MANAGEME NT AND FUNCTION AL REVIEW MINISTRY OF TRANSPORT AND AVIATION Public Sector Reform Unit (Draft 1)
MANAGEMENT AND FUNCTIONAL REVIEW
MINISTRY OF TRANSPORT AND AVIATION
Public Sector Reform Unit(Draft 1)
ContentsGLOSSARY OF ABBREVIATIONS AND ACRONYMS.....................................5EXECUTIVE SUMMARY.......................................................................................6
SUMMARY OF RECOMMENDATIONS...........................................................8MINISTRY OF TRANSPORT AND AVIATION.................................................15
Statutory Framework...........................................................................................15Mandate...............................................................................................................16Vision Statement.................................................................................................18Mission Statement...............................................................................................18Projects................................................................................................................19Organizational Structure......................................................................................19National Transport Coordinating Committee (NTCC)........................................21Working Arrangements.......................................................................................21Communication with the Public..........................................................................22Records Management..........................................................................................23Human Resource Management............................................................................23Training...............................................................................................................25Material Resources..............................................................................................25
CIVIL AVIATION AUTHORITY..........................................................................26Statutory Framework...........................................................................................26Mission................................................................................................................27Functions and Mandate........................................................................................27Structures.............................................................................................................27Staffing................................................................................................................28Training...............................................................................................................28Scheme of Service...............................................................................................29Oversight Responsibility.....................................................................................29Low Budget Allocation and Lack of Funding.....................................................29Procurement.........................................................................................................29Internal Audit.......................................................................................................29Material Resources and Accommodation............................................................30
METEREOLOGICAL DEPARTMENT.................................................................31Statutory Framework...........................................................................................31Functions and Mandate........................................................................................31Structures.............................................................................................................31Staffing................................................................................................................32Training...............................................................................................................32Scheme of Service...............................................................................................33
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Oversight Responsibility.....................................................................................33Inadequate Budget Allocation.............................................................................33Procurement.........................................................................................................33Material Resources and Accommodation............................................................34
SIERRA LEONE MARITIME DEPARTMENT....................................................35Statutory Framework...........................................................................................35Vision Statement.................................................................................................36Mission Statement...............................................................................................36Functions and mandate........................................................................................36Structure..............................................................................................................38Working Arrangements.......................................................................................39Management Systems..........................................Error! Bookmark not defined.Projects................................................................................................................40Material Resources..............................................................................................41Accommodation..................................................................................................41Communication with stakeholders......................................................................41
SIERRA LEONE ROAD TRANSPORT AUTHORITY........................................42Statutory Framework...............................................................................................42
Mission Statement...............................................................................................43Vision Statement.................................................................................................43Functions and Mandate........................................................................................43Devolution...........................................................................................................45Structure..............................................................................................................45Working Arrangements.......................................Error! Bookmark not defined.Material Resources..............................................................................................49Accommodation..................................................................................................49Communication with stakeholders......................................................................49
APPENDIX 1: CURRENT STRUCTURE OF THE MINISTRY OF TRANSPORT AND AVIATION....................................................................................................50APPENDIX 1: PROPOSED STRUCTURE FOR MINISTRY OF TRANSPORT AND AVIATION....................................................................................................51APPENDIX 2: TERMS OF REFERENCE FOR POLICY AND PLANNING UNIT........................................................................................................................52APPENDIX 3: CURRENT STAFF LIST OF MTA...............................................54APPENDIX 5: RETIREMENT PROFILE 2010-2014...........................................56APPENDIX 6: PROPOSED ORGANIZATIONAL STRUCTURE FOR CIVIL AVIATION AUTHORITY.....................................................................................57APPENDIX 7: PROPOSED ORGANIZATIONAL STRUCTURE FOR METEREOLOGICAL DEPARTMENT.................................................................58
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APPENDIX 8: CURRENT STRUCTURE OF SIERRA LEONE MARITIME DEPARTMENT......................................................................................................59APPENDIX 9: PROPOSED STRUCTURE FOR SIERRA LEONE MARITIME DEPARTMENT......................................................................................................60APPENDIX 10: CURRENT STRUCTURE FOR THE SIERRA LEONE ROAD TRANSPORT AUTHORITY.................................................................................61
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GLOSSARY OF ABBREVIATIONS AND ACRONYMS
DFID - Department of International Development GBAA - Government Budget and Accountability Act of 2005
GoSL – Government of Sierra Leone
HRMO - Human Resource Management Office
ICAO - International Civil Aviation Organization
ICT - Information and Communication Technology
MD - Meteorological Department
MDAs - Ministries, Departments and Agencies
MFR - Management and Functional Reviews
MTA - Ministry of Transport and Aviation
MTEF - Medium Term Expenditure Framework
NASSIT - National Social Security and Insurance Trust
NCP - National Commission for Privatization
PRSP - Poverty Reduction Strategy Paper
PS - Permanent Secretary
PSRU - Public Sector Reform Unit
RMT - Records Management Team
SL - Sierra Leone
SLAA - Sierra Leone Airports Authority
SLCAA - Sierra Leone Civil Aviation Authority
SLMA - Sierra Leone Maritime Administration
SLPA - Sierra Leone Ports Authority
SLRTA - Sierra Leone Roads Transport Authority
SLRTC - Sierra Leone Road Transport Corporation
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EXECUTIVE SUMMARY
1. As part of the Government of Sierra Leone’s (GoSL) commitment to strengthening the
performance of public institutions for efficient service delivery, a Public Sector Reform
Programme has been developed with help from development partners.
2. The primary objectives of the Reform programme include the restructuring and
capacitating of Ministries. The process includes conducting Management and Functional
Reviews, which examine the structures, mission, vision, mandate, and processes used in
each Ministry and make recommendations on the way forward.
3. The Ministry of Transport and Aviation has the important mandate of ensuring safe and
reliable transport systems in Sierra Leone. This mandate covers all the modes of transport
including road, air, and sea.
4. Over the years specific agencies have been set up to manage each of these modes of
transport, including the Sierra Leone Airport Authority, Sierra Leone Maritime
Administration, and the Sierra Leone Road Transport Corporation.
5. The oversight control of the Ministry over these agencies has been further affected by the
National Commission for Privatization which was established in 2002 to manage certain
public enterprises marked for privatization.
6. Currently, the Ministry has an oversight authority over seven agencies inlcuidng Sierra
Leone Ports Authority(SLPA), Sierra Leone Airports Authority(SLAA), Sierra Leone
Roads Transport Corporation(SLRTC), Sierra Leone Maritime Administration(SLMA),
Sierra Leone Roads Transport Authority(SLRTA), Meteorological Department (MD),
and Sierra Leone Civil Aviation Authority(SLCAA).
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7. This supervision is shared with the NCP with regards to the SLRTC, SLPA, and SLAA,
all of which are have been earmarked for possible privatization.
8. The Ministry is peculiar in that it only has administrative staff who supervise the
activities in the sector. It does not have a technical wing like other Ministries. In effect,
the semi-autonomous agencies it supervises perform the technical functions for the
sector.
