Chapter 16. Enhancing cassava marketing and processing in Cameroon 527
- Policies and initiatives to revamp the Cameroon’s cassava
value chain
5.1 Current policies for Cassava in Cameroun
Cameroon is gradually recovering from an economic crisis which started in the mid-80s, and has
been considered as an LDC (least developed country) so as to benefit from a debt relief program from
the IMF and World Bank. In 1997, a strategic framework was set up, yielding the DSRP for poverty
reduction strategies which sought to enhance economic recovery and equal distribution of the gains
from economic growth. Notwithstanding, this achievement of the LCD initiative^10 did not coincide with
a completely successful implementation of the DSRP. Further, the financial and economic crisis starting
in 2008 has led Cameroon to revise its policy strategy.
The implementation of the rural sector development strategy has not induced significant production
increases since 2003, mainly because of a lack of effective rural infrastructures, adequate financial
services, and inappropriate fiscal policy. The contribution of the rural sector to GDP growth and economic
development has remained substantial though.
The DSCE, strategic frame for growth and employment, was set up in 2009 and well reflects the new
vision of the government whose strategic orientations envision Cameroon as “an emerging economy,
democratic, and promoting its diversity with unity”, by 2035.
(^10) It was a condition of partial national debt reduction to recycle reimbursement resources for poverty reduction.
Box 3. Few examples of successful groups in credit, processing, and marketing (Cont.)
In 2008, PNDRT provided them with several marketing facilities such as a marketing warehouse and small
transportation equipment to ensure better handling within the market. Thanks to capacity building support from
PNDRT, the GIC acquired by 2009 a credit of 6 million CFAF from a local microfinance institution (MUFFED),
which was then fully reimbursed. In 2010, the GIC obtained a second credit amounting to 10 million CFAF
from the same institution, which is almost entirely repaid. Good organization of the GIC enabled trust-building
between members and financial partners. Good management practices and adaptation capacities to a changed
environment turn out to make the group a sustainable market player which does no longer require support from
PNDRT to pursue its activities and economic expansion.
c) Current situation of advanced processors (Horus 2010): Only one semi-industrial processor provides
starch to Plasticam and exports to Asia. Its success is rooted in the securing of sourcing and consistent
deliveries in raw cassava from its own field, completed by some external purchases. Others had difficulties in
terms of sourcing cassava. GIC FEEDMA experienced inconsistent exports over the last few years, to a lack
of secure sources and a restricted set of customers. Processors from Centre and Littoral have engaged into
semi-industrial processing activities by promoting and implementing better and more secure sourcing and
market information use strategies, but still face daunting challenges in terms of equipment and financing
(GIC PAB, GIC Odefcom, GIC BY, GIC UTRAM, GIC Cedam, Coopérateurs, and Alek firm).