INDIGENOUS SYSTEMS AND PRACTICES IN COMMUNITY MANAGED DEVELOPMENT INITIATIVES: Bambili Case Study Citation Forboseh Philip, 2006, Indigenous systems and practices in community-managed development initiatives: Bambili case study, Plan Cameroon, Unpublished report.
Arguably, self-reliant development is a hallmark of the highlanders of north western Cameroon. Bambili, a near 25,000-man strong community, some 10km north of metropolitan Bamenda on the Bamenda-Kumbo Highway, easily qualifies as a showcase of community-led initiatives in the region. The Bambili Water Project stands tall among the enviable local initiatives of these so-called “grafi” (grasslanders or “people of the grass fields”). Also found within the elastic basket of local initiatives are an extensive road network, the age-old Bambili Credit Union (a regulated thrift and loan society) and a built-up daily market. Unquestionably, the imperceptible driving force behind the many initiatives is a hybrid system of traditional and modern governance.
In the traditional set-up the Kwifuo (invisible to the un-initiated, yet paramount ruler), the Fon, College of Nobles, and Council of Quarter Heads, in decreasing order of authority, constitute the decision-making structure. Parallel to the traditional set-up is a near one hundred percent elective structure that places the Fon at the pinnacle, followed in the hierarchy by the Village Council, and the Mbelige Cultural and Development Association (MBECUDA) under which various groups operate, including the Bambili Water Authority that manages the water Forboseh Philip, Advisor, Corporate Planning, Monitoring & Evaluation,
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project. The Fon holds a prominent position in both structures as the two hinge on him. The traditional structure mostly addresses traditional issues while the modern system deals with development issues.
Ordinarily, inspired compatriots and groups channel development ideas through the
MBECUDA chairperson
to
the
executive for
deliberation
before
transmission to higher quarters for further scrutiny and possible appropriation. Occasionally, bold originators take a well-calculated risk of rejection and forward their ideas directly to the Village Council, thereby circumventing bottlenecks and bureaucratic delays within the system. Once appropriated, the two structures assume complementary roles that ensure realisation of the project. On the one hand, the traditional structure, with its battery of sanctions, titles and decorations (recognition for outstanding contribution toward local development), ensures the timely realisation of community contribution, both financial and in-kind. On the other hand, MBECUDA sources external resources, and through one of its subsidiaries, ensures planning, implementation, monitoring and evaluation of projects. The probability that a meaningful development agenda that ignores this set-up sees the light of day is asymptotically zero.
Few, or perhaps no development initiative illustrates the functioning of the governance system in Bambili more than the Bambili Water Project that came into being in 1982/83. Conceived by Bernard Ndofor, incidentally Chairman of MBECUDA at the time, and appointed Vice Principal to the Cameroon College of Arts, Science and Technology (CCAST) Bambili by the Minister of National Education, he quickly rallied collaborators to refine the idea. Clement Ndofor (a Forboseh Philip, Advisor, Corporate Planning, Monitoring & Evaluation,
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business man in Kumba, South West Province), John Folen (former Director of Taxes for West Cameron and first Inspector of Taxes for the North West and South West Provinces), Martin Wanduo (farmer/blacksmith), and Philip Ndegeshie (farmer) were the other parties at the meeting that gave shape to the idea. Although the idea was inspired by the desire of proponents to perpetuate the luxurious lifestyle that they had experienced elsewhere, the lack of access to quality potable water and the attendant high prevalence of water-borne diseases reduced the price of buy-in to zero. Rather the flag bearers made on-the-spot financial contributions towards the course and Mr Ndegeshie quickly drew attention to a potential water source. The idea sailed through the governance structures unperturbed. In the first MBECUDA executive meeting following approval at all levels of the hierarchies, sensitisation, resource mobilisation and access to technical expertise featured prominently on the agenda. Of even greater importance, perhaps, was the birth of the Bambili Water Authority (BWA) to manage the project. Work on the three fronts, the meeting agreed, would proceed concurrently. In his pivotal role, the Fon championed the sensitisation campaigns that culminated with a launching ceremony in his Palace. Attendance at that ceremony was massive. It was an occasion for sons and daughters of the land to prove their worth as development-minded people.
