NATIONAL COMMISSION FOR SOCIAL ACTION …RGP Rural Growth Pole RMFA Road Maintenance Fund...

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Contents Acronyms and list of Abbreviations ........................................................................................................................... 1

Admin and Human Resource ............................................................................................................................ 4

Anti-Corruption Commission ............................................................................................................................. 4

African Development Bank ................................................................................................................................ 4

FORWARD .................................................................................................................................................................. 8

About NaCSA .............................................................................................................................................................. 9

Vision ..................................................................................................................................................................... 9

Mission : ................................................................................................................................................................. 9

Mandate: ............................................................................................................................................................... 9

NaCSA Strategic Programme Focus ......................................................................................................................... 10

KEY HIGHLIGHTS IN 2017 ................................................................................................................................. 11

Connectivity improved by Fibre optic .................................................................................................................. 11

Donor confidence sustained ................................................................................................................................ 11

Recognition and Awards ...................................................................................................................................... 11

Respond to disaster ............................................................................................................................................. 11

Process Review .................................................................................................................................................... 11

Geographic Information Systems (GIS) Centre launched .................................................................................... 11

Leadership and coordination ............................................................................................................................... 11

PART 1: PROGRAMME IMPLEMENTATION PERFORMANCE .................................................................... 0

1. HOPE FOR THE FUTURE – CREATING SOCIAL AND ECONOMIC OPPORTUNITIES ..................... 1

Promoting Women’s Empowerment Programmes ............................................................................................... 1

Self-help Affinity Groups (SAG) Scheme ............................................................................................................ 1

Capacity building of NaCSA staff on SAG management .................................................................................... 1

Micro Enterprise Groups.................................................................................................................................... 2

Contribution to Youth Employment ...................................................................................................................... 2

Developing market potentials ............................................................................................................................... 3

Enhancing food security ........................................................................................................................................ 3

Support to Food Security Activities............................................................................................................. 3

FOSTERING HUMANITARIAN ASSISTANCE ................................................................................................................. 3

2.1 Providing relief and resettlement. ................................................................................................................... 3

2.2 Providing International Protection for Refugees and Asylum Seekers. ........................................................... 4

Financial Literacy and Business Management package to Refugee families ..................................................... 4

Documentation for refugees ............................................................................................................................. 4

Community engagement on refugees situation ................................................................................................ 4

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Skill training workshops for refugees, host communities and other stakeholders ........................................... 5

Provision of cash grants ..................................................................................................................................... 5

R & R staff capacity building training ................................................................................................................. 5

Support to National Refugee Secretariat ........................................................................................................... 5

Support for trafficked migrants and victims ...................................................................................................... 6

2.2 War Reparations .................................................................................................................................... 6

3.0 SOCIAL PROTECTION ................................................................................................................................... 6

3.1 Social Safety Nets ................................................................................................................................. 7

............................................................................................................................................................................... 7

4.0 BUILDING RESILIENT AND SUSTAINABLE COMMUNITIES................................................................. 7

4.1 The Sierra Leone Community Driven Development Project – Phase 2 (SLCDD-II)

Gietrenk ............................................................................................................................................................... 7

4.1.1 Achievements made in 2017 ............................................................................................................... 7

4.2 Pro-Poor Growth-for-Peace Consolidation (GPC) ........................................................................ 8

Rehabilitation of Roads ...................................................................................................................................... 9

Construction for communities ........................................................................................................................... 9

Training in Income Generation .......................................................................................................................... 9

Spot Improvement of Roads .............................................................................................................................. 9

Evaluation of GPC II programme........................................................................................................................ 9

PART 2: PROGRAMME ADMINISTRATION AND MANAGEMENT ............................................................ 11

5.0 STRATEGIC PARTNERSHIP NETWORKING AND COORDINATION ................................................ 12

MDAs: Programme Implementation Partnership .................................................... Error! Bookmark not defined.

NGOs: Prorgamme Design and Implementation Partnerships ................................ Error! Bookmark not defined.

Donors: Bilateral and Multilateral Funding Partnerships .................................................................................... 12

6.0 ADMINISTRATION AND HUMAN RESOURCES ..................................................................................... 13

Integration ........................................................................................................................................................... 13

Culture of Annual Appraisal ................................................................................................................................. 13

Staff Strength in 2017 .......................................................................................................................................... 13

Reviews initiated .................................................................................................................................................. 14

Fuel card system trial ........................................................................................................................................... 14

Regularised interns .............................................................................................................................................. 14

Vehicle Maintenance and drivers skills improved ............................................................................................... 14

7.0 SOURCES AND ALLOCATION OF FUNDS ........................................................................................ 14

7.1 Donor Commitments and Disbursements .................................................................................... 14

7.2 Government of Sierra Leone Commitments and Disbursements ............................................... 16

7.3 Funding for New versus Continuing Programmes in 2017 ........................................................... 17

8.0 Procurement and Contract Management ................................................................................................... 18

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8.1 SLCDD II (GIETRENK) Project ......................................................................................................................... 18

8.2 GPC II Project ................................................................................................................................................. 18

8.3 Social Protection (Social Safety Net) Project ............................................................................................... 18

8.4 Sierra Leone Reparations Programme (SLRP) .............................................................................................. 18

8.5 Relief and Resettlement (R&R) Unit ............................................................................................................. 18

8.6 Summary of Major Procurements in 2017 ................................................................................................... 19

8.7 Evaluation of Procurement Capacity ............................................................................................................ 20

9.0 Monitoring and Evaluation ................................................................................................................................ 20

10.0 Information, Education, Communication and Visibility (IEC&V) ................................................................. 21

10.1 Achievements scored in 2017 ..................................................................................................................... 21

11. Management Information System (MIS) ..................................................................................................... 22

11.1 Social Protection Registry for Integrated National Targeting (SPRINT) ................................................ 22

11.2 Challenges ................................................................................................................................................... 22

12.0 Internal Audits and Risk Management ........................................................................................................... 23

PART 3: FROM THE PAST TO THE FUTURE ................................................................................................ 24

13.0 Challenges in 2017 ........................................................................................................................................... 25

14.0 Lessons Learnt ................................................................................................................................................. 26

15.0 Outlook and expectation for 2018 ................................................................................................................... 27

Speed up .............................................................................................................................................................. 27

Expand and increase ............................................................................................................................................ 27

Donor engagement .............................................................................................................................................. 27

Strengthen relationships ..................................................................................................................................... 27

16.0 Annexes............................................................................................................................................................ 28

Annex 1: Relief and Resettlement Programme Activities Implementation Status .............................................. 28

Annex 2: Analysis of Re- Verification Exercise of War Widows and Victims of Sexual Voilence nationawide for

Rehabilitation Grant Payment by District ............................................................................................................ 29

ANNEX 3: Funding status of current programmes............................................................................................... 30

Annex 4A: Consolidated Actual Receipts and Expenditures ................................................................................ 31

ANNEX 4B: The World Bank Funding Status ........................................................................................................ 32

Annex 4c: Kfw Funding Status ............................................................................................................................. 33

Annex 4d: SLCDD II: Donor Funding Status .......................................................................................................... 34

ANNEX 4E: UNHCR Donor Funding Status ........................................................................................................... 35

ANNEX 4F: Consolidated Gosl Actual Receipts and Expenditures ....................................................................... 36

ANNEX 5 ............................................................................................................................................................... 37

Annex 6: Photo Gallery ........................................................................................................................................ 38

Annex 7: NaCSA Service Charter .......................................................................................................................... 39

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Acronyms and list of Abbreviations AaHR Admin and Human Resource

ACC Anti-Corruption Commission

ADB African Development Bank

AFP Agenda for Prosperity

BADEA Banque Arabe de Développement Economique en Afrique

BMZ Bundesministerium Für Wirtschaftliche Zusammenarbeit

CARE Cooperative for Assistance and Relief Everywhere

CBF Community Based Facilitators

CBI Community Based Interventions

CIC Community Identification Committee

CMRC Community Managed Resource Centres

CRS Catholic Relief Services

DFID Department for International Development

ECOWAS ECONOMIC Community Of West African States

EVD Ebola Virus Disease

FCM Facility Management Committees

FMC Farm To Market Communities

GDP Gross Domestic Product

GIS Geographical Information Systems

GIZ Gesundheits-Informations-Zentrum

GPC Growth for Peace Consolidation

GOSL Government of Sierra Leone

GPC Growth For Peace Consolidation

GRM Grievance Redress Mechanism

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ICT Information and Communication Technology

IDB Islamic Development Bank

IEC&V Information, Education, Communication and Visibility

IFAD International Fund for Agricultural Development

IMF International Monetary Fund

IFMIS Integrated Financial Management Information System

IOM International Organization for Migration

IS Immigration Service

IT Information Technology

KfW Kreditanstalt fur Wiederaufbau German Development Bank

KPMG Klynveld Peat Marwick Goerdeler

MDA Ministries, Departments and Agencies

M&E Monitoring and Evaluation

MEG Micro Enterprise Groups

MIS Management Information Systems

MSWGCA Ministry Of Social Welfare Gender And Children’s Affairs

MOU Memorandum Of Understanding

NACS National Anti-Corruption Strategy

NACSA National Commission for Social Commission

NRA National Revenue Authority

NRS National Refugee Secretariat

NSPS National Social Protection Secretariat

NTSC National Technical Steering Committee

ONS Office of National Security

PAD Project Appraisal Document

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PADCO Peace and Development Corps

