award of contracts for the attention of the
contracting authority;
 Participate in the preparation of the procurement plan;
 Identify the tax pillars of the council;
 Propose organizational and technical solutions aimed at improving the tax base;
 The collection and recovery of local taxes.
2. Secretariat General.
Place under the authority of a Service Head the Secretary General is charged with the following duties:
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 Assist the Mayor in implementing council policy
 Assist the Mayor in his administrative duties
 Coordinate and organize council services
 Represent the local authority as appropriate
 Coordinate the activities of council directors and service heads
 Represent the Mayor at some internal and external meetings of the council institution
 Make recommendations on some issues related to council administrative management
 Prepare the instruments and decisions of the Mayor after verifying their legality
The secretariat general comprises the following bureaus:
• Mall and Registration Bureau
Place under the authority of a Chief of bureau with the following duties:
 Collect, handle, conserve and make information available;
 Record documentation needs of Services (books, journals, etc.) and organize their collection,
 Circulation and conservation;
 Receive documents and different instruments of council services and put them at the disposal of
applicants;
 Carry out filing in other to facilitate investigations;
 Establish forms per document, index, codify and classify the fields
 Find all relevant documents and make them available;
 Secure council archives;
 Receive documents and various council Instruments which are to be filed:
 Maintain appropriate records of these documents
IT Unit
Place under the authority of a Chief of bureau with the following duties:
 Identify the needs in computerized solutions and participate in the formulation of computer
equipment
 Plans, the definition of equipment and software;
 Design and establish programmes relevant to the needs;
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 Design and organize data bases as the need arises;
 Configure the software and programmes acquired and write their directions for use
 Follow-up the exploitation of applications, organize and supervise typing and file updating
works;
 Diagnose software faults and fix them where possible;
 Train the personnel on the use of the application,
 Participate in the administration of the computer network;
 Make, design the interface of the Web site;
 Ensure the update of information on the website.
(CDO) Council Development Office.

It’s put under the Council Development Officer with rank of chief of service, this office is charged with
the following duties!
 Planning and programming of the Council's medium- and short-term activities;
 Participating in monitoring and evaluation of the implementation of the CDP;
 Promoting of local economy
 Following up socio environmental aspects in the implementation of activities
 Assisting the SG In coordinating developmental activities with the different services of the
council
 Working in close collaboration with the CFO to harmonize council activities. The office of the
CDO is assisted by the Council Community Animator (CCA) with rank of chief of bureau with
the follow up of the implementation of local solutions in the communities.
3. General Affairs service.

Placed under the chief of service, with rank as such, this service is charged with the following duties:
 Assist the Secretary General in administrative duties
 Assist the other services in terms of logistics;
 Satisfy the various logistical needs:
 Seek all material solutions enabling to improve working condition,
 Ensure the proper equipment of all service,
 Put council logistics at the disposal of outside third-party, as the need arise,
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 Assess the needs for the smooth functioning of services.
 Ensure via the bureau concerned, the council's human resource management
 Ensure via the bureau concerned, the management of litigations and insurances
 Ensure via the bureau concerned, the documentation and recording of council activities
The service of general affairs comprises of the following distinctive bureaus:
Human Resources Bureau.
Placed under the administration of a chief of bureau, this office is charged with the following duties,
 Manage and follow-up the administrative career of personnel;
 Implement and enforce the staff legal rules and provisions;
 Ensure the respect of labour standards;
 Identify the training needs and seek adequate training for the benefit of the agents;
 Follow-up the personnel and evaluate their performances;
 Design a human resources and recruitment policy.
 Implement and follow-up decisions relating to the career and payment of agents
 Prepare and update the personnel tile;
 Organize training actions.
Documentation and Records Bureau.
Placed under the administration of a chief of bureau, this office is charged with the following duties:
 Collect, handle, conserve and make information available;
 Record documentation needs of services (books, journals, etc.) and organize their collection,
circulation and conservation;
 Receive documents and different instruments of council services and put them at the disposal of
applicants;
 Carry out filing in other to facilitate investigations:
 Find all relevant documents and make them available;
 Secure council archive,
 Receive documents and various council instruments which are to be filed:
 Maintain appropriate records of these documents;
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Civil Status and Population Growth.
Place under the authority of a service Head, the Civil Status and Population Growth Service. charged
 Participating in the definition of strategic population orientations;
 Advise and secure at administrative and legal levels;
 Receive and inform the public;
 Organize the follow-up of the register of voters and elections;
 Organize the census of the population carry out regular and legal watch;
 Assess the population policy of the area;
 Promote the service:
 Supervise cemetery managers.
 Coordinate the work of civil status agents;
 Fill in the civil status registers,
 Receive civil status petitions and table them;
 Issue civil status certificates: marriage, death and birth certificates;
 Supervise the work of civil status workers
 Supervise, control and sign civil status documents by delegation:
 Assist the registrar during marriage celebrations;
 Fill in the registers;
 Prepare certificates and other civil status documents for signature: birth certificates; marriage
certificates and death certificates;
 Inform the public;
 Issue certificates once they are signed;
 Assist the registrar and clerk during marriage celebrations.
 Table burial applications;
 Allocate areas for burial;
 Keep the registers of burial manage the cemetery staff;
 Ensure the application of rules;
 Record graves and burials;
 Receive people,
 Keep the registers;
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 Receive materials and maintain working tools;
 Organize the work of gravediggers.
4. Economic and Financial Affairs service.

 Coordinate the different financial activities of the council;
 Design strategies for the smooth and transparent financial functioning of councils;
 Assist the Secretary general in financial duties:
 The preparation, elaboration, execution and the follow up of the council budget;
 The generation and management of financial resources of the council,
 The management of fiscal information of and on tax payers;
 Ensure relations with attached services of the council;
 The institutional relations between the council treasurer, the Finance Controller, Organisation
and other state financial services;
 The management of the loans and debts of the council with the organisation of services
concerned;
 Assist in the management of human resources of the service.
The service of economic and financial affairs comprises the following distinctive bureaus.
 Budget & Finance Bureau;
 Procurement and Program Bureau;
 Economic Promotion Bureau
Budget and Finance Bureau.

 Coordinate the functioning of financial services,
 Put in place policies to improve revenue and rationalize expenditure;
 Advise elected officials and the secretary general on budgetary estimates;
 Supervise the preparation and execution of the budget;
 Coordinate all activities related to the execution of the budget in revenue and expenditure
 Coordinate the activities of different sections (revenue and expenditure)
 Ensure the respect of budgetary prescriptions;
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 Prepare the administrative account by the end of the year
 Conduct retrospective and prospective financial analysis and draw conclusions in terms of
management;
 Prepare a financial Instrument panel;
Procurement and program Bureau.
 Participate in the development of procurement needs logbook;
 Develop a contract award plan at the beginning of the budgetary year based on the budget;
 Ensure the regularity of contracts awarded by the council to third parties;
 Ensure conformity to the procedures provided for in public procurement regulations;
 Ensure transparency in the award of public contracts;
 Organize the competition procedure among enterprise,
 Examine and verify documents submitted by bidders;
 Participate in tender’s board meetings and play the role of secretariat;
 Monitor and report on the procurement and programs of the council.
Economic Promotion Bureau.

