Imports

The total value of imports was estimated at US$ 770.0 million in 2010, 48 percent higher than 2009 levels. The growth in imports was driven by a sharp rise in the importation of machinery and transport equipment, largely as a result of new large-scale mining investments and the scaling up of road construction works around the country. Imports of manufactured goods also increased strongly, by 53 percent. The value of rice imported fell by around 10 percent, whilst food imports as a whole remained roughly unchanged from 2009.

Exports

Exports recovered strongly in 2010 amounting to US$ 341.2 million, up 48 percent from US$ 230.7 million in 2009. In particular, mineral exports recovered with diamonds, bauxite and rutile recording export growth of 45, 66 and 13 percent, respectively. Agricultural exports overall declined by 20 percent in 2010. This is because coffee exports in 2009 were unusually high, and in 2010 returned to a level closer to trend.

Cocoa exports continued to grow strongly, as they have done for a number of years, reaching US$ 37.1 million in 2010. This likely reflects a combination of growth in production capacity as well as an increase in prices on international markets. A range of other exports that are not recorded separately also increased sharply in 2010 from a total of US$ 20.0 million in 2009 to US$ 78.2 million in 2010.

Even though the value of imports and exports increased at the same rate, the trade deficit widened to US$ 428.8 million from US$ 289.6 million in 2009.

Sierra Leone’s dependence on primary exports in the mineral and agricultural sector means that the country remains highly vulnerable to conditions on volatile international commodity markets, which has badly affected the economy in recent years. With the recent growth of agricultural crops and other exports, there are signs that Sierra Leone’s narrow export base has broadened somewhat. However, going forward, the expectation of large quantities of new iron ore exports commencing from 2012 will lead to Sierra Leone’s export base becoming dominated by a small number of mineral commodities, with foreign exchange and economic growth highly vulnerable to changes in demand for and prices of these commodities.

The Government of Sierra Leone will continue to pursue strategies to diversify the export base in order to reduce the substantial macroeconomic and fiscal risks the country is currently vulnerable to. In particular, Sierra Leone will seek to encourage production and export of non-traditional exports and commodities from the secondary or tertiary sector, including manufactured goods, refined primary commodities and services.

International Reserves

Gross international reserves amounted to US$ 345.2 million or 5.4 months of imports at end 2010. Foreign reserves were slightly higher than expected according to Government’s program with the IMF, due to lower than projected outflows in payment for goods and services by Government, and on account of the payment of mining royalties and surface rents by African Minerals Limited.

Exchanges Rates

The Leone-US Dollar exchange rate remained relatively stable during 2010, depreciating by only 7.7 percent⁴ against the US dollar over the year compared to a depreciation of 28 percent in 2009. The exchange rate in the parallel market moved broadly in line, depreciated by 6.5 percent. The value of the domestic currency vis-a-vis other major currencies broadly followed this trend.

Monthly Leone-US Dolla Exchange Rates

Citation: IMF Staff Country Reports 2011, 195; 10.5089/9781462319374.002.A001

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Monthly Leone-US Dolla Exchange Rates

Citation: IMF Staff Country Reports 2011, 195; 10.5089/9781462319374.002.A001

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Monthly Leone-US Dolla Exchange Rates

Citation: IMF Staff Country Reports 2011, 195; 10.5089/9781462319374.002.A001

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Total Revenue and Grants

Domestic revenue collected in 2010 exceeded the original Budget projections (henceforth referred to as budget) by 19.4 percentage points and was 34.2 percent above the amount collected in 2009. Total domestic revenue rose from Le 750.8 billion in 2009 (11.7 percent of GDP) to Le 1.01 trillion (13.3 percent of GDP) in 2010. Of the total, tax revenue was estimated at Le 879.3 billion, which implied a growth rate of 38.9 percent compared to 2009 tax revenue of Le 633.0 billion. Non-tax revenue (composed of licenses, other revenues and royalties from minerals and fisheries) rose by 10.3 percent from Le 69.2 billion in 2009 to Le 76.3 billion in 2010.

The strong revenue performance was accounted for mainly by the improved collection of income taxes. Receipts from Income Tax Department (ITD) amounted to Le 303.0 billion (4.0 percent of GDP), exceeding the budget projection of Le240.5 billion by Le62.5 billion (26.0 percent). The better-than expected performance in income taxes is attributed to the following reasons: (i) the payment of outstanding personnel income tax by African Minerals of Le 24.5 billion (ii) payment Le 34.1 billion as capital gains tax by Woodside Energy in respect of the sale of oil block (iii) intensification of field audits which yielded additional revenue of Le 16.8 billion and (iv) the collection of tax arrears of Le 8.5 billion.

Despite the initial challenges experienced when the Goods and Services Tax (GST) was launched in January 2010, the tax was successfully implemented. Total GST collected in 2010 amounted to Le 246.4 billion (3.2 percent of GDP) whereas GST receipts had not been programmed into the budget due to the uncertainties around implementation. The successful implementation of GST was on the back of effective and regular sensitization programmes. Intensified field audits and stricter enforcement including the imposition of penalties for late filing and payment as well as sealing of defaulter’s premises contributed to the improved performance.

The collection of Customs and Excise duties was not at par with expectations. Total Customs and Excise duties amounted to Le329.9 billion (4.3 percent of GDP) compared to the budget target of Le477.7 billion (6.6 percent of GDP) in 2009. A large part of this shortfall was simply due to the cessation of collection of import sales tax and domestic sales tax, which were replaced by GST. However, weak performance of import duties is attributed to technical difficulties related to the clearing of container cargo.

Non-tax revenues amounted to Le76.3 billion, Le7.7 billion above the budget (11.2 percent) compared to its annual target of Le68.6 billion. Of the total nontax revenues, mining revenues accounted for Le24.2 billion compared to the budgeted revenues of Le30.3 billion. The shortfall in mining revenues was in part attributed to the slowdown in the operations of Koidu Holdings arising from the re-negotiation of their Mining Agreement.

Total grants, including programme and project grants, amounted to Le542.6 billion in 2010 compared to the budgeted amount of Le567.5billion. Project grants were lower than budgeted while external budget support exceeded the projection by Le15.7 billion.

As a result of the improved revenue performance, domestic revenue accounted for 65.0 percent of total revenue and grants in 2010 compared to 60.0 percent in 2009. External budgetary support has fallen from 24.4 percent of total revenue and grants in 2009 to 17.1 percent in 2010.

Table 2.2.1:

Revenue Performance against Budget

¹The revised budget reflects updated budgetary projections carried out in September 2010

Table 2.2.1:

Revenue Performance against Budget

Particulars	2010 Commit. Le’m	2010 Budget Le’m	2010 Variance Le’m	2010 % deviation	2010 Revised Budget1 Le’m	2010 Variance Le’m	2010 % deviation
Total Revenue and Grants	1,550,241	1,411,629	299,096	9.8%	1,475,542	45,309	3.0%
Domestic Revenue	1,007,626	844,110	256,818	19.4%	946,245	19,840	2.0%
Income Tax Department	303,026	240,511	62,515	26.0%	228,987	66,591	28.2%
Goods and Services Tax	246,362	0	-246,362	-	196,813	-3,628	-1.5%
Customs and Excise Department	329,931	477,689	-147,751	-30.9%	361,164	-19,721	-5.6%
Mines Department	24,190	20,269	3,921	19.3%	41,052	-6,962	-22.3%
Other Departments	52,145	48,356	3,789	7.8%	60,944	-11,112	-17.6%
Road User Charges	51,972	57,285	-5,313	-9.3%	57,285	-5,328	-9.3%

¹The revised budget reflects updated budgetary projections carried out in September 2010

View Table

Table 2.2.1:

Revenue Performance against Budget

Particulars	2010 Commit. Le’m	2010 Budget Le’m	2010 Variance Le’m	2010 % deviation	2010 Revised Budget1 Le’m	2010 Variance Le’m	2010 % deviation
Total Revenue and Grants	1,550,241	1,411,629	299,096	9.8%	1,475,542	45,309	3.0%
Domestic Revenue	1,007,626	844,110	256,818	19.4%	946,245	19,840	2.0%
Income Tax Department	303,026	240,511	62,515	26.0%	228,987	66,591	28.2%
Goods and Services Tax	246,362	0	-246,362	-	196,813	-3,628	-1.5%
Customs and Excise Department	329,931	477,689	-147,751	-30.9%	361,164	-19,721	-5.6%
Mines Department	24,190	20,269	3,921	19.3%	41,052	-6,962	-22.3%
Other Departments	52,145	48,356	3,789	7.8%	60,944	-11,112	-17.6%
Road User Charges	51,972	57,285	-5,313	-9.3%	57,285	-5,328	-9.3%

¹The revised budget reflects updated budgetary projections carried out in September 2010

Table 2.2.2:

Revenue Performance Year-on-year

Table 2.2.2:

Revenue Performance Year-on-year

Particulars	2009 Actuals Le’m	2010 Commit. Le’m	Variance against 2009 Le’m	% Variance
Total Revenue and Grants	1,563,994	1,550,241	-13,753	-0.9%
Domestic Revenue	750,210	1,007,626	253,553	34.3%
Income Tax Department	211,901	303,026	91,125	43.0%
Goods and Services Tax	0	246,362	108,633	78.9%
Customs and Excise Department	421,109	329,931	47,157	16.7%
Mines Department	20,163	24,190	2,177	10.8%
Other Departments	49,022	52,145	3,123	6.4%
Road User Charges	48,620	51,972	3,352	6.8%

View Table

Table 2.2.2:

Revenue Performance Year-on-year

Particulars	2009 Actuals Le’m	2010 Commit. Le’m	Variance against 2009 Le’m	% Variance
Total Revenue and Grants	1,563,994	1,550,241	-13,753	-0.9%
Domestic Revenue	750,210	1,007,626	253,553	34.3%
Income Tax Department	211,901	303,026	91,125	43.0%
Goods and Services Tax	0	246,362	108,633	78.9%
Customs and Excise Department	421,109	329,931	47,157	16.7%
Mines Department	20,163	24,190	2,177	10.8%
Other Departments	49,022	52,145	3,123	6.4%
Road User Charges	48,620	51,972	3,352	6.8%

Expenditures

Total expenditure and net lending amounted to Le 2.1 trillion (27.3 percent of GDP) in 2010, about 17.1 percent higher than the budgeted amount of Le1.8 trillion. This was due to greater than anticipated recurrent and capital spending. Recurrent expenditure amounted to Le 1.3 trillion (16.9 percent of GDP) in 2010. Of the total recurrent expenditure, wages and salaries amounted to Le 535.7 billion (7.1 percent of GDP) compared to the budgeted amount of Le 453.3 billion.

