national commission for social action …national commission for social action (nacsa) annual report...

NATIONAL COMMISSION FOR SOCIAL ACTION (NaCSA)

ANNUAL REPORT 2014

PROMOTING IMPROVED LIVELIHOOD OF RURAL WOMEN THROUGH SELF-HELP AFFINITY GROUPS

NaCSA’s 2014 Annual Report

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TABLE OF CONTENT PAGE

MANDATE, MISSION & VISION ............................................................................................................... vi

STRATEGIC FOCI ...................................................................................................................................... vi

LIST OF ACRONYMS ................................................................................................................................ vii

COMMISSIONER’S FOREWORD ............................................................................................................ viii

EXECUTIVE SUMMARY ............................................................................................................................ ix

1.0 INTRODUCTION…………………….. .......................................................................................................................1

2.0 PROGRAMME PORTFOLIO FOR 2014 ................................................................................................................1

3.0 STATUS OF PROGRAMME IMPLEMENTATION ..................................................................................................3

3.1.1 Project Overview ......................................................................................................................................3

3.1.1.1 Project Objective .................................................................................................................................................3

3.1.1.2 Project Components and Implementation Arrangements ...................................................................................3

3.1 YOUTH EMPLOYMENT SUPPORT PROJECT/CASH FOR WORK (YESP/CFW) .........................................3

3.1.1.3 Key Implementing Partners ................................................................................................................................4

3.1.2 Overview of the Labour Intensive Cash for Work (CfW) Component .............................................................4

3.1.2.1 Objective of the CfW ...........................................................................................................................................4

3.1.2.2 Targeting and Project Selection .........................................................................................................................4

3.1.2.3 Target Beneficiaries ............................................................................................................................................4

3.1.2.4 Subproject Menu, Wage Rate and Payment ........................................................................................................5

3.1.3 Performance Targets and Outcome Indicators ......................................................................................................5

3.1.4 Issues/Challenges ...................................................................................................................................................7

3.1.5 Lessons Learnt .......................................................................................................................................................8

3.2 SIERRA LEONE COMMUNITY DRIVEN DEVELOPMENT (SLCDD) PROJECT ........................................8

3.2.1 Project Overview ......................................................................................................................................8

3.2.1.1 Project Objective(s) ............................................................................................................................................8

3.2.1.2 Target Beneficiaries & Districts .........................................................................................................................9

3.2.2 Output Targets and Outcomes ...................................................................................................................9

3.2.2.1 Community Driven Program (CDP) ...................................................................................................................9

3.2.2.2 Women’s Empowerment and Access to Capital ................................................................................................10

3.2.2.3 Issues/Challenges ..............................................................................................................................................11

3.2.2.4 Lessons Learnt ..................................................................................................................................................11


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TABLE OF CONTENT CONTD.. PAGE

3.3 RAPID RESPONSE GROWTH POLES (RRGP) – ‘HABOPE’ PROJECT ......................................................12

3.3.1 Project Overview ................................................................................................................................12

3.3.1.1 Project Objective ..............................................................................................................................................12

3.3.1.2 Target Beneficiaries & Project Components ....................................................................................................12

3.3.2 Target Output and Outcomes ..............................................................................................................12

3.3.3 Issues/Challenges ................................................................................................................................14

3.3.4 Lesson Learnt ......................................................................................................................................14

3.4 PRO-POOR GROWTH FOR PEACE CONSOLIDATION (GPC) PROGRAMME ..........................................16



3.4.1.2 Project Locations, Components and Target Beneficiaries ...............................................................................16

3.4.1.3 Collaboration with other MDAs .......................................................................................................................18

3.4.2 Target Output and Outcomes..............................................................................................................18 3.4.2. 1 Economic and Social Infrastructure...............................................................................................18 3.4.2.2 Job Creation for Youth and Women................................................................................................18 3.4.2.3 Implementation & Supervision Mission-.........................................................................................18 3.4.2.4 Capacity Building of NaCSA Engineers and Facility Management Committee (FMC...................19 3.5 WAR REPARATIONS PROGRAMME ............................................................................................................21


3.5.1.1 Objective ...........................................................................................................................................................21

3.5.1.2 Target Beneficiaries ..........................................................................................................................................21

3.5.2 Target Outputs and Outcom................................................................................................................21

3.5.2.2 Emergency Medical Assistance .........................................................................................................................22

3.5.2.3 Sierra Leone War Reparations Video Documentary and Report .....................................................................22


3.5.4 Lessons learnt .....................................................................................................................................24

3.6 RELIEF AND RESETTLEMENT (R&R) PROGRAMME ................................................................................24

3.6.1 Project overview .................................................................................................................................24

3.6.1.1 Programme Objectives ......................................................................................................................................25


3.6.1.3 Programme Locations .......................................................................................................................................25

3.6.2 targets outputs and outcomes ..............................................................................................................25



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3.6.4 Lessons Learnt ....................................................................................................................................26

TABLE OF CONTENT CONTD. PAGE

3.7 CAPACITY BUILDING FOR COMBATING IRREGULAR MIGRATION IN SIERRA LEONE .26

3.7.1 Project Overview .................................................................................................................................................30


3.7.1.2 Target Beneficiaries and Project Locations .....................................................................................................30

3.7.1.3 Project Components .........................................................................................................................30

3.7.1.4 Institutional support to the designing & preparation of the programme .........................................................30

3.7.2 Target Output and Outcome ...............................................................................................................31


3.7.4 Lessons Learnt ....................................................................................................................................32

3.8 SIERRA LEONE SOCIAL SAFETY NET (SSN) PROGRAMME................................................35


3.8.1.1 Programme Objective .......................................................................................................................................27


3.8.2 Target Output and Outcome ...............................................................................................................31


3.8.4 Lessons Learnt ....................................................................................................................................32

3.9 PEACE AND DEVELOPMENT CORPS (PADCO) PROGRAMME ............................................................34

3.9.1 Programme Objective .........................................................................................................................34

3.9.2 Accomplishments ..................................................................................................................................................34

3.9.3 Issue/Challenge ...................................................................................................................................35

4.0 PROJET MONITORING, Supervision & EVALUATION ..................................................................................36

4.1 Project Monitoring and Supervision .......................................................................................................................36

4.2 Project Evaluation................... ...............................................................................................................................36

5.0 INFORMATION COMMUNICATION TECHNOLOGY (ICT) ...................................................37

5.1 Information, Education and Communication (IEC) ...............................................................................................37

5.2 Management Information System ...........................................................................................................................37

6.0 MEETING OF NACSA’S BOARD OF DIRECTORS ..............................................................................................37

7.0 AUDIT & INTERNAL REVIEW OF SYSTEMS AND PROCESSES ..........................................40

7.1 Objective................................. ................................................................................................................................40

7.2 Accomplishments............................ ........................................................................................................................40

8.0 FINANCIAL SUMMARY 2014 ...........................................................................................................................41


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TABLE OF CONTENTS CONTD. PAGE

ANNEX 1: NaCSA BOARD OF DIRECTORS ..........................................................................................................43

ANNEX 2: PARLIAMENTARY OVERSIGHT COMMITTEE ON NaCSA ............................................................43

ANNEX 3: NaCSA OFFICES AND CONTACTS ..................................................................................45


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National Commission for Social Action’s (NaCSA’s) Mandate, Mission and Vision

MANDATE NaCSA’s has the statutory mandate to promote Community-based, demand-driven and sustainable

development activities leading to the alleviation of poverty and improve the quality and impact of

development initiatives in cooperation with non-governmental organizations, relevant line ministries,

private sector partners and other interested parties.

MISSION To promote the efficient and effective delivery of Social and Economic Services; Capacity Building and

Humanitarian Assistance programmes for the alleviation of poverty; reduction in the risk of renewed

conflict and improvement in the well being of Sierra Leoneans.

VISION To operate as a viable and exemplary institution for efficient and effective pro-poor service delivery and

good project governance this ensures meaningful engagement and personalization of the benefits of

development by citizens, especially vulnerable groups.

STRATEGIC FOCI NaCSA’s operations are clustered into two main categories as follows:

1. Social and Economic Opportunities • Development of Human Capital • Development of Physical Capital • Social Protection including employment and income opportunities • Building capacity on micro-enterprise. • Building capacity of Local Institutions for Improved livelihood

2. Humanitarian Assistance • Status Determination and Approval of Refugees & Asylum Seekers • Protection and Assistance for Refugees and Asylum Seekers • Systems & processes for implementation of Refugee Act • Migration and Development • Implementation of War Reparation • Implementation of Relief and Resettlement Programme for IDPs & Returnees


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LIST OF ACRONYMS

ACC Anti-Corruption Commission

CDD Community Driven Development

CfW Cash for Work

ECOWAS Economic Community of West African States

GoSL Government of Sierra Leone

GPC Pro-Poor Growth for Peace Consolidation

IDB Islamic Development Bank

ECOWAS Economic Community of West African States

IEC Information Education and Communication

JSDF Japanese Social Development Fund

KfW German Development Bank

MEGs Micro-Enterprise Groups

MoFED Ministry of Finance and Economic Development

NaCSA National Commission for Social Action

NRS National Registration Secretariat

PADCO Peace and Development Corps

PHU Primary Health Unit

RRGP Rapid response Growth Poles

SAGs Self-Help Affinity Groups

SLCDD Sierra Leone Community Driven Development Project

SLRA Sierra Leone Roads Transport Authority

SSNP Social Safety Net Programme

SSL Statistics Sierra Leone

TRC Truth and Reconciliation Commission

UNHCR United Nations High Commission for Refugees

UTB Union Trust Bank

WATSAN Water & Sanitation

YESP Youth Employment Support Project


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COMMISSIONER’S FOREWORD In this report I present the National Commission for Social Action’s (NaCSA’s) work, accomplishments and

challenges during 2014. The report highlights the major strides undertaken by NaCSA to live up to the expectations

of the government, our donor partners and the people of Sierra Leone in delivering quality services aimed at

promoting social wellbeing and alleviating poverty. By promoting community-based, demand-driven and

sustainable development activities, we have acted as a principal agent of the Government of Sierra Leone in

addressing some of the key challenges to peace consolidation and national development; challenges such as youth

unemployment, access to health and sanitation, education, agricultural services, community infrastructures, and

support for vulnerable groups, amongst others.