PF Provident Fund

PMSD Performance Management and Service Delivery Directorate

POC Persons of Concern

PRA Participatory Rural Appraisal

PTT Performance Tracking Table

RESSNER Rapid Ebola Social Safety Net Economic Recovery

RGP Rural Growth Pole

RMFA Road Maintenance Fund Administration

R&R Relief and Resettlement

RSD Refugee Status Determination

RSLAF Republic of Sierra Leone Armed Forces

SAG Self Help Affinity Group

SALCAB Sierra Leone Cable Limited

SD Sustainable Development Goals

SGBV Sexual And Gender Based Violence

SLCDD I Sierra Leone Community Driven Development Project Phase 1

SLIBS Sierra Leone International Benchmark Systems

SLP Sierra Leone Police

SLRSA Sierra Leone Roads Safety Authority

SNAP Sustainable Nutrition Agricultural Project

SLRP Sierra Leone Reparation Programme

SOP Standard Operating Procedures

SPLASH

SPRINT Social Protection Registry for Integrated National Targeting

SSHD Social Services Human Development

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SSN Social Safety Net

TRC Truth and Reconciliation Commission

USAID United States Agency for International Development

UTB Union Trust Bank

UNHCR United Nations High Commissioner for Refugees

Unicef United Nation Children Emergency Funds

VSLA Village Savings And Loans Association

VSV Victims of Sexual Violence

WB World Bank

WFP World Food Programme

WVI World Vision International

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FORWARD

We are very pleased to inform you that the NaCSA family including the Board worked together assiduously in 2017 to maintain and uphold our legal and institutional mandates, continue to strengthen our systems and processes of operation for effectiveness, transparency, and accountability. The valuable competencies we have acquired have been broadened to promote efficiency, effectiveness and upholding high standards in social and economic service delivery to the people of Sierra Leone.

In 2017, we maintained strict focus in building a formidable and resilient institution with the requisite human resource and technical capacity to deliver multi-sectoral services aimed at alleviating poverty and uplifting the well-being of Sierra Leoneans in line with

government’s overall development priorities outlined in the “Agenda for Prosperity” (A4P) as well as the United Nations global agenda in the Sustainable Development Goals (SDGs). In so doing, we have courageously challenged ourselves as the principal Government agency to address the key challenges in peace consolidation and national development, including youth employment, reducing illiteracy levels, improving access to agricultural services, developing community infrastructures, empowering women to foster gender parity, and eliminating endemic multi-dimensional poverty amongst the most vulnerable groups. NaCSA has been consistent and constructive in its engagement with relevant stakeholders in pursuing the implementation of the Agenda for prosperity. The Commission has significantly contributed to the achievement of the goals of Pillars 3, 4 and 6 of the A4P, directly relating to Accelerating Human Development, International Competitiveness, and Social Protection. In line with its core mandate, the Commission continues to deliver social and economic services, and provide humanitarian assistance through relief, resettlement and reparations of war and disaster affected persons. During the year, we facilitated several capacity building programmes for NaCSA staff to improve their outputs and to achieve desired results. We also strengthened the process of providing internship to more than 50 young graduates from tertiary institutions through NaCSA’s Peace and Development Corps (PADCO) internship programme. In support and strengthening of the decentralization process, NaCSA directly worked with all the 19 Districts and Municipal Councils, MDAs, SLRSA, RMFA, GIZ and IFAD. On behalf of the NaCSA team and the Board of Directors, I wish to recognize and express our profound appreciation to our donors and development partners including The World Bank, Islamic Development Bank, German Development Bank, UNHCR, and the Government of Sierra Leone for their enormous financial and other contributions to the operations of the commission which we continue to look forward to and count on in 2018 and the years ahead. Alie Badara Mansaray Commissioner, NaCSA

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About NaCSA

Mandate

Vision:

Mission:

NaCSA INTENDS TO BECOME AND OPERATE AS A VIABLE AND EXEMPLARY

INSTITUTION FOR EFFICIENT AND EFFECTIVE PRO-POOR SERVICE DELIVERY AND

GOOD PROJECT GOVERNANCE THAT ENSURES MEANINGFUL ENGAGEMENT AND

PERSONALIZATION OF THE BENEFITS OF DEVELOPMENT BY CITIZENS, ESPECIALLY

VULNERABLE GROUPS.

TO PROMOTE COMMUNITY-BASED, DEMAND-DRIVEN AND SUSTAINABLE

DEVELOPMENT ACTIVITIES LEADING TO THE ALLEVIATION OF POVERTY, REDUCTION

IN THE THREAT OF RENEWED CONFLICT; AND IMPROVEMENT IN THE SPEED, QUALITY

AND IMPACT OF DEVELOPMENT INITIATIVES IN COOPERATION WITH OTHER

STAKEHOLDERS, NON-GOVERNMENTAL ORGANIZATIONS, RELEVANT LINE-

MINISTRIES, PRIVATE SECTOR PARTNERS AND OTHER INTERESTED PARTIES IN

NATIONAL DEVELOPMENT.

TO PROMOTE EFFICIENT AND EFFECTIVE DELIVERY OF SOCIAL AND ECONOMIC SERVICES;

CAPACITY BUILDING AND HUMANITARIAN ASSISTANCE PROGRAMMES FOR ALLEVIATION

OF POVERTY; REDUCTION IN THE RISK OF RENEWED CONFLICTS AND IMPROVEMENT IN

THE WELLBEING OF SIERRA LEONEANS IN AN EFFECTIVE AND EFFICIENT MANNER.

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NaCSA Strategic Programme Focus

Creating Social and Economic Opportunities

• Human Capital Development

• Physical Capital Development

• Micro Enterprise Development and Support

• Capacity building for livelihoods

• Short-term employment and income generation measures

Providing Humanitarian Assistance

• Asylum seekers' status determination

• Protection and assistance to refugees and asylum seekers

• War Reparations

• Relief and Resettlement for IDPs and Returnees.

• Intervention on migration

Delivering Social Protection

• Systems Building forDelivery of SocialProtection ( MIS, GRM, Targeting etc)

• Cash Transfers toextremely poorhouseholds

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KEY HIGHLIGHTS IN 2017

Connectivity improved by Fibre optic NaCSA successfully installed the fibre optic to boost up its internet connectivity and save huge cost

hitherto incurred at the Commission’s Headquarters office in Freetown with the support of the Service

Provider, SALCAB.

Donor confidence sustained US$15million approved by the IMF budgetary allocation support for NaCSA to expand the Social Safety

Net Programme for three years up to 2019.

NaCSA also received approval for Euro 20million additional funding from the German Development Bank

(KfW) to commence the implementation of GPC phase three later in 2018 in Kailahun and Kono Districts

and extend to Karene District.

Recognition and Awards The Commission received four meritorious awards in 2017: the Shout Climate Change Africa Public

Leadership and Environmental Humanitarian Award; Conscious Times Media Certificate of Merit for

outstanding performance in the re-branding process; Sierra Leone Leadership Award for outstanding

Public Leadership and Gold award from the Presidential Delivery Team (PDT) at State House for

successfully exceeding targets six months before end of the Presidential Delivery Programme.

Respond to disaster NaCSA led the Shelter Pillar and managed the two internally displaced camps at Old Skol and Juba

Barracks for mudslide and flood survivors of the August 14th2017 emergency relief operations. The

Commission also facilitated the provision of humanitarian and early recovery cash transfers to 1,905 for

the same disaster affected persons in the Western Area of Sierra Leone.

Process Review NaCSA/National Social Protection Secretariat (NSPS) completed the draft Review Process of the

National Social Protection Policy in collaboration with key stakeholders, MDAs and Development

Partners.

Geographic Information Systems (GIS) Centre launched A GIS centre was formally launched and handed over to NaCSA/Social Protection Secretariat by USAID

on the 15th November 2017. The centre has the requisite GIS hardware, software equipment and trained

staff to operationalize a robust GIS mapping system.

Leadership and coordination For two consecutive years, the Commission led the Social Services and Human Development (SSHD)

sector and coordinated thirteen (13) MDAs/SoEs on the Performance Contract with H.E, the President

through the Performance Management and Service Delivery Directorate (PMSD) in the Office of Chief of

Staff at State House.

PART 1: PROGRAMME IMPLEMENTATION PERFORMANCE

SOCIAL PROTECTION

SOCIAL AND ECONOMIC

OPPORTUNITIES

FOSTERING HUMANITARIAN

ASSISTANCE

BUILDING RESILIENT AND SUSTAINABLE

COMMUNITIES

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1. HOPE FOR THE FUTURE–CREATING SOCIAL AND ECONOMIC PPORTUNITIES

NaCSA has provided hope to local communities through the implementation of programmes on Social

and Economic Opportunities centred around four (4) thematic areas:(i) promoting women’s

empowerment; (ii) contributing to youth employment; (iii) developing market potentials and (iv) enhancing

food security. In 2017, significant achievements were made in the implementation of approved

programme activities using a multi-tasked approach. Below is a summary of the Commission’s

achievements in 2017:

1.1 Promoting Women’s Empowerment Programmes In fulfilment of these objectives, the Commission through its usual advocacy interventions created a

platform for women’s empowerment and economic development. Since 2010 and with funding support

from the IDB, NaCSA initially established 150 women business groups across the country and provided

them with financial assistance. These women business groups were categorized into two: Self Help

Affinity Groups (SAGs) and Micro Enterprise Groups (MEGs).

NaCSA’s women empowerment programme activities fall within the objectives of the Government’s

Agenda for Prosperity (AfP) Pillar 8 and the Sustainable Development Goals (SDGs) 4 and 5. These

programme activities have the ultimate goal of empowering women by improving the business

environment and creating access to finance for women-owned businesses.

1.2 Self-help Affinity Groups (SAG) Scheme The main objective of the SAGs is to improve the socio–economic situation of disadvantaged women in

the rural communities, through livelihood development and mentorship on the SAG concept by NaCSA.