Expenditure profile, 2009-2010

Citation: IMF Staff Country Reports 2011, 195; 10.5089/9781462319374.002.A001

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Expenditure profile, 2009-2010

Citation: IMF Staff Country Reports 2011, 195; 10.5089/9781462319374.002.A001

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Expenditure profile, 2009-2010

Citation: IMF Staff Country Reports 2011, 195; 10.5089/9781462319374.002.A001

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The overrun in the wage bill was due to the increased wage bill for the health sector as part of the Free Maternal and Child Healthcare Initiative; higher than budgeted pension payments; social security contributions due to an increase in the salaries of health sector workers; the lump sum allowance paid to teachers; and the impact of the depreciation of the exchange rate on payments to foreign missions.

Interest payments amounted to Le159.2billion (2.1 percent of GDP), with domestic interest payments accounting for the bulk of the total (Le141.9 billion). Non-salary, non-interest recurrent expenditure amounted to Le591.6 billion (7.8 percent of GDP) compared to the budgeted amount of Le483.4 billion.

Since 2009, Government’s expenditure profile is skewed towards development related spending and away from non-salary non-interest recurrent expenditures. Development expenditure accounted for 51 percent of total spending in 2010 compared to 36 percent in 2009.

Total capital expenditure increased from Le452.3 billion, (7.0 percent of GDP) in 2009 to Le787.3 billion in 2010 (10.4 percent of GDP), 13.0 percent higher than the budgeted amount. Domestically financed capital expenditure amounted to Le355.1 billion (4.7 percent of GDP) compared to Le107.0 billion (1.7 percent of GDP) in 2009 and was higher than the budgeted amount by Le153.4 billion. The overrun in the domestic capital expenditure was as a result of: (i) additional costs on infrastructure projects mainly energy and road projects; (ii) unanticipated expenditures for the rehabilitation of hospitals in line with the Free Health Care Initiative; and (iii) additional transfers made to local councils in the form of development grants.

Foreign financed capital expenditure increased from Le345.3 billion (5.4 percent of GDP) in 2009 to Le432.2 billion (5.7 percent of GDP) in 2010.

External Debt Service Payments

Since Sierra Leone reached HIPC Completion Point in December 2006, annual debt service payment obligations have declined by over US$25 million annually. Total debt service payments in 2010 amounted to US$ 19.4 million compared to a projected payment of US$18.01. This was as a result of higher amortisation in favour of external commercial creditors. The effect of exchange rate movements in the basket of loan currencies also contributed to the deviation from the projection.

External Commercial Creditors and the Status of IDA Debt Buy-Back Operation: Total estimated external commercial debt reduced from US$240.2 million as of end 2009 to US$231.5 million at end December 2010.

Under the enhanced HIPC Initiative, commercial creditors are expected to deliver their share of debt relief through a debt buy-back operation supported by the World Bank. However, the treatment of external commercial debt poses serious challenges and risks to debt sustainability.

Since reaching completion point in December 2006, Government has engaged the World Bank to secure financing for implementation of the IDA debt-buy-back reduction programme. In April 2009, the Bank approved a grant of US$950,000 to fund the preparatory work. Preparatory activities for implementing the debt buy-back scheme, including recruitment of financial and legal advisors, are in progress. Implementation of the scheme is expected to take place in 2012.

The buy-back programme once implemented will result in significant reduction (over 90 percent) in Sierra Leone’s external commercial debt, which currently stands at about US$ 231.5 million

Domestic Debt

As at end December 2010, total stock of domestic debt instrument stood at Le1.16 trillion, reflecting an increase of 23.8 percent when compared to the same period in 2009 (Table 2.6.2). This increase emanated from the conversion into Treasury securities of Le177.5 billion and Le45.3 billion of the stocks of Non-negotiable Non-interest Bearing Bond (NNIB) and Ways and Means Advances respectively during the course of the year.

Table 2.6.2:

Stock of Domestic Debt Instrument and Ways and Means Advances

(in Le’m)

Table 2.6.2:

Stock of Domestic Debt Instrument and Ways and Means Advances

(in Le’m)

Instrument	End 2009	End 2010	% Change
Treasury bills	651,968.50	771,053.35	18.27
1-Treasury bond	103,976.40	107,666.45	3.55
Recapitalisation bond	180,000.00	280,000.00	55.56
Total	935,944.90	1,158,719.80	23.80
Ways & Means Advances	0	178,000	…

View Table

Table 2.6.2:

Stock of Domestic Debt Instrument and Ways and Means Advances

(in Le’m)

Instrument	End 2009	End 2010	% Change
Treasury bills	651,968.50	771,053.35	18.27
1-Treasury bond	103,976.40	107,666.45	3.55
Recapitalisation bond	180,000.00	280,000.00	55.56
Total	935,944.90	1,158,719.80	23.80
Ways & Means Advances	0	178,000	…

Of the converted stock of NNIB, Le100 billion was in the form of 5years, 9 percent coupon paying bond for the recapitalisation of Bank of Sierra Leone and the residual was in the form of Special Treasury bills for monetary operations.

Table 2.6.3:

Treasury Securities by Tenor (in Le’M)

Table 2.6.3:

Treasury Securities by Tenor (in Le’M)

Instrument		End 2009	End 2010	% Change
91-day Treasury bills		278,101.00	291,303.65	4.75
182-day Treasury bills		124,304.30	249,222.35	100.49
364-day Treasury bills		249,563.20	230,527.35	-7.63
1-year Treasury bond		103,976.40	107,666.45	3.55
Recapitalisation bond		180,000.00	280,000.00	55.56
	Total	935,944.90	1,158,719.80	23.80

View Table

Table 2.6.3:

Treasury Securities by Tenor (in Le’M)

Instrument		End 2009	End 2010	% Change
91-day Treasury bills		278,101.00	291,303.65	4.75
182-day Treasury bills		124,304.30	249,222.35	100.49
364-day Treasury bills		249,563.20	230,527.35	-7.63
1-year Treasury bond		103,976.40	107,666.45	3.55
Recapitalisation bond		180,000.00	280,000.00	55.56
	Total	935,944.90	1,158,719.80	23.80

The stock of 364-day Treasury bill fell by about 8 percent as investors moved resources to higher yielding 182-days bill, which stock increased by 100 percent. The stock of 91-days bill and 1year bond remain relatively unchanged from their 2009 levels.

Interest Payments on Domestic Debt Instruments and Ways & Means Advances: Total interest payment on treasury securities and Ways and Means Advances in 2010 increased by 60.4 percent from Le88.8 billion in 2009 to Le142.4 billion in 2010.

Table 2.6.4:

Interest Payments on Domestic Debt Instruments and Ways & Means Advances (in Le’m)

Table 2.6.4:

Interest Payments on Domestic Debt Instruments and Ways & Means Advances (in Le’m)

Instrument	2009	2010	% Change
Treasury bills	46,978.19	65,317.08	39.04
Special Treasury bills	10,637.85	21,376.38	100.95
1-year Treasury bond	14,924.57	11,853.98	-20.57
Recapitalisation bond	13,275.00	22,950.00	72.88
Ways & Means Advances	2,987.71	20,930.46	600.55
Total	88,803.32	142,427.90	60.39

View Table

Table 2.6.4:

Interest Payments on Domestic Debt Instruments and Ways & Means Advances (in Le’m)

Instrument	2009	2010	% Change
Treasury bills	46,978.19	65,317.08	39.04
Special Treasury bills	10,637.85	21,376.38	100.95
1-year Treasury bond	14,924.57	11,853.98	-20.57
Recapitalisation bond	13,275.00	22,950.00	72.88
Ways & Means Advances	2,987.71	20,930.46	600.55
Total	88,803.32	142,427.90	60.39

The projected interest payment on domestic debt instruments and Ways and Means Advances for 2010 was Le135 billion, while actual interest paid was Le142 billion. This difference is attributed to the unplanned interest payments on Ways and Means Advances, which was projected at Le500 million, while actual payment was Le20.9 billion.

Fiscal Policy in 2011-13

Fiscal policy in the medium term will be tightened to maintain fiscal sustainability and consolidate macroeconomic stability and support key infrastructural development to support economic growth. Domestic revenue is projected to increase from 13.3 percent of GDP in 2010 to 13.6 percent in 2011 and further to 13.7 percent in 2013, reflecting the efficiency gains from GST, increase in royalties and sustained efforts to improve tax administration and broaden the tax base.

To enforce existing tax legislation to improve compliance, the National Revenue Authority has established a Domestic Tax Department integrating the GST operations with the Large Tax Payers Office. Furthermore, the NRA will be applying penalties for late and non-filing of returns and late payment of tax as additional efforts to enhance tax compliance. In addition, a small tax payer regime will be introduced in an effort to broaden the tax base.

BSL direct credit to Government through ways and means advances will be severely curtailed and used only under exceptional circumstances for short-term purposes. Moreover, the Government Budgeting and Accountability Act (GBAA) will be amended to require ex-ante parliamentary approval for supplementary budgets.

Monetary and Exchange Rate Policies

Monetary policy will be tightened to achieve single digit inflation by the end of 2012 and beyond. To this end, reserve money is projected to grow at 19.0 percent at end 2012 and 15.8 percent at end 2013. The fiscal tightening will assist lowering T-bill interest rates to a more affordable level to help contain inflationary pressures. BSL Act will be amended to limit the amount of credit extended to Government.

To strengthen monetary policy operations, the BSL has reviewed its monetary policy framework and introduced a benchmark interest rate—the monetary policy rate, which will be used to signal the stance of monetary policy to the market.

Government is committed to maintaining a flexible exchange rate to facilitate adjustment to external shocks. Going forward, the BSL will seek to enhance its foreign exchange management strategy by promoting inter-bank foreign market transactions and move to a wholesale foreign exchange auction system.

Debt Management Policy

Debt sustainability will remain a priority. Government is committed to a prudent strategy of external borrowing on concessional terms to finance infrastructural development. A comprehensive national Debt Law and procedures manual has been enacted by Parliament. In collaboration with the Public Debt Unit of MOFED, government agencies are working on improving the quality of debt data and reporting in order to better monitor commitments, disbursements, and debt service obligations. The Commonwealth Secretariat Debt Recording and Management System (CS-DRMS) will be electronically linked with IFMIS.

With assistance from the World Bank, Government will be implementing a commercial debt buy-back operation to eliminate the stock of debt owed to external commercial creditors in 2011. To further improve on debt management, the Government is seeking assistance from the World Bank and the Fund to develop a comprehensive Medium-Term Debt Management Strategy (MTDS).

