President's Recovery Priorities 2nd Quarter Report (Aug 2016 - Nov 2016)

PRESIDENT’S RECOVERY PRIORITIES 

1 st August 2016 – 30 th November 2016 

_________________________________________________________

TABLE OF CONTENTS 

EXECUTIVE SUMMARY ................................................................................................................................................... 3 

1 INTRODUCTION ..................................................................................................................................................... 4 

2 KEY RESULT AREA ACHIEVEMENTS TO DATE.......................................................................................................... 6 

OVERALL STATUS OF PRIORITY INITIATIVES AS AT 30TH NOVEMBER ...................................................................................... 6 

HEALTH SECTOR KEY ACHIEVEMENTS AND MILESTONE STATUS ............................................................................................. 8 

SOCIAL PROTECTION SECTOR KEY ACHIEVEMENTS AND MILESTONE STATUS .......................................................................... 12 

EDUCATION SECTOR KEY ACHIEVEMENTS AND MILESTONE STATUS...................................................................................... 15 

PRIVATE SECTOR DEVELOPMENT KEY ACHIEVEMENTS AND MILESTONE STATUS ...................................................................... 18 

WATER SECTOR KEY ACHIEVEMENTS AND MILESTONE STATUS ............................................................................................ 22 

ENERGY SECTOR KEY ACHIEVEMENTS AND MILESTONE STATUS ........................................................................................... 25 

GOVERNANCE KEY ACHIEVEMENTS AND MILESTONE STATUS.............................................................................................. 28 

3 IMPROVED DATA REPORTING FOR KEY PERFORMANCE INDICATORS AND DELIVERY INDICATORS ..................... 30 

PROGRESS TO DATE, SUCCESS STORIES AND CHALLENGES ................................................................................................. 30 

STATUS OF DATA FOR INDICATOR TRACKING AS AT 30TH NOVEMBER AND BEYOND ................................................................ 32 

4 STRENGTHENED MECHANISMS FOR ISSUES IDENTIFICATION, ESCALATION AND RESOLUTION ........................... 33 

OVERVIEW OF THE ISSUES RESOLUTION SYSTEM AS AT 30TH NOVEMBER 2016 .................................................................... 33 

FORTNIGHTLY SECTOR DEEP DIVES ............................................................................................................................... 33 

INITIATIVE WORKING GROUPS .................................................................................................................................... 34 

DISTRICT SECTOR MEETINGS ....................................................................................................................................... 34 

DELIVERY FORUM REPORTING OF THE DISTRICT ISSUES ESCALATION LOG .............................................................................. 35 

QUALITY ASSURANCE (QA) TEAM ENGAGEMENT ............................................................................................................. 36 

DISTRICT COUNCIL SURVEY REPORT .............................................................................................................................. 37 

5 INCREASED ACCOUNTABILITY AND TRANSPARENCY ........................................................................................... 38 

DEEPENED COMMUNITY ENGAGEMENT VIA DISSEMINATION OF SECTION TARGETS ................................................................. 38 

HEIGHTENED PUBLIC AWARENESS VIA ACCELERATED COMMUNICATIONS CAMPAIGN .............................................................. 39 

USE OF THIRD PARTY ACCOUNTABILITY MECHANISMS - SABI COLLABORATION ....................................................................... 40 

6 CAPACITY BUILDING PROGRAMME ROLLED OUT ................................................................................................ 42 

CAPABILITY BUILDING PROGRAMME GOALS AND APPROACH ............................................................................................. 42 

CAPABILITY BUILDING FEEDBACK TO DATE ..................................................................................................................... 43 

7 FUNDING DISBURSEMENT TRACKING INTRODUCED ............................................................................................ 45 

PDT RESOURCE DEDICATED TO TRACKING FUNDING DISBURSEMENTS .................................................................................. 45 

FUNDING DISBURSEMENTS STATUS AS AT 30TH NOVEMBER 2016 ..................................................................................... 45 

IMPORTANCE OF IMPLEMENTING PARTNER (IP) COORDINATION AND MONITORING ............................................................... 45 

MINISTRY OF FINANCE AND ECONOMIC DEVELOPMENT (MOFED) SUPPORT .......................................................................... 46 

8 RISK ASSESSMENTS AND LOOK FORWARD PROJECTIONS .................................................................................... 47 

OVERALL RISK ASSESSMENT ........................................................................................................................................ 47 

SECTOR SPECIFIC RISK ASSESSMENTS AND PRIORITY INITIATIVE LOOK FORWARDS ................................................................... 47 

9 FOCUS FOR THE NEXT QUARTER.......................................................................................................................... 61 

APPENDIX – PRP FUNDING SOURCES ........................................................................................................................... 62 

President's Delivery Team Page 2 29th December 2016

EXECUTIVE SUMMARY 

The President’s Recovery Priorities (PRP) are being implemented in the 15-month period commencing 

1st April 2016 through to 30th June 2017. Delivery is intended to achieve two key objectives: (i) 

successfully attain clear and measureable targets in the priority sectors (the Key Result Areas); (ii) 

contribute to the building of capacity for efficient service delivery systems within the key sectoral or 

result ministries, departments and agencies (MDAs) and within the district level structures. The 

combination of successfully achieving these two objectives will have a transformative and systemic 

impact across the economy and within key public sector institutions. 

Within the PRP, 13 Key Result Area targets are to be achieved via the successful delivery of 48 Priority 

Initiatives. In respect of the attainment of the Key Result Areas targets, significant progress has been 

made in the period and as at 30 th November 2016, 34 of the 48 priority initiatives (71%) were on track 

or less than one month delayed. 14 of the 48 priority initiatives (29%) were one more than one month 

delayed. The Social Protection KRA 2 target - Provide Cash Transfers to 59,000 vulnerable households 

nationwide - was 100% achieved as at 30 th November 2016. 

Significant progress has also been made in respect of strengthening the delivery system and building of 

capacity for sustained service delivery. In response to critical lessons learned by the PDT in the first 

quarter, the PDT has in the period to 30 th November 2016: 

 

 

 

 

 

Improved data reporting for Key Performance Indicators and Delivery Indicators and can report 

on specific success stories although there are still challenges that need to be addressed; 

Strengthened mechanisms for issues identification, escalation and resolution through inter alia 

the introduction of fortnightly MDA Deep Dives, the continuation of Initiative Working Groups 

and District Sector Meetings and the elevation of the District Issues Escalation Log reporting; 

Increased accountability and transparency through the dissemination of PRP section targets to 

Paramount Chiefs and Section Chiefs, an accelerated communications campaign and 

collaboration with external accountability entities; 

Rolled out the Capability Building programme at MDA and District levels; and 

Introduced dedicated resource and mechanisms for tracking funding disbursements. 

The PDT conducted a risk assessment of Priority Initiatives as at 30 th November based on the current 

status and future outlook for the activities, funding and verifiable data for each Priority Initiative. The 

results of the risk assessments informed a “look forward” projection for the Priority Initiatives – to what 

extent would the Priority Initiatives be achieved by 30 th June 2017. 

Based on the PDT’s risk assessment 56% of priority initiatives will meet full targets by 30th June 2017 

and a further 34% are expected to meet between 50% and 99% of their targets by 30 th June 2017. 

Furthermore, if MDAs continue to progress with the PRP at the current rate beyond June 2017, 

additional achievements will be made and 77% of priority initiatives will meet their full targets by 31 st 

December 2017. 

However, in order to achieve the above “look forward” projections by 30 th June and 31 st December 2017, 

the PDT and MDA teams must continue to rigorously apply the delivery approach paying particular 

attention to continued improvements in data verification and reporting, community engagement, IP 

coordination, issues identification and resolution, funding disbursements and capability building. 


1 INTRODUCTION 

The President’s Recovery Priorities (PRP) are being implemented in the 15-month period commencing 

1st April 2016 through to 30th June 2017. Delivery is intended to achieve two key objectives: (i) 

successfully attain clear and measureable targets in the priority sectors (the Key Result Areas); (ii) 

contribute to the building of capacity within the key sectoral or result ministries, departments and 

agencies (MDAs) and within the district level structures i.e. local councils and District MDA offices that 

will be responsible for the sustainable delivery of services in the long term. The combination of 

successfully achieving these two objectives whilst simultaneously increasing service delivery demand 

through effective community engagement will have a transformative and systemic impact across the 

economy and within key public sector institutions. This report is the second narrative report and covers 

the time-period 1 st August 2016 to 30 th November 2016. 

Within the PRP, 13 Key Result Area targets are to be achieved via the successful delivery of 48 Priority 

Initiatives. In respect of the attainment of the Key Result Area targets, significant progress has been 

made in the period as detailed in section 2 of this report. 

Significant progress has also been made in respect of strengthening the delivery system and the building 

of capacity for sustained service delivery. 

At the end of the first three months, the MDA teams were invited to participate in a Lessons Learned 

session on the operations of the delivery system to date. Provided below is a summary of the challenges 

highlighted by the MDAs and the immediate adjustments made to the delivery system by the PDT. 

Last August, we invited MDAs to participate in a ‘Lessons 

Learned’ session on the operation of the Delivery System. 

Area Key Feedback on Challenges System Adjustment 

Capacity Building • There is additional need for training and 

capacity building of Initiative Owners and 

Sub-Initiatives Owners 

District 

Involvement 

Information 

sharing 

Partner 

engagement 

Activity Tracking 

Tool 

• Limited involvement of district activity 

owners in process 

• Not sufficient time to receive inputs from 

districts 

• Information was centralized and too 

many last minute requests were sent to 

MDAs with tight deadlines 

• Many partners are hesitant to release 

information for activity planning 

• Difficult to understand for some 

• Tool shouldn’t be one-size-fits-all, as 

some initiatives have different needs / 

timelines 

• Need more flexibility to make changes 

• Data Team workshops in each MDA to train 

on the planning tool; 

• Inclusion into the capacity building 

programme 

• PDT-supported district review and input 

process for all activity plans; 

• PRP inclusion in MOFED planning 

workshop with District Councils 

• Development of 6 week process timeline 

to share expectations with MDAs ahead of 

time 

• Data Team sessions with each MDA 

• PRP information sessions with partners to 

increase their understanding; 

• Pressure through donor partners 

• Data Team sessions with each MDA 

• Detailed review sessions with each sector 

to provide tailored solutions 

• New ‘change’ process introduced for 

changing locked plans 

We then adjusted our systems and structures to respond to the 

challenges identified 

4 


Lessons learned by the PDT in the first quarter, included but were not limited to the above and PDT’s 

first quarter narrative stated that the PDT would for successive quarters focus on the following 

enhancements to the delivery: 

 

 

 

 

 

Enhanced use of data for problem-solving and evidence-based decision making; 

Strengthened district structures for issues identification, problem-solving and data verification; 

Launch and roll out of capacity building programmes for districts and MDAs; 

Enhanced communications through radio and social media outlets; and 

Enhanced community engagement at the local level. 

Enhanced use of data for problem-solving and evidence-based decision making 

Use of third party accountability mechanisms 

This report elaborates on the PDT’s response to the lessons learned in the first quarter and the 

operationalisation of the planned enhancements to the delivery system. 

Finally this report provides details of the PDT risk assessment conducted as at 30 th November 2016 and 

30 th June 2017 “look forward projections” for each of the 48 Priority Initiatives. The report also highlights 

the elements of the delivery system that require continued focus to ensure that the final six months of 

the PRP are optimised and that the Priority Initiatives and thus Key Result Area target “look forward 

projections” are achieved. 


2 KEY RESULT AREA ACHIEVEMENTS TO DATE 

OVERALL STATUS OF PRIORITY INITIATIVES AS AT 30TH NOVEMBER 

The 13 Key Result Area targets are delivered via 48 Priority Initiatives which in turn are delivered via 146 

sub-initiatives across the 7 priority sectors in 14 Districts as detailed in the diagram below. 

The President’s Recovery Priorities – Focused Delivery of Key Results 

Priority Sectors 

Education, energy, governance, 

health, private sector development, 

social welfare, water 

Key Result Areas 

Moving Sierra Leone back 

onto the Agenda for 

Prosperity pathway 

Sub-initiatives 

Delivering change across 7 

priority sectors, in 14 

districts 

07 11 13 48 146 

Participating MDAs 

Ministries of Agriculture, Education, 

Energy, Health, Social Welfare, Trade, 

Water + NACSA, the ACC, Freetown City 

Council & the Sierra Leone Ports Authority 

Priority Initiatives 

Enabling the achievement of 

the 13 Key Result Area 

targets 

In order to track progress being made towards achievement of the 146 sub-initiatives, and therefore 

towards achievement of the 48 Priority Initiatives and 13 Key Result Area targets, milestones were set for 

all 146 sub-initiatives for the 15-month period from 1 st April 2016 through to 30 th June 2017. These 

milestones (both process and visible) have been tracked on a weekly basis since 1 st June 2016 and are 

reported in the weekly Delivery Forums using the dashboard template (see section [5] below for more 

details about the weekly Delivery Forum and the reporting dashboard). 

As part of the process of developing the detailed 6-month activity plans for the implementation of subinitiatives 

for the period 1 st September 2016 to 28 th February 2017, all milestones were reviewed and 

updated where appropriate. The status of the milestones tracked and reported as at 30 th November 2016 

relate to those milestones that were due to have been completed between 1 st September 2016 and 30 th 

November 2016. 

 

 

Priority Initiatives are deemed to be “on track” if all the milestones relating to their respective 

sub-initiatives scheduled to have completed by 30 th November have completed (milestones hit). 

Priority Initiatives are deemed to be slightly delayed if one or more milestones relating to any of 

their respective sub-initiatives is less than a month behind its scheduled completion date. 


Priority Initiatives are deemed to be significantly delayed if one or more milestones related to any 

of their respective sub-initiatives are more than one month behind its scheduled completion date 

(milestones missed). 

On that basis, as at the 30 th November 2016, 34 of the 48 priority initiatives (71%) were either on track 

or less than one month delayed. Fourteen of the 48 priority initiatives (29%) were one more than one 

month delayed. Please see below diagram which also details the reasons for the delays. 

Key achievements have been made across all sectors,

HEALTH SECTOR KEY ACHIEVEMENTS AND MILESTONE STATUS 

2.2.1 Key Result Area 1: Save the lives of 600 women and 5,000 children by 2018 

Six priority initiatives combine to achieve KRA1 


Progress to date 

Human resources for 

improved RMNCH 

outcomes 

The MOHS payroll has been cleaned and a payroll steering committee 

set up to sustain a clean payroll. 9000 staff were verified and 443 

unverified staff were removed from the payroll. The unverified staff 

removed from the payroll will be replaced with appropriately recruited 

and functional personnel. 

Increase capacity of 

community health workers 

Geo mapping of ~15,000 existing Community Health Workers (CHWs) 

was conducted. 

MOHS is now finalising its CHW Strategy and implementation roadmap. 

The intention is to ensure appropriate geographic distribution such 

that: 

Strengthen supply chain 

system: 

- for hard to reach areas, availability ratio is 1 CHW per 250 people 

- for areas with access to health facilities, availability ration is 1 

CHW per 1,000 people. 

The installation of solar fridges and freezers in hard to reach health units 

across the country is improving cold chain management and helping 

realise the full benefit of immunisation. A total of 100 solar fridges are 

to be installed. 94 have been installed to date. 

A new Logistics Management Information System (LMIS) to improve 

Supply Chain Management (mSupply) will be rolled out in the New Year. 

Reduce teenage pregnancy 40% of maternal deaths are due to teenage pregnancy therefore 100 

adolescent friendly health centres are to be established nationwide to 

provide information on safe sex and contraception. 

60 of the 100 adolescent friendly health centres have been established 

to date. Mapping is on-going for the location of the remaining 40 

facilities. 60 service providers have been trained on the Life Skills 

curriculum. Additionally, 32 service providers have been trained on 

adolescent friendly health services. 