Our interventions include providing Temporary Youth Employment; Capacity Building in Micro Enterprise;

construction of Markets, Schools, Community Health Clinics, Community Centers, Communication Centres; Spot

Improvement of Feeder/Community Roads; Support to Agricultural Activities such as Cocoa Processing Centers,

Livestock Paddocks and Farmer Field Schools; Support to Refugees and Irregular Migrants; provision of Safe

Drinking Water and Sanitation Facilities; Reparations for War Victims and Social Protection of vulnerable groups.

As four programmes (Habope, SLCDD YESP/CfW and GPC) come to a close, the commission actively engaged its

donor partners for scale-up/extension of funding. The GPC and SLCDD have already been scaled up and

implementation of GPC II commenced in September 2014.

In complimenting Government’s effort in the fight against the deadly Ebola Virus, through the support of donor

partners (IDB, KfW and World Bank), the Commission engaged in diverse activities across the country, including

sensitization and awareness raising, distribution of sanitary materials, donation of motor bikes for contact tracers,

call centre at community level, food distribution to affected communities and psychosocial Support for affected

persons. The Commission also secured US$ 4 million from the World Bank for post Ebola support to 8000

households across the country.

My sincere gratitude goes to the Board of Directors, line ministries and all stakeholders for their unflinching support

for the operations of the Commission throughout the year. I also take this opportunity to register my profound

appreciation to our donor partners, namely, The World Bank, Islamic Development Bank, German Development

Bank, Japanese Social Development Fund, ECOWAS, UNHCR, UN-Multi-Partner Trust Fund and GoSL for their

enormous contributions to the operations of the commission and I look forward to their continued support in 2015

and the years ahead.

…………………………………

Hon. Alie Badara Mansaray, John to provide photo


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Commissioner

EXECUTIVE SUMMARY

This Report summarises the progress made in the implementation of NaCSA’s programmes during the reporting

period of January to December 2014. It provides the progress made in the implementation of nine (9) programmes:

the Social Safety Nets Project (SSNP) the Youth Employment Support Project/Cash-for-Work (YESP/CfW); the

Sierra Leone Community Driven Development (SLCDD) Project, the Rapid Response Growth Poles (RRGP –

‘HABOPE’); the Pro-Poor Growth for Peace Consolidation (GPC), Relief and Resettlement (R&R), Irregular

Migration, War Reparations funded by GOSL and the Internship Scheme within the Peace and Development Corps

programme (PADCO). While six of the programmes were carried forward from 2013, the other three (the

Social Safety Nets, SLCDD II and GPC II) are new and commenced in 2014.

The implementation of the total portfolio of 470 subprojects for the YESP/CfW Project was completed in December

2013. However, due to exchange gains on the project funds, additional 70 subprojects were generated and

implemented in 2014. Based on lessons learnt in the implementation of previous subprojects, all the 70 subprojects

generated were agriculture subprojects. The primary aim of the YESP/CfW is to create temporary employment for

youth and women within the age bracket of 15-35 years in vulnerable communities. As at December 2014, 34,275

youth across the country benefitted from the project, with 5033 from the final 70 subprojects.

The primary objective of the SLCDD project funded by the Islamic Development Bank (IDB) is to improve the

socio-economic conditions of the communities in the targeted areas, through interventions in basic social

Infrastructure (Schools, PHUs, Community Centres, WATSAN, and feeder roads), and livelihood interventions. The

Implementation of the first phase of SLCDD project was expected to end in December, 2013. However, due to

savings made during the course of implementation, surplus funds were reallocated to other prioritized project

activities with the Bank’s concurrence. This reallocation resulted in the implementation of additional twenty nine

(29) infrastructure sub projects in eight (8) districts in first quarter of 2014. Additionally, financial support in the

form of micro grants to the tune of USD$ 177,000 was provided to 118 SAGs with a total membership of 2388

women. Six hundred and forty women from 32 Micro-enterprise groups (MEGs) were also given a grant of USD$

32,000 to support proper documentation of the groups’ activities. The Union Trust Bank is also contracted to

manage a revolving fund of USD$ 1,500,000 which creates access to loans at reduced interest rate for the women.

Based on the successes made in the implementation of SLCDD Phase I, The IDB agreed to fund a second phase with

funds to the tune of US$ 51.9million in four chiefdoms and 7 chiefdoms across the country. Project implementation

is expected to commence in 2015.

The Rapid Response Growth Poles Project, commonly known as the ‘HABOPE’ is financed by the Japan Social

Development Fund (JSDF) through the World Bank and implemented by NaCSA is primarily aimed at restoring

livelihoods, sustain services, and enhance local capacities of 31 communities in Bombali and Tonkolili districts that

are affected by the activities of the Bumbuna Hydro dam through rapid response growth poles activities. The project


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which official closing date is December 2014 has provided 54km of foot trails, 4 rowing boats, 4 boat landing

points, cash-for-work for 120 youth and women, food support to 1,200 at risk households, 6 communication centres

(each furnished with computer & printer, TV, generator, mobile phone, etc.), livelihood grants of US$ 5000 each

provided to 50 youth & women’s groups and the establishment and agricultural support to 8 Farmer Field Schools.

In 2014, the commission focused on capacity building and mentoring of the beneficiaries of grants and the farmer

field schools. The shift by the groups from buying and selling to crop cultivation provided high dividend and the

emerging need for post harvest facilities.

The GPC Programme co-financed by GoSL and the Federal Republic of Germany primarily focuses on

employment creation and income generation for vulnerable groups (youths and women) in selected rural

and peri-urban communities. The GPC Phase I which ended in August 2014 was implemented in

Kailahun and Koinadugu districts. In 2014 the Commission implemented a total of thirty three (33)

subprojects which included spot improvement of 151 km of feeder roads with 9 bridges, eight (8) grain

stores and 13 water wells. The facilities are expected to contribute to strengthening the local economy,

improve access to markets and promote income generation and employment for particularly youths,

whilst also promoting value chains of rice cocoa and livestock. The programme also provided 3 months

temporary jobs for 430 youths and women as means of improving on their income and livelihoods. A

second phase of the GPC has been approved and signed by KfW with funding of Euro 12,333,000 for a

period of four years. This second phase has also extended the project interventions to Kono district.

Implementation of GPC II commenced in September, 2014 with procurement of works for spot

improvement of a total of 194.32 Kilometers of feeder roads in the three districts of Kono, Kailahun and

Koinadugu; and construction of six (6) water wells in Kailahun district. Pre-implementation processes

such as Elaboration of District Application Forms (DAFs); advert of bids, development of monitoring

plans are ongoing. Physical implementation will commence in 2015.

During the reporting period, the Commission provided humanitarian assistance through 3 programmes: (i)

The War Reparations Programme that supported 1,618 war victims through the provision of rehabilitation

grants with funds from GoSL; (ii) The Relief & Resettlement (R&R) Programme that supports locally

integrating Liberian refugees and asylum seekers with funds from UNHCR; and (iii) The Capacity

Building for Combating Irregular Migration Programme that supports victims of trafficking and Irregular

Migrants and sensitization of communities in the six border districts in the country.

In the stride to continue its focus on social protection of the poor and vulnerable across the country, the

Commission secured a grant of US$ 8 million from the World Bank for cash transfers to 13,000

extremely poor households for cash transfers for two years in four districts (Bombali, Kono, Moyamba,

and Western Rural) in each of the country’s four regions. Beneficiary households will receive a cash


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transfer in the equivalent of US $15 per month per household, which will be disbursed on a quarterly

basis over a two-year period. Pre-implementation activities, i.e., development of systems in collaboration

are ongoing with support from The National Social Protection Secretariat, and in collaboration with line

MDAs such as the National Registration Secretariat (NRA) Statistics Sierra Leone (SSL) and

Anticorruption Commission (ACC) are ongoing. Actual cash transfers will commence in early 2015. The

World has also provided US$ 4million for cash transfers to 8000 Ebola affected households for a period

for a period of 9 months, with registration and cash transfers to commence in early 2015.

The Peace and Development Corp (PADCO) Programme established by NaCSA in 2004 to promote

National Volunteerism and provide work experience for young graduates also has in place the Internship

Programme which provides practical work experience for students from Tertiary Institutions. In 2014, 27

interns were admitted into the Commission’s internship programme majority of whom were placed at the

Commission’s Headquarters in Freetown.

The Commission has Units that support effective, efficient and transparent programme implementation. These include Monitoring and Evaluation, Internal Audits, Information and Communication, Procurement, Admin & Logistics and Finance. The Regional and district offices across the country are the hub to field-based activities.

1.0 INTRODUCTION

The National Commission for Social Action’s (NaCSA’s) is a major arm of the government of Sierra

Leone in the delivery of social services to the neediest communities across the country. Despite the

challenges faced by the country in the fight against the Ebola Outbreak in 2014, the commission

continued its implementation of nine (9) different socio-economic and humanitarian assistance

programmes co-financed by external donors and the Government of Sierra Leone in all fourteen (14)

districts across the country. These projects include the Social Safety Nets Project (SSNP), the Youth

Employment Support Project (YESP) , the Sierra Leone Community Driven Development (SLCDD)

project, the Rapid Response Growth Poles (RRGP – ‘HABOPE’), the Pro-Poor Growth for Peace

Consolidation (GPC), Relief and Resettlement (R&R), Irregular Migration, War Reparations and an

Internship Scheme within the Peace and Development Corps programme (PADCO). Following the

conclusive implementation of the SLCDDI and GPCI projects in early 2014 and the demand by

communities for scale up of the projects, the Islamic Development Bank (IDB) and the German

Development Bank (KfW) agreed to fund the scale up of the two projects. Through these interventions,

the Commission was able to significantly contribute to the national ‘Agenda for Prosperity’ by promoting

short-term employment and micro-enterprise initiatives for youths; construction of community

infrastructure and social amenities such as health centres, schools and community centres;

communication centres; spot improvement of feeder roads; support for agricultural activities; relief and

international protection of refugees and irregular migrants; reparations for war victims; and social

protection for extremely poor communities.

2.0 PROGRAMME PORTFOLIO FOR 2014

The nine (9) socio-economic programmes implemented in 2014 and scale up of two programmes – GPC

II (US$ 16.7million) and SLCDD II (US$ 51.9 million) (Table 1). The bulk of funds came from the Sierra

Leone Community Driven Development (SLCDD) Project funded by the Islamic Development Bank

(IDB) followed by the Pro-Poor Growth for Peace Consolidation Programme (GPC) funded by the

German Development Bank (KfW).