9. The Management and Functional Review of the Ministry process therefore included a
review of these agencies in order to gain a proper understanding of the relationships.
However, this review was limited to four agencies out of the seven. These include the
Civil Aviation Authority, Maritime Administration, Road Transport Authority, and the
Meteorological Department. The remaining three agencies are large and complex
institutions in their own right and, as such, merit individual reviews. These will be
conducted as soon as possible.
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SUMMARY OF RECOMMENDATIONS
MINISTRY OF TRANSPORT AND AVIATION
1. That the Ministry be prioritized in national reform initiatives, especially with
regards to training in strategic planning and policy development and
analysis, and resource provision.
2. That the Ministry develops a Values Statement exemplifying positive
guiding principles.
3. Implementation of an organizational structure that incorporates the missing
technical functions
4. The establishment of a permanent Steering Committee, meeting several
times a year, that will serve the following functions;
Provide a regular forum for formal consultation between the MTA and
all government and non-governmental agencies in the transport sector
Provide a regular forum for formal consultation between the NCP and
agencies in the transport sector
Recommend sectoral priorities to be addressed by the Cabinet
Preparation and endorsement of sector strategies and work plans
5. That a Budget Committee is formed and that this Committee meets at least
twice in each quarter to review the finances.
6. That the Accountant-General’s Department deploy an Accountant and an
Accounting Assistant to the Ministry.
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7. That the Ministry requests an Internal Auditor from the Audit Services.
8. Establishment of a Procurement Unit comprising two qualified Procurement
Officers and three assistants.
9. That the Ministry seeks the assistance of the PSRU in developing a Service
Charter.
10.That the Ministry is provided with an ICT officer by the HRMO who will be
responsible for updating the website which should include a section for
queries and concerns.
11.That the HRMO deploys a Records officer to the Ministry, and that one of
the first tasks is the creation of a library.
12.That the vacancies resulting from this review are filled as quickly as possible
by the HRMO
13.That all staff due for statutory retirement are recommended for such to the
HRMO
14.That the Ministry retains only three (3) Third Grade clerks
15.That the Ministry retains only two messengers.
16.That the Ministry and HRMO develop a Scheme of Service informed by the
TORs developed for the existing and new positions
17.That the Ministry develops a Training Plan in line with the National
Training Policy
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18.That staff have access to Internet services
CIVIL AVIATION
1. Urgent action should be taken by the Government to appoint a substantive
management structure and a Board of Directors with oversight responsibility
over the SLCAA.
2. Recruitment of additional technical / professional staff
3. Development of a Human Resource Development Plan to meet the training
requirements of the Authority.
4. Review the existing Scheme of Service to ensure that all professional,
technical and clerical staff are provided with a written job description.
5. The Authority should establish appropriate institutional frameworks to
ensure its regulatory, supervisory and policy management and oversight
responsibilities it has over the Sierra Leone Airport Authority, as well as
aviation-related Training Institutions.
6. Government should provide adequate funding for the Authority until such a
time when the Authority will generate its own resources.
7. That the Authority should continue to implement the procurement rules as
prescribed in the Procurement Act and the Procurement Committee should
continue to function even after the initial discussions in the budget allocation
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8. That the Authority liaises with the Audit Services on acquiring an Internal
Auditor according to the generic terms of reference developed for the post of
Internal Auditor in MDAs.
9. That Government provides adequate funding to enable the Authority to
purchase vital equipment for its operations and ensure that in the near future
the Authority secure a permanent accommodation.
METEOROLOGICAL DEPARTMENT
1. That the process of transforming the Department into an Agency should be
fast-tracked to ensure efficiency and productivity in meteorological services
across the country.
2. The immediate recruitment of technical and professional staff in the
Department.
3. A human resources development plan for the Meteorological Department,
which will identify and plan for the recruitment and training requirements of
the Department.
4. That the Schemes of Service of the Department are reviewed in line with the
proposed structure.
5. That Government should provide adequate funding for the Department to
allow it operate as a Meteorological Department
6. That the Department should continue to implement the procurement rules as
prescribed in the Procurement Act and the procurement committee should
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continue to function even after the initial discussions in the budget
allocation.
7. That the Government provides adequate and conducive office
accommodation for the Department.
MARITIME ADMINISTRATION
1. That a Policy on Maritime Administration for Sierra Leone be produced, and
that, based on that policy, the Board seek an amendment of the Maritime
Administration Act of 2000.
2. A change of name from Director of Admin/Finance to ‘Director of Human
Resources, Administration and Finance.
3. The following units will fall within this Directorate: -
Finance
Logistics and Supply/ Planning
Human Resource Management
4. That an Internal Audit Unit be established that will report periodically to the
Board.
5. The development of a Human Resource Manual that provides guidelines on
Manpower planning, training, and conditions of service.
6. Effective records management and library system to be developed.
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7. That staff meetings should take place at least once a month so that the staff
members become aware of the activities and achievements of the
organization and staff responsibilities
8. That SLMA establishes a Change Management Team that meets regularly to
discuss implementation and progress of the restructuring process
9. That SLMA should develop a training plan and conduct a training needs
assessment
10.The establishment and recruitment of an Information and Communications
Officer.
11.That the SLMA send copies of its quarterly and annual reports to the
Ministry of Transport and Aviation, and keep copies in the library.
12.That all minutes of Board Meetings are collated and kept in the library
SIERRA LEONE ROAD TRANSPORT AUTHORITY
1. The development of a human resource development plan; this will include
the following steps:
Staff rationalization following a Job evaluation.
Development of Schemes of Service of all Posts
Absorption of qualified staff to positions of their competencies
Development of Training Plans
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Periodic training of all staff at all levels
2. That the Board places a ban on the importation of derelict and non-
conforming right-hand vehicles
3. That the Authority approach partners in Government in securing a large
piece of land to use as an Impound Lot.
4. That the Authority develop Road Safety Campaigns targeting both
commercial drivers, especially motorbike riders, as well as transport users.
MINISTRY OF TRANSPORT AND AVIATION
Statutory Framework
The Ministry of Transport and Aviation is responsible for ensuring safe and reliable transport
systems in Sierra Leone. Even though various additional mandates have been added over the past
decade, this primary role of the institution remains unchanged. In 1995, there was a
reorganization of the Transport sector administration, the shift being towards reducing the
influence of Government whilst at the same time enhancing participation of the private sector.
The Ministry was made to exercise oversight over the various autonomous and semi autonomous
parastatals and departments established in the sector.
The Sierra Leone Ports Authority(SLPA)
The Sierra Leone Airports Authority(SLAA)
The Sierra Leone Roads Transport Corporation(SLRTC)
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The Sierra Leone Maritime Administration(SLMA)
The Sierra Leone Roads Transport Authority(SLRTA)
The Meteorological Department (MD)
The Sierra Leone Civil Aviation Authority(SLCAA)
In 2002 the name of the Ministry was changed from the Ministry of Transport and
Communications to its current one of Ministry of Transport and Aviation, effectively
establishing its authority over the three main transport modes, road, marine and air
transportation. While all of these modes are regulated by statutory bodies, the Ministry maintains
oversight over policy development and implementation.