 Draw up proposal in the area of support to firms and poverty
 Assist and advise elected officials In the area of economic development
 Receive and Inform business leaders and Project managers
 Prepare and support business projects; establish, locate, develop
 Carry out and complete the studies to improve the output for a better use of tax prospects;
 Carry out studies on the impacts and use of agricultural activities in urban areas
 Steer and carry out prior studies before the setting up of micro enterprises on behalf of the town
 Ensure business development
 Manage and promote the services provided by the local authority in the area of economic
development
 Develop and lead professional partnerships and networks carry out regular and territorial sector
monitoring
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 Support in identifying and promoting income generating activities as well as in setting up
poverty alleviation projects
5. Technical and Urban Development Service.
 Implement projects in the technical sector
 Steer and monitor the contracts and outsourced works
 Advise and assist elected officials
 Ensure legal and regulatory monitoring
 Draft and follow up the budget
 Ensure the relations with users
 Develop and manage partnership-relations
 Ensure operational management of all services
 Assist in the management of human resources of the service
 Organize and steer the working teams.
 Coordinate and manage in collaboration with the service concerned, town planning and urban
development
 Coordinate and manage in collaboration with the service concerned, road infrastructure and
networks development
 Coordinate and manage in collaboration with the service concerned, property maintenance and
repair
The technical and urban development service comprises comprise the following distinctive bureaus:
 Town Planning and Construction Bureau
 Road Infrastructure and networks Bureau
 Property maintenance and Repair Bureau
Town Planning and Construction Bureau.
 Implement council policy on urban development
 Coordinate urban development activities
 Follow up the realization of urban development and verify their conformity to town planning
policies
 Design, implement and follow up council policy on urban development
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 Organize the control and respect of urban development plan
 Programme development operations
 Conduct technical and funding studies
 Provide information on council development policies
 Prepare decisions on building permits, authorization to demolish, to partition, and various town
planning documents
 Prepare the technical registers after reception of applications for operations relating to town
 Planning and construction. Building Permits, Authorization to Demolish, to partition, etc.
 Prepare internal commissions for the verification of files and their instruction;
 Control the respect of construction and town planning standard.
 verify the authenticity of land documents;
Road Infrastructure and Networks Bureau.

 Advise elected officials on the definition of a programming, exploitation and maintenance
policy
 Design terms of reference for studies and follow up their realization
 Choose and propose technical options, notably concerning solid waste
 Conduct all studies on all or part of the work for their realization or maintenance
 Plan and organize maintenance work on the field and distribute tasks to technicians and workers
 Supervise the work of technicians and workers
 Supervise the technical follow up of projects and control their proper execution
 Participate in the preparation, bid opening and technical instruction of tender files
 Control the legal and regulatory aspects of services and works
 Manage the administrative and budgetary aspects of projects
 Represent the project owner in meetings on construction
 Evaluate and control quality of services rendered
 Participate in the technical designing of projects
 Design (or get designed) the descriptive estimates of projects
 Control estimates and execution plans
26
 Participate/ follow topographical surveys program and organize maintenance works (cleaning
sand from the streets, clearing of gutters a collector, culverts)
 Verify the proper execution of works (new or maintenance) in conformity with the Plans and
contract specifications
 Participate in the preparation, bid opening and technical instruction of tender files
 Diagnose degradations and evaluate repair works on the network, organize identification a
degradation of the road and evaluate maintenance works
 Control work site expenditures, verify deductions and make daily reports before settlement.
Property maintenance and Repair Bureau.

Placed under the administration of a chief of b office is charged with the following duties:
 Design terms of reference for studies and follow up their realization
 Choose and propose technical option
 Conduct any studies on all or part of the work for their realization or maintenance
 Plan and organize maintenance work on the field and distribute tasks to technicians and workers
 Supervise the work of technicians and workers
 Supervise the technical follow up of projects and control their proper execution
 Participate in the preparation, opening and technical instruction of tender files
 Approve deductions and architect's daily report after control.
 Diagnose breakdowns
 Prepare work estimates
 Execute routine maintenance works
 Conduct local maintenance tasks
 Repair electrical, plumbing equipment etc
 Carry out installations (electrical, plumbing
 Carry out repairs.
6. Hygiene, Sanitation and Environmental Service.
Placed under the chief of service, with rank as such, this service Is charged with the following duties:
 Participate in the definition and implementation of Public Health strategic orientations;
27
 Organize public health services for people;
 Assist and advise elected officials and the General Directorate
 Design and steer public health projects;
 Develop and animate partnerships;
 Promote and communicate public health policy;
 Evaluate public health policies, programmes and projects: -
 Regular and technical sector watch.
The hygiene, sanitation and environmental service comprises of the following distinctive bureaus:
Hygiene and Sanitation bureau.
Placed under the administration of a chief of bureau, this office, charged with the following duties:
 Evaluate public health policies, programmes and projects;
Civil and Environmental Protection bureau.
Placed under the administration of a chief of this office is charged with the following duties:
 Participate in the definition and implementation of strategic environmental guidelines:
 Carry out studies;
 Coordinate projects;
 Assist and advise elected officials and the General Directorate;
 Ensure sector monitoring and the promotion of environmental policy; -
 Follow up and assess the environmental policy;
 Enhance partnerships;
 Organize and develop the area:
 Design mechanisms for qualitative management of a natural environment
 Assist and advising elected officials and the General Directorate in the area of assessment;
 Ensure legal, health and social monitoring of spaces
28
 Ensure reflection, consultation and the Promotion of environmental policy;
 Ensure administrative, human resources and budget management;
 Organize and steer the teams.
7. Social and Cultural Service.
 Participate in the definition of strategic orientations on social policy and poverty alleviation
 Assist and advise elected officials
 Organize and implement social policy in the area;
 Assess public social policy;
 Ensure the strategic management of services or delegations involved In social work;
 Coordinate and steer teams of assistants, delegates or heads of social services;
 Animate and develop partnerships;
 Promote services involved in social work.
 Propose council strategies in the area of social actions and poverty alleviation
 List unsatisfied social service needs of the populations and locate the most vulnerable classes;
 Organize care for social cases;
 Facilitate access to care and medication for the poor;
 Care (reception, listening and orientation) for needy children;
 Participate in campaigns to control or prevent major epidemics;
 Conduct social investigations and home visits;
 Sensitize, organize social dialogue with the participation of the needy;
 Follow up social cases in health establishments;
 Propose measures for the educational enrolment of students in difficulties;
 Mediate between inhabitants, elected officials and local actors in difficulties.
 Assess the needs for cultural and education equipment within the confines of the municipal
powers coordinate cultural and education activities;
 Carry out the programming and setting up of cultural infrastructure and equipment and propose
them follow up the management of training and cultural centres under council authorities:
 Design and propose initiatives in culture and education
 Prepare applications for grants to help implement cultural policy, repair equipment, etc
29
 Organize various cultural shows concerts, folkloric shows traditional dances, exposition of
handicraft products, etc.
 Plan and organize cultural activity projects
 Animate a cultural activity cycle;
 Lead a group of youth;
 Receive the public assess cultural parole.
The Social and cultural service comprises of the following distinctive bureaus:
Education, Culture and National language development bureau.
 Participate in the definition and implementation of strategic orientations on youth, education
and sports;
 Design programs for the construction and maintenance of school and care establishments;
 Assist and advise elected officials;
 Safeguard equipment;
 Design and steer youth, education and sports projects;
 Animate and develop partnerships;
 Promote and communicate on local education policy;
 Ensure sectorial watch;
 Participate In the definition and implementation of the establishment project;
 Assist and advise councillors and elected officials;
 Receive, orientate and coordinate from relation to families or parental substitutes;
 Organize and control care and medical surveillance;
 Coordinate the establishment project;
 Evaluate socio-educational and/or sports projects;
 Manage the equipment; promote the structure;
 Ensure a legal, health and social watch.
Health and Social Action bureau.
30
 Evaluate public health policies, programmes and projects;
 Ensure the smooth functioning of the medical and social service; provide health care to sick
workers and their families;
 Consult and interpret the results of clinical, biological and X-ray tests
 Carry on systematic preventive tests or when so required;
 Advise council officials on hygiene and safety measures at the work place
 Refer personnel to specialists and specialized centres;
 Participate in the organization of countrywide health campaigns;
 Receive, with the teacher, children and parents or parent substitutes;
 Assist the child in acquiring autonomy;
 Control children's safety and hygiene and provide for every need;
 Help the teacher to prepare and lead pedagogic activities
 Develop and maintain premises and materials meant for children
 Participate In educative projects
Youth, Sports and Leisure bureau.
 Assess the needs in sport facilities and equipment in the council area of jurisdiction;
 Schedule, organize and coordinate sporting events and youth activities
 Programme the development of infrastructure and equipment and make proposals;
 Follow the management and use of sport facilities and equipment;
 Elaborate and propose awareness - raising policies for sports in general;
 Promote and supervise youth movements;
 Propose measures to encourage youths to practise
 Help set up associations
31
32
PART TWO:
INTERNSHIP REPORT
33
Chapter 2: Internship Report
The professional internship is a period which a person exercises a temporal activity in an enterprise or
organization in other to learn practical skills that will complete theoretical studies done in class. By so
doing this exercise enables interns to familiarize with the employment world. In this chapter we shall
present the activities and task that were carried out during our internship along with the difficulties and
recommendations.
2.0 Reception and task carried out

