## SIERRA LEONE’S MEDIUM TERM NATIONAL DEVELOPMENT PLAN (2024 – 2030) — content unit (1sleea2024003-print-pdf)

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### Foreword and Preface — strategic orientation and priorities
- Government has prepared the Medium-Term National Development Plan 2024-2030 aligned with the UN 2030 Agenda (SDGs) and AU Agenda 2063.
- Five “Big Five Game Changers” (strategic priorities):
  - Big 5.1 Feed Salone — boost agricultural productivity to ensure food security (flagship).
  - Big 5.2 Human Capital Development — inclusive skills and health.
  - Big 5.3 Youth Employment Scheme — create 500,000 new jobs for youths (at least 30% women representation).
  - Big 5.4 Technology and Infrastructure — increase investment in infrastructure, technology and digitalisation.
  - Big 5.5 Transforming the Public Service Architecture — efficiency, professionalism, merit-based public service.
- Key immediate facts:
  - Free Quality Education Programme increased school enrolment by over one million during 2019-2023.
  - Education sector financing rose to more than 20 percent of the national budget, up from around 18.9 percent in 2018.
- Participation in plan preparation: more than 2.3 million people reached through consultations.

### Food security (Feed Salone) — findings, targets and actions
- Food security situation (exact figures):
  - 788,000 (9.3 percent of Sierra Leone’s population) were food insecure in January 2023.
  - Expected to have risen to 1.1 million (13 percent of the population) in August 2023.
  - Extreme (food) poverty estimated at 12.9 percent (about 974,000) of the total population.
- Agriculture characteristics and production trends:
  - Agriculture accounts for more than 50 percent average share of national GDP and employs approximately two-thirds of the labour force.
  - Rice production trends (metric tons):
    - 2019/2020: 947,464
    - 2020/2021: 1,049,795
    - 2021/2022: 1,504,191
    - 2022/2023: 1,396,900
    - 2023/2024: 1,536,590
    - 2024/2025: 1,767,079
  - National rice self-sufficiency increased from 61 percent in 2018 to 75 percent in 2022.
  - Rice yield increased from 1.1 ton/ha to 1.78 tons/ha (national average).
- Feed Salone targets (selected):
  - Land cultivated for rice (Baseline: 554,401 Hectares in 2023):
    - 2024: 586,081 Ha; 2025: 617,761 Ha; 2026: 649,441 Ha; 2027: 681,121 Ha; 2028: 712,801 Ha; 2029: 744,481 Ha; 2030: 776,161 Ha.
  - Rice yield baseline: 1.9MT in 2023 with projected yield improvements (table continuation in source).
- Food systems and GFSI improvements:
  - GFSI progression: 40.5 in 2022; 41.6; 43.0; 44.4; 45.8; 47.2; 48.6; 50.0 (sequence preserved as presented).
  - Import value of key staple food reduced from $ 500 M in 2023 to at most $ 67.0 M (annual reported series preserved).
- Policy actions (selected):
  - Deploy irrigation systems, mechanisation (machine rings), seed pipelines, input delivery (fertiliser, agro-chemicals), support SLARI research linkages, aggregation, processing, market linkages, home-grown school feeding, agricultural financing, AgTech and Climate Smart Agriculture, women and youth inclusion.

### Human capital, education and health — achievements, targets, reforms
- Education achievements:
  - School enrolment increased by over one million since 2018 (pre-primary to senior secondary).
  - Gross enrolment rates and infrastructure expansion documented (many indicators and time series in source).
  - Targets for Basic and Senior Secondary Education (Big 5.2.1) include curriculum responsiveness to labour market (Base-line Zero; 2030 target: 100%) and pupil-to-qualified teacher ratio reduced from 63:1 (baseline) to 43:1 by 2030 with annual milestones.
- Higher education and TVET:
  - Enrolment in HEIs target: increase from Base-line 101,645 in 2023 to 171,645 by 2030 with annual targets (111,645; 121,645; 131,645; 141,645; 151,645; 161,645; 171,645).
  - Student loan scheme expansion: Base-line 168 in 2023; 2030 target 10,000 (annual ramp-up figures provided).
  - TVET and certification targets and actions specified (policy, capacity building, PPPs).
- Health targets and disease control:
  - Maternal mortality rate fell to 443 deaths per 100,000 live births to date (from 717 in 2019 and 1,165 in 2013).
  - Infant mortality reduced to 75 deaths per 1,000 births in 2019 (from 92 in 2013).
  - Strategic objective in communicable diseases: end Malaria, HIV/AIDS and TB as public health threats by 2030; specific targets include achieving HIV epidemic control (98:98:98 by 2030) and reducing malaria morbidity and mortality by at least 75 percent by 2025.
  - Malaria interventions: introduce malaria vaccine to children under two in March 2024 (commitment in source).
- Nutrition targets:
  - Prevalence of stunted children under 5 reduced from Baseline 23% in 2021 to 9% by 2030 with annual targets (2024: 21%; 2025: 19%; 2026: 17%; 2027: 15%; 2028: 13%; 2029: 11%; 2030: 9%).
  - Reported trends: underweight among children under 5 reduced to 6.1 percent (trend series preserved); anaemia in women of child-bearing age reduced to 30.2 percent (trend series preserved).
- Policy actions across human capital: scale up FQSE, maintain >20% education budget, expand health infrastructure, digital health roadmap, school feeding, targeted nutrition programs.

### Youth employment and job creation — targets, composition, instruments
- National job target: create 500,000 jobs for youths by 2030, with at least 30% female representation.
- Government vs private sector split:
  - Government-coordinated projects projected to supply 150,000 jobs (30 percent of 500,000).
  - Private sector projected to supply 350,000 jobs (70 percent).
- Projected private sector job supply by year (aggregate): 2024: 18,000; 2025: 27,000; 2026: 34,000; 2027: 47,000; 2028: 61,000; 2029: 70,000; 2030: 93,000; Total Supply: 350,000.
- Job supply by business size (annual series preserved) and total targets:
  - Big Business Companies total: 175,000; Medium Business Companies total: 105,000; Small Business Companies total: 70,000.
- Policy actions: Youth Opportunity Centres in every district, incentives for private sector hiring youth (tax and non-tax), special programmes for out-of-school young girls, youth funds and start-up support, TVET scaling, sports and public works inclusion.

### Macroeconomic outlook, fiscal and monetary framework
- Growth and inflation (selected projections and observations):
  - Growth averaged 4.4 percent over 2022–2024 (source statement).
  - Growth decelerated to 2.7 percent in 2023 from 3.5 percent in 2022, recovered to 4.7 percent in 2024; GDP growth currently stands at 1.8 percent in the narrative (context preserved).
  - Medium-term projected growth average: 4.5 percent (supporting agriculture, donor flows, iron ore activities); non-iron ore economy projected to average 5.0 percent.
  - Inflation projections: expected peak in 2023 (44.3 percent in one statement; elsewhere projected decline from 45.8 percent in 2023 to 11.1 percent in 2027; also projected 21.9 percent in 2024 in one projection—figures preserved as presented).
- Fiscal and debt targets for 2024–2028:
  - Reduce budget deficit, including grants, from 10.9 percent of GDP to not more than 3.0 percent of GDP.
  - Intensify domestic revenue collection to 20.0 percent of GDP by 2027.
  - Keep Government expenditures within 22-23 percent of GDP.
  - Contain wage bill at not more than 6.0 percent of GDP (objective); wage bill averaged 8.5 percent of GDP during 2021 and 2022 and projected to decline to 8 percent in 2023 and stabilize around 7.2 percent in medium term per source.
  - Debt reduction targets (selected): reduce public debt from 99.0 percent of GDP in 2022 to 93.8 percent in 2023 and further to 66.6 percent of the non-iron ore GDP in 2026 and 40.0 percent of the non-iron ore GDP in present value terms in 2027 (figures preserved).
- Monetary and FX policies:
  - BSL operational target: reduce base money growth to 27.2 percent at end-2023; maintain market-determined exchange rate; intervene to smooth excess volatility only.
  - Gross foreign reserves programmed: 3.4 months of imports in 2023 and average 3.0 months in the medium term.
- Revenue mobilisation measures: tax policy reforms (personal, corporate, excise, GST broadening), customs administration strengthening, digitisation of non-tax revenues, climate finance measures (carbon taxes, green bonds, IMF RST facility exploration).

### Costing, financing envelope and gaps
- Total estimated cost of MTNDP 2024-2030: US$12.05 billion (source presents US$12.05 billion).
  - Direct project-related costs: US$6.62 billion.
  - Government's statutory expenditures to support project implementation: US$5.43 billion.
- Government projected to raise US$9.49 billion from internal and already committed external resources (source: "government projects to raise US$9.49 billion").
- Financing gap: US$2.56 billion for seven years (average annual gap US$ 366 million). Comparative previous plan gap: annual gap US$310 million; total gap US$1.55 billion.
- Strategic program cost highlights (selected totals, 2024–2030):
  - Feed Salone total: 1,911.17
    - Accelerating productivity and commercialisation: 1,839.66
    - Fisheries and marine sector: 67.29
  - Human Capital Development total: 1,626.68
  - Infrastructure, Technology and Innovation total: 880.69
  - Governance and Accountability (E2) total: 1,130.74
  - Advancing Climate Resilience and Environmental Action (E3): 254.13
  - Gender Mainstreaming (E4): 10.36
  - Financing, partnership & risk management (E5): 497.33
- Financing approach: implement an Integrated National Financing Framework (INFF), explore blended and climate finance, establish Project Preparation Facility, produce off-the-shelf bankable projects, stronger PFM.

### Enablers, governance and institutional arrangements
- Five Enablers to catalyse the Big 5s:
  1. Scaling up efforts to diversify the economy (tourism, private sector strengthening, value addition, financial inclusion).
  2. Governance and accountability (political modernisation, anticorruption, PFM, decentralisation).
  3. Advancing climate resilience and environmental action (forestry, wetlands, disaster management, green transitions).
  4. Gender mainstreaming (GEWE Policy implementation, targets for women’s representation and GBV reduction).
  5. Financing, partnerships, implementation & risk management (resource mobilisation, PIMIS, monitoring, statistics).
- Plan governance and coordination:
  - Implementation coordinated across Ministerial, Core Technical Committee, Sector/Results Area Committees, District Development Coordination Committees (DDCCs) and Secretariat.
  - Launch: Chief Minister on 1st September 2023; over 250 meetings at central, sectoral, agency and district levels.
  - M&E via NaMEMIS, annual progress reports, mid-term review in 2027, final evaluation.

### Risks to implementation and mitigation priorities
- Global and local risk drivers identified:
  - Lingering effects of COVID-19; continued war in Ukraine; rising conflicts; climate change, biodiversity loss; commodity price shocks; projected slowdown in Chinese economy; persistently high inflation and exchange rate pressures; policy slippages and debt sustainability risks.
- Mitigating priorities:
  - Monitor global developments; strengthen development cooperation and coordination; scale-up domestic resource mobilisation; implement Integrated National Financing Framework; prioritise sequencing and robust public sector coordination.

### Monitoring, data, and statistical capacity
- NaMEMIS to host MTNDP data and support reporting; annual reports to cabinet and parliament; mid-term review scheduled in 2027.
- Statistics Sierra Leone outputs (2018–2023): 2021 Mid-Term Population and Housing Censuses; 2019 DHS; 2020 MICS; 2019 and 2023 Multidimensional Poverty reports; Census of Business Establishment 2022; National Time-use Survey 2023; Quarterly GDP and sectoral surveys.
- Capacity gaps: lack of legal statistical framework, statistical capacity and innovation needs, data management and coverage issues.
- Communication for development: civic education roadmap using local dialects and braille; priority to public engagement and transparency.

### Selected cross-cutting numeric commitments and targets (summary)
- Create 500,000 jobs for youth by 2030 (≥30% women).
- By 2030, food secure nation (Big 5.1 / Goal 1).
- Rice cultivated area target: 776,161 Ha by 2030 (Baseline 554,401 Ha in 2023).
- By 2030, primary electricity access target: 60% population with access to electricity (Base-line: 32% in 2021; annual increases listed to 2030).
- Total plan cost: US$12.05 billion; Financing gap: US$2.56 billion (7-year).
- Minimum yearly direct cash transfers required to close absolute income poverty gap: NLe8.2 billion (US$344 million); total 2024-2030: at least US$2.41 billion.
- Minimum yearly direct cash transfers to eliminate extreme income poverty/severe food insecurity: NLe258 million (US$11 million); total 2024-2030: at least US$77 million.
- Energy investment to add 235.4 MW: NLe25 billion (US$1.042 billion).
- Climate-resilient renewable energy requirement to meet all 17 SDGs by 2030 for Sierra Leone: 1.3 GW (1,292 MW) and minimum financial requirement US$3.9 billion (unit cost basis provided).
- Blue Economy minimum investment 2024-2030: US$193 million.
- AfCFTA-related infrastructural investment for Sierra Leone 2024-2030 (7-year): US$(5-6) billion (annual US$(670-880) million).

*Source: 1sleea2024003-print-pdf — Sierra Leone’s Medium Term National Development Plan (2024 – 2030) — selected excerpts from the provided chapter/section.*

### Foreword ...............................................................................................................

### Foreword

### Message from the President
- The Government has concluded preparation of Sierra Leone’s Medium-Term National Development Plan for the period 2024-2030.
- The new plan builds on gains made from its predecessor implemented during the first term of the Administration and will address unfinished business from the last plan and emerge challenges.
- The plan is aligned with the objective to accelerate efforts towards achieving the Sustainable Development Goals by 2030.
- Global shocks during implementation of the previous plan 2019-2023 included the COVID-19 pandemic and the war in Ukraine, which created extremely unfavourable conditions for Sierra Leone.
- Despite these shocks, the Government implemented priority projects and crisis mitigation frameworks, including:
  - Quick Action Economic Recovery Programme
  - Health Preparedness and Response Programme
- The Government’s flagship Free Quality Education Programme during 2019-2023 recorded remarkable performance, increasing school enrolment by over one million during 2019-2023.
- Additional progress reported in the previous plan includes advances in maternal and child mortality reduction, access to justice, fight against corruption, social protection, and gender equality and women’s empowerment.
- Message signed by Julius Maada Bio, His Excellency Retired Brigadier, PRESIDENT OF THE REPUBLIC OF SIERRA LEONE.

### Key priorities and Big 5 Game Changers
- The Government has conceptualised Big Five Game Changers with identified enablers to guide strategic direction for 2024-2030:
  1. Feed Salone — aimed at boosting agricultural productivity to ensure food security.
  2. Human Capital Development — focused on delivering inclusive skills and a healthy population.
  3. Youth Employment Scheme — aimed at creating 500,000 new jobs for youths.
  4. Technology and Infrastructure — focused on increasing investment in infrastructure, technology and digitalisation.
  5. Transforming the Public Service Architecture — to ensure efficiency and professionalism in the public sector.
- Feed Salone is prioritised as the flagship programme among the Big 5s to address the country’s food insecurity and its macroeconomic, social and democratic implications.
- Human Capital Development — the flagship of the previous plan — will be scaled up during 2024-2030 alongside Feed Salone and the other Big 5s.

### Reflections on previous plan and achievements
- The Government remained committed to implementation of priority projects during 2019-2023 despite extreme global challenges.
- Notable quantitative achievement: school enrolment increased by over one million during 2019-2023 as a result of the Free Quality Education Programme.
- The plan emphasizes continuity and scaling-up of successful interventions from the previous MTNDP while responding to new priorities, especially food security.

### Call to stakeholders and implementation guidance
- The document is intended to guide operations of all development actors in the country, development partners, non-state actors, and the private sector.
- Government ministries, departments and agencies and local councils are expected to operationalise the plan through sectoral and district development plans aligned to the national blueprint.
- The President thanks contributors from state institutions, cabinet ministers, local councils and communities, the private sector, civil society, persons with disabilities, women and youth groups, traditional leaders, trade unions, members of parliament, learning institutions, students, the academia, and others.
- The President calls for collective activism in implementation through joint resource mobilisation, constant follow-up, and monitoring and evaluation.

*SIERRA LEONE’S MEDIUM TERM NATIONAL DEVELOPMENT PLAN (2024 – 2030) — Foreword*

### Preface

### Preface

### Overview
- Sierra Leone’s new Medium-Term National Development Plan (MTNDP) covers a period of seven years spanning 2024-2030 and is designed to align with the remaining period of implementation of the United Nations 2030 Agenda for Sustainable Development (the 17 Sustainable Development Goals).
- The 2024-2030 plan draws on lessons from the previous MTNDP 2019-2023 and places increased emphasis on building economic, social and environmental resilience to better ward off future shocks with fewer effects on national development programmes.
- The plan is guided by an evidence-based set of strategic priorities termed the Government’s “Big Five Game Changers,” intended to provide strategic direction for formulation and implementation.

### The Big Five Game Changers
- Big 5.1 Feed Salone: boost agricultural productivity to ensure food security, inclusive economic growth and social stability.
- Big 5.2 Human Capital Development: deliver inclusive skills and a healthy population for 21st century demands through scaled-up investment in human capital development.
- Big 5.3 Youth Employment Scheme: catalyse democratic sustainability, economic productivity and national security by supplying 500,000 jobs for youths in the next five to seven years, with at least a 30% representation of women.
- Big 5.4 Technology and Infrastructure: increase investment in infrastructure, technology and digitalisation to support production-to-market linkages.
- Big 5.5 Transforming the Public Service Architecture: ensure efficiency and professionalism in the public sector for effective service delivery and maximised development results.

### Flagship priority: Feed Salone and key statistics
- Feed Salone is prioritised as the Government’s flagship programme among the Big Five for 2024-2030 due to the country’s dire food security situation and its implications for macroeconomic, social and democratic stability.
- Exact food security figures presented:
  - 788,000 (9.3 percent of Sierra Leone’s population) were food insecure in January 2023.
  - Expected to have risen to 1.1 million (13 percent of the population) in August 2023.
  - Those in extreme (food) poverty continue to be estimated at 12.9 percent (about 974,000) of the total population.
- The country’s reliance on imported staple foods (especially rice), currency depreciation, and global price increases have driven up local costs and budgetary pressures—underscoring the need to prioritise domestic production.
- Human Capital Development remains important and will be scaled up; education sector financing rose to more than 20 percent of the national budget, up from around 18.9 percent in 2018, and this level of financing will be maintained while prioritising Feed Salone.

### National goals for 2030 (aligned with the Big Five)
- Goal 1: Sierra Leone will be food secure by 2030 (directly related to Big 5.1).
- Goal 2: A highly skilled, healthy, inclusive and gender-sensitive labour force, with a substantial share of middle-level manpower and highly developed talents for professional jobs in the private sector and the civil service by 2030 (directly related to Big 5.2).
- Goal 3: Creating 500,000 jobs for the youth (with at least a 30% representation of women), including skilled and unskilled, long-term, as well as seasonal jobs across all sectors by 2030 (directly related to Big 5.3).
- Goal 4: A cashless economy, increased financial inclusion, vibrant e-government and public administration, expanded energy production, and advanced road and general transport system, well-linked with production centres to markets by 2030 (directly related to Big 5.4).
- Goal 5: A public service that is streamlined, attracts and keeps the brightest national talents and is generally robust in tackling challenges to sustainable development by 2030 (directly related to Big 5.5).

### Key lessons and guiding principles
- Major lessons from MTNDP 2019-2023:
  - Global crises (starting with COVID-19 in 2019/2020 and the war in Ukraine) exposed vulnerabilities and made prioritising domestic production and revenue mobilisation more critical.
  - Sustainable growth requires placing people at the centre of financing for development while ensuring sectoral coordination and avoiding duplication of public activities.
  - Deepening development cooperation and multilateralism is essential.
  - An integrated national financing framework informed by constant analytics of resource options is fundamental; continuous pursuit of innovative financing and production of optimal bankable projects is crucial.
  - Gender sensitivity, women’s empowerment and advancing climate resilience must remain continuous guiding principles.
- Implementation principles include prioritisation and sequencing of activities, robust public sector coordination, alignment with global/regional frameworks, and emphasis on innovative financing and bankable projects.

### Implementation focus and complementarities
- Feed Salone is treated as foundational: achieving food and nutritional objectives is imperative to unlock human capital and productivity gains that affect revenue and the success of other Big Five areas.
- The plan will continue unfinished relevant programmes from the previous plan, ensure alignment with global, regional and sub-regional development frameworks (including ECOWAS Vision 2050, the g7+, Sendai and climate change frameworks), and scale up investment in the Demographic Dividend, Blue Economy and African Continental Free Trade Area potential.
- A People’s Planning Process will integrate village/chiefdom level planning with district and national planning and implementation processes.
- The plan emphasizes public sector transformation and professionalisation that is merit-based.

### Acknowledgements and process
- The plan is a product of multi-stakeholder contributions including government ministries, departments and agencies; development partners; local councils; private sector; civil society; persons with disabilities; women and youth groups; traditional leaders; cabinet ministers; trade unions; members of parliament; academia; and the general public reached through radio and TV consultations.
- Institutional contributors included the Core Technical Committee and Secretariat with members from the Ministry of Finance, the Central Bank of Sierra Leone, Statistics Sierra Leone, the National Monitoring and Evaluation Department, the Institute of Population and Development Studies at Fourah Bay College, Invest Salone, the International Growth Centre, the World Bank, the International Monetary Fund, the African Development Bank, the European Union, the Foreign Commonwealth and Development Office, the United Nations Development Programme, UNICEF, and the Ministry of Planning and Economic Development.
- UNDP and UNICEF complemented government financing for the plan’s preparation; the Ministry of Finance provided limited resources.
- Leadership acknowledgements include His Excellency Retired Brigadier Julius Maada Bio, Chief Minister Dr. David Moinina Sengeh, Head of Civil Service Mr. John Sumailah, MoPED leadership including Madam Kenyeh Barlay and Dr. Sheka Bangura, Dr. Robert Moikowa, and a long list of technical and support staff and advisors who contributed to the plan’s preparation.

*Source: Preface and Executive Summary (sections) of Sierra Leone’s Medium Term National Development Plan (2024 – 2030).*

### 1. Ensuring continued implementation of unfinished relevant programmes in the previous plan;

### 1. Ensuring continued implementation of unfinished relevant programmes in the previous plan;

### Strategic priorities (executive summary)
- Eight priority areas listed by the plan:
  - 1. Ensuring continued implementation of unfinished relevant programmes in the previous plan;
  - 2. Prioritisation and sequencing; full alignment with global, regional and sub-regional development frameworks;
  - 3. Robust coordination within the public sector and among development partners; having a transformative, professional and merit-based public sector;
  - 4. Scaled-up implementation of the integrated national financing framework;
  - 5. Harnessing the Demographic Dividend, Blue Economy and the African Continental Free Trade Area potential;
  - 6. Robust pursuit of bankable projects;
  - 7. Ensuring increased sensitivity to climate resilience, renewable energy, gender and youth development; and;
  - 8. Pursuit of a People’s Planning Process, integrating village and chiefdom level planning with district and national planning and implementation processes.

### Plan preparation process
- Consultations replicated approach from previous plan despite financial constraints for stakeholder outreach.
- Methods: national and district-level expert and focus group discussions; radio phone-in programmes.
- Participants included: public servants/experts, civil society organisations/NGOs, trade unions, private sector (including informal operators), learning institutions, students, local councillors, district and municipal administrators, parliamentarians, development partners, traditional authorities, youth groups, children and diaspora.
- Participation statistic: more than 2.3 million people participated in the plan preparation process.

### Socio-economic indicators and recent achievements
- Education and human capital:
  - Under the Free Quality School Education Programme, school enrolment increased more than one million to date since 2018, covering pre-primary to senior secondary.
  - Gender parity maintained in primary and achieved in junior secondary; significant progress at senior secondary.
- Health and mortality:
  - Maternal mortality rate fell to 443 deaths per 100,000 live births to date, from 717 deaths in 2019 and 1,165 deaths in 2013.
  - Infant mortality rate dropped from 92 deaths per 1,000 births in 2013 to 75 deaths in 2019.
  - Under-five mortality rate dropped from 156 to 122 deaths during 2013-2019.
- Justice and social protection:
  - Legal Aid Board (established 2015) provided free legal services to more than 1,200,000 underprivileged persons (including more than 800,000 since 2018).
  - A special court was established to try corruption cases.
  - Social Safety Net cash transfers expanded from 35,000 to 100,000 households at the peak of COVID-19.
  - Dedicated quota for people with disabilities: 11,000 additionally provided with in-kind support during lockdowns.
- Youth and gender:
  - More than 10,000 youths employed in livelihood engagements (agricultural farms, regulated fishing activities, garbage collection and disposal, carwash centres, institutions); thousands more trained in skills.
  - Gender Equality and Women Empowerment Bill enacted; female representation in ministerial cabinet in excess of 30 percent; 28 percent in parliament.

### Persistent challenges and structural constraints
- Poverty and inequality:
  - Income poverty at current prices: 56.8 percent.
  - Population in extreme poverty: 12.9 percent.
  - Multidimensional poverty: 58 percent (2019 estimates), down from 81.5 percent in 2010, 68.3 in 2015, and 64.8 percent in 2017.
- Export concentration and diversification:
  - Exports to ECOWAS region: 2.75 percent.
  - Exports to the African continent: 3.22 percent.
  - Exports to China and Europe account for about 40 percent of total exports in 2021.
  - Herfindahl concentration index: 0.28 (average concentration), compared with East Africa 0.03.
  - Export basket composition: five of one type and twelve of another which account for 75 and 90 percent of all exports, respectively, in 2021.
- Sectoral performance and constraints:
  - Manufacturing (included in industry) value added: 2 percent of GDP.
  - Manufacturing recovery disrupted by tightening financial conditions and slump in private investment.
  - Fuel shortages and higher fuel prices increased production costs for transporters and manufacturers, particularly SMEs.
  - Government support: MUNAFA Fund and Bank of Sierra Leone’s SLL500 billion special credit facility during the peak of COVID-19.
  - SMEs continue to face lingering effects of the pandemic and fallout from the war in Ukraine.

### Macroeconomic outlook and role of manufacturing
- Overall economic growth: expected to strengthen but remains moderate, averaging 4.4 percent over 2022–2024.
- Manufacturing identified as pivotal to diversification, employment for low-skill individuals, and facilitating rapid productivity growth—requires support for compliance with quality and standards to access export markets.

### Macroeconomic framework to guide 2024-2030 implementation
- Main goal: preserve macro-financial stability and foster conditions for sustained, inclusive green growth to create high-paying jobs, increase food security and reduce household poverty.
- Policy focus: institutional and business-friendly reforms to engender private sector participation, increase FDI, bring public finances to a sustainable path, contain persistently high inflation, stabilize the exchange rate, and minimize debt sustainability risks.
- Complementary measures: structural reforms to bolster external resilience; strengthen public financial management reforms to enhance transparency and accountability; create fiscal space for spending on growth-enhancing sectors.

### Planned sectoral policy areas and the Big 5 Policy Result Areas (PRAs)
- Framework: five overarching PRAs reflecting the Government’s Big Five Game Changers, each with Sub-Result Areas and five Enablers as catalysts.

- Big 5.1 - Feed Salone:
  - Objective: commercialisation and increased efficiency of the agricultural sector to propel economic transformation, accelerate growth, reduce poverty, hunger and undernutrition.
  - Sectoral strategies: 5.1.1 Accelerating productivity and commercialisation of the agricultural sector; 5.1.2 Accelerating productivity and sustainable management of fisheries and the marine sector; 5.1.3 Ensuring availability, access and consumption of diverse, safe and nutritious foods.

- Big 5.2 - Human capital development:
  - Objective: scale-up investment in education, health, water and sanitation, housing, gender and women empowerment, and social protection.
  - Sectoral strategies: 5.2.1 Accelerating and expanding free quality basic and senior secondary education; 5.2.2 Strengthening tertiary and higher education; 5.2.3 Improving health care delivery; 5.2.4 Scaling-up investment in water, environmental sanitation, waste management and hygiene; 5.2.5 Advancing efforts in gender and women’s empowerment; 5.2.6 Strengthening social protection; 5.2.7 Increasing welfare of children, the aged and persons with disabilities; 5.2.8 Addressing land, housing and urbanisation challenges; 5.2.9 Consumer protection and competition law.

- Big 5.3 - Youth employment scheme:
  - Objective: accelerate direct investment in youth empowerment to impact growth and consolidate national security and social stability.
  - Sectoral strategies: 5.3.1 General employment promotion for youth; 5.3.2 Sports for Addressing irregular migration and drug issues for youth safety and development.

- Big 5.4 - Infrastructure, technology and innovation:
  - Objective: strengthen digital services, energy supplies and road systems to enable delivery of national goals and a capable public service.
  - Sectoral strategies: 5.4.1 Increasing investment in general energy supply; 5.4.2 Advancing road and transportation systems; 5.4.3 Scaling up investment in communications, technology and innovation.

- Big 5.5 - Transforming the public service architecture:
  - Objective: create a capable public service driven by professionalism, integrity, motivated manpower, and strong sectoral coordination/policy coherence to enable delivery across Big 5s.

### Five Enablers to catalyse the Big 5s (investment areas and primary strategies)
- Enabler 1: Scaling up efforts to diversify the economy.
  - Rationale: structural transformation and economic diversification to reduce vulnerability from external shocks (Ebola, COVID-19, war in Ukraine).
  - Sectoral strategies: 1.1 Transforming the tourism sector; 1.2 Strengthening the private sector for trade and sustainable development, effectively implementing the Africa Continental Free Trade Area (AfCFTA); 1.3 Value addition and efficient management of natural resources; 1.4 Financial inclusion for strengthened rural and informal economies.

- Enabler 2: Governance and accountability.
  - Rationale: effective political administration, build trust in state institutions, instil integrity, enforce rule of law, judicious use of state resources, decentralisation of governance and service delivery.
  - Sectoral strategies: 2.1 Political modernisation for consolidating peace and national cohesion; 2.2 Strengthening the fight against corruption and illicit financial flows; 2.3 Public financial management; 2.4 Audit services; 2.5 Inclusive and accountable justice institutions; 2.6 Public trust in state institutions; 2.7 Decentralisation, local governance, and rural development; 2.8 Security institutions.

- Enabler 3: Advancing climate resilience and environmental action.
  - Rationale: scale-up investment to address climate change, biodiversity loss, pollution and natural disasters.
  - Sectoral strategies: 3.1 Building national environmental resilience; 3.2 Scaling up forestry management and wetland conservation; 3.3 Increasing investment in disaster management and governance.
  - Presidential initiative workstreams on climate, renewable energy and food security focus on: a) Reducing risks and impacts of climate-related disasters; b) Increasing renewable energy in the electricity supply mix, promoting energy use efficiency, and encouraging the transition to clean cooking to reduce demand for fuelwood; c) Bolstering food and nutrition systems by enhancing productivity and green agricultural transformation.

- Enabler 4: Gender mainstreaming.
  - Rationale: maximise efforts to narrow the gender gap across socioeconomic areas, guided by the National Gender Equality and Women’s Empowerment Policy and Legislation.
  - Sectoral strategies: a) Gender and education, economic participation, technology and communication; b) Gender and health, living with disability and sexual and gender-based violence; c) Gender and governance; d) Gender and justice, human rights and peacebuilding; e) Mainstreaming gender into policies, programmes and legal frameworks; f) Gender and the environment.

- Enabler 5: Financing, partnership for implementation & risk management.
  - Rationale: mobilise required public and private financial resources, ensure effective project management, implementation follow-up, reporting and public engagement, and manage risks to implementation.
  - Sectoral strategies: 5.1 Cost of the plan and financing gap; 5.2 Implementation of an integrated financing strategy; 5.3 Strengthening external relations and economic diplomacy; 5.4 Implementation arrangement; 4.4 Monitoring, evaluation, performance management and service delivery; 5.5 Strengthening statistical systems; 5.6 Communication for development; 5.7 Risks and mitigation strategies.

### Cost of the Plan (financing envelope and gap)
- Total estimated cost of the MTNDP 2024-2030: US$12.05 billion.
  - Direct project-related costs: US$6.62 billion.
  - Government's statutory expenditures to support project implementation: US$5.43 billion.
- Projected resource mobilisation: government projects to raise US$9.49 billion from internal and already committed external resources.
- Financing gap: US$2.56 billion for seven years (a US$ 366 million average annual gap).
  - Comparative previous plan: annual gap US$310 million; total gap US$1.55 billion.

### Mitigating risks to plan implementation
- Global and local risk drivers identified:
  - Lingering effects of COVID-19.
  - Continued war in Ukraine.
  - Rising conflicts in other parts of the world.
  - Constant effects of climate change, biodiversity loss and pollution.
- Expected impacts: negative effects on growth, revenue and general socioeconomic performance.
- Risk mitigation priorities:
  - Monitor global developments and implications for the Sierra Leonean economy.
  - Strengthen development cooperation and coordination among actors and sectors.
  - Scale-up domestic resource mobilisation.
  - Implement the integrated national financing framework to respond to financing risks.

*Source: SIERRA LEONE’S MEDIUM TERM NATIONAL DEVELOPMENT PLAN (2024 – 2030) — content excerpted from the specified chapter/section.*

### Part 1: Context

### Part 1: Context

### Background and Introduction
- Sierra Leone has implemented four national development plans since the official end of the civil war in 2002: Poverty Reduction Strategy Paper, PRSP 2005-2007; the Agenda for Change, PRSP 2008-2012; the Agenda for Prosperity, PRSP 2013-2018; and the Medium-Term National Development Plan, MTNDP 2019-2023.
- Key lesson from prior plans: plans were designed mainly to align with the country’s political term limits without serious long-term implications, which undermined achievement of some critical development milestones.
- The fifth NDP (this NDP) covers a seven-year period spanning 2024-2030 to ensure a longer-term focus and strategic alignment with:
  - United Nations 2030 Agenda and the Sustainable Development Goals (SDGs)
  - AU Agenda 2063 targets scheduled to be achieved by 2030
  - ECOWAS Vision 2050 targets
- Central objectives: sustained and coherent development focus for effective socioeconomic transformation, continued emphasis on good governance, peace, and security.
- Political stability highlights:
  - Four democratic elections held since 2002 with peaceful transfers of government.
  - State participation in peacekeeping missions abroad.
  - Secured a seat in the non-permanent category of the UN Security Council for the 2024-2025 cycle.

### Status of key socioeconomic indicators during 2000-2023 (Table 1.1 — selected figures)
- GDP per capita (US$): 139; 258; 358; 558; 520; 461
- Human Capital Development Index (0-1): 0.318; 0.335; 0.365; 0.359; 0.470; 0.477
- Income Poverty (%): More than 80; 66.4; 66.4; 52.9; 47.3 (Same poverty as in 2018); 47.3 (same poverty line as in 2018)
- Multidimensional poverty: 81.5; 68.3; 64 (2019)
- Inequality (Gini index): 0.66; 0.22; 0.37; 0.297; 0.701
- Inequality (Gini index) alternate measure: 92.3/120; 89.1/120; 81.4/120
- Adult literacy rate (ages 15 and older) (%): 35.4; 38.1; 48; 48
- Maternal Mortality rate per (100,000): 1800*; 1,367 mtr; 1,125 mtr; 857**; 1165**; 443 mtr
- Infant Mortality Rate per (1000): 170*; 182*; 158*; 56**; 92*; 75**
- Under-five Mortality rate per (1000): 323 j1; 286 j2; 267*; 140*; 156**; 122**
- Prevalence of Stunting: 34*; 34*; 40*; 36**; 38**; 30**
- Life expectancy: 39.38; 43.2; 46; 50.53; 54.07; Microtrend 55.9; Microtrend
- Population with access to electricity: 7.73; 16.8; 13; 17.16; 26.1; 36
- Mobile Network Area Coverage (%): 70; 89

Notes (sources and annotations included in original table):
- a: World Bank Development Indicators
- b: UNDP Human Development Reports, various editions
- c: Sierra Leone Integrated Household Survey (SLIHS) Reports, 1989, 2003/4, 2011 and 2018
- d: Sierra Leone 4th National Human Development Report 2019; Sierra Leone Multidimensional Poverty Report 2019 and 2023 (UNDP and Ministry of Planning and Economic Development, Freetown)
- e: Gini Coefficients from SLIHS
- f: Fragile States Index comparisons (maximum of 120)
- g: UNDP 2009, SLIHS2011 and 2018
- h–k: Sierra Leone Multiple Indicator Cluster Survey (MICS) and Demographic and Health Survey (DHS) series; Microtrend (mtr)
- l–n: Additional data and reports as cited in original table notes

### Overview of implementation of the MTNDP 2019-2023
- MTNDP 2019-2023 launched to address lingering effects of multiple shocks and weak public sector delivery.
- Priorities: human capital development (education, healthcare, nutrition), increase domestic revenue mobilisation, improve national and sectoral governance, maintain peace and national cohesion.
- Government vision: become an inclusive and green middle income country by 2039 (revised from Vision 2035 to 2039 in 2018) with specific aspirations including:
  - inflation not more than five percent;
  - government revenues at least 30 percent of GDP;
  - over 80 percent of population living above income poverty line;
  - no more than 5 percent of Sierra Leoneans out of decent jobs;
  - over 90 percent literacy;
  - all have access to affordable housing;
  - healthcare within not more than 10 kilometre radius of every village;
  - life expectancy of at least 70 years; universal access for pregnant women to modern hospitals for safe delivery.
- National goals for 2023 under the last NDP: a) diversified, resilient green economy; b) educated, empowered, healthy citizens; c) peaceful, cohesive, secure, just society; d) competitive economy with well-developed infrastructure.
- Alignment: United Nations 2030 Agenda, AU Agenda 2063, ECOWAS Vision 2050.
- Growth trajectory and shocks:
  - Growth increased to 5.3 percent in 2019 from 3.5 percent in 2018; projected around 4.3 percent in 2020.
  - COVID-19 pandemic hit 10 months after MTNDP launch, followed by Ukraine-Russia War in Q1 2022.
  - GDP growth fell from 5.3 percent (2019) to -2.0 percent (2020); recovered to 2.9 percent (2021).
  - Growth projection for 2022 revised from 5.9 to 2.8 percent due to compounded global shocks.
  - State revenues dipped precipitously; global uncertainties persist into 2023 and expected into 2024 and beyond.