Develop a functional 

national ambulance service 

The ambulance service will be run by a private sector firm and will 

provide at least one ambulance per chiefdom (based on 149 chiefdoms). 

Advertisements for drivers and paramedic staff were issued and 

subsequently training of drivers and a pool of circa 600 paramedics staff 

has started. 

Improve Emergency 

Obstetric Services: 

Basic Emergency Obstetric and Newborn Care (BEmONC) and 

Comprehensive Emergency Obstetric and Newborn Care (CEmONC) can 

save the lives of women and children in pregnancy, childbirth, and the 

postpartum period. Many disabling conditions can also be prevented 

through timely and effective EmONC. 

33 facilities are to be upgraded to EmONC standards, with construction 

already underway at 4 of the 33 facilities. Construction work at the 

remaining 29 facilities will begin in the New Year. A training manual for 

EmONC has been developed and validated. 

Health Sector KRA 1 Milestone Status as at 30 th November 2016 

KRA 1: Save the lives of 600 women and 5,000 children 

by 2018 

Implementation Tracking 

Completed milestone 

Future milestone 

Visible milestones 

Process milestones 

Initiative name 

1. Human resources 

for improved 

RMNCH outcomes 

2. Increase capacity 

of Community 

Health Workers 

3. Strengthen supply 

chain system 

4. Reduce teenage 

pregnancy 

5. Develop a 

functional national 

ambulance service 

6. Improve emergency 

obstetrics services 

Milestones completed 

to date (Since June): 

7/16 

3/9 

10/11 

1/1 

0/1 

1/1 

2016 

Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 

Payroll review 

complete 

Reinstate legit. workers 

post-payroll review 

Rwanda site visit 

Training of trainers 

District coordinating 

Mechanisms established National launch 

Quantification of essential drugs for Q3 distrib. 

Install 100 refrigerators 

Health facilities upgraded 

to provide adolescent 

friendly health services 

Assessment of 29 

facilities completed 

2017 

Upskill 

workforce 

Today 

Procurement starts 

for 29 facilities 

Provision of space for 

addtl midwifery students 

Selection of CHWs Training of CHWs starts 

8 facilities 

upgraded 

Health workers 

formally employed 

Finalize strategy and roadmap 

15,000 CHWs fully trained and operational 

Q3 delivery of drugs 

Recruit nEMS coordinator 

Strategic plan 

finalised 

LLINs delivered 

Policy 

completed 

Make award to Firm 

100 AYFC 

complete 

Ambulances deployed 

29 facilities 

upgraded 


2.2.2 Key Result Area 2: Prevent, detect, respond to epidemics and ensure zero cases of healthcare 

associated EVD 

Four priority initiatives combine to achieve KRA2 



Strengthen health data 

systems 

Training of staff on new Maternal Death Surveillance and Response (MDSR) 

system has been conducted and significant progress has been made in 

respect of the integration of the MDSR into the District Health Information 

System (DHIS). 

Strengthened Integrated 

Disease Surveillance, 

Reporting (IDSR), and 

response at national, 

facility and community 

levels 

1,637 health workers have been trained and are now submitting IDSR data. 

1,257 health facilities are now submitting IDSR data on a weekly basis. 

Training to build community health worker capacity in six districts in order 

for them to provide community based surveillance will commence in the 

New Year. 

Improve community 

sanitation 

Open defecation and the cycle of fecal–oral contamination continue to 

spread disease. Work has begun to encourage communities to become 

open defecation free through the community led sanitation approach. 400 

communities have been identified to benefit from the introduction of this 

approach into their communities. 

Poor waste management is associated with a range of medical conditions 

including malaria, diarrhea and cholera. Solid waste management projects 

were launched in Makeni and Kenema in early December. A solid waste 

management project, Operation Clean Freetown, will be launched in the 

capital city in the New Year. Operation Clean Freetown is a 3-part solution 

to the problem of solid waste management in Freetown. Stage 1 is to 

prepare the infrastructure (flattening dumpsites, increasing transit points 

etc). Stage 2 is an intensive clean of each Ward. Stage 3 is the 

implementation of a sustainable waste management plan. 


Health Sector KRA 2 Milestone Status as at 30 th November 2016 

KRA 2: Resilient zero - Prevent, detect, 

respond to epidemics and ensure zero cases of 

healthcare associated EVD 







1. Strengthen health 

data systems 

2. Improve IPC, 

screening & isolation, 

and WASH in health 

facilities 

3. Strengthen Integrated 


Reporting, and Response 

at National, 

Facility and Community 

Levels 

4. Improve Community 

Sanitation, Hygiene, 

and Solid Waste 

Management 



5/7 

1/5 

2/7 

0/4 

2017 


Maternal death 

review 

committees begin 

Conduct Quarterly 

Supportive Supervision 

Visits to Health Facilities 

Establish functions / 

plans Emergency 

Operations Centre 

Integration of HIV and 

malaria data collection 

system into DHIS2 

Establish skilled 

functional Rapid 

Response Teams 

E-IDSR pilot 

begins 

Assess status of 

screening and 

isolation areas 

2017 

SOPs for MDSR 

reporting 

HIS strategy 

completed 

Establish ringed 

fence budget for 

emergencies 

Develop M&E plan 

National sanitation 

baselines established 

Roll out CBS 

Maternal death report 

launch 

Autoclaves in 10 

hospitals 

Establish Roll out CBS 

community based 

surveillance 

systems 

eIDSR piloting complete 

Begin QI in 

selected HCF 

Labs produce 

results in 72 hours 

Freetown’s 59 Completion of CLTS in 

wards cleaned 400 communities 

305 WASH 

complete 

Today 


SOCIAL PROTECTION SECTOR KEY ACHIEVEMENTS AND MILESTONE STATUS 

2.3.1 Key Result Area 1: Ensure continuous care for EVD-affected persons and survivors 

2 priority initiatives combine to achieve Social Protection KRA1 



Increased 

socioeconomic 

security of EVD 

affected persons 

Cash payments have been made to Ebola survivors through the Social 

Rehabilitation and Payments to Ebola Survivors (SRPES) project. Monthly cash 

stipends provided to 1,674 EVD survivors in 7 districts and micro grants 

disbursed to 923 EVD survivors in 6 more districts 

Livelihood support through stipend payments and financial literacy training for 

EVD Survivors, is also being implemented. 

Food packages have been distributed to 316 survivors in Pujehun, Kenema, 

Kailahun and Bo 

Skills training to 426 EVD survivors has been delivered in Bombali and 

Koinadugu. 

Facilitate access to 

the provision of 

integrated 

comprehensive free 

healthcare for 

survivors. 

EVD Survivors’ Database has been established (1,028 EVD Survivors uploaded 

to database of which 600 ID cards have been issued) with updates continuing. 

Provision of basic health care for EVD survivors is ongoing. Referrals for 

specialised care for Ebola Survivors is continuing with support from 13 newly 

recruited Ebola Survivor Referral Coordinators 

A Project Implementation Unit headed by the DCMO I /KRA 1 and 3 Leads has 

been established for the health component of the Comprehensive Programme 

for Ebola Survivors (CPES) and other project staff are now being recruited. 

DHMTs have been trained on CPES and their related plans integrated into the 

MoHS 2 year plan 

152 Survivor Advocates have been recruited and trained and 22 of them have 

been trained and deployed as Supervisors 

Semen testing of 669 men in six districts (Western area, Bombali, Port Loko, 

Tonkolili, Kambia & Kono), has occurred and semen testing is being rolled out 

country wide under Project SHIELD 


Social Protection Sector KRA 1 Milestone Status as at 30 th November 2016 

KRA 1: Ensure continuous care for EVD survivors 






Initiative name 1 

1. EVD Survivors 

registered and 

tracked 



5/6 

2017 


2017 

Recruitment 

of ICT 

Consultant 

Registration, verification ,uploading 

of EVD Survivors data and issuing 

securitized ID Cards 

Development of EVD Survivors 

database software 

SLAES District 

offices provided 

with furniture 

and relevant 

equipment 

Registration and 

verification of EVD 

Survivors 

2. Provide livelihood 

support to EVD 

Survivors 

15/18 

Rice provided 

in 9 Districts 

Assorted food 

items provided 

in 4 Districts 

Informal 

skills 

training 

provided in 

3 Districts 

Micro grants 

and start-up 

kits to EVD 

survivors in 7 

District 

Cash stipend 

provided to EVD 

Survivors in 9 

District s 

Assorted food items 

provided in the 

remaining 10 districts 

3. Capacitate social 

work force to enhance 

social service delivery 

to EVD Survivors 

0/2 

Secure financial support for 

Social workforce for 10 more 

months 

Two wooden Boats 

provided for Bonthe 

District to strengthen 

Social workforce 

Strengthen capacity of 

social work force through 

simultaneous training in 13 

Districts 

2.3.2 Key Result Area 2: Provide Cash Transfers to 59,000 vulnerable households nationwide - This 

KRA target has been 100% achieved 



47,000 extremely poor 

and vulnerable 

households receiving 

unconditional cash 

transfers 

Making direct, regular, and predictable transfers of small sums of money to 

the poor has the potential to empower households in productive and lifeimproving 

ways. 

The target of 47,400 for Unconditional Cash Transfers to supported 

households was exceeded with total of over 48,504 households receiving 

cash transfers. 

Approximately 5,000 alternative beneficiary ID Cards for Moyamba & 

Western Rural were printed (to be distributed starting Friday 9 th December 

2016) 


11,600 youths in 

extremely poor and 

vulnerable households 

receiving conditional 

cash transfers 

Labour Intensive Public Works (LIPW) is a cash-for-work approach which 

provides young people with short term employment opportunities as well as 

building their employability and contributing to the local economy. The 

target of 11,600 Conditional Cash Transfer supported households was by 

3,948. 

Social Protection Sector KRA 2 Milestone Status as at 30 th November 2016 

KRA 2: Providing cash transfers to 59,000 vulnerable 

households nationwide 









2017 


2017 

1. 47,400 extremely 

poor & vulnerable 

households receiving 

unconditional cash 

transfers 

4/4 

Q3 unconditional cash 

transfer to 14, 260 new 

beneficiary households 

Q4 continuing unconditional 

cash transfer to 21,153 


Q1 2017 continuing 

unconditional cash transfer to 

20,547 beneficiary households 

Q2 continuing unconditional 


beneficiary households Q3 continuing unconditional 



Payments to 33,708 beneficiary 

households verified 

Q4 unconditional cash 

transfer to 14, 260 new 


2. 11,600 youths in 



receiving conditional 

cash transfers through 

Labour Intensive 

Public Works 

1/1 

Enrollment of 

4,080 new LIPW 

beneficiaries 

Payment of wages 

to 11,600 youths – 

92 sub projects 

Payment of wages to 

11,600 youths – 29 

new sub projects 

Today 


EDUCATION SECTOR KEY ACHIEVEMENTS AND MILESTONE STATUS 

2.4.1 Key Result Area 1: Improve learning outcomes by training at least 40,000 teachers in core 

subjects and reducing overcrowding in severely affected schools. 

Six priority initiatives combine to achieve KRA1 



Increase quality of 

instruction in schools 

An IRC led consortium of national writers, international consultants and British 

Council consultants is developing lesson plans in English and Maths for primary 

and JSS levels. 

Over 2,000 plans have been written to date and MEST has now reviewed all the 

plans. Printing of the lesson plans in batches will commence in early January. 

Training teachers to use the lesson plans will be done in January through 

February 2017. 

Clean payroll/teacher 

verification and 

reallocate teachers 

The payroll cleaning/teacher verification consultancy ToR was issued and 

international consultancy firm PricewaterhouseCoopers (PwC) has been 

contracted by DFID to handle the process. PwC and the Payroll Clearing 

Initiative Working Group are now finalising the methodology and data 

management approach. The stakeholder management plan and 

communications strategy is being developed in conjunction with the MEST PR 

Officer and the PDT Communications Specialist. 

Reduce unapproved 

schools 

498 schools were reviewed in Phase 1 - 100 schools were recommended for 

approval of which 70 have been approved by the Minister; 332 are required to 

fulfil additional requirements before approval; 66 were classified as “other” 

(e.g. duplicate schools, school could not to be verified). 

Phase 2 of the review process is now underway and field verification of an 

additional 632 school applications was conducted in December. The final 

review and decisions on the Phase 2 approvals will follow in January 2017. 

Improve monitoring 

and coordination in 

districts via 

centralised situation 

room 

MEST uses the Situation Room to monitor programmes and progress at an 

individual school level using indicators such as pupil and teacher attendance, 

condition of water sources and latrines, school feeding, etc. 

14 districts now have fully equipped, staffed and functional situation room 

offices 


Reduce overcrowded 

classrooms 

MEST plans to deliver a total of 500 new school classrooms, across the country. 

DFID is providing the funds for an initial 225 new classrooms, construction of 

which are underway following a launch event for the initiative in October 2016. 

A written ‘no objection’ letter has been received from IDB, in respect of funding 

for an additional 215 classrooms; and a request to DFID for the remaining 60 

classrooms has been submitted by MEST for DFID’s consideration. 

Improve water and 

sanitation hygiene in 

schools 

MEST’s goal is to ensure that 360 schools across the country have hygiene and 

toilet facilities that are fit for purpose. The first phase of the provision of school 

water and sanitation facilities was launched in October 2017. 

Education Sector KRA 1 Milestone Status as at 30 th November 2016 

KRA 1: Improve learning outcomes by training at least 40,000 

teachers in core subjects and reducing overcrowding in severely 

affected schools 







1. Increase quality of 


2. Clear payroll and 

reallocate teachers 

3. Reduce unapproved 

schools 

4. Improve monitoring 

and coordination in 

districts via centralized 

situation room 

5. Reduce overcrowded 

classrooms 

6. Improve Water and 

Sanitation Hygiene 

(WASH) in Schools 



3/3 

4/6 

0/1 

4/4 

7/7 

0/0 

2016 2017 


Consultant contracted 

Preparations for lesson plans complete 

District SRs fully operational 

Districts- re trained on processes 

Phase 1 construction sites (225 

classrooms) agreed 

Kick off held, team mobilized 

Contractors for phase 1 construction secured 

Printing completed 

Math/English lesson plans written 

Pilot completed 

Updated systems and incentives implemented 

2 year strategy developed, funding secured 

Needs assessment completed 

40,000+ teachers trained 

Begin process of teacher reallocation 

Consultant contracted Methodology finalized 

Payroll cleaning complete 

Phase 3 (500 applications) 

Phase 1 (500 applications reviewed) of approvals complete of approvals complete 

IDB funding secured for phase 2 

(215 classrooms) 

Today 

Phase 1 construction work completed 

(225 classrooms, 75 schools) 

Contractors secured for phase 2 Construction work ongoing for phase 2 

WASH construction underway in 360 schools 

WASH construction completed in 360 schools 


2.4.2 Key Result Area 2: Institute nationwide school feeding for 1.2 million children in GoSL and 

GoSL assisted primary schools 

One priority initiative will achieve KRA2. 

Priority Initiative 


Launch school 

feeding 

programme 

The national school feeding programme for 1.2 million primary school students 

was launched on the 6 December 2016. It aims to ensure that these children 

get a cooked meal twice a week (on Tuesdays and Thursdays) with an emphasis 

on the use of locally sourced food and with the food procurement and cooking 

arrangements made under the supervision of the School Management 

Committees. 