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PROGRAMME

DONOR

TOTAL DONOR BUDGET

(US$ MILLION)

COMMENTS

Rapid Response Growth Poles (RRGP) ‘Habope’

World Bank/JSDF 2.67

Initial end date was December 2014, but now extended to March 2015.

Pro-Poor Growth for Peace Consolidation (GPC)- Phase I

German Development Bank (KfW)

14.30

GPC Phase I closed in September 2014

Pro-Poor Growth for Peace Consolidation (GPC) – Phase II

German Development Bank (KfW)

16.07 GPC Phase II commenced in October 2014 and will span through 2018.

Youth Employment Support Project/Cash for Work (YESP/CFW)

World Bank

11.30 Project target fully achieved (470 SPs), additional 70 SPs to be implemented with savings from foreign exchange gains. Project expected to close in January 2015.

Sierra Leone Community Driven Development (SLCDD) Project – Phase I

Islamic Development Bank (IDB)

17.31 Completed in April 2014

Sierra Leone Community Driven Development (SLCDD) Project – Phase II

Islamic Development Bank (IDB)

51.9 Project Approved in October. 2014; Pre-implementation Activities commenced in November 2014; Physical implementation scheduled to commence in Sept. 2015.

Peace and Development Corps (PADCO)

VSO/UNV - Provide Internship for students from tertiary institutions. Resource mobilization ongoing.

Irregular Migration

ECOWAS/Spain 0.321 Project expected to end in December 2014 (requesting 6 months extension due to delays in processing disbursements by ECOWAS Commission).

Relief and Resettlement (R&R) UNHCR 0.074 Renewable at the end of each year.

War Reparations

UN-Multi Partner Trust Fund

2.59 Funds expected to be exhausted by June 2015

Social Safety Net (SSN) World Bank 7.00 Project started in June 2014 and is expected to end in September 2017

TOTAL

123.535

TABLE 1: NACSA’S 2014 PROGRAMME PORTFOLIO


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3.0 STATUS OF PROGRAMME IMPLEMENTATION

3.1.1 Project Overview

PROJECT DATA Loan Amount: US$ 10m

Date Signed: June 2010

Grant Amount: US$ 10m

Closing Date: December 31, 2014

Donor: World Bank

One of the major challenges Sierra Leone faces is the high level of poverty and unemployment, especially

among the youth, women, and vulnerable groups. Youth issues remain crucial for maintaining peace and

promoting pro-poor growth in the country (Agenda for Prosperity, 2013-2018). In collaboration with the

World Bank, the Government of Sierra Leone in 2010 designed The Youth Employment Support Project

(YESP) as one strategy to addressing youth unemployment issues.

3.1.1.1 Project Objective The specific objective of the YESP project is to increase short term employment opportunities and to improve employability of the target youth.

3.1.1.2 Project Components and Implementation Arrangements The Project supports three components:

(i) Labour Intensive Cash–for-Works,

(ii) Skills Development and Employment Support, and

(iii) Institutional Support and Policy Development.

In terms of implementation arrangements, the Integrated Project Administrative Unit (IPAU) within the

Ministry of Finance and Economic Development is responsible for overall administration and provision

of fiduciary oversight while the National Commission for Social Action is responsible for the

implementation of the Labour Intensive Cash for Work component in close collaboration with relevant

3.1 Youth Employment Support Project/Cash for Work (YESP/CfW)


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Line Ministries (Table 2). This report, therefore, basically focuses on the implementation of the Labour

Intensive Cash for Work component which is the primary responsibility of NaCSA.

Table 2: Components and Implementing Agencies

# PROJECT COMPONENT

FUNDS (USD$) IMPLEMENTING AGENCY

I Labour Intensive Cash–for-Work

10.0m National Commission for Social Action (NaCSA)

II Skills Development and Employment Support

7.5m National Youth Commission (NAYCOM)

III Institutional Support and Policy Development

2.5m Integrated Project Administrative Unit (IPAU)

TOTAL

20M USD$

3.1.1.3 Key Implementing Partners NaCSA implements the Labour Intensive Cash for Works in close collaboration with the Sierra Leone

Roads Authority, Ministry of Agriculture, Forestry and Food Security and other technical ministries, the

National Youth Commission, the International Labour Organization (ILO), the Communities through the

Community Oversight Committees (COCs) and Local Councils are involved in the implementation and

monitoring of project activities: District Youth councils / Committees and youth representatives play

active role in the selection of cash for works projects and monitoring of work sites.

3.1.2 Overview of the Labour Intensive Cash for Work (CfW) Component

3.1.2.1 Objective of the CfW The CfW Component of the YESP is to provide short term employment to young people in Rural, Peri-

urban and Urban communities.

3.1.2.2 Targeting and Project Selection The average cost of each subproject ranges between USD 17,000 -18,000, of which 60% was allocated to

the payment for labour and 40% to materials/tools and administrative costs.

Poor communities in all districts across the country benefited from the project, with resources allocated

on the basis of the relative size of the population of poor people in each district, food insecurity index and

a composite poverty index consisting of relative poverty ranking of chiefdoms and wards.

3.1.2.3 Target Beneficiaries • Only residents of the community or catchment area where the subproject is located participates


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• Each subproject must have a 6-member Community Oversight Committee

• Beneficiaries must reside in the targeted communities with priority given to the poorest sections in such communities

• Beneficiaries must be between the ages of 15 – 35 • Only one person from each household was allowed

to participate in a sub project implementation. • For each subproject, a total of 50 -74 youths are

employed, with gender parity requirement providing for 20% female participation on roads and 40% in other interventions.

3.1.2.4 Subproject Menu, Wage Rate and Payment • Sub projects include garbage collection, spot improvement of town & feeder roads, drainage

clearing, tree planting and cultivation of short duration crops. • The maximum length of roads rehabilitated per subproject was 5km, with the construction of a

maximum of four culverts along each road. • For agriculture subprojects, the acreage of cultivation ranged between 10-20 acres per subproject. • The wage rate was set below the Market Minimum Rate and used as a self-targeting mechanism

with beneficiaries receiving Le 8,000/day. Payment to beneficiaries was made through Splash Money transfer after every two weeks of work.

• Each sub project lasted for a period of 75 days. However, the duration of the final round of 70 subprojects was 24 working days as a result of the exchange loss suffered triggered by the Ebola crisis.

3.1.3 PERFORMANCE TARGETS AND OUTCOME INDICATORS

1. Communities that have Community Oversight Committees in Place (%): All

(100%) of the completed CFW SPs had Community Oversight Committees (COCs) whose functions

are prescribed by the YESP Operations Manual.

2. Roads Rehabilitated (Km): A total number of 328 Roads Sub Projects have been

implemented nationwide; this translates into a total stretch 1512 Km.

3. Person days provided in labour intensive public works – As at December 2014, a total of

34,275 beneficiaries were registered for participation in the Labour Intensive Cash for Work thus

providing a total of 2,800,000 person days.

4. Total cost allocated to wages – 60% of the total cost for each subproject was allocated to

payment of wages and 40% to materials/tools and administrative costs. 5. Subproject implementation - Implementation of the total project portfolio of 470

subprojects was completed by the first quarter of 2014. However, due to exchange gains from the

project funds, a final round of 70 agriculture subprojects was generated in four poor districts


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(Moyamba, Kono, Bombali and Western Rural) making a cumulative total of 540 subprojects . As

shown in figure 1, the highest number of subprojects generated and implemented under this

programme was in 2012 and the least in 2014.

Figure 1: Type and no. of CfW subprojects implemented between 2011 and 2014

6. Capacity Building of NaCSA Frontline Staff and Community Oversight Committees Refresher training was conducted for the NaCSA Regional Coordinators (RCs), District Coordinators

(DCs), Community Based Facilitators (CBFs), and Community Based Specialists (CBFs) in December

2014 at the Commission’s Head quarters in Freetown. The modules for the training included the Basics

on Light Community Based Identification (LCBI) for CfW and SSN: Targeting Approaches and Tools;

Beneficiary Identification; refresher on use of smart phones for registration of beneficiaries, monitoring of

subproject implementation& management of timesheets; E-Payment; Grievance Redress and fraud and

corruption. Community Oversight Committees (COCs) were trained in handling day to day

implementation of subprojects, including Basic Procurement, Timesheet Management, Stores

Management, Financial Record Keeping and preparation of End-of-Tranche Report.

7. Job creation and Mentorship Figure 1 shows the cumulative number and gender disaggregation of youths that benefitted from the CfW

in the last two years (2013 and 2014). Additionally, mentorship in basic money management and

entrepreneurial skills was provided to project beneficiaries, with the objective of building their capacity in

basic skills; improve their employability; as well as effectively manage their income.


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Figure 2: Cumulative number of beneficiaries of the CfW as at 2013 & 2014

8. Social Accountability The Grievance Redress Mechanism (GRM) that was instituted as one of the Social Accountability

Mechanisms was very useful in addressing most of the complaints filed in by beneficiaries of the

respective subprojects. Additionally, the COCs have been instrumental in monitoring the day-to-day

implementation of the Subprojects and the District Youth Councils have also been supportive in terms of

monitoring the physical implementation of the Sub Projects.

3.1.4 Issues/Challenges # ISSUE/CHALLENGE MITIGATING MEASURE

1 Serious cut-back from the usual 75 days to only 24 days of employment as a result of exchange loss suffered due to the Ebola crisis

Sensitization of project beneficiaries to understand the situation

2 Poor mobile network and in some cases zero reception in some locations affect the smooth delivery of the electronic cash transfer system.

Manual payment is made in such places where there is no network coverage.

3 Wage Rate - beneficiaries continue to agitate for an increment of the current from Le. 8,000 to Le 10,000 / Le 15,000

Continue to engage donor partners and GoSL on the request of the beneficiaries

The CfW funding has already run out and considering the

positive impact theprojecton the livesofyoungpeopleand

giving the socio-economic impactofEbola, it is important to

secure further funding to servicecommunities thathavenot

Engage GoSL and World Bank for extension of funding


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benefitedfromtheproject

3.1.5 Lessons Learnt • Female participation in the programme is higher for agriculture subprojects than roads

• Giving the limited experience and skills of the COCs to manage projects there is need for capacity building.