### Risks and scenario considerations noted for 2023–2024
- Identified risks to recovery and implementation:
  - Likelihood of the global economy plunging into recession and impact on prices of Sierra Leone’s key exports.
  - Sustained increases in food and fuel prices with pass-through effects on domestic prices, trade balance, and Government fiscal position.
  - Continued decreases in international financial assistance.
  - Continued crisis in Ukraine and accompanying global economic uncertainties.
  - Re-emergence of the COVID-19 pandemic and other public health emergencies.

### Summary of the key challenges (implementation impediments)
- Major impediment: recent global crises (COVID-19 pandemic, Ukraine war) compounded existing global conflicts, climate change, biodiversity loss, and pollution impacts.
- Sierra Leone identified among countries most exposed to environmental hazards.
- Consequences: heightened vulnerability, poverty, and food insecurity; grossly inadequate financing for the economy; governance challenges in domestic resource mobilisation.
- Continued difficulties: illicit financial flows and corruption remain herculean tasks.
- Constraints limiting financing potential: inadequate policy frameworks, limited implementation capacity, limited penetration of digital and other infrastructural services in the rural economy.
- Limited pipeline of bankable projects reduced absorptive capacity to utilize earmarked resources.
- Need for improved sectoral coordination and coordination among partners, including NGOs.
- Private sector development remains weak, limiting market-led growth opportunities.

### Key milestones achieved in selected sectors (MTNDP results highlights)
- Education:
  - Free Quality School Education Programme increased school enrolment in excess of one million since 2018 across pre-primary to senior secondary.
  - Gender parity maintained in primary and achieved in junior secondary; significant progress at senior secondary level.
- Health:
  - Maternal mortality rate fell to 443 deaths per 100,000 live births to date, from 717 deaths in 2019 and 1,165 deaths in 2013.
  - Infant mortality rate dropped from 92 deaths per 1,000 births in 2013 to 75 deaths in 2019.
  - Under-five mortality rate declined from 156 to 122 deaths during 2013-2019.
- Justice:
  - Since establishment of the Legal Aid Board in 2015, more than 1,200,000 underprivileged persons have received free legal services; more than 800,000 beneficiaries since 2018.
  - A special court established to try corruption cases.
- Social protection:
  - Social Safety Net cash transfer expanded from 35,000 to 100,000 households at the peak of COVID-19, with a dedicated quota for people with disabilities.
  - In-kind support provided to more than 11,000 persons with disabilities during lockdowns.
- Employment:
  - More than 10,000 youths employed in livelihood engagements (agricultural farms, regulated fishing, garbage collection and disposal, carwash centres, and various institutions); thousands more trained in numerous skills.
- Gender:
  - Enactment of the Gender Equality and Women Empowerment Bill.
  - Female representation increased in ministerial cabinet positions in excess of 30 percent; 28 percent in parliament.

*Source: Part 1: Context, SIERRA LEONE’S MEDIUM TERM NATIONAL DEVELOPMENT PLAN (2024 – 2030) — A Transformative Acceleration Agenda for Food Security, Human Capital Development & Job Creation*

### 1.2 Towards an acceleration and transformational Plan for 2024-2030

### 1.2 Towards an acceleration and transformational Plan for 2024-2030

### Lessons learned
- Prioritizing domestic production processes and revenue mobilization is "extremely critical" to building national capability to respond to external shocks in pursuing sustainable development.
- Sustainable growth and development requires "optimal placement of the people at the centre of financing for development."
- Sectoral coordination is critical to scarce resource management; strengthening coordination can engender the production of more public goods and services with fewer resources.
- Deepening development cooperation and multilateralism remains a critical resource for sustainable development.
- Prioritisation and sequencing are critical to ensure judicious use of resources and transformation of the economy.
- An integrated financing framework informed by constant analytics of resource options is fundamental; it should ensure constant availability of optimal bankable projects to leverage financing opportunities.
- Gender sensitivity, women’s empowerment and advancing climate resilience should be continuous guiding principles.
- Much remained undelivered from the previous plan due to multiple interlocking global and national challenges and capacity gaps in delivery systems.
- The new plan will be accelerative and transformational, building on gains while focusing on structural impediments to development in the domestic economy.

### Main departure of the new plan from its predecessor
- Implementation timeline:
  - The new plan timespan is 7 years.
  - The NDP is aligned with the UN SDG Acceleration Roadmap 2024-2030.
- Well-defined and interrelated priorities anchored in the Government’s Big Five Game Changers for 2030:
  - Big 5.1 Feed Salone: Aimed at boosting agricultural productivity to ensure food security, and inclusive economic growth.
  - Big 5.2 Human capital development: Focused on nurturing inclusive skills and healthy population for the 21st century demands through scaled-up investment in human capital development.
  - Big 5.3 Youth employment scheme: A catalyst for democracy, economic productivity and national security aimed at creating 500,000 jobs for youths in the next five years.
  - Big 5.4 Technology and Infrastructure: Focused on increasing investment in infrastructure, technology and digitalisation; more attention to digital solutions in governance and public service delivery to reduce transaction costs and maximize effectiveness and efficiency in the delivery chain.
  - Big 5.5 Transforming the public service architecture: Aimed at empowering democracy and national development and ensuring effective service delivery, efficiency and professionalism in the public sector for maximization of the results.
- Green growth and transformation:
  - Plan is environmentally sensitive and anchored on climate resilience, energy transition and sustainable food systems.
  - Increased focus on climate-related financing and investment in energy and food transitions and security.
- Harnessing blue economy potential and demographic dividend:
  - Scale up sustainable exploitation of ocean and aquatic-related resources to advance climate resilience, energy transition, sustainable food systems, and enhance fiscal stability via domestic revenue mobilization and import reduction.
- International trade and investment:
  - Create investment-friendly climate to attract FDI into economic diversification.
  - Scale up implementation of the African Continental Free Trade Area (AfCFTA); GoSL will give more premium to AfCFTA implementation.
- Development cooperation and integrated national financing framework:
  - Greater emphasis on development cooperation and multilateralism and implementation of the Integrated National Financing Framework.
  - Bring innovative financing to the forefront, including full exploration of blended and climate finance.
  - Increase role of women and village/local communities; scale up transformation of the informal sector through financial inclusion strategies.
  - Government shall establish a Project Preparation Fund to effectively support the development of bankable projects.

- Principles guiding implementation in the next seven years (as listed):
  1. Continued implementation of unfinished relevant programmes in the previous plan
  2. Prioritisation and sequencing
  3. Full alignment with global, regional and sub-regional development frameworks, such as the UN 2030 Agenda/SDGs, AU Agenda 2063, ECOWAS Vision 2050, and the State building and Peacebuilding Goals and g7+ Framework
  4. Robust coordination within the public sector and among development partners
  5. Professionalisation and transformation of the public sector
  6. Scaling up implementation of the Integrated National Financing Framework
  7. Harnessing the demographic dividend, Blue Economy Potential and AfCFTA
  8. Robust pursuit of bankable projects
  9. Increased sensitivity to climate resilience, renewable energy, gender and youth development
  10. Pursuit of the People’s Planning Process, integrating village/chiefdom level planning with district and national planning and implementation processes

### Aligning the plan with international frameworks
- The new national development plan is aligned with strategic international development frameworks to which Sierra Leone is a signatory:
  - UN 2030 Agenda for Sustainable Development (the SDGs)
  - Africa Union Agenda 2063
  - ECOWAS Vision 2050
  - g7+ Group of fragile and conflict-affected states
- Tables and figures in the source map alignment between the Big Five Game Changers and AU2063 Aspirations, ECOWAS Vision 2050 pillars, and g7+ Peacebuilding and State-building Goals (alignment preserved as presented).

### Theory of change
- Five Strategic National Goals (each linked to a Big 5 Game Changer):
  - Goal 1: Sierra Leone will be food secure by 2030 (directly related to Big 5.1)
  - Goal 02: A highly skilled, healthy, inclusive and gender-sensitive labour force, with a substantial share of middle-level manpower, and highly developed talents for professional jobs in the private sector and the civil service by 2030 (directly related to Big 5.2)
  - Goal 03: Creating 500,000 jobs for the youth (with at least a 30% representation of women), including skilled and unskilled, long-term, as well as seasonal jobs across all sectors by 2030 (directly related to Big 5.3)
  - Goal 04: A cashless economy, increased financial inclusion, vibrant e-government and public administration, expanded energy production, and advanced road and general transport system, well-linked with production centres to markets by 2030 (directly related to Big 5.4)
  - Goal 05: A public service that is streamlined, attracts and keeps the brightest national talents and is generally robust in tackling challenges to sustainable development by 2030 (directly related to Big 5.5)
- Five Strategic Enablers (drivers of enablers) to sustain delivery across the Big 5:
  - Enabler 1: Diversifying the economy & promoting growth
  - Enabler 2: Governance and accountability
  - Enabler 3: Advancing climate resilience and environmental action
  - Enabler 4: Gender mainstreaming
  - Enabler 5: Financing, partnerships and implementation and risk mitigation
- The plan programs direct interventions under each Big 5, with the enablers reinforcing cross-cutting delivery; examples of intervention areas include:
  - Agricultural, fisheries and nutrition interventions
  - Education, health, WASH, women, children, disability, social protection, housing interventions
  - Capacity building, job and employment creation interventions
  - Energy, transport, communication, technology & innovation interventions
  - Performance management, capacity building, & incentive system interventions
  - Tourism, mining, oil & gas, & informal economy transformation interventions
  - Climate resilience, forest & wetland conservation & disaster management interventions
  - National cohesion, anti-corruption, PFM, trust in public institutions, security, justice, & local governance interventions
  - Financing, implementation coordination, M&E, communication & risk mitigation interventions
- Medium-term ambition and long-term vision articulated: "Inclusive and green middle-income economy by 2039" with a secure, united, just, and peaceful society, diversified economy and advanced infrastructure, targeting income poverty of at most 26.5 percent and zero extreme poverty.

### Plan preparation process and governance
- The plan was informed by:
  - An extensive review of the previous plan
  - Series of sectoral reviews and progress reports, studies and frameworks collaboratively done with development partners
  - The government revised manifesto for 2024-2028, which provided strategic direction and structural configuration for the new plan
- The institutional structure that guided plan preparation is divided into four broad layers (structure introduced; details continue beyond this section).

*Source: 1sleea2024003-print-pdf - 1.2 Towards an acceleration and transformational Plan for 2024-2030*

### 1. Ministerial  level:  This  level  provided  broad  oversight  and  direction  to  the  plan  preparation  process.

### 1. Ministerial level: This level provided broad oversight and direction to the plan preparation process.

### Governance and coordination structure
- Ministerial level
  - Provided broad oversight and direction to the plan preparation process.
  - Discussions held in cabinet, with the president and cabinet ministers providing rounds of inputs and general guidance.
  - Initiated debate on the structural configuration of the plan within the context of the Government’s Big 5 Game Changers and provided sector-specific inputs in calibration.
- Core technical committee
  - Provided technical support in coordinating plan formulation.
  - Ensured integration of relevant international frameworks.
  - Provided data and background documents.
  - Supported national, sectoral and district consultations and assisted in review of successive drafts.
- Sector/Results area committees
  - Working groups supporting strategic articulation of sectoral policy sections.
  - Estimated at more than 45 areas.
- District Development Coordination Committees (DDCCs)
  - Present across the 16 districts.
  - Coordinated and incorporated district and sub-district inputs.
  - Formulated district priorities for 2024-2030 aligned with the Big 5s.
- Secretariat
  - Coordinated the entire plan formulation process.
  - Drew membership from departments in MoPED and representatives from line MDAs.
  - Coordinated a total of more than 250 meetings at central, sectoral, agency, and district/community levels.

### Launching, drafting, and consultation process
- Official launch
  - Launched by the Chief Minister on 1st September 2023 with all heads of government MDAs.
- Sector policy papers and drafting
  - MDAs tasked with preparing sector policy papers using a writing guide from the ministry of planning and economic development.
  - Background/desk research documents used to prepare more than 45 policy papers consolidated into the first draft for nationwide consultations.
- National level consultations
  - Conducted at sectoral level across public/government sectors, development agencies, non-governmental and private sectors.
  - Participants included central government MDAs, development agencies (UN family, World Bank, EU, IMF, FCDO), formal and informal private sector, CSOs/NGOs, learning/research institutions, women and youth groups, school pupils, persons with disabilities, Trade Unions, parliament, ministerial cabinet, and others.
- District level consultations
  - Broad and intensive participation from local council leadership, decentralised MDAs, CSO/NGO representatives, all paramount chiefs and community leaders, women and youth representatives at sub-district level, persons with disabilities, and the general public (inputs captured via radio phone-in programmes).

### Validation, financial constraints, and outreach
- Financial constraints
  - Government was extremely financially constrained in producing the Plan 2024-2030 and optimised limited resources.
  - Final technical validation could not convene all participants in one place; final draft sent to individual institutions and experts for inputs before professional editing.
  - The last meeting of the Core Technical Committee provided final comments on the plan.
- Outreach and reach
  - A total number of more than 2.3 million people are estimated to have been directly reached during consultations at different geographic and stakeholder constituency levels, within and outside of Sierra Leone (including radio phone-in programmes and TV sessions).

### Organization of the document (structure)
- Part One: Section 2 contains analysis of social and macroeconomic context.
- Part Two: Discusses the Big Five Game Changer priorities at national, regional and district levels:
  - Big 5.1 Feed Salone
  - Big 5.2 Human Capital Development
  - Big 5.3 Youth Employment Scheme
  - Big 5.4 Infrastructure, Technology and Innovation
  - Big 5.5 Transforming the Public Service Architecture
  - Section 5.6 presents district priorities across the Big 5s.
- Part Three: Presents five strategy enablers for catalysing implementation:
  - Enabler 1 Diversifying the Economy and Promoting Growth
  - Enabler 2 Governance and Accountability
  - Enabler 3 Advancing Climate Resilience and Environmental Actions
  - Enabler 4 Gender Mainstreaming
  - Enabler 5 Financing, Partnership, Implementation, and Risk Management
- Final section: Concludes the Plan.

### Poverty and multidimensional poverty (MPI) findings
- MPI headcount estimates
  - MPI incidence declined from 64.8 percent in 2017 to 58.0 percent in 2019.
  - On average six in every ten people in the country is multidimensionally poor.
- MPI methodology
  - Sierra Leone MPI has five dimensions (health, education, living standards, housing, and energy) and 14 indicators.
- Income poverty headcount (selected years)
  - 1989: 81.6
  - 2003: 66.4
  - 2011: 52.9
  - 2018: 56.7
- Regional and district patterns
  - Western Area consistently better off than the rest of the country since 2003.
  - Northern region has shown a higher incidence of poverty for the most part.
  - The multi-dimensional poorest districts in 2019 (MPIs above the national average of 0.309):
    - Pujehun (0.500)
    - Karena (0.473)
    - Falaba (0.448)
    - Moyamba (0.433)
    - Tonkolili (0.418)
    - Bonthe (0.406)
- Household and education correlates
  - Poverty rates significantly higher for larger households, especially those with 8 or more members compared to those with 1-3 members.
  - Female-headed households are less likely to be multi-dimensional poor than male-headed households.
  - Households with secondary or higher education heads are far less likely to be poor.

### Human Development Index and related indicators
- HDI
  - Sierra Leone showed a minor improvement in HDI with an increase of 0.025.
  - HDI value for 2021 is 0.477.
  - Country ranking: 181 out of 195 countries and territories.
- Component changes
  - Life expectancy at birth increased by 5.4 years.
  - Average years of schooling increased by 0.9 years.
  - Gross National Income (GNI) per capita decreased by 2.8 percent.

### Population trends and demographic structure
- Age structure and dependency
  - 75 percent of the country’s population is below the age of 35.
  - 14 percent is under the age of 5.
  - 26 percent is below 15 years.
  - Those between 15 and 24 years make up 21 percent of the population.
  - Those between 25 and 34 years account for 15 percent.
- Fertility and growth
  - Fertility rate reduced from 4.9 in 2013 to 4.2 in 2019 (children per woman).
  - High fertility rates and youthful structure drive relatively high population growth and determine demand for social services and natural resources.
- Policy implication highlighted
  - Investments in family planning programs, education, health, gender equality, and employment are needed to lower fertility and slow population growth.
  - A large, young population represents an opportunity if targeted with simultaneous investments in quality education, healthcare, employment opportunities, and skills training; otherwise it poses challenges for social services and employment.

### Economic structure and growth diagnostic
- Recent growth performance and shocks
  - Since 2002 Sierra Leone has had political stability.
  - Economy grew at an average annual rate of 5 percent over the past ten years, driven by agriculture and minerals.
  - Growth has been largely inconsistent and not inclusive; did not result in productive transformation or significant job creation.
  - Two-thirds of the population remain multidimensionally impoverished.
- Recent shocks and impacts
  - Ebola epidemic and decline in iron ore prices in 2014 led to significant GDP reduction.
  - Prior to Covid-19, growth was predicted to reach 4.5 percent for 2021–2023.
  - Covid-19 caused the economy to shrink by 2.2 percent in 2020, with tourism, manufacturing, agriculture, and services most affected.
  - High energy and food costs due to the Russia and Ukraine conflict hindered economic recovery.
- Structural characteristics and policy note
  - Economy remains small, open, undiversified and vulnerable to internal and external shocks.
  - Policies need to combine macroeconomic stabilization with human development interventions targeting the most vulnerable.

*Source: Sierra Leone’s Medium Term National Development Plan (2024 – 2030) — A Transformative Acceleration Agenda for Food Security, Human Capital Development & Job Creation (excerpts).*

### 2022. The economy experienced a slowdown due mainly to the global energy and food crises, which disrupted

### 1sleea2024003-print-pdf - 2022. The economy experienced a slowdown due mainly to the global energy and food crises, which disrupted

### Macroeconomic developments and shocks
- The economy slowed in 2022 mainly because of the global energy and food crises that:
  - disrupted global supply chains,
  - raised inflationary pressures,
  - shrunk fiscal space.
- The sharp rise in global food and fuel prices, pass-through to domestic prices, and depreciation of the local currency resulted in high inflation of 50.94 percent in August 2023.
- With continued global uncertainty and geopolitical risks (including the Ukraine war and the war in Gaza), food and fuel prices are anticipated to remain affected, with potential adverse implications for growth prospects.
- Public debt stock has been increasing due to:
  - lower-than-expected revenues,
  - weakening of the Leone against the US Dollar,
  - rising interest rates.
- The ongoing multiple crises have made it difficult to maintain stability, contain rising debt-sustainability threats, and mobilize resources for basic service delivery, derailing development and threatening SDG progress.

### Growth performance and projections
- Historical and recent growth:
  - Growth decelerated to 2.7 percent in 2023 from 3.5 percent in 2022, before recovering to 4.7 percent in 2024.
  - GDP growth currently stands at 1.8 percent, below pre-pandemic levels of 4.2 percent observed from 2017 to 2019.
- Government consumption was the largest driver of growth in 2022 at around 2.9 percentage points and grew by 14 percent (compared to 2021).
- IMF/WEO and World Bank references are cited for historical context.
- Medium-term projections:
  - Real GDP was projected to grow by 3.1 percent in 2023 and 4.7 percent in 2024, from 3.5 percent in 2022.
  - Growth is projected to average 4.5 percent in the medium-term, supported by investments in agriculture, increased donor flows for the new National Development Plan, and sustained iron ore activities.
  - Growth in the non-iron ore economy is projected to average 5.0 percent in the medium-term.
- Inflation path projections:
  - Headline inflation was projected to peak in December 2023 and start gradually declining in 2024, returning to single digits only in 2027.
  - Inflation was expected to peak at 44.3 percent in 2023, trend downwards to 21.9 percent in 2024, and return to single digits in 2027.

### Sector composition, employment, and structural dynamics
- Sector shares and composition:
  - Primary sector (agriculture, including forestry, fishing and hunting) accounted for 52.85 percent of GDP in 2010; it dropped to 39.26 percent in 2014, climbed to 49.94 percent in 2016, and is estimated at 57.5 percent in 2022 (Stats SL, 2022).
  - Services sector contributed 32.3 in 2021 percent of GDP.
  - Manufacturing (included in industry) value added is low (two percent).
- Employment and informality:
  - Services employment share increased from 26.8 percent in 2000 to 45 percent in 2021.
  - Informal employment accounts for 93.1 percent of total employment in Sierra Leone.
- Transport, storage and communication:
  - Contribution was only three percent of GDP in 2021, compared with 11 percent in West Africa and 9 percent in Sub-Saharan Africa.
- Sector growth dynamics (selected figures):
  - Agriculture growth: 5.4 percent in 2019 → 1.6 percent in 2020 → 2.5 percent in 2021 → three percent in 2022; agriculture contributed close to 40 percent of overall GDP growth in 2022.
  - Mining sector: negative 2.5 percent in 2018 → 10.9 percent in 2019 → -7.1 percent in 2020 → 17.4percent in 2021 → 8.2 percent in 2022.
  - Services sector: 3.7 percent in 2019 → negative 5.6 percent in 2020 → 2.9 percent in 2021 → three percent in 2022.
- Demand-side constraints:
  - Low private consumption was partly caused by inflationary pressures and tightening financial conditions that restricted private domestic and foreign direct investment.
- SMEs and manufacturing constraints:
  - World Bank’s Business Pulse Survey reported around 88 percent of SMEs experienced a decline in sales during the pandemic.
  - Fuel shortages and higher fuel prices increased production costs for transporters and manufacturers, particularly SMEs.
  - SME support mentioned includes the MUNAFA Fund and Bank of Sierra Leone’s SLL500 billion special credit facility.

### External sector and export diversification
- Export orientation and concentration:
  - Only 2.75 percent of exports went to the ECOWAS region and 3.22 percent to the continent; exports to China and Europe accounted for about 40 percent of total exports in 2021.
  - The Herfindahl concentration index averaged 0.28 (higher than East Africa at 0.03).
  - The export basket contained only a few goods: five of one type and twelve of another, which account for 75 and 90 percent of all exports, respectively, in 2021.
- Implications:
  - Heavy dependence on a limited range of commodities amplifies exposure to international price fluctuations and currency depreciation.
  - Reliance on imports for food poses a significant threat to food security and progress on the 2030 Agenda.
- Opportunities:
  - Agriculture, fisheries, manufacturing, mining and natural resources offer potential for diversification if properly managed.
  - A burgeoning middle class from urbanization provides opportunities for domestic and regional market expansion, conditional on firms meeting quality and standards.

### Key macroeconomic and budgetary objectives and targets for 2024–2028
- Fiscal and revenue targets:
  - Reduce the budget deficit, including grants, from 10.9 percent of GDP to not more than 3.0 percent of GDP.
  - Intensify domestic revenue collection to 20.0 percent of GDP by 2027.
  - Keep Government expenditures within the budgetary limit of 22-23 percent of GDP.
  - Contain the discretionary recurrent budget and keep the wage bill at not more than 6.0 percent of GDP.
- External and debt targets:
  - Reduce the current account, including official grants, from 5.6 percent of GDP in 2023 to 5.0 percent of GDP in 2028.
  - Reduce public debt from 93.8 percent of GDP to a sustainable threshold of 70.0 percent of GDP in nominal terms and 55 percent of GDP in present value terms.
  - External debt will remain at not more than 40 percent of GDP in present value terms.
- Reserves and inflation:
  - Gross international reserves of the Bank of Sierra Leone will be kept at a minimum of not less than three (3) month of import cover.
  - Attain and maintain an inflation level that is in the upper single digit.

### Policy thrust and reform priorities
- Main thrust: preserve macro-financial stability and foster conditions for sustained, inclusive green growth to create high-paying jobs, increase food security and reduce household poverty.
- Policy measures and reforms include:
  - Institutional and business-friendly reforms to engender private sector participation and increase FDI.
  - Bring public finances to a sustainable path and contain persistently high inflation.
  - Stabilise the exchange rate and minimise debt sustainability risks.
  - Structural reforms to bolster external resilience.
  - Strengthen public financial management to enhance transparency and accountability and create fiscal space to increase spending on growth-enhancing sectors.
- Expected medium-term outcome:
  - Despite recent shocks, the economy is projected to recover in the medium-term, with growth estimated to return to pre-pandemic levels in 2025.

*Source: 1sleea2024003-print-pdf (2022).*

### 2027. Annual average inflation was also projected to decline from 45.8 percent in 2023 to 11.1 percent in 2027.

### 1sleea2024003-print-pdf - 2027. Annual average inflation was also projected to decline from 45.8 percent in 2023 to 11.1 percent in 2027.

### Macroeconomic projections and outlook
- Annual average inflation was projected to decline from 45.8 percent in 2023 to 11.1 percent in 2027.
- Real sector and external position:
  - Current account deficit, including official grants, was projected to narrow from 7.3 percent of GDP in 2022 to 5.6 percent of GDP in 2023.
  - The import bill was projected to decline by 10.2 percent in 2023.
  - The current account deficit was projected to average 5.9 percent in the medium-term.
  - Overall balance of payments position was expected to gradually improve from a surplus of $26.8 million (0.8 percent of GDP) in 2024 to a surplus of $39.2 million (1.0 percent of GDP) in 2027, underpinned by improvement in the current account and increase in FDI inflows.

### Fiscal aggregates and public debt projections
- Fiscal deficit (including grants):
  - Projected to decline to 2.5 percent of GDP in 2023 from 9.4 percent of GDP in 2022.
  - Projected to rise slightly to 3.0 percent of GDP in 2027.
- Public debt:
  - Stock of public debt projected to moderate to 93.8 percent of GDP in 2023 from 99.0 percent of GDP in 2022.
  - Expected to decline to 66.6 percent of the non-iron ore GDP in 2026 and 40.0 percent of the non-iron ore GDP in present value terms in 2027.
- Medium-term fiscal program guided by an agreed accelerated fiscal adjustment programme with the IMF, emphasizing robust domestic revenue mobilisation and measures to contain discretionary current expenditures and domestic capital budget.

### Reserves and exchange rate framework
- Gross foreign reserves of the Bank of Sierra Leone programmed to amount to 3.4 months of imports in 2023 and will average 3.0 months of imports in the medium term.
- The Bank of Sierra Leone will maintain a healthy reserve position, supported through scaled-up export diversification, and enhanced inflows of FDI and remittances.
- Exchange rate policy:
  - Exchange rate will remain market-determined to enable adjustment to potential shocks.
  - The Bank of Sierra Leone will intervene only to smoothen out excess volatility.
  - The exchange rate is expected to move in line with the difference between inflation in Sierra Leone and the inflation of major trading partners.

### Risks to the macroeconomic outlook
- Key risk factors identified:
  - Continued war in Ukraine and possible escalation.
  - Projected slowdown in the Chinese economy.
  - Persistently high inflation and pressures on the exchange rate.
  - Vulnerability to commodity price shocks and geo-economic fragmentation.
  - Policy slippages and increased debt sustainability risks.
  - Other global health pandemics and lingering concerns about the health of the global economy.

### Key medium-term macroeconomic policy actions — Overview
- Policy measures organized under three domains:
  - a) Fiscal policy domain;
  - b) Monetary and exchange rate policy domain;
  - c) Financial sector policy domain.

### Fiscal policy objectives and targets
- Objective: Stabilise public finances, reduce debt sustainability risks whilst protecting poverty-related expenditure and complement BSL’s efforts to stabilise the exchange rate and contain inflationary pressures.
- Targets (Primary):
  - (i) Reduce total public debt from 98.8 percent of GDP in 2022 to 92.2 percent in 2023 and further down to 66.6 percent by the 2028 fiscal year.
    - External debt: from 67.7 percent of GDP in 2022 to 67 percent in 2023 and further to 45.6 percent in 2028.
    - Domestic debt: from 31.3 percent of GDP in 2022 to 25.2 percent in 2023 and further down to 20.9 percent of GDP in 2028.
  - (ii) Reduce the overall budget deficit, including grants, from 10.9 percent of GDP in 2022 to 5.6 percent in 2023 and to a level not exceeding 3 percent by the 2028 fiscal year.
  - (iii) Reduce the overall budget deficit, including grants, from 10.9 percent of GDP in 2022 to 5.6 percent in 2023 and to a level not exceeding 3 percent by the 2028 fiscal year.
- Targets (Secondary):
  - (i) Increase domestic revenue to 20 percent of GDP by 2028.
  - (ii) Contain Government expenditures at average of 23 percent of GDP by 2025, from 30 percent in 2022 and 25.2 percent in 2023.

### Medium-term revenue mobilization measures
- Tax policy and administration reforms:
  - Review personal income taxation to harmonise withholding taxes on various forms of capital income and transition to a comprehensive global income taxation practice in the medium to long term.
  - Review corporate income taxation to broaden the base, abolish tax holidays, reduce tax rates for certain investments, introduce a Minimum Alternate Tax.
  - Reform excise tax to transition to excise taxes on fuels, alcohol, tobacco, vehicles, sugar-sweetened beverages, plastics and others, specific to Ad-Valorem rates.
  - Commence implementation of excise stamps for excisable goods.
  - Adopt the full pass-through formula for petroleum pricing.
  - Broaden the base of the Goods and Services Tax by streamlining exemptions on machinery and equipment while maintaining exemptions on basic food items such as rice; extend GST to the informal sector by revising upwards the threshold for registration and reforming the Refund Mechanism.
  - Explore integrating management of land and property taxes at the national or central level and allow the National Revenue Authority greater role for local government revenue matters for a fee or commission.
  - Institutionalise a policy of not negotiating fiscal issues in all new greenfield investments in the extractive sector; avoid individual contracts with special fiscal terms outside general tax law.
  - Introduce a vehicle circulation tax and a tourism levy.
- Domestic tax administration measures:
  - Improve enforcement of tax compliance with core taxpayer obligations and address high-risk taxpayer segments, including high net worth individuals.
  - Increase public education on tax obligations.
  - Enhance full functionality and integration of automated tax administration systems (ASYCUDA, ITAS and ECR).
  - Improve access to and management of tax data to support compliance risk management.

### Customs administration measures
- Strengthen border controls, enhance border patrols and surveillance and implement the Revised Kyoto Convention and HS classification of Rules of Origin.
- Fully operationalise and roll-out ASYCUDA.
- Simplify customs procedures and processes.
- Strengthen customs valuation and post-clearance audit.
- Improve management of Customs duty exemptions.
- Strengthen customs data acquisition and management for Non-Tax Revenues.

### Non-tax revenue and digitalisation measures
- Digitise payment of non-tax revenues, including fees, charges, levies and fines and integrate with ITAS.
- Strengthen tax compliance and risk management.
- Simplify processes in revenue administration, including developing an outcome-based Monitoring and Evaluation Framework.
- Modernise business operations, enhance capacity and productivity through investment in technology and infrastructure, continuous training and improve data management.

### Climate finance measures
- Explore leveraging climate finance from Sierra Leone’s forests, including carbon credits, REDD+ payments, and grants for forest conservation or reforestation.
- Leverage international public finance, including transition and adaptation financing for climate change.
- Leverage the IMF’s Resilience and Sustainability Trust facility in the future.
- Consider levying carbon taxes on certain sectors and explore issuing green bonds in the medium term.

### Domestic revenue mobilization at the local level
- Develop and implement a new fiscal decentralisation policy and strategy to provide enhanced tax bases or new revenue streams for local councils.
- Develop a modernised Property Tax System to reflect current valuation, property roll and increased tax base.
- Support functioning of district revenue mobilisation committees made up of local stakeholders including non-state actors.
- Organise inter-district revenue mobilisation committees dialogue fora to discuss progress, challenges and reforms.
- Prepare and roll out local councils’ specific revenue mobilisation strategies.

### Medium-term expenditure management and wage bill sustainability
- Government commitments:
  - Strengthen public expenditure management to create fiscal space for priority spending while avoiding arrears and enhancing budget credibility.
  - Sustain efforts to improve payroll integrity and sustainability, improve budget planning and execution, strengthen cash management, and improve efficiency of the public investment programme.
- Wage bill projections and targets:
  - Wages and salaries averaged 8.5 percent of GDP during 2021 and 2022 and are projected to decline slightly to eight percent of GDP in 2023.
  - Current projections indicate the wage bill will stabilize around 7.2 percent of GDP in the medium term.
  - Government’s objective is to stabilize the wage bill at 6.0 percent of GDP in the medium term.
- Payroll reforms implemented since 2018 include reconciliation of employee dates of birth in the payroll database and NASSIT numbers; ensuring new employees have valid National Identification Numbers (NIN), NASSIT Numbers and BBAN; timely removal from the payroll of public servants who reached retirement age of 60 years; and biometric verification of civil servants and pensioners.

*Content derived from the provided PDF excerpt.*

### 2018. These include reconciliation of the inconsistencies between the employee dates of birth in the

### 1sleea2024003-print-pdf - 2018. These include reconciliation of the inconsistencies between the employee dates of birth in the

### Wage bill integrity and reforms
- Recent reforms improved transparency and reliability of the Government wage bill through:
  - Reconciliation of inconsistencies between employee dates of birth in the payroll database and NASSIT numbers.
  - Ensuring new employees brought into the payroll have valid National Identification Numbers (NIN), NASSIT Numbers and BBAN.
  - Timely removal from the payroll of public servants who have reached the retirement age of 60 years.
  - Biometric verification of civil servants and pensioners.
- Sustainability remains a key challenge despite improvements.
- A diagnostic study (with IMF Fiscal Affairs Department support) identified drivers of the wage bill increase and challenges affecting integrity, including wage disparities, and made recommendations for medium-term reforms.
- Medium-term objectives and planned reforms:
  - Develop and implement a Medium-term Wage Bill Management Strategy that introduces additional reforms to strengthen payroll management.
  - Operationalise the Wages and Compensation Commission following the enactment of Wages and Compensation Commission Act in April 2023 to establish a central body.

### Managing public debt
- Current assessment and context:
  - Sierra Leone is assessed as a country with a high risk of both external and overall debt distress, but debt is sustainable on a forward-looking basis.
  - Multiple and successive shocks and policy slippages have heightened public debt vulnerability.
- The Government adopted an update Medium-Term Debt Strategy (MTDS) in October committing to:
  - Stipulate new investment norms for institutional investors.
  - Strengthen communication with banks and non-banks on the MTDS.
  - Update the auction procedure as proposed by IMF TA.
  - Review primary dealership agreements and have a performance threshold for the players.
  - Achieve T-bond yields that better reflect market fundamentals.
- Actions the Government will pursue to address the debt situation:
  - (i) Limit domestic borrowing in line with program projections even after the program ends;
  - (ii) Limit external borrowing in line with program ceilings even after the program ends;
  - (iii) Continue to seek grant financing or borrow concessional loans to finance investments in key sectors of the economy, especially infrastructure;
  - (iv) Continue to introduce local medium- to long-term bonds to extend average remaining maturity, in line with the updated Medium-term Debt Strategy;
  - (v) Continue to explore non-debt-creating financing models such as Public-Private Partnerships (PPPs) supported by thorough analyses of the potential fiscal risks;
  - (vi) Implement the updated Arrears Clearance Strategy;
  - (vii) Annually update and implement the Medium-term Debt Strategy to guide public debt management;
  - (viii) Continue to strengthen debt management and improve debt reporting and transparency through the regular publication of publicly guaranteed debt;
  - (ix) Take action through debt operations as needed to reduce the debt service burden over time;
  - (x) With support from the African Development Bank, review the Debt Management Act and deploy a contract profiling tool for the effective management of contracts.

### Monetary and exchange rate policies
- Monetary framework and targets:
  - The BSL uses a flexible money targeting monetary framework with reserve money as its intermediate target and broad money its operational target.
  - The BSL will take action to slow base money growth—the BSL’s operational target—to 27.2 percent at the end of 2023 by limiting liquidity provision.
  - Authorities will ensure that any BSL bridge loan to the Government is repaid in full before the end of the year.
- Specific BSL policy actions:
  - (i) Reduce purchases of government securities in the secondary market in H2-2023, by offsetting the higher-than-expected government securities purchases in H1 2023, with lower-than-expected net purchases in H2- 2023;
  - (ii) Continue to reduce base money growth in 2024 and over the medium term, including by reducing liquidity provision through net purchases of government securities in the secondary market;
  - (iii) Continue raising the policy rate as needed to achieve positive real rates over the course of the coming year to send a strong signal of our intention to bring down inflation;
  - (iv) Consider strategies to enable the use of our own instruments to support effective liquidity management operations including reserve requirements and prudential guidelines;
  - (v) Improve communication to explain monetary policy decisions, past outcomes, and actions necessary to align inflation expectations with policy objectives, including working towards publishing quarterly monetary policy reports and decisions in a timely manner;
  - (vi) With technical assistance from the IMF, take actions to improve liquidity and inflation forecasting, and computation of the composite index of economic activity (CIEA).
- Currency redenomination and central bank governance:
  - BSL submitted to parliament a detailed report on the currency redenomination process through end-June 2023.
  - BSL remain committed to ending legal tender status for old Leones by end-December 2023 but will allow extended period for the exchange for the new Leones.
  - The FY 2022 financial audit is on track; BSL is committed to recapitalize the BSL and to strengthen its ability to pursue its mandate of ensuring price and financial stability as soon as the audit of our FY 2022 financial statements is complete.
- FX reserves and market development:
  - BSL will continue to limit FX intervention to address excess volatility in case of very large temporary shocks.
  - All temporary FX facilities aimed at increasing supply of foreign exchange for essential imports during the multiple crisis period have been terminated.
  - Planned steps to support FX market development (in line with recent Fund TA) include:
    - Publishing the BSL FX reference rate on the day it is compiled;
    - Publishing the mid-rate only;
    - Simplifying the rules of FX interbank market;
    - Identifying market makers for the FX interbank market;
    - Working towards conducting regular auctions to establish a reference rate going forward.