On domestic debt, Government will seek to lengthen the tenure of government debt instruments beyond the traditional maturity of less than one year to between two to five years in line with government’s requirement for medium to long-term financing for infrastructure development. To this end, the Ministry of Finance and Economic Development will collaborate with the Bank of Sierra Leone to engage market participants, including commercial banks, NASSIT, and other non-bank financial institutions to develop a long-term bond market consistent with the government’s financing needs.

Challenges

The key challenges the sector continues to face relate to:

• · Uncertainty of donor funding; access to EU funding and additional funds required.

• · Line losses of electricity generated

• · Problems with revenue collection, including illegal connections

• · Risk of damage to single transmission lines for Bumbuna and Dodo hydroelectric plants.

Recommendations

• · Timely disbursement of donor funds

• · Proper metering and accounting for revenues;

• · Increased monitoring of illegal abstraction of energy, instituting energy recovery charges and penalties;

• · Load balancing; up-grade voltage levels to 33/11kV to reduce technical losses and accommodate increased power generation

• · Gradual phasing out of obsolete equipment (causing high losses) with modern low loss equipment.

Agricultural Production

With respect to increasing agricultural production, significant achievements were made during the last two years. Tables 3.3.1 and 3.3.2 present total crop and livestock production for 2008-10, using 2008 as base year. Agricultural export sub-sector has also performed well in terms of revenue generation as shown in Table 3.3.3.

Table 3.3.1:

Performance in Crop Production

Table 3.3.1:

Performance in Crop Production

Crop type	2008 MT (Baseline)	2009 (MT)	2010 MT	% Change (2008-2010)
Rice	640,000	784.73	1,062,000	65.9
Cassava	4,058,288	2,516.60	4,474,275	10.3
Sweet potato	180,068	160.7	187,344	4.04
Groundnuts	133,059	75.05	146,697	10.3
Maize	57,120	29.64	78,693	37.7

View Table

Table 3.3.1:

Performance in Crop Production

Crop type	2008 MT (Baseline)	2009 (MT)	2010 MT	% Change (2008-2010)
Rice	640,000	784.73	1,062,000	65.9
Cassava	4,058,288	2,516.60	4,474,275	10.3
Sweet potato	180,068	160.7	187,344	4.04
Groundnuts	133,059	75.05	146,697	10.3
Maize	57,120	29.64	78,693	37.7

Table 3.3.2:

Total Animal Production

Table 3.3.2:

Total Animal Production

Animal type	2008	2009	2010	% Change
				(2008-2010)
Cattle	390,638	390.64	517,000	32.4
Sheep	470,000	470.40	682,000	45.1
Goat	550,162	530.16	803,000	45.9
Poultry	6,202,293	6,502.87	9,460,000	52.5

View Table

Table 3.3.2:

Total Animal Production

Animal type	2008	2009	2010	% Change
				(2008-2010)
Cattle	390,638	390.64	517,000	32.4
Sheep	470,000	470.40	682,000	45.1
Goat	550,162	530.16	803,000	45.9
Poultry	6,202,293	6,502.87	9,460,000	52.5

Table 3.3.3:

Total Value of Export (Million of US Dollars)

Table 3.3.3:

Total Value of Export (Million of US Dollars)

Crop type	2008	2009	2010	% Change
				(2008-2010)
Cocoa	14.9	9.5	26	80.0
Coffee	1.5	1.5	1.7	13.3
Palm Oil	2.00	3.0	4.0	100.0

View Table

Table 3.3.3:

Total Value of Export (Million of US Dollars)

Crop type	2008	2009	2010	% Change
				(2008-2010)
Cocoa	14.9	9.5	26	80.0
Coffee	1.5	1.5	1.7	13.3
Palm Oil	2.00	3.0	4.0	100.0

Crop Production

As Table 3.3.1 shows, there were significant increases in the production of rice and maize crops over the period 2008-2010. Rice registered the highest percentage change, mainly due to the implementation of the Government tractor hire scheme and the implementation of the smallholder commercialisation programme. Under the SCP, the Ministry distributed different types of agricultural inputs to farmers nation-wide; principal among them are power tillers, rice threshers, rice haulers, post harvest processing equipment, various planting materials and agro-chemicals.

In 2010 in particular, 4,000 bags of improved seed rice, 30,700 bags of assorted fertilizers, 4,000 litres of weed killers, 218 power tillers, 201 rice threshers, 266 rice cutters, 200 mini rice mills, 161 cassava grating machines were distributed to farmers nationwide. Also, under the World Bank/GoSL funded Rural & Private Sector Project (RSDP), another 51 cassava grating and 23 rice processing machines were distributed to farmers.

Apart from the provision of labour saving equipment and farm inputs, over 600 kilo metres of feeder roads were rehabilitated country-wide. Furthermore, 30 big rice mills are at various stages of construction covering all Districts in order to process and increase the supply of better quality rice products to the domestic market. The Ministry has also taken further measures to modernize the sector with a view to attracting private sector participation and commercialization of the sector.

In addition, the ministry has provided 23 combined harvesters, 30 rice mills, cassava graters and other processing equipment to reduce drudgery on the farming population and also add significant value to their product. This will reduce the level of post-harvest losses thereby increasing the level of production. In terms of area under mechanical cultivation, the 2010 target of 150,000 hectares has already been achieved through the deployment and effective use of 265 tractors fully equipped with implements.

An agricultural machinery and equipment hire purchase scheme was launched in 2010 to promote agricultural commercialization through mechanization. The 265 tractors and other agricultural machinery were acquired under a Line of Credit from the Government of India. These tractors have been deployed throughout the country. Alongside the tractors, a landing craft capable of moving 12 tractors along the coastline and two speed boats with a combined capacity of 36 persons have also been delivered.

Efforts at improving irrigation from the current low level of less than 2000 hectares to over 50,000 hectares in three major river basins of Tormabum, Gbondapi and Komrabi Mamila with the possibility of multi-cropping have begun. A prefeasibility study on large scale irrigation in Komrabi Mamilla and Tormabum for large scale rice production and multiple cropping was conducted in 2010 by SOPEX N.V.

During 2010, the ministry has also been able to sensitize, mobilize, train, organize and support 390 farmer-based organizations to transform themselves from subsistence farmers into private sector operators capable of going through the whole value chain (input supply, production, processing and marketing). These 390 farmer-based organisations have been clustered into Agricultural Business Centres (ABCs). In 2010, 150 ABCs have been constructed nationwide and each ABC comprise of a processing plant, a store, an office, a drying floor, a VIP toilet and water well.

Livestock

There has also been a considerable increase in livestock population emanating from improved veterinary service delivery to livestock farmers. Cattle recorded an increase of about 32 percent from 2008-2010, while sheep, goats and poultry registered a percentage increase of 45.1, 45.9 and 52.5 percent respectively. This increase can be attributed to the distribution of 16,700 heads of livestock to farmers through the Agricultural Business Centres (ABCs) under the SCP and the nationwide vaccination campaigns that were undertaken due tothe availability of drugs and improved laboratory facilities.

Agricultural Export Revenue

Table 3.3.3 shows the export revenue from major food and cash crops. As table 1 shows, there is generally an improvement in the export levels of all major cash crops especially cocoa which recorded increases in revenue and volume This increase is due to the favourable export climate especially now that there is a niche for organic cocoa and coffee.

Challenges

• Poor infrastructure base (depicted by bad roads, transport and ports conditions) restricts access to markets.

• Value addition - low value addition due to poor storage, processing and packaging facilities, investment in training, infrastructure and the development of agro-processing centres.

• Low input in technologies- use of improved seeds and agrochemicals is low

• Rural financing - limited access to funds by farmers and agri-business.

• Commercial outlook - formal farmer based organizations are in their infancy and more needs to be done to move away from the traditional non-commercial mindset.

Recommendations

• Need to motivate and deploy a significant number of change agents;

• Investment in training and agro-processing centres;

• Investment in road infrastructure,

Access to Education

The legislative framework to promote access to schooling exists and appropriate policies have also been formulated and implemented to advance this objective. As a consequence, as shown in Table 3.5.1, many more children are attending school than ever.

Table 3.5.1:

Performance Trend

Source - West African Examination Council, N.P.S.E- National Primary School Examination, B.E.C.E- Basic Education Certificate Examination

Table 3.5.1:

Performance Trend

Indicator	2005/6	2006/7	2007/8	2008/9	2009/10
Gross Primary Enrolment	1,291,355	1,356,688	1,324,968	1,353,723	N/A
Gross JSS Enrolment	150,917	179,710	195,215	252,162	N/A
NPSE Passes: Boys	63,917	69,774	74,731	74,970	72,429
NPSE Passes: Girls	24,142	29,918	31,696	33,743	33,448
BECE Passes: Boys	12,909	15,036	14,851	16,481	18,539
BECE Passes: Girls	5,701	7,622	7,692	8,692	9,721

Source - West African Examination Council, N.P.S.E- National Primary School Examination, B.E.C.E- Basic Education Certificate Examination

View Table

Table 3.5.1:

Performance Trend

Indicator	2005/6	2006/7	2007/8	2008/9	2009/10
Gross Primary Enrolment	1,291,355	1,356,688	1,324,968	1,353,723	N/A
Gross JSS Enrolment	150,917	179,710	195,215	252,162	N/A
NPSE Passes: Boys	63,917	69,774	74,731	74,970	72,429
NPSE Passes: Girls	24,142	29,918	31,696	33,743	33,448
BECE Passes: Boys	12,909	15,036	14,851	16,481	18,539
BECE Passes: Girls	5,701	7,622	7,692	8,692	9,721

Source - West African Examination Council, N.P.S.E- National Primary School Examination, B.E.C.E- Basic Education Certificate Examination

The preliminary report of the just concluded school census revealed that there are many more schools in the education sector now than before, with more primary schools constructed than other levels during the period 2008-2010 (see Figure 3.5.1). The current proportion of schools at the junior secondary school (JSS) and senior secondary school (SSS) levels compared to the primary level clearly indicates the urgency to accelerate access at that level. Secondary level graduates provide students not only for university education, but for the middle level manpower which is critical for sustainable development.

School Establishment Trends

Citation: IMF Staff Country Reports 2011, 195; 10.5089/9781462319374.002.A001

Source - Ministry of Education, Science and Technology

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School Establishment Trends

Citation: IMF Staff Country Reports 2011, 195; 10.5089/9781462319374.002.A001

Source - Ministry of Education, Science and Technology

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School Establishment Trends

Citation: IMF Staff Country Reports 2011, 195; 10.5089/9781462319374.002.A001

Source - Ministry of Education, Science and Technology

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Low growth of schools at secondary level has the effect of denying many pupils the opportunity to complete the basic education cycle. A mismatch between primary schools establishment and establishment of JSS leads to overcrowding in JSS as well as SSS thereby resulting to higher pupil-teacher ratio with the likelihood of negatively impacting on school performance.