In 2002, the National Commission for Privatization was established by an Act of Parliament with
the mandate for the privatization of public enterprises. The NCP Act 2002 lists the functions of
the Commission to include serving as “the policy and decision-making body with regard to the
divestiture and reform of public enterprises, transfer the management of all public enterprises to
the Commission, and remove the interference in the management of public enterprises from line
Ministries thereby ensuring transparency, corporate governance and avoidance of conflict of
interest in the affairs of the public enterprise.”
The NCP Act 2002 established joint supervision by both the NCP and the Ministry of institutions
that had been previously under the sole control of the Ministry, including the Sierra Leone Road
Transport Corporation, the Sierra Leone Airports Authority, and the Sierra Leone Ports
Authority. Nevertheless, the Ministry represents all of these agencies at the Parliamentary and
Cabinet level.
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MandateThe Ministry is responsible for ensuring efficient, sustainable and affordable transportation
networks to facilitate economic development, including access of the rural farming population
and urban poor to market centres.
Strategic policies to achieve this mandate include;
a. coordinating and integrating a consistent framework to monitor the transport subsectors
and planning prepared by sector agencies and authorities;
b. monitoring the economic, financial, social and environmental performance in the sector,
and
c. monitoring the implementation of projects in the sector.
One of the core activities included in this mandate is the procurement and disbursement of
official vehicles for Government MDAs.
The key policy directives for the three key modes of transportation include;
a. ensuring physical access to services, markets, and revenue-generating opportunities
b. lowering transport costs to ensure affordability of transport
c. increasing efficiency in the delivery of transport services
d. promote safety in the roads, air and marine sectors
e. provide daily weather information for aviation, marine and agricultural sectors
Notwithstanding the importance of the role of the MTA in national development, the Ministry
seems to have been relegated to a second class status, and is not regarded as critical. The
relevance of the work of the Ministry to all other components of the national development
agenda, including trade, agriculture, mining, and tourism, is made very clear in the PRSP II and,
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as such, there is a need to raise the profile of the Ministry to a vibrant policymaking and
regulatory institution of government.
The mandate of the Ministry is in place and is expansive enough to achieve the goal of
developing efficient transport networks that can facilitate the movement of goods and people
within the country and those leaving the country. What are lacking are the strategies to ensure
effective execution of this mandate. The oversight mandate is not properly executed and there is
very little monitoring of the agencies. This is certainly regrettable given the deplorable state of
transportation networks in the country, and the priority placed on infrastructure development
within the national development agenda.
Solutions to this unfortunate state of affairs will have to come both from the Ministry making a
concerted to improve its productivity and profile, and also from the external governance
environment, through acknowledgment of its pivotal role in development and therefore providing
more support to the Ministry. It is therefore recommended that the Ministry be prioritized in
national reform initiatives, especially with regards to training in strategic planning and policy
development and analysis, and resource provision.
Vision Statement The Vision statement of the Ministry reads, “To have a modern and efficient transportation
system that can support the development of Sierra Leone.”
Mission Statement The Mission statement reads, “To develop policies and provide guidelines and effective and
efficient implementation mechanisms, which will ensure safe, reliable, affordable and
sustainable transport and Aviation systems throughout Sierra Leone”
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Both the vision and mission statements are acceptable, but we recommend that the Ministry also
develop a Values Statement exemplifying positive guiding principles. Some suggestions include
honesty/integrity, dedication, innovation, professionalism, teamwork, customer service,
perseverance, and empowerment.
Projects The Ministry supervises two major Projects, and hosts their implementation units. The
Infrastructure Development Project is a World Bank -funded project for road development.
These include major highways such as the Bo-Kenema Highway and the Makeni-Matotoka
Highway, feeder roads, runway at Lungi International Airport, as well as infrastructural work at
the SLPA. The second project is the ICF-funded Airport Transfer Project, providing
infrastructural development at the Lungi Airport, as well building jetties and a helipad.
Organizational Structure The MTA, like other Ministries, is led by the Minister who is the political head, with the
Permanent Secretary serving as the administrative head and Vote Controller. Technically, it is
the latter that is responsible for the running of the Ministry, including proper financial
management. However, as the strategic leader of the Ministry responsible for ensuring that the
national development goals are translated into workable strategies, the Minister is also held
accountable for the success or failure of the Ministry. To prevent functional duplicity it is
necessary that the roles of both the PS and the Minister are clear and that each position comes
with specific targeted deliverables. The performance contracts that Ministers sign provide some
guidance in this regard and once the PS and their senior management personnel are placed on a
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similar performance management system, planning and service delivery will improve
dramatically.
Functionally the Ministry is unique in that it is not divided into Administrative and Professional
wings. Rather, it has only an Administrative section headed by the PS, and comprising personnel
from that cadre including a deputy secretary, two senior assistant secretaries, an executive
officer, clerks, drivers and messenger posts. The absence of professional posts was noted by the
review team; it was attributed to the fact that the Ministry only plays a regulatory and oversight
role over the eight technical semi-autonomous agencies. The organogram in Appendix 2
illustrates the current organizational structure. The lack of capacity in the Ministry is such that it
performs only the most basic supervisory role; this role is limited to senior staff serving as
representatives on the various Boards. The review team could only gather minimal information
in terms of the level of interaction the Ministry has with the agencies under its supervision, and
virtually no information as to the sectoral priorities. This information vacuum is very much an
indication of the limited strategic and technical capacity and focus. It is important that the
Ministry have technical staff for policymaking and analysis, monitoring, as well as
administration. To this end, we recommend implementation of an organizational structure that
incorporates the missing technical functions, as illustrated in Appendix 3. The new structure will
be divided according to the following functions;
i. Administrative Division
This division will consolidate all support functions of the Ministry including personnel
management and human resource development; financial management/accounting including
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budget formulation, expenditure monitoring and control compliance with financial
regulations; records management
ii. Planning and Policy Division
This division will perform the core strategic and policy formulation functions in the Ministry.
It will strengthen the Ministry’s capability to better co-ordinate transport planning and
monitor policy and developments in the transport sector, including the work of the agencies
under the Ministry’s aegis.
The functions highlighted in Appendix 4 are meant to serve as a guide in developing
comprehensive TORs for the positions in the Planning and Policy Division.
National Transport Coordinating Committee (NTCC)In order to enhance its supervisory role and to improve policy analysis and data collection, we
recommend the establishment of a permanent Steering Committee, meeting several times a year,
that will serve the following functions;
- Provide a regular forum for formal consultation between the MTA and all government
and non-governmental agencies in the transport sector
- Provide a regular forum for formal consultation between the NCP and agencies in the
transport sector
- Recommend sectoral priorities to be addressed by the Cabinet
- Preparation and endorsement of sector strategies and work plans
Working ArrangementsThe Permanent Secretary is the Vote-Controller and Chairman of the Procurement Committee.