The internship started on the 29/10/2022. We were received by the Service Head for general affaires
ATTIA GERALDINE SIRRI. She issued us an attestation of effective service and she came out with a
program which enabled us to tour the various departments of the council. After which we were then
assigned to specific service based on the topic of our research. The task performed are outlined below.
1. TECHNICAL AND URBAN DEVELOPMENT SERVICE
Here, we were received by the Council Development Officer who is the Chief of service of the
Technical services TIMA CHARLES MBAH Ph.D.
This department is the organ of the council that brings about the physical development of the
municipality such as Planning, infrastructure, creation of road and maintenance of roads. The
department is also in charge of the protection of council property, development of enclave and dis-
enclave zones. This department is responsible for technical supervision of projects. The technical
service works with the Development Office in the follow up of both Council and Public Investment
Budget.
For projects that are at least 5 million CFA, the mayor forwards to the tender’s board. The tenders
board is made up of 6 members: The Chairman appointed by the Prime Minister, the Secretary
appointed and the Mayor’s representative appointed by the Mayor, the Representative of the Ministry
in charge of Finance appointed by the said Minister, the Representative of the Ministry in charge of
Decentralisation appointed by the said Minister, the Representative of the Ministry in charge of Public
Contracts appointed by the said Minister.
The Tenders board evaluates the Administrative, the Financial and Technical aspects of the project
report to be executed. Once the tenders’ board validates the report, it is sent to the Mayor who can now
34
lunch a call for manifestation of interest sent to the public through the media and most importantly to
Public Contracts Regulatory Board- ARMP.
On the day of opening when contractors must have submitted their files, the selection and ranking is
done. Proposals are done and sent to the Mayor and the contract is awarded to the lowest bidder. If the
bid is too low the contractor can be called up to justify the bid so as to make sure the norms on quality
are respected.
When the Mayor validates the list, the Chief Development Officer publishes the results and award
decision issued to the contactor to notify him he was awarded the contract. In addition, a service order
is issued to let the contactor know when works start and when the project is expected to be completed.
During the execution of the projects, the technical service does monitoring and evaluation and makes
sure that standards and norms are respected.
At the technical service, Mr IGNATIUS gave us a lecture on the activities of his service which goes as
follows;
 The technical service is the back bone of the council and it takes care of all services, department
projects from start to finish. Some activities involve; opening of farm to market roads, building
of culverts, bridges etc.
 The Bamenda II, I and III sub divisional Councils have a Land Use Plan specifically for their
municipalities while The City Council has a Master Plan, which is a combination of all the
Land Use Plans of all the municipalities.
 The Bamenda II council also has a council development plan which is a document that shows
the various projects to be executed and completed projects in the Municipality. Projects are
ranked according to the level of importance after consultation with the communities of the
municipality. When the council wishes to carry out a project in a particular municipality it
consults the CDP and execute them. The Council Development Plan is updated after every 5
years.
 The council does maintenance and creation of untarred roads while creation and maintenance of
tarred roads belong to the City Council.
 The major problem of the Bamenda II council is the lack of portable water the council tries to
mitigate this problem by creating bore holes.
35
The Technical service is also involved in the issuing of building permits. To apply for a building
permit, you apply to the City Council through The Sub divisional council of the municipality.
 The city council then comes out with a site visit team. They visit the site with a site visit form
where they evaluate the topography of the site, environmental aspects of the site, accessibility
of the site and the dimensions of the roads. They check if the land is a wetland or a zone
forbidden for construction and so on. The parties sign the document and submit the reports to
the City Council.
 The city council forwards to the Divisional Delegation of Urban Development.
 The Delegate visas and forwards it to the City Council. The City Mayor signs the Town
Planning Certificate either accepting or rejecting construction.
 The applicant then comes along with the Building Plan so as to make sure the structure they
want to build is in line with the specifications of the Land Use Plan or the Master Plan.
 A building permit form is provided by the city council, the intender pays against the payment of
the land tax and transmission fee. At the City Council a commission sits to study the files and if
validated, the applicant pays 1% of the cost of building and the City Council signs the Building
Permit. Once in a while, a commission comes during construction on the site to make sure the
building plans are respected. The same commission comes at the end of construction to evaluate
and give out a certificate of conformity.
2. Donation of state land to The Bamenda II Council
The state of Cameroon offered a piece of Land to the Bamenda II council and we had the opportunity
to visit the site. It is located at the Down Town quarter and the officials that were present were the DO
who represented the state, the Mayor of Bamenda II, the Technical Service of Bamenda II and a Land
surveyor from the Delegation of State Property and Land Tenure. The land that was offered was to be
used by the Bamenda II Council to construct low cost houses that would serve as cheap housing
alternative to citizens of the municipality who are in need of a home.
3. Solving land disputes in the Municipality
The Technical Service of the Bamenda II Council is also responsible for settling land disputes within
the municipality. We witnessed a land encroachment case where the complainant wrote to the Mayor a
36
letter of complaint accusing two of his neighbors of building beyond their boundaries and by so doing
encroaching in his land and the passage road.
The case was channeled to the Technical service and the 3 parties were invited to the council. It was
observed that the accused parties bought land from the complainant without consulting the land use
plan of the Bamenda II council.
The armed crises that plagued the Region made it difficult for the Technical service to visit the locality
for technical inspection but advised all parties to table the problem to their Quarter Head who is the
auxiliary of the council in the quarters.
4. Human Resource
At the Human Resource we were received by the head of bureau of this department Madam YUH
PRISCILLIA N. The Bamenda II council is made up of 70 permanent staff and 12 temporal staff.
The Human Resource office is responsible for the Implementation and follow-up of decisions relating
to the career and payment of agents prepare and update the personnel file and Organize training
actions.
5. General Affaires
At the General Affaires we were received by the chief of service Madam ATTIA GERALDINE SIRRI.
At this service we were given a full presentation of the Council history and the members of the
Bamenda II staff as well as the composition of the members of the executive and deliberative board.
The task carried out were as follows
 Seek all material solutions enabling to improve working condition,