Education Sector KRA 2 Milestone Status as at 30 th November 2016 

KRA 2: Institute nationwide school feeding for 1.2 million 

children in GoSL and GoSL assisted primary schools 











1. Nationwide school 

feeding 

2/3 

Field trainings planned, executed 

Secretariat fully set up 

Stakeholder engagement and 

Communication plan developed 

School feeding starts in 2,307 schools 

Term 2 feeding in 2,500 schools 

Today 


PRIVATE SECTOR DEVELOPMENT KEY ACHIEVEMENTS AND MILESTONE STATUS 

2.5.1 Key Result Area 1: Create 10,000 jobs across agriculture supply chain 

Two priority initiatives combine to achieve KRA1 



Increase 

agricultural 

production and 

productivity of 

targeted crops and 

livestock 

979 hectares of inland valley swamps have been cultivated, of these 548 are 

newly developed and 431 rehabilitated. These IVS have been planted with 

2,448 bushels of NERICA seed rice (a higher yielding, hardy rice seed variety). 

Targeting 50,000 farming families, around 50,000 bushels have been 

distributed in total, together with 35,761 bags of fertiliser. 

Farming skills have been improved through farmer field schools which offer 

training in husbandry practices such as fertiliser use, weeding, bird scaring and 

improved planting techniques. 

1464.9 hectares were reforested by the ministry and partners. An additional 

>130,000 seedlings were nursed and will be planted next season. 

Reforestation of the Western Area began. 

Enhance 

commercial 

agriculture 

development 

52 ABCs have been identified and selected for transformation into viable 

processing and marketing entities. The transformation plan has been drafted 

and engagement with selected ABCs has started. 

Institutional feeding achieved firm commitments from processors and 

producers to supply 10% of total rice needed for the military, police and fire 

force 

922.5 km of feeder roads are being rehabilitated or benefiting from “spot 

improvement” to aid market access/connect crops to market. 

2,292 farm families have had access to finance in the period. The target 

beneficiary number for farm families to access finance by the end of the PRP 

has been increased from 2,500-3,500. 


Private Sector Development KRA 1 Milestone Status as at 30 th November 2016 

KRA 1: Create 10,000 jobs across key agriculture value chain 











2017 

1. Increase 

agricultural 


productivity of 

targeted crops & 

livestock 

18/25 

Distribution 

of seeds 

& fertilizer 

5,533 of rice 

bushels distributed 

for IVS cultivation 

1,000 ha oil palm 

replanted and 

reforestation 

conducted 

90 Farmer field 

schools & 

demonstration 

sites established 

Distribution of 

vegetable seeds 

800 ha 

of cocoa 

rehabilit 

ated 

Improved 

cockerels 

procured and 

distributed 

8 poultry houses 

constructed in 

Kono District 

Start of next 

upland 

planting 

season 

2. Enhance 

commercial 

agriculture 

development 

3/5 

52 ABCs 

selected for 

transformation 

Construction of 

200 drying floors 

Planning to facilitate access to 

finance for farmers and 

agribusinesses completed 

Construction 

of 25 ABCs 

Construction of 

4 community 

stores 

Business plan 

development 

and training 

for 52 ABCs 

Access to finance 

provided for 2,500 

smallholder 

farmers 

1,309km of 

feeder road 

rehabilitated 

2.5.2 Key Result Area 2: Support 1000 MSMEs to increase their competitiveness, including 

agribusinesses across key value chains. 

Three priority initiatives combine to achieve KRA2 



Develop and 

operationalise 

institutional 

frameworks to support 

SMEs 

Facilitated the provision of Business Development Services (BDS) to over 750 

Small and Medium Sized Enterprises (SMEs). MTI conducted a survey of 1,000 

SMEs - the SME survey revealed that ~550 SMEs had received Business 

Development Services since June 2016, and that these services had a positive 

impact on their business practice and revenue growth. The BDS provided 

though varied depending on the service provider, covered the ‘missing 

middle’ SMEs and, assisted with linking the SMEs to affordable/customised 

financing. 

Initiated dialogue with the Bank of Sierra Leone and the commercial banks on 

accelerating SME lending, including the introduction of new financing 

mechanisms and innovative financial products such as leasing finance. 


Compiled a database of 30,000 MSMEs to provide greater clarity to all 

stakeholders of the SME landscape and players. 

Secured Le1.1bn funding to initiate the operationalisation of the Small and 

Medium Sized Enterprises Development Agency (SMEDA) and to provide 

ongoing budgetary support. 

Provided support to innovative private sector development mechanisms such 

as SOBA to increase the competitiveness and market development of leading 

SMEs 

Linked BDS providers and recycling companies with Operation Clean Freetown 

initiative. 

Launched National Financial Inclusion Strategy and financial literacy week, 

reaching at least thousands of school children and traders across the country. 

Improve access to 

markets across key 

value chains 

Worked closely with MAFFS to undertake in-depth analysis of key agriculture 

value chains to improve farm to market production and distribution (e.g., rice, 

cocoa, oil palm, cassava). 

Achieved high-level buy-in and commitment from Government and other 

stakeholders to locally source 10% of government institutional feeding 

contracts. Confirmed specific procurement processes for that 10% local 

sourcing with Sierra Leone Police, the Correctional Services and the Ministry 

of Defence, for which local rice processors are now bidding (cross reference 

related agriculture production achievement under MAFFS KRA 1 re enhanced 

commercial agricultural development). 

Started reporting local content performance of 12 companies across various 

sectors, using ICT-based reporting systems. 

Commenced nation-wide consultations with private sector stakeholders to 

popularise and seek feedback on local content legislation. 

Improve the business 

enabling environment 

Completed re-registration of 964 companies in the CAC database in order to 

digitise their files and make them available electronically from an online 

portal. All new company registrations will now be electronic. 

The Collateral Registry legislation was enacted – this sets the foundation for a 

new system that will improve the financial sector and business environment. 

Funding was secured to improve access to commercial justice, including some 

form of decentralised case processing to increase access in the districts. 

Private Sector Development KRA 2 Milestone Status as at 30 th November 2016 


KRA 2: Support 1,000 MSMEs to increase their 

competitiveness, including agribusinesses across key value 

chains 










Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May 

Jun 

1. Develop and 

operationalize 

institutional 

framework to 

support SMEs 

10/13 

Business Development 

Services provided to MSMEs 

SME landscape assessment 

completed 

National financial inclusion strategy 

& financial literacy week launched 

Le 1bn allocated 

for SMEDA 

SME Agency 

operationalized 

Access to finance 

activities for SMEs 

implemented 

2. Improve access to 

markets across key 

value chains 

4/7 

Security institutions 

agreed to 10% local 

sourcing specifications 

National 

consultations on 

Local Content 

Local Content 

Agency 


Key value chain 

analysis conducted 

Private sector partnerships 

facilitated (SOBA) 

Local rice delivered 

to security 

institutions 

Business to business 

match-making 

initiatives 

3. Improve the 

business enabling 

environment 

2/3 

Registration of 

companies started 

Collateral Registry regulation 

enacted and software procured 

Collateral Registry 

launched 

Commercial claims procedures 

piloted at district level 

Procedures for 

starting a business 

streamlined 

Today 


WATER SECTOR KEY ACHIEVEMENTS AND MILESTONE STATUS 

2.6.1 Key Result Area 1: Provide access to safe, affordable and sustainable water supply services to 

600,000 people in Freetown 




Rehabilitate existing 

Freetown water 

supply infrastructure 

and implement propoor 

water supply 

Three water bills designed to unlock the potential of the sector in respect of: 

water resources management; contributions to improved services delivery; and 

greater empowerment of District Councils, have received preliminary clearance 

from the parliamentary sub-committee for water and are awaiting final 

legislative review and clearance early in the New Year. 

DFID negotiations to select the Engineering Management Contractor for the 

Freetown Water Systems (i.e. the rehabilitation of major elements of the 

Freetown Water Infrastructure) project remain on track ensuring mobilisation 

by mid-January 2017. The local Project Management Unit within the Guma 

Valley Water Company (GVWC) is already staffed and in place. 

The Millennium Challenge Corporation Unit (MCCU) has initiated procurement 

action to identify appropriate expertise to undertake a Freetown Water System 

pre-construction/rehabilitation condition assessment. 

Protection and 

regeneration of 90% 

of catchment areas 

under serious threat 

to safeguard water 

security and reduce 

climate change 

vulnerability 

Freetown’s existing water catchment areas must be protected to ensure water 

security and reduce climate change vulnerability. A high-level study of existing 

Freetown catchment protection and management has been undertaken and 

will feed into a stakeholder roundtable discussion scheduled for January 2017. 

Catchment areas for all GVWC dams have been delineated and engagement 

with key stakeholders and MDAs has commenced as part of the process of 

building consensus on the catchment protection strategy that will be agreed 

and promoted. 

Improvement of 

operating cost 

coverage 

To ensure sustainability of the water sector and improve utility operations, 

GVWC, in coordination with the Electricity and Water Regulatory Commission, 

has developed plans to undergo a water tariff strategy review, which will 

follow the launch and scaling up of a metering pilot. 

Develop Water 

Supply Master Plan 

for Freetown, 

A Freetown Water and Sanitation Master Plan with a 30-year horizon is to be 

developed to lay the foundations for a permanent solution to water challenges 


including feasibility 

study of Rokel River 

in Freetown. The Freetown Water and Sanitation Master Plan will be 

completed by June 2018. 

Relevant Terms of Reference have been developed and advanced contracting 

clearance is awaited from the AfDB to kick-off the various feasibility studies. 

Water Sector KRA 1 Milestone Status as at 30 th November 2016 

KRA 1: Provide access to safe, affordable and 

sustainable water supply services to 600,000 people 

in Freetown 







1. Rehabilitate existing 

Freetown water supply 

infrastructure and 

implement pro-poor 

water supply 

2. Protection and 

regeneration of 90% of 

catchment areas under 

serious threat to 

safeguard water security 

and reduce climate 

change vulnerability 

3. Improvement of 

operating cost coverage 

from

Provide and 

restore access to 

water supply in 400 

Rural communities 

Funds secured for providing up to 149 improved water points for 400 communities. 

A water point mapping which will identify the most vulnerable communities and 

develop a baseline for access to safe water and sanitation facilities in Sierra Leone 

survey is over three-quarters complete (78.5%) 

Upon this survey’s completion, 400 rural communities in 7 districts (Bo, Bombali, 

kailahun, Kenema, Moyamba, Port Loko, and Tonkolili) will be targeted in efforts 

aimed at expanding nationwide coverage of improved water supply and sanitation 

services. 

Ensure water 

security through 

water resource 

management and 

hydrological 

monitoring 

River gauge stations and groundwater monitoring systems, all part of a network of 

28 hydrometric monitoring stations are being set up across the country to inform 

national climate change adaptation efforts. 

To this end, procurement action for appropriate hydro-meteorological and 

environmental monitoring equipment is at advanced stages of completion. Five 

Ministry of Water Resources staff have already received specialised training abroad 

so that they can operate the network of hydrometric stations. 

Provide and 

restore access to 

water supply in 2 

unserved towns 

Plans have been developed to pilot an operating cost recovery strategy in two small 

towns in order to build a financially sustainable, scalable water service model. 

Water Sector KRA 2 Milestone Status as at 30 th November 2016 

KRA 2: Provide safe water supply to 700,000 people in 

the provinces 






Water KRA 2: Provide safe water supply to 700,000 people in the provinces 


1. Provide and restore 

access to water supply 

in 400 Rural 

communities 

2. Improving Water, 

Sanitation and Hygiene 

Services in Small 

Towns 



5/5 

1/1 

2017 


Baseline study 

preparations 

completed 

Funds secured for 

providing up to 149 

improved water points 

for 400 communities 

TOR Documents and stakeholder 

engagement finalized 

2017 

Baseline data 

analysed and final 

report completed 

Service provider 

contract signed 

120 communities 

accessing improved 

WASH services 

Institution Strengthening 

Consultant mobilized 

Up to 37,250 people 

with access to safe 

drinking water 

3 Ensure water security 

through water resource 

management and 

hydrological monitoring 

2/2 

TOR and tender for procurement 

and installation of hydrometric 

monitoring equipment finalised 

Contractor 

appointed 

10 Hydrometric 

monitoring stations 

established 

Additional 13 Hydrometric 

monitoring stations established 

4. Provide and restore 

access to water and 

sanitation in 5 districts 

(Pujehun, Kono, 

Kambia, Koinadugu, 

Bonthe) 

11/18 

Contract awarded for 

design supervision 

consultant 

Contract awarded 

for Rehabilitation 

of 1583 

water points 

125 boreholes 

constructed 

providing 

106,000 

people 

Contract 

awarded for 

Construction 

of New 

water point 

390 PSF 

constructed 

providing 

access to 

90,000 people 

Rehabilitation of 1583 

water points providing 

access to 316, 600 

people access to water 

supply 

1 Indicators, targets and data sources for all initiatives are under review 


ENERGY SECTOR KEY ACHIEVEMENTS AND MILESTONE STATUS 

2.7.1 Key Result Area 1: Double Access to Electricity from 125,000 to 250,000 households 




Improve conditions 

for access to 

renewable off-grid 

electricity 

Stand-alone solar systems will be installed in 50 Community Health Centres 

(CHCs) by June 2017 to provide these facilities with access to electricity. The 

tender process for the civil works component of this project has been launched. 

Accelerate T&D 

projects in energy 

pipeline so that 

access increases 

>125,000 

households through 

new T&D 

installations 

The rapid construction of the 66kV Wellington Express line, in the Western Area, 

ensured that 26,000 customers remained connected and with power during 

upgrades to the local network. 

The EIA process for the Bo-Kenema distribution network upgrade and 

rehabilitation was completed as part of the project funding approval process. 

When complete, the Bo-Kenema distribution network upgrade and 

rehabilitation will reduce the estimated 38% technical loses incurred in the 

network. 

22,000 pre-paid electricity meters have been procured for onward sale to 

customers thereby increasing nationwide access to electricity. 

Provide technical 

and transactional 

support to ensure 

delivery of 

generation projects 

and strengthening 

of sector 

A tariff adjustment was implemented in early October 2016 - the adjustment will 

improve EDSA’s financial sustainability and allow the utility to improve its service 

delivery. 

The Renewable Energy Policy and the Energy Efficiency Policy were finalised, 

outlining the guiding principles for the development of electricity generation 

from renewable sources and the promotion of greater energy efficiency. 

The Ministry of Energy, the Anti-Corruption Commission, the Ministry of Justice 

and the Ministry of Internal Affairs signed a framework agreement to create 

Electricity Crimes Committee which was launched in early Dec 2016. 

Provide 

specialisation 

trainings to senior 

The bid evaluations and contractor selection for the MCCU threshold program 

has progressed and consultants will be mobilised in early 2017 to provide 

technical training and support to the energy sector. 


technicians & 

engineers 

Energy Sector KRA 1 Milestone Status as at 30 th November 2016 

KRA 1: Double access to electricity from 125,000 to 

250,000 households 







Improve conditions 

for rural access 

to renewable off-grid 

electricity 

Accelerate T&D 

projects so that 

household access 

increases 

Provide technical and 

commercial support 

to strengthen the 

sustainability of the 

sector 

Enhance skill base for 

utility management, 

operation and 

maintenance 

of generation 

and T&D assets 


to date (Since June) 1 : 

6/8 

24/27 

7/9 

0/0 



Energy Revolution 

Taskforce formed, first 

sales of solar products 

under GoSL/UK compact 

MOFED funding clearance for 9 major 

provincial towns (6MW) received 

Interim adjusted tariff 

implemented 

DFID approval of 

business case (£34.5 M) 

for 50 rural solar 

electrification locations 

Wellington Express line completed 

Renewable Energy Policy 

(public sensitisation) 

Contractor selection 

Contract signed with 

contractors for T&D and 

generation for Rural 

Electrification Programme 

First roll out of solar street 

lights in chiefdom HQ towns 

Funds disbursed ($57 M) by AfDB 

for Bo and Kenema transmission 

line 

133KV line complete and 4 primary substations upgraded in W.A. 