### Financial sector policies
- Strategic priorities:
  - Bolster resilience to minimize realization and build-up of financial sector risk.
  - Enhance financial intermediation and financial inclusion through automation and branch expansion in rural communities.
  - Modernize operational procedures and policy framework.
- Current system status and oversight:
  - The financial system, dominated by the commercial banking system, remained stable, profitable, liquid and adequately capitalized with all but two banks meeting all the soundness indicators.
  - BSL will continue regulatory and supervisory oversight using the risk-based supervision (RBS) approach.
- Planned reforms and institutional strengthening:
  - Adopt the Basel 2 and Basel 3 frameworks within the next two years.
  - Financial Policy Committee established; first meeting held in September 2023.
  - Deposit Protection Fund (DPF) Unit established in the BSL and a 2-year work plan for launching the DPF Act drafted.
  - BSL commitments and timelines:
    - Develop macro-prudential instruments with assistance of resident advisors and short-term experts where necessary.
    - Follow through on recommendations of the FSSR and FSAP reports, including finalizing the macro-prudential policy framework, and crisis management plan by the Charter of the FPC by March 2024.
    - Enhance operational capacity to implement the resolution framework for financial institutions per the Banking Act 2019.
    - Establish an Emergency Liquidity Assistance framework, building on recommendations from the recent FSSR.
    - New corporate governance guidelines for banks and financial holding companies approved and effective on 01 January 2024.
    - Implement the Domestic Systemically Important Banks (DSIBs) framework for the banking system.
    - Fully operationalize the Deposit Insurance Fund Act by end-September 2024.
    - Develop a formal directive for implementing the supervisory strategy to address high NPLs with the help of the IMF’s Resident Advisor.

*Source: 1sleea2024003-print-pdf - 2018. These include reconciliation of the inconsistencies between the employee dates of birth in the*

### Part 2:

### Part 2: The Big 5 Game Changers

### Nexus among the Big 5 Game Changers
- The Government of Sierra Leone (GoSL) has prioritised the Big Five Game Changers as integrated/interconnected catalysts and multipliers to produce accelerated and transformative development by 2030.
- Feed Salone is the flagship programme for the Big Five Game Changers for 2024–2030 and is placed at the highest pinnacle of the Government’s Agenda to promote agriculture as the main strategy to:
  - propel economic transformation,
  - accelerate growth,
  - reduce poverty, hunger and under nutrition.
- Feed Salone’s success is presented as imperative for achieving goals across the other Big 5:
  - Big 5.2 (Human Capital Development) — a well-fed and nutritionally secure population supports healthy children prepared for school and skills development;
  - Big 5.3 (Youth Employment) — increased government revenue and productivity support youth employment promotion;
  - Big 5.4 (Technology and Infrastructure) — strengthened digital services, energy supplies and road systems are critical to deliver Feed Salone and Human Capital objectives;
  - Big 5.5 (Public Sector Capacity) — producing capable manpower to run and deliver public services.
- The plan will maintain “see more than 20 percent of the national budget dedicated towards the education sector, from around 18.9 percent in 2018,” while giving principal attention to Feed Salone and maintaining minimum desired spending in the other Big Five Game Changers.
- The integrated nexus aims to deliver five broad National Goals by 2030, target an income poverty of not more than 26.5 percent and multidimensional poverty of not more than 30 percent by 2030, and increase chances of becoming a green and inclusive middle-income country by 2039.

### Feed Salone — Overview and Strategic Role (Big 5.1)
- Feed Salone is the central driver of the state’s Big 5 Game Changers for accelerated sustainable development covering 2024–2030.
- Rationale:
  - Heavy reliance on international markets for staples, especially rice, has consumed a large share of the national budget despite domestic production potential.
  - Depreciation of local currency and global price rises increased local costs of imported basic items, causing upward pressure on essential commodity prices.
- Agriculture (including forestry and livestock) characteristics:
  - Accounts for more than 50 percent average share of national GDP.
  - Accounts for approximately 10 percent of total export earnings.
  - Employs approximately two-thirds of the labour force.
  - Dominated by crop cultivation (about 44 percent of agricultural output in 2022), followed by fishing (7 percent), forestry (6 percent), and livestock (2.2 percent).
  - Rice has traditionally dominated crop contribution to GDP with an average of over 20 percent in the last five years, followed by cassava at 9.2 percent.
- Natural potential: tropical climate, abundant rainfall, vast fertile land, multiple rivers with irrigation potential; vast arable land supporting rice, cassava, maize, cashew, groundnut, rubber, ginger, vegetables, fruits, and cash crops.

### Agricultural Production Trends (selected crops, Production in metric tons (Mt))
- Table 2.1.1: Production Trends of Selected Crops 2019–2025 (Source: Ministry of Agriculture and Food Security)
  - 2019/2020 (NASS Survey):
    - RICE 947,464
    - MAIZE 38,685
    - CHILLI PEPPER 19,604
    - OIL PALM 1,413,461
    - G/NUT 184,042
    - CASSAVA 1,160,121
    - SWEET POTATOES 221,580
    - COCOA 14,648
    - COFFEE 99,263
    - CASHEW 1,570
  - 2020/2021 (Projection):
    - RICE 1,049,795
    - MAIZE 26,549
    - CHILLI PEPPER 82,919
    - OIL PALM 997,941
    - G/NUT 77,685
    - CASSAVA 2,143,953
    - SWEET POTATOES 263,140
    - COCOA 52,678
    - COFFEE 111,755
    - CASHEW 1,610
  - 2021/2022 (Projection):
    - RICE 1,504,191
    - MAIZE 20,449
    - CHILLI PEPPER 76,513
    - OIL PALM 2,383,448
    - G/NUT 109,934
    - CASSAVA 2,527,291
    - SWEET POTATOES 331,964
    - COCOA 54,001
    - COFFEE 104,309
    - CASHEW 1,650
  - 2022/2023 (Yield Survey):
    - RICE 1,396,900
    - MAIZE 22,545
    - CHILLI PEPPER 127,042
    - OIL PALM 3,162,900
    - G/NUT 73,561
    - CASSAVA 2,171,412
    - SWEET POTATOES 254,743
    - COCOA 55,356
    - COFFEE 106,927
    - CASHEW 1,692
  - 2023/2024 (Projection):
    - RICE 1,536,590
    - MAIZE 24,800
    - CHILLI PEPPER 139,746
    - OIL PALM 3,479,190
    - G/NUT 80,917
    - CASSAVA 2,388,553
    - SWEET POTATOES 280,217
    - COCOA 56,746
    - COFFEE 109,611
    - CASHEW 1,734
  - 2024/2025 (Projection):
    - RICE 1,767,079
    - MAIZE 28,520
    - CHILLI PEPPER 160,708
    - OIL PALM 4,001,069
    - G/NUT 93,055
    - CASSAVA 2,746,836
    - SWEET POTATOES 322,250
    - COCOA 65,257
    - COFFEE 126,053
    - CASHEW 1,994

### Food insecurity and structural constraints
- Key findings:
  - About 80 percent of the food consumed in Sierra Leone is imported.
  - 75 percent of the country’s arable land is still uncultivated.
  - Agriculture is dominated by subsistence farming with constraints including lack of access to finance, crude implements, large post-harvest loss, limited mechanization, weak human capacity, climate change and seasonal variability, limited extension services, poor road networks, lack of value addition, and weak sector coordination (including coordination of food and nutrition security activities).
- Food insecurity trends (adapted from Food Security Monitoring System Report, Feb, 2022, GoSL & WFP):
  - Based on the Comprehensive Food Security and Vulnerability Analysis (CFSVA), food insecurity increased from 57 percent in 2020 to 73 percent in 2022; severe food insecurity dropped from 12 percent to 11 percent over the same period.
- District-level food insecurity (District % food insecurity / 2020 population / Food Insecure Population 2020):
  - Bo 56% 635,374 397,850
  - Bombali 58% 504,775 325,248
  - Bonthe 71% 236,170 187,311
  - Falaba 69% 248,644 190,678
  - Kailahun 60% 625,173 411,693
  - Kambia 46% 385,185 193,982
  - Karene 62% 340,781 238,324
  - Kenema 71% 666,793 527,571
  - Koinadugu 46% 247,029 123,640
  - Kono 55% 606,918 367,407
  - Moyamba 66% 348,312 256,269
  - Port Loko 52% 609,466 347,641
  - Pujehun 67% 520,958 392,245
  - Tonkolili 57% 622,339 389,040
  - Western Area Rural 25% 515,031 139,279
  - Western Area Slum 33% 150,000 54,735
  - Western Area Urban 16% 1,212,313 210,336
  - Rural 61% 4,899,591 3,304,230
  - Urban 39% 3,402,245 1,449,017
  - Total 57% 8,301,836 4,753,247

### Achievements under MTNDP 2019–2023 relevant to Feed Salone
- Notable progress toward improving productivity and commercialization:
  - Annual national rice self-sufficiency increased from 61 percent in 2018 to 75 percent in 2022.
  - Increased rice yield from a national average of 1.1 ton/ha to 1.78 tons/ha.
  - Procured and provided 410 tractors and power tiller to establish 15 machine Rings in a Public Private Partnership model.
  - Provided $10 million Agriculture Credit Facility at a single digit interest rate to the private sector.
  - Developed a 30,000 ha irrigation schemes in the main rice cultivation regions.
  - Enacted the Sierra Leone Agricultural Research Institute (SLARI) Act 2023.
  - Expanded mechanization to quickly boost local food production during the COVID-19 pandemic.

### Remaining challenges
- Limited and slow growth of mechanization services despite 15 machine rings.
- Weak human capacity and poor access to finance, including financial services for agriculture.
- Climate change and seasonal variability disrupting farming calendars.
- High food insecurity and poor access to farm implements and improved seedlings.
- Limited extension delivery services and poor road network and market access.
- Lack of value addition services and weak sector coordination.

### Feed Salone strategic approach and pillars
- The National Feed Salone Strategy channels investments into districts with the highest potential by leveraging comparative advantage, introducing synergistic value chains, and using a blended financing model combining Government resources and partner capital.
- The strategy articulates six strategic pillars (Figure 2.3; Source: Ministry of Agriculture and Food Security (2023). Feed Salone Strategy: A Blueprint for agricultural Transformation in Sierra Leone, 2023 – 2028).

### Key Targets for Big 5.1.1 — Accelerating productivity and commercialisation of the agricultural sector
- Strategic objective:
  - Promote self-sustenance in key staples, boost export earnings, create new job opportunities and generate income, alleviate hunger and malnutrition, improve climate resilience techniques in crop production and boost productivity in livestock and fish for increased commercialization in the agriculture sector.
- Key Targets (Baseline / Annual Targets 2024–2030):
  - By 2028, the land cultivated for rice production increased to at least 40 percent
    - Baseline: 554,401 Hectares in 2023 (MAFS)
    - 2024: 586,081 Ha
    - 2025: 617,761 Ha
    - 2026: 649,441 Ha
    - 2027: 681,121 Ha
    - 2028: 712,801 Ha
    - 2029: 744,481 Ha
    - 2030: 776,161 Ha
  - Increased rice yields by 2028
    - Baseline: 1.9MT in 2023

*Source: Part 2 — The Big 5 Game Changers, SIERRA LEONE’S MEDIUM TERM NATIONAL DEVELOPMENT PLAN (2024 – 2030) — A Transformative Acceleration Agenda for Food Security, Human Capital Development & Job Creation*

### 2.32 MT 2.74 MT 3.16 MT 3.58 MT 4.0 MT - -

### 1sleea2024003-print-pdf - 2.32 MT 2.74 MT 3.16 MT 3.58 MT 4.0 MT - -

### Overall Improvement in the Global Food security index (GFSI)
- GFSI value progression: 40.5 in 2022; 41.6; 43.0; 44.4; 45.8; 47.2; 48.6; 50.0.
- Import value of key staple food (rice, poultry, onions and flour) reduced from $ 500 M in 2023 to at most $ 67.0 M.
  - Annual reported import values: $ 500 M in 2023; $ 438.14M; $376.28M; $314.42M; $ 252.56M; $ 190.70 M; $128.84 M; $ 67.0 M.

### Key policy actions (Agriculture / Feed Salone)
- Introduce and deliver functional irrigation systems that support year-round cultivation in key production zones.
- Introduce modern agricultural machines to facilitate and enhance large-scale farming.
- Build a sustainable pipeline of high-quality seeds for targeted value chains and develop systems for delivering other inputs such as fertiliser and agro-chemicals.
- Support and link research efforts at SLARI to the Feed Salone Programme.
- Support aggregation, processing, and market linkages for farmers.
- Establish and implement home-grown institutional feeding programmes and commodity boards and co-operatives for cash crops and rice and other staples.
- Promote agricultural financing to address access to finance challenges for both smallholders and large-scale farmers.
- Promote Agriculture Technologies (AgTech) and Climate Smart Agriculture to make farming practices more efficient, sustainable, and resilient.
- Build resilience in farming communities through Women and Youths in Agriculture.

### Fisheries and marine sector — importance, performance, and challenges
- Consumption and nutrition:
  - Sierra Leone average per capita fish consumption: around 22.6kg of fish per year.
  - Fish provides animal protein for over 80 percent of the Sierra Leonean population.
  - Sierra Leone’s per capita consumption is above the average consumption of 11.2kg for the rest of West Africa and below the global average of 20 kg (note: the text cites Sierra Leone at 22.6kg).
- Employment and production:
  - The sector employs about 1,000,000 people (approximately 14 percent of the total population of Sierra Leone).
  - National production: 150,000 metric tons per annum.
  - About 45 percent of the total annual fish produced is sold in local markets in Sierra Leone.
- Contribution to GDP and revenues:
  - The fisheries sector currently contributes about 12 percent to Sierra Leone’s GDP.
  - Sector contributing an average annual revenue of NLe100 million (100 million new Leones).
  - Historical revenue estimates:
    - 2018: estimated $11 million (Old Le96.6 billion).
    - 2019: estimated $10 million (Le100.5 billion old Leones).
    - 2020: NLe86.7 million ($ 8.8 million).
    - 2021: NLe86.3 million ($ 8.76 million).
    - 2022: NLe102.4 million ($10.39 million).
    - 2023 (as at September): NLe82.0 million ($8.32 million).
  - Given inflation and exchange rate changes, average foreign exchange earnings of $5 to 6 million per annum during 2018-2023.
- Sectoral improvements 2019-2023:
  - Improved monitoring and surveillance to reduce illicit fishing.
  - Improved license scheme to help formalise the sector.
  - Supportive infrastructure built, including cold rooms and six commercial fish farms.
  - Fisheries and Regulations Act 2021 enacted; Aquaculture and Inland Fisheries Regulatory Framework developed.
  - Share of GDP from fishing increased by 4.0 percent during the period.
  - Government secured a $55 million grant from the Chinese Government to construct a fish-harbour and ancillary structure.
  - 70 new fishing boats with accessories provided to the 7.0 coastal districts, generating 1,400 direct beneficiaries.
- Constraints and challenges:
  - Increased petroleum costs due to the Ukraine/Russia war increased overhead investment costs for fishing companies and artisanal operations, reducing production and revenue.
  - Fishing companies unable to settle debts from fines and licenses accrued during the Covid-19 pandemic and have requested waivers.
  - Inadequate budget allocation and late disbursement of funds for fisheries management programmes.
  - Data limitations constrained implementation of quota management licensing system.
  - Revenue-generated funds were not retained by the sector for service delivery.
  - No insurance for seagoing staff.
  - No roadworthy operational vehicles, limiting extension services.
  - Absence of a fish harbour complex limits shore-based fish processing, dry-docking, and inspection of tuna fishing vessels.
  - Crew on SIK not on government payroll but on contract; high demand for a transition scheme for newly trained crew.
  - Inadequate quantity of pelleted or formulated aquaculture feeds; need for technology transfer.
  - Inadequate number of extension workers for fishpond management and fish farming.
  - Concern that some levies/fines under Fisheries and Aquaculture Act are considered very exorbitant (example: fine of US$1,500,000 for incursions into the inshore exclusion zone (IEZ) seen as impossible to settle and more than cost of a new trawler).

### Key policy actions (Fisheries & Marine Products)
- Improve surveillance and monitoring of industrial and artisanal fishing activities.
- Support official control inspections for fish processing plants and customs border points.
- Ensure fish biomass is maintained at not less than 400,000 MT.
- Scale-up communication and sensitisation on illegal fishing.
- Improve data collection and management on fisheries operations.
- Mobilize private sector investors along the value chain to promote market for fish and create fish processing zones along the coast.
- Review and amend the Fisheries and Aquaculture Act of 2018 and regulations of 2019.
- Support artisanal fishing operations, with emphasis on the development of women and youth Fish Farmer Groups across the country.
- Support the construction of Industrial Fish Harbour Complexes across relevant locations in the country.
- Incorporate practical fish farming activities in schools across the country.

### Fisheries key targets (Table 2.1.4)
- Industrial catch increased to 150,000 MT.
  - Baseline: 122,000 MT in 2023.
  - Annual targets:
    - 2024: 126,000MT
    - 2025: 130,000 MT
    - 2026: 134,000 MT
    - 2027: 138,000MT
    - 2028: 142,000MT
    - 2029: 146,000MT
    - 2030: 150,000 MT
- By 2030, revenue generation increased to NLe 150 million.
  - Baseline: NLe105 Million in 2023.
  - Annual targets:
    - 2024: 111.43M
    - 2025: 117.86 M
    - 2026: 124.29M
    - 2027: 130.72M
    - 2028: 137.15M
    - 2029: 143.58M
    - 2030: NL150 M
- By 2030, certification for export of fish to EU and China market obtained.
  - Baseline: 0
  - Annual targets (2024–2030): _ 1 1 -- _ _ -  (as presented)

### Availability, access, and consumption of diverse, safe and nutritious foods (Nutrition)
- Central focus: make food, especially main staples, accessible and affordable; end hunger; achieve food security; improve nutrition via sustainable agriculture and national food systems.
- Priority on childhood malnutrition and maternal nutrition to improve growth, educational achievements, maternal and child health.
- Progress under MTNDP 2019-2023 and nutrition indicators:
  - Proportion of stunting children under age five decreased from 38 percent in 2013 to 23 percent in 2023 (DHS2013 to WFP Survey 2023 cited).
  - Wasted children decreased from nine to five percent (2013 to 2019).
  - Underweight decreased from 16 to 14 percent (2013 to 2019).
  - Exclusive breastfeeding for children under 6 months increased by 30 percent from 2013 to 2019.
  - Breastfeeding for those aged 6-23 months increased from 7 to 9 percent during same period.
  - Anaemic children aged 6-59 months reduced from 80 percent in 2013 to 68 percent in 2019.
- Women’s nutrition indicators:
  - Proportion of women aged 15-49 who are thin decreased from nine percent in 2013 to seven percent in 2019.
  - Women overweight or obese decreased from 30 percent in 2008 to 18 percent in 2013, then increased to 28 percent in 2019.
  - Anaemic women increased slightly from 45 to 47 percent (2013–2019).
  - Those taking iron supplementation for 90 days or more slightly decreased from 30 to 28 percent.
  - Those taking deworming medication during pregnancy increased from 72 to 84 percent during 2013-2019.
- Water and sanitation as determinants:
  - 67 percent of households had access to improved source of drinking water (92 percent urban, 49 percent rural).
  - 55 percent used improved sanitation facility (84 percent urban, 33 percent rural).
- Key challenges ahead:
  - Unequal distribution of nutrition-related interventions, with rural population underserved.
  - Need to improve nutrition-related governance capacity and service delivery at subnational/district level.
  - Inadequate budgetary allocations to scaling up nutrition interventions.
  - Need for improved data and sectoral/partner coordination.
- Opportunities:
  - Political will and continued role of the Office of the Vice President where the SUN Secretariat is located.
  - Potential launch of national sustainable agrifood systems transition initiative and establishment of a presidential initiative on climate change, renewable energy and food security.
  - Roll-out potential of Multi-Sector Strategic Plan to Reduce Malnutrition in Sierra Leone 2019-2025 and alignment with National Food and Nutrition Security Implementation Plan 2019-2025, Malabo Declaration, Africa Regional Nutrition Strategy 2015-2025, UN SDGs, and The UN Global Strategy for Maternal, Newborn, Child and Adolescent Health 2016-2030.

### Nutrition strategic objective and key targets (Table 2.1.5 excerpt)
- Strategic objective: increase access to and consumption of diverse, safe and nutritious foods for sustainable reduction of malnutrition, especially for women and children.
- Key targets (baselines and annual targets):
  - Prevalence of stunted children under 5 years of age reduced to 9 percent.
    - Baseline: 23% in 2021
    - Annual targets:
      - 2024: 21%
      - 2025: 19%
      - 2026: 17%
      - 2027: 15%
      - 2028: 13%
      - 2029: 11%
      - 2030: 9%
  - (Table continues with prevalence of wasting among children under 5 years of age reduced to — table truncated in source.)

*Source: https://www.imf.org/-/media/files/publications/cr/2024/english/1sleea2024003-print-pdf.pdf*

### 3.1 percent

### 1sleea2024003-print-pdf - 3.1 percent

### Food and nutrition systems — Presidential Initiative: Bolstering productivity and green agricultural transformation
- Purpose: Support national, sectoral and local efforts to bolster food and nutrition systems by enhancing productivity and green agricultural transformation.
- Key policy actions:
  - Support research and monitoring of nutritional status, dietary practices and patterns of physical activities for women and children, with special attention to school pupils
  - Scale-up policy advocacy to increase the mainstreaming of nutrition in sectoral programmes
  - Promote counselling on antenatal care, intrapartum and postpartum care, including breastfeeding, newborn health, and immunisation for mother
  - Develop national food system pathways to improve food and nutrition security
  - Promote integrated food systems and capacity-building along food production, processing, marketing and consumption value chains
  - Undertake public nutrition education on healthy foods and diets
  - Improve access to quality curative nutrition services
- Outcomes reported:
  - Prevalence of underweight among children under 5 years of age reduced to 6.1 percent (trend shown: 11% in 2021 10.3% 9.6% 8.9% 8.2% 7.5% 6.8% 6.1%)
  - Anaemia in women of child-bearing age reduced to 30.2 percent (trend shown: 47.0% in 2019 44.6% 42.2% 39.8% 37.4% 35.0% 32.6% 30.2%)
  - A headline figure of 3.1 percent appears in the content unit (contextual placement within nutrition indicators).

### Food systems goals (Presidential Initiative)
- 1. A Climate-Smart Productivity Enhancement and Food Systems programme developed by 2024
- 2. At least 30% of smallholder farmers would have received adequate incentives and have been applying climate-smart and good agricultural practices (including livestock development) by 2030
- 3. By 2030, 50% of households practicing sustainable land management for food production
- 4. By 2030, four Green Integrated Agro-food Parks are established in partnership with private sector, propelled by Direct Foreign Investment as part of the strategy of government to promote food security, reduce GHC emissions & enhance resilience of food systems
- 5. At least two private sector firms are investing in the production, processing, and marketing of nutritious, fortified foods by 2030
- 6. By 2030 at least 50% of smallholder women in the horticulture value chains are supported to access technologies that ensures better quality produce, reduce wastage, and increase their income and profit margins.
- 7. At least 50% of Green Home-Grown School Feeding interventions are using clean cooking solutions
- 8. A viable strategic grain reserves system established with relevant national coordination systems, ensuring food security and price stabilization by 2030

### Specific actions for the food and nutrition workstream
- Establish Food and Nutrition Security Network in collaboration with MAF and other MDAs and development partners to serve as a platform for data, information and knowledge sharing.
- Support formulation of policy and regulatory framework for the food systems program, including nutritious foods safety standards and commercialization
- Develop a framework for food processing companies to efficiently produce and responsibly market safe and nutritious food at affordable prices
- Develop a framework to increase profitability of smallholder farmers
- Organize workshops, training sessions, and educational programs for stakeholders at various levels, from farmers to policymakers, ensuring a cohesive approach to food sovereignty.
- Advocate for Local Actions to promote food and nutrition security.

### Human capital development — Education sector summary (2017–2023)
- Government commitment: 22 percent of its annual budget to education through Free Quality School Education (FQSE), Radical Inclusion programmes, and Foundational Learning (FL).
- Population and enrolment context:
  - Approximately 52 percent of the total national population is in the age range three to 24 years, and over 74 percent are enrolled in basic and secondary education.
- Gross enrolment rates (GER) trends 2017–2022 (selected levels and years; boys/girls):
  - Preschool (2017→2022): 11.3 % 12.5 % 13.0 % 15.0 % 18.3 % 20.3 % 19.5 % 21.6 % 23.0 % 25.0 % 24.0 % 26.0 %
  - Primary (2017→2022): 118.0 % 119.9 % 107.0 % 109.0 % 137.0 % 140.2 % 134.9 % 139.0 % 149.0 % 154.0 % 152.0 % 162.0 %
  - JSS (2017→2022): 56.1 % 55.7 % 56.0 % 55.0 % 77.0 % 76.7 % 77.4 % 78.5 % 95.0 % 98.0 % 102.0 % 110.0 %
  - SSS (2017→2022): 28.2 % 25.0 % 32.0 % 28.0 % 58.5 % 54.5 % 60.7 % 57.5 % 73.0 % 72.0 % 84.0 % 90.0 %
- Enrolment of pupils with disabilities (2017→2022 by level; boys and girls listed where provided):
  - Preschool: 692 523 627 617 1,038 1,017 773 715 530 525 893 870 (29% 66%)
  - Primary: 10,396 9,212 12,811 10,965 17,186 15,130 14,551 13,059 8,315 8,182 14,162 13,621 (36% 48%)
  - JSS: 1,638 1,480 1,976 1,804 5,555 5,087 4,873 4,414 3,600 3,486 5,530 5,154 (238% 248%)
  - SSS: 598 483 620 551 1,553 1,399 1,679 1,481 1,468 1,262 2,331 2,231 (290% 362%)
  - All: 13,324 11,698 16,034 13,937 25,332 22,633 21,876 19,669 13,913 13,455 22,916 21,876 (72% 87%)

### Schools, infrastructure and school feeding (2017–2022)
- Number of schools by level (2017 and 2022; increases 2017:2022):
  - Pre-Primary: 1,218 1,633 1,758 1,756 1,984 1,999 → Increases 2017:2022 = 781
  - Primary: 6,422 7,002 7,154 7,020 7,429 7,458 → Increases 2017:2022 = 1,036
  - Junior Secondary: 1,217 1,531 1,633 1,600 1,931 2,079 → Increases 2017:2022 = 862
  - Senior Secondary: 401 581 623 658 824 930 → Increases 2017:2022 = 529
- Primary Schools Benefiting from School Feeding, 2017–2022:
  - Primary: 2,344 2,894 1,037 1,376 1,437 2,582
  - Note: Government interventions resulted in 1,545 schools being added to the programme from 2019 to 2022.
- Pregnant girls enrolled in school, 2020–2022:
  - Level 2020 2021 2022
    - Primary 111 93 73
    - Junior Secondary 547 536 693
    - Senior Secondary 389 321 523
    - Total 1,047 950 1,289
  - In 2022, a total of 1,289 girls at various stages of pregnancy were enrolled in school.

### Examination performance and tertiary entry (2018–2023)
- NPSE (National Primary School Examination) pass rates and participation (2018–2023):
  - Year Male Sat/Rel Female Sat/Rel Male Pass Female Pass Male Pass Rate Female Pass Rate
  - 2018 61,496 61,898 49,375 48,351 80 percent 78 percent
  - 2019 68,134 68,392 52,542 50,991 77 percent 75 percent
  - 2020 72,778 73,775 55,401 53,273 76 percent 72 percent
  - 2021 79,438 81,876 62,024 62,517 78 percent 76 percent
  - 2022 79,478 82,319 65,152 66,281 82 percent 81 percent
  - 2023 80,045 83,640 65,281 67,848 82 percent 81 percent
- Basic Education Certificate Examination pass rates by sex (2018–2022; selected years presented in table form within source):
  - Year Male Sat/Rel Female Sat/Rel Male Pass Rate Female Pass Rate
  - 2018 45,063 44,933 33,429 31,166 74 percent 69 percent
  - 2019 55,383 55,023 26,580 24,405 48 percent 44 percent
  - 2020 66,603 66,600 47,079 44,937 71 percent 67 percent
  - 2021 65,738 65,745 52,391 51,232 80 percent 78 percent
  - 2022 62,936 64,953 55,789 56,342 89 percent 87 percent
- WASSCE (West African Senior School Certificate Examination) passes attaining five credits including English and mathematics:
  - 2019 Entry Sat 105,685 102,621 724 3,156 0.70percent 3.10percent
  - 2020 Entry Sat 151,741 151,515 2,144 5,775 1.40percent 3.80percent
  - 2021 Entry Sat 164,458 156,231 21,430 51,748 13.70percent 33.10percent
  - 2022 Entry Sat 206,784 186,695 37,592 108,418 20.10percent 58.10percent

### Challenges, observations and strategic objective in education
- Key challenges 2019–2023:
  - COVID-19 pandemic disruptions in 2020
  - Surge in pupil enrolment stretching existing infrastructure
  - Unavailability of government financial resources
  - Lack of trained and qualified teachers, especially in STEAM subjects
  - Limited Teaching and Learning Material (TLM) for pupils and pupils with special care, particularly in rural communities
  - Increase in reports of sexual and gender-based violence (SGBV) in schools; number of schools reporting incidences increased between 2021 and 2022 (Level 2021 2022: Primary 32 61; Junior Secondary 48 65; Senior Secondary 21 26; Total 101 152)
  - Lack of boards/SMCs in some schools compounding SGBV problem
- Observations:
  - Radical Inclusion policy allowed girls to continue schooling during and after pregnancy.
  - Integration of child and adolescent health and life skills into the curriculum in 2022 to prevent pregnancies, STIs and other reproductive health issues.
  - School feeding has a positive effect on enrolment and attendance.
  - Quality of school administration/headship and boards/SMCs significantly affects learning outcomes and system integrity.
- Strategic objective:
  - Improve learning outcomes in the education system for all children and youth, ensuring access and completion of quality education and proficiency in assessed areas.

### Key targets for Basic and Senior Secondary Education (Big 5.2.1)
- Schools and educational institutions with curriculum responsive to needs of labour market:
  - Base-line Zero; Annual Targets 2024 14% 2025 28% 2026 42% 2027 56% 2028 70% 2029 84% 2030 100%
- Pupil-to-qualified teacher ratio reduced to 43:1:
  - Base-line 63:1; Annual Targets 2024 60.1:1 2025 57.2:1 2026 54.3:1 2027 51.4:1 2028 48.5:1 2029 45.6:1 2030 43:1
- Children with special education needs provided with support:
  - Base-line Zero; Annual Targets 2024 14% 2025 28% 2026 42% 2027 56% 2028 70% 2029 84% 2030 100%

### Radical Inclusion and policy actions (education)
- Radical Inclusion aims to promote self-sustenance in key staples, boost export earnings, create new job opportunities, alleviate hunger and malnutrition, improve climate resilience in crop production and boost productivity in livestock and fish for commercialization.
- Key policy actions for Basic and Senior Secondary Education:
  - Develop modern and contemporary curriculum for all schools that is responsive to the needs of the labour market
  - Support in-service training opportunities for teachers and general school management authorities
  - Provide every child with the opportunity to access and complete quality basic and secondary education
  - Ensure physically and psychologically safe learning institutions that are free from all forms of abuse
  - Scale up implementation of the radical inclusion policy

*Source: 1sleea2024003-print-pdf - 3.1 percent*

### 6. Strengthen school inspectorate activities and governance of the sector.

### 6. Strengthen school inspectorate activities and governance of the sector.

### Recent outcomes: access and enrolment in higher/tertiary education
- Number of WASSCE passes increased from 29,922 in 2017 to 243,203 in 2023.
- Enrolment into tertiary education increased from 30,693 for the 2016/2017 academic year to 101,645 for the 2022/2023 academic year.
- Examination centres increased from 96 in 2017 to 444 in 2023.
- Three new universities established: one in the Western Region and two in the Eastern Region.
- Wages for staff in tertiary education institutions increased by 87.5 percent, with the last increment taking effect in January 2022.
- Rehabilitation of resource centres in six Teacher Training Institutions undertaken to support FQSE.

### Institutional and infrastructure constraints (quality and capacity)
- Grossly inadequate infrastructure and lack of resources to ensure quality delivery and output due to exponential rise in student numbers.
- Low-quality teacher training and technical and vocational institutions.
- Lack of basic modern facilities for scientific research, innovation, and technological development.
- Non-gender-responsive, disability-unfriendly, and stigmatization of vocational education.
- Recommendation reflected: MTHE to explore collaboration with industry partners and international organizations to access resources and expertise for vocational training programs.

### Digital transformation, TVET, and certification
- Priority: strengthen Education Management Information System and Learning Management System in public universities.
- Strategic implementation of digital solutions to streamline admissions, financial management, teaching methodologies, and data utilization; aim to drive productivity, accountability, and transparency.
- Ongoing development of a TVET Management Information System (TVET-MIS) platform.
- Operationalisation and piloting of the Integrated Certification System initiated in 30 TVET institutions.
- Competency Based Training curriculum produced and implemented across TVET institutions.
- 11 Government Technical Institutes established and operationalised in 10 districts; six more to be constructed.
- 42 other TVET institutions received financial support for equipment and tools through the World Bank Skills Development Project.

### Financial sustainability and student support
- Review of the Education Sector Plan (2022-2026) and Government Grant-in-Aid policy completed.
- Implementation of the Student Loan Scheme (SLAON) introduced to provide sustainable financing for access to HEIs; includes provision for TVET students.
- Historical grant-in-aid scheme to be gradually phased out as the loan scheme is upscaled; a grant component retained for female students in STEAM fields and for persons with disabilities (PWDs) in private tertiary institutions from 2022 onward.
- Financial strategy pillars: innovation (new income sources), access (sustainable loans), development (infrastructure), and diversification (institutional income streams with transparency).

### Governance, accreditation, and quality assurance
- Repeal of the Universities Act of 2005 and replacement with the 2021 Universities Act to refine legal and regulatory frameworks.
- Depoliticisation measures: removal of the President as Chancellor and restructuring of entities like NCTVA and TEC to enhance regulatory framework in the TVET sector.
- Need to establish performance indicators aligned with national priorities (BIG 5), SDGs, and AU objectives.
- Actions urged: align certification with the National Qualifications Framework (NQF), maintain rigorous accreditation standards, establish regional centres of excellence, and operationalise a Quality Assurance Management System for TVET and HEIs.

### Strategic objective (sector-level)
- Increase equitable access to quality higher/skills education that promotes research, innovation, and entrepreneurship for growth, stability, and sustainable national development.

### Key targets (Table 2.2.12) — baseline and annual targets to 2030
- Enrolment in HEIs increased to 171,645 (Base-line: 101,645 in 2023)
  - 2024: 111,645
  - 2025: 121,645
  - 2026: 131,645
  - 2027: 141,645
  - 2028: 151,645
  - 2029: 161,645
  - 2030: 171,645
- Number of students accessing student loan scheme increased to 10,000, with at least 30 percent females (Base-line: 168 in 2023)
  - 2024: 1,572
  - 2025: 2,976
  - 2026: 4,380
  - 2027: 5,784
  - 2028: 7,188
  - 2029: 8,592
  - 2030: 10,000
  - Female targets (annual): 50 (base), 472, 893, 1,314, 1,735, 2,156, 2,5578, 3,000
- Additional 20,000 youth empowered with TVET skills (Base-line: Zero)
  - 2024: 2,856
  - 2025: 5,712
  - 2026: 8,568
  - 2027: 11,424
  - 2028: 14,280
  - 2029: 17,136
  - 2030: 20,000

### Key policy actions (directives)
- Develop, enact and popularise education regulatory policies & instruments.
- Train unqualified teachers, tutors, instructors in relevant disciplines and demand-driven skills.
- Provide digital training for all lecturers/tutors to meet the demands of the fourth industrial revolution.
- Support hybrid and blended education delivery.
- Develop Quality Assurance Management System to support and guide TVET and HEIs.
- Strengthen and harmonise accreditation and certification at national and regional level.
- Develop an emergency preparedness, response, and recovery plan for TVET and HEIs.
- Increase financing options for the sector, including innovative solutions.
- Improve infrastructural environment for learning institutions for students, including PWDs.
- Promote distance education and TVET institutions in areas where none exists.
- Support research and innovation and entrepreneurship development.

*Source: 1sleea2024003-print-pdf - 6. Strengthen school inspectorate activities and governance of the sector.*

### 54.0 years 55.57

### 5.2.4 Malaria, HIV/AIDS and Tuberculosis

### Strategic objective
- The strategic objective is to ensure that Sierra Leone ends Malaria, HIV/AIDS and TB by 2030, as a public health threat in line with SDG 3.3.
- (Earlier health-sector strategic objective referenced: "build a resilient and responsive health care system that provides equitable access to affordable quality healthcare services to all Sierra Leoneans across the life stages.")

### Malaria — findings and targets
- Malaria is endemic with stable and perennial transmission in all parts of the country; the entire populace is at risk.
- Estimated about 2,240,000 outpatient visits are due to malaria every year, of which about 1,000,000 patients are under five years old.
- Malaria prevalence rate reduced from 40 percent in 2016 to 22 percent in 2021.
- Malaria Incidence declined from 316 in 2018 to 219 2022.
- Government commitment: introduce the malaria vaccine to children under two (2) years in March 2024.
- National target: reduce malaria morbidity and mortality at least by 75 percent by 2025.
- Key interventions highlighted:
  - Strengthening the malaria surveillance system with the aid of the geographical information system (GIS).
  - Robust and judicious use of vector control methods (Indoor residual spraying, Larviciding).
  - Operationalization of these changes to facilitate subsequent elimination of malaria.

### HIV and AIDS — findings and targets
- National HIV prevalence estimated at 1.7 percent.
- Prevalence by sex and age:
  - Females aged 15-49 years: 2.2 percent.
  - Males aged 15-49 years: 1.1 percent.
  - Adolescent girls and young women aged 15-24 years: 1.5 percent.
  - Males aged 15-24 years: 0.5 percent.
- Disproportionately higher prevalence among key populations (2021 Integrated Bio Behavioural Sentinel Survey (IBBSS) and Size Estimate):
  - Female sex workers: 11.8 percent.
  - Transgender persons: 4.2 percent.
  - People who inject drugs (PWID): 4.2 percent.
  - Persons in incarceration: 3.7 percent.
  - Men who have sex with men: 3.2 percent.
- Size estimates reported:
  - 106,000 female sex workers.
  - 56,006 transgender.
  - 26,331 PWID.
  - 5,733 transgender persons 5,733 caseloads across these social categories.
- Mother-to-child transmission and pediatric impact:
  - Coverage of interventions to prevent mother-to-child transmission estimated at 69 percent.
  - Only 4,549 out of 6,600 HIV pregnant women received HIV treatment in 2022.
  - Vertical transmission of HIV reported at 15.79 percent.
  - Almost 1,000 deaths among infants and children below 14 years in 2022 attributed to HIV.
  - Estimated 60,000 HIV exposed children who are unidentified.
- Treatment cascade and global target progress:
  - Of 77,000 people living with HIV, 59,000 know their HIV status, of which 58,000 were on treatment in 2022.
  - Country progress at achieving the 95:95:95 global targets reported as 76:99:45.
- Challenges identified:
  - Perennial stockout of HIV commodities due to poor quantification and delayed container clearance at the seaport.
  - Inefficient procurement and supply chain management systems.
  - Dysfunctional laboratory and sample transportation systems limiting viral load and early infant diagnosis.
  - High levels of stigma and discrimination.
  - Weak human resource base to provide quality care.

