Knowledge Management Strategy on Climate Change Adaptation ...

<strong>Knowledge</strong> <strong>Management</strong> <strong>Strategy</strong> on Climate
Change Adaptation for Cameroon
Ministère de l’Environnement, de la Protection de
la Nature et du Développement Durable
Yaoundé, Cameroon
Andrea Egan
January 2013

OUTLINE
1. Introduction and Purpose
⋅ Objectives
⋅ Understanding <strong>Knowledge</strong> <strong>Management</strong> (KM)
⋅ Methodology / Preparation of a <strong>Knowledge</strong> <strong>Management</strong> Strategic Plan
⋅ Benefits of a <strong>Knowledge</strong> <strong>Management</strong> <strong>Strategy</strong> on Climate Change Adaptation
for Cameroon
2. Overview
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Background documents on environment and climate change
Linking <strong>Knowledge</strong> and Communication
MINEPDED's Role
Role of Traditional <strong>Knowledge</strong>
Brief overview of ongoing CCA Action in Cameroon
University training in Cameroon on CCA and environmental issues
Evaluation of Current Production and Dissemination of Information on
Environment and Climate Change in Cameroon
KM in AAP Cameroon
3. Limitations / Challenges
⋅ Challenges facing Cameroon’s KM efforts on CCA
4. Recommendations & Immediate Priorities
⋅ Recommendations
⋅ Action Plan for CCA <strong>Knowledge</strong> <strong>Management</strong>
5. Conclusion
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6. Annexes
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Expected Results
Future KM Products
Contact List
Questions
7. Bibliography
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ACRONYMS
AAP
AFDB
ALM
APREN
AR
AWP
CCA
CIFOR
COMIFAC
CTFC
DNA
DSCE
FAO
GIZ
INC
IUCN
KM
KMNS
LDC
LINKS
M&E
MINADER
MINEE
MINEPDED
MINEPAT
MINEPIA
MINESEC
MINESUP
MINFOF
MINMIDT
MINRESI
MINTOUR
MINT
NAPA
NCCC
NEPAD
NEX
NGOs
Africa Adaptation Programme
African Development Bank
Adaptation Learning Mechanism
Appui à la Protection et la Régénération des Ressources Naturelles
Activity Result
Annual Work Plan
Climate Change Adaptation
Center for International Forestry Research
Commission des Forêts d’Afrique Centrale Centre de Recherche pour le
Développement
Centre Technique Forestier Communautaire
Ministry of Water
<strong>Strategy</strong> Document for Growth and Employment
Food and Agriculture Organization of the UN
Deutsche Gesellschaft für Internationale Zusammenarbeit
Initial National Communication
International Union for the Conservation of Nature
<strong>Knowledge</strong> <strong>Management</strong>
<strong>Knowledge</strong> <strong>Management</strong> Needs Survey
Least Developed Country
Local and Indigenous <strong>Knowledge</strong> Systems
Monitoring and Evaluation
Ministère de l’agriculture et du développement rural / Ministry of
Agriculture and Rural Development
Ministère de l’Energie et de l’Eau / Ministry of Energy and Water Resources
Ministère de l’Environnement, de la Protection de la Nature et du
Développement Durable
Ministère de l’Economie, de la Planification et de l’Aménagement du
Territoire
Ministry of Livestock Fisheries and Animal Industries
Ministère des Enseignements Secondaires
Ministère de l’Enseignement Supérieur
Ministère des Forêts et de la Faune
Ministry of Industry, Mines and Technological Development
Ministère de la Recherche Scientifique et de l’Innovation
Ministère du Tourisme
Ministère des Transports / Ministry of Transport
National Adaptation Programme for Action
National Climate Change Committee
New Economic Partnership for African Development
National execution
Non Gouvernemental Organisations
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NOAA
ONACC
PIR
PMU
PNUD
PPR
PRECESSE
QPR
RBM
RCM
REDD
REPALEAC
REPAR
RERAC
SGP/GEF
SNC
TK
UN
UNDP
UNEP
UNESCO
UNFCCC
WB
WWF
National Oceanic and Atmospheric Administration
Observatoire National sur les Changements Climatiques
Project Implementation Review
Project <strong>Management</strong> Unit
Programmes des Nations Unies pour le Développement
Project Progress Report
Projet de Renforcement des Capacités Sociales et Environnementales du
Secteur de l’Energie
Ouarterly Progress Report
Results-based management
Réseau Cameroonais des Mangroves
Réduction des Emissions dues à la Déforestation et la Dégradation
Réseau des Populations Autochtones et Locales d’Afrique Centrale
Cameroon Network of Parliamentarians for the Sustainable <strong>Management</strong> of
the Central African Forest and Humid Ecosystems
Réseau des Radios Communautaires et locales pour la gouvernance et
gestion durable des ressources naturelles
Small Grants Programme / Global Environment Facility
Second National Communication
Traditional <strong>Knowledge</strong>
United Nations
United Nations Development Programme
United Nations Environment Programme
United Nations Educational, Scientific and Cultural Organization
United Nations’ Framework Convention on Climate Change
World Bank
World Wide Fund for Nature
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TERMINOLOGY (ENGLISH)
Adaptation 1 : Is defined by the Intergovernmental Panel on change Climate Change (IPCC) as the
adjustment of material or human systems in climatic stimuli actual or planned their effects in
order to mitigate harm or exploits beneficial opportunities
<strong>Knowledge</strong> management: the practice of capturing, storing and sharing knowledge so that we
can learn lessons from the past and apply them in the future. UNDP’s approach to knowledge
management focuses on connecting people with the knowledge they need.
<strong>Knowledge</strong> transfer: the act of transferring knowledge from one part of an organisation to
another (or all other) part(s) of the organization. Like <strong>Knowledge</strong> <strong>Management</strong>, <strong>Knowledge</strong>
transfer seeks to organize, create, capture or distribute knowledge and ensure its availability for
future users. It is considered to be more than just a communication problem. If it were merely
that, then a memorandum, an e-mail or a meeting would accomplish the knowledge transfer.
<strong>Knowledge</strong> transfer is more complex because (1) knowledge resides in organizational members,
tools, tasks, and their sub-networks and (2) much knowledge in organizations is tacit or hard to
articulate.
<strong>Knowledge</strong> sharing tools: usually refers to websites or software that support personal and
group knowledge sharing. Such tools are often used with accompanying methods (e.g. websites,
information packets).
<strong>Knowledge</strong> products: <strong>Knowledge</strong> products are designed to meet different needs and to reach
different audiences - core knowledge products include concept notes (e.g. short discussion
papers), lessons learned papers (e.g. case studies), etc.
<strong>Knowledge</strong> resources: The aim of these materials is to extract lessons from past and on-going
projects that can be applied, and to replicate successes. In practice, this is realized in four ways,
through: 1) the development of information systems; 2) the analysis and codification of lessons
learned; 3) the dissemination of materials; 4) the use and application of knowledge generated.
<strong>Knowledge</strong> needs: In this context, the knowledge needs are the gaps that need to be filled in
order to further the understanding of climate change impacts, vulnerabilities, and innovative
adaptation approaches. <strong>Knowledge</strong> needs also relate to identifying the tools and services that
would be most useful to enhance adaptation practices and successful project implementation.
1 PETTENGELL C. Adaptation aux changements climatiques. Rapport de recherche d’OXFAM international
www.oxfam.org. As referenced in the Stratégie de com changements climatiques, October 2011.
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Traditional <strong>Knowledge</strong>: For the purposes of this report, and based on UNESCO’s definition,
'local and indigenous knowledge' refers to the cumulative and complex bodies of knowledge,
know-how, practices and representations that are maintained and developed by peoples with
extended histories of interactions with the natural environment. These cognitive systems are
part of a complex that also includes language, attachment to place, spirituality and worldview.
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TERMINOLOGY (FRENCH)
Adaptation: Elle est définie par le Groupement intergouvernemental d’experts sur le
changement climatique (GIEC) comme l’ajustement des systèmes matériels ou humains à des
stimuli climatiques effectifs ou prévus à leurs effets en vue d’atténuer les inconvénients ou d’en
exploiter les avantages.
La gestion des connaissances: elle se réfère à la pratique de la collecte, du stockage et du
partage des connaissances de manière à ce que nous puissions apprendre les leçons du passé et
les appliquer dans le futur. L'approche du PNUD en matière de gestion des connaissances met
l’accent sur la connexion des individus avec les connaissances dont ils ont besoin.
Le transfert des connaissances: il s’agit de l'acte de transférer des connaissances d'une partie
d'une organisation à une autre (ou à toutes les autres) partie(s) de l'organisation. Comme la
gestion des connaissances, le transfert des connaissances vise à organiser, créer, collecter ou
distribuer des connaissances et en assurer la disponibilité pour les futurs utilisateurs. Le
transfert des connaissances n’est pas considéré comme un simple problème de communication,
mais beaucoup plus que ça. Si tel était le cas, alors un mémorandum, un e-mail ou une réunion
suffirait pour réaliser le transfert des connaissances, lequel s’avère plus complexe du fait que (1)
les connaissances résident au sein même des membres de l'organisation, des outils, des tâches
et de leurs sous-réseaux et, (2) un capital important des connaissances au sein des organisations
est tacite ou difficile à articuler.
Les outils de partage des connaissances: se réfèrent généralement à des sites Web ou des
logiciels qui prennent en charge le partage des connaissances au niveau individuel et collectif.
Ces outils sont souvent utilisés avec des méthodes d'accompagnement (ex. sites Web, paquets
d'informations).
Les produits de connaissances: ils sont conçus pour répondre à différents besoins et atteindre
une diversité de publics - les produits de connaissance de base comprennent des notes
conceptuelles (v.g. notes introductives sommaires), documents sur les leçons apprises (v.g.
études de cas), etc.
Les ressources de connaissances: Ces matériaux visent à permettre de tirer les leçons
pertinentes des projets passés et en cours qui peuvent être appliquées, et également de
reproduire les expériences à succès. En pratique, ce processus est réalisé en quatre temps, à
travers: 1) le développement des systèmes d'information, 2) l'analyse et la codification des
leçons apprises; 3) la diffusion des documents; 4) l'utilisation et l'application des connaissances
générées.