Develop and implement long term 

tariff policy and framework 

Senior management and Board training 

at EGTC and EDSA 

2.7.2 Key Result Area 2: Double the total operational power generation capacity from 75 MW to 

150 MW 

Three priority initiatives combine to achieve KRA2 



Accelerate projects 

so that operational 

generation capacity 

increases 

The interim sector-wide collection account is now operational and the 

consolidation of all EDSA bank accounts is ongoing. 

In respect of the implementation of the EDSA Management Contract and 

Business plan, a team of senior management professionals has been 

recruited to reinforce EDSA’s existing top-team for the next 3-years and to 

build capability in operations, financial planning and strategy. The EDSA 

management contractors have mobilised and are working in a twining 

arrangement with existing EDSA management staff. 


A World Bank Partial Risk Guarantee has been obtained for the “CEC” project 

– this sets a precedent for the country as the first major project to obtain a 

guarantee from the World Bank. 

In July 2016, the Government of Sierra Leone (GoSL) issued a Sector Wide 

Policy Letter (ratified by the World Bank) which committed GoSL to 

implement specific energy sector reforms that will ensure the financial and 

operational sustainability of the sector. 

75MW of new 

operational 


and sign new Power 

Purchase 

Agreements (PPA) 

The construction of the 3 mini-hydros in Charlotte, Makali and Bankosoka 

was completed in 2016. 

The Ministry of Finance and Economic Development (MOFED) has approved 

GoSL funding for the electrification of 9 major provincial towns. 

Rehabilitation of 

generation and 

evacuation networks 

to reduce technical 

losses 

The rehabilitation of 6 power plants in Makeni, Blackhall Rd and Kingtom is 

on track and will increase generation from these plants from 5.85MW to 

approximately 26MW by February 2017. 

Energy Sector KRA 2 Milestone Status as at 30 th November 2016 

KRA 2: Double the total operational power generation 

capacity from 75MW to 150MW 









to date (Since June) 1 Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May 

Jun 

Accelerate projects 

to increase 

operational 


3/5 

2.1.1 Approval of 

sector policy letter 

2.1.5 PRG approved 

by World Bank 

2.1.4 EDSA management 

contract executed 

2.1.3 Collection 

Account appoints 

Independent Agent 

>75MW of new 

operational 


and sign new Power 

Purchase 

Agreements 

6/12 

2.2.1 MOU 6 MW Solar Park finalised 

2.2.4-6 Charlotte, Bankasoka 

& Makale mini hydros 

commissioned 

2.2.8 Betmai PPA 

ratified by 

parliament 

2.2.2 5MW Solar Era IPP and 

2.2.1. 6 MW Solar Park installation 

starts 

2.2.7 Installation of rural 

Electricfication sites 

commences 

Rehabilitation of 


transmission 

networks to reduce 

technical losses 

3/8 

2.3.3.5 Makeni (2 Perkins) 

repaired and re-commissioned 

2.3.3 Four generators repaired, 

two others near completion 

2.3.3.3 Blackhall Road Unit 2 

repaired and re-commissioned 

2.3.1/2.3.2 Funds disbursed and procurement 

secured for substation repairs and protection 

2.3.4 Sign and operationalize 

O&M contracts 

Today 


GOVERNANCE KEY ACHIEVEMENTS AND MILESTONE STATUS 

2.8.1 Key Result Area 1: improved service delivery and efficiency of government spending for 

recovery priority sectors 




Improve efficiency 

and effectiveness of 

Freetown port 

The rehabilitation of the Main Exit Rd from Freetown Port has been completed 

thereby improving access to the Port for heavy vehicles. 

A technical committee has been established to manage the process of setting 

up an Electronic Single Window (ESW) - an ESW is a trade facilitation system 

which enables importers and exporters to submit regulatory documents at a 

single location and/or single entity. While work progresses towards the ESW, 

a manual single window process/one stop shop is being considered as a quick 

win. 

A process review has resulted in the reduction in the clearance process from 

32 steps to 18 steps. 

A public outreach strategy to clarify port operations and increase accountability 

is underway with the publication of a regular Ports newsletter and TV and radio 

programmes. 

Funding has been confirmed for the development of a Ports Masterplan and 

the process of appointing a consultant to handle this project is underway. 

Implement the pay 

no bribe campaign 

(“PNB”) 

The Pay No Bribe programme has been launched in 4 pilot districts - Bo, 

Bombali, Kenema, Western Area. The Pay No Bribe platform is an innovative 

reporting mechanism for citizens to anonymously report incidents of 

corruption and bribery through 

a toll free hotline phone number (dial 515) 

the PNB website www.pnb.gov.sl 

a mobile app that can be downloaded and used without data charge 

through Civil SO partner organisations. 

PNB is designed to collect real time evidence on bribery and corruption in five 

key service sectors, Education, Electricity, Health, Police, Water and will 

provide a useful database on corruption and bribery trends to support the work 

of the ACC. 


Improve governance 

of the drug supply 

and distribution 

chain 

The first phase of the National Pharmaceutical Procurement Unit (NPPU) 

Reform was completed and approved by the President. The second phase of 

NPPU reform is on track. 

Funding for procurement of Free Health Care (FHC) drugs to cover the period 

to June 2017 has been approved by DFID. 

Support cleaning and 

sustainability of 

Government payrolls 

The process of cleaning the MEST payroll has started. International consultancy 

firm PricewaterhouseCoopers (PwC) has been appointed to handle the process. 

The methodology and data management approach has been developed and 

approved. The stakeholder management plan and communications strategy is 

being developed. 

As a precursor to the MEST payroll cleaning, the migration of teachers on 

payroll to payment via bank accounts was concluded in September 2016. 

The MOHS payroll has been cleaned and a payroll steering committee set up to 

sustain a clean payroll. 9000 staff were verified and 443 unverified staff were 

removed from the payroll. The unverified staff removed from the payroll will 

be replaced with appropriately recruited and functional personnel. An 

electronic attendance system is being developed and will be implemented in 

the New Year. 

Governance KRA Milestone Status as at 30 th November 2016 


KRA 1: Improve service delivery and efficiency of 

government spending for priority sectors 







Implement a Pay No 

Bribe programme 

across key sectors 

Improve efficiency 

and effectiveness 

of the Port 

Clean payroll in 

health and education 

Improve Governance 

of Drug Supply Chain 



13/13 

19/22 

1/1 

1/1 



Single Window Technical 

Committee established 

TOR for feasibility study drafted and 

approved by Technical Committee 

Clean Payroll 

for MOHS 

PNB call center 


Review of the supply 

chain completed & 

implementation 

plan agreed 

Pay No Bribe 

Launch completed 

System of generating weekly and monthly 

analysis of data on corruption established 

Updated process map and monitoring 

mechanisms developed 

Rehabilitation 

works carried out 

2017 

Quarterly reporting to public and MDAs 

commenced and will be ongoing 

Integrity Management Committees (IMCs) established in all 

pilot MDAs and meetings commenced 

Rollout of revised paper 

LMIS (including RRIV 

forms and other reporting 

tools) completed 

Teacher Management 

System operationalized 

Feasibility study 

completed 

MEST payroll cleaning exercise completed 

and key governance reforms identified 

Revised NPPU Act is FHC distributions 

passed establishing clearto hospitals and 

roles and institutional PHUs completed 

relationships on a timely basis 

Today 

3 IMPROVED DATA REPORTING FOR KEY PERFORMANCE INDICATORS AND 

DELIVERY INDICATORS 

PROGRESS TO DATE, SUCCESS STORIES AND CHALLENGES 

The indicator framework for the President’s Recovery Priorities tracks two levels of indicators for each 

KRA: Key Performance Indicators (KPIs) and Delivery Indicators (DIs). To do this effectively, the PDT 

is reliant on data from the MDAs to be reported in an accurate, timely and actionable manner. To this 

end, the PDT has worked with the MDAs to improve on data systems and highlights of progress made 

to date are summarised below. 


Since June, significant improvements have been made in data collection and verification 

Progress to date includes 

improved data availability and 

reporting (185 indicators will be 

tracked by the PDT) means decisions 

can be reliably informed through facts 

Delivery of services and improved 

outcomes can be monitored through 

over 100 indicators tracked at the 

district or chiefdom level (30+ are live 

with back-up information) 

Linkages built between district and 

central MDA data systems through 

data verification exercises (district 

verification conducted for live 

indicators) 

Groundwork established for ensuring 

sustainability of data systems 

through mapping of data flows and 

data issues identification across 250+ 

indicators for all PRP MDAs 

Success stories 

Built database of over 30,000 MSMEs and 

conducted a detailed survey of 945 MSMEs 

Developed database of schools disaggregated by 

section (covering 1000+ sections) and increased 

reporting coverage of situation rooms (including 

attendance, WASH facility monitoring) 

NaCSA collected and monitored disaggregated data 

of beneficiaries by gender and chiefdom (enabling 

future tracking of social impact 

1 

The above notwithstanding, significant challenges with data collection and verification persist across 

all sectors and these must be addressed to ensure the sustainability of the PRP delivery approach. The 

PDT is working with MDAs to address these challenges but these efforts will need to continue beyond 

the tenure of the PRP. 

A summary of continuing challenges with data collection and verification is provided below. 


Key challenges include: 

There is a need to address remaining gaps re data quality, collection 

and verification 

1 

2 

Existing structures(eg. FBOs) are not 

strategically utilized and coordinated to 

enhance data collection and verification (x% of 

live indicators face monitoring challenges due 

lack of granular beneficiary data) 

Lack of requisite tools, resources, and 

technical skills within MDAs for meaningful 

data collection and analysis ( Lack of resources 

was the issue for x% of indicators for which 

sufficient back-up data could not be provided) 

3 

4 

Centralized data systems do not effectively integrate/ 

provide resources for district and community-level 

ownership and monitoring (a number of data 

reconciliation exercises between districts and HQ data 

showed inconsistencies) 

Limited sharing of data across MDAs, IPs, and private 

sector actors, hindering delivery monitoring for x # of 

sub-initiatives 

1 

2 

We are engaging in a two-pronged strategy in the short-term: 

Working with MDAs to address critical data needs related to key KPIs and 

DIs (e.g. individual seeds and fertilizers beneficiaries in MAFFS, maternal 

death reporting in MOHS, School feeding monitoring in MEST). Addressing 

these data needs will support an improved long-term framework for M&E 

beyond the PRP 

Identifying and acting on quick wins on an MDA by MDA basis, which are 

likely to include strengthening institutions to enhance: 1) Coordination of 

collection/ verification 2) District and community-level ownership 3) Data 

sharing 

Long-term: 

Develop a data system 

that institutionalizes 

regular reporting, 

internal accountability 

mechanisms and 

linkages across key 

stakeholders 

2 

STATUS OF DATA FOR INDICATOR TRACKING AS AT 30TH NOVEMBER AND BEYOND 

As stated above, central to the performance measurement and management system of the PRP is the 

tracking of 185 pre-determined indicators (Key Performance Indicators and Delivery Indicators). The 

diagram below provides an indication of the current status of the tracking of those indicators (live, not 

yet live, currently being tracked) and also provides an insight into whether there are: (i) currently 

challenges with the data required to track these indicators; and (ii) whether it is anticipated that there 

will be challenges with the data required to track those indicators. 

Appropriate and verifiable data central to tracking progress 

against targets, and to ensuring robust performance management 

Current status 

185 

Priority 

Indicators 

109 

Currently 

live 

Not yet live 

For 11 live indicators, 

we do not have the 

granular data required 

for data validation 

although this data has 

been requested 

65 

Verifiable 

data 

available 

11 

Verifiable 

data 

needed but 

unavailable 

Looking forward 

MDA data risk assessment 

conducted for mid-term review 

No data 

verification issues 

Some data 


Major data 


Verifiable data not 

available during PRPs 

due to timing 

48 Initiatives 

52% 

38% 

4% 

6% 

Data verification requirements will 

increase in the next 6 months 

▪ Visual milestones require more 

granular level verification to 

validate delivery 

▪ In January alone, 24 more 

priority indicators become live 

Examples of system-level 

challenges: 

▪ Verification of last-mile service 

delivery 

▪ Discrepancies between data 

from district and central MDA 

HQs 

▪ Resources constraints prevent 

beneficiary-level data 

▪ Need for a more robust data 

strategy within MDAs to preempt 

challenges 

▪ IPs slow to share data 

Risk mitigation strategies 

▪ District level site visits to support verification 

▪ Section and chiefdom targets that enable community-level verification 

▪ External evaluations by independent firms 

4 


4 STRENGTHENED MECHANISMS FOR ISSUES IDENTIFICATION, ESCALATION 

AND RESOLUTION 

OVERVIEW OF THE ISSUES RESOLUTION SYSTEM AS AT 30TH NOVEMBER 2016 

To be effective, the delivery system must go beyond tracking the implementation of the sub-initiatives 

and ensure timely issue identification, problem-solving and resolution. The diagram below describes 

the system in place (at MDA and District levels) to facilitate and support the timely identification, 

escalation and resolution of issues impacting implementation. 

The following sections provide additional information on specific elements of the system. 

FORTNIGHTLY SECTOR DEEP DIVES 

Utilising the Milestones Hit/Missed reports produced from the weekly activity tracker submissions, the 

PDT uses fortnightly Sector Deep Dives to track the progress of issues resolution with the Sector Teams. 

The Deep Dive sessions create a platform for problem solving, and a forum for mutual determination 

of issues that need to be escalated to the Chief of Staff for his intervention or escalated to the 

Presidential Delivery Forum as a “pressing issue”. The Deep Dive sessions include a funding update and 

funding matters requiring follow up by the PDT “budget tracker” are identified and reported on. A 

sample of the fortnightly deep dive schedule is provided below. It is important to note that the 

Capability Building team was incorporated into the Deep Dive schedules from mid-November 2016. 


Sample Sector Deep Dive Schedule 

Week 1 (w/c 24/10/16) 

Day Time Sector Coordinators, 

KRA Facilitators, TAs 

Monday, 24 th Oct 2016 1:30 pm – 3:30 pm Energy 

Tuesday, 25 th Oct 2016 9:00 pm – 10:30pm Governance 

Tuesday, 25 th Oct 2016 11:00 am – 1:00 pm Water 

Friday, 28 th Oct 2016 11:00 am – 12:00 pm Social Welfare 

Week 2 (w/c 31/10/16) 

Day Time Sector Coordinators, 

KRA Facilitators, TAs 

Monday, 31st Oct 2016 11:30 am – 1:30 pm Trade 

Monday, 31st Oct 2016 2:00 pm – 3:00pm Agriculture 

Tuesday, 1st Nov 2016 11:00 am – 1:00 pm Education 

Tuesday, 1st Nov 2016 1:00 pm – 2:00 pm NaCSA 

Friday, 4th Nov 2016 11:00 am – 1:00 pm Health 

INITIATIVE WORKING GROUPS 

Initiative Working Groups (IWGs) meet on a weekly basis and function as the point of coordination 

with MDA teams, Implementing Partners and other stakeholders in respect of a given Priority Initiative. 

Detailed below is a summary of IWGs held since June 2016 which shows that with the exception of 2 

sectors, >70% of IWGs met weekly in the period. 

DISTRICT SECTOR MEETINGS 

District Sector Meetings are the equivalent of the Initiative Working Groups (IWGs) at District Level. 

They are chaired by the District MDA Lead (e.g. DMO for the Health Sector), meet on a bi-weekly basis 

and function as the point of coordination with Implementing Partners and other stakeholders. The 

table below records the District Sector Meetings held by MDA and by district and shows that over 72% 

of District Sector Meetings were held by MOHS, MEST and MAFFS across all districts in the period to 

30 th November 2016. 