 Ensure the proper equipment of all service,
 Put council logistics at the disposal of outside third-party, as the need arise,
 Assess the needs for the smooth functioning of services.
 Ensure via the bureau concerned, the council's human resource management
 Ensure via the bureau concerned, the management of litigations and insurances
 Ensure via the bureau concerned, the documentation and recording of council activities
6. Store Accounting
37
We were received by the chief of service ABEGLEY PATRICK NJI we carried out the following
activities
 Participate in the supply of the service with equipment and materials:

 Record and hold a file on movable and immovable property;
 Follow-up their use;
 Receive and manage stocks of supplies;
 Make inventories:
 Assess the quality of equipment and material.
7. Budget and Finance Bureau
At the finance department we were received by the head of service of this department Mr. IVAN
POUMA and we carried out the following activities
 Assisted coordinate the functioning of financial services,

 Assisted in supervision, preparation of the budget;
 Assisted coordinate the activities of different sections (revenue and expenditure)
 conduct retrospective and prospective financial analysis and draw conclusions in terms of
management;
8. Civil status and Population Growth Bureau
At the Civil status, we were received by Mr. NDOHNWI SAMUEL AWAH who is the service head of
this department. The Civil status is in charge of issuing Birth Certificates, Death Certificates and
Marriage Certificates. We carried out the following activities in this Bureau
 Coordinate the work of civil status agents;

 Fill in the civil status registers,
 Receive civil status petitions and table them;
 Assist the registrar during marriage celebrations;
 Fill in the registers;
 Prepare certificates and other civil status documents for signature: birth certificates; marriage
certificates and death certificates;
 Issue civil status certificates: marriage, death and birth certificates
38
2.2 Difficulties encountered, recommendation and benefits
2.2.1 Difficulties encountered
During our internship at the Bamenda II Council, there were some difficulties that I encountered. Such
as the integration of theoretical work learned at school with practical work learned in the professional
environment. To remedy this situation, I had to add creativity to the theoretical knowledge. It was also
not an easy task to adapt myself to the office culture of the structure, during the first weeks of
internship, much effort was put in place in other to blend into the working environment. Inadequate
field work activities because of the armed conflict present in the region since 2016. Due to this, the
council services on the field were either absent or limited. This situation affected us as we were unable
to practically witness and gather information from activities on the field.
2.2.2 Benefits acquired

This internship was beneficial because it helped us experience the professional environment. We were
able to understand certain theoretical notions that were taught in the classrooms. We also saw how the
council’s administration is organized and how it functions. We had the opportunity to learn how to
behave and interact with the “Staff” and also how to interact with Users seeking the council’s services.
All of this helped us in acquiring skills that would help us in the future.
39
PART THREE:
THE CHALLENGES OF URBAN PLANNING IN THE
ERA OF DECENTRALIZATION IN CAMEROON: CASE
STUDY BAMENDA II COUNCIL.
40
CHAPTER 3: The Challenges of Urban Planning in the Era of
Decentralization in Cameroon: Case study Bamenda II Council.
INTRODUCTION
The rise of urbanization from the end of the 18th century gave birth to the urban planning discipline,
but still little known to the general public. Urban planning is a discipline of geography and architecture
whose aim is the development and organization of cities and their surroundings. Urban planning is
therefore the art of developing, arranging urban or rural space (buildings for housing, work, leisure,
circulation and exchange networks) to obtain its better functioning and improve social relations. The
need for states and municipalities to build viable and futuristic cities undoubtedly justifies taking urban
planning into account in the urban development process2.
3.0 Definition of concepts

In other to define urban planning we need to first of all define decentralization as a system of
governance.
1. Decentralization; “Decentralisation is usually referred to as the transfer of powers from central
government to lower levels in a political-administrative and territorial hierarchy 3. This official
power transfer can take two main forms. Administrative decentralisation, also known as
deconcentration, refers to a transfer to lower-level central government authorities, or to other
local authorities who are upwardly accountable to the central government 4. In contrast,
political, or democratic, decentralisation refers to the transfer of authority to representative and
downwardly accountable actors, such as elected local governments” 5.
2. Urban planning; It is at times a disciplinary field and a professional field covering the
organization of the town and it territories. According to Article 3 of the law regulating urban
planning in Cameroon, urban planning is a group of legislative, regulatory, administrative,
technical, economic, social and cultural measures aimed at the harmonious and coherent
development of human establishments, by favoring the rational utilization of lands, their
2
CHABOT G., BEAUJEU- Garnier J. (1963).-traité de géographie urbaine, Colin, 3e éd
3
Crook, R. and Manor, J. 1998. Democracy and Decentralisation in South Asia and West Africa. Cambridge University
Press, Cambridge.
4
Ribot, J. 2002. Democratic Decentralization of Natural Resources: Institutionalizing Popular Participation. World
Resources Institute, Washington, DC.
5
Larson, A.M. Democratic Decentralization in the Forestry Sector: Lessons Learned from Africa, Asia and Latin America
41
development and amelioration of living condition, as well as economic and social
development6.
3.1 Historical Evolution of Urban Planning in Cameroon

German Urban planning in Cameroon dates back to the colonial period, with the creation of the very
first colonial cities, namely: Douala, Buea, Yaoundé, Edéa, Ebolowa, Lolodorf to name a few. There.
After independence on January 1, 1960, the young Cameroonian state became aware of the need for
planning to build viable and attractive cities. We then moved from centralized urban planning to
decentralize urban planning, the two interspersed with a period of urban management marked by a
context of adjustment7. The stages of urban development in Cameroon have been explained below.
3.1.1 Urban planning in Cameroon during the colonial period

Urban planning in Cameroon began with the creation of the first towns under German domination
between 1884 and 1916. The German administration found itself obliged to accelerate the economic
development of the country through the creation of road networks. In 1912, the Yaoundé-Kribi road
was completed; followed by that of Ebolawa. Also, the ports of Douala, Victoria, Tiko, Kribi are
modernized. Many modern cities were created during the German period: Douala, Yaoundé, Ebolowa.
All in all, it is clear from the above that the planning and principles of land use planning prevailed
during the construction of colonial towns in Cameroon both during the German period and during the
French and British mandate8.
3.1.2 Urban Planning in Cameroon after Independence