He is supervised by the Minister. As the Vote-Controller, the Permanent Secretary supervises the
Accounts Section and is part of the approval process for budgets and procurements. The
Government Budget and Accountability Act (GBAA) of 2005 Section 20 (2) requires each
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Ministry to establish a Budget Committee, which has responsibility for budget planning, and an
Internal Audit Unit. Section 23 (b) of the GBAA requires the adoption of a Medium Term
Expenditure Framework (MTEF) process for budget planning which calls for the development of
a strategic plan by each Ministry. Until the advent of this directive, the process of budget
planning was the sole preserve of the Permanent Secretary who assents the Ministry of Finance’s
Budget Circulars. Budgeting is a continuous activity and as such we recommend that a Budget
Committee is formed and that this Committee meets at least twice in each quarter to review the
finances. As such, we recommend that the Accountant-General’s Department deploy an
Accountant and an Accounting Assistant to the Ministry. We further recommend that the
Ministry request an Internal Auditor from the Audit Services.
In line with the Procurement Act, the Ministry has set up a Procurement Committee chaired by
the PS, and including the Deputy Secretary, Snr. Assistant Secretaries and Accountant. This
Committee plays a large role in the Ministry since they are responsible for procuring through
national and international bidding, vehicles for Government offices. In fact, the review team was
informed that over 90 percent of the Ministry’s budget goes towards this activity. Given the
complex procurement duties of the Ministry, it is vital that its Procurement Committee is guided
by professionals in this field. We therefore recommend that a Procurement Unit comprising
two qualified Procurement Officers and three assistants is set up. This permanent unit will not
only develop procurement plans for the Ministry, but will also be able to maintain the asset
registry that will inform efficient supply of government vehicles to all MDAs.
Communication with the Public The Ministry has set up a website, but this seems to be at the early stages of development and
very little information is available on it. As with most other government institutions, it lacks a
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mechanism for holding dialogue with the public on matters relating to its work or to obtain
feedback. There is no Complaints Unit, which could be used to assess the performance of the
Ministry or the agencies under its supervision. The Ministry is one of those with a direct link to
the public and it is important that they have a mechanism for addressing issues that arise. One of
the most effective mechanisms for facilitating dialogue with the public is through a Service
Charter, and we recommend that the Ministry seek the assistance of the PSRU in developing a
Service Charter. We also recommend that the Ministry is provided with an ICT officer by the
HRMO who will responsible for updating the website which should include a section for queries
and concerns.
Records Management The Ministry does not have a records office or a professional records management officer. The
need for this specialty in the Ministry was immediately apparent to the review team, when none
of the senior management could lay claim to recent documentation relating to the legislative or
functional mandate of the Ministry. All the documents provided to the team were at least five
years old and most are no longer relevant. The Ministry lacks recorded institutional memory
which all becomes all the more significant considering that both the PS and Deputy Secretary are
new and the team could only rely on the recollections of one of the Senior Assistant Secretaries.
The lack of proper records management is unfortunate because the Ministry is expected to
collect, collate, analyze and report on the activities of the agencies it supervises, and the transport
sector as a whole. We recommend that the HRMO deploy a Records officer to the Ministry, and
that one of the first tasks is the creation of a library.
Human Resource Management The current staff strength of the Ministry stands at twenty-eight including the Ministry and
Deputy Minister. Of these, eleven are purely support staff serving as drivers, messengers, and
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security personnel. Only four staff members can be classified within the middle and senior level.
The remainder are clerical staff. In terms of qualifications, all four of the personnel in Grades 8
and above possess at least a Bachelors degree, with two possessing post graduate degrees. Yet
still, as a whole capacity remains weak, both in terms of staff numbers and qualifications, and we
recommend that the vacancies resulting from this review are filled as quickly as possible by the
HRMO. Unlike other ministries, MTA does not have ‘technical professionals’. This situation
does not bode well for effective supervision, and we have made relevant recommendations to
rectify it, and ensure the Ministry has a range of technical specialties. The breakdown of current
staff is illustrated in the staff list in Appendix 5. The proposed organogram illustrates the need
for a number of new units to be created and manned.
In terms of the current administrative staff, there is a need to ensure that efficient service
delivery is maximized by having the right staff mix. The following observations were made in
this regard;
- There are three staff aged 60 and above (Appendix 6), two of which are past the
retirement age of 60 years. We accordingly recommend that all staff due for statutory
retirement are recommended for such to the HRMO.
- There are ten (10) Third Grade Clerks in a total staff size of twenty-six. Considering that
there are already First Grade (1) and Second Grade Clerks (2) in place, and the fact that
the new positions to be advertised will include competencies in Microsoft applications
such as Word, there is little need for this number of clerks. As such, we recommend that
the Ministry retain only three (3) Third Grade clerks.
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- There are five messengers in the Ministry, and we recommend that only two are
retained.
Currently, there is no Scheme of Service, and we recommend that the Ministry and HRMO
develop one informed by the TORs developed for the existing and new positions. As part of its
work, the HRMO has been developing comprehensive job descriptions for all Ministries, and we
anticipate that the MTA will be included in this exercise.
Training Although the Ministry has a budget line for training, there is a no comprehensive training plan,
and staff have not been exposed to training in a long time. As a supervisory Ministry, staff of the
MTA are expected to be au fait with the functions, policies and strategies utilized by the agencies
they supervise. By the same token, administrative staff should be exposed to regular training in
innovative management practices. We therefore recommend that the Ministry develop a
Training Plan in line with the National Training Policy.
Material Resources In addition to improving on the staff strength and quality, it is vital that the MTA is provided
with additional working tools to ensure that its staff are able to perform and more importantly are
able to keep abreast of developments in the sector. This means that in addition to providing
computers, printers, and copiers, we recommend that staff have access to Internet services.
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CIVIL AVIATION AUTHORITY
Statutory Framework
Prior to the establishment of the Sierra Leone Civil Aviation Authority, the Civil Aviation
Department was a Division in the Ministry of Transport and Aviation. The Aviation Department
was governed by the 1966 Act of Parliament whose provisions are considered inadequate in
addressing the new challenges of aviation.
In April 2008 the Sierra Leone Civil Aviation Authority (SLCAA) was established by an Act of
Parliament to respond to the growing challenges facing the aviation industry and to ensure that
the Authority is independent in providing professional oversight of both international and
domestic air transport and cargo services in conformity with International standards and
obligations.