District Sector Meetings – record of meetings held over 4 months 

period (8 bi-weekly meetings) 

% meetings 

MoHS MSWGCA NaCSA MEST MAFFS MTI MoWR MoE 

Governance 

held by 

district 

Bo 75% 63% 50% 38% 25% 63% 100% 50% 58% 

Bombali 88% 75% 63% 75% 75% 25% 63% 13% 0.625 60% 

Bonthe 88% 38% 50% 75% 38% 58% 

Kailahun 75% 100% 50% 88% 100% 63% 79% 

Kambia 100% 100% 75% 88% 50% 83% 

Kenema 63% 50% 25% 88% 100% 13% 63% 50% 100% 61% 

Koinadugu 50% 38% 75% 100% 88% 70% 

Kono 88% 88% 75% 100% 100% 50% 83% 

Moyamba 88% 88% 63% 88% 63% 75% 77% 

Port Loko 63% 75% 25% 63% 63% 75% 60% 

Pujehun 75% 25% 100% 50% 38% 58% 

Tonkolili 100% 38% 25% 75% 50% 50% 56% 

Western 

Rural 50% 25% 38% 50% 38% 38% 38% 39% 

Western 

Urban 63% 38% 50% 75% 38% 38% 75% 25% 50% 

Summary 

by Sector 76% 60% 45% 73% 72% 25% 56% 59% 55% 

3 

DELIVERY FORUM REPORTING OF THE DISTRICT ISSUES ESCALATION LOG 

The District Issues Escalation Log is an online tool designed to support the tracking of and escalation 

to MDAs of issues affecting implementation at district level. Issues are recorded in the Escalation Log 

by the PDT District Teams after consultation with the District MDA Lead. The issues can be viewed by 

the PDT Sector Teams and by the MDA KRA Leads on a real-time basis, responded to immediately or 

tabled at the appropriate IWG. In order to ensure more effective use of the District Issues Escalation 

Log in the period to 30 th November 2016, the status of outstanding issues on the log was included in 

the reporting templates for the weekly Delivery Forum meetings. Please see sample below of the 

District Issues Escalation Log and of the Delivery Forum reporting template for the same. 

District Issues Escalation Log 


District Issues Escalation Log Status – Delivery Forum reporting template 

District Issues Resolution Tracking – Status of Escalated 

Issues Log 

>5 3-5 0-2 

MDA 

Cumulative no. 

of issues since 

28 th July 2016 

Number of open 

issues as at 30th 

November 2016 

RAG status as at 30 th 

November 2016 

(based on number of 

current open issues) 

Change 

Health 26 6 

MSWGCA 9 6 

NaCSA 5 0 

Education 9 0 

MAFFS 15 5 

MTI 5 1 

Water 6 2 

Energy 8 2 

Governance 7 1 

Total 90 23 

*as of 30 th November 2016 

4 

QUALITY ASSURANCE (QA) TEAM ENGAGEMENT 

The Quality Assurance Team worked alongside the District Delivery Teams to provide support to all 

key District Stakeholders (including District Council Chairmen and MDA District Leads). Emphasis was 

placed on enhancing the effectiveness of the use of the District Delivery systems, processes and tools 

to drive issues identification, reporting, resolution and escalation (District Sector Meetings, District 

Issues Escalation Log and District Recovery Forums). Support was also given to deepening 

understanding of the detailed activity plans. 


DISTRICT COUNCIL SURVEY REPORT 

A survey conducted of District Council Leaders in early December 2016 indicated that the PRP process 

is improving service delivery with 64% of respondents stating that the PRP was helpful for Issues 

Resolution. The full results of the survey are provided below. 

Feedback from District Councils indicates that 

the PRP process is improving service delivery 

Key 

Not helpful 

Somewhat helpful 

Very helpful 

I don’t know 

An SMS based survey was sent to all district chairmen, mayors and chief administrators, with a total sample size of 36 

respondents. Feedback was received from 22 respondents, representing 12 of the 14 districts. 

Overall Satisfaction of delivery system 

Koinadugu 

How helpful do you find the PRP for 

Improving 

Accountability 

Improving Service 

Delivery 

4.0 42.0 

32.0 

IP Coordination 

11.0 

32.0 

64.0 

50.0 

50.0 

4.0 

4.0 

7.0 

Kam 

bia 

Bombali 

MDA Coordination 

7.0 

26.0 

67.0 

Western Area 

Urban 

Port Loko 

Tonkolili 

Kono 

Issue Resolution 

32.0 

64.0 

4.0 

Western Area 

Rural 

57.0 

Moyamba 

Bo 

Kailahun 

Kenema 

How helpful are the following tools/ systems 

Activity Plans 

40.0 

55.0 

5.0 

Bonthe 

Pujehun 

Issues Log 

51.0 

36.0 

13.0 

Key 

Not satisfied 

Somewhat satisfied 

Very satisfied 

I don’t know 

No response 

Chiefdom Targets 

District Delivery 

Forum 

Sector Meetings 4.0 

25.0 

45.0 

29.0 

75.0 

51.0 

67.0 

4.0 

0% 50% 100% 

5 


5 INCREASED ACCOUNTABILITY AND TRANSPARENCY 

DEEPENED COMMUNITY ENGAGEMENT VIA DISSEMINATION OF SECTION TARGETS 

In order to build sustained demand for services, strengthen transparency and accountability, enhance 

inclusion and increase the chances of sustainability of the PDT delivery approach, deepened community 

engagement and ownership is being fostered. 

It was determined by the PDT that >70% of all Sections (administration units within chiefdoms) have at 

least 1 delivery indicator that could be monitored and that consequently all Section chiefs nationwide 

should be informed of the delivery indicators that are relevant to their Sections. From 22nd November 

2016 to 9th December 2016, the PDT embarked on a tour of all Districts (excluding Western Area Urban 

and Rural) and disseminated to the 149 Paramount Chiefs and the 1,234 Section Chiefs the Section level 

targets for services with trackable delivery indicators, that are to be delivered under the PRP by MOHS, 

MEST and MAFFs (e.g number of school classrooms to be built in a section). 

Transparency and accountability - Chiefdom and section-level 

monitoring of PRP targets deepens community ownership 

Overview of Section Targets 

Current breakdown of Sections by Number 

of Relevant Delivery Indicators (1,234) 

281 

67 

198 

None 

1 

Current Delivery Indicators 

available at Section-level 

Agriculture: 5 

Water: 3 

Education: 3 

Health: 2 

183 

2-3 

505 

4-10 

>10 

• Additional section targets 

will be added in January, 

as implementation 

progresses. 

*70% of sections have 2 or more indicators to monitor 

The information provided to Paramount Chiefs and Section Chiefs included: the specific location where 

applicable (e.g. name of a school or a health facility); the planned start date and planned end date for 

service delivery; and the name of the implementing agency (MDA or implementing partner). 

From January 2017, Paramount Chiefs and Section Chiefs will be provided with logistical support to 

enable them to monitor progress of the service delivery at Section and Chiefdom level thereby 

strengthening and complimenting the work of the District Councils and MDAs to identify, escalate and 

resolve service delivery issues on a timely basis. The monitoring tool to be used by the Section Chiefs 

and the monitoring framework are detailed below. 


CHIEFDOM Activity Monitoring Tool 

The Section Chief 

where the activity is 

implemented and 

being monitored is 

captured here 

Details in column B to column I to be 

reviewed and observations, 

comments, feedback captured and 

noted during each visit 

The specific date of 

each visit to be 

entered here 

23 

Chiefdom and Section Target Monitoring Process 

Monthly 

Monitoring Tool 

CEO prints 

chiefdom targets 

for month 

Paramount Chief holds 

monthly meeting with all 

Section Chiefs. 

at meeting CEO 

distributes monthly 

Chiefdom Activity 


Provide update from 

Paramount Chief’s 

meeting to PDT via 

District Status Reports 

Meeting minutes, 

Action Tracker 

Consolidated 


from all relevant 

sections 

CEO reviews 

monitoring 

reports and 

logs issues if 

appropriate 

Chiefdom 

Targets 

Each Section 

Chief makes 

bi-monthly 

monitoring 

visit 

Completes 



received from all 

relevant sections 

CEOs 

reviews, input 

into form and 

send to 

Central PDT 

Paramount 

Chiefs 

receives all 

monitoring 

tool sheets 

from Section 

Chiefs 

Completed 

Monthly Monitoring 

Tool 

24 

HEIGHTENED PUBLIC AWARENESS VIA ACCELERATED COMMUNICATIONS CAMPAIGN 

In the period from 1 st September 2016 to 30 th November 2016, the PDT has significantly accelerated its 

communications campaign with the introduction of additional print and radio coverage of PRP activities 

and achievements. 


A monthly PRP newsletter has complemented national and international press articles and media 

advisory pieces. Of great import is the commencement of the fortnightly “Leh we make Salone grow” 

radio programme which features MDA staff “on the ground”, direct beneficiaries of PRP activities and 

other stakeholders. Broadcast nationwide in Krio and on over 30 local radio stations, “Leh we make 

Salone grow” has considerable reach and has contributed tremendously to raising public awareness of 

the PRP. 

During the period to 30 th November 2016, the PDT also began the “Recovery Hour” on primetime 

Democracy Radio 98.1 FM’s Gud Monin Salon. Reaching a significant percentage of listeners in the 

Western Area, this live programme at 7.30am every Friday morning has been extremely effective in 

communicating PRP activities and achievements through interviews with the MDA Teams (KRA Leads, 

Initiative Owners and Sub-Initiative Owners) responsible for service delivery. 

The diagram below summarises the key communications media used by the PDT in the period. 

We are using online, social and traditional media to keep citizens 

and stakeholders informed 

239,000 reached 

through Facebook 

>700 

Twitter followers 

‘Leh we make Salone grow’ , 

a half hour magazine style radio programme 

giving fortnightly news and 

updates on the PRP and dedicated 98.1 

“Gud Monin Salon” every Friday 

195,000 reached 

through WhatsApp 

This Week in 

Recovery 

presidentsrecovery 

priorities.gov.sl 

Dedicated PRP 

website 

PRP Monthly Newsletter, plus 

regular articles in the printed 

press 

“…the presence of a 

delivery unit is not the 

only way to drive delivery 

and demonstrate 

leadership 

commitment…citizen 

feedback is widely used in 

many countries. In fact, 

the wide use of social 

media and technology 

has further amplified the 

pressure for political 

leaders and governments 

to deliver” 

“Ministers share experience of leadership 

for delivery” - World Bank Feature Article 

June 2014 

USE OF THIRD PARTY ACCOUNTABILITY MECHANISMS - SABI COLLABORATION 

In November 2016, the Strengthening Accountability, Building Inclusion (SABI) programme, began 

working independently of, but alongside the PDT in its contribution to the achievement of the PRP. 

SABI is a civil society initiative, led by Christian Aid, and implemented through a consortium of the 

agencies which will inter alia, produce a radio programme relating to service delivery and the PRP and 

manage a network of Youth Accountability Volunteers who will gather data on citizen perceptions of 


service provision. SABI will also work with civil society organisations to increase community engagement 

and will focus on building relationships between citizens and state service providers in order to 

contribute towards improved service delivery in Sierra Leone. 

To support the PDT’s efforts to strengthen transparency and accountability through the use of a third 

party accountability mechanism, SABI has been provided with a letter from the Chief of Staff requesting 

relevant MDAs at national and district level, District council structures and traditional leadership 

structures within communities collaborate with SABI. 


6 CAPACITY BUILDING PROGRAMME ROLLED OUT 

CAPABILITY BUILDING PROGRAMME GOALS AND APPROACH 

The Capability Building programme has been designed to enhance and further embed the skills and tools 

needed for delivery of the PRP. The long-term and short-term goals are summarised below. 

PRP Capability Building Programme Goals 

Our Goals 

Establish and embed the skills 

needed for delivery 

Support MDA counterparts to use 

the tools for delivery 

Help change expectations and 

attitudes through the experience of 

delivering results and thus 

inculcating new habits to support 

delivery long term. 

Short-term: in the short term the capability 

building programme must ensure capacity is in 

place to deliver the President’s Recovery 

Priorities by June 2017. 

Long-term: we aim at more lasting impact, by 

handing over delivery of capability building 

processes to a permanent home (expected to be 

in the Civil Service Training College) and by 

seeking to effect some changes in the ways of 

working, habits and attitudes of key individuals 

Culture change is fundamental and we cannot expect – 

through a tightly-focused programme in the 11 priority 

MDAs – to change a whole system in the timeframe of the 

PRP. But by 30 th June 2017 we aim to have facilitated and 

supported key leaders in priority MDAs to make some 

measurable impact. 

2 

Capability building is being delivered to three cadres: (i) KRA Leads; (ii) Initiative Owners and Sub- 

Initiative Owners; and (iii) District Council and District MDA teams. The approach being adopted for the 

Capability Building Programme is a combination of “field” and “forum” where “forum” is delivered in a 

lecture room settings and “field” is delivered through coaching (either on a one-on-one basis or in peer 

groups). In the period to 30 th November 2016, the focus of the Capability Building Programme was the 

delivery of “field” sessions and this was successfully achieved across the three cadres as summarised 

below. 


Capability Building Program – Sessions to date 

KRA Leads Session 1: 

Leadership Program Launch 

(9 th Nov 2016) 

•60 Participants Senior Department heads from MDA’s from the 7 PRP priority 

sectors 

•10/13 KRA Leads attended 

•Those that couldn’t attend sent high-level surrogates 

KRA Leads Session 2: 

Delivering results as a team Part 1 

(23 rd Nov 2016) 

•24 KRA Leads and Senior MDA Staff Attended 

•All 7 PRP sectors in attendance 

•Modules and Topics covered: Leading Self and Leading Teams 

IO/SIO Session 1: 

Analytics and introduction to 

performance tracking 

(21 st Oct 2016) 

•Modules and Topics covered - Analytics, Understanding the PDT Tracker, 

Introduction to excel. 

•21 Attendees 

•Attendess from 5 of the 7 PRP priority sectors 

IO/SIO Session 2: 

Effective Project Delivery 

(10 th Nov 2016) 

•Modules and Topics covered - Effective Communication, Effective Presenting, Risk 

and Stakeholder Management and Project Performance Tracking. 

•53 Attendees 

•All 7 PRP priority sectors in attendance 

District Support Team (DST): 

Train the Trainer (TTT) Sessions 

•Session 1 – 12 th Oct, Project Planning Effective Meetings & Analytics 

•Session 2 – 8 th & 11 th Nov 2016, Effective Project Delivery Course (All 4 Modules) 

DST: District Level Capability Building 

•32 sessions held across 12 Districts 

•Modules and Topics Covered - Effective Meetings, Project Planning and Analytics 

•Participants - Senior and mid-ranking staff across four key Ministries: MAFFS, 

MEST, MHS, MWR plus Council DPOs and M&E Officers 

6 

CAPABILITY BUILDING FEEDBACK TO DATE 

The feedback from the Capability Building sessions delivered to date has been overwhelmingly positive 

as captured by the participants’ responses detailed below. 

Participants felt they knew more about the topic after the training 

What was your level of knowledge on this topic? 

% of respondents saying High, Very High, or Expert 

87 

90 

“It will strengthen my team 

members to be committed to their 

work so as to achieve success” 

72 

29 

39 

20 

“Improve my communication during management 

meetings” 

“Better to track my project KRA performance 

KRA-lead 

Nov forum 

Before 

After 

IO/SIO 


IO/SIO 

Dec forum 

“I will improve my relationship 

with team members” 

1 - Discuss the important key ideas with the 

rest of the team members 

2 - Examine myself by looking back at my 

biases and try to reduce them 

3 - Accept people as they are in the team 

Source: Feedback forms completed by attendees at conclusion of training 

7 


Participants felts the training was very relevant… 

How useful is this topic to your working in your current position? 