Les besoins de connaissances: Dans le présent contexte, les besoins de connaissances se
réfèrent aux lacunes/écarts à combler afin d'approfondir la compréhension des impacts,
vulnérabilités, et approches innovantes relatifs à l'adaptation en matière de changement
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climatique. Les connaissances doivent également viser l'identification des outils et services les
plus utiles pour faciliter l’amélioration des pratiques d'adaptation et de mise en œuvre
satisfaisante des projets.
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INTRODUCTION AND PURPOSE
[T]he synergy that partners seek to achieve through collaboration is more than a mere
exchange of resources. By combining the individual perspectives, resources, and skills
of the partners, the group creates something new and valuable together—something
that is greater than the sum of its parts. 2
OBJECTIVES
The general objective of this document is to create a strategy for knowledge management on
adaptation to climate change in Cameroon.
This document is intended to be treated as a catalogue for orientation, organization and setting
of knowledge management to be implemented by the Ministry of Environment, Nature
Conservation and Sustainable Development / Ministère de l’Environnement, de la Protection de
la Nature et du Développement Durable (MINEPDED).
For this purpose, the study will be focused particularly on the following tasks:
- To carry out an inventory of the current modes of generation and dissemination of
knowledge and information on adaptation to climate change in Cameroon (both at the
national and international level);
- To propose a strategy for knowledge management on adaptation to the climate changes
to be implemented by the MINEPDED;
- To produce an action plan on knowledge management integrating current organisational
activities, an inventory of practices of adaptation to climate change, examination of
these practices, and the selection of the best practices to be diffused;
- To establish a framework of coherence and relation between the document of strategy
of knowledge management and the communication strategy on adaptation to the
climate changes.
The expected results from this knowledge management strategy include:
- A better knowledge of the methods of production and dissemination of information on
environment and the climate changes in Cameroon;
- An evaluation of the current capacities of production and dissemination of the
information on environment and the climate changes;
2 Lasker RD, Weiss ES, Miller R. Partnership synergy: a practical framework for studying and strengthening
the collaborative advantage. Milbank Q. 2001;79:179–205, III–IV.
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- A realistic approach of connection linking of the institutions of production and
dissemination of the information on environment and the climate changes;
- Orientations on possible opportunities to capitalize;
- An architecture of the knowledge management on environment and the climate changes
adapted to the specific needs in Cameroon;
- A permanent device of knowledge management to be set up at the MINEPDED;
- An action plan of the knowledge management in coherent environment and climate
changes with the communication strategy on adaptation to the climate changes.
UNDERSTANDING KNOWLEDGE MANAGEMENT
The idea of capturing, storing and sharing knowledge so as to learn lessons from the past and
from elsewhere – overcoming the boundaries posed by time and space – is far from being a new
one. In recent years, a growing movement has emphasised the improved application of
knowledge and learning as a means to improve development work. On the African content, as
the impacts of climate change continue to accelerate, threatening the livelihoods of millions,
there is an urgent need to strengthen the way that we translate knowledge into policy, advocacy
and action.
We are working to transform knowledge into action by improving how we gather knowledge.
We are working to understand what knowledge is not there that we critically need to do our
work – and finding the best way to generate or obtain it. Through active knowledge
management, we are committed to improving how we are adapting to climate change by
establishing a co-learning process.
METHODOLOGY / PREPARATION OF A KNOWLEDGE MANAGEMENT STRATEGIC PLAN
To develop the <strong>Knowledge</strong> <strong>Management</strong> Strategic Plan on Climate Change Adaptation for
MINEPDED, three methodological approaches were used:
⎯ A comprehensive literature review;
⎯ Interviews, meetings, email outreach with national stakeholders; and
⎯ Workshop/written feedback
Feedback has constituted a crucial step in drafting this strategy, since active knowledge
management involves various participants, and therefore requires that they have an authentic
role in deciding how this plan is drafted and ultimately how it will be used.
We are indebted to numerous people for their thoughtful feedback and their valuable time and
consideration. In specific, feedback, and concrete recommendations from participants reviewing
the initial draft of the KMSCC has helped to form the shape and content of the final report.
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BENEFITS OF A KM STRATEGY ON CCA FOR CAMEROON
The Copenhagen Accord, an outgrowth of the UN Framework Convention on Climate Change
Conference of the Parties (COP15), dedicates several paragraphs to climate finance. In specific,
USD 30 billion per year in ‘new and additional’ funding [i.e. beyond aid and FDI] is to be
allocated in a balanced fashion between adaptation and mitigation for the 2010-2012 period. 3
By 2020, USD 100 billion per year will be made available, with a special focus on LDCs, SIDS, and
Africa (Ibidem).
The International Institute for Environment and Development notes that, particularly with
climate change adaptation projects, there is the potential for substantial overlap with existing
pragmatic development strategies. Indeed, ‘some experts and practitioners have argued that
good development is the same as good adaptation’. 4 This natural synergy can be capitalised
upon through a coherent strategy which is cognisant of both adaptation efforts and
development efforts at the national level, with an eye toward international funding
opportunities.
As a non-Annex I African country which is demonstrably suffering from the effects of climate
change, 5 Cameroon is well placed to harness available adaptation funding. However, a coordinated
CCA strategy will need to be implemented to ensure that development and CCA
projects are not conflated and therefore rendered ineligible for their separate respective
funding streams. In the best case scenario, development initiatives can be realised via wellconsidered,
well-presented CCA proposals [and their additional funding streams]. In the worst
case scenario, Cameroon will be unable to avail itself of either climate funding or development
funding because of a lack of co-ordination with existing development projects, or through
misunderstanding/misclassification by donors.
The key to these efforts will lie in a cohesive CCA strategy which can be presented to donor
states and agencies, which will be adhered to by national stakeholders, and which will be
conscious of development efforts without being indistinguishable from them. To this end, the
following steps should be followed:
1. The creation of a CCA strategy with the help of significant stakeholder engagement, and
which takes on board suggestions from the communications strategy and knowledge
3 UN Doc. FCCC/CP/2009/11/Add.1 (30 March 2010).
http://unfccc.int/documentation/documents/advanced_search/items/3594.php?rec=j&priref=600005735
#beg
4 Roberts, J. Timmons, Martin Stadelmann, and Saleem Huq. "Copenhagen’s climate finance promise: six
key questions." IIED Briefing, February (2010). http://pubs.iied.org/pdfs/17071IIED.pdf
5 Mkankam Kamga, François. "Impact of greenhouse gas induced climate change on the runoff of the
Upper Benue River (Cameroon)." Journal of Hydrology 252.1 (2001): 145-156.
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management strategy. This will need to delineate existing consequences of climate
change in Cameroon, as well as priorities for CCA in future. The CCA strategy must be
informed by a stock-taking of existing CCA initiatives in Cameroon, with a special
concentration on differentiation from classical development projects.
2. Identification of possible climate funding streams for which Cameroon may be qualified,
with designation of appropriate ministries, private sector organisations and/or NGOs to
spearhead proposals.
3. Co-ordination [including memoranda of understanding where necessary] between
stakeholder organisations – and especially with organisations in the development sector
– on an on-going basis, to ensure that overlaps between the CCA and development
sectors are productive nationally, and well-presented internationally.
With the combined implementation of the Communication <strong>Strategy</strong> on Adaptation to Climate
Change and the <strong>Knowledge</strong> <strong>Management</strong> <strong>Strategy</strong> on Climate Change Adaptation, Cameroon
should be poised to access the ‘new and additional’ funding pools for supporting adaptation
efforts.
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OVERVIEW
BACKGROUND DOCUMENTS ON ENVIRONMENT AND CLIMATE CHANGE
The concept of sectoral development in Cameroon arises from development priorities presented
in the <strong>Strategy</strong> Document for Growth and Employment, 2010 (DSCE). However, climate change
is expected to affect multiple sectors in Cameroon - where ecological and economic well-being,
as is the case with most developing countries - is particularly dependent on climate. The key
development sectors identified as relevant to CCA are:
1. Agriculture
2. Breeding
3. Fishing and Aquaculture
4. Forestry, forestry and wildlife
5. Water, Sanitation and Health
6. Energy, Mining and Industrial
7. Urban Development and Public Works 6
A centralised, but multi-sectoral, communication programme was therefore necessary to coordinate
the myriad CCA initiatives and responsibilities faced by Cameroon’s government.
Cameroon’s national communication strategy on adaptation to climate change climate,
Strategie nationale de communication sur l’adaptation aux changements climatiques (October
2011), was created to inform CCA communication activities for 2012-2014. The development of
a communication strategy identified target groups and avenues of communication, and key
themes/messages. The strategy also delineated an operational framework for communication
and a specific timetable for implementation. The strategy included a monitoring and evaluation
process for the implementation plan proposed.
The strategy was created with an eye towards multi-media strategies, and includes a ‘proposal
for a plan of development and administration of website dynamics on climate change in
Cameroon.’
On a practical level, the communication strategy defines tools to facilitate exchanges between
various stakeholders in Cameroon working on CCA, and identifies the target audience and
appropriate bodies to liaise with stakeholders.
The following objectives were originally selected to direct programmatic activities:
6 Evaluation des risques, de la vulnérabilité et adaptations aux changements climatiques, Cameroun, Final
Report, August 2012. p. 20.
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- Increase awareness of the programme, its activities and products by development
partners and populations;
- Identify approaches and tools to facilitate consideration climate change into
development policies (by civil society, local, private, and state representatives) as well
as in the development and project implementation;
- Contribute to capacity building of stakeholders in the field of climate change adaptation.
The communication strategy was created in service of the background needs identified in the
vulnerability report. It is noteworthy that several issues identified in the vulnerability report
recapitulate recommendations included in the communication strategy. This suggests that some
of the objectives in the communication strategy – particularly increased awareness of CCA
knowledge management needs – are being operationalised.