• The design of the payment system should cater for communities that have little or no access to mobile phones/network coverage to avoid delays in payment of wages.

3.2.1 Project Overview PROJECT DATA Loan Amount: US$ 17.310

Date Signed: 24th June, 2010

Grant Amount: US$ 0.450

Date Approved: 15th August, 2010

GOSL Counterpart Funding: US$ 1.140

Closing Date: 31st December, 2013

3.2.1.1 Project Objective(s) The Sierra Leone Community Driven Development (SLCDD) project implemented with funds from the

Islamic Development Bank (IDB) and the Government of Sierra Leone was designed to assist fragile and

vulnerable communities reduce poverty and build local capacity for collective action, thus contributing to

the country’s stability, peace and sustainable growth.

The specific objectives of the project are:

(i) to improve the socio-economic conditions of the communities in the targeted areas, through

interventions in basic social Infrastructure (Schools, PHUs, Community Centres, WATSAN, and feeder

roads), Health Education & Preventative Care, Youth & Enterprise Development (Microfinance, Self-

Help Affinity Groups (SAGs) and Rural Electrification), Adult Education and Life-Skills and

(ii) to support capacity building through facilitation, skills training, and strengthening of linkages

amongst communities, Local & Chiefdom Councils, the private sector, and NaCSA.

3.2 Sierra Leone Community Driven Development (SLCDD) Project


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3.2.1.2 Target Beneficiaries & Districts The project was designed to benefit six hundred and seventy five (675) communities/villages spread

across twelve (12) districts in the country, excluding Koinadugu and Kailahun districts.

3.2.2 Output Targets and Outcomes

3.2.2.1 Community Driven Program (CDP) Under the CDP component, the project has provided a total of two hundred and forty four (244)

community infrastructures which included education, health and social infrastructures (Figure 3).

Figure 3: Type and number of community infrastructure provided under SLCDD I

The Implementation of the first phase of SLCDD project was expected to end in December, 2013.

However, due to savings made during the course of implementation, surplus funds were reallocated to

other prioritized project activities with the Bank’s concurrence. This reallocation resulted in the

implementation of additional twenty-four (24) infrastructure sub projects in eight (8) districts in first

quarter of 2014 (Table 3).


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Table 3: SLCDD Subprojects implemented by district in 2014

District

INFRASTRUCTURE SUB PROJECTS

Total

SPs

Scho

ol L

ibra

ry

Mul

ti-Pu

rpos

e

Cen

tre

Prim

ary

Scho

ol

Juni

or S

ec. S

choo

l

Cou

rt B

arry

Dry

ing

Floo

r

Wat

er W

ells

Com

mun

ity

Cen

tre

Com

mun

ity

Hea

lth P

ost

Roa

ds &

Bri

dges

Peri

met

er F

ence

Voc

atio

nal C

entr

e

Bo 1 1 2

Bonthe 1 1 1 3

Moyamba 1 1 1 3

Bombali 1 1 1 1 2 6

Kambia 1 1 1 1 1 5

Port Loko 1 2 1 4

Tonkolili 1 2 1 4

Western Rural

1 1 2

TOTAL 1 1 4 5 1 1 8 1 2 3 1 1 29

3.2.2.2 Women’s Empowerment and Access to Capital § Provided micro grants to 118 SAGs with a total membership of 2388 women grant to the tune of

USD$ 177,000 to boost their internal lending.

§ Thirty two (32) MEGs having a total membership of 640 women were given a total grant of USD$

32,000 to support proper documentation of the groups’ activities including loans received from UTB.

§ From the revolving fund of USD$ 1,500,000 lodged with Union Trust Bank (UTB), 32 MEGs were

provided with USD$ 337,087 to create improved access to capital at reduced interest rates.

§ Provided regular hand holding support to MEGs and SAGs in terms of financial literacy and business

management skills.

The regional spread and number of SAGs are shown in Table 4


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Table 4: Spread of SAGs and MEGs across the country

District

SELF-HELP AFFINITY GROUPS (SAGS) MICRO-ENTERPRISE GROUPS (MEGS)

No. of Communities

No. of SAGs Total Membership

No. of Main Groups

No. of Sub-groups

Total Membership

NORTH Bombali 3 10 200 8 32 160 Tonkolili 3 10 200 3 12 60 Port Loko 3 10 198 - - - Kambia 3 10 196 4 16 80 SOUTH Bo 3 10 198 - - - Bonthe 3 10 200 - - - Moyamba 3 10 200 5 20 100 Pujehun 3 10 200 - - - EAST Kenema 4 10 200 6 24 120 Kono 4 10 200 - - - WESTERN AREA Western Rural 3 8 199 6 24 120 Western Urban 2 10 197 - - - Total 37 118 2,388

32 128 640

3.2.2.3 Issues/Challenges # ISSUE/CHALLENGE MITIGATING MEASURE

1 Low capacity of some local contractors resulted in the slight delay

in completion of a few sub projects.

Intensified supervision and overall contract management.

2 Economic activities for some of the MEGs and SAGs were

interrupted by the outbreak of the Ebola virus, which impacted on

their income flows and loan repayment regimes.

Provide grants to cushion the effects of the Ebola on the livelihood activities of the MEGs

3 Dependence of SAGs on external Book Writers. Encourage literate women to join the groups and also promote adult literacy, numeracy and communication skills among group members

3.2.2.4 Lessons Learnt • Literate women need to be encouraged to join the groups to serve as book writers for regular update

of group records and reduce the dependency on external Book Writers. • Refresher training on business development and entrepreneural skill should be provided for the

MEGs.


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PROJECT DATA

Loan Amount: US$ 2.8 Million

Date Signed: November2010

Grant Amount: US$ 2.8 Million

Closing Date: December 2014

Donor: JSDF through World Bank & GoSL

3.3.1.1 Project Objective

The Rapid Response Growth Poles Project, commonly known as the ‘HABOPE’ is financed by a $2.8

million grant from the Japan Social Development Fund (JSDF) through the World Bank and implemented

by NaCSA. Project has two main objectives: (i) to reduce hunger and deprivation in the downstream

communities along the Seli River, whose livelihoods have been adversely affected by the unpredictable

flow of water in the river caused by activities of the Bumbuna Hydroelectric Project; and (ii) to restore

livelihoods, sustain services, and enhance local capacities through rapid response growth poles activities.

3.3.1.2 Target Beneficiaries & Project Components

The HABOPE project is implemented in two districts and five chiefdoms (Safroko Limba and Paki

Masabong chiefdoms in Bombali district; Kalansogoia, Kafe Simira and Kholifa Rowalla chiefdoms in

Tonkolili district). The project has three components: Component 1 includes three subcomponents that

finance emergency assistance through Food-for-Work and Cash-for-Work; agricultural and fishing

livelihood restoration; and access for remote villages. Component 2 includes the establishment of

community-based social accountability and participatory monitoring mechanisms; and Component 3:

project management.

3.3.2 Target Output and Outcomes The achievements on target outputs are summarized in Table 5 below:

3.3 Rapid Response Growth Poles (RRGP) – ‘HABOPE’ Project


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Table 5: Achievements on Project Targets

7 Organize and train 24 Community User Committees (CUCs)

• Completed three rounds of trainings of 24 CUCs in social accountability and grievance redress

8 Support 8 Farmer Field Schools (FFS) for IVS rice cultivation

• 8 FFSs established and trained • Inputs provided (Tools, seeds etc.) • Provision of Extension services by MAFFs is ongoing.

9 Construct and furnish six (6) Communication Centres

• 6 Completed, furniture and equipment delivered and in use • Training provided to 120 beneficiaries (20 per centre) in use of

equipment and management of financial records • Phased reduction from 20 to 3 beneficiaries per community

completed as part of sustainability plan. 10 Provide Food Support to 8 FFS • Food Support provided to all 8 FFS (240 HHs representatives).

• Agricultural Extension Services provided to all FFS. Component 1.3: Small Grant for At Risk Households 11 Provide Livelihood grants to 50

Agribusiness and Fishing corporative • 28 groups in Tonkolili and 22 in Bombali trained and mentored

in Financial Management & Records Keeping; Accountability, Investments & Returns.

• Assessments of MEGs ongoing for payment of third/last tranche to deserving groups to follow.

12 Provide grants to 50 vulnerable groups • 22 groups in Bombali and 28 in Tonkolili trained and mentored in financial management & records keeping; accountability and investments & Returns.

13 Conduct Leadership training for 320 community Leaders

• Training organized for 320 Community Leaders including master trainers

12 Set-Up Grievance Redress Mechanism • Training completed for existing structures at community levels used to address emergent Grievances.

# OUTPUT TARGET OUTCOME Component 1.1: District Level Access/Transport and Social Services 1 Construct 40Km of foot trails connecting

remote communities to services and market

§ 12 foot trails (54km) constructed; 3 in Bombali and 9 in Tonkolili § Maintenance of foot trails by communities is ongoing.

2 Provide solar electrification to 9 community infrastructures (2 Schools. & 2 Health Centre & 5 Communication Centres)

• Installation on all 5 Communication Centers, 2 Community Health Posts, 2 Secondary Schools completed

3 Construct four rowing boats • 4 boats completed - 2 in Bombali and 2 in Tonkolili. • Life Jackets (14 each) distributed to communities

4 Construct four (4 ) boat landing points • 4 Landing points completed and operational (2 in Bombali: Kabarray & Masongbo & 2 in Tonkolili: Kakolla & Kamatha).

5 Mobilize 80 Community Laborers for • CfW provided for 80 beneficiaries who participated in the construction of the boats.

6 Provide Food Support and Food for work for 1,200 at-Risk HHs

• Food support provided to all 1,200 HHs

Component 1.2: Community Driven Development (CDD


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3.3.3 Independent JSDF Mission An independent JSDF Mission was in Sierra Leone from 17-21 March 2014. The mission was to review:

• how and how much JSDF grants are contributing to poverty alleviation among beneficiaries

• if and how grants are helping to sustain livelihood of beneficiaries

• operational and administrative issues and problems that stand in the way of the efforts to improve the Fund’s operation

The Mission rated the implementation status of the project as satisfactory especially in the following areas:

o Increased engagement of beneficiary communities (men/ women/ youth) in agriculture, including

commercial production

o Micro-enterprise activities among women

o Capacity enhancement of beneficiaries to support agri-business/SME development

o Improved transit within/ between project communities

o Community ownership of project outputs (maintenance and management)

The mission described the project as an Example of a Successful Innovative Project which gave voice to the project beneficiaries at both the design and implementation

3.3.4 Issues/Challenges# ISSUES/CHALLENGES MITIGATING MEASURE

1 Unsatisfactory record keeping by some beneficiaries

of the grants, despite the trainings and mentorship

provided for them by NaCSA.