% of respondents 

100% 

KRA-lead 


0 5 

57 

38 

Not useful at all 

Somewhat useful 

IO/SIO 

Oct forum 

IO/SIO 


0 4 3 

0 6 

5 

73 

78 

20 

11 

Moderately useful 

Highly useful 

Absolutely critical 

IO/SIO 

Dec forum 

0 

80 

20 

“Great impact on my risk 

management strategy and 

communication to stakeholders” 

“It will help me 

manage time and act 

with integrity and 

without biases to my 

decisions " 

“It will help me organise my work 

(simple, clear and compelling) and to 

communicate effectively” 


8 

…and that they would benefit from further training on the topics 

How much would you benefit from further training on this topic? 

% of respondents 

100% 

KRA-lead 

Nov forum 1 

68 30 

Not at all 

A little 

IO/SIO 

Oct forum 

IO/SIO 


0 

0 

6 

63 

37 

70 24 

Somewhat 

A lot 

Absolutely need more 

IO/SIO 

Dec forum 0 

90 

10 

"I would like the PRP to go to all MDAs to train 

staff so that they can gain knowledge about 

leadership“ 

"Regular training 

would help us 

perform better” 


9 


7 FUNDING DISBURSEMENT TRACKING INTRODUCED 

PDT RESOURCE DEDICATED TO TRACKING FUNDING DISBURSEMENTS 

A significant percentage of milestones at 31st August 2016 were not achieved as at the planned date as 

a result of delays in funding disbursements. To that end, a dedicated PDT resource was engaged to track 

funding disbursements and a tracking mechanism was introduced. This strategy has been highly 

effective and has facilitated the resolution of a number of funding disbursement obstacles with both 

Government of Sierra Leone and Development Partners. 

FUNDING DISBURSEMENTS STATUS AS AT 30TH NOVEMBER 2016 

As at 30 th November 2016, the PRP initiatives were 98% funded however timely disbursements, while 

essential, were not being effected consistently across the sectors. Energy and Water sectors are clear 

exceptions with disbursement of funds for those two sectors standing at 4% each. With the exclusion 

of the Energy and Water sectors, disbursements levels for the remaining five sectors at 30 th November 

2016 stood at 40% which is not an unreasonable position at this juncture. 

98% funding in place but disbursement rates not uniform across 

sectors posing risk to timely delivery 

Funding Commitments of $821.4m (exc gap) 

22% 

$179.63m 

78%, 

$641.77m 

Donor 

GoSL 

Disbursements to date ($m) 

34.3 

17 

73% 

37% 

27% 83% 17% 

Education 

Governance 

156.11 

63% 

Health 

PRP total $m Excl. Energy $m 

Total Budget 839.01 437.93 

Donor 641.77 395.39 

GoSL 179.63 24.93 

Gap 17.60 17.60 

62 

54% 

46% 

PSD-AG 

19 19.2 

32% 1% 

68% 99% 

PSD-MTI 

Pending 

Social 

Protection 

130.3 

96% 

Water 

4% 

Disbursed 

401.1 

96% 

4% 

Energy 

Funding Risk Assessment (by initiative) 

▪ 84% of initiatives have 

limited to no funding 

risks attached; 

25 

15 

4 

4 

No issues 

Minor issues 

Major issues 

Funding not 

likely to be 

resolved 

▪ 8% have major funding 

risks and 8% will likely 

be unable to resolve 

their funding issues by 

June 2017 

Unlikely to be 

resolved by June: 

Energy: T&D (22 

unserved 

communities) 

Energy: PPA 

Ratifications 

Health: RMNCH HR 

Water: Catchment 

areas 

4 

IMPORTANCE OF IMPLEMENTING PARTNER (IP) COORDINATION AND MONITORING 

As highlighted in the diagram above, 78% of PRP funding is from Development Partners (donors). 83% 

of donor funding is channeled through IPS and not through GoSL. Effective coordination and monitoring 

of IP activities and funding disbursement is therefore critical to the success of the PRP and is built into 

the delivery system through the IWGs and District Sector Meetings. To reinforce this point, highlight 

existing challenges and provide a forum for dialogue, the PDT convened a successful meeting of IPs, 

Development Partners and MDA Teams on 28 th October 2016. 


MINISTRY OF FINANCE AND ECONOMIC DEVELOPMENT (MOFED) SUPPORT 

MOFED is playing a key role in supporting the delivery of the PRP priority initiatives, ensuring that 

funding disbursements are made on a timely basis and that issues are appropriately resolved. This is 

not only true of initiatives which are GoSL funded, but is also relevant for funding from Development 

Partners (e.g. World Bank) that channel their funds through MDAs. 

Furthermore, reinforcing GoSL’s commitment to the PRP, MOFED listed the PRP as one of its three 

major priorities for budget allocation (the other two priorities being Civil Registration and Local 

Content) for the Fiscal Year 2017 National Budget. All MDAs were encouraged to include any existing 

priority initiative funding gaps in their MDA 2017 budget allocation submissions. 

Linked to GoSL budget prioritisation and also demonstrating GoSL’s commitment to the PRP, was the 

alignment of the annual Performance Contracts of participating MDAs (signed in mid-2016) to the PRP 

priority initiative targets. 


8 RISK ASSESSMENTS AND LOOK FORWARD PROJECTIONS 

OVERALL RISK ASSESSMENT 

Risk assessments were conducted for all priority initiatives at the end of November 2016 and these 

formed the basis for “look forward” projections in respect of the anticipated status of priority initiative 

targets by 30 th June 2017. 

Based on our risk assessment, significant progress towards reaching the 

priority initiative targets will be made by 30th June 2017 

Projected June ‘17 

Achievement 

48 Initiatives 

56% of priority initiatives 17 

will meet 100% of 

targets by 30 th June 

2017; 

An additional 21% of 

priority initiatives will 

meet 100% of targets 26by 

31 st December 2017 

Projected 

to hit 100% 

of target by 

June 2017 

50 – 99% of 

target by 

June 2017 

27 

16 

4 

KRA 1: Save the lives of 600 women and 5,000 children by 2018 

Initiative ratings and risks 

No issues Some issues Major issues Very unlikely Issues will be resolved within agreed timeframe 

Initiative Activity Funding 

1. Human resources for improved 

RMNCH outcomes 

2. Increase capacity of community 

health workers 

3. Strengthen Supply Chain System 

Verifiable 

Data 

Comments 

▪ Funding not available to hire target number 

of staff or for foreign tutors for new set 

of midwives 

▪ If all CHWs are identified by Dec, which includes a complex 

microplanning exercise and some difficult decisions on 

release of some staff and hiring of others, all will be trained 

and operational by June ’17 

▪ Awaiting confirmation of additional $2m from DFID 

▪ Achievement of objectives will require rapid progress on 

passing Act for NMSA 

▪ Allocated govt funding to support NMSA operations are 

inadequate 

▪ Data on stock availability is limited 

4. Reduce teenage pregnancy 

5. Develop a functional national 

ambulance service 

6. Improve Emergency Obstetric 

Services 

▪ Activities on course 

▪ Procurement delays have slowed progress 

▪ While infrastructure renovation is proceeding relatively well, 

there are procurement challenges, and some EmONC 

enablers are not fully funded 

KRA 1: Save the lives of 600 women and 5,000 children by 2018 

Look Forward 

Target expected to be met by June 2017 50 – 99% of target expected to be met by June 2017 0-49% of target expected to be met by June 2017 

June 2017 Target 

Will target be 

met in June? 

When? 

What progress is likely 

by June? 

1. Expand HRH 

2. Increase capacity of 

community health workers 

3. Strengthen supply chain 

4. Reduce teen pregnancy 

5. Develop a functional 

national ambulance 

service 

2,850 health workers recruited and 

Full number will 

deployed 

not be recruited 

15,000 CHWs trained on revised 

June 2017 

modules and redeployed 

85% of facilities with >85% of most 

June 2017 

essential drugs for FHC available 

100 AYFC established 

February 2017 

149 ambulances 1 Likely May 2017 

Personnel equating to 

approximately $1.2m will be 

in place (may be 400-650 persons) 

100 CCE distributed and installed, 

and LLINs distributed. 

FHC drug availability improved, 

though procurement and leakage 

challenges may hinder reaching 

100% 

6. Improve emergency 

obstetrics services 

37 facilities rehabilitated 

December 2017 

10 fully rehabilitated for 

infrastructure, and 28 other 

started; full meeting of EmONC 

standard unclear 

1 149 was the original target, and reflects the fact that 150-200 ambulances are required to meet international norms on speed of transfer for emergency obstetric cases 


KRA 2: Prevent, detect, respond to epidemics and ensure zero cases of healthcare associated EVD 



Initiative 

Verifiable 

Activity Funding data Comments 

1. Strengthen health data systems ▪ Focus has been on quality of data through integration of 

programs at central level, rather 

than improving completeness of reporting 

▪ MDSR has conducted first major exercise in reporting maternal 

deaths and now working on strengthening review process 

2. Improve infection Prevention and 

Control, Screening and Isolation and 

WASH in health facilities 

3. Strengthen Integrated Disease 

Surveillance, Reporting, and Response 

at National, Facility 

and Community Levels 

▪ Partners will generally scale down support for IPC beginning next 

year, which may create challenges; possible funding gaps 

currently being quantified 

▪ WASH upgrades proceeding well 

▪ Reporting is very strong, routinely over 95% 

▪ EOC and RRTs will conduct simulations soon, allowing assessment 

▪ One lab is unfunded, but the other 3 are meeting their 72 hour 

target (Global norms suggest it is not critical for an infectious 

disease response to have more than 3 labs in a country the sizer 

of Sierra Leone) 

4. Improve community sanitation, 

hygiene and solid waste 

management 

▪ Implementing partner needs to identify communities for CLTS 

immediately, now that majority of water mapping is complete, or 

program will be delayed 

KRA 2: Resilient Zero 

Look Forward 




met in June? 

When? 


by June? 

1. Strengthen health data 

systems 

85% health facilities with complete 

monthly report 

June 2017 

2. Improve IPC, screening 

& isolation, and WASH 

in health facilities 

1. All health facilities achieve >80% 

compliance to Infection, Prevention 

and Control 

Continuous 

>80% hospitals compliant and 

>50% PHUs compliant by June 

2017 

2. 435 PHUs meet national 

guidelines for WASH 

Dec 2017 

>70% of the 435 complete by June 

2107 

3. Strengthen Integrated 


Reporting, and Response 

at National, Facility and 

Community Levels 

1. All health facilities achieve >80% 

complete IDSR reports 

% of Rapid Response Teams 

dispatched within 24 hours after 

notification of suspected epidemic 

disease 

June 2017 

June 2017 

RRTs in place but require 

simulation practice 

4. Improve Community 

Sanitation, Hygiene, and 

Solid Waste Management 

400 communities have CLTS 

On target 

for June 

All 400 communities can have 

CLTS but only if UNICEF agrees to 

identify communities now that 

majority of watermapping is 

complete 

59 wards in Western Area cleaned 

June 2017 


KRA 1: Ensure continuous care for EVD Survivors 



Initiative 

Activity 

Funding 

Verifiable 

Data 

Comments 

1. (MOHS) EVD Survivors Health Care 

1. EVD Survivors registered and tracked 

• Registration, verification, uploading of EVD S’ 

data in 13 districts still pending 

• SLAES offices in 11 districts not yet 

established 

• Sustainability and future funding of SLAES not 

yet fully clarified 

2. Provide livelihood support to EVD 

Survivors 

• Start-up-kits in ALL districts not yet 

disbursed. 

• Some delays in implementation due to 

external influences 

3. Capacitate social work force to 

enhance social service delivery to EVD 

Survivors 

• Roll out plan and launching of programme 

significantly delayed 

• Funding of 600 social workers under 

discussion with DFID 

KRA 1: Ensure continuous care for EVD Survivors 

Look Forward 




met in June? 

When? 


by June? 

4052 EVD Survivors cared 

for 

June 2017 

1. EVD Survivors 

registered and tracked 

Social services for 4052 

EVD survivors provided 

and tracked 

March 2017 

2. Provide livelihood 

support to EVD Survivors 

4052 EVD survivors 

receiving livelihood 

support 

June 2017 

3. Capacitate social work 

force to enhance social 

service delivery to EVD 

Survivors 

600 work force recruited 

Feb 2017 


KRA: Providing Cash Transfers to 59,000 Vulnerable Households Nationwide 



Initiative 

1. 47,400 extremely poor & vulnerable 

households receiving unconditional cash 

transfers 

Activity 

Funding 

Verifiable 

Data 

Comments 

▪ 41,232 households supported 

▪ Final payment to be made on Friday to an 

additional 7,272 unconditional households will 

be paid bringing total to over 48,504 

▪ Current focus is on fundraising to continue 

support for beneficiaries that might roll off 

program 

2. 11,600 youths in extremely poor and 

vulnerable households receiving 

conditional cash transfers through Labour 

Intensive Public Works 

▪ 15,548 youths supported – exceeded target by 

3,948 

KRA 2 : Providing Cash Transfers to 59,000 Vulnerable Households Nationwide 

Look Forward 




met in June? 

When? 


by June? 

59,000 vulnerable 

households receiving cash 

transfers nationwide 

64,025 Households 

Target exceeded 

December 9, 2016 

1. 47,400 extremely poor 

& vulnerable households 

receiving unconditional 

cash transfers 




December 9, 2016 

2. 11,600 youths in 



receiving conditional cash 

transfers through Labour 

Intensive Public Works 




November 21, 2016 

KRA 

Targets 

Reached 


KRA 1: Improve learning outcomes by training at least 40,000 teachers in core subjects and 

reducing overcrowding in severely affected schools 



Initiatives 

1. Increase quality of instruction in 

schools 

2. Clear payroll 

3. Reduce unapproved schools 

1.3 


and coordination via Situation Room 

5. Reduce overcrowded classrooms 

1.5 

6. Improve Water and Sanitation 

Hygiene (WASH) in Schools 

Verifiable 


• No issues 

• Challenging on-boarding of PWC to run exercise 

• Phase 2 verification on-going but started later than expected 

exercise 

• Situation Room coverage and completion rates have been 

improving significantly each month 

• Funding delays causing challenges with monitor incentives 

• Classroom construction in Freetown has been slower than 

elsewhere; IDB procurement started but slower than expected 

• Additional ~60 classrooms request to DFID (approx. cost of 

£2.5m) 

• Construction has not yet begun due to rains (leading to lack of 

verifiable data) 

• Existing 75 WASH facility gap, request sent to DFID (approx. 

£1m) 

Education KRA 1: Improve learning outcomes 

Look Forward 




met in June? 

When? 


by June? 

100% of core content teachers using 

validated lesson plans 

June 2017 

150 schools with overcrowding 

addressed 

August 2017 

225 classrooms complete; 

275 in-progress of construction 

1. Increase quality of 


2,700 lesson plans developed for 

Mathematics and English 

January 2017 

2. Clear payroll 

Ghost teachers cleared off the 

payroll 

June 2017 

3. Reduce unapproved 

schools 


and coordination via 

Situation Room 

500 new schools approved 

80%+ of schools monitored with 

fully complete reports 

To be 

determined 

June 2017 

Target is to clear 1,500 applications 

by June; # approvals will depend on 

quality of school applications 

5. Reduce overcrowded 

classrooms 

500 classrooms constructed and 

furnished 


225 classrooms complete, 275 inprogress 

of construction 

6. Improve Water and 

Sanitation Hygiene 

(WASH) in schools 

360 WASH facilities constructed or 

rehabilitated 


At least 295 WASH facilities 

completed or under construction 


KRA 2: Institute nationwide school feeding for 1.2 million children in GoSL/GoSL assisted primary 

schools 



Initiatives 

1. Launch school feeding programme 

Verifiable 


• School feeding launched 6 December 

• Monitoring required to ensure all schools receive funding 

(including for Term 2) and are operating in line with 

guidelines 

• On-going challenges with resourcing monitoring plan 

Education KRA 2: Launch School Feeding 

Look Forward 




met in June? 

When? 


by June? 