Recommendations from the Cameroon Vulnerability Report (2012) highlight the following
issues:
• Identification and engagement of key stakeholders at national level;
• Improvement of access to information on climate at the national level;
• Organisation of governmental structures to better address adaptation;
• Amendment of regulations and standards to reflect current and projected climate risks;
• Strengthening the links between CCA efforts and multilateral/regional commitments;
• Integrating adaptation into the development cycle of national policies;
• The creation of a central body with broad powers which will be better able to
coordinate sectoral ministries, with a portfolio which includes revision of legislation and
assignment of implementing agencies accountable for their results. 7
Ultimately, the broader roadmap represented by the communication strategy and vulnerability
report is specific enough to spur action, with enough in-built flexibility to allow for the niceties
of local circumstances. This roadmap is also feasible whilst being simultaneously ambitious
enough to spur needed change in Cameroon.
LINKING KNOWLEDGE AND COMMUNICATION
<strong>Knowledge</strong> <strong>Management</strong> (KM), which also includes the area of communication, has been
defined as a cross-cutting area of work. <strong>Knowledge</strong> forms the basis on which information
material is prepared and shared with the outside world. <strong>Knowledge</strong> generation takes various
7 Evaluation des risques, de la vulnérabilité et adaptations aux changements climatiques, Cameroun, Final
Report, August 2012. p. 192.
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forms, e.g., through systematisation and policy research, learning from practice, dialogue with
stakeholders, personnel development and training, making use of feedback from target groups,
audiences, etc. All of these processes need to make sense, fit together conceptually and in
terms of content, be provided in a timely manner and be evaluated
<strong>Knowledge</strong> management is the process of harnessing information; communication processes are
producing and disseminating information. <strong>Knowledge</strong> management strategies defines the ‘what’
(what knowledge needs to be managed) and communications strategy defines the ‘how’ (how
information will be tailored to reach various audiences). <strong>Knowledge</strong> management and
communications should be managed together and be complementary.
Complementing the work of Cameroon’s communication strategy on climate change adaptation
(2012), the <strong>Knowledge</strong> <strong>Management</strong> <strong>Strategy</strong> on Climate Change Adaptation (KMSCC) should be
considered nested within the efforts of the communications strategy. Where the
communications strategy is designed to ensure visibility for cca activities and to disseminate
information on cca, the KMSCC is intending to clarify why we need to build on our knowledge
and communicate it more effectively; provide a framework to guide how we harness cca
knowledge with partners and stakeholders; and aspirationally describe how Cameroon could
best address the management of cca knowledge.
A single consultative committee or working group dedicated to CCA KM activities should be
created (and while there may be overlap between members supporting the CC communications
strategy, dedicated KM efforts should be at the core of communications efforts). While not
perfect, the below model, known as the ‘Ripple Model’ (from the ECDPM <strong>Strategy</strong> on
<strong>Knowledge</strong> <strong>Management</strong> and Communication, 2008) highlights the links between KM and
communications efforts:
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The model comprises:
<strong>Knowledge</strong> <strong>Management</strong>: At the core of cca activities individual competences and knowledge
are generated. Various partners and stakeholders involved in cca activities possess and transfer
from one generation of staff to the next. It is created through research and systematisation,
knowledge exchange and dialogue at various levels, internally as well as with stakeholders. This
process of knowledge generation includes internal communication and is managed within cca
programmes as well as nationally.
Communication with immediate stakeholders: The competences and knowledge generated
from the KM core is then communicated to a range of immediate stakeholders and audiences
involved in the policy processes. This includes the production of different types of
communication products and services, such as publications and websites, as well as dialogue
and exchange with those who are closely involved in cca policy
Communicating beyond immediate stakeholders: The knowledge now generated could also be
fed into wider networks and potential stakeholder groups, or even offered to the public and
international audiences. Addressing these wider audiences provides opportunities to enlarge
the circle of those pressing for better cca measures.
Feedback for learning: <strong>Knowledge</strong> gathering is a participatory process and gathering feedback
for learning through regular monitoring and evaluation (M&E) of knowledge management and
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communication activities is of strategic importance. This is especially important with climate
change responses since climate change is a dynamic and ever-changing process. Responses and
knowledge should therefore be adaptive and highly responsive. The KM unit should be feed this
information back to other departments, partners and stakeholders for further analysis and
learning. This feedback cycle should also influence the various communication materials that are
then created.
MINEPDED’S ROLE
The aforementioned roadmap is paralleled by a less formal institutional framework. As
mentioned in the communication strategy, and since the Earth Summit in Rio de Janeiro in 1992,
Cameroon has committed to strengthening mechanisms and actions for effective environmental
protection and rational management of resources for sustainable development.
In this context, the Ministry of Environment and Forests was established in April 1992, thereby
constituting an institutional framework for planning and management of the environment. In
2004, the department split into two departments which separately respond to the specific
challenges of managing the environment. MEF was bifurcated into MINFOF (Ministry of Forestry
and Wildlife) and MINEP (Ministry of Environment and Protection of Nature). MINEP then
evolved to encompass a clearer purview (recognising the intersection between environmental
management and development) to become the Ministry of Environment, Nature Conservation
and Sustainable Development / Ministère de l’Environnement, de la Protection de la Nature et
du Développement Durable (MINEPDED). Each of these ministries has a communication unit
whose missions are more oriented towards internal and institutional communication than to
public-facing information and increasing public awareness of environmental issues.
Additionally, co-ordination mechanisms (e.g. interdepartmental committees, regional and
sectoral environmental planning departments) have been created to enable broad participation
of stakeholders through the development of the National Environmental <strong>Management</strong> Plan
(NEMP) and the definition of environmental policies.
Various ministries are involved, to varying degrees, in managing the NEMP process.
For example, several ministries are tasked with policy portfolios which overlap environmental
management: Agriculture (MINADER), Planning (MINEPAT), Water and Energy (MINEE), Health
(MOH), etc. An additional agency, the Centre for Information and Documentation for the
Environment (CIDE) is also functional in Yaoundé. Finally, a ‘Climate Change Unit’ within
MINEPDED was established in 1999; and the attendant Designated National Authority (DNA)
was legally established. The climate change unit in MINEPDED was established to co-ordinate a
multi-institutional National Climate Change Committee. Other government departments,
including MINADER MINEE, MINEPIA of MINEPAT, MINTRANSPORTS participate, to varying
degrees, in the process of environmental management and CCA issues.
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According to the information gathered during the assessment phase of this report, MINEPDED
currently has a focus on information dissemination through a number of different media. This
includes the continuous update of the MINEPDED Website, newsletter, press releases and
publications. However, the current approach falls short of an integrated information and
knowledge management strategy.
Cameroon has also undertaken actions at the regional and/or sub-regional levels to address
environmental problems. These actions include participation in the Regional Programme
<strong>Management</strong> of Environmental Information (PRGIE) based in Central Africa. Cameroon’s
responsibilities stemming from PRGIE include the collection and provision of data, and assisting
in the establishment of a database intended to ensure sustainable management of natural
resources in the West African region.
With regard to its international obligations, Cameroon is party to thirty different multilateral
international conventions, relating to the protection of nature and natural resources, pollution,
the marine environment, atmospheric protection, and chemical/nuclear security.
ROLE OF TRADITIONAL KNOWLEDGE
In responding and adapting to climate change issues there is a strong need to adopt integrated
scientific, social science and traditional knowledge approaches. An integrated approach will
enable local communities, those at the forefront of climate change effects, to address current
and projected biological and climatic risks and to identify appropriate response solutions.
It is accepted that rural and indigenous peoples possess their own valuable knowledge, practices
and representations of the natural environment, as well as their own conceptions about how
human interactions with nature should be managed. In response to climate change, indigenous
peoples should not be seen as mere victims. Humans across the planet have been confronted
with changing environments for millennia and have historically developed a wide array of coping
strategies in response. This indigenous knowledge and practice provides an important basis for
facing the even greater challenges of climate change. There is much to learn from indigenous
and community-based approaches and while indigenous communities will undoubtedly need
much support to adapt to climate change, they also have much expertise to offer on coping (e.g.
through diversified production systems, fallback resources, social solidarity networks,
innovation and other traditional mechanisms).
To clarify, and based on UNESCO’s definition, 'local and indigenous knowledge' refers to the
cumulative and complex bodies of knowledge, know-how, practices and representations that
are maintained and developed by peoples with extended histories of interactions with the
natural environment. These cognitive systems are part of a complex that also includes language,
attachment to place, spirituality and worldview. Many different terms are used to refer to this
knowledge, these include:
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⋅
⋅
⋅
⋅
⋅
⋅
⋅
⋅
traditional ecological knowledge (TEK)
indigenous knowledge (IK)
local knowledge
rural peoples'/ farmers' knowledge
ethnobiology / ethnobotany / ethnozoology
ethnoscience
folk science
indigenous science
These many terms coexist because the wide range of social, political and scientific contexts have
made it all but impossible to for a single term to be suitable in all circumstances.
The preservation and promotion of successful traditional knowledge uses can serve to enable
local communities to adapt themselves to climate change and influence national and global
responses in turn. To support the identification and use of traditional knowledge there is a need
to generate more discussion and clarify evidence-based case studies and success stories to
ensure that this knowledge can be integrated in National Plans and both CCA and DRR
initiatives.
UNESCO has a well-established program on preserving traditional knowledge, called Local and
Indigenous <strong>Knowledge</strong> Systems (LINKS). UNESCO launched the LINKS programme in 2002 (cf.
www.unesco.org/links). Contributing to the Millennium Development Goals of poverty
eradication and of environmental sustainability, the programme goal is to empower local and
indigenous peoples in various aspects of environmental management by advocating recognition
and mobilization of their unique knowledge, knowhow and practices. It also contributes to the
safeguarding of traditional knowledge within indigenous communities by reinforcing their intergenerational
transmission, including through the development of education resources based
upon local knowledge and in indigenous languages.
The guiding premise of UNESCO’s traditional knowledge programme is that, “dialogue amongst
traditional knowledge holders, natural and social scientists, resource managers and decisionmakers
[should be established] to enhance biodiversity conservation and secure an active and
equitable role for local communities in resource governance. The survival of indigenous
knowledge as a dynamic and vibrant resource within rural and indigenous communities depends
upon its continuing transmission from generation to generation.”