The creation of the Sierra Leone Civil Aviation Authority was precipitated by the Mandatory
Universal Safety Oversight Audit Programme conducted by the International Civil Aviation
Organization (ICAO) in May 2006. It was discovered during the audit exercise that the Sierra
Leone Civil Aviation was faced with several challenges that needed urgent attention. Eight
critical areas were identified for reform:
Primary Aviation Legislation
Specific Operating Regulations
State Civil Aviation System and Safety Oversight Functions
Technical Personnel Qualification and Training
Technical Guidance, Tools and the Provision of Safety-Critical Information
Licensing, Certification, Authorization and Approval Obligations
Surveillance Obligations
Resolution of Safety Concerns
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Notwithstanding the establishment of the CAA, there were still challenges to be addressed, such
as Air Craft Worthiness and their operations. These required technical expertise, which was not
readily available within the CAA, necessitating the recruitment of expatriates.
The CAA has drafted a comprehensive policy document indicating its objectives, strategic thrust
and regulatory framework that is being considered by management for adoption.
MissionThe Mission Statement for SLCAA is:
“To develop Policies and provide guidelines, effective and efficient implementation
mechanisms, which will ensure safe, reliable, affordable and sustainable air transport and
aviation systems throughout Sierra Leone”
Functions and MandateAccording to the SLCAA Act of 2008, the Authority performs the following functions;-
Licensing and regulation of Civil Aviation in accordance with International and domestic
demands for air transportation and air cargo services including oversight in the provision,
operation and maintenance of aerodromes and related facilities for aviation, and to advice
Government on the efficient development of the Aviation Industry
Promotion and development of aviation safety, including oversight in aircraft operation,
air navigation facilities and services, air traffic control, meteorological services and
facilities to combat hazards to air navigation
Licensing and registering of aircraft and ensuring safety of air navigation
Licensing and regulation of air transport
Coordinating search and rescue operations
Certifying and regulating the operations of air travel agents
Structures Civil Aviation had operated as a department in the Ministry of Transport and Aviation until in
2008, when the SLCAA was established as an autonomous Authority. The defunct Civil
Aviation Department was under the direct superintendence of the Ministry of Transport, with a
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Director as one of the line Managers in the Ministry. The 2008 CAA Act made provision for a
Director-General and Deputy Director-General with a Board of Directors charged with the
responsibility of overseeing the activities and operations of CAA. Currently, the SLCAA does
not have a substantive management structure in place. The former Director of the Aviation
Department is serving as the Director General. As per provisions of the CAA Act, the Authority
should have a functioning Board of Directors, which is currently lacking. The Review team is
of the view that urgent action should be taken by the Government to appoint a substantive
management structure and a Board of Directors with oversight responsibility over the
SLCAA.
StaffingAccording to information provided by the SLCAA, there are 19 names on the staff list, of which
majority of these are currently serving as secretaries and messengers. The Authority does not
have adequate technical and professional staff to carry out its activities, although two inspectors
and five cadet officers were recently recruited. The Authority is largely been assisted by
COSCAP/ICAO who had made frantic efforts to assign a flight operations Inspector to the
SLCAA in order to help the Authority comply with the current ICAO requirements of
International Safety Obligations. The proposed organizational structure of the Authority is
attached as Appendix 6.
Given the importance of technical expertise within the Authority, it is recommended that
recruitment of additional technical / professional staff be pursued without delay.
TrainingA functioning SLCAA is vital in generating revenue and for safe flight operations. With
enormous technical responsibility relating to flight operations, there is every need to capacitate
staff to enable them perform their tasks efficiently and effectively. It is not only important to
have technical/professional Staff, but also that Staff undergo periodic training to update their
knowledge/skills. We therefore recommend that a Human Resource Development Plan is
developed to meet the training requirements of the Authority.
Scheme of ServiceThe Authority had a Scheme of service that was developed by a Consultant when it operated as a
department in the Ministry of Transport. However, the Scheme of Service does not take on board
27
all relevant positions highlighted in the proposed organizational structure. For the purposes of
role clarity to maximize efficiency, we recommend that the existing Scheme of Service is
reviewed to ensure that all professional, technical and clerical staff are provided with a
written job description.
Oversight ResponsibilityWith the new mandate and function of SLCAA, the Authority exhibits oversight responsibility
over the Sierra Leone Airport Authority, Aviation Training Institutions and other Aviation
Stakeholders. However, there seems to be no institutional framework to enhance this oversight
responsibility. We recommend that the Authority should establish appropriate institutional
frameworks to facilitate the regulatory, supervisory and policy management and oversight
responsibilities it has over these institutions.
Low Budget Allocation and Lack of Funding Government budget allocation to the Authority is inadequate. This is one of the greatest
challenges facing the Authority, particularly as it has to provide professional training
opportunities for its staff in such critical areas as airworthiness operations, air traffic controls,
etc. We recommend that Government should provide adequate funding for the Authority
until such a time when the Authority will generate its own resources.
ProcurementThe Procurement Act does not discriminate against MDAs with respect to size or volume of
activities. MDAs are urged to undertake procurement in accordance with the Procurement Rules.
Accordingly, we recommend that the Authority should continue to implement the
procurement rules as prescribed in the Procurement Act and the Procurement Committee
should continue to function even after the initial discussions in the budget allocation.
Internal AuditThe Authority is without an Internal Auditor, although provision is been made for one in its
proposed organizational structure. The Internal Auditor will ensure transparency and prudency in
the use of resources, as well as guide the Authority in the implementation of financial
management systems and procurement. We recommend that the Authority liaises with the
Audit Services on acquiring an Internal Auditor according to the generic terms of
reference developed for the post of Internal Auditor in MDAs.
28
Material Resources and Accommodation As stated above, the Authority had formerly operated as a Department in the Ministry of
Transport and Aviation. The source of funding for the then Department of Aviation was
integrated into the Ministry’s annual budget allocation. With the creation of the SLCAA, much
provision was not made for the procurement of equipment/tools such as computers and
accessories, and other basic aviation equipment. This in itself has made the operations of the
Authority very difficult and has the potential of undermining laid down international aviation
standards and practices.
Also, the SLCAA has no permanent and adequate office accommodation. The office space
provided for the Authority at the then National Development Bank Building at Siaka Stevens
Street is not ideal for the effective operations of the Authority. We recommend that
Government provides adequate funding to enable the Authority purchase vital equipment
for its operations and ensure that in the near future the Authority secure a permanent
accommodation.
29
METEREOLOGICAL DEPARTMENT
Statutory FrameworkThe Meteorological Services Department in the Ministry of Transport and Aviation is an
offshoot of the British West African Meteorological Service established in Sierra Leone in May
1927. The department became full-fledged when the country attained its independence in 1961.
Functions and MandateThe Department over the years has mainly performed three functions, until quite recently when
the department had to respond to the issue of alleviating poverty through socio-economic
development especially in the area of Agriculture and Marine development. The under-
mentioned functions are being performed by the department;-
Ensure the safety and general welfare of citizens through the timely provision of weather
and climatological forecasting
Collect and retain custodianship of important historical meteorological and climatological
data and records for present and future generations, and understanding the global climate,
and related climate change issues
Adhere to international obligations and procedures especially those connected with the
World Meteorological Organization (WMO) United Nations Framework Convention on
Climate Change (UNFCC), United Nations Convention to Combat Desertification
(UNCCD), etc.