1.2 million students at school 

feedincertified schools being fed 

2x per week 

June 2017 

0.8-1 M pupils 

1. Launch school 

feeding programme 

3,000 schools applications 

processed and approved for 

school feeding 

To be 

determined 


KRA 1: Create 10,000 jobs across key agriculture value chains 



Initiative 

Activity 

Funding 

Verifiable 

Data 

Comments 

1. Increase agricultural production and 

productivity of targeted crops & 

livestock 

▪ Delayed funding access for extension 

division 

▪ Maintenance of reforested areas delayed 

due to establishment of incorrect 

timelines 

▪ Some funding delays at IP level, e.g. 

SCADEP due to late fund manager 

appointment, as well as from District 

Council / MOFED 

2. Enhance commercial agriculture 

development 

▪ Awaiting final completion of drying floors 

and 3 community stores and their 

handover 

▪ GIS coordinates for feeder road mapping 

are incomplete 

▪ Delay in training for Rural Financial 

Institutions (RFI) on agriculture credit and 

value chain finance 

▪ Delay in monitoring of fund management 

and beneficiaries 

KRA 1: Create 10,000 jobs across key agriculture value chains 

Look Forward 




met in June? 

When? 


by June? 

Number of jobs created 

across key agriculture 

value chains = 10,000 

Jan 2017 

1. Increase agriculture 


productivity of targeted 

crops & livestock 

1,226,445 MT of rice 

produced 

15,965,983 

poultry produced 

Mar 2017 

June 2017 

2. Enhance commercial 

agriculture 

development 

52 ABCs engaged in 

processing/marketing 

local products 

2,500 small holder 

farmers with access to 

finance 

1,309 km of feeder road 

rehabilitated 

June 2017 

June 2017 

June 2017 


PSD KRA 2: Support 1,000 MSMEs to increase their competitiveness, including agribusinesses 

across key value chains 



Initiative 

Activity 

Funding 

Verifiable 

Data 

Comments 

1. Develop and operationalize 

institutional framework to support SMEs 

▪ Major challenges with access to finance: 1) 

wholesale funders want banks with 5-8% 

NPL, which is aggressive for the market; 2) 

misalignment of flows (i.e. Standard 

Chartered), and 3) banks cite regulatory 

constraints, i.e. foreign/ local currency 

lending risks. 

2. Improve access to markets across key 

value chains 

▪ All security institutions have agreed to 10% 

local sourcing for institutional feeding 

contracts but pre-financing remains an issue. 

A consortium of local processors is being 

formed in order to strengthen positions, 

mitigate risks. 

3. Improve the business enabling 

environment 

▪ Targeted Doing Business reforms on track and 

effectively supported. Additional fine tuning 

of activities plan and targets is currently in 

process. 

KRA 2: Support 1,000 MSMEs 

Look Forward 




met in June? 

When? 


by June? 

5% average increase in 

revenue of targeted MSMEs 

June 2017 

2.1. Develop and 

operationalize 

institutional framework to 

support SMEs 

750 SMEs reporting improved 

business practices (within 

defined range) 

June 2017 

At least 750 MSMEs 

supported by PRPs report 

increased business practices 

2.2. Improve access to 

markets across key value 

chains 

10% increase in transaction 

volumes of targeted rice 

processors 

September 2017 

Local processors participating 

in institutional feeding 

experience a growth in sales 

and revenues 

10% of rice sourced locally for 

targeted institutions 


50-75% of target met 

2.3. Improve the business 

enabling environment 

1-point ranking increase in the 

following WB Ease of Business 

topics: 

• Starting a Business 

• Getting Credit 

• Enforcing Contracts 

• Resolving Insolvency 

October 2017 

World Bank Doing Business 

Ranking only expected to be 

released in October 2017 


KRA 1: Provide access to safe, affordable and sustainable water supply services to 

600,000 people in Freetown 



Initiative 

Activity 

Funding 

Verifiable 

Data 

Comments 

1. Implement dry season back up plan ▪ Dry season planning activities likely to extend 

into March 2017 

2. Rehabilitate existing Freetown water 

supply infrastructure and implement propoor 

water supply 

3. Protection and regeneration of 90% of 

catchment areas under serious threat to 

safeguard water security and reduce climate 

change vulnerability 

4. Improvement of operating cost coverage from 

KRA 2: Provide safe water supply to 700,000 people in the provinces 



Initiative 

Activity 

Funding 

Verifiable 

Data 

Comments 

1. Provide and restore access to water 

supply in 400 Rural communities 

▪ Initiative implementation delayed by water 

point mapping process 

2. Improving Water, Sanitation and Hygiene 

Services in Small Towns 

▪ In ordinate amount of time spent in identifying 

best option for service provider 

3. Ensure water security through water 

resource management and 

hydrological monitoring 

▪ Initiative on track towards achieving target by 

June 2017 

4. Provide and restore access to water and 

sanitation in 5 districts (Pujehun, Kono, 

Kambia, Koinadugu, Bonthe) 

▪ Spring Boxes and Rainwater Harvesting Systems 

will be completed by Jan 2018 

KRA 2: Provide safe water supply to 700,000 people in the provinces 

Look Forward 




met in June? 

When? 


by June? 

700,000 people with access to safe 

drinking water source in the provinces 

January 2018 

516,370 people will in the provinces 

will have access to safe drinking water 

100% of water supply samples meet 

drinking water quality guidelines 

June 2017 

1. Provide and restore access 

to water supply in 400 Rural 

communities 

149 functioning water supply systems 

rehabilitated 

June 2017 

37,250 people will have access to safe 

water supply at 250 per water points. 

2. Improving Water, Sanitation 

and Hygiene Services in Small 

Towns 

Increase in Revenue generated per unit 

volume of water produced from 0.02 to 

0.08 times 

Model for cost recovery of small 

towns documented and tested 

Scaling up is projected to commence 

from 2018 

3. Water resource 

management and hydrological 

monitoring 

13 of hydro-meteorological and 

environmental monitoring stations 

established 

June 2017 

4. Provide and restore access 

to water and sanitation in 5 

districts (Pujehun, Kono, 

Kambia, Koinadugu, Bonthe) 

1,583 non-functional old water points 

rehabilitated 

125 boreholes constructed 

466 new water points constructed 

1,500 trained WASH committees 

Nov- 2018 

316,600 people accessing safe water 

106,600 people accessing safe water 

55,920 (60%) people accessing safe 

water 

25 rain water harvesting system Jan-2018 


KRA 1: Double Access to Electricity from 125,000 to 250,000 households 



Verifiable 

Initiatives Activity Funding data Comments 

1. Improve conditions for access to 

renewable off-grid electricity 

▪ 

▪ 

Activity plan for Solar Street Lights under review, awaiting final 

contractor selection & MOFED funding schedule to be confirmed 

Access to finance for private solar companies and customers 

under the Energy Revolution remains a significant challenge 

2. Accelerate T&D projects so that 

household access increases 

3. Provide technical and commercial 

support to strengthen the 

sustainability of the sector 

▪ Funding not secured for network expansion sub-initiative (22 

unserved communities), which was expected to contribute 

significantly to the KRA target 

▪ 

Activity plan for Rural Electrification Program under review, 

awaiting final contractor selection & MOFED funding schedule to 

be confirmed 

▪ Expect multiple sub-initiatives complete or near completion by 

Year End 2017 

4. Enhance skill base for utility 

management, operation and 

maintenance of generation and T&D 

assets 

▪ Expect multiple sub-initiatives complete or near completion by 

Year End 2017 

KRA 1: Double access to electricity from 125,000 to 250,000 households 

Look Forward 




met in June? 

When? 


by June? 

Double access to electricity 

from 125,000 to 250,000 

households 

Post YE 2017 

▪ Meeting target dependent upon 1) performance of 

private sector solar companies and 2) qualifying 

which solar products constitute ‘access’ 

▪ Est. 160k/250k households (highly preliminary) 

1. Improve conditions 

for rural access to 

renewable off-grid 

electricity 

2. Accelerate T&D 

projects so that 

household access 

increases 

3. Provide technical and 

transactional support to 

ensure delivery of 

generation projects and 

strengthening of sector 

4. Enhance skill base for 

utility management, 

operation and maintenance 

of gen. and T&D assets 

The number of renewable 

energy systems installed in 

rural settings excluding 

energy revolution (TBD) 

Number of households 

metered and are on a 

distribution line (TBD) 

All targeted policy and sector 

reforms completed 

150 senior technicians and 

engineers to receive 

specialized trainings 

By YE 2017 

Post YE 2017 

June 2017 

June 2017 

▪ Energy Revolution: substantial uncertainty around 

sales volume of private sector solar market 

▪ UNOPS target met: solar power installed in 50 rural 

communities (targeting CHCs as first beneficiaries) 

▪ Est. 25,000 new ‘on-grid’ households by June 

▪ Funding not secured for network expansion subinitiative 

(22 unserved communities), which was 

expected to contribute significantly to the KRA 

target 

▪ Likely 6/6 sub-initiatives complete, with ongoing 

work to ensure continuous improvement of 

regulatory frameworks & prosecution of crimes 

▪ Trainings conducted at senior management and 

board level for EDSA & EGTC, exact schedule to be 

refined with winning contractors in Q1 2017 


KRA 2: Double the total operational power generation capacity from 75 MW to 150 MW 



Verifiable 

Initiatives Activity Funding data Comments 

1. Accelerate projects so that operational 

generation capacity increases 

▪ 3/6 sub-initiatives complete by November 2016 

2. 75MW of new operational generation 

capacity and sign new Power Purchase 


▪ 

▪ 

Additional generation capacity (or projects) required to achieve 

KRA target of 150MW (current shortfall of ~8 MW 1 ) 

Activity plan for Rural Electrification Program under review, 

awaiting final contractor selection & MOFED funding schedule 

to be confirmed 

3. Rehabilitation of generation and 

transmission networks to reduce 

technical losses 

▪ 4/6 power plants rehabilitated by December 2016 

▪ 

Minor funding concern around materials for Blackhall Road 

generation asset 

1 Includes 18MW from AKSA 

KRA 2: Double the total operational power generation capacity from 75MW to 150MW 

Look Forward 




met? 

When? 


by June? 

1. Accelerate projects so 

that operational 


increases 

150MW of total operational 


All policy reforms needed to 

accelerate projects to 

increase operational 


completed 

N/A 

Additional generation 

capacity (new subinitiatives 

) required 

June – 


Total operational capacity of 103 

MW generation capacity (including 

18 MW for AKSA) 

3/5 sub-initiatives complete 

(Sector-wide Policy letter; EDSA 

management contract; and Secure 

WB PRG) 

2. 75MW of new 

operational generation 

capacity and sign new 

Power Purchase 


75MW of new operational 

capacity generated 

N/A 

Additional generation 

capacity (new subinitiatives 

) required 

Construction of two solar 

generators in advanced stages and 

approaching grid connection 

Rural Electrification projects 

preparing for construction 

3. Rehabilitation of 


transmission networks to 

reduce technical losses 

310 sub-stations and 

rehabilitate 6 power plants 

Feb 2017 

(Generation) 

Dec 2017 

(sub-station repairs) 

6/6 generators repaired and 

recommissioned 

Funds disbursed and procurement 

secured for both substation repairs 

and protections 


KRA 1: Improve service delivery and efficiency of Government spending for priority sectors 



Initiative Activity Funding 

1. Implement a Pay No Bribe programme 

across key sectors 

2. Improve efficiency and effectiveness 

of the Port 

3. Clean payroll in health and 

education 

4. Improve Governance of Drug Supply 

Chain 

Verifiable 

Data 

Comments 

• Baseline survey conducted by the 

implementing partner does not provide a 

comprehensive analysis of the public 

perception of corruption 

• Funding needs to be secured for a number 

of activities 

• Issues with funding for the electronic 

Attendance monitoring tool- piloting and 

testing 

• Delays in passing the new NPPU Act, delays 

on the distribution of drugs and in the roll 

out of reporting tools 

KRA 1: Improve service delivery and efficiency of Government spending for priority 

sectors 

Look Forward 




met in June? 

When? 


by June? 

1. Implement a Pay No 

Bribe programme across 

key sectors 

10% decrease in the public 

perception of corruption 

June 2017 

2. Improve efficiency and 

effectiveness of the Port 

10% reduction in average 

clearance time for imports 

June 2017 

3. Clean payroll 

100% of unverified 

workers struck off MEST 

payroll 

June 2017 

100% of unverified 

workers struck of MOHS 

payroll 

June 2017 

4. Improve Governance of 

Drug Supply Chain 

85% of facilities with >85% of most 

essential drugs for FHC available 

June 2017 


9 FOCUS FOR THE NEXT QUARTER 

In order achieve the above “look forward” projections by 30 th June and 31 st December 2017, the PDT 

and the MDA teams must continue to rigorously apply the delivery approach, paying particular attention 

to continued improvements in data collection, verification and reporting, community engagement, 

issues identification and resolution, IP coordination and funding disbursements. 

To optimise the PRP’s final 6 months to 30th June 2017, 

concerted focus is required… 

Use delivery system mechanisms – IWGs, Forum escalation, donor 

coordination – to unblock issues 

Aggressively address challenges with data collection and verification 

Accelerate funding disbursement processes (internal and external) 

Improve IP coordination and monitoring at national and district level 

Strengthen district delivery system for early issues identification and 

resolution 

Deepen community engagement and service delivery demand through 

provision, dissemination, and monitoring of section level targets 

…by 30 th June 2017, 56% of priority initiatives on track to meet 100% of targets; an 

additional 21% of priority initiatives on track to meet 100% of targets by December 2017 

“Leh we make Salone grow!” 