In approaching climate change adaptation in Cameroon, efforts should promote an allencompassing
approach to local & indigenous knowledge – integrating available scientific and
technological approaches as well.
For Cameroon key actions for integrating traditional and scientific cca approaches could include:
⋅
demonstration projects in collaboration with rural and indigenous communities
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⋅
⋅
⋅
⋅
action research on key concerns and issues
information and communication technologies to record, manage and transmit
indigenous knowledge and know-how
training to build local capacities in relevant multimedia techniques
international workshops and seminars to promote reflection and dialogue
BRIEF OVERVIEW OF ONGOING CCA ACTION IN CAMEROON
Overall, there are numerous CCA initiatives in Cameroon. Many projects and programmes are
underway to address CCA directly or indirectly. These initiatives are funded mostly by bilateral
and multilateral agencies, and are implemented by various actors at various levels (national,
regional and local) and concern various vulnerabilities (such as water, agriculture, livestock,
biodiversity and capacity building).
Several development partners UNDP, IUCN, UNESCO, British High Commission, CIFOR, WWF)
and many NGOs/IGOs (e.g. CIPCRE, CED CIPRE) support activities to improve awareness. These
include for example:
• IUCN through Radio Environment;
• UNESCO through its network of community radio stations;
• The British High Commission through capacity building journalists on issues of climate
change (2008) and training community radio and the organization of "Climate Change
Journalism Awards "in 2010;
• CIFOR through training and mentoring members of the Network SciLife (Network of
Science Journalists of Cameroon);
Within the United Nations system, many agencies are involved in working on mitigating the
negative externalities of climate change. In specific, UNEP, UNFCCC, UNDP, FAO, World Bank
and UNESCO support climate change adaptation efforts in Cameroon.
Other initiatives are being implemented by:
• AFDB;
• BACCYDE;
• COMIFAC;
• WWF;
• German Cooperation through GIZ;
• The Dutch Cooperation (SNV);
• European Union;
• French Cooperation;
• and many others
EVALUATION OF CURRENT PRODUCTION AND DISSEMINATION OF INFORMATION ON ENVIRONMENT
AND CLIMATE CHANGE IN CAMEROON
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As detailed in Cameroon’s national communication strategy on adaptation to climate change
climate, Strategie nationale de communication sur l’adaptation aux changements climatiques
(October 2011), there is a variety of modes for disseminating CCA information. Planned activities
include the development of the following communication tools:
- Press Releases;
- Briefing Notes
- Leaflets
- 40 x 60 Posters
- Preparation of draft agreements with the media for broadcasting and production and
broadcasting.
- Press releases;
- Development of a monitoring and evaluation plan activities and assessment tools.
- Preparation and facilitation workshops: writing articles for the activity report and evaluation of
communication activities.
Dissemination includes radio, with the production and broadcast of special CCA programs,
television, with the dissemination of the CCA documentary as well as environmentally focused
ad spots. Additional modalities include the printing and sharing of physical documents,
presentations and trainings at workshops and events.
Additionally, the existence of a Centre for Information and Documentation on Environment
(CIDE) in Yaoundé is an important achievement. Future CCA KM activities and communications
activities should strive to strengthen the functional capabilities of CIDE, to optimise its
communication, and ensure the implementation of services offered to the public.
One of the key aspirations of the Government of Cameroon is to establish a regional Climate
Change Observatory (ONACC), which would form an institutional home for climate change
related research and information for the sub-region.
UNIVERSITY TRAINING IN CAMEROON ON CCA AND ENVIRONMENTAL ISSUES
There is a burgeoning enthusiasm for understanding climate change, especially since the
flooding events of 2011 in Northern Cameroon. The spread of the demand for climate changespecific
information is fertile ground for universities to begin integrating climate change-specific
education initiatives into existing curricula and academic research. It has been suggested that
climate change was previously only a concern of the scientific milieu; a more broad-based, intersectoral
understanding is now emerging which offers a more holistic approach, but this needs to
be operationalised.
Professor Simeu, Director of Geographical Research at MINRESI noted that programmes within
MINRESI endeavour to address several overlapping fields: climate change, environment,
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geography, economics and health. There was a study about integrating climate change within
education systems; all that remains is for action to be taken on the findings.
Existing climate change adaptation initiatives within educational institutions in Cameroon
include the following:
Institution
University of Buea
Université de Douala
Université de Dschang
Initiatives
• Course ENV 204 - Climatology and Biogeography deals with global
climatic change and past climate.
• Course BOT 633 - Ecological Physiology deals with physiological
pathways involved in adaptation strategies by different plant
categories in coping with environmental stress and in the face of
climate change.
• The Interdisciplinary Climate Change Laboratory (ICCL) is
undertaking a consultancy with the UNDP Office in Yaoundé for a
project on the elaboration of a strategy to integrate training and
adaptation to climate change within the educational system of
Cameroon. The ICCL is implementing the project in collaboration
with the Bioresources Conservation Programme Cameroon (BDCP-
C), in Yaoundé.
• The Faculty of Science plans to create a Climate Change and Water
Quality Laboratory.
• A Report on the IDRC-UNITAR Environmental Project entitled
“Climate variability and climate change in Northern Cameroon”
was submitted by Dr. Ernest Molua.
• The Interscience 2010 Presentations included Posters for
‘Assessing vulnerability and adaptation of mangroves and
associated ecosystems to climate change impact’ and ‘The
Interdisciplinary Nature of Climate Change’.
• The Department of Geology and Environmental Science facilitated
discourses on climate change, disaster mitigation, landslides and
water management issues at various national and international
fora by Professor Samuel Ayonghe.
• The Faculty of Agriculture and Veterinary Medicine published
research on ‘Global Climate Change and Vulnerability of African
Agriculture: Implications for Resilience and Sustained Productive
Capacity’.
• Faculty research: Système hydrologique du Yaéré (Extrême-Nord
Cameroun), changements climatiques et actions anthropiques:
conséquences sur le bilan des transferts superficiels.
• Faculty initiatives relating particularly to economic development
and especially to agriculture, climate change and environmental
protection.
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University of Yaoundé
• Published a report ‘Atelier de Concertation sur la Gestion des
Raphiales et des Rotins’ addressing ‘Les perspectives de
changement climatique’.
• Faculty research: ‘Simulation of climate change in West Africa
using RegCM3 : the change of rainfall’.
• Department of Students’ Assistance and University Welfare cosponsored
five Master’s Degree bourses, including a ‘Climate
Change/Environment <strong>Management</strong>’ priority area.
• Faculty research: ‘Efficacité énergétique, maîtrise de l'énergie,
énergies renouvelables, géopolitique de l'énergie, impact de
l'énergie sur l'environnement et le changement climatique,
télédétection des ressources naturelles’.
• Hosted 2012 Bioscence conference with the theme ‘Biosciences et
Gestion des Ressources Naturelles’, which included multiple
climate-change related sessions.
• Hosts exchange degree programme in ‘Master Environnement et
Changement Climatique (E.C.C)’ in conjunction with Université de
Ouagadougou via PIMASO.
• Faculty research: ‘Etude des facteurs à la base de la variabilité
climatique en Afrique’.
• Faculty research: ‘Projection du changement climatique à l'aide
d'un modèle climatique régional et application’.
• Course GEO 351 - Géographie physique 3 is an ‘étude des
changements climatiques’, including a concentration on ‘Variabilité
climatique et hydrologique; perturbations écologiques;
changements d’occupation des sols; indicateurs climatiques’.
• Course GEO 442 - Changements climatiques et sociétés has its
objective as ‘Constituer, structurer et diffuser des réflexions visant
à intégrer les risques environnementaux, notamment climatiques,
dans l’action collective cela, dans une perspective de
développement durable’, and includes a concentration on
‘Consensus scientifique international sur la réalité du changement
climatique et sur les impacts qui se manifestent déjà dans
certaines régions; évolutions climatiques et leurs répercussions
économiques, sociales et environnementales; question des
différents risques climatiques auxquels est confrontée la société;
question de la prévention et de la gestion des risques climatiques’.
• Course GEO 452 - Dynamique de la biodiversité has its objective as
‘Montrer que la distribution de la biodiversité sur la terre résulte à
la fois des conditions actuelles et des processus intervenus au
cours du quaternaire et qu’elle a évolué dans le temps et dans
l’espace sous l’influence combinée de l’homme, des sols et du
climat’ and includes a concentration on ‘Relations entre
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International Institute
of Tropical Agriculture
(IITA), Cameroon
Station; Cameroon
Institute for Research
and Development
(IRAD)
UCLA International
Research and Training
Center (IRTC), Yaoundé
Vital Actions for
Sustainable
Development
GlobalGiving
Foundation; Green
Care Assocation
biodiversité des régions tropicales et climat passé; relations entre
biodiversité des régions tempérées et climat actuel (faible
pluviométrie, hiver rigoureux), mais aussi des profondes variations
du climat dans le passé; l’homme, facteur de modification de la
biodiversité’.
• Course GEO 422 - Variabilités spatiotemporelles du climat et des
écoulements fluviaux has its objective as ‘Faire acquérir aux
étudiants des méthodes spécifiques de connaissances relatives à
la variabilité du climat et à ses impacts sur les disponibilités des
ressources en eau dans le monde’ and includes a concentration on
‘Concepts de base des ressources en eau; étude des cadres
territoriaux de référence, des évaluations de la variabilité spatiotemporelle
du climat et de la ressource en eau, des méthodes
d’évaluation et des indicateurs de suivi des facteurs de
renouvellement des ressources en eau’.
• Joint trainings of 1,000 women in the South Region on using food
processing techniques to curb agricultural losses due to climate
change.
• Initiating a coordinated response to five pressing, interconnected
problems:
o lack of research and training opportunities for the next
generation of African scientists
o threats of climate change
o accelerating environmental devastation
o burden of human disease and poverty
o gross inefficiency and lack of coordination of current
research programs
• Research project: modelling of present-day species' distributions in
biodiversity hotspots in Central Africa and South America,
predicting their responses to climate change, and studies of
evolutionary changes in human-altered environments.