Finally, despite the construction of hundreds of Junior Secondary Schools, they are inadequate for the tens of thousands of children completing primary education. Therefore, priority should be given to the construction of Junior Secondary Schools, the training and recruitment of appropriately qualified teachers and the provision of textbooks and other teaching learning materials for increased access at Junior Secondary School level.

Gender Dimension

The Government continues to prioritize the girl-child support program to improve the retention rate of girls at secondary level and to eliminate gender disparity. Other partners, including UNICEF and USAID play a significant role in advancing girl-child education. As a consequence of these interventions, the gender enrolment gap has narrowed considerably at the primary level. In particular, as Table 3.5.1 shows, performance of girls at the BECE examination has been showing an upward trend.

School Feeding Programme

Many children especially in rural communities go to school without breakfast. The WFP School Feeding Program is vital in providing diet rich in nutrients to address the health and the educational needs of children. In all WFP Schools, there is high retention rate for both boys and girls and good academic performance of the pupils.

Children benefiting from the WFP School Feeding Program are less than 300,000. Thus, a National School Feeding Program will increase access significantly and improve on the academic performance of the children. A National School Feeding Program will not only promote access, but will significantly minimize child stunting which is also endemic in Sierra Leone—Pujehun District is reported with the highest indication of stunting, estimated at 55 percent.

In Service Training and Code of Conduct for Teachers

In-service training for teachers was provided by Government and its development partners. The bulk of the training is for primary school teachers. The distance education in-service programme for unqualified teachers has now expanded throughout the country.

To improve ethical standards in the educational system, a code of conduct has been developed for teachers. Training of trainers workshops were organized on the code. Teachers in all districts of the country are now familiar with the code.

Monitoring Delivery of Textbooks and School Materials

A Task Force was constituted to oversee the effective delivery of school materials, including textbooks. The Task Force included: The Ministry of Education, Science and Technology (MEST), The Ministry of Finance and Economic Development (MOFED), The Ministry of Local Government and Rural Development, the Police, and the Office of National Security. The Task Force has been ensuring that the required quantity and quality of school materials were distributed to the 19 Local Councils.

Textbook-Pupil Ratio

The textbook-pupil ratio in 2009 was 3:1. On average, this ratio remained the same in 2010. Schools under SABABU and PLAN support programmes had a ratio of 1:1 in 2010. Through the SABABU project, the government supplied 1,000,000 sets of textbooks to primary schools and 100,000 to secondary schools.

Education Management Information System

The Directorate of Policy and Planning of MEST trained inspectors and supervisors of schools in data collection and reporting for the 2010 national school census. The data have now been imputed and the report will soon be published.

Computers, software and accessories have been procured to strengthen education management information system (EMIS). Training of EMIS staff in the utilization of the software for the analysis of the data was done by UNESCO Institute of Statistics. It is now apt to conclude that EMIS has been strengthened.

Challenges

• Poor storage facilities for textbooks and other Teaching and Learning materials at the District Education Offices.

• Poor staffing and capacity at the District Education Offices.

• Lack of office equipment and stationery in some District Education Offices

• Lack of Junior Secondary Schools in some localities.

• Lack of qualified teachers in remote areas.

• Only a few schools have staff quarters for their teachers. The lack of staff quarters, especially in rural communities, is a disincentive for qualified teachers to work in remote areas.

Recommendations

• Provide regular in-service training for secondary school teachers and school-based in-service training should be strongly encouraged.

• Provide staff quarters and other incentives for teachers in remote areas.

• Increase staff strength in the EMIS Unit of MEST.

• Establish a National School Feeding programme.

• Construct more junior secondary schools and train more teachers.

• Strengthen the monitoring of delivery and management of school materials.

• Improve storage facilities for textbooks and other learning materials in District Offices.

Provision of Integrated reproductive and child Health services - This priority has two outcomes:

Outcome 1: To increase the number of deliveries taking place at health facilities. The following actions were undertaken to achieve this outcome:

• Salaries of health workers have been improved and a Free Health Care Programme for pregnant women, lactating mothers and children under five years of age is being implemented.

• By-laws against home delivery in some districts have been passed.

• Increasing number of health facilities now having at least two health care staff.

Outcome 2: To increase the number of infants immunized with three doses of Penta-valent vaccine. The following action was undertaken to achieve this outcome:

• Vaccines and other commodities for immunization have been procured and suppliers to all health facilities in the country.

Nutrition Improving maternal and child health

Outcome 3: to reduce on the number of malnourished children. The following actions were undertaken to achieve this outcome:

• The Ministry has intensified its campaign to promote early and exclusive breast feeding;

• Intensification of the provision of vitamin A and other nutritional supplement to children.

• Supplemental feeding provided for malnourished children

• Weekly health talks good feeding practices for children were organized for the benefit of mothers. Mothers were also engaged on the need to take their children to health centres for routine growth monitoring.

Malaria Control - The aim of this priority area is to reduce the burden of malaria among children and vulnerable population.

Outcome 4: To increasing the number of children sleeping under insecticide treated mosquito nets. The following action was undertaken to achieve this outcome:

• The Ministry undertook nation-wide distribution of 3 million treated bed nets in December 2010.

Outcome 5: To increase the number of children receiving prompt treatment for malaria. The following action was undertaken to achieve this outcome:

• The MoHS and partners were implementing community treatment of malaria using the Artemisenin combination therapy. The essence of this was to ensure that children with fever get treatment within 24 hours of on-set of symptoms, to prevent complications and death.

STIs/HIV/AIDS and Tuberculosis

Outcome 6: To increase the number of HIV positive pregnant women receiving treatment for prevention of parent to child transmission of HIV. The following actions were undertaken to achieve this outcome:

• Increasing the number of sites testing for HIV, and the number of centres providing treatment for prevention of parent to child infection of HIV.

• More staff has been trained in the provision of treatment for preventing mother to child transmission of HIV.

Outcome 7: To increase the number of TB positive patients successfully treated. The following actions were undertaken to achieve this outcome:

• Additional centres have been established to test for and treat Tuberculosis.

• More staff has been trained in the provision of TB treatment.

Non-Communicable diseases and mental health

Outcome 8: To increase the number of health facilities capable of screning for hypertension, diabetes and Sickle Cell aneamia. The following actions were undertaken to achieve this outcome:

• The MOHS has established a whole Directorate to ensure that services for managing these conditions are available nationwide.

• The MOHS is in the process of procuring diagnostic equipment for these conditions for all hospitals.

• A survey has been undertaken to estimate the prevalence of these conditions in the country.

Water, Sanitation and Hygiene Promotion

Outcome 9: To increase the number of households with access to proper sanitation facilities. The following actions were undertaken to achieve this outcome:

• Are implemeting a programme known as the Community led total sanitation (CLTS). The aim of this programme is to ensure that the communities adopt practices that prevent diarrhea related diseases. The programme is currently implemented in more than 5000 communities.

Outcome 10: To increase the number of people with access to safe drinking water. The following actions were undertaken to achieve this outcome:

• Procured chlorine for chlorination of water-wells in communities

• Are training community volunteers in the chlorination of wells and other drinking water sources.

Provision of adequate and appropriate infrastructure for the functioning of Primary, Secondary and Tertiary Institutions:

Outcome 11: To reduce the number of health facilities reporting stock out of essential drugs. The following actions were undertaken to achieve this outcome:

• Essential drugs have been provided to each district for implementing the Free Health Care Policy.

• The Ministry has initiated the process of developing a logistics management information system, that will help keep track on drug supply and utilization. The software has been adapted, and staff have been trained in their use.

• Computers are being procured for district pharmacies to help track drugs distribution and utilization.

• Through the health management Information system, forms have been developed to facilitate reporting on drug stocks at each facility.

Outcome 12: To increase access to health facilities. The following actions were undertaken to achieve this outcome:

• Procuring medical equipment for the 6 referral hospitals in the country. This will increase the quality of care provided at these facilities.

• Embarking on a programme to provide basic facilities such as running water and regular electricity supply to all referral hospitals.

Human Resource development and management -

Outcome 13: To increase the number of regional and tertiary hospitals have specialized staff in gynecology, surgery, dentistry and medicine. The following actions were undertaken to achieve this outcome:

• Specialist doctors from Nigeria requested to work in Sierra Leone.

• Plans underway to equip the tertiary hospitals so that they can serve as centres for the training of specialists in surgery and gynecology.

• MOHS pursuing efforts to improve conditions of service for healthcare staff.

Outcome 14: To increase the number of peripheral health facilities with at least 2 health personnel. To achieve this outcome the Ministry:

• Recruited additional 1,000 healthcare staff

• Efforts were made to increase the number of training institutions providing the most essential staff needed at health facilities—For instance, a Medical Services Commission has been established; this Commission is expected to fast-track both the recruitment and promotion of health care staff.

Strengthening Health System Financing

Outcome 15: To establish a pool fund mechanism for health care delivery to which various donors will contribute. The following action was undertaken to achieve this outcome:

• Additional staff recruited to strengthen financial management in the Ministry of Health and Sanitation.

Outcome 16: Increase the proportion of Government budget allocation to the Health Sector. The following actions were undertaken to achieve this outcome:

• The Ministry of Health and Sanitation developed formidable projects to seek additional funding from Government—these projects were funded and allocation to the sector was increased.

• To ensure that the Free Healthcare Programme was properly implemented, the Ministry of finance provided additional resources towards increasing salaries of medical staff, procurement of drugs and equipment, and strengthening sector supervision.

Development of Information Management System

Outcome 17: To increase the number of health facilities providing monthly Health Information reports on a timely basis to the district Health Management Teams for compilation. The following actions were undertaken to achieve this outcome:

• Harmonization of data collection tools for health facilities. This has greatly reduced the number of reporting forms that individual health facilities have to complete at the end of the month.

• The Ministry has recruited data entry clerks that are responsible for data entry at district level

• Production of quarterly health information bulletins showing the level of district performance on key health indicators.

Table 3.6.2 presents a summary of performance trends in selected health indicator based on information obtained from the Multiple Cluster Survey 2000 and 2005 (MICS 2 &) and the Sierra Leone Demographic Health Survey (SLDHS) 2008.

Table 3.6.2:

Performance Trends in Selected Health Indicators

Sources: MICS 2000, MICS 2005 and Sierra Leone Demographic and Health Survey 2008.