There are three urban planning policies in Cameroon since 1960. The first, which runs from 1960 to
1990, is described as centralized planning. The second, which runs from 1990 to 2004, is considered as
adjustment of urban management. Finally, the third, which has been in place since 2004 with the
promulgation of law 2004/003/ of 21 April 2004 governing town planning in Cameroon. Described as
decentralized urban planning.
3.1.3 Centralized urban planning: from 1960 to 1990

Following the accession to independence, the young State of Cameroon for multiple reasons, opted for
a policy of centralized urban planning. The centralized urban planning policy was supported by
Presidential Ordinance No. 73/20/of May 29, 1973 regulating urban planning in the United Republic of
6
Law N° 2004/003 of April 21. 2004 Governing Urban Planning in Cameroon.
7
MOUTILA BENI Luc, Hommes et milieu, https://www.moutilageo.hypotheses.org/14
8
MVENG E, Histoire du Cameroun Tome II, CEPER, (1985), 315 P.
42
Cameroon. All the major decisions in terms of development and housing were taken at the level of The
Central State. Many planning documents were drawn up by the central State at the level of the various
ministries without consulting the grassroots population. The central services of the Ministries of Public
Works and Town Planning exercised responsibility for equipping cities by using resources from the
State budget and calling on external credits to finance the construction of the main road networks,
drainage, rainwater as well as construction of low-cost housing.
Moreover, the centralized urban planning policy soon showed its limits such as:
 Uncontrolled development resulting from the insufficiency, or even absence, of enforceable

urban planning documents,
 An anarchic occupation of space, in particular non-constructive areas, with the corollary of
increased risks of natural disasters and the resurgence of waterborne diseases.
 Gradual degradation of the urban environment.
 Insufficient coordination of the interventions of urban actors, generating dysfunctions and
conflicts of competences of all kinds between the said actors.
All these reasons and many others, in particular the constitutional revision of January 18, 1996,
consecrating Cameroon as a decentralized unitary state, made it possible to adopt a new urban planning
policy.
3.1.4 Urban management during the adjustment period 1990-2004

The economic crisis that hit the State of Cameroon in the mid-1980s led to the drastic reduction of
investments and subsidies in the urban sector. Being less and less able to meet the growing needs in
terms of services and equipment generated by urbanization, Cameroon, like many African countries,
was obliged, at the request of donors, to significantly change its policy of urban management. Within
the framework of the structural adjustment program, Cameroon has undertaken to stop imposing
subsidized tariffs, to eliminate deficits and debts, to improve the performance of state-owned public
service concession companies. Cameroon has laws regulating city planning since 1966. These laws
have evolved with time with a law elaborated in 2004 regulating town planning, followed in 2008 by
five application decrees.
3.1.5 The decentralized urban planning of 2004 till date

Law of 2004/003 / 21 April 2004 governing urban planning in Cameroon and its comprehensive
decrees of application are the legal basis of decentralized urban planning in Cameroon. Although this
new law is significantly innovative, its implementation on the field still faces many challenges, namely:
43
 Ignorance of the texts by the majority of actors involved in urban management
 Inability of municipal technical services to initiate or elaborate urban planning documents.
 Disparity of content and procedures for issuing instruments of urbanization of urbanism as
well as the absence of a standardized request templates for instruments of urban planning at
the National level.
3.2 Actors of Urban Management in Cameroon

With the advent of decentralization, several actors have been involved in the field of urban
management in Cameroon. These actors can be divided into 2 groups’ namely institutional actors and
non-institutional actors.
3.2.1 Institutional Actors

Institutional actors consist of the administration in the field of urban issues and decentralized
communities. These include:
1. The MINDUH and organizations under its tutelage
The Ministry of Housing and Urban Development (MINDUH) is the backbone of urban policy in
Cameroon. According to Decree No. 2005/190 /03 June 2005, stating its organization, the MINDUH is
responsible for9:
 The development of the implementation and evaluation of the government's policy on urban
development and habitat
 It works work in close collaboration with Regional and Local Authorities and have supervisory
authorities over the Cameroon Real Estate Corporation (SIC), projects and bodies contributing
to housing and urban development
 Liaison with international organizations involved in the development of major cities, in
cooperation with the Ministry of External Relations.
 Preparing and implementing a plan to improve housing in urban and rural areas
 Monitoring compliance with housing standards
 The monitoring the development and restructuring strategies of the cities
 The definition of sanitation standards, drainage and control of these standards
 The embellishment of urban centers
 The implementation of the social habitat policy
9
Ministry of Housing and Urban Development (2022), MINDUH website, http://www.minhdu.gov.cm/en/mission/ .
44
The main organization under the tutelage of the MINDUH is the real estate body of Cameroon
(SIC). The purpose of the SIC according to Law No. 99/016 of 22 December 1999 on general
status of the public sector companies is:
 To prioritize the study and the realization of all projects and all operations relating to the
social habitat.
 Build, buy and sale or rent all buildings for main use of habitation.
 Create city gardens by devoting its priority at the social habitat.
2. The MINCAF and organs under its tutelage

The Ministry of State Property, Surveys and Land Tenure (MINCAF) also intervenes in urban
management in Cameroon. It has among other missions10:
 The development of legislative and regulatory text relating to the state, cadastral and land
sectors.
 Management of the public and private domains of the state
 Management of the national domain and allocation proposals.
 The protection of the public and private domains against any attack, in liaison with
administrations concerned.
 The acquisition and expropriation of real estate for the benefit of the state, public administrative
establishments and companies with public capital in liaison with the Minister of Finance and the
administrations and bodies concerned.
 The management and maintenance of real estate and movable property of the state.
 The construction and control of land reserves in conjunction with the Ministry of Housing and
Urban Development and the administrations concerned.
 The realization of all studies necessary for the delimitation of the perimeters of cadastral
integration.
 The development and maintenance of cadastral plans.
 Management and monitoring of administrative rentals
The main organization under the tutelage of the MINCAF is MAETUR: with the Mission of
development and equipment for urban and rural land. MAETUR was created in 1977. Its objectives
are:
10
Kamerpower (2021), The Ministry of State Property, Surveys and Land Tenure, https://kamerpower,com/fr/ministere-des-
domaines-du-cadastre-et-des-affaires-foncieres-cameroun/amp/
45
 To carry out land development operations
 In urban areas for habitat needs
 In rural and peri-urban areas for agricultural production operations.
3. Regional and Local Authorities

Councils, City Councils and Regions are Local Authorities in Cameroon. After revision of the
constitution of 18 January 1996 and the law of 22 July 2004 in decentralization, these communities
(Council and City Councils) have been assigned skills and responsibilities in areas of11:
 Developing and managing public urban parks;