• NGO working on ‘addressing education for sustainable
development and training young people and children to be agents
of change’.
• Initiative to establish an agricultural training centre in Shisong,
North West Region, Cameroon.
• Green Care will train farmers in modern agricultural/agro-forestry
techniques, promote conservation and income generating
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World Wide Fund for
Nature
Cuso International;
African Model Forest
Network
activities such as bee keeping and non-conventional livestock.
• Currently seeking a Cameroon Climate Change Intern to be based
in Yaoundé.
• The intern will participate in the organization of workshops and
related activities.
• Adapting Livelihoods to Climate Change, Project in Cameroon
• Aims to establish a system for technical support, aiding in the
delivery of services and the creation of sustainable and profitable
businesses – that would be self-sustaining and resilient – and be
managed by the communities in order to increase food security
and economic development, all while improving these
communities’ resiliency to climate impacts.
• Project sites: Kribi (Southern region, Cameroon) and Lomié
(Eastern region, Cameroon)
KNOWLEDGE MANAGEMENT EFFORTS WITHIN UNDP’S AFRICA ADAPTATION PROGRAMME
The knowledge management strategy for UNDP’s AAP programme, working in 20 African
countries, could be used to form the basis for developing a national km strategy on adaptation to
climate change.
The Africa Adaptation Programme was launched in 2008 by the United Nations Development
Programme in partnership with the United Nations Industrial Development Organization
(UNIDO), the United Nations Children’s Fund (UNICEF) and the World Food Programme (WFP)
and with US$92.1 million support from the Government of Japan. The AAP was established under
the Japan-UNDP Joint Framework for Building Partnership to Address Climate Change in Africa,
which was founded at the Fourth Tokyo International Conference on African Development
(TICAD) in May 2008.
KM support for AAP Cameroon is provided through three mechanisms:
1. Promoting sharing platforms, such as existing electronic or traditional platforms for
knowledge sharing;
2. Promoting the generation of content by developing knowledge, codifying it for easier
access and disseminating it through appropriate channels;
3. Providing technical assistance in response to specific needs that may arise in the
implementation of national programmes.
For AAP Cameroon the following key priorities were identified:
⎯ Strengthen adaptive long-term planning capacities and the establishment of a
national CCA Centre of Excellence, the ONACC;
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⎯ Strengthen institutional and human resource capacities, specifically targeting high
level policy makers (parliamentarians);
⎯ Strengthen policies and measures, including through specific pilot activities in
selected eco-zones and through community demonstration projects;
⎯ Develop a sustainable financing strategy;
⎯ Integrate a specific community outreach and youth professional training
component. 8
As part of AAP Cameroon's efforts, and according to the AAP Second Quarterly Report 2012,
Cameroon has:
⎯ Established parliamentary task forces to assist parliamentarians as they develop
position papers on CCA; and
⎯ Drafted a Conceptual note on the National Plan on Climate Change Adaptation 9
⎯ Developed a climate change risk map and three studies on climate extremes, multisector
vulnerability and on coastal integrated management, respectively;
⎯ Established inter-ministerial working groups on climate change adaptation and
parliament taskforces
⎯ Studies completed on adaptation costs, costs of non-action, long-term investment
and financial needs for priority sectors (e.g. impact on Cocoa industry and
infrastructure at coast)
⎯ Established new regional knowledge sharing networks through Teamworks 10
Ensuring that this information is shared is critical. Current and planned knowledge management
and communication activities have three overarching objectives:
1. Ensure the visibility of program activities;
2. Produce and disseminate information intended to improve the flow of information
between stakeholders and partners for capacity building and increasing awareness; and
3. Strengthen the relay of communication on adaptation to climate change.
As of October 2012, the current and planned knowledge management activities include:
8 Africa Adaptation Programme, An Insight into AAP and Country Project Profiles, January 2012, p. 8.
9 AAP Second Quarterly Report 2012, Prepared by the AAP InterRegional Technical Support Component,
July 2012, p. 7 and 9.
10 AAP Cameroon Teamworks spaces include: UNDP Cameroon, ONE UN Cameroon, UN ICT group
Cameroon, UNDP Cameroon projects on Teamworks, AAP Cameroon.
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⎯ Leveraging radio communication (as part of the partnership with UNESCO and IUCN)
⎯ Production of a video documentary on climate change
⎯ Enhanced Interaction with various media channels (e.g. through the creation of a
press kit and media releases) 11
⎯ Online contributions via Teamworks and UNDP-AAP website
Radio
AAP Cameroon has partnered with the multi-country office of UNESCO in Cameroon for the
leveraging of community radio. Through a two-pronged approach - capacity building of
journalists and production and broadcasts of cca information – the partnership is ensuring
visibility of program activities and increasing general cca awareness. The first step of this
partnership, the capacity building of journalists, worked to equip them with the tools and skills
necessary for the production and broadcasting of programs on adaptation to climate change
adaptation to climate change.
UNESCO has a long experience in community radio, journalism and advocacy on the issue of
climate change. In Mbalmayo 06 to 09 June 2012, UNESCO organised a workshop on climate
change adaptation. Fifty leaders from 25 community radio stations in Cameroon participated in
this workshop which aimed to strengthen the capacity of community radio presenters in the
design, development and production of broadcasts on climate change with a focus on
adaptation. During the four day workshop, communications were facilitated by audiovisual
professionals, resource persons climatology / climate change and executives of the Ministry of
Environment, Nature Conservation and Sustainable Development.
Ten (10) priority radios were selected for the production and broadcasting of programs based on
a set of criteria. Radio stations below have signed an agreement with UNESCO for the production
and broadcasts in local languages and official languages, and have benefited from the support of
one million FCFA (radio):
1. FM Radio Women Mbalmayo (Centre)
2. Community Radio Garoua Boulaï (East)
3. Radios Diversity Bare-Bakem (Littoral)
4. Community Radio Bakassi (Southwest)
5. FM radio Tikiri (Adamawa)
6. Radio Wonder Bouam (East)
7. FM radio Otete Meyomessala (South)
8. Kribi Beach FM (South)
11 Program of Integrated Approaches and Global Climate Change Adaptation – Concept Note – On the
Implementation of the Communication <strong>Strategy</strong> on Adaptation to Climate Change, Josue Monda Bakoa,
October 2012.
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9. FM Radio Women of the Benue, Garoua (North)
10. FM Radio Sava (Far North).
Video
AAP Cameroon, through UNDP, signed a contract with a local production company for making a
video documentary covering how vulnerable Cameroon is to current climate change and
reporting on the adaptation activities that exist. This documentary is intended to serve as an
essential tool for both building awareness and creating a visual baseline and as a promotional
tool for the adaptation work that is going on in the country. The video will be launched in early
December and presented at a workshop.
Media
⎯ Local TV, radio and newspapers
⎯ Village information boards
⎯ Local audio/video announcements
⎯ Local branches of women and youth organizations
In the absence of a formal partnership, the communication strategy on adaptation to climate
change is in its analysis of the situation is interest of some media for environmental issues. It is
particularly the case in some newspapers that have a specific section (Page Health and
Environment New Expression, Health and Environment page of the newspaper Le Jour) an
additional (Supplement to the journal Symbiosis mutations) develop a simple treatment or
informative (Pages society Cameroon Tribune).
Online
1. International / Regional Online Dissemination Channels
⎯ UNDP-AAP website: www.undp-aap.org
⎯ UN Adaptation Learning Mechanism: www.adaptationlearning.net
o The Adaptation Learning Mechanism (ALM) is a UNDP facilitated platform that
operates in close partnership with the UN Framework Convention on Climate
Change, UNEP, the World Bank and specialised UN agencies including FAO. The
ALM represents a collaborative, global learning process, with leadership,
facilitation and strong participation by southern institutions. Seeking to provide
stakeholders with a common platform for sharing and learning, the ALM bridges
knowledge gaps by bringing relevant knowledge and stakeholders together to
exchange information, experiences and expertise. Additionally, the ALM
complements the wide range of adaptation knowledge networks and initiatives
already underway.
⎯ We Adapt <strong>Knowledge</strong> Base: www.weadapt.org/knowledgebase/guidance/knowledge-base/
⎯ Eldis Sharing - Policy and Practice: www.eldis.org
⎯ CDKN: www.cdkn.org
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o Climate and Development <strong>Knowledge</strong> Network (CDKN) supports developing
countries to deliver climate compatible development by offering advice and
technical assistance, cutting-edge research, strategic knowledge sharing and
partnership building. It is based in the United Kingdom.
⎯ AfricaAdapt: www.africaadapt.org (and AfricaAdapt Network Updates)
o AfricaAdapt, is an independent, bilingual knowledge network focused exclusively
on Africa. Its aim isto facilitate the flow of climate change adaptation knowledge
needed for sustainable livelihoods between African researchers, policy-makers,
civil society organisations and communities vulnerable to climate variability and
change.
2. National Online Dissemination Channels
⎯ Government of Cameroon: www.spm.gov.cm
⎯ Ministry of Environment Cameroon (MINEP): www.minep.gov.cm
⎯ Ministry of Forestry Cameroon (MINFOF): www.minfof.gov.cm
⎯ Centre for Environment and Development: www.cedcameroun.org
⎯ International Centre for the Promotion of Recovery: www.cipre-cmr.org
⎯ Information Network on Development Sustainable in Central Africa / Reseau
D’Information Pour Le Developpement Durable en Afrique Centrale: www.riddac.org
⎯ UNDP Teamworks
o
UNDP Cameroon
ONE UN Cameroon
UN ICT group Cameroon
UNDP Cameroon projects on Teamworks
AAP Cameroon 12
The navigability and amount of information varies greatly amongst the online platforms
(e.g. there is a wealth of information on www.riddac.org, but only contact details on
www.cipre-cmr.org).
12 Teamworks spaces for AAP Cameroon as detailed November 7-11, 2011: <strong>Knowledge</strong> <strong>Management</strong>
support mission to UNDP, UNCT & AAP Cameroon - back to office blog:
https://undp.unteamworks.org/node/167892.