Table 3.6.2:

Performance Trends in Selected Health Indicators

Key indicators	2000 (MICS2)	2005 (MICS3)	SLDHS 2008
Infant mortality rate (per 1000)	170	170	89
Under-five mortality rate (per 1000)	286	286	140
Maternal Mortality Ratio (per 100,000)	1800	1300	857
Underweight prevalence (2 SD ≤ / 3 SD ≤)		31 / 9	21.1 / 3.5%
Stunting prevalence (2 SD ≤ / 3 SD ≤)	34 / 16	40 / 20	36.4 / 20.6%
Exclusive breastfeeding rate (0-5 months)	2	8	11.20%
DPT immunization coverage	46	63	54.60%
Fully immunized children	39	54	30.20%
Under-fives sleeping under insecticide-treated nets	2	5	25.80%
Skilled attendant at delivery	42	43	42.40%
Institutional deliveries	--	19	24.60%
Net primary school attendance rate (%)	42	69	66.20%

Sources: MICS 2000, MICS 2005 and Sierra Leone Demographic and Health Survey 2008.

View Table

Table 3.6.2:

Performance Trends in Selected Health Indicators

Key indicators	2000 (MICS2)	2005 (MICS3)	SLDHS 2008
Infant mortality rate (per 1000)	170	170	89
Under-five mortality rate (per 1000)	286	286	140
Maternal Mortality Ratio (per 100,000)	1800	1300	857
Underweight prevalence (2 SD ≤ / 3 SD ≤)		31 / 9	21.1 / 3.5%
Stunting prevalence (2 SD ≤ / 3 SD ≤)	34 / 16	40 / 20	36.4 / 20.6%
Exclusive breastfeeding rate (0-5 months)	2	8	11.20%
DPT immunization coverage	46	63	54.60%
Fully immunized children	39	54	30.20%
Under-fives sleeping under insecticide-treated nets	2	5	25.80%
Skilled attendant at delivery	42	43	42.40%
Institutional deliveries	--	19	24.60%
Net primary school attendance rate (%)	42	69	66.20%

Sources: MICS 2000, MICS 2005 and Sierra Leone Demographic and Health Survey 2008.

People’s Perception of the Introduction of the Free Healthcare Programme

A major focus of the nationwide monitoring and evaluation exercise conducted in the last quarter of 2010 was gauging people’s perception of the Government’s Free Healthcare Programme (FHP). For all beneficiaries interviewed and other key stakeholders in the communities visited, the perception was that the FHP was seen as a bold, decisive and, indeed, a poverty reducing initiative as hundreds of the target population (pregnant women, lactating mothers and the under fives) were visiting hospitals and peripheral health units in higher numbers ⁶. Some districts organize clinical visitations of the target population of the FHP. For instance, in Port Loko and Kambia Districts, special clinic days were put aside for under-fives immunization, sick children, new-case pregnant women, and follow-up case pregnant women. At the Kambia Government Hospital, about 30 under-fives and 50 pregnant women were reportedly treated each day on average since the introduction of the FHP.

Challenges

There are numerous challenges, but critical among them are:

• Poorly equipped health facilities

• Shortage of trained and qualified health personnel

• In adequate financial resources for provision of services

• Poor conditions of services for health care staff.

• Coordination of health Sector Resources

• Weak Capacity of Local Councils to manage devolved functions

• Insufficient resources to setup an appropriate health care financing system.

• Delay on the part of Parliament and cabinet to make decision on policy issues relating to establishment of NPPU.

Challenges highlighted in the 2010 M&E Report by MoFED on the Implementation of the Free Healthcare Programme

• Poor storage facilities for drugs and medical equipment

• Waiting time at clinical centres was reported to be long across the country due to shortfall in supply of medical personnel

• Lack of electricity supply in medical centres; some use candle lights or touch light for deliveries.

• Lack of basic consumables like protective gloves for safe deliveries and dealing with blood products.

• Insufficient delivery beds at PHUs; a number of them mostly use couches or regular hospital beds which are not safe for deliveries.

• Lack of hospital beds and mattresses; in some centres, most mattresses are worn out and there are no bed covers.

• Some PHUs are still in a dilapidated state, needing urgent repairs.

• Inadequate finances for the day-to-day running of the PHUs; this poses serious problem to procure basic services like cleaning and others. There are still cases where patients are not brought to health centres in time.

• Water facilities at PHUs still leave a lot to be desired.

• Staff shortage is reported in most PHUs visited.

Recommendation

• The Ministry of Health and Development Partners have developed a COMPACT Agreement towards strengthening the health sector service delivery. The implementation of this agreement should be prioritized in 2011.

Recommendations highlighted in the 2010 M&E Report by MoFED on the Implementation of the Free Healthcare Programme

• The Government to undertake a comprehensive needs assessment for informed and sustainable provision of assistance towards the implementation of the free healthcare policy across the country.

• Mount sensitization and education campaign on the Free Healthcare Policy to ensure sufficient information of the public on those targeted by the policy and obligations by all stakeholders to ensure effective implementation of the policy.

• Education could also help to change people’s attitude towards healthcare seeking behaviour to ensure timely visits to and consultation with health centres by targeted beneficiaries.

• Increase motivation of the medical personnel and consider improving on the imprest situation of PHUs to ensure that they are able to procure basic materials and services for the day-to-day running of the facilities.

• To increase provision of basic needs such as delivery materials, beds, mattresses, water supply, storage facilities, and drugs.

• Government should continue with its determination to improve the national road system, with special focus on feeder roads to increase access of communities by medical personnel.

Number of PLWHA who received ART in the last 12 months

The number of PLHIV who received ART in the last 12 months was 66% of the target number for 2010. As at the beginning of 2010, a target was set at 8,501 people to be enrolled on treatment by December 2010. As at December 31 2010 the 5,606 PLHIV (Adults and Children) were on treatment. . The target could not be met for reasons such as death and loss to follow-up. Discussions with partners, such as WFP, are ongoing for nutritional and other support to PLHIVs to encourage them to adhere to their treatments.

Number of Condoms Distributed

During the the reporting period, NAS exceeded the target set for condom distribution for 2010. As at the end of December 2010, the achievement for this indicator stood at 10,744,810 as against a target of 10,299,615 set for December 2010. With intensified awareness raising activities and utilization of our voluntary confidential and counselling services at rural areas, the demand for condoms has increased.

There are two approaches to the distribution of condoms. Social marketing is being done by our partner, CARE International and free distribution carried out by district health management teams and CBOs.

Number of Health care facilities providing STI services

As at end June 2010 the number of Health facilities providing STI services stood at 1,050 against a target of 950 for December 2010. The target of 950 has been exceeded due to the integration of services in most of the established facilities. As a result of this achievement, the emphasis is now placed on improving the quality of services through capacity building of staff in our peripheral health units with the provision of essential drugs.

Number of Pregnant women receiving complete course of ARV prophylaxis

The 2010 target could not be met because of the introduction of WHO recommended Treatment Regimen from a single dose Nevirapine to a triple combination therapy. This has resulted in the reduction of positive pregnant women receiving a compete course of ARV prophylaxis. However, efforts are now being made for a systematic follow up of all HIV positive women in their third trimester of pregnancy. This strategy will boost the deliveries at health facility level that will increase the PMTCT uptake. Similarly also a scale-up plan for PMTCT and Paediatric Care services have been developed and is now being implemented

HIV/AIDS prevalence amongst Antenatal clinic attendants

A total of 20 sentinel sites have been established to monitor the trend of the epidemic in the country. Antenatal clinic sentinel surveillance of 2008 revealed a downward trend among pregnant women. Currently, prevalence of HIV/AIDS amongst Antenatal Clinic attendants is still perceived at 3.5% as in 2008. The most recent survey conducted in October 2009 to determine progress against a target of 3.0 % for end 2010 revealed a full achievement of the target.

Table 3.7.2 shows trends in the above analysed indicators since 2005. On average, this outlook suggests significant success in the fight against HIV/AIDS in the country.

Table 3.7.2:

Trends in the Performance of the Indicators Mentioned Above from 2005 to 2010

Table 3.7.2:

Trends in the Performance of the Indicators Mentioned Above from 2005 to 2010

INDICATORS	2005	2006	2007	2008	2009	2010
Number of PLHIVs who received ART in the last 12 months	475	1253	2359	4810	6,592	5,606
Number of Condoms Distributed	802,800	2,377,390	5,028,364	7,704,505		10,744,810
Number of Health care facilities Providing STI services	207	541	682	850	850	1,036
Number of Pregnant women receiving complete course of ARV prophylaxis	35	291	1179	1735	3,095	2,642
HIV/AIDS prevalence amongst Antenatal clinic attendants	3.9%	4.1%	4.4%	3.5%	3.5%	3.0%

View Table

Table 3.7.2:

Trends in the Performance of the Indicators Mentioned Above from 2005 to 2010

INDICATORS	2005	2006	2007	2008	2009	2010
Number of PLHIVs who received ART in the last 12 months	475	1253	2359	4810	6,592	5,606
Number of Condoms Distributed	802,800	2,377,390	5,028,364	7,704,505		10,744,810
Number of Health care facilities Providing STI services	207	541	682	850	850	1,036
Number of Pregnant women receiving complete course of ARV prophylaxis	35	291	1179	1735	3,095	2,642
HIV/AIDS prevalence amongst Antenatal clinic attendants	3.9%	4.1%	4.4%	3.5%	3.5%	3.0%

Challenges

Despite the successes achieved above there are numerous challenges in the national response

Sustainability of the national response: The 2006/2007 National AIDS Spending Assessment (NASA) documented 98% of the resources for the national response coming from external sources. The Global Fund to Fight AIDS, Tuberculosis and Malaria was then the main financing source, contributing with 25% of the external financing. With the closure of the World Bank financing source, one could anticipate the GF contribution to be in the range of 85% - 90%. Though Government remains committed to the campaign against HIV and AIDS with increased domestic resources allocation, the response continue to be heavily reliant of external sources. Given financial sustainability, a major concern is the dependence on donor funding for nearly 95% of the national response. Of major concern is the almost exclusive dependence on the Global Fund to finance the national response.

Coordination: The tenet of the multi-sectoral response strategy adopted by Government is anchored on the key assumption that the National Response to HIV and AIDS cannot be implemented by state actors alone. It has to create room for the involvement of diverse players with the belief that it will engender richness and diversity of the inputs as well as the commitment from the various stakeholders. This entails developing participatory approaches to ensure that no stakeholder sees itself as being marginalized or isolated in planning and implementing the national response. However, the increased and dispersed number of civil society organizations across the country wanting to contribute to the national response makes it challenging to integrate their activities in local/national planning and coordination structures. Similarly, there is also the challenge of quality in activities and supervision. There is need therefore to integrate their activities into existing coordination and planning mechanisms, while at the same time establish more of such structures for those whose current interventions cannot fit into exiting structures.