### Tuberculosis (TB) — findings and targets
- Sierra Leone is classified among the world's 30 most affected countries with TB, accounting for 87 percent of the global tuberculosis burden.
- The country is classified as a low-income country with a high TB burden based on disease severity (per capita), with an estimated 24,000 TB reported cases per year.
- TB is the sixth cause of death among the top 10 causes of premature death in Sierra Leone.
- Yearly case mortality rate estimated at 3,000 people (WHO Global Report, 2022).
- Case notification increased from 13,195 in 2010 to 17,865 in 2019.
- Critical challenges:
  - Estimated 5,000 missing TB cases.
  - Increasing numbers of drug-resistant cases.
  - Low private sector participation.
  - Poor childhood case notification.
- Target: Achieve 90 percent treatment success rate annually for all people diagnosed with TB.

### Key targets (summary)
- By 2030, Malaria, HIV/AIDS and TB are eliminated.
- By 2030, achieve HIV epidemic control by reaching the 98:98:98 targets by that date above the global targets of 95:95:95.
- By 2030, the mother-to-child transmission rate of HIV reduced to less than five percent.
- Achieve universal access to malaria prevention and control interventions.
- By 2025, reduce malaria morbidity and mortality at least by 75 percent.

### Key policy actions and priorities
- Increase equitable access to HIV, Malaria, and TB prevention, treatment, care, and support for priority vulnerable populations.
- Strengthen institutional coordination on HIV/AIDS, Malaria, and TB at all levels.
- Strengthen community-level response to HIV/AIDS, Malaria and TB.
- Strengthen social and economic protection and support for targeted populations.
- Expand vaccination programmes for malaria, TB, and HIV/AIDS treatment and control efforts.
- Scale up efforts at identifying 95 percent of people living with HIV.
- Ensure that 95 percent of those with HIV receive life-saving treatment.
- Ensure that 95 percent of those on treatment will be virally suppressed.
- Achieve 90 percent treatment success rate annually for all people diagnosed with TB.
- Strengthen the malaria surveillance system to effectively reflect the actual burden of the disease in all localities with the aid of the geographical information system.
- Strengthen programme and financial management procedures for improved accountability, transparency, and efficient use of funds.
- Support reliable and timely diagnosis and treatment, distribution of long-lasting insecticide-treated nets including school-based distribution.
- Catalyse appropriate behaviour change and strengthen relevant health system functions such as Health Management Information System (HMIS), supply chain management, and outbreak response.
- Operationalization of these changes to effectively serve the population and facilitate elimination of malaria.

*Source: SIERRA LEONE’S MEDIUM TERM NATIONAL DEVELOPMENT PLAN (2024 – 2030), excerpt.*

### 1. Improve the existing water distribution network and general infrastructure in Freetown and other

### 1sleea2024003-print-pdf - 1. Improve the existing water distribution network and general infrastructure in Freetown and other

### WASH and water infrastructure priorities
- Immediate actions listed:
  - Improve the existing water distribution network and general infrastructure in Freetown and other cities
  - Support the construction of water dams in Western Urban Area
  - Support various technologies and innovations for WASH implementation
  - Develop a comprehensive monitoring plan for sectoral activities in line with the SDGs
  - Support the establishment of data collection platforms and management
  - Strengthen the national WASH coordination forum and develop basic WASH implementation guidelines and training manuals
  - Strengthen sectoral governance and financial management
  - Implement the Rural Water Supply and Sanitation project
  - Support capacity building for the sector, including relevant skills training
- Reference for progress: Sector Policy Paper submitted to the Ministry of Planning and Economic Development on water, environmental sanitation, waste management and hygiene towards the preparation of this National Development Plan.

### Women’s empowerment — context and progress
- Population and legal context:
  - Female population: 50.6 percent in 2021 and 50.8 percent in 2015 (Mid-Term Population and Housing Census of 2021).
  - Legal and policy instruments referenced include CEDAW; Beijing Declaration and Platform for Action; Vienna Declaration on Violence Against Women; Maputo Protocol; Sexual Offences Act 2012 as amended in 2019; National Strategy for the Reduction of Adolescent Pregnancy and Child Marriage 2018-2022; Hands Off our Girls campaign 2018; Gender Equality and Women’s Empowerment Policy 2020; National Male Involvement Strategy 2020; National SGBV Response Strategy 2021-2023; National Referral Protocol on GBV 2022; Gender Equality and Women’s Empowerment Act 2022; National Land Commission Act 2022; Mines and Minerals Act provisions to empower women.
- Education and health outcomes:
  - Girl gross enrolment ratio in junior secondary increased from 55 percent in 2018 to 110 percent in 2022.
  - Maternal mortality per 100,000 live births decreased by 60 to date from 717 deaths in 2019.
  - 183,000 girls were vaccinated with the HPV vaccine during this period.
  - 90 percent increase in the availability of essential drugs since 2018.
- Financial inclusion and vulnerabilities:
  - Financial inclusion: 20 percent of the 15+ aged population has an account with a bank or mobile money.
  - Women’s access to financial services is significantly lower than men’s.
- SGBV statistics (Table 2.2.16: Trends in SGBV cases; Source: Ministry of Gender and Children’s Affairs 2023):
  - # of sexual assault cases: 2900 (2018), 4000 (2019), 3339 (2020), 2966 (2021), 2705 (2022), TOTAL 15,910
  - # of physical assault cases: 237 (2018), 196 (2019), 209 (2020), 236 (2021), 234 (2022), TOTAL 1202
  - # of psychological assault cases: 0 (2018), 0 (2019), 0 (2020), 0 (2021), 2 (2022), TOTAL 2
  - # of pregnancy cases: 602 (2018), 598 (2019), 559 (2020), 537 (2021), 451 (2022), TOTAL 2747
  - # of HIV/AIDs cases: 7 (2018), 4 (2019), 10 (2020), 18 (2021), 4 (2022), TOTAL 43
  - # of other STIs: 1914 (2018), 3041 (2019), 2498 (2020), 2351 (2021), 1885 (2022), TOTAL 11689
  - # of referrals from FSU: 2900 (2018), 3668 (2019), 3174 (2020), 2960 (2021), 2762 (2022), TOTAL 15464
- Notable observations:
  - Of the 2762 SGBV cases reported in 2022, 45 percent were peer-to-peer sexual activity, captured as rape due to the Law.
  - Key sector challenges: inadequate financing, delays in passing relevant legislation, limited prioritisation across sectors, ineffective alignment of plans with women-related legislations, weak integration at local level.

### Women’s empowerment — targets (Table 2.2.17)
- Women’s access to financial and financial services drastically increased:
  - Baseline: 25% in 2022 (UNCDF)
  - Annual targets: 30% (2024), 35% (2025), 40% (2026), 45% (2027), 50% (2028), 55% (2029), 60% (2030)
- Adolescent pregnancy reduced to 10 percent:
  - Baseline: 21%
  - Annual targets: 19.6% (2024), 18.0% (2025), 16.4% (2026), 14.8% (2027), 13.2% (2028), 11.6% (2029), 10% (2030)
- Physical and sexual assault cases reduced to 1,000:
  - Baseline: 2,939 Cases in 2022 (MGCA)
  - Annual targets: 2,662 Cases (2024), 2,385 Cases (2025), 2,108 Cases (2026), 1,831 Cases (2027), 1,554 Cases (2028), 1,277 Cases (2029), 1,000 Cases (2030)

### Women’s empowerment — strategic objective and key policy actions
- Strategic objective:
  - Consolidate and promote gains from the state’s investment in advancing the empowerment of women in political, social, economic, and cultural spheres.
- Key policy actions (numbered as in source):
  1. Expand contraceptive services to the adolescent population
  2. Provide special support for women including female youth interested in politics
  3. Advocate for a fee waiver for female candidates in public elections
  4. Strengthen and provide support to the Network of Women Ministers and Parliamentarians (NEWMAP), as well as those of Female Ministers, and the Association of Female Councillors
  5. Provide capacity building for elected and appointed female officials to effectively deliver on their mandates
  6. Enhance girls' and women’s participation at regional and international forums
  7. Support capacity-building initiatives for women’s skills and entrepreneurship development, access to finance and participation in governance
  8. Strengthen sectoral coordination and communication/education programme on women’s development related issues
  9. Strengthen programming, monitoring, evaluation and reporting on domesticated international instruments/frameworks on the development and advancement of women

### Children, the aged and disability welfare — rationale and institutional approach
- Rationale:
  - A standalone and integrated programmatic anchor for children, the aged and persons with disabilities is proposed to aggregate and consolidate interventions from all sectors, improving coordination and follow-up on health and schooling interventions.
- Proposed institutional arrangement:
  - Three critical institutions to coordinate aggregated interventions:
    - National Commission for Children
    - National Commission for Persons with Disabilities
    - National Association of the Aged
  - Oversight/policy support from the Ministry of Social Welfare, the Ministry of Gender and Children’s Affairs, and NaSCA.

### Children — progress, challenges, and health indicators
- Progress (MTNDP 2019-2023):
  - Teenage pregnancy dropped by 33 percent from 62,583 in 2019 to 41,943 in 2022.
  - One-Stop Centres established in seven districts for survivors of sexual gender-based violence.
  - Increased prosecution of sexual violence and human trafficking cases.
  - Cash transfers by NaCSA benefited many vulnerable families and children.
- HIV and child health indicators:
  - Coverage of interventions to prevent mother-to-child transmission: 69 percent (current estimate).
  - HIV pregnant women receiving treatment in 2022: 4,549 out of 6,600.
  - Vertical transmission of HIV: 15.79 percent.
  - Infant and child deaths attributable to vertical transmission: accounting for almost 1,000 deaths among infants and children below 14 years in 2022.
  - Estimated 60,000 HIV exposed children who are unidentified.
  - Country progress on global 95:95:95 targets: 76:99:45.
  - Of 77,000 people living with HIV, 59,000 know their HIV status, of which 58,000 were on treatment in 2022.
- Operational challenges identified:
  - Perennial stockout of HIV commodities due to poor quantification and delayed container clearance at the seaport.
  - Inefficient procurement and supply chain management systems and poor logistic management systems.
  - Dysfunctional laboratory and sample transportation systems limiting viral load testing and early infant diagnosis of HIV.
  - High level of Stigma and Discrimination.
  - Weak human resource base to provide quality care.

### Children — systemic challenges and opportunities
- Persistent child deprivation and vulnerability:
  - Child multidimensional poverty: 66 percent of children experience deprivation in at least one basic need dimension (shelter, education, information, water, sanitation, health and nutrition) per the 2019 Sierra Leone Child Multidimensional Poverty Report (a reduction from 77 percent in 2016).
  - Rural incidence: 85 percent rural vs. 37 percent urban in 2019 (compared to 87 percent rural vs. 61 percent urban in 2016).
  - National headcount of street children (Sept–Nov 2011): 49,698 children living and working on the street.
  - Continued high rates of violence against children, child labour, child trafficking, teenage pregnancy, and child marriage.
  - Weak social protection systems for children and inconsistent laws and policies, especially in juvenile justice.
- Opportunities:
  - Establishment of child protection institutions and structures at national and local levels.
  - Enactment of child-sensitive legislations over the years.
  - Global recognition: declaration of November 18 as World Day for the Prevention and Healing from Child Sexual Exploitation, Abuse and Violence.

*Source: Excerpts from Sierra Leone’s Medium Term National Development Plan (2024 – 2030) content unit provided.*

### 1. By 2030, child multidimensional poverty reduced to 40 percent from 66 percent currently

### 1. By 2030, child multidimensional poverty reduced to 40 percent from 66 percent currently

### Child rights, protection, and poverty targets
- By 2030, child multidimensional poverty reduced to 40 percent from 66 percent currently.
- By 2030, the number of children suffering from violence, abuse, and neglect reduced drastically compared to 2023 levels.
- By 2030, access to rehabilitation and reintegration services for all child survivors/victims of abuse and violence increased drastically.
- By 2030, all relevant laws, policies, and regulations reviewed, updated and aligned with international instruments and passed to address rights of a child.

### Key policy actions for children
- Pass the Child Rights Bill and develop regulations for its implementation and enforcement.
- Support Child Participation and Leadership in relevant child development programmes.
- Implement the Street Children’s policy through the MoGCA and local councils.
- Scale-up efforts at prosecution of child abusers.
- Strengthen Child Protection Information Management Systems (CPIMS+) to improve case and information management on child protection.
- Develop and implement Child Justice Strategy and develop and implement Child Safeguarding Policy.
- Increase reporting on the Convention on the Right of the Child (CRC) and the African Charter on the Rights and Welfare of the Child (ACRWC).
- Mainstream child protection in sectoral policies, strategies and plans.
- Strengthen child protection systems through effective coordination at national and local level.
- Ensure that child victims/survivors benefit from social protection interventions including cash transfer programmes.
- Strengthen the capacities of the MoGCA and Local Councils to fully implement the Alternative Care Policy and Street Children Policy.

### Empowering persons with disabilities (PWDs) — context and commitments
- The Government recognizes that PWDs are among the poorest and most deprived in society.
- The percentage of the population living with various forms of disabilities, including blind, deaf, or physically challenged is estimated at less than 2 percent (77,000) of the total population.
- The Government is committed to increasing the protecting of rights and giving meaning and dignity to the lives of people living with disabilities by scaling up development of policies and implementation of interventions for the special segment of the population.

### Achievements during MTNDP 2019-2023 for PWDs
- The Government provided 35 percent of all cash transfers support to PWDs.
- At least 10,000 persons with disabilities were provided with COVID-19-related support, including food and protective equipment.
- Provided specialised learning materials and buses for schools for the blind and hearing impaired/deaf.
- Provided revenue generation assets (tricycles or kekes) to all categories of PWDs for direct economic empowerment.
- Introduced the village, loans and savings associations scheme to empower vulnerable women and provided direct support to homes and institutions of PWD and the Aged.

### Challenges for PWDs
- Inadequate domestic investment/finance in addressing disability issues, limiting provision of facilities and equipment for PWDs.
- Implementation of the Disability Act has generally been weak.
- Data gaps to guide interventions and increase delivery of outcomes for PWDs.
- Negative stigma and perception of PWDs affecting effective delivery of interventions and planned outcomes.

### Opportunities and strategic objectives for PWDs
- Opportunities: existence of advocacy groups on the interests of PWDs; relevant policies and legislations; sustained drive on the leaving no one behind campaign; existence of national institutions to coordinate interventions.
- Strategic objectives: ensure comprehensive review and implementation of policies and laws relating to disability; scale-up efforts to make public facilities disability friendly; review and improve incentives for teachers in special needs institutions; provide free health care for the physically challenged; provide livelihood support to persons living with disability for economic empowerment and self-reliance.

### Key targets for PWDs
- By 2030, persons with disabilities benefiting from social protection systems (cash transfers) is 20 percent higher than in 2023.
- By 2030, ensure full implementation of the Disability Act.
- By 2030, increase capacity building and resource allocation to the PWD sector.

### Key policy actions for PWDs
- Facilitate the roll out of the Socio-Economic Empowerment Programme for persons with disabilities.
- Establish a Solidarity Fund financed by public and private sector contribution.
- Support the roll out of Disability Assessment, Identification and Certification System.
- Provide Hearing Aid facilities for students facing hearing challenges.
- Increase disability inclusion in the SDG monitoring and reporting.
- Produce braille version of the new MTNDP.
- Provide budgetary resources to implement the Mental Health and Psychosocial Support Services.
- Generally, increase budgetary resources to all PWD related institutions.

### The aged — demographics, roles, and strategic objectives
- Population totals: 1985: 3,515,812; 2004: 4,976,871; 2015: 7,092,113.
- 15-64 population: 1985: 1,843,302; 2004: 2,621,773; 2015: 3,937,595.
- Elderly population: 1985: 201,065; 2004: 125,038; 2015: 246,284.
- The elderly population as % of total: 1985: 5.7; 2004: 2.4; 2015: 3.5.
- Annual growth rate: 1985: 1.7; 2004: 1.8; 2015: 3.2.
- Old age dependency ratio: 1985: 10.9; 2004: 4.8; 2015: 6.3.
- Potential Support Ratio: 1985: 9.2; 2004: 21.0; 2015: 16.0.
- Table 2.2.19 (selected): Total elderly 246,284 with Rural 72.8 percent and Urban 27.2 percent; Total male 48.4 percent and female 51.6 percent; Rural male 45.5 percent and rural female 54.5 percent.

Strategic objectives for the aged
- Ensure comprehensive review and implementation of policies and laws relating to the aged.
- Provide substantial health care and continued employment opportunities for this category to increase and sustain their self-reliance.

Key targets for the aged
- By 2025, the size of the aged population and location in the country fully determined.
- By 2030, support to the aged drastically increased.
- By 2028, a clear framework for the welfare of the aged and participation in service delivery drawn up.

Key policy actions for the aged
- Formulate and roll out effective policy for older persons to improve their well-being.
- Extend support for financial security, health care, shelter, welfare, and other needs of older persons.
- Increase the aged inclusion in the SDG monitoring and reporting.
- Mount national campaign on their role in development.
- Provide and sustain finance support to the National Association for the Aged.

### Social protection — status, achievements, challenges, and strategy
Key statistics and status
- Sierra Leone’s income poverty headcount remains at 56.7 percent relative to 39.38 percent for Africa average.
- Extreme poverty standing at about 13 percent.
- The country’s multidimensional poverty currently estimates at 58 percent.
- At 47.3 percent (if the same poverty line is used during 2003/04-2018), income poverty represents an improvement from 66.4 percent in 2003/04 and 52.9 percent in 2011.
- At 58 percent, multidimensional poverty represents consistent improvement from 77 percent in 2010, 68.3 percent 2015, and 64.8 percent in 2017.

Achievements in social protection during MTNDP 2019-2023
- Emergency cash transfers to 10,962 PWDs during pandemic.
- At least 10,000 persons with disabilities provided with COVID-19-related support, including food and protective equipment.
- More than 36,000 household heads provided with cash transfers, drawn from all 16 districts of Sierra Leone.
- Up to 38,000 beneficiaries (low-income workers in small businesses, tourism and entertainment industry) received one-off COVID-19 Emergency Cash Transfers in Western Area Urban.
- 253 households with a population of 1,000 families, including previously locally integrated refugees, vulnerable community members and persons with specific needs received COVID-19 related intervention cash grants and preventive materials.

Implementation challenges
- Relying on Biometric IDs in processing assistance cases in emergencies would cause unwarranted delays especially dealing with rural communities and may not be cost-effective.
- Funding is grossly inadequate relative to the high number of persons in need of support, coupled with delay in disbursement of funds of government and partners.
- Bad geographic terrains and poor road network obstruct access to beneficiary locations.
- Risks from continuing crises, heightened adverse climate effects, biodiversity loss and pollution, and conflicts could see more population remaining in and/or sliding into vulnerability and poverty with rising implications for investment in social protection.
- Extended fiscal crunches constrain scaling up of social protection.

Opportunities and strategy
- Renewed global urgency, advocacy and cooperation for scaled-up interventions in social protection.
- The current National Social Protection Strategy for Sierra Leone 2022-2026 has six specific objectives:
  - Stronger state-citizen relationships
  - Enhanced human capital development
  - Effective management of risks and vulnerability
  - Empowerment and livelihood development
  - Sustained social cohesion and nation building
  - Inclusive macro-economic policy

Strategic objective (social protection)
- Ensure strengthened state-citizen responsibilities and relationships, enhanced human capital development, effective management of risks and vulnerability, community livelihood development, sustained social cohesion and nation building, and inclusive macroeconomic development.

*Source: SIERRA LEONE’S MEDIUM TERM NATIONAL DEVELOPMENT PLAN (2024 – 2030).*

### 1. By 2030, cash transfers provided to an additional 35,000 poor households

### 1sleea2024003-print-pdf - 1. By 2030, cash transfers provided to an additional 35,000 poor households

### Social protection: targets and policy actions
- Key targets
  - By 2030, cash transfers provided to an additional 35,000 poor households
  - By 2030, employment is provided to 9,000 youths
  - By 2030, provide special support to at least 30 percent of vulnerable populations (including women, persons with disabilities, older persons, and children).
- Key policy actions
  - Support the provision of a conducive learning environment for children
  - Support the provision of improved health facilities across the country
  - Support the provision of critical community infrastructures, such as community centres, grain stores, water facilities, community markets, etc
  - Fully implement the National Social Protection Strategy 2022-2026
  - Increase cooperation with other MDAs and development partners in the implementation of social protection interventions
  - Scale-up mobilisation of financing for social protection in the country
  - Increase monitoring and reporting on social protection interventions

*Source: Sierra Leone National Social Protection Strategy 2022-2026, p.9 (as cited in MTNDP excerpt).*

### Land, housing, and urbanisation: strategic objective, targets, and policy actions
- Strategic objective
  - Ensure effective land management and administration that is environmentally sound and sustainable for equitable access and control over land, including providing affordable housing for low- and middle-income groups to alleviate poverty and promote economic growth.
- Key targets
  - By 2030, 20,000 affordable houses constructed across the country
  - By 2030, a National Cadastral Records Management System and Strategy developed
  - By 2030, a National Spatial Development Plan and Strategy developed
  - By 2030, the number of land-related cases in courts reduced by 50 percent
- Key policy actions
  - Legislate the Land Commission and Customary Lands Regulations
  - Improve monitoring and management of urban expansion
  - Finalise and support implementation of National Housing Policy and National Building Code
  - Continue to strengthen the legal and regulatory framework of the land sector
  - Facilitate urbanization by creating new cities and additional urban settlements based on principles of sustainable land use planning, management, and administration
  - Collaborate with other sectors and explore opportunities to attract investments in housing, micro cities, tourism destinations, industrial parks, and other urban infrastructure
  - In a PPP model, create 5,000 affordable housing units to be constructed under various arrangements for new micro-cities and social housing schemes
  - Establish a modern GIS workstation to support land administration
  - Support protection of wildlife reserves/sanctuaries, forest reserves and national protected areas
  - Provide incentives to support small businesses in the housing construction industry
  - Support the allocation, planning and of dedication of land for industrialisation and economic expansion (including all Special Economic Zones projects)

### Consumer protection and competition: strategic objective, targets, and policy actions
- Strategic objective
  - Promote fair trade and investments in Sierra Leone to protect and promote the interests of consumers.
- Key targets
  - By 2028, the National Competition Law enacted
  - By 2030, the Consumer Protection Act 2020 fully implemented
  - By 2030, the ECOWAS Regional Competition Framework domesticated and implemented
  - By 2030, Public knowledge of the rights of Consumers and the Consumer Protection Act 2020 greatly improved
- Key policy actions
  - Build the capacity of the National Consumer Protection Commission to maintain and implement the competition and consumer protection regime
  - Provide the National Standard Bureau with equipped laboratories to undertake quality assurance of goods
  - Domesticate the ECOWAS Regional Competition Framework and support the development of Competition laws
  - Undertake public education and stakeholder sensitisation on the importance of competition laws, consumer protection, and collaboration between national and regional bodies
  - Undertake regular monitoring and assessment of markets to ensure the health and safety of citizens are upheld

### Youth Employment Scheme — general employment promotion for youth: context, achievements, targets, and policy actions
- Context and recent achievements (2018–2023)
  - Sierra Leone Mid-Term Census 2021: total population 7,548,702; about 5,000,000 recorded as youths (youths account for two thirds of overall population).
  - Government supported 3,400 youths in rice cultivation between 2018 and 2021.
  - Government engaged another 3,400 youths in garbage collection and disposal operations.
  - 26 car washing centres constructed; a total of 1,120 youths currently benefiting; indirect beneficiaries estimated at more than 1,700.
  - Seventy new fishing boats with accessories constructed and distributed to the 7 coastal districts; generated 1,400 direct beneficiaries. Loan portion performance at 70 percent recovery rate; project advanced to construct 50 more fishing boats.
  - Female and male participation in fishing under the project standing at 40 and 60 percent.
  - Construction of 4 fish ponds in Kalaba, Bo, Bonthe, and Tonkolili; 1,400 youth trained in entrepreneurship, book keeping, sea safety and minor repairs on outboard engines.
  - Constructed and fitted 1 Innovative Fish Farm (Polythene) for youth at Leicester Community in Freetown.
  - IOM-funded training of 20 young people in Innovative Fish Farming at Njala University; IOM collaborations offered support to 2,000 vulnerable youth (including 600 young women) who received vocational training and business startup equipment.
  - A fully equipped vocational and technical training centre constructed in Sumbuya Lugbu, Southern Province.
  - 1,200 university graduates recruited, trained and deployed under the National Youth Service Scheme during 2019-2021; 67 percent of them gained permanent employment at institutions where they were deployed for internships.
- Challenges and statistics
  - About 70 percent of the youth population is either underemployed or unemployed.
  - 50 percent of youth are illiterate or unskilled.
  - Youth unemployment currently stands at around 60 percent (noted elsewhere in the plan).
- Strategic objective
  - Create a youth sector enabling environment to support young people to utilize their talents, undertake viable and innovative business activities through start-up projects and to promote collaboration among them by taking advantage of their receptiveness to global opportunities, including digital penetration in socioeconomic activities.
- Key targets
  - By 2025, a comprehensive manpower plan matching and establishing gaps between supply of labour and market demand developed
  - By 2025, the Decent Work Country Programme Phase II becomes operational
  - By 2025, off-the-shelf youth employment bankable projects developed
- Key policy actions (selected, as listed)
  - Legislate the Land Commission and Customary Lands Regulations
  - Improve monitoring and management of urban expansion
  - Finalise and support implementation of National Housing Policy and National Building Code
  - Continue to strengthen the legal and regulatory framework of the land sector
  - Facilitate urbanization by creating new cities and additional urban settlements based on principles of sustainable land use planning, management, and administration
  - Collaborate with other sectors and explore opportunities to attract investments in housing, micro cities, tourism destinations, industrial parks, and other urban infrastructure
  - In a PPP model, create 5000 affordable housing units to be constructed under various arrangements for new micro-cities and social housing schemes
  - Establish a modern GIS workstation to support land administration

### Addressing irregular migration: policy actions, drivers, and challenges
- Key policy actions
  - Ensure the enforcement of labour laws that are consistent with youth development
  - Scale up and explore more training opportunities for young people, including TVET and life skills
  - Increase access to financing opportunities, including establishment of financial corridor and one-stop shop centre to support youth development in the country
  - Increase support for the National Youth Service
  - Increase cooperation between the youth sector and others, with special attention to addressing topical issues calling for cultivation of youth leadership, such as the environment and climate change
  - Develop a manpower plan to match the supply of labour with market demand
  - Enhance youth employment through agriculture, livestock, aquaculture and value chain, and cooperation with the Ministry of Communications, Technology and Innovation
  - Increase cooperation with relevant development partners in advancing youth employment opportunities, with special emphasis on partnership with the International Labour Organization and the African Regional Labour Administration Centre
- Drivers and issues
  - Irregular migration pervasive among young people as a survival strategy for lack of employment opportunities.
  - Youth unemployment stands at around 60 percent (noted in the migration section).
  - Major destination regions: Europe and the Gulf States/Middle East.
  - Drivers include poverty, ‘brain drain’, limited entrepreneurship space, high illiteracy rates, unfavourable employment regulatory framework, porous borders, environmental degradation, and disasters (floods and landslides).
  - Majority of international migration is undertaken without proper documentation; irregular migration often facilitated by human smugglers and criminal networks, exposing migrants to abuse, exploitation, and risk of death.
- Remaining challenges
  - Funding constraints for awareness raising campaigns on the risks of irregular migration and human trafficking.
  - Numerous porous borders.
  - Data collection and analysis on irregular and regular migration needs to be strengthened.

*Source: Excerpts from SIERRA LEONE’S MEDIUM TERM NATIONAL DEVELOPMENT PLAN (2024 – 2030), A Transformative Acceleration Agenda for Food Security, Human Capital Development & Job Creation (page excerpts provided).*

### 1. By 2030, the conviction rate of human traffickers is 5 percent higher than the figure in 2023

### 1. By 2030, the conviction rate of human traffickers is 5 percent higher than the figure in 2023

### Overarching targets and outcomes
- By 2030, the conviction rate of human traffickers is 5 percent higher than the figure in 2023
- By 2030, the general public especially the youth are more aware of irregular migration, human trafficking
- Provide protection services to all victims of human trafficking

### Key policy actions to prevent trafficking and protect victims
- Conduct an awareness campaign on irregular migration, human trafficking and in partnership with youth and women’s group
- Implement the Migration Policy launched in 2022 in collaboration with IOM
- Combat human trafficking through training border operatives and supplying them with the necessary tools and equipment
- Promote the acquisition of technical and vocational training/skills among the youth to promote employability, through the establishment of district-level vocational centres in partnership with the private sector
- Increase efforts to arrests, prosecute and convict traffickers, including addressing procedural delays and judicial corruption as well as ensuring survivors’ safety and enabling their participation I judicial processes, both to increase prosecution rates and offer survivors compensation
- Train prosecutors and judges to investigate and prosecute trafficking cases
- Partner with IOM and relevant stakeholders on the implementation of the National Action Plan Against Trafficking in Persons, Especially Women and Children, 2024-2028 to enhance counter-trafficking efforts and protect the victims of trafficking including in their reintegration process
- Enact the protocol to Prevent, Suppress, and Punish Trafficking in Persons, especially Women and Children
- Upgrade the existing structure of industrial growth centres pioneered to provide vocational and entrepreneurial skills that are enjoyable and market-driven youth, women and other vulnerable groups
- Support the implementation of the 23 objectives of the Global Compact on Safe, Regular and Orderly Migration Championship Country in collaboration with IOM as Chair of the UN Migration Network
- Reinforce voluntary return and reintegration programming for stranded, vulnerable Sierra Leoneans in collaboration with IOM
- Mainstream human mobility in the context of climate change and environmental degradation in Programming by various Ministries as per the Plan of Action on Recommendations to address human mobility in the context of climate change and environmental degradation in Sierra Leone, signed by the Ministry of Environment and Climate Change, National Disaster Management Agency with support from IOM and UNDP and inputs from various MDAs.

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### Technical and Vocational Education and Training (TVET)

Strategic objective
- The strategic objective is to develop a responsive and efficient TVET sub-sector that caters for and produce high quality skilled labour force to contribute to nation building.

Key targets
- By 2026, TVET policy is fully implemented
- By 2030, all relevant curriculum reflecting technical skills and vocational training in high demand are developed
- By 2030, rehabilitate/upgrade all government training institutions in the country
- By 2026, undertake capacity building and refresher courses for lectures and teachers in TVET institutions

Key policy actions
- Review of curriculum of TVET institutions with a view to incorporating the demands of relevant skills in the contemporary labour market
- Undertake a comprehensive needs assessment of TVET institutions and make necessary recommendations to make them fully functional
- Undertake a comprehensive capacity development plan to cater for the needs of trainers and instructors
- Undertake public private partnership in developing TVET programmes
- Strengthen institutional/sectoral collaboration in the delivery of requisite training for the youth
- Conduct an awareness campaign on irregular migration, human trafficking and in partnership with youth and women’s group
- Implement the Migration Policy launched in 2022 in collaboration with IOM
- Combat human trafficking through training border operatives and supplying them with the necessary tools and equipment
- Promote the acquisition of technical and vocational training/skills among the youth to

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### Addressing drug and substance abuse

Context and rationale
- Youth unemployment stands at around 60 percent
- Youth aged 15-35 account for almost 40 percent of the total population, according to the 2021 Mid-Term Census
- Government target: produce 500,000 jobs out of the estimated 2,974,188 youth according to the Census
- Proliferation of drug abuse among youth (KUSH brand, marijuana, tramadol, alcohol, pampas products) linked to peer-group pressure, poor parenting, limited household finance, stress, social exclusion, genetic orientation, and others
- Past efforts (2019-2023): engagement of 3,400 youths in rice cultivation and 3,400 in garbage collection and disposal operations; strengthened operations of the Drugs Law Enforcement Agencies; implementation of the Drugs Control Act 2008 and the Anti-Drugs Act of 2009; strengthened Transnational Organised Crimes Unit in the Police

Strategic objective
- The strategic objective is to mitigate serious drug and substance abuse among young people in Sierra Leone.

Key targets
- By 2030, reduce the proliferation and abuse of drugs among youths in Sierra Leone
- By 2030, improve the advocacy skills of young people in the fight against abuse of drugs
- By 2030, increase the level of awareness including its effects on drugs abuse.

Key policy actions
- Conduct an awareness campaign on irregular migration, human trafficking and in partnership with youth and women’s group
- Implement the Migration Policy launched in 2022 in collaboration with IOM
- Combat human trafficking through training border operatives and supplying them with the necessary tools and equipment
- Strengthening the Drugs Law Enforcement Agencies
- Levied huge fines and punishment for drugs peddlers and users
- Conducting regional awareness raising on drugs and substance abuse
- Conduct youth peer –group training on abuse of drugs and outreach strategies
- Increased Partnership and advocacy against the proliferation of drugs and substance abuse.

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### Employment across the Big Five game changers — youth employment sources and strategies

Projected national employment goals and youth demographics
- Government target: produce 500,000 jobs out of the estimated 2,974,188 youth
- Youthful population accounts for about two-thirds of the population
- The ICT sector: average number of digital financial services-related customer transactions per month exceeded 12 million during 2019-2021
- Fisheries: more 500 km2 of coastline
- Government-supported job creation during 2018-2021: supported 5,700 youths in rice cultivation and cocoa and coffee plantation
- Fisheries example 2018-2021: total of 1,400 jobs mostly for youth generated through government-purchased fishing boats (70) with fishing accessories constructed and distributed to the 7 coastal districts
- National Micro Finance MUNAFA fund (2019-2023): targeting 5,328 beneficiaries for loans; 10 financial service providers were recruited; and 1,000 SMEs-owned women were trained in business development services
- Tourism provided a total number of 2,890 jobs in 2020
- Figure cited: Projected supply of 150,000 jobs for youth through public sector coordinated programmes

Public sector roles and examples
- Public sector can generate jobs via direct placement in public-sector coordinated projects, support for skills development, and labour market information
- Examples include creation of rural micro-enterprises for youth, establishment of youth farms, equipping skilled youth to launch larger-scale agribusinesses, and providing human capital for agro-industrialisation
- Public works and community development programmes previously employed thousands of youths (feeder road works and maintenance, garbage collection and disposal, carwash centres)
- National Youth Service Scheme placed many youth in permanent jobs

Strategies to boost youth employment (listed)
- Adopt a Government policy that encourages the inclusion of youth in public works and infrastructure projects
- Establish a Youth Opportunity Centre in every district headquarter town to support youth in their quest to get employment
- Provide special incentives for youths in the ICT and creative industry

---

*Source: 1sleea2024003-print-pdf - 1. By 2030, the conviction rate of human traffickers is 5 percent higher than the figure in 2023*

### 4. Design a special programme to create job opportunities for out of school young girls.

### Design a special programme to create job opportunities for out of school young girls.

### Growth sectors and overall job projections
- Identified growth sectors expected to heavily attract private investment: agriculture, fisheries, tourism, mining, transport, innovation/digital services, SMEs and trade, public works and community development, and others (including sports and related activities).
- Government-coordinated projects are projected to supply 30 percent of the 500,000 jobs targeted for youth, producing a total of 150,000 jobs during 2024-2030.
- Projects are expected to be financed by GoSL and/or donor agencies through broad projects listed in the plan.
- The private sector is projected to supply 70 percent of the 500,000 jobs target, equal to 350,000 jobs.