Intensify mentorship for secretaries/book writers

2 Post Harvest losses as a result of poor storage

facilities for the farming groups

Seek support from the bank for construction of

grain stores and drying floors at cluster level for the

different groups engaged in agricultural production

3.3.4 Lesson Learnt • Agricultural enterprise is more productive and sustainable among the beneficiaries.


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PHOTOS ON HABOPE ACTIVITIES IN 2014

CULTIVATION OF CHINESE YAM BY NOR-KOR-MANOROH AGRI-BUSINESS UNIT AT MANEMPEH, TONKOLILI DISTRICT

IVS RICE CULTIVATION BY AMEYANDE FFS AT MABAMBA, BOMBALI DISTRICT

SORBEH ABU AT MASEKERI, TONKOLILI DISTRICT DISPLAY SACKS OF RICE IN STORE

HEAPS OF HARVESTED RICE CULTIVATED BY FFS AT XXX

PROCESSING OF RICE BY WOMEN AT XXX


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3.4.1 PROJECT OVERVIEW PROJECT DATA GPC I

GPC II

Grant Amount: Euro 11,000,000 Grant Amount: Euro 12,333,000

Donor: German Development Bank – KfW Donor: German Development Bank – KfW

Date Signed: 9th September 2006 Date Signed: 3rd March 2014

Date of Effectiveness: September 2006 New Approach: 2010

Date of Effectiveness: 1st September 2014

Closing Date: 31st August 2014 Closing Date: 30th August 2018

3.4.1.1 Project Objective The Pro-Poor Growth for Peace Consolidation (GPC) Programme co-financed by the Governments of

Sierra Leone and the Federal Republic of Germany aims at primarily improving the livelihoods of

beneficiary communities and contributes to development and consolidation of peace, with specific focus

on employment creation and income generation for vulnerable groups (youths and women) in selected

rural and peri-urban communities.

3.4.1.2 Project Locations, Components and Target Beneficiaries The GPC I is implemented in two districts (Kailahun and Kono) and three chiefdoms in each district

whilst GPC II. The GPC II which is a scale up of GPC I is implemented in three districts (Kono, Kailahun

and Koinadugu) and six (6) chiefdoms in each district (Table 6) for a period of four years. The primary

focus is on subprojects along selected value chains (Livestock and rice in Koinadugu and cocoa/coffee

and rice in Kailahun and Kono).

3.4 Pro-Poor Growth for Peace Consolidation (GPC) Programme


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Table 6: District and Specific Chiefdom Locations of GPC I and GPC II

District No. of Chiefdoms List of Chiefdoms

GPC I

KOINADUGU 3 Folosaba Dembelia; Dembelia Sinkunia; & Sulima

KAILAHUN 3 Upper Bambara; Luawa; & Kissi Teng

GPC II

KOINADUGU 6 • Wara Wara Bafodia

• Wara Wara Yagala

• Kasunko

• Sengbe

• Mongo

• Neini

KAILAHUN 6 • Kissi Tongi

• Kisi Kama

• Kissi Teng

• Dia

• Malaema

• Mandu

KONO 6 • Fiama,

• Soa,

• Gbane Kandor

• Mafindor

• Lei

• Toli

Cluster2

Cluster1

Cluster2

Cluster1

Cluster2

Cluster1


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The GPC has two main components: (a) Economic and Social Infrastructures and (b) Strategic and technical consulting services.

The programme targets women, youth, and farming communities (both livestock and crops) along the

selected value chains.

The Programme partners with Sierra Leone Roads Authority (SLRA) for maintenance of the completed

feeder roads and training of Facility Management Committees in basic skills for road maintenance; and

with the District Councils for the preparation of District Application Forms (DAFs), reviews and approval

of projects for implementation in the programme operational areas

3.4.1.3 Collaboration with other MDAs The Programme partners with the Sierra Leone Roads Authority (SLRA) for maintenance of the

completed feeder roads and training of Facility Management Committees in basic skills for road

maintenance; with GIZ in the identification and selection of agricultural value chains and the District

Councils for the preparation of District Application Forms (DAFs), review and approval of projects for

implementation in the programme operational areas, etc..

3.4.2 TARGET OUTPUT AND OUTCOMES GPC I

3.4.2. 1 Economic and Social Infrastructure In 2014 the Commission implemented a total of thirty three (33) subprojects which included spot

improvement of 151 km of feeder roads with 9 bridges in Kailahun and Koinadugu districts), and eight

(8) grain stores, 3 in Kailahun and 5 Koinadugu districts, and 13 water wells. The facilities are expected

to contribute to strengthening the local economy, improve access to markets and promote income

generation and employment for particularly youths.

3.4.2.2 Job Creation for Youth and Women One major aim of the GPC labour intensive roads rehabilitation component is to provide temporary jobs

for youths and women as means of improving on their income and livelihoods. A total of 430 youth and

women were provided temporary employment for three months.


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3.4.2.3 Implementation & Supervision Mission Between 3 and 13 March 2014, KfW conducted a combined progress evaluation of GPC I and

Programme Appraisal for GPC II. The mission consisted of Sonja Wassermann (Project Manager) and

Jochen Brahmig (Senior Technical Advisor). The mission’s main objectives were to assess: (i)

Implementation status of GPC I and (ii) Appraisal Mission for GPC Phase II. The Mission expressed its overall’s

positive impression of the programme implementation and that the projects are highly appreciated by the

district councils and the beneficiary communities noting the effective contributions they make to local

economic development in the remote implementation areas. It was observed that the Programme is fully

aligned with the Agenda for Prosperity and the District Development Plans.

3.4.2.4 Capacity Building of NaCSA Engineers and Facility Management Committee (FMC) A one-week training was carried out in Kono where the five engineers of the GPC programme benefitted

from refresher trainings in technical assessment and field practices on the processing of collected GPS

data to generate road descriptions, bill of quantities and maps. For all the infrastructure subprojects,

FMCs were constituted and trained by the Consulting Firm – DALAN Consultants. The objective of the

training was to build the capacity of community members to operate, maintain & sustain the facilities

provided by the project.

GPC II

Implementation of GPC II commenced in September, 2014 with procurement of works for spot

improvement of a total of 194.32 Kilometers of feeder roads in the three districts of Kono, Kailahun and

Koinadugu; and construction of six (6) water wells in Kailahun district. Pre-implementation processes

such as Elaboration of District Application Forms (DAFs); advert of bids, development of monitoring

plans are ongoing. Physical implementation will commence in 2015.

3.4.3 ISSUES/CHALLENGES

# ISSUES/CHALLENGES MITIGATING MEASURE 1. Excessive pressure from communities for inclusion of

left-out chiefdoms that are not directly benefitting from

the GPC Programme in the target districts.

Awareness raising of communities on the scope of

the programme, but also continue to engage KfW on

the need to fund interventions in additional

chiefdoms

2 The threat of the Ebola virus in the chiefdoms of

intervention created panic and halting of all GPC

activities in the district of Kailahun especially. This

Encourage contractors to increase the pace of

implementation using the available facilities


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impacted negatively on the implementation period.

3 Low capacities of some FMCs to manage and maintain

Facilities

Provide refresher trainings of FMCs for every

infrastructure provided by the programme and

councils to provide support after handing over of

completed infrastructures.

4 Absence of maintenance systems for Feeder Roads and

other infrastructure after handing over to beneficiary

communities.

Engage the local Councils to take responsibility for

the maintenance of the infrastructures as enshrined

in the MOU

5 Councils and communities clarion call for inclusion of

other social infrastructures such as schools and Health

care facilities

NaCSA and the Councils to engage other potential donors

3.4.4 Lessons Learnt Salifu to provide this info

Bandajuma- Gbworbu Feeder Road- Kailahun District


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3.5.1 PROJECT OVERVIEW PROJECT DATA

Grant Amount: US$ 2,589,185

GoSL Counterpart Funding: Le 150,000,000

Date Signed: June 2013 Date Approved: June 2013

Receipt of Funding: December 2014 Closing Date: May, 2015

3.5.1.1 Objective To restore the dignity of victims whose human rights were violated during the Civil War in Sierra Leone

as recommended in the TRC report of October 2004.

3.5.1.2 Target Beneficiaries The programme targets five categories of victims nationwide as recommended in the TRC report of

October 2004: Amputees, Other War Wounded, Victims of Sexual Violence (VSVs), Child Victims and

War Widows.

3.5.2 TARGET OUTPUT AND OUTCOMES The War reparations approach is to address the needs of the severely affected, whilst for the majority is to

empower victims through livelihood support programmes. Thus reparations payment is directed towards

investment in education, housing, health care, job training, rehabilitation grant, symbolic reparations and

psychosocial support to victims. The Rehabilitation grant scheme is in place of other social benefits like

pension recommended by the TRC. The overall goal of this scheme is to restore the dignity of victims by

addressing three primary objectives under the social protection cluster of the Transitional Joint Vision for

Sierra Leone i.e. to enhance basic social protection and productive safety nets through provision of

reparations to highly vulnerable war victims, increase institutional capacity to protect and promote human

3.5 War Reparations Programme

Youths employed for work on Falaba – Duguray Feeder Road - Koinadugu District


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rights and gender equality and child protection through reparations to all categories of war victims. This

is in line with Reparations for the highly vulnerable war victims in accordance with the TRC

recommendations. The project is designed to provide training in Financial Literacy and Income

Generation Activities followed by disbursement of the rehabilitation grants to beneficiaries for them to

engage in income generation activities of their own. Additionally, the project is geared towards providing

medical assistance to the most vulnerable victims.

3.5.2.1 Fund Raising& Disbursement of Rehabilitation Grant • Submitted proposal to MOFED to secure funding and payment of rehabilitation grants to the

remaining 894 severely war wounded victims left out in 2013.

• Through the Sierra Leone Commercial Bank, paid Le 3million each to 1,469 out of the 1,618

beneficiaries. The remaining 149 beneficiaries will be determined Post Ebola when they will undergo

medical evaluation to determine their eligibility status. Table 7 shows the target number of

beneficiaries per district.