HIV stigma and discrimination: Even though awareness of HIV and AIDS in Sierra Leone is improving slowly, many people living with the virus are still subjected to stigma and discrimination. Studies have shown that people are aware of the basic facts about HIV and AIDS but many lack the in-depth knowledge that addresses issues of stigma.

Lack of integrated planning at district level: Even though the District AIDS Committees have been established within the District/City Councils to take responsibility for district and local responses, the district response initiatives show lack of integrated planning in the execution of district level responses to HIV. The Councils non-health and District Health Management Team appear to be working in isolation both in monitoring the trend of the epidemic. This may be the reason for HIV and AIDS being a vertical programme and the lack of progress in mainstreaming of HIV and AIDS into the comprehensive council plans.

Overstretched health care infrastructure: The national response is currently suffering from shortages of skilled health and non-health personnel. The programme has been characterized by the placement of much emphasis on the medicalisation of the HIV service cadre. The introduction of the Free Healthcare initiative by the Government for pregnant, lactating and under-fives has overstretched the health care infrastructure in coping with the additional demand for PMTCT and paediatric care services. The roll-out plan for PMTCT and Paediatric care has not been supported with adequate communication activities for the service providers and the community in general to promote demand for services.

The Challenge of reaching Clients most-at-risk population: The groups are identified as MSM, SWs and their clients and IDUs within the general population. There are no documented effective best practice interventions in the country for the most-at-risk populations identified above. Also, there is a dearth of information about HIV infection and spread among the different population groups thus making it very challenging to track the epidemic as well as to monitor programme implementation and its impact.

The other issues relating to this group are stigma and illegality. Homosexuality is illegal in Sierra Leone and therefore men who have sex with men are bound to be ostracized by society. Although the HIV prevalence rate among the groups is high, any attempt to estimate their size will result to under estimation. Regular Integrated biological and behavioural surveys among the population-most-at-risk (Prisoners, IDUs, SWs, and MSM) will help monitor the spread of HIV among the group as well as linking the infection rates with behavioural factors.

Access to safe drinking water

While it is unlikely that the demands of the water sector would be met during the current PRSP ending 2012, it is important to note that considerable efforts are ongoing to lay the foundation for interventions in the sector. The Government has developed and launched a sector policy and strategic framework to guide investment in the sector.

Urban water supply: The level of water services in urban areas remained considerably low. Most people in the urban areas relied on bottled water, well water, spring water, water from tanks, etc. To alleviate this acute problem, efforts have been made by the Government and development partners to provide resources towards the rehabilitation, reconstruction and expansion of water supply and sanitation facilities several district headquarter towns. With financing EXIM Bank of India, urban water supply service improvement is planned for Lungi, Kailahun and various parts in Freetown, including White Water, Allen Town, Wellington-Cemetery Blue, Thunder Hill, and Looking Town.

The ADB and DFID are funding the rehabilitation of water supply in Bo, Kenema and Mekeni. The Government is funding the provision of pipe borne water supply system for Mile 91/Yonibana, Port Loko, Lunsar, Sumila/Sorie Towns in Freetown, Moyamba, Kamakwie, Gbendembu, and Magburaka, and gravity fed water system for communities between Calaba Town in Freetown and Masiaka in the Port Loko district. Water supply for Kambia town is being supported by JICA.

Rural Water Supply: Government continues to support rural water services through councils. Substantial support is also provided to rural water supply services under the decentralized grants for the sector supported by the World Bank. Additionally, UNICEF and various NGOs are assistance in this direction.

Access to improved sanitation

Rural Sanitation: Government has introduced a programme known as Community-Led Total Sanitation (CLTS) which is a subsidy free approach. This approach focuses on igniting a change in sanitation behaviour in rural areas and it has proved successful with sustained campaigns that bring about social awakening. The practice of hand-washing with soap, following contact with human or animal excreta, and before and after handling food is an integral part of the CLTS approach.

Challenges

• Inadequate human resource at national and local level

• Slow pace of sector policy implementation

• Limited co-operation and collaboration amongst actors towards a harmonized and co-ordinated approach to supporting the water sector

• Procurement bottlenecks

Recommendations

• Popularise water sector policies

• Strengthen sector M&E system

• Strengthen sector capacity at national and local level

Challenges

The ministry continues to face several challenges in the implementation of poverty related gender issues, including:

• Low budgetary allocation;

• Inadequate human and logistical support.

• Lack of effective sectoral coordination in addressing gender problem.

Recommendations

• There need to increase financial, technical and logistical support to the Ministry of Social Welfare, Gender and Children’s Affairs.

• The need to carry out a mapping of all institutions implementing gender related issues; this would improve coordination and ensure coherence and synergies among various actors in the sector.

Legal and Regulatory Framework

Consultations have been initiated with relevant stakeholders for the revision of the Local Government Act 2004 (including the formulation of a decentralisation policy which has now been approved by Cabinet), Government Budgeting and Accountability Act, 2005 and Procurement Act 2004 together with the relevant regulations supporting the respective Acts to take into cognizance issues embodied that warrant review.

Government Budgeting and Accountability Act, 2005 and Financial Management Regulations, 2007: A team of consultants has been contracted to facilitate the review of the GBAA, 2005 and Financial Management Regulations 2007. This is being done in colloboration with key agencies including Parliament, Ministry of Finance and Economic Development (MoFED) Accountant General’s Department (AGD), Audit Service Sierra Leone (ASSL) and Law Reform Commission amongst others. A draft “Options and Issues Paper” submitted by the consultants has been widely discussed in several meetings of key stakeholders. Further consultations of all stakeholders (including Ministries, Departments and Agencies) are to be organised during which participants across Central Government and Local Councils will deliberate on issues highlighted. An accelerated plan to revise the GBAA and FMR to include “Public Investment Programme” is now underway with a revised bill entitled “The Government Budgeting and Accountability (Amendment) Act 2010”already drafted.

Public Procurement Act, 2004 and Procurement Regulations, 2006: Following the previous consultative meeting in December 2009, The National Public Procurement Authority (NPPA) continued the consultative process for proposed revisions to the Procurement Act 2004 and Procurement Regulations 2006 in March 2010 with a National Consensus Forum chaired by the Solicitor-General and attended by senior officials across Central Government. In addition to consultations held with members of Parliament, further consultations are planned to ensure that the revised legislation adequately addresses all pertinent issues.

National Debt Law: In pursuance of developing an improved legal, policy and institutional framework for sustainable debt management, the Public Debts Management Unit of MoFED championed a sensitisation seminar for the formulation of a legislative framework and the preparation of a procedures manual for public debts management in March 2010 which attracted participants from Central Government and Local Councils.

The national debt law will lay out the framework for public sector borrowing and debt management and clearly define sub-national borrowing limits and procedures. The process for on-lending, issuing Government guarantees and monitoring of contingent liabilities will also be regulated and further track private sector external borrowing and reporting.

The practice of loan contracting, disbursement and debt service payments will be outlined in the procedures manual thereby guiding the day-to-day management of public debts and risk management generally. A Bill entitled „Public Debts Management Act 2010” has been ratified by Parliament.

Macroeconomic Fiscal Framework (MEFF) and Medium-Term Expenditure Framework (MTEF)

Establishment of Macro-fiscal Section: A Macro-Fiscal Section now functions within the Economic Policy and Research Division, MoFED, charged with the responsibility of generating reliable and consistent macroeconomic fiscal projections to facilitate credible and reliable forecasting of revenue flows. This is aided by an Integrated Macroeconomic Modelling and Forecasting Steering Group (IMMF) comprising officials from MoFED, Bank of Sierra Leone (BSL), Statistics Sierra Leone (SSL) and National Revenue Authority (NRA), which ensures consistency of macro-forecasts in Government and thus improves on the macroeconomic evidence base available for policy formulation. Efforts are now being directed towards ensuring the effective and efficient functioning of the IMMF to adequately support the operations of the Macro Fiscal Section.

Financial Programming and Policies Model: An IMF-styled Financial Programming and Policies Model (Sierra Leone Integrated Macroeconomic Model - SLIMM) has been developed which seeks to ensure transparency, ease of use and consistency of application in the development of macrofiscal forecasts for 2011-2013 medium term budgeting period and beyond. Two sets of consultative retreats/training programmes were organised by the Economic Policy and Research Unit of MoFED for key stakeholders involved in macrofiscal forecasting to foster the effective utilisation of the SLIMM for the MTEF budgeting period 2011 - 2013.

Approval of 2010 - 2012 MTEF Budget: The MTEF budget for 2010 approved by Parliament was implemented with budget outturn reports produced monthly and made available to vote controllers thereby ensuring that the respective MDAs review and confirm information being reported and necessary actions taken. Quarterly allocations to MDAs were also gazetted.

Strengthening of budget process in MDAs: Seven Budget Officers were recruited in April 2010 and provided with extensive induction training covering all aspects of MoFED’s operations. Training was undertaken by the PFMRU for these officers on the GoSL’s 27-digits Chart of Account and IFMIS reporting during which participants were exposed to the structure and contents of the chart of accounts and the reporting mechanisms available within the IFMIS. Some of these Budget Officers have been assigned to the key IFMIS rolled-out MDAs to help deepen the MTEF process.

The MTEF process both within the Central Government and Local Councils is being deepened with continuous training and support provided for budget officers in the preparation of strategic plans for the respective MDAs and Councils. Further support and monitoring are being provided by the Budget Bureau in ensuring that the MTEF process is generally understood and properly implemented.

Special training programmes were undertaken for Budget Committees across MDAs in order to acquaint them with their roles and responsibilities within the budget process. Furthermore, reviews of the budget calendar and MTEF guidelines respectively have also been undertaken to strengthen the framework for budgeting and the budget process generally.

2011 - 2013 MTEF: Following the issuance of the budget call circular for the 2011 -2013 MTEF period, policy hearings and budget discussions were conducted for all MDAs in August 2010 during which MDAs presented their strategic plans and proposed plan of activities respectively, in accordance with the Agenda for Change. The budget call circular focused on prioritising the strategic priorities outlined in the PRSP 2—Agenda for Change–Enhancing National Electricity, Developing the National Transportation Network, Enhancing Productivity in Agriculture and Fisheries and Sustaining Human Development -thereby ensuring that programmes designed are in accordance with the Government’s priorities. The policy hearings attracted the participation of Budget Oversight Institutions and other Non-State Actors.

The Budget Bureau, in collaboration with the Local Government Finance Department (LGFD) and other divisions within Ministry of Finance and Economic Development, provided support to the MDAs and local councils in the budget preparation process for the 2011 - 2013 MTEF period. This support included a country-wide consultative meeting on budget process organised by the Ministry of Energy and Water Resources which was jointly facilitated by the Budget Bureau and LGFD.