### Government-coordinated project areas to support youth job creation (selected highlights)
- Agriculture:
  - Development and Promotion of Agro-ecological Zones (New)
  - Advancing Mechanisation and irrigation system (New)
  - Agricultural Technology and Climate Smart Agriculture (New)
  - Empowering Women and Youth (New)
  - National Agricultural Census (New)
  - Input System: E-Vouchers for Rice Production (Seeds, Fertilizers and Tractor Services)-(Ongoing)
  - Strengthen seed and input systems; support aggregation, processing & market linkages; strengthen agricultural finance; rehabilitation of feeder roads and construction of bridges in targeted food cluster areas.
  - Ongoing and new projects listed include West Africa Food Systems Resilience Program (FSRP) Phase 2 AF (World Bank-Grant) Ongoing; Smallholder Commercialization and Agribusiness Development Project (SCADEP-Grant) (WB/GoSL) Ongoing; Rice Agro Industrial Cluster (SL RAIC) Additional Finance (AfDB-Grant) Ongoing; Sierra Leone Agribusiness and Rice Value Chain Support Project (SLARiS-Grant) (AfDB) Ongoing; Sierra Leone Regional Rice Value Chain Development Project (B/BADEA/GoSl-Loan) Ongoing; Palm Oil Production (IsDB-Loan) Ongoing; Rural Finance & Community Improvement II (IFAD-Loan) Ongoing; Agricultural Value Chain Development Project (AVDP) (IFAD/OFID/GoSL-Loan) Ongoing; Land and Infrastructure Development (India Exim Bank-Loan) Ongoing; Global Agricultural Food Security (WB-Grant) New; Empowerment of West Africa Women SMEs in Rice Value Chain (ESASME) (IsDB-Grant) New.
- Fisheries:
  - Rehabilitation and Development of Fishing Infrastructure (Ongoing)
  - Developing Marine Artisanal Fisheries (Ongoing)
  - Women Empowerment in the Fishery Sector (Ongoing)
  - Strengthening Inland Fisheries and Aquaculture Production (Ongoing)
  - Promoting an inclusive blue value chain; sustainable fisheries; construction of Fishery Bonded Industrial Park/Fish Harbor (China/GoSL-Loan) (Bilateral).
- Tourism:
  - Establishment of Tech-Voc Semi-Formal Arts and Crafts Training Center at the Mabala Cultural Village
  - Construction of National Arts Gallery
  - Construction of Two Tourism Information Offices (New)
  - Sustainable Ecotourism Development Project (New)
  - Development of the Physical Infrastructure of the Cultural Heritage Sector (New)
  - Support to Micro-Small and Medium Enterprises (Munafa Fund) - (Ongoing)
- Transport (selected projects):
  - Completion of Bo - Tikonko Road
  - Construction of Targrin - Lungi - ConaKry Dee Road
  - Construction of Bandajuma-Pujehun-Gbondappi
  - Construction of Taiama - Njala Road
  - Major and Minor Regravelling Works on Selected Trunk Roads (40 Lots)
  - Completion of Township Roads; Reconstruction of Kabala -Falaba-Krubola Road (73Km); Rehabilitation and Reconstruction of Kenema - Zimmi Road; and multiple bridge and culvert works.
- Innovation & digital services:
  - Sierra Leone Digital Transformation Projects
  - Operationalization and Expansion of eGovernment Platform (New)
- SME and Trade:
  - Support to Micro-Small and Medium Enterprises (Munafa Fund) - (Ongoing)
  - Small and Medium Enterprises Development Agency (SMEDA)
- Public works and community development:
  - Multiple rehabilitation and construction projects for Presidential Lodge, State House, Miatta Conference Hall, Ministry of Labor Administrative Building, Youyi Building lifts, Government residential quarters, judicial service infrastructures, and materials testing laboratory (New).
- Other sources (including sports, etc):
  - Youth in Agriculture (Ongoing)
  - Youth in Fisheries Project (Ongoing)
  - Youth Empowerment in Car Wash Project (Ongoing)
  - Graduate Service Programme (Ongoing)
  - Youth Entrepreneurship and Employment Project (Ongoing)
  - Rehabilitation and reconstruction of Craig Belamy Football Academy
  - Construction of multi-purpose complex stadium in 8 districts across Sierra Leone
  - Establishment of sports Physio-Therapy and Fitness Centres in the 5 regional headquarter towns
  - Support to girls in sport across the 16 districts of Sierra Leone
  - Establishing youth opportunity centres in every district headquarter town
  - Youth development fund for start-up ventures
  - Setting up special funds and partnerships with the private sector for hiring training and upscaling youth
  - Providing targeted incentives for the private sector to hire youths
  - Provide special incentives for youth in the ICT and creative industry
  - Designing a special programme to create job opportunities for out of school girls
- Total number of government-coordinated project areas listed: 81

### Direct private sector job generation and incentives
- Historical reference: In February 2016, the Commissioner of Corporate Affairs Commission Sierra Leone disclosed about 6,240 registered and functional companies in Sierra Leone.
- Projected supply of new jobs from the private sector (engine of growth): 350,000 (70 percent of the government-targeted 500,000 jobs for youths), distributed across big, medium and small businesses.
- Planned incentives by Government of Sierra Leone (GoSL) to private sector for youth employment generation:
  1. Provide targeted incentives (tax and non-tax incentives) for the private sector to hire youths
  2. Set aside a special fund to reimburse costs of hiring, training and upskilling of youth incurred by private sector
  3. Provide access to capital for youth that wish to start their own venture
  4. Establish a database to track employment of youth in both public and private sector

### Projected supply of 350,000 jobs through direct private sector employment (Table 2.3.2)
- Aggregate sub-total yearly and total supply:
  - 2024: 18,000
  - 2025: 27,000
  - 2026: 34,000
  - 2027: 47,000
  - 2028: 61,000
  - 2029: 70,000
  - 2030: 93,000
  - Total Supply: 350,000
- By business size:
  1. Big Business Companies (job supply weight 0.5)
     - 2024: 9,000
     - 2025: 13,500
     - 2026: 17,000
     - 2027: 23,500
     - 2028: 30,500
     - 2029: 35,000
     - 2030: 46,500
     - Total: 175,000
     - Supply coordinating institutions: CAC, Chamber of Commerce, NIB, MTI
  2. Medium Business Companies (job supply weight 0.3)
     - 2024: 5,400
     - 2025: 8,100
     - 2026: 10,200
     - 2027: 14,100
     - 2028: 18,300
     - 2029: 21,000
     - 2030: 27,900
     - Total: 105,000
     - Supply coordinating institutions: CAC, Chamber of Commerce, NIB, MTI
  3. Small Business Companies (job supply weight 0.2)
     - 2024: 3,600
     - 2025: 5,400
     - 2026: 6,800
     - 2027: 9,400
     - 2028: 12,200
     - 2029: 14,000
     - 2030: 18,600
     - Total: 70,000
     - Supply coordinating institutions: CAC, Chamber of Commerce, NIB, MTI

### Strategic objective, key targets, and key policy actions for the Youth Employment Scheme
- Strategic objective:
  - Explore various avenues to supply at least 500,000 new jobs for the youth in Sierra Leone under MTNDP 2024-2030.
- Key targets:
  1. By 2030, create 500,000 jobs for young people
  2. By 2025, the public sector is fully prepared to directly supply at least 150,000 jobs for youth
  3. By 2025, the private sector is fully prepared to directly supply at least 350,000 jobs for youth
- Key policy actions:
  1. Promoting inclusion of youth in public works and infrastructure projects
  2. Ensure the establishment of Youth Opportunity Centres across the country
  3. Provide special incentives for youths in the ICT and creative industry
  4. Design a special programme to create job opportunities for out of school young girls
  5. Provide targeted incentives (tax and non-tax incentives) for the private sector to hire youths
  6. Encourage reimbursement of costs of hiring, training and upskilling youth incurred by private sector
  7. Provide access to capital for youth that wish to start their own venture
  8. Establish a database to track employment of youth in both public and private sector

### Sports as an enabler for youth employment
- Rationale:
  - Sports contribute to personal development (good health, discipline, leadership, team building) and are a cost-effective tool to promote SDG 16 (Justice, Peace and Security) and SDG 8 (Decent Employment).
  - Government invested in sports over the last five years to leverage employment and national cohesion outcomes.
- Achievements and activities (selected):
  - Reactivation of male and female premiership football competitions; increased budgetary allocation; allowances for national team athletes.
  - Participation in international events: African Cup of Nations Tournament in Cameroon in 2022; Commonwealth Games in Birmingham 2022; World Boxing Championship in Serbia 2022; West Africa Football for Under 20 Boys and Girls in Senegal 2021; Tokyo Olympic Games 2021; National Female team participation in WAFA Competitions 2020; All African Games in Morocco 2019.
  - Hosting the West African Karate and Boxing Championship in Freetown 2022; reactivated Inter-Force Sports Competitions; started Non-Division Sports Competitions across communities.
- Challenges:
  - Limited sports infrastructure; lack of strategy to promote mass sports and develop youth talents; lack of effective legal framework; inadequate financing; unavailability of proper marketing strategy; perceived lack of trust in sports management; capacity gaps in administration; limited role models; inadequate coordination among sports bodies, local government and schools; limited inclusion for women, older people, and the disabled.
- Lessons and opportunities:
  - Need to encourage volunteerism (coaching, facilities support, governance).
  - Leverage bilateral and international agreements, diaspora marketing, rising private sector investment, and increased expectations on quality, inclusion, and governance.
- Strategic objective for sports:
  - Empower the sector to play a leading role in employment of youth talents, skills and services while serving as a key driver for education, entertainment, revenue generation, national cohesion, and peace.
- Key targets for sports:
  1. By 2030, the strategy and legal framework to promote mass sports, including development of talents of youth in sports fully developed
  2. By 2030, Sierra Leone participates in at least one international competition annually
  3. By 2030, at least 70 percent of planned annual national competition events for all sporting activities undertaken
- Key policy actions for sports:
  1. Increase support for sporting activities in learning institutions and communities
  2. Increase funding to National Sports Association
  3. Review all existing policy documents and regulations for sports development in the country
  4. Develop comprehensive strategy and legal framework for sports development
  5. Develop awareness and public resource centre to attract local and foreign visitors
  6. Establish strong research capabilities in sports
  7. Develop education programmes on sports in learning institutions
  8. Develop a diversified resource mobilisation strategy for sports
  9. Develop a Sport Museum/hall of fame as a resource centre for tourism marketing and promotion
  10. Facilitate membership of athletes in national sport associations and world governing bodies

### Youth and children’s priorities obtained during nationwide consultations (selected items relevant to employment and youth)
- Feed Salone priorities include: Youth Farms; Formulation of laws and support for women's right/access to farming land and livestock; Establishment of Farms for all forces; Reintroduction of School gardens; One-stop shop for locally grown Agricultural produces.
- Human Capital Development priorities include: Provision of Student Loans; Provision of free health care (for all categories of children (0-18 years)); Free and quality education for PWDs; Reduction in examination malpractices; Constructions of more equipped health facilities in hard-to-reach areas.
- Youth Employment Scheme priorities include: Strengthening and decentralised TVET across all regions; Support youth in sport; Entrepreneurship training; Create well-equipped regional recreational facilities for youths’ activities; Support youth in Agriculture.

*Source: 1sleea2024003-print-pdf - 4. Design a special programme to create job opportunities for out of school young girls.*

### 5.4 Infrastructure,

### 5.4 Infrastructure, Technology and Innovation

### Access to free, cheaper, and stable internet connectivity; ICT facilities; Provision of transport infrastructure; Roads; Electricity
- Priority areas listed:  
  1. Access to free, cheaper, and stable internet connectivity  
  2. Roads, Electricity  
  3. ICT Facilities  
  4. Provision of Transport infrastructure

### 5.4.1. Energy — strategic objective and recent performance
- Strategic objective: produce/generate and distribute adequate electricity and power from renewable and clean sources for increased access for the population to enhance economic growth and development.
- Historical access and performance:
  - Access to electricity in 2017 was less than 16 percent.
  - Over the medium-term 2019-2023, access to electricity more than doubled from 16 percent in 2018 to 36 percent in 2023.
  - Households with access: 13.5 percent in 2018 to 25.4 percent in 2021.
  - Loss of electricity through leakages in the distribution system: increased from 38 percent in 2018 to 44 percent in 2019, and fell to 38 percent in 2021.
  - Number of district headquarters towns with reliable electricity supply stood at nine in 2021 out of the 10 planned in 2019.
  - Percentage of the population with access to improved ecologically friendly stoves: 18 percent in 2018 to 20.2 percent in 2019.
- Supply targets and drivers:
  - Roadmap to produce 1,130MW by 2030 from 100MW in 2017 (including 64MW of Solar power and over 120MW of Hydro Power).
  - Projected demand: mining companies estimated at 650 MW of thermal baseload capacity; SMEs and commercial entities projected to require 350 M.
  - Sector stakeholders cited: EDSA, EGTC, Mini-grid Operators, Independent Power Producers (Karpower Ship, SALINI, Serengeti).

- Key challenges:
  - Inadequate staffing.
  - Limited inter-sectoral coordination and financing, including delay in the disbursements of funds (allocation and counterpart funds).
  - High inflation and depreciation of Leones affecting operational efficiency.
  - Commercial inefficiency due to electricity theft, theft of cabling and equipment, vandalization of assets and sabotage of facilities.
  - Destruction/deforestation of Hydro Power Plant catchment areas.

- Key opportunities:
  - Strong political will and stable political and security situation.
  - Tropical climate conducive for solar power; high levels of rainfall for hydropower.
  - Development of the West Africa Power Pool (WAPP).
  - Development of Renewable Energy and Energy Efficiency Policies; development of Sustainable Energy for All (SA4ALL).
  - Robust reforms and technical audits; large landscape of green vegetation for biomass.
  - Good working relationships between government and development partners; good environment for doing business.

- Trends in performance in the energy sector 2019–2021 (table entries preserved):
  - Indicator: Percentage of population with access to electricity  
    - Baseline: 15.0 percent (MoE 2018)  
    - 2019 Target: 21 percent — Actual: 25 percent  
    - 2020 Target: 27 percent — Actual: 30 percent  
    - 2021 Target: 32 percent — Actual: 32 percent  
    - 2023 Target: 44 percent
  - Indicator: Percentage of the households with access to electricity  
    - Baseline: 13.5 percent (DHS 2013)  
    - 2019 Target: 15.0 percent — Actual: 22.0 percent  
    - 2020 Target: 17 percent — Actual: 22.9 percent  
    - 2021 Target: 18 percent — Actual: 25.4 percent  
    - 2023 Target: 22 percent
  - Indicator: Installed generation capacity under the management of EGTC(MW)  
    - Baseline: 167.62  
    - 2019 Target: 260 — Actual: 176  
    - 2020 Target: 360 — Actual: 180  
    - 2021 Target: 460 — Actual: 253  
    - 2023 Target: 650
  - Indicator: Number of districts headquarter towns with reliable electricity supply  
    - Baseline/2019 Actual: 9  
    - 2019 Target: 10 — Actual: 9  
    - 2020 Target: 11 — Actual: 9  
    - 2021 Target: 13 — Actual: 9  
    - 2023 Target: 16
  - Indicator: Percentage of electricity generated that is lost in the process of transmission and distribution.  
    - Baseline: 38 percent  
    - 2019 Target: 34 percent — Actual: 44 percent  
    - 2020 Target: 30 percent — Actual: 39 percent  
    - 2021 Target: 27 percent — Actual: 38 percent  
    - 2023 Target: 20 percent
  - Indicator: Length of the transmission grid (km)  
    - Baseline: 200  
    - 2019 Target: 450 - 700 — Actual: 549  
    - 2020 Target: 950 — Actual: 682  
    - 2021 Target: 1,500
  - Indicator: Percentage of population with access to improve ecologically friendly stoves  
    - Baseline: 18 percent  
    - 2019 Target: 23 percent — Actual: 20.2 percent  
    - 2020 Target: 28 percent — Actual: -  
    - 2021 Target: 36 percent — Actual: -  
    - 2023 Target: 45 percent

- Key Targets for Big 5.4.1 Energy (annual targets preserved):
  - Percentage of population with access to electricity increased (Base-line: 32% in 2021):  
    - 2024: 36%  
    - 2025: 40%  
    - 2026: 44%  
    - 2027: 48%  
    - 2028: 52%  
    - 2029: 56%  
    - 2030: 60%
  - Percentage of the households with access to electricity increased (Base-line: 25.4% in 2021):  
    - 2024: 30%  
    - 2025: 35%  
    - 2026: 40%  
    - 2027: 45%  
    - 2028: 50%  
    - 2029: 55%  
    - 2030: 60%
  - Number of districts headquarter towns with reliable electricity supply increased (Base-line: 9 in 2021):  
    - 2024: 10  
    - 2025: 11  
    - 2026: 12  
    - 2027: 13  
    - 2028: 14  
    - 2029: 15  
    - 2030: 16

- Key policy actions (listed):
  1. Embark on increasing electricity generation, transmission and distribution  
  2. Improve on the policy and regulatory environment of the energy sector  
  3. Restore electricity supply to all district headquarters towns and cities  
  4. Increase investment in low-cost renewable energy (solar, hydro, wind, and biomass)  
  5. Improve governance at all levels of the sector- the Ministry of Energy, EDSA, EGTC, EWRC, NSRPA, BWMA- to develop responsible leadership and institutional culture  
  6. Ensure expansion of the transmission grid nationwide by increasing the annual regular kilometric coverage.  
  7. Ensure rural electrification is carried out through the engagement and involvement of key stakeholders, including the private sector.  
  8. Ensure robust monitoring and supervision of Projects.  
  9. Ensure affordable tariffs

### 5.4.2. Road and transportation systems — role, scope, and employment
- Strategic role:
  - Transport is a strategic sector for growth and development, contributing considerably towards economic growth, competitiveness, and human capital development.
  - The sector is a stimulator of economic activity and an active employer; facilitates imports, exports, distribution of products, and movement of people.
  - It enables other sectors like Tourism, Mining, Agriculture, Energy, Finance, and Fisheries.
- Economic contribution and structure:
  - It is estimated that the sector contributes over 15 percent of the country’s GDP.
  - Transport system components: road, rail, seaports, airports and inland waterways; services include buses, taxis, motor trikes (Kekes), motorbikes (okadas), ferries, water taxis, local motorized boats (Pampas), and airline services.
- Geography and infrastructure potential:
  - Sierra Leone total area: 71,740km2 (71,620 km2 of land and of 120 km2 of water), conducive for natural harbours and offering opportunity for efficient railway and road network connections.
- Employment statistics (road subsector and aviation):
  - Road subsector employs over 200,000 (two hundred thousand) people, including:  
    - over 50,000 youths as motorcycle riders (motorbikes and motor trikes)  
    - 150,000 people as personal chauffeurs, taxis, mini-bus (poda-poda), and truck drivers and assistants
  - Aviation sector employs over 1,000 people directly and about 500 indirectly (travel agents, clearing and forwarding agents etc.).

### 5.5 Transforming Public Sector Architecture (selected entries)
- Key reform items listed:
  1. Harmonization of salary for all government officers by grades  
  2. Improve the application and recruitment processes automated at PSC.  
  3. Establishment of civil service/public service commission offices at regional level  
  4. Decentralized the civil service training college  
  5. Increase funding to the civil service training college

- Note: The comprehensive report on the nationwide adolescent and youth consultations on the plan can be obtained from the Ministry of Planning and Economic Development for detailed recommendations on the implementation of the plan.

*Source: 5.4 Infrastructure, Technology and Innovation (chapter text and tables) from SIERRA LEONE’S MEDIUM TERM NATIONAL DEVELOPMENT PLAN (2024 – 2030) — A Transformative Acceleration Agenda for Food Security, Human Capital Development & Job Creation*

### Box 5.2:

### Box 5.2: Presidential Initiative — supporting renewable energy production in Sierra Leone

### Goals
- By 2024, a Just Energy Transition Plan (JET-P) developed and approved by parliament
- By 2034, contribute to grow grid generation capacity from 200MW to 1GW
- By 2030, contribute to add at least 200 mini grids to support energy access.
- By 2030, at least 20 percent of households using LPG, ethanol, or other clean energy for cooking

### Specific actions
- Advocate for policies for improved energy efficiency and access to and adoption of renewable energy technologies and use
- Renewable energy and energy efficiency and conservation projects focussing on production and distribution of clean energy, household efficient lightening, and energy efficient buildings
- Developing loan programme through financial institutions to support uptake of clean cooking technologies
- Support youth (female and male) through training and business start-ups support to produce and market clean cooking stoves;
- Explore fiscal measures to encourage women and youth to manufacture non forest biomass fuel briquettes from agricultural waste, sawdust, etc.
- Establish a delivery unit for clean cooking and support implementation of the Clean Cooking Strategy
- Enacting policies that incentivize renewable energy investment and ensure the integration of renewable energy into the national grid.
- Facilitate policies and advocate for improved energy efficiency and use.
- Support the generation of carbon credits, through the introduction of clean technologies for cooking and diffusion of clean cooking solutions by the programme.

*Source: Box 5.2, 1sleea2024003-print-pdf*

### 1. By 2030, safety of life and property at sea significantly improved

### 1. By 2030, safety of life and property at sea significantly improved

### Maritime and Transport Targets and Timelines
- By 2030, safety of life and property at sea significantly improved.
- By 2030, public transport facilities expanded in all major cities by upgrading jetties for water transport and launching a railway rehabilitation project, thereby expanding inter-urban transport.
- By 2026, all laws, rules, and regulations of direct importance to the sector revised and reconciled, removing all conflicts in legislation that affect the smooth and effective governance of institutions within the transport sector.
- By 2027, domestication of all nine International Maritime Organisation mandatory instruments undertaken.

### Key policy actions (transport and maritime)
- Build sectoral service delivery and technical capacity and strengthen the reporting system between the Ministry and its Agencies.
- Capacitate the Sierra Leone Public Transport Authority as a regulator to effectively superintend over transport operators.
- Establish an integrated air transportation system that is in compliance with ICAO standards for safety and security.
- Develop a framework to regulate local, regional, worldwide connections and infrastructure.
- Improve aviation safety and promote global confidence in the industry through the conduct of timely independent investigation to determine causes of accident, incident.
- Enhance sector governance for improved transportation services.
- Modernise public transportation services and improve road safety.
- Ensure safe, secure and efficient sea transportation services to harness the potential of the Blue Economy and facilitate trade.

### Communication, Technology and Innovation (CTI) — role and strategic objective
- CTI is presented as a game-changer and key driver of economic growth, contributing significantly to GDP, fostering innovation, creating employment, and improving access to education, healthcare, and financial services.
- The strategic objective: increase the supply of communications, technology and innovation services for their increased access and affordability to ensure they are effectively integrated into all development initiatives for growth, innovation, entrepreneurship, and building a digital economy.

### Digital Financial Services (DFS) performance and fiscal implication (2020 data, UNCDF)
- Out of a total of 13 providers surveyed, 12 reported growth in their registered customer base between December 2019 and December 2020.
- On average, the number of registered DFS accounts grew by 47 percent per provider during this period.
- Active 90-day DFS accounts reached 2.2 million in December, from1.4 million in December 2019, representing a 63 percent growth.
- The average number of DFS-based customer transactions per month in 2020 exceeded 12 million.
- Fiscal illustration: If this size of transactions prevailed each year during 2024-2030 and a tax of Le 1.0 is levied on each transaction, the Government would receive at least Le 12 million (12 billion Old Leones) each year from DFS; Le 24 million if the tax is Le 2.

### Notable CTI institutional milestones (achievements)
- Establishment of the Directorate of Science, Technology and Innovation in the Office of the President.
- Enactment of the Cybercrime Act 2021.
- Launch of the national digital development policy.
- Enactment of a new Communications Act 2022.
- Advancement of the Digital Infrastructure of the economy.
- Extension of the National Fibre backbone to five more districts, and construction of district metro rings for last mile government services.
- Increase in the number of internet users from 307,000 people in 2017 to about 2.67 million as of June 2022.
- Rolling-out time/attendance management system to 24 MDAs.

### CTI critical challenges
- High cost of digital services (especially mobile and voice services).
- Lags in the effective implementation of e-governance initiatives, including enhancing digital service delivery, transparency, and accountability.
- Difficulty in migrating from analogue to digital broadcasting.
- Low level of digital literacy.
- Other emerging issues: digital inclusion and accessibility; data governance and privacy; capacity building and skill development; support for innovation; digital divide; capacity building & digital literacy.

### CTI Key targets (table values preserved)
- Number of internet users increased by 60 percent
  - Baseline: 1.84 million in 2023
  - Annual Targets: 2024: 2.0 million; 2025: 2.16 million; 2026: 2.32 million; 2027: 2.48 million; 2028: 2.60 million; 2029: 2.76 million; 2030: 2.9 million
- Internet penetration rate increased to at least 50 percent
  - Baseline: 21.2% in 01/2023
  - Annual Targets: 2024: 25.3%; 2025: 29.4%; 2026: 33.1%; 2027: 37.2%; 2028: 41.3%; 2029: 45.4%; 2030: 50.0%
- Access to digital financial services increased to at least 50%
  - Baseline: 25 percent in 2023 (UNCDF)
  - Annual Targets: 2024: 28.4; 2025: 32.0; 2026: 35.6; 2027: 39.2; 2028: 42.8; 2029: 46.4; 2030: 50%
- Establish a smart City in Bo District by 2028
  - Baseline: Zero
  - Annual Targets: 2028: 1

### CTI Key policy actions (communications, technology)
- Develop policies, strategies, standards, and guidelines to facilitate the deployment of Digital Governance services.
- Develop policies, strategies, standards, and guidelines for the establishment of a Smart City.
- Increase the current internet broadband and mobile penetration for the population.
- Develop resilience and enhance security in ICT infrastructure networks and digital platforms.
- Upgrade rural telecommunications by improving accessibility, customer choice and affordability for rural areas and underserved communities.
- Develop and implement an e-Government core network infrastructure and services.
- Develop and implement a Government Data Centre and cloud computing infrastructure.
- Use the postal sector as a platform to deliver government services to all citizens for digital, financial, commercial and social inclusion.
- Promote the increased usage of computers and other technological devices among citizens, including learning institutions.
- Create a conducive environment to empower people to innovate.

### CTI Key policy actions (Digital Financial Services and e-Commerce)
- Streamline the enabling legal and regulatory environment for Digital Financial Services.
- Ensure an interoperable and secure digital financial infrastructure.
- Encourage DFS competition, user protection, and adoption through technology-forward National financial inclusion strategies.
- Create a conducive environment for the development and uptake of digital financial services as an enabler and driver for e-commerce.
- Expand and strengthen the role of postal network in the digital economy as a Hub for e-Government services.
- Facilitate access to finance and funding mechanisms for digital enterprises.
- Deploy the essential enabling building blocks for the implementation of a National e-Governance systems.
- Support interventions to strengthen cybersecurity at the national level.

### Transforming the public service architecture — progress and metrics
- Public service contribution to GDP: 6.6 percent for the year 2022, growing from 0.1 percent in the previous year.
- From 2018 to 2023, a total of 6,113 qualified Sierra Leoneans were recruited into the civil service.
- Percentage of recruitment increased from 55 percent in 2019 to 65 percent in 2020.
- Reporting on recruitment processes posted on the Automated System of the Public Service Commission increased from 40 percent in 2018 to 55 percent in 2019.
- Millennium Challenge Corporation ranking on public sector effectiveness increased from 31 percent in 2018 to 42 percent in 2021.

### Public service reform achievements and past reforms
- Foreign Affairs Reforms: Cabinet approved transformation of the Foreign Service Academy into a Semi-Autonomous Government Agency; Foreign Service Academy Strategic Plan 2016-2020 formulated and launched.
- Diaspora Policy finalised, launched and implemented during 2019-2023.
- Continued implementation of a decentralised system of government supported by the Local Government Act (ratified in February 2004) and local council elections (May 2004).

### Main challenges for public service reform (listed)
1. Inadequate funding and delay in the disbursement of budgetary allocation to institutions managing public sector operations (PSC, HRMO, Public Service Reform Unit, Cabinet Secretariat).
2. Lack of a conducive work environment (including provision of requisite equipment and workspace), affecting motivation; human resource constraints from poor strategic HR planning, non-execution of succession HR plans, and inadequate training.
3. Duplication of employment patterns, wastage of training-related resources, underfunding of critical training and capacity building; slow progress in establishing the National Civil Service Capacity Enhancement Scheme.
4. High staff turnover in the most productive and critical public sectors; overlaps and duplication of administrative functions; disparity in salaries and remuneration at national and regional levels; delay in implementation of the Wages and Compensation Commission Act.
5. Weak human resource information management systems; existence of many inconsistent laws hampering effective service delivery, resulting in conflicting mandates and continued growth in the number of public institutions leading to underfunding and human capacity gaps.
6. Entrenched issues of corporate governance characterised by lack of transparency, accountability, and probity in the funding of various commissions, agencies and governance units by development partners.

*Source: 1sleea2024003-print-pdf - 1. By 2030, safety of life and property at sea significantly improved*

### 1. Structural alignment and rationalisation of mandates in the public service

### 1. Structural alignment and rationalisation of mandates in the public service

### Strategic objective
- Create an efficient, professional, and result-oriented Civil/Public Service that attracts and retains the brightest talents to be at the forefront of rolling out the Government’s agenda as well as tackling complex national challenges for socio-economic development.

### Key annual targets (Table 5.28 / Table 5.5 entries)
- By 2030, bill to rationalise mandates of MDAs enacted
  - Baseline: Zero
  - Annual Targets: - - - - 1 - -
- By 2030, public service act promulgated
  - Baseline: Zero
  - Annual Targets: - - - 1 - - -
- By 2030, public service academy successfully completed
  - Baseline: Zero
  - Annual Targets: - - - - 1 - -
- By 2026, a public sector coordinating body is established
  - Baseline: Zero
  - Annual Targets: - - 1 - - - -
- By 2026, migrating of all public service workers from paper to digital platforms completed
  - Baseline: Zero
  - Annual Targets: - - 1 - - - -
- By 2026, all job adverts are uploaded in one portal platform as deemed necessary.
  - Baseline: Zero
  - Annual Targets: - - 1 - - - -

### Key targets (summary)
Structural alignment and rationalization of mandates
- By 2030, all relevant policies and legal frameworks for the civil/public service reviewed
- By 2030, highly significant number of non-core government services outsourced

Human resource management / manpower planning
- By 2026, employee head count and gender audit successfully completed
- By 2026, an incentive scheme to promote staff retention developed and is in use

Public sector coordination and management
- By 2026, a clear framework for joint implementation of cross-sectoral programmes/projects developed and launched

M&E and performance management for effective public service delivery
- By 2025, all existing frameworks for strengthening Performance Management in MDAs reviewed
- By 2030, all frameworks reviewed for performance management in MDAs and fully operational
- By 2026, all necessary tools for performance management developed and in use in MDAs

E-governance
- By 2026, all reporting formats transformed into digital platforms
- By 2026, all MDAs have successfully installed a biometric attendance system

Pay and incentives
- By 2026, a unified pay and compensation system is established
- By 2026, an incentive scheme to motivate staff is developed
- By 2030, a hire purchase and housing scheme is established

### Key policy actions

Structural alignment and rationalization of mandates
- Undertake a comprehensive national Governance landscape scanning of existing policies, legislations, regulations, guidelines etc. in delivering on their mandates
- Develop a Public Service Policy, Act and Regulations
- Out-sourcing of non-core government services
- Undertake structural alignment of MDAs through Management and Functional Reviews to meet contemporary public sector management demands in respect of formulation and implementation of development policies, programmes and projects
- Enact a bill for rationalization of MDAs mandates, functions and responsibilities.

Human resource management / manpower planning
- Increase funding to the Civil Service Training College, and its staff capacity to formulate comprehensive curricula for effective capacity building in the Civil/Public Sector
- Develop incentive scheme to support staff retention, productivity and career progression
- Transform the Civil Service Training College into a Public Service Academy to improved and strengthen capacity to continue to undertake training, research, consultancy and advisory in the Public Service as well as function as a think tank to guide on policy research as well as
- establishment of e-learning and resource centre

*Source: 1. Structural alignment and rationalisation of mandates in the public service (excerpts from Sierra Leone’s Medium Term National Development Plan (2024 – 2030))*

### 5. Decentralise  the  Civil  Service  Training  College  to  provide  requisite  training  and  capacity  for  Civil

### 5. Decentralise  the  Civil  Service  Training  College  to  provide  requisite  training  and  capacity  for  Civil

### District consultation process and purpose
- Consultations held in 15 of the 16 districts (Western Urban District excluded).
- Participants in each district consultation: local council leadership, decentralised MDAs, CSO/NGO representatives, all paramount chiefs and other community leaders, women and youth representatives at sub-district/chiefdom level, persons with disabilities, and the general public (inputs captured through radio phone-in programmes).
- Objective: Identify district/local priorities for 2024–2030 aligned to the Government’s Big Five Game Changers.

### District priorities — Eastern Region

- Kailahun District
  - Population: 550,435 (Male: 273,793 Female: 276,642)
  - Land Areas: 3,959 km²
  - Poverty rate: 56.7 (SLIHS)
  - Comparative Advantage 2024-2030: Agriculture (Rice, Cocoa, Coffee, Cassava, Small Ruminants)
  - Top District-level Priorities across the Big 5s:
    - Big 5.1 Feed Salone: Support small-scale and master farmers
    - Big 5.2 Human Capital Development: Scale up Early Childhood Development (ECD)
    - Big 5.3 Youth Employment Scheme: Youth-led programmes on drug/substance abuse
    - Big 5.4 Infrastructure & Technology: Construction of Roads and Bridges
    - Big 5.5 Transforming Public Sector Architecture: Total devolution and service training for personnel

- Kenema District
  - Population: 772,472 (Male: 384,173 Female: 388,299)
  - Land Areas: 6,364 km²
  - Poverty rate: 78 (SLIHS)
  - Comparative Advantage 2024-2030: Agriculture (Rice, Cocoa, Coffee, Small Ruminants, Pulses, Sweet potatoes, Cassava); Mining (Diamond); Tourism Gola Forest, Kamboi Hills
  - Top District-level Priorities across the Big 5s:
    - Big 5.1 Feed Salone: Mechanization of Agriculture
    - Big 5.2 Human Capital Development: Expand and Improve Existing Health & Education Infrastructure
    - Big 5.3 Youth Employment Scheme: Youth in Agriculture
    - Big 5.4 Infrastructure & Technology: Construction of Roads
    - Big 5.5 Transforming Public Sector Architecture: Strengthen Civil Service Recruitment Policies

- Kono District
  - Population: 620,703 (Male:311,832, Female:308,871)
  - Land Areas: 5,413 km²
  - Poverty rate: 52.4 (SLHIS)
  - Comparative Advantage 2024-2030: Agriculture (Rice, Maize and Soybean, Cocoa, Coffee, Cashew, Tomatoes, Small Ruminants, Pulses, Sweet Potatoes, Cassava); Mining (Diamond, Gold, and Bauxite)
  - Top District-level Priorities across the Big 5s:
    - Big 5.1 Feed Salone: Establishment of Rice Farms
    - Big 5.2 Human Capital Development: Establishment of pre-primary schools in all chiefdoms, Technical and Vocational Centers, and Universities
    - Big 5.3 Youth Employment Scheme: Establishment and equip re-creational centres for youths in selected chiefdoms
    - Big 5.4 Infrastructure & Technology: Construction of roads
    - Big 5.5 Transforming Public Sector Architecture: Professional training for Government MDAs

- Koinadugu District
  - Population: 206,133 (Male:102,364, Female: 103,769)
  - Land Areas: 4,964 km²
  - Poverty rate: 76.6 (SLHIS)
  - Comparative Advantage 2024-2030: Agriculture (Onions, Cashew, Tomatoes, Small Ruminants, Palses, Sweet Potatoes); Mining (Gold); Tourism: Lake Sonfon National Park, Bintumani Hills
  - Top District-level Priorities across the Big 5s:
    - Big 5.1 Feed Salone: Support Smallholders farmers
    - Big 5.2 Human Capital Development: Rehabilitation of schools
    - Big 5.3 Youth Employment Scheme: Strengthen Technical and Vocational Training Centres
    - Big 5.4 Infrastructure & Technology: Construction of Roads and Bridges
    - Big 5.5 Transforming Public Sector Architecture: Complete Devolution to Councils and MDAs

### District priorities — Northern Region

- Bombali District
  - Population: 387,236 (Male:186,824, Female: 200,412)
  - Land Areas: 3,885 km²
  - Poverty rate: 64.1 (SLIHS)
  - Comparative Advantage 2024-2030: Agriculture (Rice, Onions, Pepper, Tomatoes, Pulses, Sweet Potato, Cassava)
  - Top District-level Priorities across the Big 5s:
    - Big 5.1 Feed Salone: Increase crop production and livestock development
    - Big 5.2 Human Capital Development: Improve Health Care Facility
    - Big 5.3 Youth Employment Scheme: Agric Business Development
    - Big 5.4 Infrastructure & Technology: Feeder roads rehabilitation
    - Big 5.5 Transforming Public Sector Architecture: Improve working conditions for teachers

- Falaba District
  - Population: 166,205 (Male: 83,622, Female: 82,583)
  - Land Areas: 7,423 km²
  - Poverty rate: 81.3 (SLHIS)
  - Comparative Advantage 2024-2030: Agriculture (Rice, Onions, Cashew, Pepper, Small Ruminants, Pulses, Sweet Potatoes)
  - Top District-level Priorities across the Big 5s:
    - Big 5.1 Feed Salone: Support rice production and productivity
    - Big 5.2 Human Capital Development: Construction of District referral hospital
    - Big 5.3 Youth Employment Scheme: Youth Technical and Vocational Training Centres
    - Big 5.4 Infrastructure & Technology: Construction of Roads and Bridges
    - Big 5.5 Transforming Public Sector Architecture: Complete Devolution

- Tonkolili District
  - Population: 557,257(Male; 282,127, Female: 27,5130)
  - Land Area: 6,299 km²
  - Poverty rate: 84.8 (SLHIS)
  - Comparative Advantage 2024-2030: Agriculture: Rice, Poultry, Maize & Soybean, Onions, Cashew, Sugar cane; Mining (Gold, Bauxite, and Iron Ore); Energy/Tourism: Bumbuna Hydro Dam
  - Top District-level Priorities across the Big 5s:
    - Big 5.1 Feed Salone: Mechanize farming
    - Big 5.2 Human Capital Development: Strengthen community health care system.
    - Big 5.3 Youth Employment Scheme: Establishment of youth sectional farms across the district.
    - Big 5.4 Infrastructure & Technology: Construction of roads
    - Big 5.5 Transforming Public Sector Architecture: Harmonization and increment of salaries for devolve sectors.

### District priorities — North Western Region

- Karene District
  - Population: 290,313 (Male: 147,124 Female: 143,189)
  - Land Area: 5,830km2.
  - Poverty rate: 77.3 (SLIHS)
  - Comparative Advantage 2024-2030: Mining: Diamond, Gold; Agriculture: Rice, Onions, Small Ruminants, orange, sweet potato; Tourism: Otamba kilimi (Natural parks and Animal Sanctuaries)
  - Top District-level Priorities across the Big 5s:
    - Big 5.1 Feed Salone: Mechanization of agriculture
    - Big 5.2 Human Capital Development: Establishment of technical vocational centres
    - Big 5.3 Youth Employment Scheme: Training of youths on entrepreneurship
    - Big 5.4 Infrastructure & Technology: Construction of Roads
    - Big 5.5 Transforming Public Sector Architecture: Construction/Rehabilitation of government offices, facilities and quarters.