3.5.2.2 Emergency Medical Assistance Commenced emergency medical assistance under the Multi Partner Trust Fund project and sent 5 referral cases to Connaught Hospital.

3.5.2.3 Sierra Leone War Reparations Video Documentary and Report The development of a video documentary and production of 7 years report on the Sierra Leone Reparations Programme (SLRP) is in progress.

Table 7: District distribution of beneficiaries of rehabilitation grants

DISTRICT Target Beneficiaries Actual No. of Beneficiaries

Outstanding No. of Beneficiaries


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3.5.3 Issues/Challenges

# ISSUE/CHALLENGE MITIGATING MEASURE

1Resource mobilization for the Reparations programme is becoming difficult due to shrinkage in funding space. Allocation of funds by government and

other non-traditional donors

2The huge number of beneficiaries versus limited funds

Target the most vulnerable victims

3Unavailability of funds to replicate (second phase) of the skills training project for 750 verified victims of sexual violence nationwide.

Follow-up action with UN-Women for support.

Bombali 90 93 0

Tonkolili 221 103 118

Koinadugu 113 73 40

Port Loko 243 119 124

Kambia 43 31 12

Western urban 152 137 15

Western Rural 444 147 297

Bo 233 210 23

Bonthe 86 61 25

Moyamba 82 80 2

Pujehun 68 96 0

Kenema 315 210 105

Kono 215 115 100

Kailahun 207 143 62

TOTAL 2,512 1,618 894


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3.5.4 Lessons learnt

• Implementation of the Reparations Programme requires huge sums of money to be able to address the emerging needs of the victims.

• Provision of reparations should be directed to human capacity investment to enable victims to learn skills and own up to their rehabilitation process.

•

3.6.1 PROJECT OVERVIEW

PROJECT DATA

3.6 Relief and Resettlement (R&R) Programme

MEDICAL EXAMINATION OF SEVERELY WAR WOUNDED VICTIMS


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3.6.1.1ProgrammeObjectives Ø To assist the residual caseload of refugees in their search for durable solutions.

Ø To enhance the protection of other ‘persons of concern’ by providing fair and effective

asylum procedures.

Ø Major components of the project focus on the following Rights Groups; (a) Basic Needs and

Essential Services (b) Fair Protection Processes and Documentation (c) Security from

Violence and Exploitation, (d) Durable Solutions and (e) Programme Management Support.

3.6.1.2 Target Beneficiaries 1. Exempted Liberian Refugees

2. Refugees of other nationalities

3. Red-Coded refugees

4. Asylum seekers

3.6.1.3 Programme Locations The R&R Programme is operational in settlements in Moyamba (Taiama), Bo (Ngelehun, Jembeh,

Gerehun, Jimmy Bagbo and Gondama), Kenema (Largo, Hangha, Blama, Tobanda and Gbenderu),

Western Area (Urban & Rural) and Pujehun (Bandajuma Sowa).

3.6.2 OUTPUT TARGETS AND OUTCOMES The output targets and outcomes for the implementation of the R&R Programme are outlined in Table 8 below.

Table 8: Progress on Target Outputs for 2014 R&R interventions

Sn. OUTPUT TARGET OUTCOME

1. Paymentofmedicalbillsto15refugees 14casessupported

2. Coordinatetheissuanceofresidenceandworkpermitsto

1,058locallyintegratedLiberianrefugees.

993 individuals issued with residence permits by

Immigration

3. Registration and profiling of all refugees and ‘persons of

concern’effectivelyandefficientlydone.

All600refugeeswereregisteredandprofiled

Project Amount: Le 490,528,000

GoSL Counterpart Funding: N/A

Date Signed: 23rd January, 2014 Closing Date: 31st December 2014


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4. Facilitate the conduct of individual Refugee Status

Determination(RSD)forallregisteredAsylumseeker

9 asylum claims have been processed and

recommendationstobereviewed.

7. Organized one workshop on the popularization of the

refugeeprotectionAct2007.

Accomplished

8. SecretariatofNationalRefugeeAuthoritysupportedfora

periodof11months.

Requisite funds transferred to the Secretariat’s

account.

9. Birth registrationand issuanceofcertificates for10new-

bornrefugeechildrenfacilitated.

9newbirthsregistrationfacilitated

12. Legal remedies for 2 Sexual & Gender-Based Violence

(SGVB)survivorssupported.

3casesassisted

3.6.3 ISSUES/CHALLENGES

# ISSUE/CHALLENGE MITIGATING MEASURE

1 Shrinkage in funds since UNHCR is the sole donor funding the Asylum Architecture in Sierra Leone

Central government to make budgetary allocation for Asylum Architecture

2 Refugees misconstruing exemption from cessation for resettlement to third country

Intensify awareness campaign

3 Eviction of undecided and rejected Liberian refugees squatting in former camp sites depriving land owners access to their land.

Local authorities to be engaged in reaching an amicable settlement to avoid confrontation

3.6.4 LESSONS LEARNT o The establishment of refugee camps within host community settlements creates difficulty for the

eviction of squatting refugees.

o Inconsistency in the dissemination of information on third country resettlement by UNHCR has

resulted in the high cases of undecided refugees.

3.7.1 PROJECT OVERVIEW

PROJECT DATA

Date Signed: November 2011

3.7 Capacity Building for Combating Irregular Migration in Sierra Leone


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Grant Amount: Euro 275,000 ECOWAS: Euro 250,000

Duration of Project: 18 Months

GoSL Counterpart Funding: Euro 25,000

3.7.1.1 Programme Objective The objective of this programme is to build the capacity of the government of Sierra Leone to effectively

curb illegal or irregular migration; facilitate cooperation in the fight against irregular migration and

facilitate the reintegration of returning irregular migrants.

The specific objectives are;

I. Facilitating cooperation in the fight against irregular migration by:

a. launching information campaigns sensitizing potential migrants on the risks of irregular migration;

b. Providing basic support for the relevant authorities to aid their capacities in the identification of illegal migrants, forged documents, impostors and their nationalities.

c. Facilitating trainings of relevant officers in trans-border operations.

II. Facilitating the re-integration of returning irregular migrants, through:

a. provision of temporary care and maintenance support for new arrivals of deportees or victims of trafficking.

b. provision of micro grants to returnee migrants and victims of trafficking. c. Provision of basic logistics and financial support for the voluntary return of illegal

migrants to their places of origin /choice, upon arrival in Sierra Leone after tracing for eventual reunification.

3.7.1.2 Target Beneficiaries The project targets the sedentary population, local authorities, parents, children, and youths in all the 14 districts

3.7.2 OUTPUT TARGETS AND OUTCOMES

Project implementation status for the period under review is outlined in Table 9 below:

Table 9: Programme output targets and outcomes

# OUTPUT TARGET OUTCOME

1 2StakeholderConsultativemeetingswithMDAs 1undertaken.Activitytobe

implementedinFebruary2015

2 200returningmigrantsand100 Ongoing


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victimsoftraffickingregistered

3 6SensitizationWorkshopsineachofthe6borderdistricts Accomplished

4 2000informationleafletsonIrregularmigrationproducedand

disseminated

Accomplished

5 Producejinglesin4nationallanguages Accomplished

6 672slotsofsensitizationjingles(2jinglesperweekfortheperiodof6

months)inlocallanguages

Ongoinginallradiostations

nationwide.

7 60articlespublication(1articlepermonthin10localnewspapersforthe

periodof6months)

10articlespublishedin

10newspapers

8 12BannerstransmittingsensitizationmessagesonIrregularMigration Accomplished

9 1000T-ShirtstransmittingsensitizationmessagesonIrregularMigration Accomplished

10 1Sessiononbasictrainingintrans-borderoperationsconductedfor

frontlinestaffineachofthe6borderdistricts

Accomplished

11 1laptopprovidedineachofthe6majorbordercrossingpointsin6

districts

Accomplished

12 12mobilephonesprovided(2foreachmajorbordercrossingpointsin6

districts)

Accomplished

13 288,000unitstop-upallowanceforallthe12mobilephones(4000units

perphone/monthforaperiodof6months)providedattheborder

crossingpoints

Accomplished

14 200returningmigrantsprovidedwithmonthlystipendforaperiodof2

months

113returningmigrantshave

receivedoneoffpayment.

15 100victimsoftraffickingprovidedwithmonthlystipendforaperiodof2

months

Verifiedandregistered6victims.

Tracingongoing.Reintegration

commencessoon.

16 200returningmigrantsprovidedwithmonthlyfoodallowanceforaperiod

of2months



17 100VictimsofTraffickingprovidedwithmonthlyfoodallowancefora

periodof2months



commencessoon.

18 100VictimsofTraffickingProvidedwithmonthlyhousingallowancefora

periodof2months



commencessoon.

# OUTPUT TARGET OUTCOME

19 200returningmigrantsprovidedwithmonthlyhousingallowancefora

periodof2months



20 150returningmigrantsprovidedwithmonthlytransportationallowance

foraperiodof2months

53returningmigrantssupported.

21 100VictimsofTrafficking

providedwithmonthlytransportationallowanceforaperiodof2months

Ongoing

22 150unaccompaniedminorstracedandunifiedwiththeirbiological

parents

Ongoing

23 150micrograntsdisbursedtoreturningmigrants. 113returningmigrantshave



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24 100micrograntsdisbursedtovictimsoftrafficking. Verifiedandregistered6victims.


commencessoon.


1 Family tracing and reunification since most

family relocated to other places.

Working effectively with partners to do the tracing of

the 6 verified victims immediately after the health

emergency in the country. Reunification with families.

2 Disbursement of reintegration support to

Minors whose parents and guardians are yet to

be traced. Since some are too young to manage

their reintegration support

Working with the Ministry of Social Welfare and the

World Hope International who are responsible for

handling cases of trafficking, tracing and reunification.

3 Accommodation (Shelter) for the victims of

trafficking while awaiting tracing and re-

unification.

Seek assistance from WHI to aid the victims awaiting

tracing of families & reunification

5 Reluctance of some victims to be reunified

with family.

Collaborate with the Ministry of Social welfare and

WHI, to build confidence of victims to reunite with

their families.

5 Identification of Returning Migrants ( Some do

not show up due to shame or fear of

provocation from family members and friends)

Intensify awareness raising in collaboration with

relevant MDAs such as Immigration, IOM, and

Christian Brothers.