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LIMITATIONS
CHALLENGES FACING CAMEROON’S KM EFFORTS ON CCA
Cameroon’s need for a comprehensive knowledge management strategy on CCA will only
increase. Despite recent efforts to put in place the institutional framework and the tools
required for effective communication and knowledge management, significant challenges
remain. Poor capacity planning, difficulties mainstreaming KM plans, problems of coordination
of actors, and lack of resources mobilized are the major challenges. 13 Additional activities to
embed an integrated information and knowledge management culture must still be undertaken.
For the challenges facing Cameroon’s KM efforts on CCA in specific, a number of issues were
highlighted in various stakeholder interviews:
• There is a high turnover of staff and it is difficult to keep people involved for either the
project duration, or for the long-term. This means that there are continuity issues,
information and time is lost, and tasks for new staff can be unclear.
• There is a lack of knowledge re: CCA in Cameroon. For KM efforts, it is not just that the
dissemination is inadequate, but the amount of tailored information to share is limited.
This is related to an additional constraint of insufficient capacity. Information collected
and reports written during studies/consulting work at ministries and
national/international institutions are scattered and remain unknown to the general
public. This situation is the result of a lack of policy dissemination and popularisation of
information on climate change (or even the environment in general).
• There has been duplication of work, which militates against capitalising on results, and
leads to a waste of money that could have been used to address CCA issues from several
angles. With climate change adaptation projects, since they necessitate a multi-sectoral
approach, there is the potential for substantial overlap. Duplication of efforts is not
effective, but identifying synergies and opportunities for mutually beneficial and
reinforcing behaviour should be identified.
• For CCA KM efforts there is a lack of initiative. This may be due to institutional
structures and perhaps because CCA can seem abstract (except when tangible issues –
e.g. flooding – occur)
13 Projet de descriptif de programme de pays pour le Cameroun (2013-2017), Deuxième session ordinaire
de 2012
4-10 septembre 2012, New York. Point 3 de l'ordre du jour provisoire Programmes de pays et questions
connexes, June 2012.
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• Often within individual projects or ministries, KM is an abstract outcome – and
specifically for adaptation to climate change there is ambiguity on who will benefit and
precisely how/when, what knowledge should be harnessed and shared, and who is
responsible for disseminating the information.
• Culpability – someone needs to create clear responsibility for KM efforts on CCA.
Increased knowledge sharing will increase the legitimacy and practicality of CCA efforts
in Cameroon and will simultaneously reinforce the capacity of the ministries, and
increase donor confidence.
• Information access needs to be improved, and spread across a variety of media to
ensure persistence – physical copies/archive/library/e-mail. Information is often not
dynamic or responsive and shared in an ad hoc manner.
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RECOMMENDATIONS AND IMMEDIATE PRIORITIES
RECOMMENDATIONS
Climate change is an issue which necessitates increased collaboration. Like most countries,
Cameroon is still learning how to coalesce as a nation on the issue. Diversifying responses to
CCA, since responding to climate change in different agro-ecological zones requires a myriad of
responses and not just one silver bullet, requires active and responsive KM. Since environmental
changes are constantly happening, information must move quickly in order to be useful in
helping people adapt to climate change.
RECOMMENDATION 1:
UTILISE AND/OR CREATE A SIMPLE, ACCESSIBLE AND COST-EFFECTIVE ONLINE PLATFORM (POSSIBLY
THROUGH ONACC, SIE.COM OR THE MINEPDED WEBSITE)
In particular, the institutional platform should support the sharing of CCA information.
Concerning the production of information on environment and the climate changes in
Cameroon, mastery of knowledge and technology is requisite. As such, universities, research
institutions, and the compilation/collection of data and statistics are indicated, but need the
support and improvement embodied by the prospect of international cooperation.
The synchronisation of databases is another matter which will ameliorate KM issues. This will
necessarily entail some form of automation for the processing of information. In future, there
should be operational online knowledge sharing in Cameroon, including capabilities for remote
access and notifications/alerts. The systemisation of knowledge sharing (e.g. notifications sent
to subscribers when there are updates in areas of expressed interest) should also be organised.
Cameroon should utilise online tools, as and cost have been identified as barriers. The relative
lack of use of online knowledge sharing platforms represents a clear opportunity for coalescing
around one or more platforms for collaboration and dissemination. Cameroon should harness
the ability of online platforms to reach an inter-regional and international audience as well as
cater to the multitude of knowledge products that exist as well as those that should be / or are
intended to be produced.
Additionally, it has been suggested that ONACC be established as the Cameroonian Centre of
Excellence for CCA research, policy advice, capacity building and information sharing, and to
support national capacity for same. ONACC needs to collaborate and co-ordinate with many
ministries, and needs to influence policy and develop synergies of action. Importantly, ONACC
can also serve as the main repository for the sharing of best practices. Best practices should also
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e shared at workshops and events, but ONACC could offer a visible, widely accessible and longterm
repository for best practices as they emerge and as they are refined.
In 2009, the President of the Republic of Cameroon, Paul Biya, signed a decree establishing
ONACC. ONACC is designed to form an institutional home for climate change related research
and information, and can serve as a natural climate change knowledge management hub for the
country. These functions can be augmented through co-operation with complementary climate
change knowledge management clearinghouses such as SIE, AAP, ALM, AfricaAdapt, et al. The
embedding of knowledge management duties within the existing ONACC portfolio can serve to
increase the utility of ONACC’s programmatic activities, with very little increase in either funding
outlays or organisational infrastructure. 14 In addition, co-ordinated climate change knowledge
management may serve to increase the profile of Cameroon’s climate change adaptation
efforts, and thereby render funding for future projects more likely.
A diverse set of scattered CCA-related interventions are being implemented in Cameroon by
different organisations and development partners. Conferences that address climate change
risks and adaptation options relating to diverse sectors have taken place in Cameroon in the
past years, as well as a suite of pilot programmes and projects which have been implemented at
the sub-regional, national and local levels. ONACC should help ensure that these various
activities are implemented in an integrated manner, and that adaptive capacity at the local and
national levels is strengthened.
The work towards the operationalisation of this observatory, including the appointment of its
members, should be prioritised. Advocacy towards policy should be provided as part of the
communication strategy underway to strengthen the institutional role. The existing
organisational structure and position, which should ultimately be situated in the centre of all
national climate change adaptation policies, can be harnessed in order to implement specific
climate change adaptation goals. The adoption of a national climate change adaptation
knowledge management strategy – again, as part of ONACC’s portfolio - is particularly
important.
The MINEPDED’s acknowledgement of the importance of a cohesive knowledge management
strategy led to ONACC, but ONACC is still not operational. Responsibilities were delineated in
October of 2011, in the Stratégie nationale de communication sur l’adaptation aux changements
climatiques, and included ‘Détermination du cadre fonctionnel et organisationnel de
l’institution’; successful completion would be indicated by ‘Décret de designation des
responsables (le conseil de direction, la direction générale).’ This was to have been begun in
January of 2012, with an expected time requirement of one year. The fact that this has not yet
been completed does not augur well for successful CCA knowledge management in Cameroon;
14 Davenport, Thomas H., David W. De Long, and Michael C. Beers. "Successful knowledge management
projects." Sloan <strong>Management</strong> Review 39.2 (1998): 43-57.
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this vacuum of leadership should be remedied as soon as possible. At the very least, the
organigramme which was to have been completed between February and June of 2012, should
be assembled before the end of the programme period, in order to serve as an outline for future
activities.
Activities to entrench an integrated information and knowledge management culture must still
be undertaken by the MINEPDED. This will require a focused drive to cultivate a new approach
to knowledge as well as encourage the adoption and execution of a knowledge management
strategy and culture.
It is intended that multi-sector and stakeholder involvement, including at provincial and
decentralised levels, will be facilitated through multi-stakeholder fora, convened by ONACC. The
capacity to address climate change risks and adaptation responses will need to incorporate all
stakeholders, amongst other through collaboration with existing experts and lead institutions
(e.g. CIFOR, IUCN, UNESCO, World Bank, etc.).
RECOMMENDATION 2:
HR DEPARTMENT TO INCLUDE KM ACTIVITIES
Climate change necessitates a participatory approach – which means that roles will need to be
clearly delineated – and explicit provisions made for when there is a change in project
management. Additionally, the assignment of knowledge management roles specifically
amongst existing project staff, or hiring dedicated knowledge management consultants, needs
to be included as part of project deliverables. The embedding of KM activities clearly within
various roles will both broaden the reach of CCA knowledge management and increase
familiarity and buy-in amongst staff. The organisation of training sessions with new staff on KM
activities will also serve to meet CCA KM goals. Outlining a clear employee resignation and exit
process, with explicit relevant policies & procedures on KM will ensure that information is not
lost with staff turnover and that succession planning is in place.
Workshops provide a rich vein of information and an opportunity for harnessing knowledge at
various levels – since workshops are generally the culmination of a variety of stakeholders. It is
therefore imperative that knowledge is harnessed and shared as a result of workshops. KM
activities should be a requirement of workshop attendance with explicit outputs.
Specific KM outputs tied to workshop attendance will also ensure that proper incentives for
workshop participation exist. It is also suggested that there be more transparency for how
participants are chosen, more clearly defined tasks and responsibilities for workshop
participation, and notices/emails sent to focal points or interested parties that may not be
included in a particular workshop; Clear communication and increased transparency and
responsibility will avoid hurt feelings and resentment.
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RECOMMENDATION 3:
CREATE A KM CCA TEAM
The profusion of new ministries, the overlap of responsibilities across various existing ministries,
and the lack of operationalisation of existing committees/units calls out for a single consultative
committee or working group dedicated to CCA KM activities. The participatory process is
imperative and ownership and engagement from all ministries is vital. Therefore active
participation and balanced representation from all units and directorates involved on CCA
should be part of the KM CCA task team.
The AAP Cameroon Focal Points from MINFOF, MINEPAT, MINRESI, MINEE, MINIMIDT,
MINADER could be used as a starting point for crafting the KM CCA Team. The Team should also
haverepresentatives from leading agencies, e.g. IUCN, World Bank, GIZ, FAO, etc.)