Since their formation to date, SAGs members have built strong cohesion amongst themselves, enhanced

their economic self-reliance and participation in business activities through sustained capacity building

support efforts. Through routine monitoring of the performance of SAGs over the period NaCSA has

discovered that the lives of its members have been transformed through access to credit facilities from

local financial institutions using group solidarity as collateral, regular savings, improved self-help

employment, and self –confidence. Despite these developments, certain challenges have been identified

in a joint assessment conducted by NaCSA and the consultancy-MYRADA in 2017 on the performance

of the 118 SAGs that have been in operation since 2014. Challenges these groups have been facing

(especially during and after the Ebola outbreak) include less frequent meetings and considerable

decrease and drop in bi-weekly savings.

1.3 Capacity building of NaCSA staff on SAG management As part of the Commission’s capacity building drive, a team

of NaCSA staff attended two strategic training programmes

in 2017 in India. The first training for eleven field and

management level staff on SAG management,

operationalisation of SAG Federations, Community

Managed Resource Centres (CMRCs) and Participatory

Rural Appraisal (PRA) techniques was held in Bangalore,

India from the 17-21 April 2017. Two management level staff

of NaCSA also attended a second training between 28th

August and 1st September 2017 on the preparation of SAG

manual as a guide to NaCSA field staff in building the

capacity of SAG members in Sierra Leone.

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In addition, between the 17 July and 4 August 2017, the Project Officer Micro Enterprise Development attended a training on New Financial Inclusion of the Poor at the Boulder Microfinance Institute, Turin in Italy. The training objective was to equip participants with requisite skills to promote the development of Microfinance through the use of Microfinance analytical models and practical tools.

Following the two trainings, four (4) MYRADA consultants visited Sierra Leone from the 8th -21st May 2017 to conduct a Training of Trainers (ToT) for NaCSA staff on participatory assessment for the existing 118 SAGs. The training used the six (6) features of organisational building including: Vision &

Mission, Organization Management, Financial Management, Organization Accountability, Network & Linkage, Learning & Evaluation. Between 3 October and 5 November 2017, four MYRADA consultants

visited Sierra Leone to conduct ToT for 60 NaCSA staff, facilitate the formation of 26 new SAGs, 6 SAG

Federations and to train 60 Book Writers in SAG book keeping in four Rural Growth Pole (RGP) Districts of Moyamba, Tonkolili, Port Loko and Kenema.

1.4 Micro Enterprise Groups NaCSA continues to work with and strengthen the existing thirty-two (32) Micro Enterprise groups (MEGs) comprising 640 women in Bombali, Tonkolili, Kambia, Moyamba, Kenema and Western Rural Area Districts. However, loan recovery from MEG members is poor and challenging. Many of the members attributed this situation to the adverse effects of the EVD outbreak and the negative attitude of members to repay loans. In 2017, NaCSA and the Union Trust Bank (UTB) stepped up monitoring and coaching of MEGs in business management.

1.5 Contribution to Youth Employment The goal of the Peace and Development Corps (PADCO) internship programme is to equip unemployed young graduates from tertiary institutions with requisite technical and practical skills and experiences in various aspects of service delivery. This programme aligns with Pillar 5 of the AfP and SDG 7, 8 and 9. The internship programme on an annual basis recruits and assigns young graduates into the various administrative and programmatic units of the Commission. Interns receive monthly stipend to cover minimal transportation cost while with the Commission and a certificate of participation in community demand-driven development programmes for about six months to enhance their future career development. Where possible, the Commission also recruits deserving interns into its normal programmes. In 2017, NaCSA recruited fifteen (15) interns to support the IDB funded SLCDD II project, while seventeen (17) young graduates from tertiary institutions (interns) were accepted and given monthly stipends into the internship programme. Sourcing secured funding to sustain the huge interest the initiative has generated within NaCSA and the public remains a challenge affecting the scheme. The Commission however is exploring additional funding possibilities to continue such high and positive impact initiatives in 2018 to support young and inexperienced graduates with employment opportunities.

NaCSA capacitates SAG Book Writers

In order to ensure effective record keeping by SAGs, NaCSA

conducted a training for sixty (60) Book Writers in the various

SAG communities. The objective was to provide knowledge

on the importance of bookkeeping, enhance the skills of Book

Writers through practical writing of SAG books to understand

the importance of SAG annual audits, and the need to

regularly update SAG books. This training also provided

knowledge on the establishment and management of

personal internal savings and lending schemes

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1.6 Developing market potentials Agriculture is very crucial to Sierra Leone’s economy in ensuring food security and employment. The

country has substantial natural, high quality vegetation and vast areas of arable land. These are

ingredients for increased food production and productivity. However, transportation of produce to the

markets remain a challenge due to poor road network, which has further implications on the prices of

locally produced food stuff particularly rice, the country’s staple food.

In order to create market access and fulfil the country’s drive towards economic growth diversification

objective of the AfP, the Commission has continued to embarked on the construction of bridges, culverts

and spot improvements of feeder roads. This has considerably enhanced the transportation of large

volumes of agricultural goods from farm gates to market centres in the three (3) Districts of Kailahun,

Kono and Koinadugu.

Over the years, NaCSA has sourced funding support from the German Development Bank (KfW) to

implement two phases of the Pro-Poor Growth for Peace Consolidation (GPC) project with the aim of

enhancing crop production, increase value chains and create access to markets for agricultural products.

In 2017, the Commission spot improved 102.8 km of feeder roads, constructed bridges and culverts, constructed three Grain-stores, 9 water wells fitted with hand pumps and 1 livestock Paddock. To date, NaCSA has cumulatively implemented 64 sub-projects, working collaboratively with the Kailahun, Kono and Koinadugu District Councils.

1.7 Enhancing food security

Support to Food Security Activities

Pillar1 of the AfP and SDGs1, 2, &10, emphasise the

increase of agricultural productivity to address poverty. The

agricultural sector contributes about 54% to the country’s

economy and employs about 60-70% of the population

(Source: 2016 Census Report). With funding from KfW,

NaCSA has implemented GPC programme activities that

have directly supported the attainment of food security in the

country. In addition, the project has provided employment to

about 30%of unskilled labour in the construction of feeder

roads, grain stores, livestock paddocks and drying floors.

These have immensely contributed to increased food

security, improved value chain and created employment for approximately 4,038 youth (11 % females).

2.0 FOSTERING HUMANITARIAN ASSISTANCE

NaCSA continues its statutory responsibility of providing humanitarian assistance to various categories

of persons affected by wars and conflicts as well as those seeking asylum from political and other forms

of threats as well as other Persons of Concern (PoC). The mandate of providing protection and assistance

to persons of concern as described in relevant international conventions have, to date, been executed

by the Commission with utmost sincerity and due diligence, taking into cognisance the various

international legal instruments as well as the 2007 Refugee Protection Act at the domestic level to provide

favourable protection.

2.1 Providing relief and resettlement. NaCSA provided protection to survivors of the 14 August 2017 mudslide and flood disaster, which claimed

the lives of over 500 persons resident mainly in Regent and Lumley communities in the outskirts of

Field visit at the Kabala-Bafodia feeder road

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Freetown in the Western Rural Area. The Commission led the shelter pillar and coordinated the

management and administration of two transit centres at Old Skool and Juba Baracks in Freetown for

about 1,905 mudslide and flood disaster survivors. NaCSA also facilitated unconditional cash transfers

to the above survivors. This initiative is in line with NaCSA’s mandate of providing relief and resettlement.

2.2 Providing International Protection for Refugees and Asylum Seekers. NaCSA through UNHCR has a good record of accomplishing and providing international protection to

refugees, asylum seekers and other persons of concern. This situation was demonstrated during the civil

war in Liberia when Sierra Leone hosted more than sixty thousand Liberian refugees. In managing the

residual caseload especially when the cessation clause was invoked, exempted Liberian refugees and

other nationals living in Sierra Leone continue to enjoy physical and legal protection.

In addition, NaCSA provides protection and assistance to asylum seekers and refugees in the areas of

(i) conduct of asylum procedures; (ii) provision of livelihood support (iii) birth registration (iv) residence

and work permit for locally integrated refugees and issuance of birth certificates with funding from

UNHCR.

The following summarises NaCSA’s performance in the area of international protection and provision of

assistance to refugees and asylum seekers in 2017:

2.3 Financial Literacy and Business Management package to Refugee families NaCSA trained 84 refugees in Financial Literacy and Business Management and provided one million Leones (Le 1,000,000) to each beneficiary residing in NaCSA manned Refugee Settlement Camps at Tiama, Jimmi Gbargbo, Bandajuma Sowa, Gerihun, Jembeh, Largo Tobanda and Gondama in the Southern and Eastern regions of the country.

2.4 Documentation for refugees In collaboration with UNHCR, NaCSA issued out 394 out of a target of 432 national identity cards to refugees residing in the above refugee host communities.

2.5 Community engagement on refugees situation NaCSA engaged and updated stakeholders, including Paramount Chiefs and refugee leaders on UNHCR Operations and the December 2017 phasing out of the Programme in Sierra Leone.

Discussion and Planning Meeting with UNHCR

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2.6 Skill training workshops for refugees, host communities and other stakeholders NaCSA Relief and Resettlement unit also conducted a workshop on the Child Right Act in Gondama and

Jimmi Bagbo for 180 refugees, stakeholders and host community members. Seven (7) refugee family

heads also benefited from a training on small businesses and financial management in Freetown in

November 2017. The objective of the training was to empower urban refugees with entrepreneurial skills

in order to make them self-reliant through their engagement in small-scale businesses.

2.7 Provision of cash grants The R&R Unit provided a cash grant of Le 5,000,000 (five million) to each exempted Liberian refugee

family heads and other nationals in the Western Area as business support for Cash Based Interventions

(CBIs).The refugees signed Memoranda of understandings (MoUs) with the R&R Unit to utilise the cash

grant for livelihood enhancement.

