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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
v
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.
2
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
3
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
4
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
5
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
6
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 well- being 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.
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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
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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.
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
Technical Assistance, Training & Capacity Building
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
Technical Assistance, Training & Capacity Building
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
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Annex 7: NaCSA Service Charter