- Kambia District
  - Population: 367,699 (Male: 188,560 Female:179,139)
  - Land Areas: 3,025 km²
  - Poverty rate: 45.8 (SLIHS)
  - Comparative Advantage 2024-2030: Agriculture (Rice, Onions, Cashew, Pepper, Tamotoes, Sweet Potatoes); Fishing: Blue Economy
  - Top District-level Priorities across the Big 5s:
    - Big 5.1 Feed Salone: Mechanization and Irrigation
    - Big 5.2 Human Capital Development: Recruitment of Trained and qualified teachers
    - Big 5.3 Youth Employment Scheme: Provide Trainings for Youth in Agriculture
    - Big 5.4 Infrastructure & Technology: Improvement of roads infrastructure
    - Big 5.5 Transforming Public Sector Architecture: Fighting corruption

- Port Loko District
  - Population: 528,038 (Male: 253,790, Female:274,248)
  - Areas: 4,666 km²
  - Poverty rate: 64.3 (SLHIS)
  - Comparative Advantage 2024-2030: Agriculture: Rice, Maize & Soybeans, Onions, Cashew, Pepper, Pulses, Tomatoes, Small Ruminants; Mining: Iron ore; Fishing: Blue Economy Potential
  - Top District-level Priorities across the Big 5s:
    - Big 5.1 Feed Salone: supply Improved seed varieties
    - Big 5.2 Human Capital Development: Increase Drugs supply
    - Big 5.3 Youth Employment Scheme: Build capacity of young people
    - Big 5.4 Infrastructure & Technology: Construction of roads
    - Big 5.5 Transforming Public Sector Architecture: Periodic Capacity Building for local council and devolved sectors

### District priorities — Southern Region

- Bo District
  - Population: 756,975 (Male:366,346, Female:390,629)
  - Land Areas: 5,473 km²
  - Life expectancy: 47.90% years, MMR: IMR: 30 (MICS)
  - Poverty rate: 60.2 (SLIHS)
  - Comparative Advantage 2024-2030: Agriculture: Rice, Cashew, Pepper, Pulses, Sweet Potatoes, Cassava
  - Top District-level Priorities across the Big 5s:
    - Big 5.1 Feed Salone: Establish Agricultural Development Bank
    - Big 5.2 Human Capital Development: Strengthen health care service delivery system
    - Big 5.3 Youth Employment Scheme: Promote mechanized youth farming
    - Big 5.4 Infrastructure & Technology: Construction and rehabilitation of main/feeder roads
    - Big 5.5 Transforming Public Sector Architecture: Equip public offices with adequate technical and professional staff

- Bonthe District
  - Population: 29,756 (Male:149,555, Female:14,8006)
  - Land Areas: 3,589 km²
  - Poverty rate: 51.9 (SLHIS)
  - Comparative Advantage 2024-2030: Mining: Rutile; Agriculture: Rice, Pepper, Tomatoes, Cassava; Fishing: Blue Economy
  - Top District-level Priorities across the Big 5s:
    - Big 5.1 Feed Salone: Strengthen mechanization and Irrigation Methods in farming
    - Big 5.2 Human Capital Development: Establish Standard/Referral Government hospital in the mainland.
    - Big 5.3 Youth Employment Scheme: Strengthen Technical, and Vocational, and disable friendly training centres.
    - Big 5.4 Infrastructure & Technology: Construction of main roads and improve the district road network
    - Big 5.5 Transforming Public Sector Architecture: Provide remote allowance for public sector workers.

- Moyamba District
  - Population: 346,771 (Male: 167,836 Female:178,935)
  - Land Areas: 6,972 km²
  - Poverty rate: 73.5 (SLIHS)
  - Comparative Advantage 2024-2030: Mining: Rutile; Agriculture: Rice, Maise & Soybeans, Cashew, Small Ruminants, Pulses, Sweet Potatoes, Cassava; Fishing: Blue Economy Potential
  - Top District-level priorities across the Big 5s:
    - Big 5.1 Feed Salone: Mechanized farming and crop production
    - Big 5.2 Human Capital Development: Trained and Qualified Teachers
    - Big 5.3 Youth Employment Scheme: Provide skills training opportunities
    - Big 5.4 Infrastructure & Technology: Improve Road infrastructure
    - Big 5.5 Transforming Public Sector Architecture: Introduced MDA Asset Register and Logistic Management

- Pujehun District
  - Population: 429,574 (Male: 215,332 Female: 214,242)
  - Land Areas: 4,192 km²
  - Poverty rate: 84.6 (SLIHS)
  - Comparative Advantage 2024-2030: Agriculture: Rice, Pulses, Cassava; Mining: Diamonds, Oil, and Gas; Fishing: Blue Economy; Tourism: Gola Forest and Tiwai Island
  - Top District-level Priorities across the Big 5s:
    - Big 5.1 Feed Salone: Introduce Mechanization of Agriculture
    - Big 5.2 Human Capital Development: Provision of Essential Drugs & Medical Supplies
    - Big 5.3 Youth Employment Scheme: Establish vocational institutions in chiefdom headquarters.
    - Big 5.4 Infrastructure & Technology: Improve Public Infrastructure
    - Big 5.5 Transforming Public Sector Architecture: Provide Logistical support for service delivery

### District priorities — Western Region

- Western Area District
  - Population: 662,156 (male: 322,058, Female: 340,098)
  - Land Areas: 613 km²
  - Poverty rate: 37.7 (SLIHS)
  - Comparative Advantage 2024-2030: Tourism: Animal Sanctuary, Beaches
  - Top District-level Priorities across the Big 5s:
    - Big 5.1 Feed Salone: Rice Self-Sufficient
    - Big 5.2 Human Capital Development: Health Infrastructure
    - Big 5.3 Youth Employment Scheme: Strengthen Technical Vocational Education
    - Big 5.4 Infrastructure & Technology: Improve Energy Infrastructure
    - Big 5.5 Transforming Public Sector Architecture: Complete the devolution process

*Source: SIERRA LEONE’S MEDIUM TERM NATIONAL DEVELOPMENT PLAN (2024 – 2030) — District priorities across the Big 5s.*

### Part 3:

### Part 3: Enablers of the Big 5 Game Changers

### Overview of the Enablers
- Five critical enablers identified to catalyse interventions to achieve the Government’s Big Five Game Changers:  
  - Enabler 1: Scaling Up Efforts to Diversify the Economy and Promote Growth  
  - Enabler 2: Governance and Accountability  
  - Enabler 3: Advancing Climate Resilience and Environmental Action  
  - Enabler 4: Gender Mainstreaming  
  - Enabler 5: Financing, Partnerships for Implementation and Risk Management  
- These enablers continue implementation of objectives and programmes from the previous plan that remain critical to national goals and the SDGs, supporting food security, human capital development, job creation, poverty reduction, and social stability.

### Enabler 1.1: Transforming the Tourism Sector — Overview and Performance
- Tourism arrivals (trends presented in Figure 3.1):  
  - 2018: 95,308  
  - 2019: 107,630  
  - 2020: 41,240  
  - 2021: 71,153  
  - 2022: 99,850
- Sector performance notes:  
  - Increase in arrivals from 95,308 in 2018 to 107,630 in 2019; decline to 41,240 in 2020 due to COVID-19; recovery to 71,153 in 2021 and 99,850 in 2022.  
  - Consistent growth rate since 2020; among the few countries in the continent to quickly recover and surpass pre-pandemic growth rate.  
  - A 10-year Strategic Tourism Plan (STP) including a five-year implementation action plan has been developed.
- Main challenges: ineffective regulatory policy frameworks; inadequate and outdated tourism planning and registration; average institutional capacity in product identification and marketing; inadequate travel services; lack of vehicles, motorbikes, working tools and materials for research, outreach, and monitoring; poor condition of tangible cultural heritage sites and monuments; inadequate basic tourism infrastructure (credit card facilities, shopping facilities, leisure facilities, electricity, water, last-mile roads, signage, toilets, solid waste, parking); poor maintenance of tourist sites; unfavourable international image; shortage of skilled labour; lack of marinas, amusement parks, national art galleries; loss of prime tourism lands and assets; air pollution, deforestation, desertification, sand mining, encroachment on environmentally sensitive areas, poor sewage and waste disposal systems, dwindling wildlife population.
- Opportunities: ongoing implementation of a new Marketing Strategy and completion and implementation of the Sustainable Tourism Strategic Plan.

- Strategic objective: develop the sector to the level where Sierra Leone as a destination will be competitive in the sub-regional and regional tourism market, contributing significantly to economic development and enhancing national pride and prestige.

- Key policy actions (14):  
  1. Improve and consolidate policy and legal environment for tourism and culture to thrive and contribute meaningfully to national development  
  2. Map out and undertake the restoration of heritage sites for the protection, preservation, and management of cultural heritage assets in Sierra Leone  
  3. Promote competition in the sector to reduce costs and improve value for money, through the improvement of standards and quality service delivery  
  4. Promote eco-tourism to ensure the protection of the country’s rich biodiversity and the enhancement of green investment  
  5. Develop new and improve on existing tourism infrastructure especially around historical sites, and tourist destination in the country  
  6. Support local entrepreneurs and create linkages with international partners to promote tourism-based activities that link with the rural economy, harvest seasons, wildlife tourism, farming practices, creative art and culture  
  7. Establish public-private community partnerships and promote private-sector involvement  
  8. Promote domestic tourism and cultural awareness through robust decentralization, adventure tours such as safaris, jungle tours, mountain trekking, education and research tourism, etc.  
  9. Support inter-MDA collaboration and coordination to support the growth of sustainable tourism and culture  
  10. Support the domestication and popularisation of all ratified UNESCO Conventions related to culture and heritage  
  11. Support the development of the Western Area as a major hub for tourism activities, and the construction of Tourist information Offices at strategic border crossing points  
  12. Facilitate the home coming of people of African ancestry with Sierra Leonean roots  
  13. Create partnership and dialogue platforms with stakeholders, research institutions and universities to promote heritage tourism, research and development  
  14. Support skills and entrepreneurship initiatives to advance and empower women in the tourism, hospitality and creative industries

- Key targets (Table 3.1.1):  
  - Comprehensive tourism and culture bill enacted — Baseline: Zero; Annual Targets: 2024: -; 2025: 1; 2026: -; 2027: -; 2028: -; 2029: -; 2030: -  
  - At least five key new tourism destinations in the Western Area fully developed — Baseline: Zero; Annual Targets: 2024: -; 2025: 1; 2026: 2; 2027: 1; 2028: 1; 2029: -; 2030: -  
  - Domestication and popularization of all six ratified UNESCO Conventions related to culture and heritage completed — Baseline: Zero; Annual Targets: 2024: -; 2025: 1; 2026: 2; 2027: 1; 2028: 1; 2029: 1; 2030: -  
  - At least 5 areas declared as tourism development areas nationwide — Baseline: Zero; Annual Targets: 2024: 1; 2025: 1; 2026: 1; 2027: 1; 2028: 1; 2029: -; 2030: -

### Enabler 1.2: Strengthening the Private Sector for Trade and Sustainable Development — Gains and Objectives
- Major gains during MTNDP (2019-2023):  
  - Share of manufacturing in GDP: 2 percent in 2019; 8 percent in 2020; 10 percent in 2023.  
  - World Bank Doing Business ranking for starting a business improved from 81 to 51 out of 190 countries.  
  - National industrial and cooperative policies revised; special economic zone policy drafted; agribusiness policy and national trade policy and strategy developed and approved by cabinet.  
  - National Micro Finance MUNAFA fund rolled out targeting 5,328 beneficiaries for loans; 10 financial service providers recruited; 1,000 SMEs-owned by women trained in business development services.  
  - First cohort of 25 agribusiness SMEs trained; second cohort of 40 SMEs recruited; access to Capital for 100 Agro Processing SMEs through the Sierra Leone Ago Processing Competitive Project.  
  - Community stores established in eight districts; linked 98 SMEs to big businesses; 18 supermarkets selling made-in-Sierra Leone goods nationwide; 20 block farms in 17 chiefdoms established.  
  - European market ranked Sierra Leone third in the world for the sale of organic cocoa.  
  - Global recognition for Coffee Stenophylla as the most superior flavoured coffee.  
  - Bilateral trade agreement with The Gambia removing residential permits for citizens of the two countries, facilitating commerce.  
  - Incorporation of 1,558 new companies.  
  - Approval of 10 companies for the ECOWAS Trade Liberalization Scheme exporting under the scheme.  
  - Signing of over 10 agreements in various sectors including food and beverages, Agro-forestry, construction; two agreements made Sierra Leone a net exporter of Vegetable Oil and increased job opportunities.

- Challenges going forward: limited financing for optimal investment; macroeconomic challenges to trade such as exchange rate fluctuations and inflation.

- Strategic objective: strengthen the role of trade in the diversification, infrastructural development and economic competitiveness of the country.

- Key targets:  
  1. By 2026, Sierra Leone’s trade repositioned for the Africa Continental Trade Free Trade Area Agreement.  
  2. By 2030, SEZs and Agro-Parks established through a green Industrialisation program that is inclusive and sustainable.  
  3. By 2030, productivity and export diversification and value in businesses drastically increased during implementation.  
  4. By 2028, the contribution of manufacturing to GDP increased from 10 to 25 percent.

- Key policy actions (11):  
  1. Fulfil the legal obligations required of Sierra Leone by its ratification of the AfCFTA Agreement, and put in place the means to take advantage of its rights under the Agreement to the benefit of all, including SMEs, women, and youth  
  2. Promote industrial development, spur rapid economic growth, and transform economies from low-productivity activities (such as agriculture and simple manufacturing) to high-productivity activities (such as modern industries)  
  3. Establish effective and transparent mechanisms for consultation between the private sector and government in the area of trade, with consideration to the inclusion of women entrepreneurs  
  4. Improve trade-related infrastructure including Port, Air, Road, and Digital Infrastructure  
  5. Improve the business climate, increase access to finance, facilitate Financial Inclusion, and promote local businesses  
  6. Establish viable PPD Platforms for Trade and Agriculture Dialogue  
  7. Strengthen trade facilitation and logistics development—development of cross-border economic zones, and the promotion of links with regional production networks  
  8. Reform relevant policies to increase trade and investment opportunities, enhance private sector development, and realize the full potential of global and regional trade agreements  
  9. Modernize obsolete agriculture legislation and regulations to enhance trade  
  10. Facilitate access to agricultural inputs, such as seeds, machinery and other support services  
  11. Develop a roadmap for improving export performance

### Enabler 1.3: Value Addition and Efficient Management of Natural Resources — Mining Sector
- Mining sector profile and contribution:  
  - Highly diversified with large scale production of diamond, iron ore, bauxite and rutile.  
  - Accounts for almost 70 percent of the country’s exports.  
  - Contributes almost 6 percent to GDP (referenced as “see Table XX” in source).  
  - Accounts for 3 percent of the workforce.  
  - Small scale and artisanal mining of gold and certain types of diamond also practiced.

- Achievements during 2019-2023:  
  - Contribution of mining revenue to total national revenue increased from NLe222 billion in 2018 to NLe414 billion in 2022.  
  - Introduction of the Sierra Leone Mineral Policy, Geo-data Management Policy, and Artisanal Mining Policy.  
  - Review of the 2009 Mines and Minerals Act and enactment into law of the Mines and Mineral Development Act 2022.  
  - Provisions: at least 20 percent royalty for a district mining development fund allocated to affected districts through District Councils; payment of 3 percent export levy on value of artisanal diamonds to the Diamond Area Community Development Fund (DACDF).  
  - Creation of the Mining Cadastre Administration System and the Web-based GoSL Online Mining Data Repository, improving financial transparency and accountability consistent with Extractives Industries Transparency Initiative standards.  
  - Number of large-scale mining companies increased by 83 percent, from 6 in 2018 to 11 in 2023.  
  - Number of small scale mining companies increased by 86 percent, from 7 in 2018 to 13 in 2023.  
  - Total number of mining sector jobs increased by 73 percent, from 8,552 in 2018 to 14,768 in 2023.  
  - Supported over 200 Engineering and Geology graduates with advanced training.

- Mining sector contribution table (Table 3.1.2):  
  - Contribution of mining revenue to total NRA revenue: 2018: 222; 2019: 233; 2020: 257; 2021: 522; 2022: 414  
  - Mining revenue as percent of total revenue collected by NRA: 2018: 5.0%; 2019: 4.3%; 2020: 4.7%; 2021: 7.6%; 2022: 5.9%  
  - Mining sector as percentage of GDP*: 2018: 1.5%; 2019: 1.6%; 2020: 1.1%; 2021: 1.7%; 2022: -  
  - Source: National Revenue Authority

- Challenges (2019-2024):  
  - External shocks: COVID-19 pandemic, Ebola Virus Disease fallouts leading to closure of major mining companies and economic decline.  
  - Drops in commodity prices and global supply chain interruptions impacting export volumes and value.  
  - Widespread illicit mining operations undermining domestic revenue collection.  
  - Overlapping functions with other MDAs on administrative oversight of mines and minerals.  
  - Limited funding to review and enact proposed legislations and regulations.  
  - Inconsistencies between provisions in existing frameworks (e.g., Extractive Industries Revenue Act 2018) and fiscal provisions in reviewed Mining, Minerals and Sustainable Development (MMDB) and most Mining Lease Agreements.  
  - Stakeholder concerns on provisions relating to Artisanal and Small-scale mining in the proposed MMDB.  
  - Challenges managing transition from the current polygon system with existing licenses to the proposed block system.

- Strategic objective: improve the governance and management of the mining sector, including value addition for employment, poverty reduction, community benefit, environmental rehabilitation, and revenue generation.

- Key targets (Table 3.1.3):  
  - Increase domestic mining revenue — Baseline: 6% (2022); Annual Targets: 2024: 6.57%; 2025: 7.14%; 2026: 7.71%; 2027: 8.28%; 2028: 8.85%; 2029: 9.42%; 2030: 10%  
  - Increased share of mining sector’s contribution to GDP — Baseline: 1.7% (2021); Annual Targets: 2024: 2.2%; 2025: 2.7%; 2026: 3.2%; 2027: 3.7%; 2028: 4.2%; 2029: 4.7%; 2030: 5.2%  
  - Environmental rehabilitation in five mined sites — Baseline: Zero; Annual Targets: 2024: 1; 2025: 1; 2026: 1; 2027: 1; 2028: 1; 2029: -; 2030: -

*Source: Sierra Leone’s Medium Term National Development Plan (2024 – 2030), Part 3: Enablers of the Big 5 Game Changers*

### 1. Increase revenue generation in both the short and long term

### 1. Increase revenue generation in both the short and long term

### Mining sector recommendations
- Short and long term actions identified:
  1. Increase revenue generation in both the short and long term
  2. Protect the economic and social rights communities affected by mining
  3. Provide support for artisanal and small-scale mining (ASM) in Sierra Leone
  4. Carry out a comprehensive review of key legislative instruments as part of institutional reform of the mines and minerals sector
  5. Introduce enterprise geoscientific management information system (eGIMS) as a viable geoscientific data repository and information management system for Sierra Leone's minerals sector
  6. Reduce illegal and illicit mining in Sierra Leone by using advanced technology-based solutions
  7. Introduce green mining operations for the sector
  8. Increase women's participation in the mining sector

### Oil and Gas: recent milestones, challenges, objectives, and policies
- Key milestones during 2019-2023:
  - Attraction of the Nigerian Independent Exploration and Production (E&P) Company and Innoson Oil and Gas SL Ltd. into Sierra Leone in 2021 — first E&P companies to enter Sierra Leone’s exploration space since 2014.
  - In 2022 Innoson Oil and Gas SL Ltd.’s (IOG) announced a significant commercial prospect in their license area, with a plan to drill this prospect in the third quarter of 2023, hoped to mark the first well drilled in Sierra Leone since 2013.
  - The Fifth Offshore Licensing Round was opened during May 2022-September 2023.
  - A multilateral agreement to build a 5,660-kilometre gas pipeline from Nigeria to Morocco and then to Europe, passing through Sierra Leone, was signed in the last five years, worth $25 billion to be installed over five years.
- Major constraints and challenges:
  - COVID-19 pandemic adversely impacted exploration budgets; Integrated Operating Centres (IOCs) reviewed portfolios and shifted focus to reserves and produced assets at the expense of frontier areas like Sierra Leone.
  - Key performance indicators (KPIs) are linked to downstream activities dependent on attraction and retention of companies, affected by global challenges.
  - Establishment of the Petroleum Regulatory Commission was derailed because of the requirement that a commercial discovery be present before establishment, which was not achieved during 2019-2023.
  - Global shift toward green energy reduced exploration budgets; funding constraints limited Government capacity to undertake planned projects such as creation of Petro physical and geochemical laboratories and related training.
- Strategic objective:
  - Revitalise the oil and gas industry through sustainable exploration and expansion of its scope, while building the capacity of the sector for operational excellence.
- Key targets (timebound):
  - By 2030, transparency and accountability practices mainstreamed into the sector according to the 2016 Extractive Industries Transparency Initiative standards
  - By 2030, a petroleum commission established
  - By 2030, legal frameworks and laws formulated and promulgated for the sustainable development of the oil and gas industry
- Key policy actions:
  - Attract more exploration and production companies into Sierra Leone to drill more exploration wells and unearth country’s world-class oil and gas potential, enabling the country to become an oil and gas producing nation
  - Petroleum regulatory frameworks rationalised and made attractive to investors, and onshore exploration brought to the fore, with companies already interested in exploring hydrogen as well as hydrocarbon onshore Sierra Leone
  - Investment in geological and geophysical data increased; pre-qualification criteria strengthened, while transparency in the sector improved to attract the best oil and gas companies.
  - Negotiation processes and tax structures adequately simplified to maximise benefit from the sector.

### Financial inclusion: baseline, targets, and policy actions
- Baseline statistics and context:
  - Financial inclusion rate (defined as the rate of 15+ years old that have an account at a formal financial institution) estimated at 29 percent in 2022 (Global Findex Report 2022).
  - Disaggregated rates in 2022: women 24 percent, youth 25 percent, rural communities 22 percent.
  - Sierra Leone’s financial inclusion rate time series shown: 2011: 15%, 2014: 17%, 2017: 20%, 2022: 29%.
  - Bank of Sierra Leone has mainstreamed financial inclusion since 2009; Mobile Money Financial Services guidelines rolled out in 2016.
- Strategic objective:
  - Increase financial inclusion from 29 percent in 2022 to 50 percent in 2030, with special focus on underserved groups: women, youth, rural communities, and MSMEs.
- Key targets (table values preserved exactly):
  - Access to client-centric financial products and services increased by 40 percent
    - Baseline: 29% in 2022 (WB Findex Report)
    - Annual targets: 2024: 30.7%; 2025: 32.4%; 2026: 34.0%; 2027: 35.7%; 2028: 37.3%; 2029: 39.0%; 2030: 40.0%
  - Development and usage of digital financial services increased by 60 percent
    - Baseline: 29% in 2022 (WB Findex Report)
    - Annual targets: 2024: 31.6%; 2025: 34.2%; 2026: 36.8%; 2027: 39.4%; 2028: 42.0%; 2029: 44.6%; 2030: 47.2%
  - Number of active digital financial service users increased
    - Baseline: 2.2 million in 2021 (NSFI-2022-2026)
    - Annual targets: 2024: 2.7 million; 2025: 3,2 million; 2026: 3.7 million; 2027: 4.2 million; 2028: 4.7 million; 2029: 5.2 million; 2030: 5.7 million
  - Digital economy score increased
    - Baseline: 46% in 2020 (NSFI-2022-2026)
    - Annual targets: 2024: 48%; 2025: 50%; 2026: 52%; 2027: 54%; 2028: 56%; 2029: 58%; 2030: 60%
- Key policy actions to reach targets:
  1. Ensure effective implementation of all relevant financial included related projects
  2. Roll-out the financial inclusion data templates and dashboard to improve data collection and reporting on the status of financial inclusion in Sierra Leone
  3. Ensure effective functioning of the national Fintech Associations to boost its operations
  4. Develop regulations for stand-alone fintech entering the Bank of Sierra Leone Sandbox
  5. Implement the DigiGov initiative funded by AfDB to improve digitalization of government payments
  6. Ensure the full implementation of the National Payment Switch Project/Phases 2 and 3 which includes instant payments and connectivity to the international gateway
  7. Improve information management on the state of Digital Financial Services in Sierra Leone.
  8. Improve coordination on the advancement of digital financial services
  9. Develop and improve guidelines for promoting financial inclusion in the country
  10. Improve public education on financial inclusion and promote fair competition, financial stability and consumer protection.

### Governance, accountability, and anti-corruption: progress and constraints
- Progress noted:
  - Political reforms and institutions: establishment of Independent Commission for Peace and National Cohesion (ICPNC); Political Parties Regulation Commission (PPRC) passage of the Political Parties Act No. 25 of 2022; political accountability and transparency in political parties increased to 40 percent in 2023.
  - Anti-Corruption Commission (ACC) achieved progress across its four pillars: prevention, public education, investigation, and prosecution.
  - Control of Corruption indicator: 79 percent excellent score on the Millennium Challenge Corporation Scorecard.
  - Transparency International Corruption Perception Index movement: from 115 in 2021 to 110 out of 180 countries surveyed in 2022; maintained score of 34 in 2022 (above the Sub-Saharan average of 32).
- Remaining challenges:
  - Political polarisation, intolerance, intimidation, and erosion of trust in public institutions including EMBs, the Judiciary, and the security sector.
  - ICPNC and other commissions face budgetary, human resources, and infrastructure constraints limiting personnel development, training, and institutional expansion.
  - ACC constrained by financial and logistical limitations, including poor state of vehicles and lack of working tools such as computers (laptops) and related gadgets.
- Key lessons and priorities:
  - Need for a well-defined and robust regulatory framework to ensure political parties' compliance and ethical standards.
  - Promotion of inclusivity and gender equality within political parties to enhance democracy and representation.
  - Importance of adapting messages to cultural and linguistic diversity; engaging local leaders and influencers; timely mediation of conflicts; and public awareness and civic education to foster informed electorate.
  - Maintaining political neutrality and independence is critical for credibility and effectiveness of regulatory commissions.

*Source: 1sleea2024003-print-pdf - 1. Increase revenue generation in both the short and long term*

### 9. Support confidence and trust-building measures among citizens about the different phases of

### 9. Support confidence and trust-building measures among citizens about the different phases of conflict prevention and peacebuilding processes across the country

### Confidence- and trust-building measures (items 9–13)
- Support confidence and trust-building measures among citizens about the different phases of conflict prevention and peacebuilding processes across the country.
- Establish strategic partnerships with and involvement of religious and traditional leaders, civil society actors, institutions of learning, media, and the UN agencies in designing and implementing confidence and trust-building measures around ICPNC’s work.
- Support strategic planning and implementation process that is informed by citizens' and stakeholders' consultations, inputs, and effective participation.
- Conduct a national fragility assessment analysis that integrates conflict mapping (historical, current, and emerging).
- Embark on follow-up national dialogue on reconciliation where the findings and outcomes of the national fragility assessment are presented to the security sector and partners.

*Source: 1sleea2024003-print-pdf - 9. Support confidence and trust-building measures among citizens about the different phases of*

### 1. By 2030, ensure that the number of cases awaiting judgement for six months is considerably lower

### 1. By 2030, ensure that the number of cases awaiting judgement for six months is considerably lower than in 2023

### Justice sector objectives and key policy actions
- Targets:
  - By 2030, ensure that the number of cases awaiting judgement for six months is considerably lower than in 2023
  - By 2030, increase public confidence and trust in the justice sector as measured in periodic surveys
  - By 2030, all administrative districts have more resident High Court Judge

- Key policy actions:
  - Enact the Justice Sector Coordination Office Bill into law to give a legal foundation that will enhance the authority and resources of the sector thus making it the central hub for coordination within the justice sector
  - Initiate policy reviews, and ensure communication amongst justice sector institutions in improving public awareness of the activities of the justice sector
  - Increase the capacity of the Justice Sector Coordination Office through various staff training initiatives
  - Increase funding to the Legal Aid Board
  - Develop and implement a structured inter-agency communication plan to facilitate regular information sharing and collaboration among justice sector actors, including law enforcement, judiciary, legal practitioners, and related agencies
  - Launch a comprehensive public awareness and education campaign to inform the public about the roles, functions, and key processes of the justice sector
  - Implement measures to enhance transparency by making legal proceedings and decisions more accessible to the public
  - Establish feedback mechanisms to enable the public to provide input and concerns related to the justice sector

### Analysis and context on public trust
- Findings:
  - Public trust in state institutions depends on capacity to address socio-economic insecurity and on guaranteeing effectiveness, transparency, and accountability.
  - Trust has been challenged by perceived widespread corruption, nepotism, and political patronage.
  - Government actions over the past five years include public sector reform and recorded progress in the MCC ‘Control of Corruption’ indicator and freedom of information indicator.
  - Afrobarometer (2022) showed public perception of corruption in Sierra Leone declined to 40 percent from 70 percent only a few years ago.
  - Government progressed on HRCSL Universal Periodic Review recommendations by resuming the constitutional review process with the launch of the Government White Paper and the abolition of the death penalty.
  - The Political Parties Regulation Commission (PPRC) developed and implemented a robust regulatory framework to increase transparency and accountability among political parties.
  - Continuing challenges: political polarization, perceived lack of independence in some state institutions (judiciary, Electoral Commission, police), deficits in efficacy of human rights and democratic institutions, patronage and nepotism in public service delivery.

- Strategic objective:
  - Build trust in state institutions through implementation of strategies to strengthen national cohesion and ensure a peaceful, just, and inclusive society.

- Key targets for public trust:
  - By 2030, public trust in state institutions is significantly improved compared to 2023
  - By 2030, about 50 percent of the adult population expressed satisfaction that state institutions functioned better than in 2023
  - By 2030, a favourable space for human rights organizations to effectively promote transparency and accountability in an unfettered manner created
  - By 2030, a citizens’ bureau that will meet annually with public authorities to review a wide range of issues stemming from the previous 12 months created

### Policy implications for justice-sector reform
- Strengthen legal and institutional coordination (Justice Sector Coordination Office Bill).
- Improve public information, transparency, and accessibility of legal proceedings to rebuild confidence.
- Expand legal aid funding and capacity-building (Justice Sector Coordination Office staffing and training).
- Create feedback loops and citizen engagement mechanisms to monitor progress on trust and service delivery.

---

### Decentralisation, local governance, and rural development — linkages to justice and trust
- Strategic objective:
  - Strengthen local governance architecture, address staff retention deficiencies in local councils, enhance local level food security, and promote local economic development.

- Selected achievements and challenges:
  - Decentralisation Policy and Local Government Act 2004 reviewed; new Decentralisation Policy and Local Government Act 2022 promulgated.
  - 77 percent of the planned devolved functions fully transferred to Local Councils.
  - District Development Coordination Committees (DDCCs) re-established and fully functioning in 15 districts.
  - Challenges: difficult terrain and distances limiting access to services, ongoing de-amalgamation issues, boundary disputes, staff conditions of service in local councils are unsatisfactory and fragile.

- Urban governance pressure point:
  - Freetown population: 1,309,168 in 2023
  - Issues: waste management, revenue mobilisation falling below expectations.

- Selected key policy actions relevant to local justice and governance:
  - Establish Village Development Committees
  - Facilitate roll-out of village/chiefdom planning
  - Support local and chiefdom councils to establish district and chiefdom farms with agro-business centres
  - Develop and implement Local Council Staff Retention Strategy
  - Facilitate de-amalgamating of the remaining 27 chiefdoms
  - Strengthen the independence of the judiciary and the rule of law (listed among policy actions)

- Key targets (selected excerpts from Table 3.2.3):
  - By 2030, Village/chiefdom level planning rolled-out to at least 40 percent of the chiefdoms; Baseline: Zero; Annual Targets: 2024: 10, 2025: 10, 2026: 16, 2027: 10, 2028: 10, 2029: 10, 2030: 10
  - By 2030, the de-amalgamation process in the remaining 27 chiefdoms completed; Baseline: Zero; Annual Targets show completion in 2027 with 27
  - By 2030, chiefdom farms and district agro-business centres established in at least 35 percent of the chiefdoms and 60 percent of the districts; Baseline: Zero (chiefdom farms in 2023); Annual Targets for chiefdom farms: 2024: 10, 2025: 10, 2026: 10, 2027: 10, 2028: 10, 2029: 10, 2030: 6; Baseline: Zero district agro-business centres in 2023; Annual Targets for district centres: 2024: 10, 2025: 24, 2026: 20, 2027: 20, 2028: 20, 2029: 10, 2030: 10

---

### Security institutions — relevance for public trust and judicial outcomes
- Strategic objective:
  - Have a security sector that is efficient, effective, highly apolitical and professional, contributing to sustainable development, democracy, and the rule of law, and ensuring robust responses to national threats and emergencies.

- Key targets:
  - By 2030, national crimes rate reduced by 25 percent from a caseload of 27,018 in 2022
  - By 2030, the RSLAF are more modernised and robust than in 2023
  - By 2030, early warning and response capacity of the security institutions is significantly higher than in 2023
  - By 2030, community engagement in security processes and functions is greater than in 2023

- Achievements during 2019–2023:
  - Construction of five Forward Patrol Bases, a young officer’s Mess at the Wilberforce Barracks, and a 100-bed hospital for the Military and Sierra Leone Police.
  - Enhanced capacity for RSLAF Engineering regiment; infrastructure improvements for NFF, SLP, NDLEA, and SLCS.
  - SLCS constructed Child-friendly facilities at Freetown and Kenema Female Correctional Centres.
  - Cabinet approval obtained for land acquisition to relocate the Freetown Main Correctional Centre to Masanki.
  - Policy and institutional developments: Fire Safety Policy and Bill submitted to Cabinet; SLeNCSA amended into SLeCAA; NDLEA developed 5-year Smart National Drug Control Strategy (2023-2028); NCRA completed Comprehensive Country Assessment and developed costed National CRVS & ID Management Strategic Plan; Data Protection Act enacted.

- Recorded challenges impacting justice outcomes:
  - Low capability in conducting forensic investigation at Scientific Support Unit including investigation of SGBV cases at Family Support Unit (FSU)
  - Lack of clear legal framework within TOCU to enhance its effectiveness
  - Inadequate manpower to manage growing FSU establishments
  - Insufficient holding centres for juveniles in police stations/posts
  - Inadequate number of firefighters, fire stations, fire engines, firefighting and essential communications equipment for NFF
  - High attrition rate leading to insufficient staff across security sector
  - Insufficient workshop equipment, tools, and machines for SLCS vocational training of inmates
  - Non-availability of office structures in strategic border crossing points and inadequate mobility for operations

- Key policy actions relevant to justice and trust:
  - Implement the Safe City project for Freetown
  - Conduct registration of stateless persons throughout the 16 Districts of Sierra Leone
  - Relocate the Freetown Main Correctional Centre to Masanki, Ribbi Chiefdom, Moyamba District
  - Strengthen management and operations in various Police Divisions, and provide accommodation for police officers nationwide
  - Improve welfare and terms and conditions of service for career-serving personnel
  - Strengthen the intelligence wing of the security sector
  - Enforce private security regulations and conduct regular joint inspections of private security companies
  - Implement the National Protective Security Framework (NPSF) across MDAs and critical national infrastructure

---

### Environmental governance — supporting stability and rule of law
- Strategic objective:
  - Strengthen environmental governance architecture, promote sustainable management of natural resources, and build resilience and adaptive capability to climate change, nuclear and radioactive wastes for the well-being and socio-economic livelihoods of Sierra Leoneans.

- Achievements and indicators:
  - Establishment of Ministry of Environment and Climate Change in 2021
  - Review of six key legislations to enhance enforcement and compliance with climate change and environmental sustainability requirements
  - Formulation of National Development-Induced Resettlement Policy; National Climate Change Policy reviewed and updated
  - National Blue Economy Strategy and comprehensive Action Plan produced
  - Developed National Framework for Climate Services (NFCS) and NFCS strategy and action plan
  - In 2022, Sierra Leone’s environmental performance index score for air quality estimated at 21.60 with a rank of 151st out of 180 countries, jumping 10 places from a score of 161 in 2020

- Challenges relevant to social stability and institutional trust:
  - Limited resources and institutional capacity to implement critical programmes/projects
  - High levels of poverty and food insecurity placing pressure on land resources
  - Inadequate infrastructure, lack of education and awareness about environmental hazards and climate change vulnerabilities
  - Weak regulatory enforcement, high population growth and urbanisation, limited access to clean energy, fragile ecosystems, biodiversity loss, and ineffectively coordinated environmental governance
  - Nuclear safety and radiation protection constraints: lack of calibration facilities and inadequate central management facility for handling disused sealed radioactive wastes

---

*Source: Sierra Leone’s Medium Term National Development Plan (2024 – 2030) — selected sections on justice sector targets and enablers as provided in the source content.*

### 1. By 2030, the Vulnerability Ranking of the country drastically improved

### 1. By 2030, the Vulnerability Ranking of the country drastically improved

### Major outcomes and targets by 2030
- By 2030, the Vulnerability Ranking of the country drastically improved.
- By 2030, the Extreme Events Ranking of the country drastically improved.
- By 2028, a significant number of people in Sierra Leone were adequately sensitised and educated on climate change-related issues.
- By 2030, Sierra Leone’s access to international climate resilience finance including Green Bonds increased.

### Forestry management and wetland conservation — key policy actions
- Conduct Strategic Environmental Assessments for the agricultural sector and other assessments to produce a state of the environment report.
- Establish monitoring programmes on water pollution and air quality including GHG emission inventory.
- Conduct studies on the use of nuclear and isotopic techniques for the effective monitoring of GHG emissions.
- Establish a standard environmental laboratory to ensure the scientific monitoring of environmental compliance and to enable the speedy detection of pollutants in air, water, waste, and soil samples.
- Develop and implement the National Action Plan on Plastic Waste Management for Sierra Leone.
- Conduct national climate change vulnerability assessments for crops, livestock, forestry, fisheries, and water sectors.
- Strengthen mechanism to access climate finance for the implementation of climate change interventions in the country.
- Develop regulations on air quality, coastal and marine environment protection, chemical and hazardous wastes, lead in paint and review existing regulations (such as the 2010 Environmental Impact Assessment (EIA) Fee Regulations and the Environment Protection Agency, the Mines and Minerals Regulations 2013, to align it with the EPA Act 2022).
- Develop Regulations, Guides, and Codes of Practice for both Ionizing radiation protection and non-ionizing radiation protection.

### Forestry and wetlands — recent achievements and challenges (2019–2023)
- Functional Co-Management Committees on forestry management and wetland conservation increased from 37 in 2018 to 75 in 2023.
- Restoration of degraded areas in wetlands and terrestrial ecosystems increased from 70 acres in 2019 to over 300 acres in 2023.
- Implementation challenges: limited funding; irregular weather patterns (including indiscriminate rainfalls); prolonged dry seasons; flooding of lowlands; weak knowledge management system; weak collaboration between Conservation Trust Fund management and relevant stakeholders; inadequate machinery and equipment to support revenue generation efforts; high expectations from forest-edged communities regarding benefits from forest management-related programmes.
- Opportunities and lessons: Loma Mountain Conservation Project; recruitment of community youths as tour guards providing employment and increasing local participation; involvement of women in nursery development and restoration creating livelihoods; registration of youth and women initiatives as farming groups increasing green and smart climate-friendly farming methods.