MTEF in Local Councils: Chiefdom Councils benefited from technical support facilitated by Local Government Finance Department (LGFD) in conjunction with the Budget Bureau, PFMRU and the Decentralisation Secretariat to enable them properly formulate their budgets for the 2011–2013 MTEF period. The six-day consultative process targeted Treasury Clerks and Central Chiefdom Finance Clerks (CCFCs) of the one hundred and forty nine (149) chiefdoms with a view to enhancing their budget formulation, execution and reporting capacity and ensuring smoother coordination in the administration of revenue and expenditure.

The Local Government Finance Department (LGFD) during August 2010 engaged stakeholders of devolved sectors (including Health, Education, and Agriculture) and local councils as part of the budget formulation process. The four-day seminar, which was attended by Central Government Officials, Mayors and Chairpersons of Local Councils, Chief Administrators, Finance Officers and Professional Heads of the respective devolved sectors resulted in the clarification of the grants distribution for 2011 and expected contribution of local councils in pursuing the overall Agenda for Change.

The development of activities in accordance with the PRSP 2—Agenda for Change—has been pivotal to the whole process with officials of MDAs and Local Councils provided with the relevant support in establishing their plan of activities designed to achieve the overall strategic objectives of the Agenda for Change. The Public Financial Management Reform Unit (PFMRU) liaised with Budget Bureau and Local Government Finance Department in coordinating the training of officials responsible for budget preparation, on the development of the budget for 2011 -2013 in accordance with the PRSP 2—Agenda for Change—to facilitate effective monitoring of activities both within the IFMIS utilised by the Central Government and Petra Financials utilised by the Local Councils.

MoFED (PFMRU, LGFD and Budget Bureau) provided technical support to Freetown City Council (FCC) during the “Strategic Sector Planning Retreat” organised by the Council for devolved functions sector Heads and Managers of other respective functions undertaken by the Council. The well-attended seminar was a step in the right direction in ensuring sound PFM in Local Councils as it was designed to ensure that comprehensive and well thought-out MTEF strategic sector plans and annual work plans for 2011 are prepared in accordance with the PRSP 2 - Agenda for Change and other related policies. Funding gaps were further identified for areas needing major interventions for effective service delivery.

Monitoring the Budget Process: The District Budget Oversight Committees (DBOCs) undertake regular monitoring of activities in the respective localities. Periodic meetings are being held with the DBOCs which are chaired by the Director Internal Audit MoFED during which budget monitoring issues in the respective districts are addressed. Special training programmes were undertaken for District Budget Oversight Committee Members in order to acquaint them with their roles and responsibilities within the budget process.

Training on budgeting is being extended to non-state actors (civil society organisations) to enable them properly understand and generally monitor the MTEF process. Policy hearings are attended by members of the DBOCs together with other Non-State Actors, as MDAs present and defend their strategic plans and plan of activities/budgets for the ensuing year. Non-State Actors actively participated in the policy and budget hearings led by the Budget Bureau and contributed to the overall process as highlighted in the Non-State Actors (NSA)

Revenue Generation

Following test run on the ASYCUDA++ (Automated System for Customs Data Analysis) software earlier in the year by the National Revenue Authority (NRA), the software was fully launched in April 2010. This facilitates easy capture of trade data and minimizes physical contact at the Customs Department. Various Clearing Agents have been trained on the use of the software. It is expected that online lodging of customs declaration, auto-channelling and profiling of importers will to a great extent improve recording and accountability with respect to revenues generated by the Customs Department.

In partnership with the Anti-Corruption Commission, a customer charter to guide the relationship between NRA and its customers has been completed and already approved by the NRA Board. Following introduction of the Goods and Services Tax (GST) early this year, enhanced sensitisation drive has been instituted to ensure that all key stakeholders are fully informed of the operations of the GST.

In a bid to minimise smuggling and further improve on revenue generation, plans are underway for the construction of eleven (11) border offices and customs posts. The proposed locations of these border offices and customs posts have been identified and an architect’s report now available. These will be supplemented by cargo inspection equipments and infrastructure and border surveillance vehicles. A Domestic Tax Department (DTD) headed by a Commissioner and assisted by a Deputy Commissioner, has been established and is now fully operational. This DTD now oversees taxpayer services, returns and payments processing, collection, enforcement, debt management and investigation amongst others.

Public Debt Management

Debt Management Performance Assessment (DEMPA): Following the initial Debt Management Performance Assessment (DEMPA) undertaken last year covering debt management strategy, evaluation of debt management operation, coordination with fiscal and monetary policy, legal framework and auditing, loan guarantees and contingent liabilities amongst others, the Public Debt Management Unit (PDMU) of MoFED ensured compliance with basic international standards for debts management as evidenced in the report of the last DEMPA assessment. However, the fragmented legal framework noted from the assessment is now being addressed through the enactment of a new national debt law as highlighted within the legal framework discussed earlier.

Further consultations were undertaken during the last quarter of 2010 aimed at developing an internal team capable of undertaking self-assessment in accordance with the DEMPA guidelines, identify performance gaps from the 2009 DEMPA report and proffer appropriate recommendations geared towards achieving improved ratings when the next assessment is undertaken.

Debt Sustainability Analysis (DSA): In accordance with the Poverty Reduction and Growth Facility (PRGF) Programme a national Debt Sustainability Analysis (DSA) Workshop was undertaken in August 2010 in updating the national debt strategy thereby providing a guide in borrowing and debt management practices in a bid to maintain debt sustainability. The focus of this year’s DSA workshop also included the strengthening of the national DSA team’s capacity to apply the improved DSA framework for Low Income Countries (DSA-LIC) methodology. Officials with responsibilities including macroeconomic management, external and domestic debt recording and analysis, aid coordination and management, poverty reduction programme MoFED and BSL participated in the sessions facilitated by the Director of Debt Management, West African Institute for Financial and Economic Management (WAIFEM).

Public Debt Bulletin: The annual public debt bulletin for 2009 (a publication since 2005) has been released and is now available. This provides an update of developments within debt management and risks affecting the public debt portfolio and provides comprehensive information on debt management to assist stakeholders in decision making.

Debt Buy-Back: The PDMU is facilitating the process of external commercial debt buy-back operation in accordance with the second external commercial debt reduction programme. This process is now underway.

Medium to Long Term Government Bonds: The PDMU in collaboration with the Central Bank and other key stakeholders within the financial sector organised an initial consultative workshop with a view to developing an issuance strategy for medium to long term government bonds.

Public Procurement

Procurement Forum: In accordance with its mandate, NPPA organised a procurement forum during February 2010 comprising participants from public and private sectors, non state actors and development partners. Participants were updated on progress made in the implementation of resolutions from the 2008 procurement forum and provided feedback regarding the conduct of procurement during 2009. The next procurement forum is scheduled for January 2011.

Development of a Procurement Cadre: In a bid to generally develop and retain procurement specialists within the central government, the National Public Procurement Authority (NPPA) has engaged relevant stakeholders within the Central Government including the Human Resource Management Office, in directing efforts towards the establishment of a procurement cadre. With this in place, specific procurement officers will be recruited to undertake procurement activities in MDAs.

Thirty (30) procurement officers already recruited into the civil service during the fourth quarter and assigned to various MDAs.

Capacity Building: In addition to capacity building initiatives organized by the NPPA in enhancing the pool of qualified procurement trainers, the University of Sierra Leone has now introduced Procurement as majors in degree courses being offered. Furthermore, several training programmes were organized for personnel assigned procurement responsibilities both within the Central Government and Local Councils thereby increasing their awareness and technical abilities in carrying out procurement functions.

A one-day sensitization seminar for Councillors of Local Councils in the Western Area and private sector service providers respectively was conducted in September 2010 on the theme “Procurement for sustainable economic development in Sierra Leone”. This seminar addressed several issues including:

• Procurement structures and the role of the local councillors in the

• procurement process

• Procurement overview and the role of the private sector service

• providers

• Understanding the effects of procurement monitoring and delivery at local levels

• Common errors in the bidding process

• Processes and procedures in the award of contracts

• Procurement ethics and issues of corruption

• The sensitization seminar was regionally extended to Councillors of Local Councils and service providers in the Provinces during the last quarter of 2010.

Procurement Monitoring: Continuous monitoring exercise of procurement units in Ministries, Departments and Agencies within Central Government together with Local Councils is being undertaken by the NPPA to ensure that the dictates of the prescribed regulations are adhered to. The reports of the monitoring visits are available for review. During the year, this was supplemented by a joint Country Procurement Assessment Review (CPAR). The CPAR is a joint assessment by the World Bank and NPPA of the procurement procedures and practises employed by MDAs and Local Councils for the period under review. The report of the CPAR is now available.

A general price survey and development of a price norm for 2010 was completed in August 2010 and report produced and widely disseminated to all MDAs and Local Councils. This serves as a guide for Procurement Officers in MDAs and Local Councils in the procurement process.

Procurement Operations: In support of the 2011 budget process, MDAs submitted draft procurement plans for 2011 to NPPA for review following which the final procurement plans were formally submitted to both the Ministry of Finance and Economic Development and NPPA. This forms part of the technical assistance proffered by NPPA to MDAs in a bid to facilitate the preparation of acceptable procurement plans and further guides the basis of procurement monitoring.

Accounting and Recording

Reporting: The Accountant General produced the financial statements for the year ended 31^st December 2009 by 31^st March 2010 in accordance with the regulations. These financial statements have subsequently been submitted to the Auditor General. The unaudited Financial Statements for year ended 31^st December 2009 and statement of fiscal operations (consolidated fund) for period January–November 2010 have been published on the MoFED website.

Strengthening of AGD: Nineteen (19) employees were recruited at the Accountant General’s Department (AGD) in May 2010 to further strengthen the Department’s accounting, recording and control processes. Induction training covering various aspects of the Department’s operations was conducted for these recruits in order to acquaint them with the processes.

Extra budgetary/subvented agencies and donor funded projects: Training on designing processes in MDAs to strengthen the reporting by Project Implementation Units and Extra Budgetary/Subvented Agencies to the AGD was jointly conducted by the AGD and Budget Bureau for Vote Controllers and Accountants of Projects and Extra Budgetary/Subvented Agencies. The training, which was attended by over two hundred (200) participants, aimed to promote accurate fiscal reporting and reconciliation of fiscal and monetary data between the Central Bank and MoFED. The Other Government Accounts Units of the AGD continues to monitor and capture quarterly returns from these Agencies and produce regular information regarding activities of Projects and Subvented/Extra Budgetary Agencies.

Stores Control: Training aimed at strengthening the standard procedures in stores control for Stock Verifiers and Stores Clerks in all MDAs nationwide was conducted by the AGD in June 2010.