6 High expectations from returning migrants and

their families( on reintegration package / macro

grants, medical and education)

Explanation and sensitization of migrants on the

available funds and provisions of the project.

3.7.4 Lessons learnt

• Sensitization campaigns not just in towns but nationwide • There is need for provision of shelter for victims of trafficking while awaiting tracing and

reunification with families • Include medical support beneficiaries in the design of future interventions • The need for involvement of anti-trauma counseling agencies in the programme

PHOTOS OF THE IRREGULAR MIGRATION PROGRAMME ACTIVITIES


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3.8.1.1 Project Objective Establish the key building blocks for a basic National Safety Nets System and provide income support to extremely poor households in Sierra Leone

3.8.1.2 Target Beneficiaries and Project Locations This project targets 12,000 extremely poor households to receive transfers for two years with an estimated

population of 72,000 (6 persons/ house) direct beneficiaries in four districts (Bombali, Kono, Moyamba,

and Western Rural) with the highest proportion of extreme poverty in each of the country’s four regions.

Beneficiary households will receive a cash transfer in the equivalent of US $15 per month per household,

which will be disbursed on a quarterly basis over a two-year period. In monthly terms, this benefit level

represents 15.2% of household consumption among extreme poor households. Transfers will be made to a

household representative (HH) who will receive the cash transfer on behalf of the HH.

3.8.1.3 Project Components The Program has three components: i) development of systems for implementation of the social safety

nets; ii) cash transfers to extremely poor households, and iii) program management and capacity building.

3.8.1 .4 Institutional support to the designing & preparation of the programme 1. UNICEF, UNDP and World Bank provided technical support to the design and preparation of

the programme

2. UNICEF and NaCSA provided logistic support ( finance and materials)

PROJECT DATA

Donors: World Bank & UNICEF Date Signed: March 2014

Grant Amount: US$ 8.3 million

Duration of Project: 2 Years

GoSL Counterpart Funding: US$ 1million

3.8 Sierra Leone Social Safety Net (SSN) Programme


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3. Office of Chief of Staff, MSGCA, MLSS, MoFED, MAFFS, MYA, MHS, MEST,SSL, NRS,

Civil Society Organizations, IBD, ADB, UNDP, Concern World Wide, NaCSA, ACC, Private

Sector companies, NASSIT & the Sierra Leone Platform for Social Protection formed the

Government Team that designed and prepared the programme

3.8.2 OUTPUT TARGET AND OUTCOME The status/ progress on the preparation for project implementation are outlined in Table 10.

Table 10: Progress on implementation of the SSNP

# Performance Target Achievement

1 Finalization of Project Appraisal Document (PAD),

Procurement and Work Plans

Completed

2 • Government negotiations with partners- World Bank & UNICEF

• Acceptance of the terms of negotiations and signing the negotiation minutes

Completed

3 Programme approval by World Bank Board of Directors Completed

4 Information gathering through consultative workshops and focus group discussions with relevant stakeholders; Targeting tools & Handbook

Sub-systems completed

5 Programme Effectiveness

o Seek parliamentary approval

o Get legal opinion

o -NaCSA signs MOUs with implementing partners-SSL,NRS

Completed

6 Elaboration of the cash transfer operational protocols

o Develop Implementation Manual and training modules.

o Secure World Bank approval of documents to kick start project implementation

Completed

7 Conduct rollout training for NaCSA staff on beneficiary targeting, use of Phase 1 Physical rollout


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smart phones and data uploading into the MIS/registry conducted in 70 localities

8 Monitor phase 1 beneficiary identification process to ascertain compliance

Ongoing


1 Most areas targeted are hard to reach by vehicle. Some localities

are only accessible by foot or motorbikes, especially in the far

North and some parts of Kono and Moyamba. NaCSA facilitators

and partners however made every effort to access the localities to

complete the community targeting process for SSN and CFW

Use motor bikes to access rough terrains

2 There is little or no mobile phone or internet network in most

localities thereby making difficult daily transfer/upload of data

into the MIS. NaCSA teams had to work distances to spot network

areas or send zip files by emails. Ultimately, data transfer was

completed only upon return of teams to district offices

Share with teams Sierratel modems with enough subscription to cover the exercise to ensure timely upload of data

3 Unavailability of SSL & NRS on the teams to apply PMT &

clarify nationality status of the validated SSN beneficiaries and do

ID card registration poses challenge in communication gap and

delay in final enrollment & payment of beneficiaries.

NaCSA and all other partners rollout as a team, not independently

3.8.4 Lessons Learnt • NaCSA and all other partners should for future rollout programme as a team and not independently to

foster proper coordination of programme implementation.

• There is need to secure & deploy good laptop computers to ease data saving and transmission of zip files to the MIS


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PHOTOS ON SOCIAL PROTECTION & SOCIAL SAFETY NETS ACTIVITIES

Inter-Agency Forum Meeting on Social Protection held at Office of Chief of

Staff, State House

Stakeholder Workshop on Social Protection in Sierra Leone


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3.9.1 Programme Objective The Peace and Development Corp (PADCO) Programme is a programme established by NaCSA in 2004

to promote poverty alleviation and peace consolidation through National Volunteerism. It creates

opportunities for young graduates to gain work experience, contribute to national development and build

the capacity of development and none profit making institutions in Sierra Leone. The programme screens

and engages graduates from tertiary institutions for placement in various agencies across the country.

3.9.2 Accomplishments PADCO manages the NaCSA Internship Programme which provides the opportunity for students from

Tertiary Institutions to get practical work experience in their fields of study in partial fulfillment of the

requirement for the award of diplomas and degrees which further enhances their career development. By

playing this trajectory role, NaCSA is complimenting the work of academic institutions in the country. In

2014, twenty Seven (27) interns were admitted into the Commission’s internship programme. They were

deployed based on the requests received from the respective units or departments within the Commission.

As shown in Table 11, 66% of the 2014 were placed at the Commission’s Headquarters in Freetown.

Table 11: Distribution of NaCSA’s 2014 Interns by Region and Gender

Region

Number of Interns

Male Female Total

Western Area/HQ 7 11 18

Northern 4 2 6

Southern 0 1 1

Eastern 2 0 2

TOTAL 13 14 27

3.9 Peace and Development Corps (PADCO) Programme


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3.9.3 Issue/Challenge # ISSUE/CHALLENGE MITIGATING MEASURE

1 Lack of funds to support the volunteer programme

Continue the drive to secure funds from GoSL & other funding agencies

Cross-Section of Interns pose for photo with NaCSA Management at a Joint Orientation / Certification Ceremony at the Commission’s HQ


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4.0 PROJET MONITORING, SUPERVISION & EVALUATION

4.1 Project Monitoring and Supervision Monitoring and supervision of subprojects is participatory involving the communities we serve, the

councils we work with NaCSA team both at field and headquarters levels, our donor partners, Anti-

Corruption Commission and State House. In terms of monitoring, the focus has been tracking

compliance with acceptable processes and quality of outputs for activities undertaken during the

reporting period. In terms of specific roles, the generation and implementation of each project were

locally managed by Community Oversight Committees and Community Management Committees with

NaCSA’s facilitation. They exercised on-site monitoring of the quality of inputs, pace of implementation

based on agreed work plans and quality of construction.

The Local Councils tracked the conformity of subproject selection and location with their development

plans, the quality of infrastructure and the duration of contract execution. In the case of NaCSA,

Community Facilitators and Community Based Specialists were located at each project site for day-to-

day monitoring and facilitating site meetings with contractors and beneficiaries at which implementation

issues are addressed. This effort was supported by quarterly joint monitoring visits by the M&E team,

respective Project managers, Finance Officers and the Internal Auditor with each visit culminating in a

signed Aide Memoire outlining observations and follow-up actions.

The Office of the President and the Parliamentary Oversight Committee on NaCSA also continued to play

a key role in monitoring the activities of the Commission. The Commissioner and the Chairman of

NaCSA Board of Directors signed a Performance Contract with His Excellency the President which

required the commission to report on agreed output targets for the year under review. Half-yearly progress

reports on the Performance Contract were submitted.

4.2 Project Evaluation In terms of project evaluation, retroactive baseline surveys were conducted for the Habope and GPC

projects. For the SLCDD I project, the Project Completion Report was submitted to IDB, while the

Beneficiary Impact Assessment for the Habope is ongoing by an external consultant.


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5.0 INFORMATION and COMMUNICATION TECHNOLOGY (ICT)

5.1 Information, Education and Communication (IEC)

The Information, Education and Communication (IEC) Unit of NaCSA is responsible for the overall

visibility and raising of the Commission’s profile through information gathering, processing and

dissemination to partners and the general public. The Unit produced and disseminated information on

NaCSA activities through the media and its related channels including newspapers, National and

community radio stations, and the SLBC TV.

The Unit supported the various donor missions in their visits to project areas and gathered information

which was backed by quality photos for reporting as well as production of mini documentaries for

sharing.

5.2 Management Information System To streamline and more efficiently coordinate and monitor NaCSA's project delivery and information

system, the commission has revamped its Management Information System (MIS) and Website. The

website can be accessed on www.nacsa.gov.sl. The ICT team and NaCSA’s data entry clerks have all

received training on management of the website and MIS.

6.0 MEETING OF NaCSA’s BOARD OF DIRECTORS

The Board of Directors of NaCSA met in Makeni on 6th - 7th June and in Bo on 12th-13th December 2014.

The meeting in Makeni was attended by five (5) Board members including the new Board Chairman Hon.

Legacy Sankoh and the Commissioner of NaCSA Mr. Saidu Conton Sesay who was Secretary to the

Board. The meeting in Bo was attended by the five Board Members and the new Commissioner and

Secretary Hon. Alie Badara Mansaray. In attendance at both meetings were the Deputy Commissioner,

the Senior Directors, Directors and Administrative and Human Resource Manager of the Commission.

For each of the meetings, the action points from the last meeting were presented, followed by updates on

implementation of the various programmes by the Commission. The Board expressed satisfaction with

the progress made by the Commissioner and team in the implementation of the programmes.


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The Commissioners sort special endorsements from the Board among which were the following in Table

12 below:

TABLE 12: SPECIAL ENDORSEMENTS BY THE BOARD OF DIRECTORS

# ENDORSEMENT PROGRESS/ACCOMPLISHMENT

1 Management facilitates the political launch of the Sierra

Leone Social Safety Nets Project funded by the World

Bank and the Government of Sierra Leone.