### Strategic objectives and targets for forests and conservation
- Strategic objective: Promote biodiversity conservation, wildlife management, research, and the harnessing of ecosystem services in an integrated way for the well-being of present and future communities; ensure integrated sector governance and diversify and expand resource mobilisation, strengthen multi-stakeholder partnership, and support programme development.
- Key targets:
  - By 2030, the area of national forest/wetlands under improved management for conservation doubled.
  - By 2030, the national area under sustainable carbon financing at least doubled from a baseline of 71,000 hectares currently.
  - By 2030, an additional 10,000,000 trees planted.
  - By 2030, local revenue generation from ecosystem services increased by at least 35 percent.
- Key policy actions:
  - Improve legal and enforcement mechanisms with appropriate laws.
  - Develop a Carbon Market Framework.
  - Improve capacity of forest-adjacent communities in forest fire management, restoration, and sustainable farming practices.
  - Develop a national tree planting program for regeneration and shared management of forest cover and related products.
  - Develop a National Forests and Wildlife Inventory.
  - Enhance management and oversight capacity of regulatory agencies.
  - Conduct a study to quantify the total forests and wildlife resources of the country.
  - Expand resource mobilization to support conservation activities and natural resource management in the protected areas alongside governance.
  - Combat environmental degradation and manage forests and wetlands.
  - Strengthen the capacities of communities in reducing threats on forests including wild forest fires, wildlife trade, and unsustainable grazing.
  - Increase marine protection and maintain the number of forest reserves and conservation areas.
  - Promote sustainable financing mechanisms for long-term biodiversity conservation and wildlife management in Sierra Leone.
  - Strengthen participatory governance by increasing support for community conservation efforts.
  - Facilitate transboundary cooperation to transboundary forest and wildlife resources management and policy harmonization.

---

### Disaster management and governance — strategic objective and context
- Strategic objective: Mainstream disaster risk management into national, sector and local development plans and policies and ensure an integrated and robust national response to future emergencies with minimised human, infrastructural and related costs.
- Context and vulnerabilities:
  - Sierra Leone is prone to floods, landslides, tropical storms, coastal erosion, and droughts causing severe economic damage and loss of lives, disproportionately affecting the poorest and most vulnerable.
  - Climate change and socioeconomic factors increased exposure, especially for urban populations.
  - Epidemics and health-related risks (Ebola 2014-2016, COVID-19 pandemic of 2019, cholera and dengue outbreaks after floods) compound vulnerability.
  - Drivers of vulnerability: location, climate, extreme poverty, deficient environmental management systems.

### Institutional progress and challenges (2019–2023)
- The National Disaster Management Agency (NDMA) was established to strengthen disaster management coordination at national level.
- NDMA and partners pursued programmes to build national resilience, mitigate flooding effects and enhance poverty alleviation.
- Challenges to address: limited funding for disaster preparedness, response, and recovery; lack of strategic stock for effective disaster preparedness and response; unplanned urbanisation and high rate of deforestation; land reclamation; stone and sand mining in wrong places; environmental degradation.
- Lessons: need to increase public knowledge and education on risks, hazards, vulnerabilities, and disasters; poor state of financing emphasises need for enhanced disaster risk financing.

### Disaster management — key targets
- By 2030, ensure that 80 percent of disaster risk management and climate change adaptation policies, strategies, plans, and programmes are mainstreamed into sectoral and local development plans.
- By 2030, ensure that 80 percent of disaster risk reduction interventions are decentralised.
- By 2027, national early warning and early response system immensely scaled up.

### Disaster management — key policy actions
- Develop local disaster risk management strategic plans and review standard operating procedures for all districts.
- Institute and operationalise policies, plans, and legal frameworks to reduce risk and strengthen resilience at local levels.
- Set up a robust mechanism to conduct a post-disaster needs assessment to evaluate, record, share, and account for disaster losses and understand their environmental and socioeconomic impacts.
- Develop and scale up capability to forecast future disaster occurrences, including research capability, improved data systems and general information management.
- Improve public education on disaster-related issues.

---

### Box E.1: Presidential Initiative — Reducing risks and impacts of climate-related disasters

- Goals:
  - Adaptation priorities in all districts identified and prioritised and Climate Action Committees (composed of men, women and youth) established, providing data and information for early warning systems by 2030.
  - By 2030, at least 30% of households are better able to cope with climate change impacts due to implementation of locally led and focussed adaption projects.
  - Improved climate information system for local communities leading to at least 30% of households using the information in their climate risk management decisions by 2030.
  - By 2030, climate action and climate governance is devolved to all 395 wards through mobilisation of resources for financing Locally Led Climate Action (FLLoCA) Programme.
  - By 2030, at least households in urban areas recycling waste, especially plastics, through viable private sector led green investments.
- Specific actions:
  - Build the capacity of communities to take ownership and participate in climate adaptation and mitigation interventions, adopt sustainable practices and climate-smart technologies.
  - Develop standards and guidelines for the sustainable management of forests.
  - Advocate for policies to protect coastal erosion, degradation and minimize landslides.
  - Support the integration of climate change adaptation strategies into the health sector.
  - Conduct feasibility of sustainable waste collection and recycling in urban areas.
  - Advocate for the construction of coastal sea walls especially along degraded sea fronts in Freetown.

---

### Enabler 4: Gender mainstreaming — rationale and policy areas
- Rationale: Gender mainstreaming is intended to accelerate reductions in gender imbalances across political, social and economic spheres and support Sierra Leone’s 2030 Agenda and its determination to become a middle-income status by 2039.
- Legal and institutional framework referenced: Gender Equality and Women’s Empowerment Policy 2020; National Male Involvement Strategy for the Prevention of Sexual Gender-Based Violence in Sierra Leone 2020; National SGBV Response Strategy 2012-2023; National Referral Protocol on GBV 2022; Gender Equality and Women’s Empowerment Act 2022.
- Progress indicator table highlights (2023 vs 2018):
  - Table 3.3.1 (2023) selected entries:
    - Candidates Nominated as Chairpersons/ Mayors: Males 79, Females 28, Total 107, Females 26, Males 74, Total 100.
    - Candidates Nominated as Councillors: Males 1691, Females 1034, Total 2725, Females 34, Males 66, Total 100.
    - Candidates Nominated as MPs: Males 590, Females 299, Total 889, Females 34, Males 66, Total 100.
    - Elected as Mayors / Chairpersons: Males 19, Females 13, Total 32, Females 41, Males 59, Total 100.
    - Elected as Councillors: Males 310, Females 157, Total 467, Females 34, Males 66, Total 100.
    - Elected as MPs (excluding PCMPs): Males 94, Females 41, Total 135, Females 30, Males 70, Total 100.
    - Elected as MPs (inclusive PCMPs): Males 107, Females 42, Total 149, Females 28, Males 72, Total 100.
    - Ambassadors/ High Commissioners: Males 20, Females 4, Total 24, Females 17, Males 83, Total 100.
    - Dep. Ambassadors/ High Commissioners: Males 21, Females 3, Total 24, Females 12.5, Males 87.5, Total 100.
    - Cabinet Ministers: Males 19, Females 10, Total 29, Females 34.5, Males 65.5, Total 100.
    - Deputy Ministers: Males 22, Females 11, Total 33, Females 33, Males 67, Total 100.
  - Table 3.3.2 (2018) selected entries:
    - Presidential Candidate: Males 14, Females 2, Total 16, Females 87.5, Males 12.5, Total 100.
    - Vice-Presidential Candidate: Males 12, Females 4, Total 16, Females 75, Males 25, Total 100.
    - Member of Parliament: Males 128, Females 18, Total 146, Females 87.6, Males 12.3, Total 100.
    - Local Councillors: Males 389, Females 90, Total 479, Females 81.2, Males 18.7, Total 100.
    - Cabinet Minister: Males 20, Females 5, Total 25, Females 80, Males 20, Total 100.
    - Deputy Minister: Males 20, Females 5, Total 25, Females 80, Males 20, Total 100.
    - Minister of State: Males 3, Females 2, Total 5, Females 60, Males 40, Total 100.
- Strategic thrust: Use the 13 specific policy areas in the Gender Equality and Women’s Empowerment Policy 2020 to guide coordinated actions for 2024-2030.
- The 13 specific policy areas (listed verbatim):
  1. Gender, education and training;
  2. Gender, trade, employment, economic development and social protection;
  3. Gender-based violence;
  4. Gender, decision-making and political leadership;
  5. Gender, health, sexual and reproductive health and HIV/AIDS;
  6. Gender, the environment and disaster management;
  7. Gender, media and access to Information and Communication Technology and Innovations;
  8. Gender, disabilities and other forms of social inequities;
  9. Gender, legal justice and human rights;
  10. Gender, culture and family;
  11. Gender, peace-building and conflict resolution;
  12. Gender Responsive Macro Sector Formation Budgeting;
  13. Building women's capacity, leadership and resilience to cope with humanitarian disasters.
- The 13 areas are consolidated into 6 broad policy action domains; the first three are:
  1. Gender Education, Economic Participation, Technology and Communication.
  2. Gender, Health, Living with Disability and SGBV.
  3. Gender and Governance.
- Table 3.3.3 maps Policy Themes to Specific Policy Areas for programmatic alignment.

*Source: SIERRA LEONE’S MEDIUM TERM NATIONAL DEVELOPMENT PLAN (2024 – 2030) — A Transformative Acceleration Agenda for Food Security, Human Capital Development & Job Creation*

### 6. Gender and Environment 13. Gender, the environment and disaster management;

### 6. Gender and Environment 13. Gender, the environment and disaster management

### Strategic direction under the 6 broad policy themes
- Gender education, economic participation, technology and communication
  - 1. Ensuring equal access to quality education by girls, boys, men and women by providing guidelines to diminish GBV and other discriminatory practices and policies in schools and in education in general by 2025
  - 2. Strengthening women's access to and control over productive resources to lessen poverty among women in Sierra Leone by 2025
  - 3. Promoting measures to improve women' s access to and leadership in information and communication technology and innovations by 2022
- Gender, health, living with disability and SGBV
  - 1. Implement measures to ensure at least 60 per cent of women and adolescent girls, children and infants have access to health including sexual and reproductive health, cancer and HIV/AIDS by 2025
  - 2. Eliminate obstacles women and girls with disabilities and special needs face with regards to equality and economic empowerment, by proposing practical transformative measures
  - 3. Harmonise relevant laws and strengthen implementation mechanisms to reduce the incidences of GBV in the country by at least 60 per cent by 2025
- Gender and governance
  - 1. Ensuring active participation of women in political leadership and decision-making at all levels by 30 per cent minimum by 2022
  - 2. Ensuring effective mainstreaming of gender perspective in humanitarian disaster interventions
- Gender Justice, Human Rights and Peace Building (high-level theme listed)
- Gender Mainstreaming into Policies, Programmes and Legal Frameworks (high-level theme listed)
- Gender and Environment (high-level theme listed)

### Gender justice, human rights and peace building (detailed objectives)
- 1. Enhance the participation in, and contribution of, Sierra Leonean women to peace-building and conflict resolution by implementing Resolutions 1325 and 1820 and SILNAP II
- 2. Upholding women's and girls' human rights by implementing human rights protection mechanisms and strengthening women's access to justice
- 3. Promoting equality in the family units and the upholding of women's rights in marriage, divorce and inheritance by strengthening the mechanisms that protect these rights

### Gender mainstreaming into policies, programmes and legal frameworks (detailed objectives)
- 1. Enhance the technical capacity of MDAs, Parliamentarians, Local Councils and the District Budgeting Oversight Committee to ensure that gender is Mainstreamed in sectoral policies, plans, laws, strategies and budgeting operations
- 2. Provide guidelines for public expenditures and meaningful allocation of public resources including to the Gender Ministry by institutionalizing gender responsive macro sector formation budgeting into all sectors and levels;
- 3. Establish/strengthen gender focal points/Gender Desks in MDAs and Local Councils.

### Gender and environment (detailed objectives)
- 1. Review and/or implement guidelines to increase women's active and effective participation in environmental activities
- 2. Strengthen women’s role in disaster management initiatives

### Strategic objective
- The strategic objective is to ensure effective mainstreaming of gender into national, sectoral and local policies, plans, budgets and programmes in order to significantly narrow gender inequality.

### Key targets
- 1. By 2028, women constitute at least 30 percent of the membership in parliament, and in ministerial positions, local council mayoral and chairperson positions
- 2. By 2025, Gender Units are established in all line ministries
- 3. By 2025, Gender-Based Violence Information Management Systems Plus (GBVIMS+) is rolled-out across the 16 districts of Sierra Leone

### Key policy actions — On direct implementation of the GEWE Policy
- 1. Scale up actions in promoting gender equality in education, economic participation, technology and Communication
- 2. Improve efforts at narrowing gender gaps in accessing health services and providing welfare for PWDs
- 3. Scale up interventions in addressing SGBV
- 4. Consolidate and promote initiatives narrowing gender inequality on socioeconomic and political governance
- 5. Accelerate actions in addressing gender gaps in the dispensation of justice and human Rights and ensuring the effective participation of women as well as men in advancing peacebuilding
- 6. Ensure effectiveness in gender mainstreaming in policy, planning, programming/budgeting processes; and enhancing gender sensitivity in all legal frameworks
- 7. Strengthen gender disaggregated data in the national and sectoral statistical systems
- 8. Increase gender considerations in addressing climate change and promoting environmental sustainability.

### Key policy actions — On institutional strengthening for effective delivery of GEWE Policy
- 15. Scale up actions in promoting gender equality in education, economic participation, technology and Communication
- 16. Improve efforts at narrowing gender gaps in accessing health services and providing welfare for PWDs
- 17. Scale up interventions in addressing SGBV
- 18. Consolidate and promote initiatives narrowing gender inequality on socioeconomic and political governance
- 19. Accelerate actions in addressing gender gaps in the dispensation of justice and human Rights and ensuring the effective participation of women as well as men in advancing peacebuilding
- 20. Ensure effectiveness in gender mainstreaming in policy, planning, programming/budgeting processes; and enhancing gender sensitivity in all legal frameworks
- 21. Strengthen gender disaggregated data in the national and sectoral statistical systems

*Source: 1sleea2024003-print-pdf - 6. Gender and Environment 13. Gender, the environment and disaster management;*

### 22. Increase gender considerations in addressing climate change and promoting environmental

### 22. Increase gender considerations in addressing climate change and promoting environmental

### Overall financing envelope and gap
- Total projected cost of the New MTNDP 2024-2030: US$12,050
- Total Direct Project Related Cost: 6,616
- Government's Statutory Expenditures: US$5,434.46
  - Wages and Salaries: US$3,472.87
  - Debt Service Obligations: US$1,709.96
  - Contingency and others: US$251.63
- Government projected to raise: US$9,486.01 (from internal and already committed external resources)
- Financing Gap (seven years): US$-2,564
  - Average annual gap: US$ 366 million
  - Comparison: previous five-year plan average annual gap US$310 million; previous total gap US$1.55 billion

### Strategic program cost highlights (selected totals from Table 3.4.1)
- Feed Salone (total 2024–2030): 1,911.17
  - Accelerating productivity and commercialisation of the agricultural sector: 1,839.66
  - Fisheries and marine sector: 67.29
  - Availability, access and consumption of diverse, safe and nutritious foods: 4.22
- Human Capital Development (total 2024–2030): 1,626.68
  - Accelerating and expanding free quality basic and senior secondary education: 329.99
  - Strengthening Tertiary and higher education: 226.95
  - Improving health care delivery: 416.68
  - Water, environmental sanitation, waste management and hygiene: 576.92
- Infrastructure, Technology and Innovation (total 2024–2030): 880.69
  - Energy: 468.11
  - Road and Transportation systems: 405.18
  - Technology and innovation: 7.39
- Governance and Accountability (E2 total 2024–2030): 1,130.74
  - Political modernization for consolidating peace and national cohesion: 1,052.24
  - Public financial management: 6.62
  - Audit services: 8.91
- Advancing Climate Resilience and Environmental Action (E3 total 2024–2030): 254.13
  - Building National Environmental Resilience: 43.29
  - Forestry management and wetland conservation: 209.33
  - Disaster management and governance: 1.5
- Gender Mainstreaming (E4 total 2024–2030): 10.36
  - Support the full implementation of the GEWE Policy and programmes: 9.10
  - Strengthening institutional and coordination capacity of the Gender sector: 1.26
- Financing, partnership, implementation & risk management (E5 total 2024–2030): 497.33
  - Coordinating implementation of the Plan: 21.87
  - Resource mobilization and fiscal management: 359.09
  - Strengthening statistical systems: 114.53

### Resource composition and budget aggregates (selected figures)
- Table 3.4.2 (Non-Salary, Non-interest recurrent and development estimates) total: 2,504.98
- Table 3.4.3 (Foreign development estimates) selected totals:
  - Grand total (foreign development estimates row): 1,381 (by year breakdown 134, 159, 200, 210, 219, 226, 232)
  - Advancing Climate Resilience and Environmental Action (foreign development): 201.42
  - Financing, partnership, implementation & risk management (foreign development): 20.29

### Financing strategy and implementation orientation
- Implementation principles:
  - Exploration of innovative means of financing the New MTNDP 2024-2030
  - Ensure strengthened PFM systems
  - Enhance development cooperation and scale up sectoral coordination, coherence and alignment with the National Development Plan
  - Link the national plan more strongly to international development frameworks
- Financing approach:
  - Implement a robust integrated national financing framework to mobilise the needed resources
  - Include innovative, climate and blended financing
- Project selection criteria:
  - Projects considered in the activity matrix are those for which there is foreseeable cash streams and with bankable financing proposals

### Targets and high-level intervention financing intent
- Section introduces forecasts of minimum financial investment requirements for achieving National Goals by 2030, including:
  - Reducing national income poverty to at most 26.5 percent
  - Achieving zero extreme poverty (total elimination of severe food insecurity)

_Italic: Source — 1sleea2024003-print-pdf - 22. Increase gender considerations in addressing climate change and promoting environmental (Sierra Leone’s Medium Term National Development Plan 2024–2030)_

### 1. Minimum yearly financial needs in direct cash transfers required to close absolute income poverty

### 1. Minimum yearly financial needs in direct cash transfers required to close absolute income poverty

### Closing absolute income poverty gap and eliminating extreme poverty/food insecurity (2024-2030)
- Minimum yearly financial needs in direct cash transfers required to close absolute income poverty gap and eliminate extreme poverty/food insecurity for the period 2024-2030

### Increasing population access to electricity
- Total investment in energy required to increase population access to electricity from 36 to 70 percent by 2030

### Blue Economy potential and required investments
- Projected benefits from mobilising the Blue Economy Potential of Sierra Leone and current minimum financial investment in critical areas required to scale-up the harnessing of benefit from the Blue Economy

### Climate resilience energy requirement for SDGs
- Projected climate resilience energy requirement (renewables) for Sierra Leone to meet all 17 SDGs by 2030

*Source: 1sleea2024003-print-pdf - 1. Minimum yearly financial needs in direct cash transfers required to close absolute income poverty*

### 5. Infrastructural  demand  for  effective  implementation  of  the African  Continental  Free  Trade  Area;

### 5. Infrastructural demand for effective implementation of the African Continental Free Trade Area

### A. Minimum annual financial requirement — direct cash transfers to reduce poverty and food insecurity
- Objective: Reduce absolute (food + non-food) income poverty from 56.8 percent to at most 26.5 percent, and eliminate extreme poverty/severe food insecurity from 12.9 percent by 2030.
- Cash transfers to close absolute income poverty gap:
  - Current absolute income poverty headcount: 56.8 percent (SLIHS 2018).
  - Associated poverty gap: 18 percent.
  - Absolute poverty line at current prices: NLe 10,598.14 per year.
  - Yearly minimum direct cash transfers required: NLe8.2 billion (US$344 million).
  - Total amount for 2024-2030 (7-year period): at least US$2.41 billion.
- Cash transfers to eliminate extreme income poverty / severe food insecurity:
  - Current extreme income poverty headcount: 12.9 percent (SLIHS 2018).
  - Associated poverty gap: 2.5 percent.
  - Food poverty line at current prices: NLe 6,321.88 per year.
  - Yearly minimum direct cash transfers required: NLe258 million (US$11 million).
  - Total amount for 2024-2030 (7-year period): at least US$77 million.
- Assumptions and scope:
  - Projections assume effective targeting of income- and food-deprived households.
  - These expenditures exclude general transaction costs/investments, including administrative and logistical spending requirements.

### B. Energy (installed capacity) investment to raise electricity access to 60 percent by 2030
- Target: Increase population access to electricity from 32 percent (2021) to 60 percent by 2030.
- Required increase in installed capacity: 235.4 MW.
  - Current modeled capacity range: (150-350) MW.
  - Target modeled capacity range: about (385-585) MW.
- Projected investment required to add 235.4 MW: NLe25 billion (US$ 1.042 billion).
- Note: Ministry of Energy target referenced: 70 percent by 2030 (footnote context).

### C. Blue Economy — projected benefits and minimum investment to 2030
- Definition: Blue Economy — “increasing human well-being through the sustainable development of ocean resources, while significantly reducing environmental risks and ecological scarcities.”
- Africa-wide estimates and projections:
  - To date: US$ 296 billion in income and 49 million jobs (reference to 2012 baseline).
  - By 2030 projection: US$405 billion and 57 million jobs.
- Sierra Leone national action:
  - Rationale: Sierra Leone has more than 500 km coastline.
  - Sierra Leone Blue Economy Strategy with Action Plan: minimum investment cost of US$ 193 million during 2024-2030.
  - Current investment areas (basic operations) include:
    - Promoting food security and economic diversification
    - Strengthening marine transportation, port, and shipping
    - Ensuring healthy, productive and sustainable aquatic environment
    - Advancing maritime surveillance, security and enforcement
    - Exploring blue energy, mineral resources and innovative financing
    - Supporting blue governance, science, technology and research

### D. Climate-resilient renewable energy requirement to meet all 17 SDGs by 2030
- Continental requirement: 250 GW (250,000 MW) of renewables for Africa to meet all 17 SDGs by 2030.
- Per capita continental renewable energy requirement (based on total African population of about 1.46 billion): 0.00017 MW.
- Sierra Leone requirement (based on national population estimate of 7,548,702 from the 2021 Mid-Term Census):
  - Projected renewable capacity requirement: 1.3 GW (1,292 MW; 1,292,000 kW).
  - Estimated unit investment cost: US$2,985 per kW (US$ 2,984,880 per MW).
  - Minimum financial requirement for Sierra Leone: US$ 3.9 billion.
- Basis: Unit cost estimates draw from African-level unit costs for Wind Onshore, Solar PV, Hydro Large, Hydro Small and Geothermal/Conventional technologies.

### E. Infrastructural demand for effective implementation of AfCFTA — Sierra Leone’s projected contribution
- AfCFTA context:
  - Expected continental market: about 1.4 billion people.
  - Projected combined GDP in full gear: about US$3.4 trillion.
  - By 2035, AfCFTA expected to increase Africa’s income by US$450 billion.
- Continental infrastructure financing projections:
  - Annual requirement to maximise AfCFTA benefits: between US$ (130&170) billion.
  - Current annual financing level: around US$ (68-108) billion.
  - Projected per capita investment cost: US$(90-117) annually.
- Sierra Leone’s projected investment contribution:
  - Current population: 7,548,702.
  - Projected annual investment required by Sierra Leone: about US$(670-880) million.
  - Projected amount for 2024-2030 (7-year period): US$(5-6) billion.

### Integrated financing strategy and programmatic context
- Public Investment Programme (PIP) role:
  - PIP is the vehicle for funding capital projects in the National Development Plan; coordinated by the Public Investment Management Directorate, Ministry of Planning and Economic Development.
  - PIP covers economic infrastructure (airports, roads, railways, water and sewerage, electric and gas utilities, telecommunications) and social infrastructure (schools, hospitals, prisons), and human capital investments.
- Summary domestic capital spending (2018-2022) — Table 3.4.5:
  - Domestic Budget (Nle'000): 2018: 1,046,000; 2019: 901,186; 2020: 1,060,031; 2021: 1,201,369; 2022: 1,390,251.
  - Actual Disbursements (Nle'000): 2018: 663,937; 2019: 747,133; 2020: 1,317,166; 2021: 1,509,059; 2022: 1,494,505.
  - Total # of Planned Projects: 2018: 221; 2019: 303; 2020: 236; 2021: 213; 2022: 204.
  - % of Projects Funded: 2018: 25%; 2019: 34%; 2020: 36%; 2021: 63%; 2022: 40%.
  - Source: Ministry of Planning and Economic Development, Freetown.
- PIP institutional progress (2019-2023):
  - Public Investment Management Assessment conducted with development partners.
  - National Public Investment Management Policy developed.
  - Pre-Investment National Public Investment Management Operational Manual developed (advanced stage).
  - PIP cascaded to Local Councils in 2023 — first-time realization of subnational project investments.
- Development assistance and NGO coordination:
  - Development Assistance Coordinating Office strengthened; DEPAC dialogues regularised; 12 DEPAC meetings held during 2019-2023 with about 70 percent of recommendations implemented.
  - External aid flows (2012-2022) show variations (figure data provided in source).
  - NGO Directorate coordinated registration/certification; total NGOs registered during 2018-2023: see Table 3.4.6.
- NGO registration summary (Table 3.4.6):
  - 2018/2019: New 69 NNGO, 7 INGO; Renewal 165 NNGO, 73 INGO; Total 234 NNGO, 80 INGO, 314 total.
  - 2020/2021: New 149 NNGO, 11 INGO; Renewal 194 NNGO, 80 INGO; Total 343 NNGO, 91 INGO, 434 total.
  - 2022/2023: New 167 NNGO, 20 INGO; Renewal 238 NNGO, 88 INGO; Total 405 NNGO, 108 INGO, 513 total.
- Strategic objectives and measures for PIP and external finance:
  - Rationalise projects in the PIP system aligned to the Big Five Game Changers and their enablers.
  - Establish a sustainable Project Preparation Facility.
  - Develop off-the-shelf Bankable Projects aligned with the Big Five Game Changer Agenda.
  - Establish a workable and adaptable Public Investment Management Information System (Integrated Bank of Projects Web-based platform).
  - Encourage joint programming and division of labour among donor agencies to reduce fragmentation and duplication.
  - Strengthen DEPAC and sector working groups for sector coordination, monitoring, and reporting.
  - Mobilise resources through Consultative Group meetings for MTNDP implementation.
  - Strengthen NGO coordination via improved information management, regular coordination meetings, capacity building for NGO Desk Officers, and reactivation of sector platforms.
- Integrated National Financing Framework (INFF) strengthening:
  - Enhance national INFF oversight committee to steer strategic decisions, oversee implementation and maximise flow of resources for sustainable financing of development programmes.
  - MoPED-UN cooperation: INFF-related project on Strengthening Domestic Resource Mobilisation for the Implementation of the SDGs — supported financial literacy, digitalisation, NRA operations, expansion of social security coverage of the informal sector, Security and Insurance Trust, and capacity of local councils in revenue monitoring and expenditure management.
  - Recent INFF studies (with UNDP):
    - Study on barriers and enablers of women participation in domestic resource mobilisation.
    - Study on diaspora investment potential in Sierra Leone.
    - SDG Investor Mapping to identify market incentives for private investment.
- Financing options to be maximised, with attention to innovative solutions:
  - Tax and revenue reforms
  - Debt for SDGs
  - Climate finance
  - Blended and public-private finance
  - SDG aligned business environment and investment
  - Accessing financial markets and insurance
  - Remittances
  - Philanthropy and faith-based financing
  - Leveraging private and Diaspora investments into national and local SDG-aligned priorities

*Source: Sierra Leone’s Medium Term National Development Plan (2024 – 2030) — Chapter 5 (excerpt).*

### 1. Marketing Sierra Leone MNTDP in relevant international donor and investment fora

### 1. Marketing Sierra Leone MNTDP in relevant international donor and investment fora

### Priority actions for international relations and economic diplomacy
- Renewed determination to ensure increased investment in foreign relations and international cooperation as critical to mobilising sustainable financing for national socioeconomic development during 2024-2030.
- Priority will be given to economic diplomacy during 2024-2030 alongside promotion and defence of national sovereignty, international image, citizen well‑being, and institutional integrity.
- Specific strategic aims include:
  - Increasing international trade and business investments in food security, energy, tourism, mining, education, technology, and infrastructure through mobilising global partnership opportunities.
  - Logistically expand Sierra Leone’s diplomatic missions abroad by 20 percent to support the country’s national development agenda.
  - Digitalising at least 60 percent of the ministry of foreign affairs’ operations.
  - Operationalising the diplomatic academy and increasing the number of trained/career diplomats serving the country by 20 percent.
  - Ensuring that the foreign service bill is enacted into law.
  - Meeting all Sierra Leone’s financial obligations in all multilateral institutions where Sierra Leone is a statutory member.

### Achievements under MTNDP 2019-2023
- Built, commissioned, and equipped an ultra-modern Foreign Service Academy.
- Opened additional Embassies in Morocco, Egypt, Turkey and the United Arab Emirate (UAE).
- Secured Visa Free Travel for holders of Diplomats and Service Passport Holders to Russia, Turkey, Morocco, and UAE.
- Secured a seat for Sierra Leone in the non-permanent category in the UN Security Council endorsed by ECOWAS and the AU (for 2024-2025).
- Undertook community level sensitisation on ECOWAS interventions; deployed ECOWAS Volunteers in communities; constructed ECOWAS Peace Support Logistics Depot.
- Supported efforts to scale up nutrition and food security, and reduction of maternal mortality.
- Promoted Adult Education in Technical and Vocational Education and strengthened general data Systems.
- Strengthened coordination of and follow-ups on the operations of the Mano River Union (MRU).

### Challenges and lessons learned (2019-2023)
- Limited capacity to fully face emerging governance realities in the ECOWAS region and respond quickly to evolving capacity needs, especially skills related to Information, Communication, Technology (ICT) and foreign language.
- International security threats and the complex dynamics of the international environment negatively affected sector operations.
- Late disbursement of funds and inadequate logistical support hindered implementation of ECOWAS activities and other foreign operations.
- Key lesson: extensive international engagements increased diplomatic experience and contributed to securing a UN Security Council non-permanent seat for 2024-2025.

### Strategic objective for ECOWAS and Mano River Union (MRU)
- Increase visibility of ECOWAS and MRU in Sierra Leone and their contribution to the country’s socioeconomic development; facilitate Sierra Leone’s participation in sub-regional stability and sustainable development.
- Specific focus areas:
  - Establishing ECOWAS Radio and Television Station in Sierra Leone to promulgate interventions and activities of the Community in the country.
  - Supporting development of institutional capacity for effective operations of ECOWAS in Sierra Leone.
  - Facilitating mobilisation of more resources from the Community for Sierra Leone’s socioeconomic development and increasing the representation of the country in ECOWAS.
  - Developing and implement an international campaign strategy for Sierra Leone’s candidacy as Chair of the ECOWAS Commission of Heads of State.
  - Strengthening the strategic direction of the MRU.
  - Constructing multipurpose MRU Headquarters in Freetown.

### Implementation arrangements and coordination
- Implementation of programmes is coordinated at national, regional, district and community levels with decentralised arrangements as in the previous plan.
- The Ministry of Planning and Economic Development (MoPED) will provide general operational leadership and update ministerial cabinet and parliament on implementation status regularly.
- Coordination levels include: Most Strategic Policy Level, Coordination Level, Central & Operational Level Coordination, Regional/District/Chiefdom Level Coordination, Village/Chiefdom Level Coordination.
- Development Partners, CSOs, NGOs, Private Sector, Academia, Research Institutions, Diaspora and other Non-State Actors are included in implementation.

### Roles and responsibilities
- Ministerial cabinet level responsibilities:
  - Provide general guidance to the implementation of the national plan.
  - Ensure all projects and programmes are aligned to MTNDP priorities.
  - Facilitate round table discussions to address general implementation challenges.
  - Play a central role in resource mobilisation.
  - Review implementation and M&E reports and provide recommendations.
  - Promote complementarities and synergies across sectors.

- Central MDA responsibilities:
  1. Establish and ensure effective Sector Working Groups on plan implementation.
  2. Ensure alignment of sectoral plans to the national development plan.
  3. Ensure effective implementation of public projects captured in the National Development Plan.
  4. Ensure effective programme coordination at the sectoral level and intersectoral collaboration.
  5. In collaboration with MoPED, monitor, evaluate, and report on activities implemented across sectors.
  6. Participate in mid-term and other reviews of the implementation of the plan.

- District Development Coordination Committees (DDCCs) functions:
  1. Facilitate alignment of district development plans with the national development plan.
  2. Meet regularly to discuss and report on development progress related to MTNDP implementation through district plans.
  3. Provide regular updates to MoPED on implementation of the national plan.
  4. Provide regular updates to line MDAs at central level on status of district sectoral development projects and programmes.
  5. Serve as platforms for discussing, following up and reporting on emerging issues, including response to emergencies at district and community level affecting MTNDP implementation.
  6. Generate information for preparation of annual plans and budgets, partner mapping and ongoing evaluation of sector programmes at district level.
  7. Enhance general development communication at community level.
  8. Support coordination of development partners, including CSOs/NGOs at district level.

- Government–Development Partner Dialogue functions (through Development Partners Committee framework):
  1. Government and development partners will regularly convene dialogue meetings at national level to discuss progress in MTNDP implementation and provide recommendations for increased implementation effectiveness.
  2. Constantly discuss and facilitate financing of the national development plan.
  3. Jointly support capacity building for effective implementation across sectors and at district level.
  4. Ensure effective coordination of external assistance, aligning it to the national development plan.

- Role of civil society and the private sector:
  1. Support mobilisation of resources for plan implementation.
  2. Support monitoring of plan implementation.
  3. Advocate for equitable distribution of programme resources across the country.
  4. Strengthen public private partnership/dialogue in the implementation process.
  5. Support public information dissemination on the plan and plan implementation.

### Monitoring and Evaluation (M&E) Framework
- Purpose: Monitor, track and report progress on implementation of development interventions and targets defined in the Results Framework (RF); identify bottlenecks for early resolution; guide oversight, coordination and implementation; ensure quality of information, data and analysis.
- Focus: Advance results-based planning and performance monitoring, reporting and use of evidence for responsive decision-making.

- Four key principles to guide M&E:
  1. Consistency and harmonisation between national and subnational development—setting outcomes, indicators, baselines, and targets across MDAs and LC development strategies.
  2. Comprehensiveness: M&E covers arrangements for development policies, programmes and projects under MTNDP.
  3. Leverage of ICT: MTNDP M&E activities will build on the NaMEMIS and existing ICT based monitoring systems (such as IFMIS, MDA Pro and specific MDA systems, including the soon-to-launch online SDG Monitoring Framework).
  4. Inclusiveness: Designed to facilitate reporting and data collection from all MDAs and LCs on MTNDP priorities and related outcomes.

- Envisaged stages of M&E:
  - General monitoring: Carried out in line with the Results Framework, the National M&E Policy and NaMEMIS.
  - Proactive monitoring: NaMED, MDAs and LCs will conduct routine monitoring; reports from project site visits will track outputs and measure performance against national plan outcomes and include lessons learnt.
  - Reactive monitoring: M&E reports on planned outputs will be required to trigger disbursement of funds to MDAs, LCs and contractors by the Ministry of Finance; MDAs must request NaMED to undertake such monitoring when requesting funds from MoF.
  - Evaluation: Review and assess performance of outcomes and impact indicators and targets in the RF; special studies of policy and programme initiatives; independent mid-term and final evaluations to generate policy recommendations and inform successor plans; assessments will determine relevance, efficiency, effectiveness, impact, and sustainability.

- Reviews and reporting:
  - Mid-term review: A Mid-Term Review/Evaluation (MTR) will be undertaken as this is a seven-year plan to assess progress in achieving outcomes and inform improved service/product delivery for the remaining years.
  - Final evaluation: To assess progress and ascertain lessons learnt within a timeframe necessary to inform formulation of the successor to the MTNDP 2024-2030.
  - Reporting: Key to inform stakeholders and the public about progress and achievement of targets as delineated in the RF; reports will analyse MDA performance against national budgetary allocations and progress on MTNDP interventions.
  - NaMEMIS will be utilised to fast track preparation of M&E reports at National and District levels.
  - Annual progress report: Produced from field level data and by self-reporting of MDAs and LCs implementing projects and programmes associated with MTNDP outcomes, targets and indicators.

*Source: SIERRA LEONE’S MEDIUM TERM NATIONAL DEVELOPMENT PLAN (2024 – 2030) — A Transformative Acceleration Agenda for Food Security, Human Capital Development & Job Creation*

### 2030.  Data generated in NaMEMIS will inform the reports, which will be submitted to cabinet and parliament each

### 2030.  Data generated in NaMEMIS will inform the reports, which will be submitted to cabinet and parliament each year.

### Monitoring and reporting arrangements
- Quarterly sector performance reports:
  - Produced by MDAs and LCs to provide information on the utilization of funds for the preceding quarter.
  - Reports will support work-plans and justification for release of sequent funds for project/programme implementation.
- Annual reporting and review:
  - Annual progress reports will be produced.
  - A mid-term review of the plan is envisaged in 2027.

### Data management and information systems
- Data repository/bank:
  - Will store all key information pertaining to the indicators included in the MTNDP 2024-2030.
  - Will provide access to definitions, structure, source of information, collection method, quality and use of the data in the MTNDP 2024-2030.
  - Will be open source accessible to users, practitioners and researchers.
  - Host to be determined among key stakeholders, including MoPED, NaMED, and Statistics Sierra Leone, supported by other data generating MDAs and partners.
  - Expected to be linked to the online SDGs Monitoring Framework expected to be launched soon.
  - MDAs and LCs required to provide administrative data on their operations for use in the MTNDP 2024-2030 monitoring and evaluation process.

### Capacity building for monitoring & evaluation
- Institutional strengthening:
  - M&E capacity of relevant institutions will be strengthened for both public and private actors at all levels.
  - NaMED will prepare a detailed training plan for all key stakeholders to build a critical mass of civil servants to undertake M&E along the Public Investment Management (PIM) cycle.
  - MDAs and local governments will be required to allocate more funds to M&E departments to enable adequate human, material and financial resources.
  - MDAs and LCs are the key institutions targeted for M&E capacity building.
- Systems and tools:
  - Capacity building for entering information into NaMEMIS and other existing systems will be enhanced.
  - Mobile based data collection applications such as KoboToolbox using Tablets will be encouraged to enhance collection of primary data.