Signing of MOU and disbursement of CBI to Urban refugees

2.8 R & R staff capacity building training In November 2017, six (6) R&R staff and two (2) NaCSA colleagues benefited from a three days training in Project Management and report writing in Makeni. This training built staff capacity in programme implementation, budget management and report writing. The training also adequately prepared staff for the smooth transition when UNHCR phases out in Sierra Leone.

2.9 Support to National Refugee Secretariat The National Refugee Secretariat (NRS) in the Ministry of Foreign Affairs and International Cooperation received financial support from UNHCR through NaCSA to enhance the day-to-day management of NRS. Also, the R&R unit in collaboration with UNHCR has held a consultative meeting with refugee hosting community stakeholders in the south and eastern regions to share information on UNHCR’s phasing out from Sierra Leone.

NaCSA Commissioner, Paramount Chiefs, UNHCR and District Council Officials in Bo City

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2.10 Support for trafficked migrants and victims In October 2017, NaCSA supported partners including IOM, Ministry of Foreign Affairs and International

Cooperation, WFP, UNICEF etc. receiving more than 200 Sierra Leonean migrants and victims of

trafficking, deported from Libya.

3.0 WAR REPARATIONS The objective of this programme is to restore rights and dignity of victims through a reparations

programme constituting compensation and rehabilitation of mind, body and status. The Government of

Sierra Leone through NaCSA, funds the War Reparations Programme.

In 2017, a residual caseload of 9, 654 out of 16,219 female war victims of sexual violence were physically re-verified by NaCSA in the Western Area, Southern, Eastern and Northern Regions for a one-off rehabilitation grant from the Government of Sierra Leone. In 2018, NaCSA intends to deal with the remaining 10,979 sexually violated victims and war widows from Bombali, Kambia, Koinadugu, Port Loko, and the remaining chiefdoms in Tonkolili Districts for possible rehabilitation grants. In August 2017, an eight (8)-man delegation from the Republic of Gambia visited NaCSA on a study tour to learn best practices of the Sierra Leone reparations programme.

4.0 SOCIAL PROTECTION

In 2017, NaCSA worked collaboratively with international and national partners to deliver social protection interventions including the Social Safety Net Programme (SSNP). The Commission facilitated the review of the draft National Social Protection Policy together with the World Bank, UNICEF, Technical Steering Committee and National Social Protection Secretariat. This is in pursuance of Pillar 6 of the AfP and SDGs 1, 2, and 10 which all aim at the delivery of Social

Protection services with the overall goal to alleviate poverty. Therefore, the implementation of sound

social protection policies, provision of social insurance interventions and basic social protection packages

for the extremely vulnerable population are key drivers in building social and economic resilience. This is

part of the Commission’s priority areas.

USAID and CARE International, Sierra Leone, officially launched and handed-over to the Social

Protection Secretariat/NaCSA a GIS centre with requisite hardware and software for operationalising the

GIS mapping system in November 2017 in Freetown. Several key partners of the Commission including

World Bank and UNICEF witnessed the handing over ceremony.

The Gambia delegation on a study tour poses with NaCSA staff

7

4.1 Social Safety Nets The Social Safety Net Project (SSNP) is a poverty alleviation programme funded by the World Bank

(WB), and United Nations Children’s Fund (UNICEF) with counterpart funding from the Government of

Sierra Leone (GoSL).The SSNP provides unconditional cash transfers to extremely poor

vulnerable households in communities to help them meet their basic needs.

The SSN project in 2017 provided quarterly unconditional cash transfers to 29,560 extremely poor and

vulnerable households in nine (9) districts including Kono, Bombali, Moyamba, Western Rural, Port Loko,

Bo, Kenema, Tonkolili, and Kailahun to help them meet their basic needs. With funding from the UK-Aid,

the SSN facilitated the provision of humanitarian and early recovery unconditional cash transfers to 1,905

survivors of the 14 August 2017 mudslide and flood disaster.

In July 2017, the SSN project received additional US$15 million budgetary allocation from the IMF for

three (3) consecutive years up to 2019 for project expansion. This additional funding will benefit 26,000

new beneficiaries and the project extended to four previously unserved districts of Koinadugu, Bonthe,

Kambia and Pujehun.

5.0 BUILDING RESILIENT AND SUSTAINABLE COMMUNITIES

NaCSA commits and contributes to the acceleration of human development efforts as contained in the

government’s Pillar 3 of the AfP and SDGs 1, 9 and 11. The Commission currently implements a rural

growth poles project with the objective of changing incrementally the human development index ranking

and ensuring prosperity of citizens as measured by the levels of access to reasonable social facilities

and community development.

5.1 The Sierra Leone Community Driven Development Project – Phase 2 (SLCDD-II) Gietrenk

This Project aims at reducing poverty and attain sustainable improvement in the wellbeing of the

population of Sierra Leone by providing access to socio-economic opportunities and capacity building.

The project hopes to achieve this by providing communities access to demand driven social and

productive assets and services, access to a package of business development services including

microfinance, self- help affinity groups, and building local level institutions and governance structures.

With funding support from IDB, the five years project is implemented in seven chiefdoms in four districts

including Lower Bambara (Kenema District), Dibia and BKM (Port Loko district), Kholifa Mabang and

Kunke Sanda (Tonkolili district), Bagruwa and Ribbi (Moyamba district).

5.1.1 Achievements made in 2017

IDB Implementation Support and Supervision

In January/February 2017, the IDB conducted an Implementation Support and Supervision mission of

the SLCDD II project to review progress in the procurement of five (5) major international consultancy

firms: ‘Master Planning, Design and Supervision’; and the ‘Financial Management Systems and Audit’;

CHANGING THE LIFE OF A SINGLE PARENT THROUGH THE SSNP

Madam Aminata Tholley is a 37 years old single parent living in Matene , a small village in Bombali district in Northern Sierra Leone.“ I lost my husband at an early age and my children had to be withrawn from school because I couldn’t afford to pay their fees’. Through the SSNP, I’ve been able to send my children back to school.” “ My children and I used to eat cassava and potato once in a day, but

now we eat rice and beans regularly with salt, fish, and palm oil.

Before, I would not have been able to afford it at all.”

8

Livelihood and Value Chain Agribusiness Development; Islamic Microfinance and Capacity Building in

Small and Micro Enterprise Development.

Established National Technical Steering Committee

The National Technical Steering Committee (NTSC) and seventy Community Management Committees

(CMCs) were set up in the four Rural Growth Pole (RGP) Districts to support the implementation of the

Gietrenk project at the local and national level. The NTSC participated in the approval processes of the

21 Quick-Wins sub-projects and securing land agreements from the Local District Councils.

Routine Monitoring of SAGs

The Commission continued to conduct routine monitoring of the performance of the 118 SAG members

and discovered appreciable transformation in the lives and livelihoods of targeted communities have

been made through access to credit facilities from local financial institutions using group solidarity as

collateral, regular savings, improved self-help employment, and self–confidence.

Joint Assessment on Performance of SAG

NaCSA conducted a joint assessment with the consultancy firm, MYRADA in 2017 on the performance

of the 118 SAGs formed in 2014. This assessment revealed that these groups faced considerable

challenges, especially during and after the Ebola outbreak, which resulted in significant drop in bi-weekly

savings and frequency of SAG meetings.

Capacity building of staff on SAG Management and beneficiaries

NaCSA built the capacity of eleven (11) field and management level staff on SAG management,

operationalisation of SAG Federations, Community Managed Resource Centres (CMRCs) and

Participatory Rural Appraisal (PRA) techniques in Bangalore, India from the 17-21 April 2017. Meanwhile,

between 28th August and 1st September 2017, two (2) management level staff of NaCSA participated in

the preparation of the SAG manual as a guide for NaCSA field staff in building the capacity of SAG

members.

Between the 17 July and 4 August 2017, the Project Officer Micro Enterprise Development attended a training on New Financial Inclusion of the Poor at the Boulder Microfinance Institute, Turin in Italy.

Four (4) MYRADA consultants visited Sierra Leone from the 8th -21st May 2017 to conduct a Training of Trainers (ToT) for NaCSA staff on participatory assessment for the existing 118 SAGs.

Between 3 October and 5 November 2017, four MYRADA consultants visited Sierra Leone to conduct a

ToT for 60 NaCSA staff, facilitate the formation of 26 new SAGs, 6 SAG Federations and train 60 Book Writers in SAG book keeping in the four Rural Growth Pole (RGP) Districts of Moyamba, Tonkolili, Port Loko and Kenema.

In 2017, NaCSA and the Union Trust Bank stepped up monitoring and coaching of the existing thirty-two (32) Micro Enterprise groups (MEGs) with 640 women in Bombali, Tonkolili, Kambia, Moyamba, Kenema and Western Rural Area Districts in business management.

5.2 Pro-Poor Growth-for-Peace Consolidation (GPC)

The Pro-Poor Growth for Peace Consolidation (GPC) Programme is an employment promotion and income generation initiative, with the purpose of deepening the peace consolidation process. It focuses on employment creation and income generation for vulnerable groups (youth and women) in selected rural and semi-urban areas. The GPC was established through a financial cooperation agreement between the Government of Sierra Leone and the Federal Republic of Germany signed in 2014. NaCSA has been implementing this project with funds coming from the German Development Bank (KfW) and there is a possibility of extending the programme into a third phase in later part of 2018.

9

Rehabilitation of Roads During this reporting period, NaCSA commenced the rehabilitation of 102.8 km feeder roads, bridges and culverts. NaCSA also signed MoU’s with the three District Councils, SLRA, RMFA and disbursed Euros 50,000 each to the Kailahun, Kono and Koinadugu District Councils as a pilot project for feeder roads maintenance.