9 


APPENDIX – PRP FUNDING SOURCES 

Health KRA 1: 

Save the lives of 600 women and 5,000 children by 2018 

Initiative 

Sub-initiative 

Source(s) of funds 

Implementing partner(s) 

• 1.1.1 Expand HRH workforce 

• DFID, GoSL 

• 1.1.2 Expand pre-service capacity for midwifery and 

higher nursing cadres to train 226 midwives 

• AFDB, BMZ, DFIF, UNFPA, 

WB, WHO 

• CHAI, UNFPA, WHO 

1.1 

• 1.1.3 Ensure right policy and strategic environment 

for HR management 

• AFDB, DFID, GOSL, USAID, 

WHO 

• CHAI, JSI 

• 1.1.4 Upskill health workforce in RMNCH (training 

and supportive supervision) 

• DFID, JICA, UNFPA, USAID, 

WHO 

• UNICEF, JSI 

1.2 

• 1.2.1 Strengthen National Community Health Worker 

Programme 

• DFID, GLOBAL FUND, 

GOSL, UNICEF, USAID, WB 

• JSI, SAVE THE CHILDREN, PIH, 

IGC, ABC AND DEVELOPMENT, 

IRC, WORLD VISION, HOPE 

INTERNATIONAL, CONCERN, 

MOHS 

• 1.3.1 Ensure supply of long lasting insecticidal nets 

(LLINs) 

• DFID 

• UNICEF 

1.3 

• 1.3.2 Ensure supply and maintenance of cold chain 

equipment 

• DFID, GAVI, JICA, WB 

• UNICEF 

• 1.3.3 Improve supply systems for Free Health Care 

commodities 

• DFID, USAID 

• UNICEF 

1.4 

• 1.4.1 Increase access to and availability of SRH 

services to adolescents 

• DFID, UNFPA, UNICEF, WB 

• MOHS, UNICEF, UNFPA, 

UNOPS 

1.5 

• 1.5.1 Make available reliable transportation to all 

women in need of EMONC services nationwide 

• WB 

• MOHS, UNICEF, UNOPS 

1.6 

• 1.6.1 Bring 25 BEmONC and 4 CEmONC facilities up 

to the required standards 

• DFID 

• MOHS, UNICEF, UNOPS 

1 

Health KRA 2: 

Prevent, detect and respond to epidemics and ensure zero cases of healthcare associated 

EVD 

Initiative 

2.1 

2.2 

2.3 

2.4 


• 2.1.1 Ensure robust data systems with 100% timely 

reporting 

• 2.1.2 Build a maternal and perinatal mortality 

reporting system 

• 2.2.1 Ensure all health facilities achieve >80% 

compliance for IPC measures 

• 2.2.2 Ensure all health facilities meet national 

guidelines for screening and isolation protocols 

• 2.2.3 Ensure 129 HCs and 369 CHOs health facilities 

meet national guidelines for WASH 

• 2.3.1 Ensure all PHUs and port of entry provide 100% 

complete and timely surveillance reports 

• 2.3.2 Ensure CBS provides >80% complete and 

timely weekly surveillance reports on target diseases 

• 2.3.3 Ensure response teams have ability to dispatch 

24hrs after notification of suspected epidemic disease 

• 2.3.4 Establish 14 district and 1 national emergency 

operations centres 

• 2.3.5 Ensure 5 reference labs have capability to 

produce results within 72hrs 

• 2.4.1 Promote community sanitation and Hygiene 


• DFID, GLOBAL FUND, 

USAID, WB 

• AfDB, CIDA, UNFPA, WB, 

WHO 




• DFID 

• DFID, WHO 

• DFID, WHO 

• DFID, WHO 

• DFID 


• 2.4.2 Promote solid waste management • DFID 

• 2.4.3 Promote community sanitation and hygiene in 

Western Area Urban – solid waste management 

• 2.4.4 Promote community sanitation and hygiene in 

Western Area Urban – liquid waste management 

• DFID, GOSL 

• DFID 

Implementing partner(s) 

• CHANGES, JSI, MOHS, 

WHO 

• UNFPA, WHO 

• ICAP, WHO, WASH CON’M, HEALTH 

CO, JSI, UNDP, UNICEF, CHANGES, 





• WHO, CDC, PHE, APHL, IOM, 

EHA, OPTIONS, EHEALTH 









• JSI, CHANGES, UNICEF 

• WHH, GOAL 

• MASADA, FWC 

• GOAL 

2 


Social Protection KRA 1: 

Ensure continuous care for EVD -affected persons and Survivors 

Initiative 1 Sub-initiative Source(s) of funds Implementing partner(s) 

• 1.2.1 Establish definitive EVD survivors database • UNDP/MPTF 

1.2 

• 1.2.2 Provide securitized ID cards for EVD survivors • WB 

• 1.2.3 Strengthen SLAES through capacity building • UNDP/MPTF 

• 1.3.1 24hr internet and ICT center for EVD survivors • WB 

1.3 

• 1.3.2 Livelihood skills training to EVD survivors • UNDP/UNWOMEN 

1.4 

• 1.4.1 Strengthen Social Workforce at all levels • AfDB 

1 SP initiative 1.1 'Facilitate access to the provision of integrated comprehensive free healthcare for survivors (MoHS)' captured under Health sector 

3 

NaCSA – Social Protection KRA 2: 

Provide Cash Transfers to 59,000 Vulnerable Households Nationwide 

Initiative 

Sub-initiative Source(s) of funds Implementing partner(s) 

• 2.1.1 Provide unconditional cash transfers to an additional 

14,260 extremely poor & vulnerable households 

• USAID • CRS, CARE, WVI 

2.1 

• 2.1.2 Continue unconditional cash transfers to 33,708 

extremely poor & vulnerable households 

• WB, USAID • SNAP, Save the Children, 

NaCSA 

2.2 

• 2.2.1 Provide conditional cash transfers in the form of 

Wages to 11,600 youths in extremely poor and vulnerable 

households through Labour Intensive Public Works 

• WB 

• NaCSA 

4 


Education KRA 1: Improve learning outcomes by training at least 40,000 

teachers in core subjects and reducing overcrowding in severely affected schools 

Initiative 


1.1 

• 1.1.1 Develop and distribute lessons plans 

• 1.1.2 Train teachers 

• DFID, WB 

• IRC – led Consortium 

1.2 

1.3 

• 1.2.1 Clear payroll • DFID 

• 1.2.2 Reallocate teachers 

• GoSL 

• 1.3.1.Reform school approval standards and process • GoSL 

• 1.3.2.Implement reforms and approve new schools 

• PWC 

• MEST 

• MEST 

1.4 

• 1.4.1 Train and equip districts to effectively report 

• 1.4.2 Run situation room 

• DFID, GoSL 

• UNICEF 

1.5 

1.6 

Total 

• 1.5.1 Construct at least 500 furnished classrooms • DFID,IDB 

• 1.6.1 Improve WASH standards • DFID 

Education KRA 2: Launch school feeding program 

• WORLD VISION LED 

CONSORTIUM (INCLUDES CRS, 

STREET CHILD) 

• UNICEF 

Initiative Sub-initiative Source(s) of funds Implementing partner(s) 

2.1 

• 1.2 million kids in GoSL and GoSL assisted primary 

schoosl receive school feeding 

GoSL 

• MEST 

5 

PSD KRA 1: 

Create 10,000 agricultural jobs across key value chains 

Initiative 


• 1.1.1 Access to quality inputs • GoSL, IsDB, IFAD, Japan, 

WB, DFID 

• 1.1.2 Training & demonstration facilities • FAO, IFAD, IsDB, Japan, 

GOSL, USAID 

• GAFSP, LFM, MAFFS, 

SOBA, WAAP, RCPRP, 

SMP, WFP 

• MAFFS, GAFSP, LFM, 

SNAP, WFP 

1.1 

• 1.1.3 Provision of agriculture machinery • GoSL • MAFFS 

• 1.1.4 Increase land cultivation and IVS • EU, GIZ, IFAD, IsDB, GoSL, 

WB 

• A4D, BAFS, EFP, GAFSP, 

LFM, MAFFS, RCPRP 

• 1.1.5 Poultry production • GoSL, WB • District Councils, MAFFS, 

SCADEP 

• 1.2.1 Transform ABCs and FBOs • IFAD, IsDB, Japan, SIDA, 

UNDP, USAID, WB 

• GAFSP, LFM, WFP, FAO, 

SNAP, SCADEP 

1.2 

• 1.2.2 Develop agro-processing • DFID, IsDB, GoSL, USAID • SOBA, LFM, MAFFS, SNAP 

• 1.2.3 Feeder road program connects target crops • AFDB, DFID, EU, IFAD, 

IsDB, USAID, WB 

• SLRA, SCADEP, RCPRP, 

OILPALM, LFM, SNAP 

• 1.2.4 Access to finance for farmers & agribusinesses • USAID, WB • SCADEP, SNAP 

6 


Trade – PSD KRA 2: Support 1,000 MSMEs to increase their 

competitiveness, including agribusinesses across key value chains 

Initiative # under 

PSD sector 


• 2.1.1 Establishment and operationalization of 

SMEDA, including key policy reforms 

• GoSL • MTI 

2.1 

• 2.1.2 Business development training and technical 

assistance to SMEs 

• AFDB, DFID, GIZ, IFC, 

UNDP, USAID 

• Business Match-Making 

Program, Cordaid, EPP, 

NAYCOM, MLG, Regrow, 

SD, OCF(AFFORD 

SL/ACTB) 

• 2.1.3 Increase financial inclusion of SMEs in the real 

economy/sectors 

• Cordaid, DFID, IFC, 

Mastercard, USAID, UNDP, 

WB 

• A Call to business, Cordaid, 

Fragile State Facility, Real 

Sector Growth Facility, 

Regrow, SCB, SCADEP, 

UNCDF, WAVF 

• 2.2.1 Increase number of SMEs/agribusinesses 

working with smallholder farmers and entrepreneurs 

• DFID, GoSL, WB • SCADEP, MTI, SLIEPA, 

SOBA 

2.2 

• 2.2.2 Increase the quantity of locally sourced crops in 

institutional feeding contracts 

• 2.2.3 Establishment and operationalization of the 

Sierra Leone Local Content Agency (SLLCA) 

• GoSL • MTI, SLPMC 

• DFID, GIZ, GoSL • SLLCA 

• 2.3.1 Reduce time and cost of registering a business • GoSL, IFC • IDT Labs, MTI 

2.3 

• 2.3.2 Develop a collateral registry • IFC 

• 2.3.3 Increase access to quality, efficient and effective 

commercial justice 

• DFID 

• Bsystems 

• FTCC 

Total 

7 

Water KRA 1: Provide access to safe, affordable and sustainable water 

supply services to 600,000 low-income population in Freetown (1/2) 

Initiative 


• 1.1.1 Enact water sector Bills 

• MCC 

1.1 

• 1.1.2 Project mgmt. Freetown Water Supply Solution • DFID, GoSL 

• 1.1.3 Rehabilitate bulk treatment facilities • DFID 

• 1.1.4 Rehabilitate transmission system • DFID 

• 1.1.5 Rehabilitate distribution network • DFID 

• 1.1.6 Enhance the Allen Town water supply system • DFID 

• 1.1.7 Develop Kaningo water supply system • DFID 

• 1.1.8 Enhance Babadori water supply system • DFID 

• 1.1.9 Enhance water supply to Wilberforce • DFID 

• 1.1.10 Re-chlorination facility at Spur Rd Reservoir 

• DFID 

• 1.1.11 Implement pro-poor interventions • Chinese, DFID 

GVWC, FWC, 

MCC, UNDP, 

UNICEF 

1.2 

• 1.2.1 Water rationing, 4 industrial boreholes 

• 1.2.2 20 new / 20 upgraded boreholes and 50 tanks 

• 1.2.3 Construct 2 boreholes 

• GoSL 

• DFID 

• UNDP 

1.3 

• 1.2.4 Purchase 100 tanks and 6 motorbikes • UNICEF 

• 1.3.1 Protect 90% of catchments 

• MCC 

• GVWC 

8 


Water KRA 1: Provide access to safe, affordable and sustainable water 

supply services to 600,000 low-income population in Freetown (2/2) 


1.4 

• 1.4.1 Utility vehicles, equipment and supplies 

• 1.4.2 GVWC human capacity and project mgmt. 

• GoSL 

• MCC 

• 1.4.3 Install 15,250 metres and accessories • GOSL • GVWC, MCC 

1.5 

• 1.5.1 Develop water sector road map 

• 1.5.2 Develop water master plan for Freetown 

• MCC 

• AfDB 

9 

Water KRA 2: Provide safe water supply to 700,000 people in the provinces 

Initiative 


2.1 

2.2 

2.3 

• 2.1.1 149 water points for 400 rural communities 

• DFID 

• 2.1.2 Water point mapping and WASH baseline • DFID, UNDP 

• 2.2.1 Institutionalise water resources management • DFID 

• 2.3.1 Safe water supply facilities to 578,000 people • AfDB 

• 2.3.2 Develop National RWSS Programme • AfDB 

• 2.3.3 Strengthen rural water sector institutions • AfDB 

• 2.3.4 Strengthen rural water sector project mgmt. • AfDB 

• UNICEF, SALWACO 

• NWRMA, SALWACO 

• SALWACO 

2.4 

• 2.4.1 TA to SALWACO • AfDB 

10 


Energy KRA 1: 

Double Access to Electricity from 125,000 to 250,000 households 

Initiativ 

e 

1.1 


• 1.1.1 Electricity in hospitals & other institutions w. solar 

• 1.1.2 Implement Energy Revolution 

• 1.1.3 Install [TBD] Solar Street Lights in [TBD] 

• 1.2.1 New T&D connection Bumbuna to Waterloo 

Source(s) of 

funds 

• DFID 

• GoSL 

• GoSL 

• India Exim, GoSL 

Implementing 

partner(s) 

• UNOPS 

• SOBA, ManoCap 

• Moonoff, Delta 

• TBC 

• 1.2.2 Wellington Exp. line 

• GoSL 

• 1.2.3 T&D upgrades in W.A 

• WB 

1.2 

1.3 

1.4 

• 1.2.4 Bo-Kenema T&D network rehab 

• 1.2.5 Connections for 22 unserved communities 

• 1.2.6 Procure and install 55,000 prepaid meters 

• 1.2.7 T&D for [TBD] MW thermal systems for [TBD] dist.HQs 

• 1.2.8 T&D for Charlotte 2.2 MW 

• 1.2.9 T&D for Bankasoka 2.2 MW 

• 1.2.10 T&D for Makali 120kW 

• 1.2.11 T&D for 25MW Betmai hydro IPP 

• 1.3.1 Renewable energy policy 

• 1.3.2 Institute tariff reform framework 

• 1.3.3 Review Electricity Act 

• 1.3.4 Operationalise committee on Energy Sector Reform 

• 1.3.5 Develop and implement long term tariff policy 

• 1.3.6 Framework for electricity crimes 

• 1.4.1 Specialized Training provided for snr mgmt 

• AfDB, DFID 

• GoSL/Private Sector 

• GoSL 

• UBS 

• GoSL 

• Chinese Gov • Chinese Gov 



• SERL 

• GoSL 

• GoSL 

• MCC 

• GoSL 

• MCC 

• GoSL 

• MCC 

11 

Energy KRA 2: Double the total operational power generation capacity from 

75 MW to 150 MW 

Initiativ 

e 



Implementing 

partner(s) 

2.1 

• 2.1.2 Establish sector Wide 

• 2.1.3 Establish collection account 

• 2.2.1 6MW Solar Park • Abu Dhabi Fund, GoSL 

• 2.2.2 5MW Solar Era – IPP 

• IPP 

• 2.2.4 Charlotte (2.0 MW) Minihydro 

• Chinese Gov 


2.2 

• 2.2.5 Bankasoka (2.2 MW) MiniHydro 



• 2.2.6 120KW Makale 



• 2.2.7 19 MW thermal for 10 district HQ town 

• GoSL 

• SAKR 

• 2.2.8 25 MW Betmai hydro IPP 

• IPP 

• SERL 

• 2.3.1.Repair substations nationwide 

• GoSL, WB 

• 2.3.2 Provide protection for primary substations 

• GoSL, WB 

2.3 

• 2.3.3 Repair and commission 6 power plants (30MW) 

• GoSL 

• EGTC 

• 2.3.4 O&M contracts for Thermal Plants 

• GoSL 

12 


ACC Governance priority initiative: 

Implement the pay no bribe campaign (“PNB”) 

Initiative # per 

whole 

governance plan Sub-initiative Source(s) of funds Implementing partner(s) 

• 1.2.1 Establish reporting centre as main mechanism 

through which bribery can be reported 

1.2 

• 1.2.2 Launch PNB hotline and reporting platform, 

creating channels for the public to report instances of 

bribery. 

• 1.2.3 ACC to provide MDAs with monthly reports to 

enable targeting and resolution (also made publicly 

available). 

• DFID 

• Coffey, ACC 

• 1.2.4 ACC to track MDA resolution and publish results 

on a quarterly basis 

13 

SLPA Governance priority initiative: 

Improve efficiency and effectiveness of Freetown port 


• 1.1.1 Create a centralised customer service hotline to 

understand and act on customer feedback 

Tbc 

• 1.1.2 Public outreach to clarify port operations and 

increase accountability 

Tbc 

• 1.1.3 Establish a single window system (one-stop 

shop) 

IFC 

1.1 

• 1.1.4 Improve monitoring and consolidated 

reconciliation reporting 

tbc 

• 1.1.5 Update and streamline clearance process map 

• 1.1.6 Increase and align operator and agency working 

hours 

tbc 

• 1.1.7 Develop a ports masterplan 

AFDB 

• 1.1.8 Rehabilitate the port exit road GoSL 

SLRA 

*1.3 Improve governance of the drug supply and distribution chain (under MOHS – funded 

by DFID/USAID 

*1.4 Support cleaning and sustainability of Government payrolls (MEST & MoHS – funded 

by DFID) 

14

President's Recovery Priorities 2nd Quarter Report (Aug 2016 - Nov 2016)

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