 Drawing up and executing council investment plans;
 Awarding, in association with the State or the region, contract-plans for the achievement of
development objectives;
 Preparing land tenure plans, town planning documents and concerted development. Urban
rehabilitation and land consolidation plans;
 Organizing and managing public urban transport;
 Carrying out land development operations;
 Issuing town planning certificates, authorizations to subdivide real estate, authorizations to
settle, building and demolition permits;
 Building and maintaining council roads and conducting similar activities;
 Developing and servicing housing estates;
 Lighting public highways;
 Addressing and naming streets, public squares and edifices;
 Constructing and maintaining unclassified rural roads and ferry-boats;
 Setting up industrial zones;
 Contributing to the electrification of areas inhabited by the poor;
 Granting authorizations for temporary settlement and other works.
Meanwhile for Regional Authorities, it took 17 years for the devolution of powers in the matters of
urban planning, with Decree No 2021/744 of December 28th 2021. Thus Regional Authorities have
jurisdiction in the following areas12
11
Law no. 2004-18 of 22 July 2004. to lay down rules applicable to councils, powers devolved upon councils, pg5
12
Decree No 2021/744 of December 28th 2021. To lay down the terms and conditions governing the exercise of some town
planning and housing powers devolved upon Regions by the state.
46
 Making proposals for urban planning and Master plans
 Forwarding regulatory data and technical data on risk prevention, environmental protection and
planning available in Regions
 Providing technical support to the conduct of public surveys, in view of formulating urban
planning documents
 Contributing to the implementation of guidelines in town planning documents
 Regions involve the councils in conducting studies they initiate at the regional level in order to
build a participatory town planning and housing database.
Regions provide technical assistance to the councils, depending on their resources, as well as financial
assistance in the drafting of urban planning documents of their area of jurisdiction.
3.2.2 Non-institutional actors of urban management in Cameroon

During the twenty years that have followed its independence, Cameroon practiced a centralized method
of managing urban planning as well as in other sectors of the economy. In other words, a systematic
policy of administrative and financial centralization. Since the introduction of the structural adjustment
programs, private actors and civil societies are increasingly involved in urban management.
1 The role of Non-Governmental Organizations

Most activities of both international and local NGOs are relief orientated and work in liaison with the
local communities. The financial crisis of African states and the resulting structural adjustment forced
African states at the request of the donors to substantially influence their urban management policy.
The wave of democratization that mainly affects the local population, results in a new interest in the
participatory landmark projects, involving NGOs. This trend is reinforced by a growing consideration
of the role of people in the implementation of environmental management policies.
2 Multilateral partnership of urban development in Cameroon

The donor community (AFD, WB, UNDP, and AfDB) is of growing interest in urban development;
The World Bank (WB) which is the main source of assistance for urban development has decided to
increase the volume of its urban projects. Support for decentralization and management policies of
African Countries has become one of the important priorities of the international community; And
multilateral donors such as the UNDP, the EU, and the AfDB, spend each year a growing share of their
aid. The modalities for implementing this aid may differ from an agency to another, but all have the
same objectives. Also, by intervening directly within African urban societies, the WB is aimed at
"providing solutions to the problems of the poor in cities". Today's African cities in general and those
47
of Cameroon in particular, with regard to their expansion and especially the advent of decentralization,
highlight complex issues which are explained below.
3.3 Research problem

Cameroonian cities face an increasing rate of slum proliferation due to low impact of public housing
policies. The prolonged withdrawal of the State from the public arena, combined with structural
weakness of municipalities, resulted in a virtual halt for twenty years in the supply of basic services,
thus favouring the proliferation of slums which is estimated to make up 80% of urban surfaces13.
3.4 Significance of the study

Despite the urban disorder observed in Third World cities in general, and in Cameroon in particular,
urban planning, considered as a legacy of the German colonial period remains effective in Cameroon
and has its own specificities 14. Urban planning is implemented by a multitude of actors in charge of
urban issues15. Despite a dense and scattered legal arsenal, urban planning raises many issues 16 . The
cities of Cameroon indeed suffer from many ills which the public administrations in charge of urban
planning are still struggling to solve. With the advent of decentralization and the transfer of powers to
local authorities, one wonders about the urban challenges faced by decentralized local authorities
(municipalities, urban communities and regions).17 This paper therefore brings out the challenges of
urban planning in the Bamenda II municipality along with possible solutions.
3.3 The challenges of urban planning at the time of decentralization
Cities of Cameroon suffer from a real planning problem. It is characterized by an indescribable

anarchy. This has led the proliferation of the slums. It is therefore important for our municipalities in
the context of decentralization:
13
Hippolyte NKODO dir, Programme des Nations Unies Pour le developpement : Evaluation du Programme de
Gouvernance Urbain- Rapport final.
14
BARA Gueye, Décentralisation et participation citoyenne (2005), (2005), Dossier no 135, p38
15
BRUNET Francoise dir, La décentralisation en Afrique subsaharienne, Secrétariat d’Etat à la coopération, 72 P.
16
GOUROU P. Pour Une Géographie Urbaine, Flammarion, (1973).
17
MVENG E. Histoire du Cameroun Tome II, CEPER, (1985).315 P.
48
 To stop the slums in our cities the eradication of the slums of our cities pass through two
methods. The first method is incentive. Here the Local Authorities compensate the populations
in these areas while indicating them with a recovery area.
 Create appropriate service roads adapted to the current context of our cities that are
characterized by a galloping demography. Our cities are drastically lacking road channels for
conducive circulation. To solve the problems of traffic congestion and improve on inexistent
hygiene, the radical solution is "demolition". It must be given priority for the creation of
important road channels in our cities, the construction of boulevards.
 Building new cities due to the advanced degradation of our cities, it is essential to build new
cities in our large metropolises. This should be done by integrating modern infrastructure and
techniques (Light, Space, and Traffic Networks).
Other challenges related to decentralization

 The desire to decentralize can be perceived as a risk of fragmentation and weakening of the
powers of the centralized state. This measure could reduce the sense of national solidarity.
Decentralization could also make it difficult to conduct coherent sectorial policies. If, for
example, certain skills in the field of urban planning are transferred to communities, the State
could no longer impose its decisions.
 Financial management issues; the decentralization entails the transfer of skills and financial
autonomy of the Regional and Local. By increasing managers of public funds, decentralization
can be perceived as an open door to corruption and embezzlement. Thus the risks of corruption
and embezzlement hovers over Local and Regional Authorities at the era of decentralization.
 The technical capacity of Local and Regional Authorities in terms of urban planning; many
observers believe that the communal technical services suffer from a proven deficit of capacity
to initiate or to conduct the development of urban planning documents, but also to ensure the
treatment, management and production urbanism deeds. For this the central powers have
difficulty to devolve the entire responsibility for urban planning and habitat. Central
Administration believes that considerable effort must be undertaken to strengthen the capacities
of the municipalities before the total transfer of skills.
49
3.5 Case study: Urban planning in the municipality of Bamenda II
In Cameroon, the State devolved certain powers to Councils among which is urban planning and
housing. This is found in the law No. 2004-18 of 22 July 2004 to lay down rules applicable to councils,
precisely Article 17. By this law, the Bamenda II council is responsible for urban planning and housing
within its area of jurisdiction.
The Technical Service is in charge of urban planning in the Bamenda II council and it works in
conformity with the law, that is, Law N° 2004/003 of April 21. 2004 governing urban planning in
Cameroon. The Technical service works with certain documents which are also prescribed by the law
governing urban planning that is Article 7 (1) which states that town planning in Cameroon is governed
by general urban planning rules and implemented by urban planning documents, development
operations and urban planning instruments.
3.5.1 The following are Town planning documents;
1. The Master Plan of Urban Planning;