Construction for communities The commission through the GPC II project also constructed three grain stores, nine water wells fitted with hand pumps and one livestock Paddock in Kailahun, Kono and Koinadugu Districts. In appreciation for this, the Regent Chief of Bafodia Wara Wara chiefdom had this to say:

Training in Income Generation The Commission with support from Eco-Gitec consultancy firm trained relevant stakeholders including NaCSA staff, District Council Staffs and FMCs in operating and maintaining income-generating facilities in Kailahun, Kono and Koinadugu Districts.

Spot Improvement of Roads GPC II project in collaboration with the Kailahun District Council spot improved the12.4 Kms Jaama –

Bandajuma Sinneh feeder road used by a bike rider who opines about this development as:

With NaCSA’s intervention, the users are now very much comfortable with the roads and there are very

fewer accidents reported by both vehicles and motorbikes. This has made movement possible through

the year as opposed to less movement, especially during the rainy season due to terrible road

conditions.

Evaluation of GPC II programme In November 2017, a KfW appraisal Mission evaluated the GPC II programme implemented in Kono, Koinadugu and Kailahun Districts and discussed the way forward for with NaCSA and key stakeholders on the possible expansion of the current GPC II to a third phase (GPC III) to include Bombali District.

“For far too long, we have not only been denied the right to co-exist with our siblings across the river, but at the

same time deprived of the opportunity to gainfully trade across the river with our close-by neighbours in the

Republic of Guinea, who are just stone-thrown away. If with all these challenges, our people have endeavoured

to risk across to trade and contribute to the development of the Chiefdom, what will happen when this bridge is

completed and traffic increased? It simply means more improvement in our lives and progress to the chiefdom.

It is because of this, we want to thank the German Government, who provided the fund, NaCSA who is

undertaking the project. Words cannot adequately express our true feelings of gratitude”

Mohamed Musa, a bike rider resident in

Bandajuma Sinneh opined, “during the raining

season the Jaama –Bandajuma Feeder road

was under high stress from both vehicular and

bike traffic due to the rough nature of the trunk

road”.

“I am highly appreciative of the work

undertaken by NaCSA in my community. It is

no longer painful to ride along the road

especially the hills because of the work done on

the feeder road through the GPC II programme.

10

Construction of 80 metres bridge along the Bafodia and Mongofe road

in Koinadugu District.

11

PART 2: PROGRAMME ADMINISTRATION AND MANAGEMENT

NaCSA

ADMINISTRATION & HUMAN

RESOURCES

MONITORING AND EVALUATION

INTERNAL AUDITS AND RISK

MANAGEMENT

PARTNERSHIP NETWORKING & COORDINATION

FINANCIAL MANAGEMENT

PROCUREMENT & CONTRACT

MANAGEMENT

12

6.0 STRATEGIC PARTNERSHIP NETWORKING AND COORDINATION

Partnership is a fundamental core principle of NaCSA’s approach to the successful implementation of its

programme strategic directions. In pursuance of this principle, NaCSA has fostered strong partnership

and collaboration with reputable development institutions across the country by creating synergies in the

design and implementation of projects. This approach has also enabled the Commission to secure

increased funding particularly from development partners for the implementation of its programmes,

increased the scope of its interventions and beneficiaries.

In 2017 the following achievements were made in building and strengthening collaborative partnerships

with MDAs; bilateral and multilateral donor partners; and international NGO’s with implementing partners.

These partnerships include:

The Commission through the National Social Protection Secretariat collaborated with WFP to ensure

successful conduct of the WFP lean season food distribution programme in 6 Districts, including SSN

Districts of Port Loko, Bombali, Kailahun, Kono, Tonkolili and Kenema Districts.

With funding obtained from USAID/FFP, CARE International supported the GIS capacity building needs of NaCSA/Social Protection Secretariat with requisite hardware, software and staff training. This was a component of the Rapid Ebola Social Safety Net Economic Recovery (RESSNER) project.

NaCSA constantly participated as member of the Sierra Leone International Benchmark System (SLIBS) in the assessment of Sierra Leone’s progress against international benchmarks and indicators compared to other countries.

The Commission continued to coordinate periodic stakeholders meetings with Cash working group

partners (SNAP, Save the Children, CARE International, World Vision, CRS) on the need to adhere to the principles of the Standard Operating Procedures (SOPs).

The Commission also facilitated periodic Technical Steering Committee (TSC) meetings Sierra Leone

Community Driven Development (SLCDD II), GPC II and Social Protection (SP) projects, focusing on the selection and approval of sub-projects, reporting of activities including achievement, challenges and future direction. The Social Protection (SP) projects looked at the Social Safety Net, Grievance Redress Mechanisms (GRM) system, MIS/SPRINT and GIS.

The Commission enhanced the humanitarian relief and recovery objectives during the mudslide

disaster by collaborating with ONS, WFP, UNICEF and other partners in the enrolment and subsequent provision of relief services to the flood and mudslide food affected victims in Freetown.

NaCSA in collaboration with its partners, the Anti-Corruption Commission, Civil Society and Splash

money transfer provided unconditional cash transfers to 21,083 extremely poor households in nine (9) districts namely; Bombali, Moyamba, Kono, Western Area Rural, Tonkolili, Port Loko, Bo, Kenema and Kailahun through the Social Safety Net project.

Donors: Bilateral and Multilateral Funding Partnerships NaCSA hosted two World Bank Missions for the SSN project – the first in January (1st quarter) and

the second in November 2017 (the midterm review). NaCSA also hosted two IDB supervision missions in January/February and July 2017 to review

SLCDD II Project Appraisal Document (PAD) and Project Implementation Manual (PIM). Established partnerships with five (5) key international consultants (including Master Design,

Planning and Supervision Consultant, Islamic Microfinance consultant, Value chain, livelihood & agribusiness consultant, financial management and Audit consultant, and Capacity Building on Microfinance consultant) for the implementation of the Sierra Leone Community Driven

Development (SLCDD II) project.

13

The German Development Bank (KfW) carried out three support missions for the implementation of the GPC II project: the first from April 19th to May 12th, the second from June 29th to July 14th and the last from 3rd to 9th November 2017.

7.0 ADMINISTRATION AND HUMAN RESOURCES

In 2017, the Admin & HR unit continued to play pivotal and integral role in providing competent, result

oriented personnel to support the planning, and implementation of donor and GoSL funded projects that

define the Commission’s mandate. The Admin & HR unit primarily focuses on:

1. Providing the platform to establish administrative processes that guide and ensure consistency in

dealing with employment contract, welfare and legislative commitment.

2. Ensure consistency in the decision-making process and human capital growth through effective

HR business process engineering, utilising legislative procedures, efficient recruitment, robust

and bespoke policies.

3. Provides oversight of the Logistics and Procurement Units.

The Admin & HR unit supports the various projects in ensuring access to properly maintained vehicles,

and purchasing compliance for GoSL and supporting procurement personnel in all the other projects.

The core aspect of the HR unit is the provision of professional, competent, specialist employees with a

shared vision of not only delivering on development projects, but also on socio-economic and

humanitarian assistance throughout Sierra Leone.

Integration

Serving both internal and external clients and providing the framework that would foster effective

performance in the delivery of approved programs, the Admin & HR unit has successfully integrated the

people side of the Commission with the project planning and implementation infrastructure.

Culture of Annual Appraisal In streamlining the effectiveness of the capacity of the Commission the A&HR has been instrumental in

carrying out the end of year appraisals and by fairly assessing all personnel, we have been able to deliver

a competent team moving forward into 2018.

Staff Strength in 2017

NaCSA presently has 197 staff members, 36 (18.3%) females and 161 (81.7%) males. In 2017, NaCSA

recruited 63 new staff members, 18 (28.6%) females and 45(75.4%) males. We note that in line with the

Commission’s vision of empowering women, the Commission saw a 10% increase in the number of

females recruited compared to 2016. The bulk of these personnel were recruited for the SLCDD II project.

Table 1: Staffing base of NaCSA as of December 2017

Staffing Category Male Female Total

No (%) No (%)

Executive Management 1 0.64 1 0.64 2

Programme/Projects 77 77.8 22 22.2 99

Admin & HR/Procurement 72 88.9 9 11.1 81

Finance 8 66.7 4 33.3 12

Internal Audits & Risk Management 3 1.91 0 0.00 3

Totals 161 81.72 36 18.3 197

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Reviews initiated The Admin & HR unit supports staff recruitment, deployment and promotion as well as renewal of

employment contracts to deserving staff. It develops and manages lease contracts and protects both

physical and intellectual properties of the Commission for and on behalf of the Government of Sierra

Leone. Some of the future major achievements of the Unit going forward will include; the full review of

the Employee Manual and the creation of a robust Admin & HR Manual that will include legislative guided

policies and guidelines to manage employee – employer expectation and accepted behaviour.

Fuel card system trial A fuel card system to improve the management of fuel to ensure accountability and proper reporting was

introduced (on trial). Uniforms for drivers and office attendants were provided to foster the external image

of the Commission. SALCAB was commissioned to provide Internet connectivity which has enhanced

effective communication within (and outside) the Commission.

Regularised interns The Admin &HR unit working with the Finance unit was able to regularise personnel in the Commission.

The Commission successfully incorporated NaCSA staff into IFMIS (GoSL Payroll system). This includes

38 personnel of whom the Commission had no salary funding. The Admin &HR unit was able to guide

the management teams and relevant units to achieve a landmark success in grossing up salaries to

compensate for PAYE tax to the GoSL.

Vehicle Maintenance and drivers skills improved Within the logistics unit the Commission was able to secure the services of another garage to support

the existing one. This has enabled fast turnaround on vehicle repair and established a transparent and

competitive process. Drivers of the Commission were also put on a driving skills training conducted by

Christex Driving School. This has greatly enhanced the driving skills and road etiquette of our drivers.