### Strengthening statistical systems (Stats SL and NSS)
- Strategic objective:
  - Develop an efficient and effective data system by entrenching the culture of evidence-based policy, planning, and decision-making and providing the enabling environment for statistical production and development at all levels.
- Achievements and outputs (2018 to 2023) produced by Stats SL:
  - 2021 Mid-Term Population and Housing Censuses
  - 2019 Demographic and Health Statistics
  - 2020 Multi-Indicator Cluster Survey
  - 2019 Child Multidimensional Poverty Index
  - 2023 National Multidimensional Poverty Index
  - Census of Business Establishment 2022
  - National Time-use Survey (Annual, done in 2023)
  - Annual Gross Domestic Product (GDP)
  - Annual Agricultural Survey
  - Compilation of SDG data and update of SDG results framework (Quarterly) August 2023
  - Quarterly Manufacturing Producers’ Price Survey
  - Compilation and publication of inflation figures (Monthly) August 2023
- Aims and priorities:
  - Contribute to Government's Big 5 Changers through production, analysis, interpretation, and application of data for agricultural sector decision-making, rural development and food security.
  - Statistical capacity building at Stats SL and in MDAs.
  - Provide technology and tools for staff and data collectors.
  - Impart knowledge, skills and competencies in data science and data analytics, Artificial Intelligence (AI) and Machine Learning (ML), data visualization, governance and human rights.
- Challenges identified:
  - Lack of a legal statistical framework.
  - Statistical Capacity and Innovation gaps.
  - Limited adaptation of international standards and methodologies across the NSS.
  - Lack of data certification and data access policy.
  - Data Management gaps, data gaps, and limited range, coverage, and frequency of high-quality statistics and statistical activities.
- Opportunities and actions:
  - Data collection plans for localized multi-dimensional poverty index compilation are ongoing.
  - Provision made for E-NSDSII implementation, monitoring, and evaluation including E-NSDSII awareness; establishing implementation structures; mobilization of drivers of strategic success; people development; process improvement through innovation; and harnessing technology.
  - Monitoring, evaluation, and reporting framework presented.

### Communication for development and civic education
- Strategy and delivery:
  - Ministry of Information and Civic Education (MoICE) has designed an inclusive communication strategy tailored to different segments of society, employing local dialects and braille techniques, among others.
  - MoICE produced a development communication civic education roadmap incorporating key policy actions for dissemination.
  - Roadmap will promote awareness about the MTNDP and the SDGs, foster resilience through ongoing dialogue and feedback, and strengthen resilience-focused development communication across the public sector and policy space.
  - Efforts will be linked to the overall national M&E system and performance management to enable increased public participation in production of results, reporting, performance information and civic education utilization processes.
- Challenges for development communication:
  - Limitation of resources and capacity gap of staff to deliver effective development communication.
  - Overlaps in donor interventions and lack of effective coordination among donors, MDAs, and CSOs.
  - Diverse target audiences, marginalised groups and remote areas require understanding of cultural differences in communication.
  - Capacity challenges for national monitoring and evaluation systems, including mobility constraints for monitoring interventions country-wide.
- Lessons and strategic direction:
  - Role of private-public partnership in financing development communications should be strengthened.
  - Adapting messages to cultural and linguistic diversity improves effectiveness.
  - Implementation of strong data privacy measures and adherence to legal regulations is critical to protecting citizens' information and building trust.
  - Flexibility and responsiveness to changing societal needs is essential.
  - A wider and robust monitoring and evaluation framework is crucial for effectiveness.

### Risks, macroeconomic context and mitigation
- External and domestic risks highlighted:
  - Lingering effects of COVID-19.
  - Continued war in Ukraine and possible escalation.
  - Rising conflicts in other parts of the world.
  - Climate change, biodiversity loss and pollution.
  - Projected slowdown in the Chinese economy.
  - Persistently high inflation and pressures on the exchange rate.
  - Vulnerability to commodity price shocks, geo-economic fragmentation, policy slippages and increased debt sustainability risks.
- Mitigating priorities and actions:
  - Monitor global situation and implications for Sierra Leone economy during plan implementation.
  - Strengthen development cooperation and coordination among all actors and sectors.
  - Scale-up domestic resource mobilisation.
  - Implement the country’s integrated national financing framework to respond to financing risks.
  - Effective implementation of general macroeconomic policies during 2024-2028 to mitigate future emergencies.

### Conclusion and implementation principles
- The MTNDP 2024-2030 will build on gains from MTNDP 2019-2023 while addressing unfinished business and emerging challenges towards achieving national goals and SDGs by 2030 and Sierra Leone’s aspiration of becoming a green and inclusive middle-income country by 2039.
- Implementation principles to maximise chances of achieving 2030 results:
  - Continue implementation of unfinished relevant projects from the previous plan that are highly prioritised and sequenced.
  - Ensure full alignment of the national plan with global, regional and sub-regional development frameworks.
  - Strengthen coordination within the public sector and among development partners.
  - Transform the public sector to become more professional and merit-based.
  - Scale-up implementation of integrated national financing strategies.
  - Mobilise the country’s demographic dividend, the blue economy and the African Continental Free Trade Area potentials and prepare off-the-shelf bankable projects.
  - Scale-up sensitivity to climate resilience, renewable energy, gender and youth development, and place communities and people at the centre of implementation.
  - Ensure integration of village and chiefdom level planning with district and national planning and implementation processes.
- Monitoring framework:
  - There is a Results Framework to guide monitoring and evaluation of the plan.
  - Mid-term review expected in 2027 and annual progress reports to capture lessons learned and emerging needs.

*Source: SIERRA LEONE’S MEDIUM TERM NATIONAL DEVELOPMENT PLAN (2024 – 2030) — selected sections on monitoring, data, statistics, communication, risks and conclusion.*

### Annex 1: List of project areas in the New MTNDP 2024-2030

### Annex 1: List of project areas in the New MTNDP 2024-2030

### Feed Salone
- 1 Development and Promotion of Agro-ecological Zones (New)
- 2 Advancing Mechanisation and Irrigation System (New)
- 3 Agricultural Technology and Climate Smart Agriculture (New)
- 4 Empowering Women and Youth (New)
- 5 National Agricultural Census (New)
- 6 Input System: E-Vouchers for Rice Production (Seeds, Fertilizers and Tractor Services)-(Ongoing)
- 7 Palm Oil Production Project in Sierra Leone in the Framework of Capacity Building (POPSLCB)-(Ongoing)
- 8 Support to Chiefdom Youth Farms (Ongoing)
- 9 Capacity Building and Support to Agricultural Development (Ongoing)
- 10 Strengthen Seed and Input Systems to Optimise Yields for Key Value Chains.
- 11 Support the Development of Aggregation, Processing & Market Linkages
- 12 Strengthening Agricultural Finance
- 13 Rehabilitation of Feeder Roads and Construction of Bridges in Targeted Food Cluster Areas
- 14 Support Monitoring, Evaluation and Statistics
- 15 West Africa Food Systems Resilience Program (FSRP) Phase 2 AF (World Bank-Grant) Ongoing
- 16 Smallholder Commercialization and Agribusiness Development Project (SCADEP-Grant) (WB/GoSL) Ongoing
- 17 Rice Agro Industrial Cluster (SL RAIC) Additional Finance (AfDB-Grant) Ongoing
- 18 Sierra Leone Agribusiness and Rice Value Chain Support Project (SLARiS-Grant) (AfDB) Ongoing)
- 19 Sierra Leone Regional Rice Value Chain Development Project (B/BADEA/GoSl-Loan) Ongoing
- 20 Palm Oil Production (IsDB-Loan) Ongoing
- 21 Rural Finance & Community Improvement II (IFAD-Loan) Ongoing
- 22 Agricultural Value Chain Development Project (AVDP) (IFAD/OFID/GoSL-Loan) Ongoing
- 23 Land and Infrastructure Development (India Exim Bank-Loan) Ongoing
- 24 Global Agricultural Food Security (WB-Grant) New
- 25 Empowerment of West Africa Women SMEs in Rice Value Chain (ESASME) (IsDB-Grant) New
- 26 Rehabilitation and Development of Fishing Infrastructure (Ongoing)
- 27 Construction of One Industrial Harbour Complex at Black Johnson
- 28 Developing Marine Artisanal Fisheries (Ongoing)
- 29 Women Empowerment in the Fishery Sector (Ongoing)
- 30 Strengthening Inland Fisheries and Aquaculture Production (Ongoing)
- 31 Digitalize National Frame Survey and Fish Stock Assessment (Ongoing)
- 32 Enhancing Monitoring Control and Surveillance Systems (Ongoing)
- 33 Strengthening Competent Authority for Effective Fish Quality Control and Export Promotion (New)
- 34 Support to Artisanal Fisheries (Ongoing)
- 35 Promoting an Inclusive Blue Value Chain
- 36 Advancing Sustainable Fisheries and Support Artisanal Fishing Operations
- 37 Conduct Extensive Research on Biotechnology and the Full Utilisation of Fishery Resources
- 38 Support Public Private Partnership in Commercial Fish Farming Investment for Tilapia
- 39 Protection of Spawned Fish Stock Biomass and Juvenile Fish Stocks in the EEZ of Sierra Leone
- 40 Pilot School Fish Farming in Each District
- 41 Strength the Coordination and Functionality of the Scaling Up Nutrition (SUN) Programmes
- 42 Construction of Fishery Bonded Industrial Park/Fish Harbor (China/GoSL-Loan) (Bilateral)
- 43 Support the Presidential Initiative for accelerating food security
- 44 Establish and operationalise Food and Nutrition Security Network
- 45 Formulation of policy and regulatory framework for food system programmes, safe and efficient food processing facilities and commercialization
- 46 Advocacy for Local Actions to promote food and nutrition security and a framework to increase profitability of smallholder farmers

### Human Capital Development
- 47 Free Quality Education School Programme
- 48 Focused Resources on Equity and Excellence (Ongoing)
- 49 Education Sector Project (Four Government Schools) - (Ongoing)
- 50 Capacity Building for Junior and Senior Secondary Schools (Ongoing)
- 51 Welfare and Hygiene Packages for School Going Girls (Ongoing)
- 52 SL Free Education Project - School Feeding (WB-Grant) Ongoing
- 53 Digital Connectivity in Schools to Accelerate COVID 19 Education Response (IsDB-Loan) New
- 54 Rehabilitation and Refurbishment of Teacher Training Colleges (New)
- 55 Construction and Equipping of a National Archive and Record Centre (New)
- 56 Clearance of Grants-In-Aid Arrears to Tertiary Institutions (Ongoing)
- 57 Educational Access and Enrolment Programme for Higher Education Institutions (HEIs)-Loan Scheme and Phasing out of Grant-in-Aid
- 58 Improve Infrastructure and Academic Facilities for TVET and Higher Education Institutions
- 59 Improve Legal and Regulatory Frameworks for Technical and Higher Education
- 60 Strengthening the Workforce and the Conditions of Service for Tertiary Education Institutions
- 61 Revitalise Technical, Vocational, and Educational Training (TVET) Programme for the Labour Market
- 62 Strengthening Higher Education Institutions and Promoting Research, Technology, Innovation and Entrepreneurship in HEIs
- 63 Support Education Data Management
- 64 Support Digital Transformation and Strengthen Quality Assurance in TVET Education
- 65 Education Sector Support Project (Ongoing BADEA/SDF/OFID/GoSL) Loan
- 66 Partial Financing of the Construction of the University of Science and Technology (Ongoing EBID/GoSL) Loan
- 67 Construction of Pharma Grade Warehouse and Ancillary Structures (New)
- 68 Construction of Port Loko Hospital (New)
- 69 Sector Wide Health Systems Strengthening Project (Ongoing)
- 70 Construction of National Warehouse at Kerry Town (Ongoing)
- 71 Construction of Cancer and Diagnostic Medical Centre (Ongoing)
- 72 Rehabilitation, Expansion and Equipment of District Hospitals Equipped Blood Transfusion Units (Ongoing)
- 73 Establishment of National Public Health Agency (Ongoing)
- 74 Procurement of Reproductive Health Commodities (Ongoing)
- 75 Establish a Health Village in Kerry Town in the Waterloo Community
- 76 Construction of Five Regional Hospitals Equipped with Intensive Care Units and Accident/Emergency Response Facilities
- 77 Strengthen Health Data Management Systems and Monitoring and Evaluation
- 78 Increase Community Participation in Health Programmes and Initiatives
- 79 Expand and Improve on the Management of Free Healthcare
- 80 Develop and Implement a National RMNCAH Roadmap for the Reduction of Preventable Maternal Mortality
- 81 Integration of Sexual and Productive Health, Including Family Planning, into Universal Health Coverage and Primary Health Care
- 82 Operationalise Digital Health Roadmap to Ensure Effective and Efficient ICT-Enabled Health Service Delivery
- 83 Invest in Capacity Building for the Health Sector and Provide other Incentives to Motivate the Healthcare Workforce
- 84 SLE-Z-MOHS: HSS, Malaria, TB (NFM3) -(GF/GoSL)
- 85 SL-COVID-19 Emergency Response Project (GF/GoSL)
- 86 Protecting Public Health Globally (CDC-USA)
- 87 Sexual and Reproductive Health and Rights (STBF)
- 88 Maternal Centre of Excellence (MCOE) - Kono (PIHGoSL)
- 89 Support the Diaspora Engagement Transfer of Skills to Support Programmes to Health Facilities -(IOM)
- 90 Support to National Emergency Medical Services (NEMS) - Ambulance Services (Ongoing)
- 91 GAVI Health System Strengthening Support Project (Ongoing)
- 92 Global fund ATM (HIV/AIDS/Tuberculosis/Malaria) ongoing
- 93 SL Quality Essential Health Services and Systems Support Project (WB -Grant) Ongoing
- 94 Developing Three Tertiary Hospitals (KFAED-Loan) Ongoing
- 95 Primary Healthcare Support Project (Ongoing BADEA/GoSL)- Loan
- 96 Health Systems Strengthening (Ongoing)-Loan IsDB/GoSL)
- 97 Maternal, Neonatal and Child Health Strengthening
- 98 Construction of Water Quality Laboratories (New)

### Water, Sanitation and Hygiene (WASH) and Community Services
- 99 Lungi Water Supply Project (Ongoing)
- 100 Develop/Support the Construction of 2 Dam Water Supply Systems in Western Area Peninsular
- 101 Develop/Support the Construction of Water Supply Systems in Six Towns (Njala-Taiama, Mattru Jong, Daru, Mongor, Koidu and Lungi)
- 102 Support the Construction of 300 Solar Powered Boreholes in Rural Communities
- 103 Complete the Construction of Pipe-borne Water Supply Facilities in Freetown and all District Capitals
- 104 Institutional Support for SALWACO and Regulatory Reforms for Improved and Sustainable Water Supply
- 105 Allen Town Water Supply System
- 106 Rehabilitation of Pumping stations at Governor's Lodge and Hooke Street
- 107 Kaningo Water Supply Project
- 108 Grafton Water Supply Project
- 109 Boama Water Supply Project
- 110 York Water Supply System
- 111 Kent Water Supply System
- 112 River No. 2 Water Supply System
- 113 John Obey Water Supply Project
- 114 Kongo and Toothik Dam and Treatment Plants and Transmission System
- 115 Hamilton Dam, Treatment Plant and Transmission system
- 116 Construction of Kamakwei Water Supply Project
- 117 Construction of Mambolo Water Supply Project
- 118 Completion of Blama Bandawor and Six Villages Water Supply Project
- 119 Construction of Balancing Reservoir
- 120 Construction of Rokupr Water Supply System
- 121 Solar Powered Mini Grid for Kabala, Bo, Kenema, and Makeni Water Supply Systems
- 122 Completion of Construction of Water Supply Facilities in Six (6) District Capitals
- 123 Construction of Water Supply System in Bonthe Municipal (Ongoing)
- 124 Three (3) Towns - Bo, Kenema and Makeni - Water Supply System Project Phase II (Ongoing)
- 125 Rural Water Supply and Sanitation Project (Ongoing)
- 126 Construction of 100 Solar Powered Boreholes (Ongoing)
- 127 Four (4) Towns Water Supply Project (Mongor, Mattru, Njala and Daru) (Ongoing)
- 128 Construction of 45 Industrial Boreholes (Urban Wash Supply) - (Ongoing)
- 129 Completion of Construction of Water Supply Facilities in Six (6) District Capitals (Ongoing)
- 130 Construction of 45 Boreholes
- 131 Emergency Water Supply Project in Western Area
- 132 Restoring Water Supply at IMAT and Hill Station Communities
- 133 Freetown WASH and Aquatic Revamping Project
- 134 Freetown Emergency Recovery Project
- 135 Freetown Water Supply and Sanitation Master Plan
- 136 Development Fund for Female Entrepreneurs
- 137 National Reintegration of Street Children (New)
- 138 Review and Amend the Matrimonial Causes Act 1960 and Support its Implementation
- 139 Strengthen/Support the Implementation of Gender-Disaggregated Data in the National and Sectoral Statistical Systems
- 140 Develop and implement a framework for strengthening linkages and collaborative work between MoGCA and the existing Gender Desks at the Local Councils
- 141 Develop and Support the Implementation of Guidelines that will Increase Women's Active and Effective Participation in Environmental and Disaster Management Initiatives
- 142 Implement Measures to Narrow Gender Gaps in Accessing Health Services and Providing Welfare for Persons with Disability
- 143 Provide Leadership Training Support for Women and Scale up the Women’s Economic Empowerment Initiatives
- 144 Roll out the GBVIMS+ to all Districts and Scale up Multistakeholder Partnership in Combating SGBV
- 145 Support the Domestication of International and Regional Frameworks and Protocols on Women, Peace and Security
- 146 Support the Full Implementation of the GEWE Policy 2020 and Gender and Women Empowerment Act 2022
- 147 Provide Institutional Support for Strengthening the Implementation and Monitoring of Gender Equality and Empowerment of Women Across all Sectors
- 148 Hold Monthly Gender-based Violence Coordination Meetings at National, Regional, and District Levels that are Fully Operational
- 149 National Children's Commission

### Child Protection, Social Services and Disability
- 150 Devolved Function - Children's Affairs Services
- 151 Conduct National Census of Residential Childcare Facilities
- 152 Establish Children’s Parliament and Provide Leadership Training for Young Leaders
- 153 Provide Capacity Support for the Sierra Leone Judiciary and Train Police Officers for Providing Justice for Child Victims
- 154 Implement Diversion Policy for Children in Conflict with the Law
- 155 Livelihood Support for Persons Living with Disability (New)
- 156 Establish Rehabilitation Centre for Drugs Addicts (New)
- 157 Rehabilitation of Approved Schools and Remand Homes (New)
- 158 Pro-Poor Growth for Peace and Consolidation (GPC IV) (KfW/GoSL) New
- 159 Enhancing Management of Rural Renewable Energy for Productive Use (EMRREP) - (Ongoing)
- 160 Community Driven Development project (Ongoing)
- 161 Rapid Community Development Initiative (Ongoing)
- 162 Sierra Leone Disability Project (New)
- 163 Sierra Leone Community Driven Development Project (SLCDD) 2 (Ongoing)
- 164 Sierra Leone Social Safety Net Project (Ongoing)
- 165 Rehabilitation/Construction of Community Facilities (incl. Court Barrays) - (Ongoing)
- 166 Sierra Leone Lands Administration Project

### Youth Empowerment and Sports
- 167 Youth in Agriculture (Ongoing)
- 168 Youth in Fisheries Project (Ongoing)
- 169 Youth Empowerment in Car Wash Project (Ongoing)
- 170 Promoting Adolescence Sexual Reproductive Health Programme for Youth (Ongoing)
- 171 Increasing partnership and advocacy against the proliferation of drugs and substance abuse
- 172 Review and strengthen TVET education to ensure the demands of relevant skills in the contemporary labour market
- 173 Strengthen institutional/sectoral collaboration in the delivery of requisite training for the youth
- 174 Youth Entrepreneurship and Employment Project (Ongoing)
- 175 Cracking Down Youth in Drugs Abuse (New)
- 176 Setting up special funds and partnerships with the private sector for the costs of hiring, training, and upskilling youths
- 177 Providing targeted incentives (tax and non-tax incentives) for the private sector to hire youths
- 178 Providing special incentives for youths in the ICT and creative industry
- 179 Combating human trafficking
- 180 Implementation of the 23 objectives of the Global Compact on Safe, Regular and Orderly Migration Championship Country
- 181 Reinforce voluntary return and reintegration programming for stranded, vulnerable Sierra Leoneans in collaboration with IOM
- 182 Protocol to Prevent, Suppress, and Punish Trafficking in Persons, especially Women and Children
- 183 Graduate Service Programme (Ongoing)
- 184 Establishing a Youth Opportunity Centre in every district headquarters town
- 185 Youth development fund for start-up ventures
- 186 Designing a special programme to create job opportunities for out of school young girls
- 187 Rehabilitation and Reconstruction of the Craig Belamy Football Academy
- 188 Construction of Multipurpose Complex Stadium in 8 Districts Across Sierra Leone
- 189 Establishment of Sports Physiotherapy and Fitness Centres in the Five Regional Headquarter Towns
- 190 Support to Girls in Sports (across 16 districts)
- 191 Launch a Physical Literacy Campaign
- 192 Develop a sports museum/hall of fame as a resource centre for tourism marketing and promotion
- 193 Develop a diversified resource mobilisation strategy for sports
- 194 Develop a comprehensive strategy and legal framework for sports development

### Infrastructure, Technology, and Innovation
- 195 Electrification of 7 (Seven) District Towns (Ongoing)
- 196 Construction of Guma-Dodo Hydro Dam (Ongoing)
- 197 Installation of 20 Mini Grid (New)
- 198 Extension of Transmission and Distribution Lines to Mining Companies (New)
- 199 Installation of Solar Street Lights (Ongoing)
- 200 West African Power Pool Project (WAPP) - (Ongoing)
- 201 Rural Electrification Project - CLSG (Serving Communities along the Transmission Line) -(Ongoing)
- 202 Rehabilitation and Extension of Bo-Kenema Distribution System (Ongoing)
- 203 Construction of the Extension of Bumbuna II Hydro Electric Plant
- 204 Financial close for the Bekongor Hydro power dam (120MW)
- 204 Western Area Power Generation Project - 103.5 MW
- 205 Enhancing Sierra Leone Energy Access Project
- 206 Development of 4 new policies (LPG Policy and strategic plan, clean cooking policy, Mini grid policy, Street Light Policies,)
- 207 Extension of the Serengeti-Baoma Solar Project (20 MW)
- 208 Construction of the BETMAI Hydro Electric Power Project (27 MW)
- 209 India -Exim Transmission Line Project (Bumbuna/Yieben to Freetown)
- 210 Transformational Energy Access for Sierra Leone
- 211 Completion of Bo - Tikonko Road
- 212 Construction of Targrin - Lungi - ConaKry Dee Road
- 213 Construction of Bandajuma-Pujehun-Gbondappi
- 214 Reconstruction of Kpetema - Mattru Jong
- 215 Reconstruction of Tikonko-Kpetema
- 216 Spots Improvement and Re-gravelling of Trunk Roads
- 217 Reconstruction of Major Culverts (Mile 1 in Kabala, Kabala Krubula Road and Baiima Songa Culvert)
- 218 Construction of Taiama – Njala Road
- 219 Major and Minor Re-gravelling Works on Selected Trunk Roads (40 Lots)
- 220 Completion of Township Roads
- 221 Reconstruction of Kabala -Falaba-Krubola Road (73Km)
- 222 Construction of Culverts within Bumpeh Tabeh Chiefdom
- 223 Rehabilitation of Jojoma Bridge (2no) and Geoma Bridge (1No)
- 224 Reconstruction of Yifin Bridge
- 225 Section Overlay/Rehabilitation of Major Highways
- 226 Construction of 400m Embarkment and 40m bridge and 2 No Relief Box Culverts along Molakika- Gbongboma Stretch in Bonthe Island
- 227 Rehabilitation and Reconstruction of Kenema - Zemmi Road
- 228 Moyamba - Sebehun - Shenge Road
- 229 Kambia - Madina - Kunkuna - Konta - Guinea Border Roads
- 230 Magbele Magbang- Moyamba Junction
- 231 Procurement of Vehicles for Chiefdom Functionaries and the Judiciary (New)
- 232 Integrated and Resilient Urban Mobility Project (IRUMP) (Ongoing)
- 233 Procurement of Vehicles for Other Government Functionaries: (Judiciary, ECSL, PPRC, Ministers and Deputies etc.)-(Ongoing)
- 234 Installation of Buoys in Danger Zones in the Sierra Leone’s Water
- 235 Conversion of the Nitti Seaport into Commercial Port.
- 236 Procurement and Installation of Oil Spill Emergency Preparedness Equipment
- 237 Establishment of an Operational Maritime Rescue Sub-centres.
- 238 Rehabilitation of Existing Presidential Lodge (Ongoing)
- 239 Rehabilitation and Upgrading of State House (Ongoing)
- 240 Rehabilitation and Improvement of Miatta Conference Hall (Ongoing)
- 241 Demolition and Construction of Ministry of Labor Administrative Building (Ongoing)
- 242 Rehabilitation of Seven Lift Elevator at Youyi Building (Ongoing)
- 243 Establishment of Public Assets Digital Centre (New)
- 244 Rehabilitation of a Materials Testing Laboratory (New)
- 245 Construction/Rehabilitation of Provincial/District/Administrative Buildings (New)
- 246 Rehabilitation of Government Residential Quarters (Ongoing)
- 247 Demolition of Multi-Storey Building (former UN Building) at Siaka Steven Street (Ongoing)
- 248 Construction and Rehabilitation of Judicial Service Infrastructures (Ongoing)
- 249 Demolition, Rehabilitation, Construction and Upgrade of Public Assets (New)
- 250 Rehabilitation of Government Administrative Buildings (Ongoing)
- 251 Construction of Districts Magistrates and High Courts Buildings (Ongoing)

### Transport, Digital Government and Public Assets
- 252 Strengthening Maritime Transport and Safety
- 253 Strengthen Ports and Shipping
- 254 Operationalization and Expansion of e-Government Platform (New)
- 255 Sierra Leone Digital Transformation Project (SLDTP)
- 256 Establishment of a Smart City (new)

### Transforming Public Service Architecture
- 257 Construction of PSC Headquarter Building (Ongoing)
- 258 Undertake structural alignment and rationalization of mandates within the public service
- 259 Transform the Civil Service Training College into a Public Service Academy
- 260 Public sector coordination and management and digitalise the human resource management of the Civil/Public Service
- 261 Establish Public Service Innovation Centre
- 262 Construction of the VIP Suite (Ethiopia)
- 263 Renovation of Chancery Building, Ambassador’s residence and Deputy Chief of Mission’s residence (Washington DC)
- 264 Renovation of Chancery Building (Brussels)
- 265 Renovation of Chancery and Ambassador’s Residence (Berlin)
- 266 Demolition of old Chancery Building (Banjul)
- 267 Renovation of Chancery (Monrovia)
- 268 Construction of Sierra Leone Annex Building in Accra-Ghana
- 269 Renovation of the High Commissioner’s Residence in UK
- 270 Training of Heads of Chancery and Ambassadors/High Commissioners
- 271 Improving diplomacy through enhanced technology

### Diversifying the Economy and Promoting Growth
- 272 Establishment of Tech-Voc Semi-Formal Arts and Crafts Training Centre at the Mabala Cultural Village
- 273 Construction of National Arta Gallery
- 274 Developing Coastal, Aquatic, and Eco-tourism Opportunities
- 275 Domesticate and Popularise UNESCO’S Conventions and Support Nomination Dossier for Inscription to the UNESCO’s World Heritage Site
- 276 Construction of Basic and Requisite Tourism and Cultural Infrastructure for a Competitive and Attractive Destination
- 277 Provide Human Resources and Capacity Support to Upgraded Schools of Hotel and Hospitality Management
- 278 Construction of Two Tourism Information Offices (New)
- 279 Sustainable Ecotourism Development Project (New)
- 280 Sustainable Tourism Development and Promotion Project (STDPP)- (Ongoing)
- 281 Develop and Upgrade at Least Eight Strategic Historical, Cultural, and Tourism Sites
- 282 Support the Rebranding of Sierra Leone and Increase the Digital Marketing of the Country's Tourism Products
- 283 Rehabilitate and develop up to 10 Natural, Cultural or Historical Heritage Sites
- 284 Development of the Physical Infrastructure of the Cultural Heritage Sector (New)
- 285 Comprehensive Preservation and Development of Bunce Island (Ongoing)
- 286 Ministry of Tourism and Cultural Affairs (SL Economic Diversification Project)
- 287 Support to Micro-Small and Medium Enterprises (Munafa Fund) - (Ongoing)
- 288 Advancing the Exploration and Extraction of Marine Resources and Generation of New Resources
- 289 Supporting Livelihood and Economic Empowerment of the Inland Water, Ocean and Coastal Communities
- 290 The Second Sierra Leone Financial Inclusion Project
- 291 Implementation of the Geospatial Project on Financial Services Access Points
- 292 Support the Implementation of the Manual on Market Conduct Supervision
- 293 Create Awareness/Sensitization on Financial Services
- 294 Implement the National Payment Switch Project/Phases 2 and 3
- 295 Conduct Annual Provider Survey on the State of Digital Financial Services in Sierra Leone
- 296 Local Content Agency
- 297 Small and Medium Enterprises Development Agency (SMEDA)

### Governance and Accountability
- 298 Establish a peacebuilding and conflict resolution knowledge management system
- 299 Institutional capacity programmes for ICPNC, PPRC and political parties
- 300 Establish and operationalise a peacebuilding and conflict resolution knowledge management system
- 301 Completion of Anti-Corruption Building
- 302 Establishment of Presidential Community Development Fund
- 303 Construction of SLICOM Building
- 304 Construction of ASSL Headquarters
- 305 Legal and policy reviews for a central and enhanced coordination within the justice sector
- 306 Strengthening justice sector coordination and communication
- 307 Supporting the judiciary and the local operation of the justice sector
- 308 Construction of District Offices
- 309 Support to Sierra Leone Government Printing
- 310 Development of Record Management System
- 311 Enact the National Immigration Service Bill, digitalize all core activities of SLID, and Establish an Integrated Immigration and Security System Linking Class A Border Crossing Points and SLID HQ.
- 312 Integrated Civil Registration and Vital Statistics and ID Management System (Ongoing)
- 313 Rehabilitation of District Offices
- 314 Rehabilitation of National Civil Registration Commission (NCRA) New Complex
- 315 Review and develop policy and regulatory frameworks and provide institutional capacity support for the National Civil Registration Commission
- 316 Social Capital Approaches Project (SCARDSiL
- 317 Construction of Community Court Barrays
- 318 Rehabilitation and Construction of Police Stations and Facilities
- 319 Construct HQ for the Office of the Chief Medical Examiner to include a Forensic laboratory and Mortuary, establish regional offices of the OCME, and develop regulations from the OCME Act.
- 320 Construction of New Police Stations
- 321 Rehabilitation of Military Barracks and Facilities
- 322 Procurement of Military Hardware and Communication Sets (Ongoing)
- 323 Construction of Military Barracks, Kambia (Ongoing)
- 324 Procurement of Major and Self Sustenance Equipment for Peace Support Operations
- 325 Rehabilitation of CDS Living Quarter
- 326 Construction of Infantry Size Battalion Barracks in Kambia
- 327 Procurement of Specialized Surveillance Equipment
- 328 Rehabilitation of Correctional Centres and Facilities
- 329 Establish Regional Offices in Kenema and Port Loko to License all Civilian Weapon Holders and Local Gun Manufacturers in Sierra Leone, Mark and Record into an Arms Register all Weapons owned by the Military, Police, and those Licensed for Civilian use, and Handover to SLeCAA for Destruction of all Unserviceable Weapons Owned by the Military, Police and those Seized from Criminals.
- 330 Amend the Drug Control Act 2008 and Develop Associated Regulations, establish 7 Offices in Bo, Kono, Makeni, Kenema, Port Loko, Gbalamuya and Gendema, and increase Education and Awareness Raising on the Dangers of Drug Abuse and Trafficking by 30%.
- 331 Construction of 10 Additional Fire Stations Nationwide and Procure of Fire Engines
- 332 Strengthening Marine Surveillance and Security
- 333 Formulating Operational Manual for Disaster Risk Assessment (DRM)
- 334 Operationalize and Strengthen Structure and Mechanism for Coordination of Regional and District DRM including Transboundary Cooperation
- 335 Build Back Better- Principle to Reconstruct Infrastructure and Public Facilities Destroyed by Hazards or Disasters

### Advancing Climate Resilience and Environmental Action
- 336 Institutional Strengthening of Radiation Authority (New)
- 337 Support the Review and Popularization of MoECC Policies and Legislations Across the 16 Districts of Sierra Leone
- 338 Strengthening Marine and Coastal Protected Area Management and Conservation
- 339 Advancing Marine Spatial planning (MSP) and Instituting an Integrated Coastal and Marine Area Management
- 340 National Tree Planting-Forestry Division (Ongoing)
- 341 Enhancing Metal Scaffolding System to Reduce Deforestation in Sierra Leone (New)
- 342 Addressing Oil Spills and other Environmental Risks
- 343 The Protected Area Management and Livelihood Project
- 344 The Loma Mountain Conservation Project had (USFWS)
- 345 The Yawri Bay Conservation Project (Wetlands International)
- 346 Support for the Presidential Initiative for accelerating climate change resilience

### Gender Mainstreaming
- 347 Support the full implementation of the GEWE Policy and programmes
- 348 Strengthening institutional and coordination capacity of the Gender sector

### Financing, partnership, implementation & risk management
- 349 Project Preparatory Facility (New)
- 350 Strengthening District Development Coordination
- 351 Popularizing and Decentralizing the Medium-Term National Development Across Sierra Leone
- 352 Coordinate the Implementation of the Medium-Term National Development Plan 2024-2030
- 353 Support the formulation of Standardized Local Council Development Plans Consistent with National Development Plan including the 17 SDGs & the AU 2063
- 354 Conduct Mid-Term Review and End of Term Evaluation of the New MTNDP 2024-2030
- 355 Development of Public Investment Management Information System (PIMIS)
- 356 Establishment of Induced Resettlement Secretariat
- 357 Roll Out of Web-based Project Mapping and Information System for NGO Activities
- 358 Hosting of G7+ Technical and Ministerial International Dialogue
- 359 Piloting and Integrating the WAN Fambul National Framework in the Implementation of the MTNDP
- 360 Promoting Blue Carbon and Climate Finance
- 361 Exploring Sustainable Funding Options for the Blue Economy
- 362 Establish the Blue Economy Secretariat and Advance Knowledge about the Blue Economy Potential and Sustainable Utilisation
- 363 Construct and Equip an ECOWAS National Office in Sierra Leone
- 364 Capacity and institutional support for the ECOWAS National office
- 365 Construction of a multi-purpose Mano River Union Headquarters in Freetown
- 366 Develop and support the implementation of a Communication Strategy and Media Partnership Mapping Tool Aligned with the Big Five Game Changer Agenda
- 367 Establish a Regular National and District Television/Radio 'Development Hour' Programme
- 368 Government Outreach Programme (Ongoing)
- 369 Support the Establishment and Promotion of Democracy through a Permanent, Participatory, Inclusive, and Collaborative Citizen Dialogue Initiative
- 370 Regularly Review and Update of Civic Education Content to Reflect the Evolving Political and Societal Landscape.
- 371 Build Partnerships with Public Interest Media Institutions for a Wider Dissemination and Engagement of Information
- 372 Create a Diverse Range of Communication Materials Catering to Different Age Groups and Literacy Levels
- 373 Support to the National public service broadcaster, Community Radio Stations, and other public interest media institutions
- 374 Develop and implement Digital Policy, Data Protection Laws, and other related regulations, including the Cybersecurity Act, with a Public Roll-Out
- 375 Development and Implementation of a New Government Records Policy
- 376 Support the Development, Launch and Implementation of National Civic Education Strategy
- 377 Support to Public Financial Management Unit (PFMU)
- 378 Sierra Leone Economic Diversification Project
- 379 Support to Medium Term Expenditure Framework (MTEF)
- 380 Local Government Development Grants
- 381 Examination Fees for NPSE
- 382 Examination Fees for BECE
- 383 SL Second Financial Inclusion Project (WB-Grant)
- 384 Accountable Governance for Basic Service Delivery (WB-Grant)
- 385 Enhancing Efficiency in Public Debt Management and Institutional Support New (AfDB-Grant)
- 386 Support to Project Fiduciary Management Unit (PFMU) (WB/AfDB-Grant)
- 387 Resilient Urban Sierra Leone Project (WB-Grant)
- 388 Integrated Local Multi-Dimensional Poverty Index (UNDP).
- 389 Construct a Six-Storey Statistics Sierra Leone Headquarter Building Plus District Offices to Enhance Statistical Coordination at the Local Council Level in the Regions
- 390 Strengthen MDAs and Local Councils to Establish Viable Statistical Units and Develop Statistical Plans to Guide the Compilation of Administrative Statistics
- 391 Develop and implement the Third National Strategy for the Development of Statistics through a Bottom-up Approach
- 392 Strengthen the Staffing, Skills Capacity, and Emoluments of Personnel at Statistics Sierra Leone, MDAs, and Local Councils to Collect, Analyse, and Disseminate High-Quality Data Required for the Monitoring of the MTNDP
- 393 Use Geographic Information System and Spatial Technology for Data Collection and Dissemination
- 394 Migrate Data Collection Methods and Procedures from Paper-Based Systems to ICT-Based Systems
- 395 Develop a National Database that Integrates all MDA/local Council Databases
- 396 Review the Statistics Act 2002 to Strengthen the Mandate of Statistics Sierra Leone to Coordinate the Entire NSS
- 397 Harmonizing and Improving Statistics in West Africa
- 398 Monitoring the New National Development Plan

*Annex 1: List of project areas in the New MTNDP 2024-2030 (as provided in the source content)*

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_Source: https://www.imf.org/-/media/files/publications/cr/2024/english/1sleea2024003-print-pdf.pdf_