The functions and mandate of the department have not been fully accomplished due to lack of
requisite equipment and personnel to undertake such activities especially in the area of ensuring
the safety and general welfare of citizens through timely provision of weather and climatological
forecasts.
Structures The Meteorological Department is under the Ministry of Transport and Aviation. Various studies
conducted on the department such as the World Meteorological Organization (WMO)
assessment of the department’s position after the war, have revealed that there is an urgent need
to transform the department into a self-financing institution. A proposed bill for the operations of
the Sierra Leone Meteorological Agency (SLMA) has been submitted to the Ministry of
30
Transport and Aviation for consideration and onward ratification by Parliament. This proposed
legislation makes provision for an independent institution with a Board of Directors to oversee
the operations and activities of the Agency.
The transformation of the department will accord the new institution the capacity to expand its
current services and improve on the quality of service.
The current organizational structure of the department makes provision for a Director and a
Deputy-Director. The Permanent Secretary of the Ministry supervises the activities and
operations of the department. We recommend that the process of transforming the
department into an Agency should be fast-tracked to ensure efficiency and productivity in
meteorological services across the country.
StaffingThe Meteorological Department has severely suffered from staff incapacitation especially in
terms of technical/professional staff and number. The Review team noted that amongst the 55
staff of the department, few perform technical functions whilst the Director and Deputy Director
largely concentrate on administrative duties. Both Directors proffer technical advice as the need
arises.
The department over the years has not benefited from trained and qualified personnel. The
Review team was informed that the requirement for recruitment into certain technical positions is
five GCE O’ Levels including Maths and Physics or its equivalent. As such, qualified GCE O’
Level students preferred pursuing further education to working for a department with
uncompetitive Conditions of Service. Such staff deficiency does not augur well for the total
provision of timely weather and climatological forecasts. We recommend the immediate
recruitment of technical and professional staff in the Department.
Training The provision of training opportunities is essential for the development of human and
institutional capacity of an organization. For the past decades, the department has not benefited
from organized training programmes. The human resource capacity is severely depleted. The
‘middle level’ cadre is virtually non-existent as majority of the staff are Meteorological
31
Assistants without requisite background, qualification or training. We recommend that the
Ministry should develop a human resources development plan for the Meteorological
Department, which will identify and plan for the recruitment and training requirements of
the department.
Scheme of Service The Meteorological Services as a department under the Ministry of Transport has a Scheme of
Service. However, this Scheme of Service is yet to be reviewed. In order to enhance role clarity
and efficiency, it is recommended that the Schemes of Service of the Department are
reviewed in line with the proposed structure. Technical backstopping for this exercise will
have to be provided by the HRMO.
Oversight Responsibility The Ministry of Transport and Aviation has oversight responsibility of the Meteorological
Department. We recommend that the Ministry continues to exercise such mandate until
when the Department would have been transformed into an Agency. We further
recommend that the transformation process is expedited.
Inadequate Budget Allocation Government budget allocation to the department is inadequate. This has been adversely affecting
the output of the Department. The functions of the Department require a highly technical
workforce, as well as the provision and use of the appropriate equipment for their operations. We
were informed, for instance, the department has not being able to replace the destroyed weather
forecasting radar situated at Tower Hill despite various appeals and representations to the
Ministry. We therefore recommend that Government should provide adequate funding for
the Department to allow it operate as a Meteorological Department.
ProcurementThe Procurement Act does not discriminate against MDAs with respect to size or volume of
activities. The Review team noted that the Meteorological Department has a functional
Procurement Committee. However, the procurement Committee of the Department meets with
the Ministry’s procurement committee as and when necessary.
32
We recommend that the Department should continue to implement the procurement rules
as prescribed in the Procurement Act and the procurement committee should continue to
function even after the initial discussions in the budget allocation.
Material Resources and Accommodation For the past decades, the department has been permanently housed in an environment that is not
conducive for meteorological activities. As stated inter-alia in this report, the department is
grossly incapacitated in terms of fiscal availability. As such it lacks the resources to purchase
modern equipment for its day-to-day operations. The office space provided for the department is
inadequate and dilapidated. We recommend that the Government provides adequate and
conducive office accommodation for the department.
33
SIERRA LEONE MARITIME DEPARTMENT
Statutory Framework
The Sierra Leone Maritime Administration Act 2000 established the Sierra Leone Maritime
Administration Office as an autonomous and regulatory body for the registration of ships and
other vessels; the licensing and safety of maritime personnel; and the regulation and
development of maritime, coastal and inland water transport.
The Act makes provision for a Board of Directors that has control and supervision over the
administration with responsibilities as follows: -
a) Securing the implementation of the functions of the administration;
b) Approving policies for the proper management of the administration; and
c) Sound and proper financial management of the Administration.
The Board is headed by a Chairman; four persons being designated as representatives by each of
the following institutions: -
- The Ministries of Transport and Aviation; Fisheries and Marine Resources; the
Department of Customs and Excise of NRA; and the Ports Authority.
- A person appointed for his knowledge and experience in the legal aspect of the Maritime
Industry;
- the Executive Director and
- three persons one of whom should be nominated by the Minister and the others
nominated by an association of persons in the Maritime and Coastal and Inland Water
Transport business recognized by the Minister.
34
We note the provisions of the Act and believe that after 10 years of operations SLMA is in place
to seek an amendment based on a new policy on Maritime Administration. We therefore
recommend to the Board that a Policy on Maritime Administration for Sierra Leone be
produced, and that, based on that policy, the Board seek an amendment of the Maritime
Administration Act of 2000.
Vision Statement To establish an efficient regulatory body for the registration of ships and other vessels, and the
licensing and safety of all Maritime Personnel and the regulation and development of Maritime,
Coastal inland water transportation.
Mission StatementTo administer and regulate and develop improved standard of performance, practice and safety in
the shipping Industry in Sierra Leone, including Coastal and Inland water transport system.
Functions and mandateThe Maritime Administration was established to regulate and develop improved standards of
performance, practice and safety in the shipping industry of Sierra Leone, including the coastal
and inlands water transport system, and in maritime environment.