Outstanding

2 Management upgrades where feasible or relocate some of

the District and Regional Offices in order to improve on

the general aesthetics of the affected offices

Accomplished

3 Management develops a mechanism for payment of

outstanding NASSIT contributions for affected staff.

Process developed and payments ongoing

4 Management devises an objective mechanism for

identifying and publicly recognizing staff with outstanding

performance and provide incentives or awards to motivate

them to sustain their performance on an annual basis.

To commence in 2015

5 Management facilitates the conduct of Regional Meetings

between the Board and Field Staff to improve on the

Board’s interface with field staff and operations

Ongoing

6 When necessary, Management organizes extra-ordinary

Board Meeting to deepen the interaction between the

Board and Management on addressing emergent issues.

Non has yet been held

7 Management expedites the relocation of the Commission’s

warehouse from Kissy to Kissi Town Waterloo due to the

increase in the rent for the use of the facility

Accomplished

8 Management continues with the disposal of old and

unserviceable vehicles in the Commission’s fleet and other

assets in tandem with the relevant policies and regulations

on asset disposal.

Derelict items identified for disposal and due

process is ongoing for disposals in early

2015


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Meeting of NaCSA Board of Directors in Makeni in July 2014

John to provide photo for meeting in Bo


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7.0 AUDIT & INTERNAL REVIEW OF SYSTEMS AND PROCESSES

7.1 OBJECTIVE The main objective of Internal Audit is to assist management in identifying risk and providing possible

solution and also ensuring fiscal discipline that will result in efficient and effective service delivery.

7.2 ACCOMPLISHMENTS In accomplishing the objective of the Internal Audits, the following were undertaken:

• Test was regularly conducted to ensure compliance with segregation of duties and work. Adherence

to project operations manual with reference to procurement and disbursement were enforced.

• Delivery of goods was properly audited to meet the required specification and quantities without

compromising quality.

• Regional and Headquarter staff received refresher training on reconciliation and retirement of

imprests. This significantly improved the quality of retirement of monthly imprests disbursed to them.

• Accounts were pre-audited to prepare the grounds for external audit.

• Physical inspection of project sites were done to ascertain that the scope of works were reflective of

the outcome of the project.

• Assets register was updated to include acquisition, location and condition of assets for the period

under review.

• Sub-project completion reports were reviewed to determine accomplishments of such projects.

• Terms of reference (TOR) for consultancy services were also reviewed to determine deliverables in

their various contracts.

• Final payments were pre-audited and reviewed by checking for completeness, accuracy, adequacy

and appropriateness of documentation prior to disbursement of funds.

• Reviewed procurement files for procurement of goods, works and services.

• Undertook physical verification of stock items and its distribution to beneficiaries under the Habope

project.

• Provided refresher trainings to Book Writers in financial management and audit practice for the SAGs

under the SLCDD project.


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• The capacity of the Audit Unit has been strengthened to three (3) staff to undertake all audit

reviews. The staffs were also trained by a Technical Audit Advisor on Risk Based Audit in

which a strategic plan and an audit manual were developed and are now in use as tools for

effective audit reviews.

8.0 FINANCIAL SUMMARY 2014 Nine programmes were implemented in 2014, six of which were carried forward from 2013 and three new

ones that commenced in 2014. The three new programmes are: the Social Safety Nets, SLCDD II and

GPC II.

Access to Government Counterpart allocation for FY2014 started in April. The 1st and 2nd semestral

allocations for all development programmes and for the recurrent expenditure have been paid. Income and

expenditure for financial year 2014 are presented in Tables 13 and 14 below.

Table 13: Project-Donor Funding as at December 2014

Project/Donor

Total Donor

Budget

Cumulative

Disbursement

at Beginning

Disbursement

for FY 2014

Cumulative

disbursement

end of FY 2014

Remaining

Balances at

end of FY 2014

Percentage

of Loan

disbursed

US$ Million US$ Million US$ Million US$ Million US$ Million %

YESP – World

Bank 11.30 10.12 0.438 10.558 0.742 93

Habope – World

Bank 2.68 2.015 0.428 2.443 0.237 91

SLCDD - IDB 17.31 16.204 1.346 17.550 0.240 101

GPC I - KfW 14.30 12.342 1.506 13.848 0.452 97

GPC II - KfW 16.07 - 0.38 0.38 15.332 3

R&R - UNHCR 0.074 0 0.107 0.107 0.033 145

Reparation –

UN–Women 2.59 2.425 0.138 2.563 0.027 99

Irregular Mig.

ECOWAS 0.321 0.160 - 0.160 0.16 62

SSN – World

Bank 7.00 - - - 7.0 0

TOTALS 55.575 43.266 3.122 46.388 9.190 83


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Table 14: Income and Expenditure for Financial Year 2014 No. PROGRAMME INCOME (US$’ 000) EXPENDITURE (US$’ 000)

1 WAR REPARATIONS

2,016 2,079

2 SLCDD I

9,636 5,411

3 SLCDD II

4 RELIEF & RESETTLEMENT

256 171

5 COMBATING IRREGULAR MIGRATION

160 57

6 GPC I

2082 1,856

7 GPC II

8 YESP/CFW

1733 1,393

9 HABOPE

525 590.5

10

GOSL 631 301

TOTAL 17,039 11,856.5

Table 15: Analysis of Expenditure by Programme for Financial Year 2014 PROGRAMME

ANALYSIS OF EXPENDITURE TOTAL (US$’ 000)

Capacity Building (US$’ 000)

Goods (US$’ 000)

Operational Costs (US$’ 000)

Subproject costs (US$’ 000)

YESP/CfW

120 52 467 603 1,242

SLCDD I 154 149 381 2,313 2,997 SLCDD II 0 0 0 0 0 RELIEF & RESETTLEMENT

0 0 89 0 89

IRREGULAR MIGRATION

87 0 23 0 110

WAR REPARATIONS 0 0 139 0 139

GPC I 42 0 30 2,536 2,608

GPC II 113 0 379 0 492

HABOPE 30 55 107 224 416 SSN 0 0 0 0 0

GoSL 0 0 1,300 154 1,454

TOTAL EXPENDITURE 546 256 2,915 5,830 9,547


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ANNEX 1: NaCSA BOARD OF DIRECTORS

NAME POSITION

1 Hon. Legacy Sankoh Chairman

2 Paramount Chief Madam Melrose Gberie Member

3 A.J.P. Lebbie Member

4 M.K. Warritay Member

5 Ms. Shellac Davies Member

6 Hon. Alie B. Mansaray Secretary

ANNEX 2: PARLIAMENTARY OVERSIGHT COMMITTEE ON NaCSA

NAME POSITION

1 Hon. Ibrahim Rassin Bundu Chairman

2 Hon. Komba E.S Boya Deputy Chairman

3 Hon. Abdulai Sesay Member

4 Hon. Claude D.M Kamanda Member

5 Hon. Patrick L.M. Kargbo Member

6 Hon. Alhassan Jero Kamara Member

7 Hon. Tamba Etochema Ebba Member

8 Hon. Songuwa Bundu Member

9 Hon. Hassan Sesay Member

10 Hon. Fredrick Sandy Sourie Member

11 Hon. Ansu Jaia Kaikai Member

12 Hon. Moses Allieu Swaray Member

13 Hon. Brima Conteh Member


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ANNEX 3: NaCSA OFFICES AND CONTACTS

OFFICE ADDRESS CONTACT PERSON

POSITION/TITLE TELEPHONE No. E-Mail

National Head Office 14-16 Charlotte street Freetown Alie Badara Mansaray

Commissioner 076 603484 [email protected]

Isatu Kamara Deputy Commissioner 076 611523 [email protected]

Susan A. Robert Senior Director – Monitoring & Evaluation, Knowledge Management, Reporting & Visibility

078 356998 [email protected]

Kevin Dixon Senior Director – Support Services


James Harding

Director- Social & Economic Opportunities


Obi Buya Kamara Director War Reparations 076 538846 [email protected] EASTERN REGION Regional office 115 Hangha Road, Kenema Farama J. Bangura Regional Coordinator 033 210056 [email protected]

Kailahun District 10 Buedu Road, Kailahun Aminata D.Vandi District Coordinator 076 640115 [email protected] Kono District 16 Masingbi Road, Koidu Bockarie Samura District Coordinator 076 657527 [email protected] NORTHERN REGION Regional Office 63 Magburaka Road, Makeni Osman Turay Regional Coordinator 076 601936 [email protected] Bombali District 63 Magburaka Road, Makeni Osman Turay Regional Coordinator 076 601936 [email protected] Kambia District 39B Kukuna Road, Kambia Omaru Turay District Coordinator 076 603160 [email protected] Koinadugu District Kabala David Fengai Wuseni District Coordinator 076 773915 [email protected] Port Loko District 4 Sheriff Drive, Port Loko Omaru Turay District Coordinator 076 603160 [email protected] Tonkolili District 11 Beckley Street, Magburaka Brima O. Kanu District Coordinator 076 745660 [email protected] SOUTHERN REGION Regional Office 30 Bo-Kenema Highway, Bo Osman M. Jalloh Regional Coordinator 076 639616 [email protected] Bo District 30 Bo-Kenema Highway, Bo Fatmata ndoinje Officer-in-Charge 076787906 [email protected] Bonthe District 9 Mission Road, Mattru Jong Osman M. Jalloh Regional Coordinator 076 639616 [email protected] Moyamba District Bo Road Salina Section

Moyamba Alhaji Daramy District Coordinator 076 499067 [email protected]

Pujehun District Old District Council Office, District Council Road, Pujehun

Julius Bangura Officer-in-Charge 076 509715 [email protected]

WESTERN AREA 14-16 Charlotte Street, Freetown

Jonta Alghali Officer-in-Charge 076 450210 [email protected]


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PHOTO FLASH BACK SLCDD II – PRE-PRA EXERCISE IN TARGETED CHIEFDOMS

Meeting with Local Authorities at Bradford, Ribi Chiefdom

Meeting with Community Stakeholders at Panguma, Lower Bambara Chiefdom

Meeting with Local Authorities at Mange, BKM Chiefdom

Meeting with Community Stakeholders at Masingbi, Kholifa Rowala Chiefdom


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