In addition to establishing KM CCA leaders in Cameroon, creating a CCA KM team will also serve
to build technical skills on CCA and KM in country. This will also require improvements to
internal communication within government. Part of the CCA KM team’s role can include
advocacy and include training to increase various ministries awareness, and build skills to
lobby/campaign and increase action, influence ministers, and bring CCA issues to the forefront.
The KM CCA team will work to bridge the chasm between scientists and local communities to
make CCA knowledge relevant and applicable to local communities. It will work to extend
ongoing KM activities taking place at the country level, with a view to broaden beyond the scope
in order to share experiences & practices at the regional & global level . The KM CCA team will
be tasked to identify best practices and ensure that these successful practices are disseminated
to various stakeholders nationally and internationally. [N.B. COMIFAC and World Bank are
working regionally on CCA and environmental issues and are currently working to share
information regionally. Their efforts and experiences could serve as the inspiration for how to
work to share Cameroon’s CCA information.]
The KM CCA Team in Cameroon will serve to increase inter-agency coordination and
collaboration, and hopefully serve to increase the amount of joint programmes.
RECOMMENDATION 4:
DIRECTIVE FROM THE MINISTER TO PRIORITISE KM EFFORTS ON ALL PLANNING AGENDAS /
FORMULATION OR REVIEW OF POLICIES ON KM
KM considerations must be included in each sector’s policy strategy to ensure cohesion and to
ensure the integration of KM into own policies within the different ministries. The NAPA process
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will help identify CCA priorities and it is important to use the opportunity to ensure that the KM
component of these activities is integrated into short and long-term work plans and strategies.
RECOMMENDATION 5:
TAILOR KNOWLEDGE PRODUCTS AND TRY TO HARNESS VARIOUS LEVELS/TYPES OF CCA INFORMATION
In terms of tailoring knowledge products, the more factual climate change considerations can
be, the easier it will be to lobby for various ministries to make CCA a priority. Information and an
increased amount of knowledge products on CCA and seasonal fluctuations are imperative.
Plans within agriculture depend on strong information / meteorological info.
Within Cameroon there is a need to facilitate knowledge sharing between various levels. Strong
information on CCA is emerging at various levels and we need to work harder to incorporate
info from the local and sub-regional level. There is work with local communities (radio and
television), but these efforts should be expanded. Visualization tools should be used more in
future - bridging language gaps or literacy issues and also making the issue tangible and real.
For harnessing various types of CCA information, Mayors and other representatives from the
sub-national level are currently under-represented. Mayors are managing the very real issues of
CCA, building or repairing infrastructure – bridges, roads, etc., conducting disaster risk
management (fires, flooding), and ensuring that there is an adequate supply of potable water
for population. They are asked by their constituency to support agriculture. Mayors input and
making sure that the knowledge that they are gathering is validated and shared is critical –
especially because CCA in Cameroon requires tailoring to the specific agro-ecological zone, the
practices that are being tested at the local level have the potential for important knowledge
sharing.
ACTION PLAN FOR CCA KNOWLEDGE MANAGEMENT
The following is the basis for an action plan for CCA knowledge management which is aligned
with the communication strategy on adaption to climate change, and takes into account the
recommendations outlined above.
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Strategic Goal
Transform knowledge into action by improving knowledge management on adaptation to climate change in Cameroon
Objectives
1 Increase awareness of the value of KM on CCA within MINEPDED
2 Gain commitment and buy in from all staff
3 Create and encourage a knowledge sharing environment within MINEPDED
4 Create and encourage a knowledge sharing environment within various ministries
Actions
1 Detail and time table action plans to introduce and promote the KM CCA strategy
2 Create a consultative team / working group to advocate the KM CCA strategy
3 Design appropriate policies, procedures and mechanisms to institute a comprehensive KM strategy
4 Engage the HR unit at MINEPDED to facilitate the KM CCA strategy
5 Utilise a simple, accessible and cost-effective online platform
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Item Description Responsible
Supporting
Outcome
DATE
Parties
Parties
1 Finalize KM CCA
<strong>Strategy</strong>
Comms Unit,
UNDP
Workshop
participants
KM CCA <strong>Strategy</strong> approval November -
December 2012
1.1 Identify KM CCA
Team
Comms Unit,
UNDP
Workshop
participants
Active participation and balanced representation from
all units and directorates on task team
1.2 Detail time table Workshop
participants
Workshop
participant
NGO/IGO
Create calendar and action plan to Implement the KM
CCA <strong>Strategy</strong>
1.3 General staff
meeting to
introduce KM
CCA strategy
MINEPDED
KM CCA strategy handed out and discussed ensuring
that MINEPDED staff are aware of the objectives and
different elements of KM in Cameroon
2 <strong>Management</strong>
confirm KM CCA
team
MINEPDED,
UNDP, AAP
Cameroon
Focal Points
(MINFOF,
MINEPAT,
MINRESI,
MINEE,
MINIMIDT,
Workshop
participants
Establish KM CCA leaders in Cameroon (possibly drawing
from the AAP Cameroon Technical Committee and
leading agencies, e.g. IUCN, World Bank, GIZ, FAO, etc.)
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MINADER)
2.1 <strong>Management</strong> to
allocate tasks to
head of
divisions
MINEPDED KM CCA Team Hold management cadre responsible for KM on CCA.
Clearly define roles and responsibilities for what
knowledge should be created and shared.
2.2 Heads of
divisions to
allocates tasks
to subordinates
Respective
divisions
KM CCA Team
KM tasks outlined and execution of tasks clearly
detailed. <strong>Management</strong> involvement and ownership at
various levels ensured.
2.3 Organize
training sessions
with all staff
2.4 Ongoing
support from
MINEPDED to
Comms Unit and
KM CCA Team
KM CCA Team All directorates Unit and project heads sensitized on the importance and
value of KM. Training on what resources and methods
are available for knowledge sharing (training on online
platforms, exposure to innovative knowledge products).
MINEPDED All directorates Timely and effective KM. Verification that actions are
happening as detailed. <strong>Management</strong> involvement and
ownership at various levels ensured.
3 Directive from
the Minister to
prioritise KM
efforts on all
planning
Ministers
Office
All directorates
KM Integrated into short and long-term work plans and
strategies
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agendas
3.1 Formulation or
Review of
policies on KM
3.2 Present new
and revised
policies on KM
to management
(quarterly /
annually)
Comms Unit KM CCA Team Formulate and align KM policies (beginning with KM on
CCA) with MINEPDED and other ministries policies
Comms Unit KM CCA Team Sharing of aligned policies and strategies for good KM
4 HR Department
to include KM
activities in job
descriptions
and detail exit
process for staff
HR
KM CCA Team &
Comms Unit
Embed KM activities clearly within various roles
4.1 Include KM
activities in
Terms of
Reference
HR
KM CCA Team &
Comms Unit
Embed KM activities clearly within job
4.2 Include
assessment of
KM activities in
HR
KM CCA Team &
Comms Unit
Encourage proactive KM
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performance
assessments
4.3 Organize
training sessions
with new staff
on KM activities
HR
KM CCA Team &
Comms Unit
KM and sharing possible
4.4 Outline
Employee
Resignation and
Exit Process -
Policies &
Procedures on
KM
HR
KM CCA Team &
Comms Unit
Ensure that info is not lost with staff turnover and that
succession planning is in place
5 Utilise and/or
create a simple,
accessible and
cost-effective
online platform
(possibly
through
ONACC, sie.com
or the
MINEPDED
website)
IT Division / KM
CCA Team
Technology Partner
Operational online knowledge sharing
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5.1 KM platforms
maintained
where new and
updated info is
shared
IT Division / KM
CCA Team
Technology Partner
Operational online knowledge sharing. Improved quality
and frequency of emails, meetings, and tailored
knowledge products.
5.2 Intranet service
with email and
mobile alerts
IT Division / KM
CCA Team
Technology Partner
Operational online knowledge sharing. Remote access
and notifications/alerts. Systematize knowledge sharing
(e.g. notifications sent to subscribers when there are
updates in areas of expressed interest).
5.3 Maintain the
MINEPDED
website with
accurate and
timely
information on
cca activities
IT Division /
MINEPDED
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CONCLUSION
EXPECTED RESULTS
The expected results from this knowledge management strategy include:
- A realistic approach to the linking of institutions
- Dissemination of information on the environment and climate change
- The identification of opportunities to capitalise upon
- An architecture and roadmap for knowledge management regarding the environment
and CCA which is specific to the unique needs of Cameroon.
- An action plan for CCA knowledge management which is aligned with the
communication strategy on adaption to climate change
FUTURE KM PRODUCTS
<strong>Knowledge</strong> products are designed to meet different needs and to reach different audiences -
core knowledge products include concept notes (e.g. short discussion papers), and lessons
learned papers (e.g. case studies).
For Cameroon, CCA research, and the resultant knowledge management products that are
created, need to anticipate changes as well as the information that will be needed in future (e.g.
drought resistant crops, etc.). These may take the form of environmental impact assessments,
vulnerability assessments, and/or case studies (among others).
<strong>Knowledge</strong> management initiatives should be cognisant of local and traditional knowledge,
which can be harnessed at workshops, and disseminated through traditional media.
Useful knowledge management will be characterised by practical examples, targeted to the
intended audience. For example, the use of scientific terminology or jargon can act as a barrier
to stakeholder engagement. Therefore, practical examples and responses will be key.
Recognising that knowledge management products must be codified and disseminated in ways
that correspond to the needs of specific stakeholders (such as policy-makers, sector experts, the
private sector and local communities) the findings of the AAP <strong>Knowledge</strong> <strong>Management</strong> Needs
Survey Report (2012) suggested that in Cameroon, the most useful materials for which there
was the greatest need were ‘Vulnerability assessments’, followed by ‘Case studies [i.e.
experiences and lessons learned]’ and ‘Climate data [e.g. climate scenarios, results of integrated
modelling]’.

Once these products are created, it is suggested that they be disseminated via widely-accessible
online platforms, SMS and radio.