It also carries out the following functions: -
a) To administer, in addition to the administration of the Registration of Shipping Act,
1965 and any other legislation relating to maritime affairs;
b) To ensure the safety of navigation in the territorial sea;
c) To fulfil flag state and port state responsibilities in an effective manner having regard to
the relevant international maritime conventions, codes and other instruments;
35
d) To deal with maritime search and rescue matters including the coordination of the
search and rescue operations of the Armed Forces of Sierra Leone, the Ports Authority,
and the Ministry of Fisheries and Marine Resources;
e) To regulate shipping in inland waterways, including the safety of navigation;
f) To investigate any accidents of maritime casualty and taking such action thereon as may
be appropriate;
g) To plan monitor and evaluate training programmes against any maritime convention and
to oversee the training, and recruitment and welfare of Sierra Leonean seafarer
accordingly;
h) To ensure in collaboration with such other public bodies as the board may determine the
prevention of maritime source pollution, protection of the marine environment and
response to marine environment incidents.
i) To pursue the ratification or accession and implementation of international maritime
conventions in conjunction with other appropriate agencies of Government:
j) To access the manpower needs of the maritime sector for national planning purposes;
k) To liaise effectively with other public bodies of maritime transport and related transport
matters for the purposes of harmonizing activities in the maritime industry;
l) To initiate research into national maritime transport development for effective planning
and coordination;
m) To ensure an efficient, cost-effective and orderly provision of shipping services,
including the determination of rates for freight and passenger services;
36
n) To initiate action for the promotion, establishment and development of private shipping
lines;
o) To propose policies for the development and maintenance of maritime infrastructure such
as ports and harbours with other interested organizations in Sierra Leone;
p) To advice the Government on maritime affairs generally;
q) To represent Sierra Leone at both national and international fora on maritime matters and
r) To do all such things as will contribute to the attainment of the objective of the
administration stated in subsection (1).
StructureThe Board of Directors had approved a structure for SLMA but we are informed that this
structure is not operational. It was not explained why the structure was not implemented;
however we noted that the three directorates of Shipping/Legal Affairs, Engineering /Technical
services and Admin/Finance lack a substantive head.
The new structure as approved by the Board makes provision for the following:
Executive Director
Deputy Executive Director
Director- Shipping/Legal Affairs
Director- Admin/Finance
Director-Engineering/ Technical Services
We were happy to note the existence of a structure. However we note with grave concern that the
structure approved by the Board is not operational. Also we accept the three levels of Directors
i.e. Shipping/Legal Affairs; Admin/Finance and Engineering/Technical Services; we are
recommending changes to the directorate of Admin/ Finance.
37
Firstly, we recommend a change of name from Director of Admin/Finance to ‘Director of
Human Resources, Administration and Finance.
We also recommend the following units under the Directorate of Human Resources,
Administration, and Finance, as indicated in Appendix 9: -
1. Finance
2. Logistics and Supply/ Planning
3. Human Resource Management
We also recommend that an Internal Audit Unit be established that will report periodically
to the Board.
If and when this proposed structure is approved, SLMA should prepare a Scheme of Service and
Job descriptions for each post. SLMA will need the services of a professional Human Resource
Officer to do this, further warranting the need for SLMA to make substantive recruitment to the
new posts immediately. This is urgently needed as it is affecting the morale of staff. It also
affects staff retention as staff members are always looking out for job opportunities.
Finally we recommend the development of a Human Resource Manual that provides
guidelines on Manpower planning, training, and conditions of service.
Working ArrangementsWe noted that the working arrangements are not up to the required minimum standards of an
institution that has existed for over 10 years. Staff cannot be aligned with the structure as
approved by the Board. We also observed that there are no schemes of service that will inform
upward movement of staff and the required skill mix required for a post. Hence human capacity
development is weak and no strategic training plan exists although most senior staff had
undergone training on Maritime administration
38
We also note that records management is weak as each Officer develops his or her own method
for record keeping. There is no central depository for records. We recommend that the SLMA
establish effective records management and a central library system. It was reported by the
general staff that staff meetings take place but are irregular. We recommend that staff meetings
should take place at least once a month so that the staff members become aware of the
activities and achievements of the organization and staff responsibilities.
We also recommend that SLMA establishes a Change Management Team that can meet
regularly to discuss implementation and progress of the institution.
We note from the staff list that most of the upper level technical staff are appropriately qualified.
However this is not so for the middle level staff. It was also reported that training opportunities
exist although training itself is not regulated. We recommend that SLMA should develop a
training plan based on a training needs assessment.
Projects The following projects were listed as being funded by ECOWAS Bank for Investment and
Development; -
1. Construction/Rehabilitation of Jetties
2. Procurement & Installation of Navigation Aids
3. Procurement & Installation of Communication Equipment
4. Wreck Clearing
5. Headquarter Building Construction
6. Procurement of Search and Rescue Boat
7. Institutional Capacity Building
39
Material ResourcesIt was reported that material resources such as office equipment and furniture, are available but
an upgrade is required. SLMA has only one vehicle, while the other vehicles are project related.
AccommodationAlthough SLMA has constructed a new building, the present location of the office is not
adequate for its staff. They need a larger building that can accommodate the optimal number of
staff.
Communication with stakeholdersInformation relating to the operations of SLMA is heavily guarded. There is no provision for a
Communication and Information Officer in the present structure. We recommend the
establishment and recruitment of an Information and Communications Officer.
The head of the SLMA claims that the Permanent Secretary, Ministry of Transport and Aviation,
is a member of the Board and all Board papers are distributed, but the review team was unable to
access these documents from either the SLMA or the MTA. Also the SLMA does not share its
progress reports with the Ministry and other stakeholders. Hence the Ministry of Transport and
Aviation was unable to provide detailed information about operations to the review team.
We recommend that the SLMA provide copies of its quarterly and annual reports to the
Ministry of Transport and Aviation, and keep copies in the library.
We further recommend that all minutes of Board Meetings are collated and kept in the
library
40
SIERRA LEONE ROAD TRANSPORT AUTHORITY
Statutory Framework
The Roads Transport Authority operates under the provision of Act No. 4 of 1996 “The Roads
Transport Authority Act 1996”.
The Authority is governed by a Board of Directors consisting of a Chairman; (4) institutional
representations from the Ministries of Transport and Aviation, and Finance & Economic
Development; the Sierra Leone Roads Authority and the Sierra Leone Police Force; the
executive Director as ex-officio member; (2) members of the public nominated by the Minister
and three(3)”…others nominated by any association of persons in or directly connected with the
transport business and recognized by the Minister as such, including petty traders”.
After a review of the provisions of the Act we do not recommend any further review as the
authority is trying to implement the provisions of the Act, which has been delayed due to
unforeseen issues.
Institutional development in the Sierra Leone Roads Authority is relatively positive, although
capacity building should be prioritized. If the Authority is to build on the gains made so far, it
should embark on an effective Capacity building effort. We accordingly recommend, for the
consideration of the Board, the development of a human resource management plan. This
will include the following steps; -
1. Staff rationalization following a Job evaluation.
2. Development of Schemes of Service of all Posts
41
3. Absorption of qualified staff to positions of their competencies
4. Development of Training Plans
5. Periodic training of all staff at all levels.
Mission Statement To regulate and coordinate development in the road transport industry, including the registration
and licensing of vehicles, the licensing of drivers, the prescription of routes for passenger and
goods transportation and for other matters.
Vision Statement To deliver unto the people of Sierra Leone goods and services that make road transportation
modern, safe and more efficient through a better regulation, co-ordination and promotion of
effective practices by all stake holders in road transport sector.