Some of the major challenges the Admin & HR continue to struggle with include: difficulty in accessing

government counterpart funding which gravely affects the administrative activities and procurement of

quality vehicles from open market for replacement of aged fleet, inability to attract highly skilled and

qualified staff for specialized jobs, and the Low staff motivation including morale due to poor remuneration

package (medical, end of service benefit).

8.0 SOURCES AND ALLOCATION OF FUNDS

The medium-term budget framework for NaCSA’s programmes includes funding sources from the

Government of Sierra Leone through counterpart funding arrangements and donor agencies. Strong

donor commitment to NaCSA is evident.

8.1 Donor Commitments and Disbursements

For the 5-year period, 2013-2017, estimated total donor commitments to NaCSA projects amounted to

US$ 147 Million. Donor resources received in 2017 amounted to US$7.16 Million. Total resources

received from donors for the past five years as at 2017 amounted to US$48.75 Million, with the bulk

contributed by the World Bank, Islamic Development Bank and the German Development Bank (KfW).

The tables below provide a detailed analysis of donor funding during the five years ending December

2017. A summary of donor funding for the various programmes and projects implemented by NaCSA for

the period 2013-2017 as shown in the Table below.

15

Source: NaCSA Finance Unit

Donor Disbursements of Programme and Project Implementation – 5 Years Cumulative

Programme/Project DONOR 2013 US$M

2014 US$’M

2015 US$’M

2016 US$’M

2017 US$’M

Cumulative

SSN WB 0 0.519 5.544 4.05 0.46 10.573

LIPW WB 0 0 0 2.06 0.86 2.92

LCDD/IDB IDB 6.83 1.310 0 0 3.0 11.14

PPG I/GPC KfW 2.082 1.506 0.221 0.12 0.10 4.029

PPG II /GPC/KfW KfW 0 0.538 2.260 2.66 2.64 8.098

R&R UNHCR 0.256 0.107 0.081 0.12 0.10 .664

REPARATIONUN/WOMEN UN 1.978 0.138 0.025 0 0 2.141

IRREGULAR/MIGRATION ECOWAS 0.160 0 0.128 0 0 0.288

HABOPE WB 2.015 0.428 - 0 0 2.443

YESP WB 1.733 0.438 0.282 0 0 2.453

RE-SSN WB 0 0 4.00 0 0 4.00

TOTAL 15.054 4.983 12.541 9.01 7.16 48.75

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8.2 Government of Sierra Leone Commitments and Disbursements

Government of Sierra Leone counterpart contributions to development projects, recurrent expenditures

and Salary Grants were lower than the expected budget amounts. The total resources allocated for the

period was Le 7.935billion; of this amount, approximately Le6.212 billion was disbursed by the end of

December 2017, leaving an undisbursed balance of Le1.72 billion. Total resources received from GoSL

over the 5-year period ending December 2017 is Le28.483 billion, with funding of the reparations

programme, recurrent budget and Staff salary grants accounting for the bulk of these resources, while

contributions to the various development projects remained minimal.The Table below summarizes GoSL

funding contributions to NaCSA for the period 2013 to 2017.

GoSL Disbursements to NaCSA – 5Years Cumulative

PROG 2013 Le Million

2014 Le Million

2015 Le Million

2016 Le Million

2017 Le Million

Cumulative Le Million

SLCDD/IDB 400,000 280,000 56,300 693,700 400,000 1,830,000

SASP/ADB 950,000 250,000 56,300 693,700 450,000 2,400,000

RECURRENT/ GoSL

322,000 475,000 93,000 1,901,700 672,000 3,463,700

SALARY GRANT 684,000 929,000 1,706,000 2,497,611 3,290,000 9,106,611

REPARATIONS 300,000 6,218,500 2,060,000 400,000 8,978,500

IRREGULAR/MIGRATION 0 0 0 0 -

SSN 0 0 90,000 1,000,000 1,000,000 2,090,000

RMFA 614,868 0 614,868

TOTAL

2,656,000

8,152,500

4,061,600 7,401,579

6,212,000

28,483,679

Source: NaCSA Finance Unit

17

8.3 Funding for New versus Continuing Programmes in 2017

As at 31st December 2017, NaCSA implemented six (6) programmes/projects compared to

seven (7) in 2016. In 2017 fiscal year, not all the committed GoSL counterpart funds (Le1,

948,418million) allocated for development programmes were paid to NaCSA. The bulk of the

GoSL counterpart payments were made for salary grant and recurrent expenditures. However,

GoSL counterpart payments to support development programmes were made for SLCDD II

(Le950million) and SSN (Le200million) both of which were from the 2016 allocations. One

recurrent payment of Le672million was received from the GoSL 2017 allocation.

In June 2017, the IMF approved additional funding of US$15million to support the SSNP for

the next three years. An initial disbursement of US$5million was also approved to support the

SSNP unconditional cash transfers during quarter four of 2017 and quarter one of 2018, which

necessitated the modification of the SSNP financing agreement by MoFED to reflect the IMF

funding. In the meantime, NaCSA also received approval for additional funding of

Euro20million from the German Development Bank (KfW) to commence the implementation

of GPC phase three in the fourth quarter of 2018 in Kailahun, Kono and Bombali Districts.

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9.0 Procurement and Contract Management

The procurement unit of NaCSA is charged with the responsibility of ensuring compliance with

Part XI of the Public Procurement Regulations 2006 Act, which stipulates measures to

promote transparency and accountability. This unit primarily executes the procurement of

goods, works, non-consulting services, selection and employment of consultancy for the

implementation of projects in accordance with the procurement guidelines, rules and

procedures of the respective programmes and projects as defined and stipulated in the

financing agreement as well as the statutory instrument relating to domestic procurement

guidelines.

9.1 SLCDD II (GIETRENK) Project In 2017, NaCSA continued procurement process of five key international consultancies for the

SLCDD II project. In February 2017, a contract was signed with an Indian based International

NGO, MYRADA to provide capacity building support to 518 Self-Help Affinity and 352 Micro

Enterprise Groups for the next four years. NaCSA also steadfastly continued the procurement

process for the Master Design and Planning Consulting firm, Financial Management and Audit

consulting firm, Livelihood and Value Chain consulting firm, and Islamic Micro Finance

consulting firm. Please see procurement details of goods, works and services in the table

below.

9.2 GPC II Project Two consultancy firms (Economic Forum and Eco-Gitec) continue to provide local and

international consultancy services for the GPC II project. The local consultancy firm, Economic

Forum completed the final Impact Evaluation GPC I, Baseline Survey and Mid-Term Review

of GPC II. The International consultancy firm, Eco-Gitec, meanwhile continues to technical

assistance, monitoring and evaluation of the entire project. Procurement details of the GPC II

project in 2017 are shown in the table below.

9.3 Social Protection (Social Safety Net) Project In 2017, a new Programme Manager was recruited to replace the erstwhile manager who was

appointed as Director of the Social Protection Secretariat. The SSNP continued to engage the

services of the Mobile Money Transfer, SPLASH and worked collaboratively with Anti-

corruption Commission (ACC).The unit also engaged various service providers for the printing

of training modules and launched an RFQ for the supply of stationery items. The SSNP is in

the process of developing a Framework Agreement with service providers for the supply

stationery. Please see procurement details of the unit in the table below.

9.4 Sierra Leone Reparations Programme (SLRP) A local consultant was contracted to produce a progress report of the Sierra Leone

Reparations Programme (2007 – 2017). The consultant in his report presented progress made

of SLRP, which is currently being reviewed.

9.5 Relief and Resettlement (R&R) Unit With support from UNHCR, the R &R unit contracted the services of an individual consultant

to produce a technical report on the entire refugee and asylum system in Sierra Leone.

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9.6 Summary of Major Procurements in 2017

The following were some of the accomplishments of the Procurement Unit as shown in the

matrix below.

Programme/

Project

Type Description

GPC Civil Work - Recruited one (1) Procurement Specialist.

- Rehabilitation and spot improvement of 102.8 Km of

feeder roads in Kailahun, Kono and Koinadugu

Construction of 3 Grain store, 9 Water Wells and 1

livestock paddock.

- Evaluation of the 37 projects and evaluation of bids

have been concluded under the GPCII

GPC-II Consultancy - Programme Baseline Survey, Mid-Term Review and

Final Impact Evaluation

SSN

Goods and

Service

- Mobile Money Transfer services for SSN

beneficiaries;

- Recruited one PM-SSNP

- Engaged in the procurement of 3 laptop computers.

- Printing of SSN training modules.

- Supplies of stationeries

SLCDDII

Consultancy

Goods and

Service

- Recruited one (1) programme manager, Financial

Specialist, Procurement Manager, first batch of 35

Community Based Facilitators (CBFs), 7 Hub Based

Specialists (HBS), four finance admin assistants, and

five Clarks of works

- Engaged in the procurement process of five major

international consultancies for the implementation of

the SLCDD II project. These international

consultancies include Master Design and Supervision

consultant, Islamic Micro-finance consultant, Value

Chain and Agribusiness Consultant, MYRADA

consultant and Financial Management and Audit

consultant.

- Furniture for SLCDD II project (HQ & Hub), 200kva

generator,

Works 21 Quick Wins sub- projects generated and approved, but

awaiting the award of contract.

R&R Consultancy Report on the Refugee and Asylum system in Sierra Leone.

