1. REPORT ON THE REGIONAL PHASE OF THE SECOND MONITORING OF NACS 2019 - 2023 . OCTOBER 9 th – 19 th 2021
6. Commission may consider setting a r ewards re gime t hat recognizes exceptional citizen leaders with a p roven tract record i n the fight against corruption . The list may include: Citizens who endeavor to perform their duties diligently by maintaining the highest standards of discipline ; Citizens, who in the exercise of their authorized powers have not used such powers for personal gain, to favor friends or family; C hampion s of the cause who r eject improper favors, or bribes from any person whom they have served, they are serving or likely to serve either by doing so personally or through another person , This should be part of a comprehensive approach to foster good judgement and good governance, and integrity . At the apex of human endeavor are the twin values of diligence and discipline which are conduits to Integrity in service. IMCs are arguably, the foundational building blocks to the edifice of change in attitudes, which is a necessary ingredient in the fight against corruption in Sierra Leone . Faithfully Submitted Winston Mella Jalloh Member of the Steering Committee
4. Reco mmendations Leadership by - in The success of the strategy inextricable linked to a positive role of the leadership of MDAs and Local Councils (Permanent Secretaries and Chief Administrators ) . These leaders must be willing and committed partners. This is also very critical in many respects; effective and h igh - performing IMCs essentially means more resources and time to others projects that are equally crucial in the fight against corruption; Similarly, high performing IMCs sugg est s greater efficiency, transparency and accountability process ; It creates a sense of optimism and trust , whiles strengthening inter - sector collaboration and coordination. A performance contract for Permanent Secretaries, Departmental Heads and Chief Administrators of Local Councils will allow for greater collective involvement, efficient and committed leadership, and ultimately better outcomes. Monthly Updates One of the best ways to build trust is to ensure that communication with the team is consistent, predictable and authentic. Consistency is an important element in building trust. Regular updates are the cornerstone of that consistency. Whilst, it is always good to acknowledge the difficulties a nd or missteps; proffering solutions that may lead to better outcomes should serve as the basis for critiquing systemic inadequacies and or shortfalls. Most Council representatives were quick to outline their problems, and only a few gave insights into how the issues could be addressed. It is vital that MDAs submit monthly update on IMC activities to the Commission, and Councils through the regional office should advised to submit monthly updates as well. Time bound Documentation and Transfers
2. T he National Anti - Corruption Commission Strategy Secretariat ( NACS) conducted the regional phase of the second monitoring of the NACS 2019 - 2023, the 9th - 19th October 2021. I had the privilege of accompanying the team as a representative of the Steering Committee. The team visited Kono, Makeni, Port Loko, Bo and Kenemaand met w ith Local Council and d evolve sector representatives from across the country. My sincere thanks and appreciation go the Commissioner, The NACS Team , and Staff at the ACC Regional Offices we visited. Whilst this was primarily a learning and sharing exercise, the team presented a draft report of the previous monitoring exercise for validation . It is worth noting that opinions expressed by the various representa tives across the board, essentially reflected the findings contained in the report. IMC Functionality IMC functionality is at the apex of the problems: meetings which are supposed to be held quarterly, are very irregularly held, which emphasize a clear of commitment and sense of purpose, except for very small group of IMCs. In several situations, IMC files have not updated. The opinions expressed by many suggest delay in information sharing and others noted that IMC members fail to provide end of tenure reports or handing over notes. suggesting weak coocommunication and administrative ineffectiveness. Aud it report recommendations which should serve a s linchpin s for interna l audit processes have not received the attention they deserve. Leadership : To optimize and promote best practice, leadership support is key. Howe ver, members expressed the view that they have not received the support of their respective Chief Administrator (CA). The lack of leadership support adversely impacts commitment to the strategy, weakens resolve and undermines change. What obtains now is only moderate compliance on agreed actions: Of the 245 agreed actions points, only 149 were fully implemented, representing 59 percent. This signifies more; commitment encapsulates a deeper sense of resolve,
3. forthrightness and a willingness to get the job done. The rev erse also holds true; a lukewarm performance i nadvertently produces a n inapt result. Audit Concerns : Internal Auditors who are very vital to the processes of acco untability and transparency were largely despondent. Most felt alienated and or ignored. Vote controllers do not respond to audit query and for the most part, Audit R eport R ecommendation C ommittee s have not been established. Equally, e ven when documentation is submitted for audit internally , they are not submitted in a timely fashion. It should be highlighted that the Kenema City Council has been without an Internal Auditor for at least nine months. Budgetary Constrains : IMC members complain ed of lack of budgetary allocation for IMC s . Most team members indicated that sitting fees for committee me etings will galvanize interests in IMC - related issues. This to my mind suggests, that although some funding may be required, there is more work to be done to achieve the requir ed shift in attitudes, and gain the desired o utcomes . Structural Issues : IMC members spoke of unwarranted delay in information sharing ; lack of clarity and delay in receiving relevant documentation; others , also noted that they are unaware of the terms of referenc e for IMCs; some also mentioned an overlap of functions at the centre. Even at some of the sessions , a good number of MDAs invited failed to attend. All of these, underscore weak coordination, ineffective communication and systemic failure s .
5. Maintaini ng a system that is organized and with accurate documentation is both necessary and beneficial. Documentation optimizes performance and reflects professionalism. On its own, it provides an accessible, manageable framework for addressing issues. Effective and accurate d ocumentation brings clarity and enhances continuity. The M & E report presented to Th e council and d evolve d sector representatives noted irregular meetings, lack of relevant information, scanty t ransfer notes or end of tenure reports. Therefo re, it is recommend ed that an updated file be submitted by all officials serving IMCs as a precondition for transfer. The practice of emergency transfers o f serving IMC members must end, as it has only negative effects on IMC functionality. Achieving Compliance E nforcement of penalties for non - compliant MDAs is perhaps the only option left. Public sector ethics articulate the requisite boundaries of behavior as well as expectations. They represent the clearly outlines; the core values assoc iated with serving the public , and provide markers and prohibitions . Arguably, they provide the basis for institutional commitment and bring to bear the values of service. Encoded, is the belief that, those entrusted with the solemn duty of service to, and on behalf of the rest, do so with honesty, fairness, impartiality, accountability and transparency, efficiency and integrity. In the same vein, IMC s represent a major component of the organization al change framework, therefore, MDAs that have failed to provide adequate reasons for their in action or lack of interest should be penalized. Whilst the NACS inculcates flexibility , accommodation a nd compromise to get everyone involved through a process of agreed actions, its success ult imately hinges on compliance. Conclusion To solidify the gains, IMCs must be led by a cadre of committed leaders if they are to be functional, effective and lasting pillars of transparency and accountability. T he cause and effect message is sobering and effective to achieve appropriate standards of condu ct in the public sector and maximize p ublic trust . Yet, t he