According to section 32 of the urban planning law, The Urban Master Plan is a document that sets the
guidelines; The land use plan, the urban space diagnosis, the sector plan all make up the master plan
and a master plan cannot be created without making use of all these diagnostic tools mentioned. The
initiative to draw up a master plan belongs to the City Mayor and it is prescribed by MINDUH and
finally approved by the DO.
2. The Land Use Plan

This is a document that sets the rules that govern land use. It has a validity period of 10-15 years
Before being updated. It defines the perimeter of each of the zones of allocation and enacts, for each of
them, the rules, restrictions and lands for specified purposes. This documents must be compatible with
the Master plan of the City Council. The initiative to draw the land use plan belongs to the Mayor, if
necessary to MINDUH and is prescribed by Prefectural Decree. This town planning document is drawn
up under the authority of the Mayor. The Land Use Plan is approved by Prefectural Order, after
deliberation by the municipal councillors and the opinion of the local town planning departments or
those responsible for urban issues,
3. The Sector Plan
50
It is a document which, for part of the agglomeration, specifies in detail the organization and the
technical methods of occupation of the land, the equipment and the reserved spaces, and the technical
and financial characteristics of the various infrastructure works. The Sector Plan is drawn up for part of
a locality covered by a Land Use Plan. The provisions of the Sector Plan must be compatible with the
orientations of the Land Use Plan. The initiative for drawing up a Sector Plan belongs to the Mayor. It
is prescribed by Municipal Decree, after deliberation by the Municipal Councillors and the opinion of
the local town planning services or those responsible for urban matters. The Sector plan is drawn up
under the authority of the Mayor and it is approved by Municipal Decree.
4. Urban Space Diagnosis

The Urban space diagnosis is a document that sets the land use and defines the perimeter of each of the
land use zones. It enacts in a summary manner, for each of them, the rules, restrictions and particular
easements of land use. The urban space diagnosis is approved by Municipal Decree, after deliberation
by the municipal councillors and the opinion of the local urban planning departments. The initiative for
drawing up an urban space diagnosis belongs to the mayor. It is prescribed by Prefectural Order after
consulting the local town planning services or those responsible for urban issues, as the case may be. It
is drawn up under the authority of the mayor
5. Council Development Plan

The Council Development plan is a planning document that contains the land use plan, the urban space
diagnosis and the sector plan. Within the council development plan there is a section that is not found
in any other urban planning document which is called the Logical Frame Work per Sector. The logical
framework per sector contains the various sectors such as (Agriculture, Health, Education,
Telecommunication, Defense, Culture etc.). Which are functional within the municipality it gives the
strength and weakness of these sectors and their developmental plan and needs.
3.5.2 Administrative instruments relating to land usage and construction:
1. The Town Planning Certificate

The Town Planning Certificate is an information document on town planning rules and the
administrative easements to which a piece of land is subject. It indicates whether, taking into account
the planning provisions and the administrative limitations to the right of use applicable to a piece of
land, as well as the state of the existing or planned public facilities, the said piece of land: be assigned
to construction or, be used for carrying out a specific operation. The Planning Certificate is compulsory
for any real estate transaction and must be attached to any application for land use. It is not mandatory
51
for public service concessionaires, who must submit their technical files for approval by the local town
planning services or those responsible for urban issues, as the case may be, under the conditions set by
the law. The Town Planning Certificate is issued by the Mayor of the municipality concerned if it has a
planning document, after technical advice from the local town planning services.
2. Authorization of Allotment
It is an authorisation given by the council to a private person, an artificial person, public or private or
Urban Land Association Initiative to realise the division of land that already has a land title. In other
words, the authorisation of allotment is an operation whose outcome is the division of land property
into plots. The authorization to subdivide, granted by the territorially competent authority, is prior to
the creation of any subdivision
3. The Permit to Establish

The Permit to establish is an administrative urban planning document required for all constructions not
eligible for a Building permit. Anyone wishing to set up a building not eligible for a Building Permit,
or to make modifications to existing buildings of the same status, must first have obtained a Permit to
establish issued by the Mayor of the municipality concerned.
4. The Building Permit

The Building Permit is an administrative instrument which authorizes construction after verification of
its conformity with the rules of the art and the town planning rules in force. Anyone wishing to
undertake construction, even if it does not include a foundation, must first obtain a Building Permit
issued by the Mayor of the Council concerned. The Building Permit is also required for works carried
out on existing constructions when they have the effect of changing their destination, modifying their
external appearance or their volume, or creating additional levels.
The Building Permit can only be granted if the planned constructions comply with the town planning
provisions concerning the location of. Works, their nature, their destination, their architecture, the
development of their surroundings, and comply with the general construction rules.
The Building Permit can only be granted for works for which the plan has been drawn up under the
responsibility of an architect registered to the National Order of Architects. The Building Permit
expires if the construction is not undertaken within two (2) years from the date of its issue. works
relating to National Defence or to the technical installations necessary for the operation of the Public
Services.
52
5. The Demolition Permit
The Demolition Permit is an administrative instrument which authorizes the partial or total destruction
of a constructed building. Anyone wishing to demolish all or part of a building, whatever its use, must
first obtain a Demolition Permit issued by the Mayor. This obligation is imposed on the State,
Decentralized Local Authorities, Public Establishments, Public Service Concessionaires and private
individuals. Any intervention on a building which has the effect of making its use impossible or
dangerous is a target to demolition.
3.6 Measures of controlling urban planning in the municipality

At the initiative of the mayor, and exceptionally at the request of the Administrative Authority or any
citizen, the sworn officials of the Town Hall, the technical services or, if necessary, the civil servants of
the Local Services duly mandated, may, at any time, visit construction in progress and carry out the
checks they deem useful. The mayor ensures compliance with the prescriptions contained in the urban
planning documents or, where applicable, in the General Rules. Of Town Planning and Construction.
The mayor is responsible for the power of the Municipal Police in matters of Town Planning and the
execution of the instruments relating thereto in relation with the competent administrative authorities.
He issues authorizations for the temporary occupation of streets and public squares.
The Certificate of Conformity

The Certificate of Conformity is the instrument by which the mayor certifies that the work carried out
complies with the indications contained in the documents which were the subject of the issue of the
building permit or the permit to locate the said work.
3.7 Urban planning challenges faced by the Bamenda II Council

The challenges of urban planning in Cameroon began way back during the period of centralized urban
planning period of 1973. This system had enormous challenges in monitoring and control led to an
uncontrollable urban planning characterized by proliferation of slums. The Local and regional
authorities have inherited these problems and the Bamenda II Council is not left out.
Furthermore, the Bamenda II Council faces enormous challenges due to the armed conflict that started
in 2016 till date. This has affected the activities of the council greatly. For example, there has been a
drop in field activities and this has affected the council because it is not able to deploy agents to carry
out control of construction projects. The crises also caused the disbandment of the Municipal Police
thus, creating a situation of increased indiscipline among citizens of the municipality. Due to the armed
53
conflict the council faces difficulties in opening and maintenance of council roads and supervising the
temporary occupation of the streets in the municipality.
The population of the municipality of Bamenda II is also ignorant on the existence of urban planning
documents and laws. As such, they buy, sell and construct on lands without consulting the Land use
plans of the Council. This has led to an increase in anarchic constructions along with the increase of
land disputes.
Most urban planning documents have not been updated and this is a problem because these documents
no longer represent the reality on the ground.
3.8 Recommendations and conclusions