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9.7 Evaluation of Procurement Capacity In 2017, the Commission recruited a new Procurement Specialist for the GPCII project and

increased the total number of staff in the unit from 3 to 4. This move significantly contributed

to strengthening the human capacity of the team. In 2018, two additional procurement staff

will be recruited to support the SLCDD II and SSN projects. NaCSA aims at constantly

improving its procurement and contract management activities and address procurement risks

to “moderate” levels. NaCSA will therefore continue to build the capacity of contractors and

consultants in the areas of bid preparation to enable compliance with the requirements and

standards, especially for donor funded procurements.

10.0 Monitoring and Evaluation

Monitoring and Evaluation (M&E) is a vital unit within the Commission’s operational

framework. It provides focus, comprehensive monitoring and evaluation of the implementation

and outcomes of interventions as spelt out in the Agenda for Prosperity and in line with the

sustainable development goals. Monitoring and evaluation is done at both field and

headquarters levels. Whilst the headquarter staff provide oversight and spot checks, the field

staff are responsible for the day-to-monitoring of the Commission’s field interventions. A

database of all programme/project interventions is maintained and regularly updated.

In 2017, the M&E unit made the following achievements:

Provided leadership in the documentation and reporting of the Social Services and Human

Development (SSHD) sector of His Excellency the Presidents Performance contract

Produced quarterly Statistical Bulletins, programme implementation reports and

Contractor’s Performance Matrix Reports.

Through the Office of the Chief of Staff in the Office of the President, prepared and

submitted various reports including the 2017 annual Performance Tracking Table reports

and the Sierra Leone International Benchmark Systems (SLIBS).

Facilitated the Commission’s participation in the implementation of the ACC-NACS review.

However, a major challenge has been limited resources for some programmes which militated

against the conduct of an independent monitoring and evaluation exercise.

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11.0 Information, Education, Communication and Visibility (IEC&V)

The objective of the unit is to identify information needed by various programmes and activities

undertaken by the Commission across the country. It also provides feedback in a timely,

effective and efficient manner within the project management teams and the relevant

stakeholders. It maintains and upholds the Commission’s profile to its partners, beneficiaries,

and the general public through the implementation of a wide range of promotion activities such

as production of leaflets, brochures, radio and TV discussions, press conferences, newspaper

articles, newsletters, website, etc.

The IEC&V have brought value addition by ensuring that the communication strategy used

adds value towards the achievement of the operational results, by showcasing the achieved

results from operations while establishing partnerships with local and international media,

other communication establishments and relevant sectors. It has also demonstrated the

transparency and accountability aspect of the work of the Commission through effective

dissemination, awareness raising and visibility of its activities.

11.1 Achievements scored in 2017 Re-activation of the weekly NaCSA Hour on AI Radio station in Freetown and simulcast

on key radio stations

Produced the NaCSA’s 20th Anniversary Magazine

Produced and presented live and repeated TV Discussion Programmes including

Phoning in broadcast.

Produced Jingles in 5 local languages aired at the various community radio stations

Produced four (4) quarterly newsletters, brochures, posters and flyers for visibility

Conducted series of Interviews with beneficiaries, generated and recorded major

success stories and disseminated information materials related to on-going

programmes.

Posters mounted at the community level in operational areas of the Commission

Promotional media publications were made in five targeted newspapers on a monthly

basis with front page prominence.

Established partnerships with local and international media and other communication

establishments including Sierra Update Magazine, The Africa Economy Magazine,

Newsday Magazine among others

22

Collected success stories materials for reporting, news updates, documentary and

generic NaCSA documentations

Facilitated the successful installation of the fibre optic by SALCAB to boost internet

connectivity in the Commission.

Re-activated, upgraded and re-designed the Commission’s website.

The IT unit Analysed and routinely installed updated software and anti-viruses on

computers used within the Commission

Provided hard ware and Software Solutions to Staff at H/Q and regional/district offices.

Supported backup of files and document for Storage and Recovery Purposes.

Provided routine support and assistance for troubleshooting of Internet Connectivity to

all Staff in the commission

The major challenge is the acquisition of updated ICT packages, equipment and financing the

use of these advanced technologies in our development programmes.

12. Management Information System (MIS)

The objective of the NaCSA MIS is to increase the impact of information processing, storage

and dissemination to aid the Commission’s decision-making process. It also automates and

streamlines the existing reporting processes. The MIS remains fully functional and is

sustained with regular information feed with the programmes being implemented by the

Commission especially the SSNP.

12.1 Social Protection Registry for Integrated National Targeting (SPRINT) In 2017, the SPRINT strengthened and expanded the implementation of the SSNP with;

The targeting and enrolment of additional (approximately) 7500 beneficiary

households

A refresher training for all Commission staff involved in field activities before Q4 2017

payments started.

Submitted quarterly payment data and statistics to feed into the NaCSA MIS

New developments include the addition of reports, the integration of beneficiary and

household data update processes and fixing reconciliation bugs in the system

12.2 Challenges Delay in getting information on programs/ beneficiaries from other MDAs for inclusion

in the MIS/ SPRINT.

Weak mobile ecosystem

The development of upgrades to the system slowed down due to additional emerging

issues

In 2018, several additional upgrades are planned for the SPRINT that will improve on the

quality of information used for high level planning and decision making by the Commission.

Updates and detailed information on NaCSA activities can be obtained by visiting our website

on www.nacsa.gov.sl.

http://www.nacsa.gov.sl/

23

13.0 Internal Audits and Risk Management

The main objective of the Internal Audit in NaCSA is to provide independent assurance that

the Commission’s risk management governance and internal control process are operating

effectively. The Commission’s internal audit unit have a professional duty to provide unbiased

and objective auditing.

It assists management in ensuring fiscal discipline that result in effective and efficient service

delivery and to also ensure that internal control measures and policies are adhered to both

pre and post projects implementation.

As part of its core routine activities, the unit conducted the following audits and audit related activities:

Conducted seven (7) out of nine (9) separate internal audits on SLCDD II, GPC II, Management Fees, and Human Resource & Admin & Procurement Processes of the Commission.

Recommended to management the new fuel calculation formula to be used by staff to calculate fuel usages.

Conducted a joint investigation into the staff Provident Fund (PF) operations and submitted a report to the Commissioner, NaCSA Board and PF Board of Trustees.

Modified the payroll system to avoid inconsistencies.

Conducted a revenue assurance audit on the sales of bid documents to contractors.

Supported the finance unit in formulating and updating policies on operational and risk management.

The Audit Unit is challenge by inadequate staff capacity, which requires urgent attention in

order to help improve their skills and increase quality and pace of delivery.

24

PART 3: FROM THE PAST TO THE FUTURE

OUTLOOK FOR 2018

LESSONS LEARNT

2017 CHALLENGES

25

14.0 Challenges in 2017

The Commission faced minimal internal, but substantial external challenges in 2017 which

affected the attainment of strategic programme objectives and planned outcomes. Some of

the key challenges faced by NaCSA during this period include:

Difficulty in accessing adequate government counterpart funding

Economic down turn leading to the adoption of austerity measures by Government,

which adversely affected the implementation of several programmes/projects.

The management of huge community expectations and wide reach of NaCSA

programmes

Delay in the disbursement of funds by some donors such as IDB due to procedural

glitches for the implementation the SLCDD II project.

Minimal and non-cooperation of some MDA’s in coordinating the delivery of social

services projects

Difficulty in mobilizing financial resources to address the needs of the residual

caseload of Victims of Sexual Violence (VSV) and War Widows within the war

reparations programme

Comparatively inadequate institutional capacity to address the huge logistical

requirements

Inadequate technical staff in terms of numbers and motivation due to low remuneration

packages

Unwillingness on the part of the exempted Liberian refugees to opt for the available

two durable solutions (local integration and voluntarily repatriation) which pose a great

challenge to the entire NaCSA.

26

15.0 Lessons Learnt Some of the lessons learnt under the reporting period include but not limited to the following:

Cash Transfers

The cash transfer project can contribute to broad, substantial improvement in

household food security and livelihoods as shown by impact evaluation conducted

by the World Bank.

Beneficiaries selection

The increased involvement of community people with basic literacy skills in setting

up community structures. The attainment of basic literacy skills was never

considered a criterion during the initial selection of CIC members to support the

implementation of the SSNP. This led to the selection of many illiterate people

making it difficult to absorb basic concept in the implementation process. In the

future however, at least people who can read and write should be considered for

better implementation of such project.

Inclusion of stakeholders in initiatives

The involvement of stakeholders such as key line Ministries, Departments and

Agencies (MDAs), local community structures etc. created synergy and averted the

compromise of programmes/projects outcomes. The lack of such relationships

would have impeded the smooth implementation of programmes/projects across the

country.

The implementation strategy adopted which included involvement of community

stakeholders and targeting tools used largely promoted community cooperation,

participation and satisfaction.

Women empowerment

Women’s economic and social empowerment is enhanced by collective action that

guarantees their economic freedom.

27

16.0 Outlook and expectation for 2018

Speed up processes 1. Complete the renewal process of NaCSA’s mandate on a perpetual basis beyond 2018

(when its current mandate is scheduled to end);

2. Expedite the implementation of all ongoing projects and programmes (SLCDD II, GPC,

R&R, Reparations, SSN) in line with the agreed objectives and plans;

Expand and increase initiatives 3. Facilitate the expansion of the SSN programme to reach all the 16 districts in Sierra

Leone;

4. Expand more feeder roads, spot-improvement and the provision of economic

infrastructures with KfW funding of GPC phase three programme to cover Bombali,

Kailahun and Kono Districts.

Donor engagement to be strengthened 5. Follow up the approval of funding from BADEA for the construction of 200 affordable

shelters for mudslide and flood survivors and persons in disaster prone areas around

Freetown

6. Finalize funding arrangements with the German Government (BMZ) for the

implementation of two-year Inland Valley Swamp Development, Waste and Recycling

management Project targeting urban youths.