Other PFM Reform Areas

The government has also made tremendous progress in several other PFM reform areas including: public sector human resource management (which is elaborated on in the next section); the roll-out of the integrated Financial Management Information System; the introduction of ICT in the Ministry of Finance and Economic Development; financial management in the Local Councils; aid coordination; monitoring and evaluation of development programs; internal audit; and strengthening the participation of external oversight actors in PFM issues—Audit Service Sierra Leone, Parliament and Nongovernmental Organisations. For detailed progress on these reform areas, please refer to “The Public Financial Management Reform Status Update Reports for 2010” obtainable from the Public Financial Management Reform Unit in MOFED or visit the website: www.mofed.gov.sl.

Key Challenge

There is a heavy reliance on contract staff to undertake key PFM reforms over the years. The challenge is the mapping out of an exit strategy to ensure sustainable human resource capacity in MoFED to pursue prudent Public Financial Management as the number of contract staff declined overtime.

Staff Rationalization/ Recruitment of critical skills

PSRU continued to usefully engage and collaborate with the Human Resource Management Office (HRMO) and the Leadership of the Civil Service, including the Public Service Commission and the Secretary to the Cabinet and Head of the Civil Service. We continued to provide technical backstopping in areas that would enhance Civil Service productivity. Through our shared expertise:

• a) Job Descriptions for all Civil Service Positions were reviewed and updated

• b) Civil Service numbers were reduced from 17,560 in 2007/2008 to 13,631 in March 2010 (although this increased to 15,703 in May 2010 and steadily increased due to recruitment to service the Free Healthcare Initiative)

Progress on ensuring the optimal mix of size and skills in the MDAs continued with recruitment of technical staff for Ministries, and issuance of retirement letters by the HRMO. By November, over 300 technical positions across MDAs had been filled through the Public Service Commission (PSC). In December, the PSC advertised over 150 posts in both the technical and administrative divisions across the Civil Service. The recruitment process is on-going and will be concluded in early 2011.

Work also progressed on identification of obsolete positions to be removed permanently and a number of staff was identified for retrenchment. While rightsizing of the Public Service is necessary, it must be implemented with caution, to ensure minimal long-term costs to human development and stability in the country.

Teacher Record Management Project

Management of teacher records has posed considerable challenges in the past. Of the 74,268 public sector workforce, there are over 35,377 Teachers. The creation and management of a personnel file for every teacher marked the first step towards establishing a reliable human resource data management system that will support a clean payroll and a credible database for human resource development relating to teachers and our schools.

On 10 August 2010, GoSL provided PSRU with the sum of Le464.8m as payment for Component One of the First Phase, i.e., creation of Files for Teachers. Work commenced in mid August by the IRMT/RMIP, and an interim Presentation was made on 2 September 2010. Component Two payment of the first phase to the tune of Le435.2m was also released to PSRU, bringing the total GoSL funding for the first phase to Le900m.

Between September and December, the Records Management Team, under PSRU supervision, sorted and reviewed over 112,000 Teachers Records Forms held at Ministry of Education, and created files for every teacher (35.305) currently on the Accountant General’s Payroll at MEYS. In the next phase, due to commence early 2011, the files will be matched with the individual teachers through a physical verification, to be followed by a consolidation phase including electronic scanning, to ensure that the paper-based evidence can be effectively managed and stored over time and linked to the pay-roll. A data-testing exercise was conducted, reinforcing the need for the physical verification of teachers (Second Phase) without delay. Discussions are nearing completion with the ADB for funds to embark on the second and final phase of the project.

The Civil Service Code, Regulations and Rules

Over the last five decades, the Civil Service has been locked up in old-fashioned “Regulations and Rules”, which although useful in the past, are no longer tenable in a fast-moving, knowledge-based environment. The Civil Service and indeed Civil Servants have to overcome entrenched attitudes as part of the Change Process. To address the obsoleteness of the General Orders, a new “Civil Service Code, Regulations and Rules” has been drafted and will be presented to H.E. the President in early January. This is a “must read” for all Public Servants.

Improvements in Systems and Tools

Given the importance of ICT in governance, efforts have been made to install systems and tools in MDAs to enhance service delivery. Action commenced to modernize the ICT platform, with modest supplies of essential equipment to the Cabinet Secretariat, Human Resource Management Office, Public Service Commission and the Public Sector Reform Unit.

With support from UNDP, an E-Government Unit with its supporting Steering Committee has been established at the Ministry of Information and Communications. This will ensure a common platform for Government and fast-track the E-Governance project, which is a significant component of the National ICT Policy.

Training and Training Policy

Since the closure of the Civil Service Training College, training in the Civil Service has been extremely uncoordinated and ad hoc, and often not regarded as part of the Human Resource Management process. There is need to train and retrain civil servants in relevant areas. To ensure coherence, a National Training Policy has been drafted, which ensures that Civil Servants are exposed to periodic training as a way of capacity development.

In 2010, as part of the short/medium term plan for capacity-building, PSRU and HRMO designed and implemented training programmes for Middle and Senior Level Civil Servants in Records Management, Human Resource Management, Public Policy and Policy Analysis, Procurement Management, Civil Service Ethics, Business Writing and Communication, Strategic Leadership and Management, Local Governance and Devolution, etc. Over 150 Middle and Senior Civil Servants benefitted from the programme, which took the form of weekend seminars and short courses.

In September alone, 40 middle/senior Administrative officers attended a specially designed course in Strategic Leadership and Change Management Programme at the Institute of Public Administration and Management (IPAM). In November and December 2010 four training sessions were held targeting 93 middle/senior civil servants. Funding was provided by UNDP, under the existing PSR Framework. Similarly, Civil Servants benefitted from higher level training supported by the African Capacity Building Foundation at the Ghana Institute of Management and Public Administration (GIMPA). Also a number of Civil Servants benefitted from ACBF funding for training in Public Sector Policy Formulation and Management within the Mano River Union Basin.

Also, 75 officials of the Ministry of Lands, Country Planning and the Environment completed Phase I of the training in Geographic Information Systems and related technology at Fourah Bay College, University of Sierra Leone. During the same period, Records and Human Resource Officers benefitted from relevant training programmes at the PSRU.

Creation of Policy and Planning Units and the Development of Service Charters

In collaboration with the Strategy and Policy Unit, the creation of Policy and Planning Units and the development of Service Charters across MDAs is planned. When created, the Policy and Planning Unit will support the Minister in developing ministerial plans, policies and the strategic framework for achieving the targets set in the Work Plan and performance contracts for the Minister and senior management. The Unit will also help to create an environment in which agreed strategies, including those reflected in the Management and Functional Reviews are implemented. It will provide the Ministry with analysis and research on the basis of which it can take informed decisions, and maintain a structure for monitoring progress in the implementation of set targets.

In like manner, the development of Service Charters in all MDAs will ensure that the ultimate beneficiaries of services are provided the opportunity not only to assess the performance of the institutions providing the services, but also the quality of services provided. It will also inform beneficiaries of their responsibilities in helping the institutions to meet their targets.

Specifically, Service Charters will:

• Make public institutions and public servants accountable

• Ensure value for money

• Ensure value for customers/clients/citizens

• Ensure transparency

• Ensure the right to information without compromising security

• Adopt a stakeholder approach

• Maximize the use of time

• Prevent Corruption

Monitoring Visits to Ministries

In 2010, the PSRU embarked on three main sessions of monitoring visits to Ministries. These monitoring meetings, which were meant to complement regular monitoring of the progress of implementation of the recommendations from the MFRs, were held between PSRU staff and the senior management team of the various Ministries. In addition to discussions on the progress of implementation, constraints, and the way forward, these visits also focused on the human resource strength of Ministries. Comprehensive staff lists and vacancy profiles were collected from each Ministry. This data was analysed to gain insight into the specific needs of each Ministry and provide remedial action. The data proved useful in informing recruitment and manpower planning.

Human Rights

A key policy area that has attracted the attention of Human Right Activists is the running and administration of Prisons in the country. The Government has enormously heeded to these concerns as demonstrated by the various reforms and interventions taking place within the security sub-sector. A draft Bill to modernise the Prisons Services is under preparation to meet international standards.

Additionally, various detention centres have been rehabilitated with a special focus on the need to reduce overcrowding and stem the risks of related deaths of inmates. The interventions have been associated with the drastic reduction in prisoners’ death toll “recorded in the past three years”⁹. The Government has also encouraged frequent visits to prisons by non-state actors and human rights activists to ensure that the welfare and human rights requirements of prisoners are met.

The Police

The Sierra Leone Police is now engaged in intensive reforms in the areas of change management, training, crime management, operations and support services. To improve on the service delivery and welfare of the force, the government is embarking on the construction of a Police Station and Barracks at Hill Station, in addition to rehabilitation and other estate and infrastructural works taking place at various police posts and barracks across the country.

Illegal Drugs

The Government has raised the red flag, with increasing concern over Sierra Leone’s security exposure to the threat of illegal drugs. The Government has passed the National Drug Control Act 2008, seeking to address the issue of illegal drugs and related matters. Several drug traffickers have been arrested, prosecuted and convicted as a result of the Government’s robust anti-drug activities.

Armed Forces

With support from development partners, the Sierra Leone Government has recorded tremendous success in reforming the army, ensuring robustness and flexibility within the sub-sector, and contributing to the overall socio-economic and political development of Sierra Leone and beyond. The armed forces of Sierra Leone have been participating in a number of international peace keeping missions. More recently, the country’s soldiers have been part of the peacekeeping operations in Darfur, Sudan.

For the first time in the nation’s history, the Republic of Sierra Leone Armed Forces (RSLAF) are now training foreign cadet officers. In September 2010, 9 Liberian and 30 Sierra Leonean cadets trained by the RSLAF were commissioned at the Armed Forces training Centre at Benguema”¹⁰. Various training centres for the army have been rehabilitated including the Recruits Billets. The Military Hospital has also been rehabilitated.

To improve the welfare and moral of the army, the government has restored the rice supply programme to the RSLAF. Financial management within the force has also been improved drastically to ensure accountability and transparency. Payment of soldiers’ salaries is now done through banks. Mosques and churched for the army have been refurbished, as well as Soldiers’ Canteens, Mess Halls, and Dwellings. Government also supported the army to establish agricultural units in Moyamba in the South and Tonkolili in the North and has established an RSLAF’s Industrial Training Complex to ensure cost effective production of armed uniforms.

Other Security Sectors and Issues

The government has also been keen on improving management and operations in other security institutions, including the National Fire Force, which has improved its preparedness to respond to fire disaster; the National Registration Secretariat which has been modernised with high tech equipment, including installation of biometrics system, and the Immigration Department which is also being restructured to meet security related international migration challenges.