The recommendations of this paper is divided
into two that is recommendations to the Council and state recommendations to the state.
1. Recommendations directed to the Council
The Council should continue educating the population on the procedures of acquiring land along with
the various urban planning documents involved. This should be done by organizing seminars with the
representatives of various quarters, trade unions and social groups. The Council should organize more
workshops for the staff and quarter heads in order to recycle them on the laws of urban planning.
To enable a friendly collaboration between the Council and the population, the Regional and Local
Authorities should continue the sensitization of the population on the importance of peace. A peaceful
environment would enable the council administration to properly implement and control urban
planning policies in the municipality such as the issuing of building and demolition permit,
construction and maintenance of roads.
2. Recommendations directed to the State

The state institution involved in urban planning that is MINDUH should work in collaboration
with Regional and Local authorities to improve on the implementation State policies on Urban
planning matters by increasing the finances of Regional and local authorities to enable them
increase their capacity to execute urban planning policies.
The state should also strengthen its cooperation with international donors such as UNDP so as
to obtain funds that could aid the implementation of urban policies. These international donors
can also assist the State, Regional and Local authorities on new techniques in management and
new investment strategies in the urban planning sector.
54
The state can also create training programs to educate newly elected officials of Regional and
local authorities on issues concerning urban planning so they can improve their performances in
their respective jurisdictions.
To solve the problem of existing slums characterized by indiscriminate constructions, the
Regional and local authorities should either demolish anarchically constructed structures, at the
same time providing inhabitants an alternative area where they can resettle. The state should
map out and create modern cities which meet up to International and National urban planning
standards.
3.9 Conclusions
The objectives of this work was to bring out the challenges of urban planning in the era of
Decentralization, we saw that urban planning in Cameroon originated during the colonial period and
continued through independence. The malfunctions generated by several years of centralized urban
management constitute significant challenges for local authorities We pointed out the challenges faced
by Regional and Local Authorities as a whole and the Council of Bamenda II in particular. We
proceeded by proposing solutions to the council we recommended sensitization of the population and
recycling of the local administrative staff and to the State we gave recommendations on strengthening
corporations with international donors in matters of urban planning, educating elected officials and
increasing the finances of Regional and local authorities.
55
REFERENCES
1. BARA Gueye, Décentralisation et participation citoyenne (2005), (2005), Dossier no 135, p38
2. BRUNET Francoise dir, La décentralisation en Afrique subsaharienne, Secrétariat d’Etat à la
coopération, 72 P.
3. CHABOT G., BEAUJEU- Garnier J. (1963).-traité de géographie urbaine, Colin, 3e éd
4. Crook, R. and Manor, J. 1998. Democracy and Descentralisation in South Asia and West
Africa. Cambridge University Press, Cambridge.
5. Decree No 2021/744 of December 28th 2021. To lay down the terms and conditions governing
the exercise of some town planning and housing powers devolved upon Regions by the state.
6. GOUROU P. Pour Une Géographie Urbaine, Flammarion, (1973).
7. Hippolyte NKODO dir, Programme des Nations Unies Pour le developpement : Evaluation du
Programme de Gouvernance Urbain- Rapport final.
8. Kamerpower (2021), The Ministry of State Property, Surveys and Land Tenure,
https://kamerpower,com/fr/ministere-des-domaines-du-cadastre-et-des-affaires-foncieres-
cameroun/amp/
9. Larson, A.M. Democratic Decentralization in the Forestry Sector: Lessons Learned from
Africa, Asia and Latin America
10. Law N° 2004/003 of April 21. 2004 Governing Urban Planning in Cameroon.
11. Law no. 2004-18 of 22 July 2004. to lay down rules applicable to councils, powers devolved
upon councils, pg5
12. Ministry of Housing and Urban Development (2022), MINDUH website,
http://www.minhdu.gov.cm/en/mission/
13. MOUTILA BENI Luc, Hommes et milieu, https://www.moutilageo.hypotheses.org/14
14. MVENG E, Histoire du Cameroun Tome II, CEPER, (1985), 315 P.
15. MVENG E. Histoire du Cameroun Tome II, CEPER, (1985).315 P.
16. Ribot, J. 2002. Democratic Decentralization of Natural Resources: Institutionalizing Popular
Participation. World Resources Institute, Washington, DC.
56
APPENDIX
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TABLE OF CONTENTS

Figure 1:Map of the Bamenda1 II Council within Cameroon/Northwest Region……………2

Figure 2: organic chart of the Bamenda II Council……………………………………………4

Furthermore, the Bamenda II Council was created by Presidential Decrees No2007/115 of 13

Mayor: BALICK AWA FIDELIS (pioneer mayor) from 2007 to 2013

From the 2013 to 2020 after the first re-election

Mayor: BALICK AWA FIDELIS from 2013 to 2020

1st deputy Mayor: FONGUH JOSEPH 2 rd deputy Mayor: ACHIDI BEATRICE

Mayor: PETER CHENWI from 2020 to present

1.1 Geographical Location of the municipality of Bamenda II

Figure 2:Map of the Bamenda II Council within Cameroon/Northwest Region1

1.2 Organization and Functioning of the Municipality of Bamenda II

6. Hygiene, Sanitation and Environmental Service: Headed by a Service head, Sanitation

1.2.2 Organizational chart of the Bamenda II Council

various services and bureaus of the council.

Figure 2: organic chart of the Bamenda II Counci

1. The Mayor's Cabinet The carbonate of the Mayor is made up of:

(CDO) Council Development Office.

3. General Affairs service.

4. Economic and Financial Affairs service.

Budget and Finance Bureau.

Economic Promotion Bureau.

Road Infrastructure and Networks Bureau.

Property maintenance and Repair Bureau.

2.0 Reception and task carried out

1. TECHNICAL AND URBAN DEVELOPMENT SERVICE

3. Solving land disputes in the Municipality

 Seek all material solutions enabling to improve working condition,

 Participate in the supply of the service with equipment and materials:

 Assisted coordinate the functioning of financial services,

 Coordinate the work of civil status agents;

2.2.2 Benefits acquired

3.0 Definition of concepts

3.1 Historical Evolution of Urban Planning in Cameroon

3.1.1 Urban planning in Cameroon during the colonial period

3.1.2 Urban Planning in Cameroon after Independence

3.1.3 Centralized urban planning: from 1960 to 1990

 Uncontrolled development resulting from the insufficiency, or even absence, of enforceable

3.1.4 Urban management during the adjustment period 1990-2004

3.1.5 The decentralized urban planning of 2004 till date

3.2 Actors of Urban Management in Cameroon

3.2.1 Institutional Actors

2. The MINCAF and organs under its tutelage

3. Regional and Local Authorities

 Developing and managing public urban parks;

3.2.2 Non-institutional actors of urban management in Cameroon

1 The role of Non-Governmental Organizations

2 Multilateral partnership of urban development in Cameroon

3.3 Research problem

3.4 Significance of the study

3.3 The challenges of urban planning at the time of decentralization

Cities of Cameroon suffer from a real planning problem. It is characterized by an indescribable

Other challenges related to decentralization

3.5.1 The following are Town planning documents;

1. The Master Plan of Urban Planning;

2. The Land Use Plan

3. The Sector Plan

4. Urban Space Diagnosis