With funds from the launching ceremony, BWA approached the Community Development Department of the Ministry of Agriculture and Rural Development to undertake feasibility studies and design the project. A striking feature of the project is its design for execution in phases, or what could be termed smallscale projects within the larger project, with a plan showing the order in which Forboseh Philip, Advisor, Corporate Planning, Monitoring & Evaluation,
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the phases would be implemented to satisfy the various neighbourhoods in the community.
Equipped with the project plan, BWA began mobilising resources for the implementation of each phase. The North West Development Authority (MIDENO – Mission pour le Développement du Nord-Ouest) supported the initial phase of the project with a FCFA 15 million (about US$30,000) contribution. This early support from an external source was very instrumental in putting the project on rails. However, fund raising ceremonies, user fee and levies enforced through the traditional governance structure are the principal sources of funds. Moreover local material and community labour, again implemented through the traditional governance structure, are a positive influence on the multi-phase project. Beyond the direct contribution to recorded successes, community labour, perhaps even more than levies, remains a veritable nursery for community ownership of the project. Recent grants from Helvetas Cameroon, a Swiss International NGO, and the Irish Government could never be timelier. Thanks to the grants more neighbourhoods today receive the services of BWA earlier than programmed. All funds pass through the project account at the Bambili Credit Union for the purposes of security and accountability.
During implementation, neighbourhoods take turns in digging trenches and laying pipes, under the watchful eyes of at least one trained BWA committee member, and the Quarter Head who keeps impeccable records of participation for the Council of Quarter Heads. BWA monitors expansion against plans and design standards. All users monitor the service and report cases of water shortages and leakages to the BWA for action. In addition, BWA ensures that the tanks Forboseh Philip, Advisor, Corporate Planning, Monitoring & Evaluation,
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are regularly cleaned, collects user fee (FCFA 3000 or approximately US$6 per household per year). The Authority further keeps accurate records of the state of project execution, income and expenditure, and renders accounts to the Annual General Assembly of all village institutions where all projects are subject to evaluation.
Plate 3: Bambili water showing a tank
Five tanks with a combined storage capacity of 40m3 are currently in full operation and supply water to linked-up neighbourhoods. The limited storage capacity exposes the BWA to daily shortages, especially between 6am and 9am when demand exceeds supply by about 82m3 and from 2pm to 7pm when the shortfall is about 36m3.
Nevertheless, the current water supply has had
tremendous socio-economic impact on the community. For instance, access to affordable potable water has made Bambili the place of choice among State employees and others who used to live in Bamenda and work in Bambili. In turn, the increasing number of people taking up residence in Bambili is fuelling Forboseh Philip, Advisor, Corporate Planning, Monitoring & Evaluation,
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construction of modern houses, an important source of income for the community members. In response, petit businesses are fast catching in to exploit emerging opportunities. Besides the levy and a connection fee, a private subscription requires clearance from the Quarter Head for responsible behaviour. This requirement has effectively transformed indiscipline into an expensive venture for would-be subscribers. Furthermore, the incidence of water-borne diseases is far below the national average.
One major positive influence on the success of local initiatives in Bambili is the large number of retired and skilled people who take up residence in the village, rather than some distant metropole. Mr Tangang Bernard, a retired Principal Treasury Inspector and State Inspector at the Presidency of the Republic of Cameroon, who incidentally is the brain behind the creation of the BWA, enthusiastically runs the Institution from his residence located about 1km from the Authority office at Three Corners Bambili. BWA staff and clients alike further attribute successes of the BWA to the non-partisan political leaning of the Chairman – a major enabling factor for all successful community-led initiatives in Bambili.
Forboseh Philip, Advisor, Corporate Planning, Monitoring & Evaluation,
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