According to the SLPP manifesto, the party is poised to fight corruption in all areas of the economy. Graft and abuse of office in the public service remain serious problems. They dilute the rule of law, undermine national development, and entrench mass poverty. No civilized society, can afford to condone such nefarious practices.
Accordingly, the SLPP Government set up, for the first time in the history of Sierra Leone, an Anti-Corruption Commission (ACC) and enacted the relevant laws to combat corruption in all its manifestations.
But experience has shown that much more needs to be done to make the ACC more efficient and effective in preventing and combating corruption.
The legislation will therefore be reviewed to enable the commission to live up to public expectation.
The internal procedures of the commission will also be reviewed to ensure greater transparency and accountability in the discharge of its functions and duties.
Accountability has usually been viewed in terms of fiduciary responsibility. Accounting in terms of results has been less emphasized.
Currently, there is no system-wide and modern approach to the operational modalities of the Civil Service.
These were set up before independence and generally responded well to the needs and objectives of the colonial administration. In recent years some major changes have occurred in financial management but otherwise the principles underlying management systems have hardly changed.
For example, the structure of incentives, methods of evaluation, recruitment procedures and human resource management, have all not changed fundamentally. Recently as well, there have been major changes to budgeting and financial controls.
Nevertheless, management of assets and more importantly the methods of planning, monitoring and implementing programmes have all remained the same for decades.
Against this background, the SLPP Government has set up a system for planning, monitoring and reporting on Development Results referred to as Results-Based Management (RBM).
The development targets will be set at the start of each year and senior managers will be accountable for delivering on these results. The aim is also to compile on one single platform all the key activities undertaken by Ministries, Departments and Agencies (MDAs) each year.
A database is being developed that will permit reports to be produced by outcome, by year, by institution etc. In short, information showing the status of any activity, for any programme undertaken by any government institution, will be available in a single location.
The information will show the development result planned and its target for the year, disaggregated by quarter. The plans will be presented in the form of outcomes/sub-outcomes; for each quarter an indicator is identified that will show progress towards reaching the outcome at the end of the year.
This system will be applied throughout the government for management and accountability.
The SLPP is mindful of the necessity for improved social accountability. Therefore it will continue to improve on mechanisms that will promote downwards accountability in which public officials and non-state actors will give account of stewardship by intensification of the outreach and content of mechanisms such as Public Expenditure and Tracking Survey (PETS), District Budget Oversight (DBO) by citizens; regular audit of public finances and dissemination of findings and recommendations as well as strengthening network with civil society institutions working on issues of social accountability.