AAP <strong>Knowledge</strong> <strong>Management</strong> Needs Survey Report 2012: Cameroon’s <strong>Knowledge</strong> <strong>Management</strong>
Product Focus Areas
With the support of dedicated communications officers, ‘Radio documentaries’ and ‘fact sheets’
were identified as the primary knowledge products planned for in 2012. 15
Specific information on understanding weather processes and sustainable livestock production
(i.e. vulnerability assessments, case studies, fact sheets) were highlighted as helpful information
for future projects in Cameroon to learn from the knowledge that regional projects have
gathered. Incorporating gender sensitivity and gender awareness in the creation of knowledge
products was also noted as important.
Below is the graph of Cameroon’s Identified <strong>Knowledge</strong> Needs by thematic sector as identified in
the AAP <strong>Knowledge</strong> <strong>Management</strong> Needs Survey Report 2012:
15 AAP <strong>Knowledge</strong> <strong>Management</strong> Needs Survey Report (2012), p. 43.
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CONCLUSION
Responding to climate change is a knowledge-intensive undertaking, and access to relevant and
usable knowledge is an important prerequisite for successful and cost-effective adaptation
actions. Active knowledge management will help improve climate resilience by translating
knowledge into action. Through the mobilization of knowledge and technologies, Cameroon’s
KM efforts on CCA will support capacity building, policy-setting, planning and practices for lowemission
climate-resilient development.
Climate change presents a global problem which requires global action and our understanding
of the impacts of and responses to climate change, as well as the relative efficacy of different
climate and development responses is constantly evolving. In order to adapt to our changing
environment we need a greater understanding and confidence in the way the world is changing
and how we should respond to it. In order to do that collectively, we need to be sharing
technologies, identifying problems and celebrating successes. Appropriate management of lowadaptation
knowledge is at the frontline of these efforts. To have a transformational effect on
adaptation and development practices and collective behaviour, we need to make KM a priority.
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ANNEXES
ANNEX 1: CAMEROON - CONTACT LIST FOR DRAFTING KM
STRATEGY
Organisation Name Function Email
UNDP Martin Zeh-Nlo ARR / Sustainable Development martin.zeh-nlo@undp.org
Rohan Guyot Sutherland UN Volunteer - M&E
rohan.guyotsutherland@undp.org
Elisabeth Evina Program Assistant elisabeth.evina@undp.org
Josue Monda Bakoa Consultant - Communication <strong>Strategy</strong> jmondabakoa@yahoo.fr
Maire Bibiane Ndah Batuo UNDP Communications Assistant bibiane.ndah@undp.org
Project <strong>Management</strong>
Unit Anne Monique Moadjoans Assistant Finance and Administration Officer anne.moadjans@undp.org
Patrick Koumgang
Intern - Environmental <strong>Management</strong> MA
student
koumgang@yahoo.fr
M. Valentin Wangnoun Project Coordinator, Ministry of Environment valiwa1@yahoo.fr
Government partners Mme Nanga Berthe epse Owono Ministry of Environment owonob@yahoo.fr
M. Mbah Justin Direction de la Meteorologie National justohfr@yahoo.fr
M. Ngongang Leandre Institut National de Statistique ngogangwandji@yahoo.fr
Mme Tatiana Nana
Centre d'Information et documentation
Environnemental
tatyng2002@yahoo.fr
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M. Haman Unusa Ministry of Environment hamanunusa@yahoo.fr
M. Emmanuel Nchamukong
Mme Boumsong Alphonsine
Eliane
M. Benoit Bitjocka
Ministry of Environment, Environmental
Communication Consultant
Ministry of Environment, Chief of
Communications Unit
Journaliste Principal, MINEPDED
Communications Unit
nchamukong@yahoo.com
boumsong.boumsong@yahoo.fr
bitjo2003@yahoo.fr
Members of the
Technical Committee Amougou Joseph Amarthée Focal Point, UNFCCC joearmathe@yahoo.fr
Kagonbe Timothée Ministry of Environment kagonbet@yahoo.fr
Bring Christophe Ministry of Environment bringchristophe@yahoo.fr
Takou Ndade Narcisse Ministry of Industry / MINMIDT nntakou@yahoo.fr
Dorothy Bekolo Tataw Ministry of Economy and Planning / MINEPAT bekolo_dorothy@yahoo.fr
Fondjo Laurent Nyamsi Ministry of Energy and Water / MINEE laurent.fondjo@yahoo.fr
M. Jean Kouam Ministry of Livestock kouam.jean@yahoo.fr
M. Oyono Ndeng Joseph Ministry of Agriculture / MINADER essiane_owonos@yahoo.fr
Prof. Simeu Kamdem Ministry of Scientific Research / MINRESI sodziwa@gmail.com
ombillong@yahoo.fr
M. Om Billong Ministry of Forestry / MINFOF
MINEPIA, Ministry of Livestock Fisheries and
Mme. Essi Lea
Animal Industries
Stakeholders of Civil
Society / Academic
Institutions Hon. Jean Jacques Zam REPAR janjakzam@yahoo.fr
M. Messa Petit REPAR pabmessa@yahoo.fr
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M. Gordon Ajonina CWCS/Réseau Mangroves gnajonina@hotmail.com
M. Njamshi Augustine BDCP-C abnjamnshi@yahoo.com
Dr. Molua Ernest University of Buea emolua@gmx.net
Dr. Fantong Wilson Centre for Hydrological Research fyetoh@yahoo.com
UNESCO Dr. Annie Claude Nsom-Pial UNESCO ac.nsom-zamo@unesco.org
Mama Plea Specialiste du Programme Sciences, UNESCO m.plea@unesco.org
Sophie Ahanda Beyala
UNESCO, Assistant Communication and
Information
s.beyala@unesco.org
IUCN Rémi Jiagho Chef du Programme National de l’UICN remi.jiagho@iucn.org
Akwah Neba Georges, IUCN - Chargé du Programme REDD de l’UICN george.akwahneba@iucn.org
GIZ Kristen Hegener GIZ - Chef de mission GIZ Pro PSFE kirsten.hegener@giz.de
Sonja Taylor
GIZ - Projet d'Appui a l'Execution de la
Declaration de Paris (PAEDP)
sonja.taylor@giz.de
Yanek Decleire
GIZ - Conseiller GIZ/ProPSFE du MINFOF et
MINEPDED
yanek.decleire@giz.de
WWF Basile Yapo Directeur national WWF byapo@wwfcarpo.org
Assistant to M. Yapo
angonjock@wwfcarpo.org
World Bank
Serge Menang
Conseiller environnement de la Banque
Mondiale
emenangevouna@worldbank.or
g
FAO Ousseynou Ndoye Coordonateur régional projet PFNL de la FAO ousseynou.ndoye@fao.org
CGIAR/CIFOR Richard Eba'a Atyi Coordonnateur Régional du CIFOR r.atyi@cgiar.org
Dr. Denis Sonwa CIFOR d.sonwa@cgiar.org
Mme Tiani Anne Marie
Programme Adaptation du CIFOR
AFDB Samba Bocary Tounkara Chargé de programmes Pays à la BAD s.tounkara@afdb.org
BACCYDE
Cleto Ndikumagenge
Facilitateur délégué PFBC auprès de la
COMIFAC
Cleto.Ndikumagenge@fao.org
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SNV
Bakker Nongni
Conseiller foresterie communautaire & PFNL à
la SNV
bnongnimolaa@snvworld.org
France
Eric Force
Service de Coopération et d’Actions Culturelles
de l’Ambassade de France
eric.force@diplomatie.gouv.fr
EU
M. Frosio Carl
Chargé de Programme Développement Rural,
Environnement et Société Civile de la
Délégation de l’Union Européenne
carl.frosio@eeas.europa.eu
Agence Française de
Développement M. Vincent Beligne Agence Française de Développement vincent.beligne@cirad.fr
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ANNEX 2: QUESTIONS GIVEN TO CONTACT LIST PARTICIPANTS
Formulation of a <strong>Knowledge</strong> <strong>Management</strong> Strategic Plan – AAP Cameroon
Andrea Egan
October – November 2012
Questions
AAP Cameroon
⎯ Has AAP Cameroon been able to clarify the most effective dissemination channels
for the designated knowledge products?
<strong>Knowledge</strong>
⎯ Have respective knowledge management roles within existing project staff been
clearly delineated?
⎯ Have opportunities for intra- and inter-country collaborations been identified?
⎯ Are online tools being used for collaboration and dissemination? Who manages the
UNDP Cameroon website? Teamworks? AAP Cameroon web-page on undp-aap.org?
⎯ Do you have documents that you would like to share? Or knowledge products that
you have planned?
⎯ How do we communicate better with external partners? What info would be useful
for AAP Cameroon to share with them - and for them to share with us?
⎯ What are the core tasks and processes carried out by different groups and divisions
within MINEPDED? and various ministries in Cameroon?
⎯ What constitutes useful, applicable knowledge for the execution of these tasks and
processes?
⎯ How is this knowledge generated, identified, shared, stored and applied in core
operations?
⎯ How might improved generation, sharing, storing and application of knowledge be
monitored?
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Relationships and processes
⎯ What existing and planned systems and processes can support the knowledge
sharing and learning strategy, and how should they be deployed?
⎯ What existing and planned organisational initiatives might influence and support the
generation, sharing, storing and application of knowledge?
⎯ What is the nature of key relationships within the organisation? How
formal/informal are these relationships? How do they impact upon issues of
knowledge and learning?
Organisational contexts
External factors
⎯ How can human resources, information technology, information management and
other support functions be better integrated to support the knowledge and learning
‘vision’?
⎯ How might existing institutional structures support the KM strategy?
⎯ How might leadership and governance support the KM strategy?
⎯ What are the perceived costs and benefits of improved knowledge and learning?
⎯ How does organisational knowledge and learning translate across the boundaries of
UNDP to other international agencies, civil society, and so on? (Specifically, how
does the principle of ‘horizontal coordination’ work in practice and how can it be
strengthened?)
⎯ How might the political, economic, and cultural contexts in which AAP Cameroon
operates impact upon the development and implementation of an effective
knowledge and learning strategy?
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