Strengthen relationships and explore new possibilities 7. Strengthen existing relationship with partners, explore new and potential networking,

collaboration and cooperation with all relevant actors in the field of development within

and outside the country.

28

17.0 Annexes

Annex 1: Relief and Resettlement Programme Activities Implementation Status

NO OUTPUT TARGET ACHIEVEMENTS

1 Registration of new Refugees births enhanced

Birth registration and issuance of certificates for additional four new births (3 F and 1 M) were facilitated. (6 Female and 3 Male)

2 No. of RSD Interviews Conducted Correction on remaining five reviewed assessment on going to be submitted to unit head for final review

3 Validation workshop with government officials regarding refugee law revision

One stakeholders’ workshop to validate the 2016 refugee law bill facilitated

4 Material assistance provided to SGBV survivors based on their needs

Registered, followed up and provided support to additional four reported incidences of Gender Based Violence (3 teenage pregnancies and 1 psycho-social abuse) with appropriate authorities.

5 Conduct of Awareness raising campaign on services available for SGBV response/survivors

In collaboration with MSWGCA accomplished the implementation of four day awareness raising campaign on services available for SGBV response/survivors in the five refugee settlements of Taiama, Gondama, Largo and Gerehun

6 Annual Staff Induction Meeting Conducted

Activity accomplished

7 Functioning of National Refugee Authority and Status Appeal Committee Enhanced

Two third of the requisite support provided to the Secretariat to enhance its operations.

8 Positive media stories on UNHCR operations elicited.

Media stories on all UNHCR interventions facilitated.

9 Implementation of awareness raising campaign on the Sexual Offences Act

Activity accomplished.

10 Conduct of joint profiling and registration exercise of active refugee population for the issuance of identity cards

Profiling of target refugees completed and issuance of 386 national identity cards to refugees in the East, South and Western Area accomplished

11 Implementation of small business management training

Completed the conduct of Business Management Training targeting 84 families engaged in medium and small size business. Training in modules involving Micro Business Delivery Model, Business and Entrepreneurship, Record Keeping and Business, Financial Management and Customer Care was conducted in the four settlements of Gerihun, Taiama, Gondama and Jimmy Bargbo.

12 Refugees engaged in small business activities identified and financial assistance provided

A total of 84 refugee beneficiaries have now been provided with cash transfer of Le1,000,000 each to support livelihood intervention strategies.

13 Formation of Village Savings and Loans Associations for refugees access to financial scheme facilitated

Concluded assessment for the formation of VSLAs for refugees' access to financial services scheme. One existing VSLA at the Jimmi Gbargbo settlement has been reorganized and strengthened.

14 Provision of Agricultural tools, seeds and other inputs to refugees to enhance agricultural activities

To be implemented during second half of year as refugees continue to remain reluctant to choose agriculture as option for livelihood

15 conduct of agricultural training skills to refugees engaged in agricultural activities

To be implemented during second half of year as refugees continue to remain reluctant to choose agriculture as option for livelihood. Sensitization to have them understand the relevance is on-going

16 Sensitization campaign targeting Red-coded refugees conducted

Not yet accomplished. Implementation of activity depends on timing for arrival of the Liberian vetting mission

17 Training of project staff on project management and reporting

Completed with colleagues from Finance, M&E and Audit benefitting from such exercise

18 Support to NRS for all agreed activities Completed with the disbursement of the fourth quarter budget allocated to NRS

29

Annex 2: Analysis of Re- Verification Exercise of War Widows and Victims of Sexual

Voilence nationawide for Rehabilitation Grant Paymentby District

No District Caseload to be

Re-verified Total

Re-verified Balance

NORTH

1 Tonkolili 1,747 922 825

2 Port Loko 1,818 1 1,817

3 Kambia 1,422 3 1,419

4 Koinadugu 1,922 1,922

5 Bombali 763 1 762

7,672 927 6,745

SOUTH

6 Moyamba 489 36 453

7 BO 693 340 353

8 Bonthe 288 42 246

9 Pujehun 516 297 219

1,986 715 1,271

EAST

10 Kailahun 743 219 524

11 Kono 1,432 637 795

12 Kenema 1,600 877 723

3,775 1,733 2,042

WESTERN AREA

13 Western Urban 2,119 1,289 830

14 Western Rural 667 576 91

2,786 1865 921

GRAND TOTAL 16,219 5,240 10,979

30

ANNEX 3: Funding status of current programmes

DONOR FUNDING STATUS

Project /Donor

Total Donor Budget

Cumulative Disbursement

Balance Percentage of Loan

Disbursed

US$ Million

US$ Million US$ Million %

SSN 21.30 10.57 10.73 49.62

KFW II/GPC II

13.82 8.09 5.73 58.55

R & R/UNHCR

99.06 0.09 98.97 0.09

SLCDD II ‘GIETRENK’

46.70 3.01 43.69 6.45

TOTALS 180.88 21.76 159.12

31

Annex 4A: Consolidated Actual Receipts and Expenditures

INCOME UNHCR

US$ KfW US$ World Bank

US$ SLCDD II US$ TOTAL

Opening Balances

5,264

1,547,388

3,072,968

4,625,620

Donor

88,628

1,277,943

667,714 3,000,000

5,034,285

Other Income -

12,283

179,692

191,975

Interest -

1,706

66

1,772

TOTAL INCOME

93,892

2,825,331

3,754,672

3,179,728

7,853,623

EXPENDITURE

Salaries

53,910

135,121

344,486

232,481

765,998

Operating Cost

24,336

99,719

629,269

61,782

815,106

Technical Assistance, Training & Capacity Building

11,175

210,110

8,929

277,350

507,565

Goods / Capital Cost -

201,890 548,663

750,553

Subproject/Cash Transfer

2,344,001

2,163,879

4,507,880

TOTAL EXPENDITURE

89,421

2,788,950

3,348,454

1,120,276

7,347,101

Committed/Surplus

4,471

36,381

406,218 2,059,482

506,522

32

ANNEX 4B: World Bank Funding Status

INCOME SSN TOTAL US$

Opening Balances

2,606,853 3,072,968

Donor

455,219 667,714

Other Income

12,283 12,283

Interest

1,512 1,706

TOTAL INCOME

3,075,868 3,754,672

EXPENDITURE

Salaries

344,486 344,486

Operating Cost

211,511 629,269


40,319 8,929

Goods / Capital Cost

- 201,890

Subproject/Cash Transfer

2,066,175 2,163,879

TOTAL EXPENDITURE

2,662,491 3,348,454

Committed/Surplus

413,377 406,218

33

Annex 4c: Kfw Funding Status

INCOME Disposition Fund Management Fees Total

Opening Balances 1,547,249 139 1,547,388

Donor 1,113,810 164,133 1,277,943

Other Income -

Interest -

TOTAL INCOME 2,661,059 164,272 2,825,331

EXPENDITURE

Salaries 46,598 88,522 135,121

Operating Cost 22,523 77,195 99,719

Technical Assistance, Training & Capacity Building 210,110 210,110

Goods / Capital Cost -

Subproject/Cash Transfer 2,344,001 2,344,001

TOTAL EXPENDITURE 2,623,233 165,718 2,788,950

Committed/Surplus 37,826 - 1,445 36,381

34

Annex 4d: SLCDD II: Donor Funding Status

INCOME SLCDD II US$

Opening Balances

Donor 3,000,000

Other Income 179,692

Interest 66

TOTAL INCOME 3,179,758

EXPENDITURE

Salaries 232,481

Operating Cost 61,782

Technical Assistance, Training & Capacity Building 277,350

Goods / Capital Cost 548,663

TOTAL EXPENDITURE 1,120,276

Committed/Surplus 2,059,482

35

ANNEX 4E: UNHCR Donor Funding Status

INCOME UNHCR US$

Opening Balances 5,264

Donor 88,628

Other Income

Interest

TOTAL INCOME 93,892

EXPENDITURE

Salaries 53,910

Operating Cost 24,336

Technical Assistance, Training & Capacity Building 11,175

TOTAL EXPENDITURE 89,421

Committed/Surplus 4,471

36

ANNEX 4F: Consolidated Gosl Actual Receipts and Expenditures

DESCRIPTION

Sierra Leone Community

Driven Development

Project

Social Safety Net Project Counterpart Salary

NaCSA Recurrent Account TOTALS

SLL (M) SLL (M) SLL (M) SLL (M) SLL (M)

Opening Balance -

5,964.06

40,942.31

829,566.89

63,193.67

983,111

Income :GoSL

950,000.00

998,418.00

1,126,052.54

672,800.00

3,747,270.54

Refunds

682,394.46

313,100.00

995,494.46

TOTAL INCOME

944,036

1,721,755

1,955,619

1,049,094

5,670,504

EXPENDITURE

Salaries

38,993

1,955,619

74,965

2,069,577

Other Operating Cost

345,899

974,128

1,320,027


144,328

144,328

Goods / Capital Cost

397,344

397,344

Subproject

1,609,954

1,609,954

TOTAL EXPENDITURE

926,564

1,609,954

1,955,619

1,049,093

5,541,230

Committed Fund- Surplus

17,472

111,800

-

0

129,274

37

ANNEX 5

38

Annex 6: Photo Gallery

Mudslide and flooding Emergency response at

Regent, Freetown

PM- HR/Admin receives the Shout Climate Change

Africa ‘Environmental & Humanitarian’ Award on

behalf of the Commissioner

Commissioner Alie Badara Mansaray poses with

another Award for Excellent Leadership from the

Conscious Time Media Group

NaCSA Commissioner Alie Badara Mansaray cutting

the tape on the official launch of GIS Centre

NaCSA Commissioner Alie Badara Mansaray leads his

donors to the people/community

39

Annex 7: NaCSA Service Charter

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