Functions and MandateThe Road Transport Authority Act (Act No. 4 of 1996) sub section 1 of section 26, according to
which the Authority was assigned the following functions under the Road Traffic Act, 1964,
were assigned respectively to –
a) the principal Licensing Authority by Subsection (3) and (4) of section 3 of the Act in
respect of general administration of the Act and being the central registrar of all motor
vehicles, trailers and all licenses;
b) the Road Transport Board under section 9 of the Act;
c) the Transport Advisory Council, under Section (3) of Section 20 of the Act;
d) the Minister for making rules under Subsection 18; regulations under
Section 56 and the Highway code under Section 59 of the Act and for the appointment of the
Principal Certifying and Examining Officer under Section 4 of the Act.
42
The Sierra Leone Roads Transport Authority is service oriented. These services include;-
(a) To design, develop and administer rules and regulations regarding
(i) The registration and licensing of vehicles whether for private or commercial use;
(ii) The testing of the fitness of vehicles for their intended use and the fitness of persons
to be drivers of vehicles;
(iii) The licensing of drivers of vehicles;
(iv) The inspection and supervision of vehicle repair and maintenance services and;
(v) The routing and monitoring of passenger and goods transportation;
(b) To undertake the development of the human resources needed to service the transport
industry, through training and retraining needs of transport personnel in the private
sector;
(c) To study and advise Government on vehicle standardization and maintenance back-up
policy, taking into consideration the need to conserve the environment;
(d) To promote road safety through-
(i) The establishment and dissemination of a code of conduct to be known as the
Highway Code for Drivers and Other Users of Roads and Highways; and
(ii) The provision of rest-stops as well as first-aid centres along provincial routes;
(e) To establish and maintain a data bank of relevant information on vehicles and the
transport industry as a whole; and
(f) To do all such things as are necessary, expedient or conducive to the attainment of the
objectives for which the Authority was set up.
43
In addition, the Road Transport Authority was given power, in connection with functions under
the Act-
1. To impose and levy fees, including vehicle licensing and registration fees with the
approval of Parliament: provided that any vehicle licensing fees levied by the Authority
shall be paid into the Road Fund under paragraphs (b) and (c) of subsection of section
25 of the Sierra Leone Roads Authority Act, 1992, less any amount which the Authority
may be allowed to retain to defray the administrative costs of the levying of such fees;
2. To initiate appropriate legal action or process either alone or in conjunction with other
persons or authorities, for the enforcement of – (i) any rules or regulations made under
the Act that set the Authority up; and (ii) any powers conferred on the Authority by any
other law.
DevolutionThe functions of the Sierra Leone Roads Transport Authority have not been marked for
devolution. Nevertheless the Authority maintains regional offices to serve clients.
StructureThe Authority has the following Departments; -
1. Transport
2. Licensing
3. Finance
4. Internal Audit
5. Safety and Enforcement
6. Human Resources and Planning
Transport Department
44
This department works through committees set up with the private sector in the following areas:
Vehicle maintenance and repairs garages
Vehicle band spare parts dealers
Traffic Management and Road Safety
Drivers’ Association s and Unions.
This department also has the Vehicle Examination for Fitness Unit that tests the fitness of drivers
for driving licenses and vehicles for road worthiness, valuations, and accident reports. It is also
responsible for assessing Government vehicles before and after maintenance and repairs.
The Licensing Department
This department is responsible for registration and licensing of vehicles, transfer of ownerships,
issuance of vehicle and driver’s license. This is the principal revenue generating department.
Finance Department
The Finance Department is the central hub of all financial transaction of the Authority; it is
responsible for Budget preparation and conducts all financial transactions of the Authority.
Internal Audit
The Internal Audit department is the watchdog of all financial controls and processes. Internal
Auditors work with external Auditors and produce reports that are sent to the Board.
Safety and Enforcement Department
45
With an additional power vested to the Authority under the Road Transport Authority
(Amendment) Act 2002, the Traffic Warden Corps was established to complement the Sierra
Leone Police with regards to traffic duties.
Their functions include the following:-
a) to control and regulate traffic;
b) to render the roads fine from unnecessary obstruction and ensure the free flow of traffic
c) to educate the public on road safety
d) in the case of accident:-
i) to direct traffic from the scene when necessary
ii) to keep on lookers away and render first-aid to any injured persons;
iii) to dispatch the injured, if any, to the nearest health centre or hospital without
delay;
iv) to report the accident to the nearest Police station;
e) to enforce all rules and regulations pertaining to the conduct of road users, including
pedestrians, for the promotion of road safety.
f) To issue on the spot fine tickets for offences not associated with a third party.
Through the recruitment of additional one hundred Traffic Wardens in 2009, this department
intensified its enforcement functions such as the decongestion of the Central Business District
and the arrest of violators of road traffic rules.
Vehicle Maintenance and repairs
46
We observed that there are certain serious problems with vehicle regulation that the Authority
needs to address immediately. One such problem is the large number of sub-standard vehicles
imported into the country; when they are on the road, they are often environmental hazards. In
most cases, these vehicles run for only a short period of time before they are abandoned on
highways, streets and lanes, obstructing traffic and often causing accidents. Another problem is
the high volume of right-hand vehicles on the road, which create a challenge on our narrow
roadways. We recommend that the Authority place a ban on the importation of derelict
and non-conforming right-hand vehicles.
A related problem is the sub-standard level of vehicle maintenance and repairs. Most the
mechanics and garages only have experience working on older models of vehicles, and do not
have the relevant equipment and access to spare parts to diagnose and fix vehicles. Whilst we are
not suggesting that the Authority close down all garages that lack the latest equipments, we do
believe that in light of its functional mandate it can facilitate certain measures to address this
problem. These include collaborating with the SLRTC in developing its mechanical school,
working with the Local Councils to ensure that garages do not spill out into the roadways.
Human Resources and Planning Department
This Department currently acts as the main administrative secretariat of the Authority, with the
head being the Secretary to the Authority. They also handle personnel issues, including training,
for the Authority as stated in part III section 2(C) of the Road Transport Authority Act No. 4 of
1996.
47
The Planning Unit of the Authority is responsible for collecting data on services performed by
the Authority as well as data from the private sector relevant to the transport industry. All
activities of the Authority are computerized, enhancing efficiency. The printing of receipts,
licenses, certificates of fitness and authorization to operate commercial vehicles are all done by
front desk officers using computers. Most of the programmes used were developed by local
consultants. Off-site backups are done on memory sticks and kept by the Chief Executive and
the Head of MIS. There are proposals to interlink the various offices in 2010 so that operations
are carried out from one central database. Regular management meetings are held in which
departments are required to report on their activities, in terms of achievements and constraints.
Material ResourcesThe Authority is need of equipment and tools, especially those to ensure road safety.
A pressing need is of tow trucks to remove unwanted vehicles from the roads. Another need is
the technology required to link the various departments’ computer systems to operate as one unit.
AccommodationThe present location of the Authority is adequate but there is need for an Impound Yard where
vehicles impounded are taken for safe keeping. We recommend that the Authority approach
partners in Government in securing a large piece of land to use as an Impound Lot.
Communication with stakeholdersWith the hiring of a Public Relations Officer, the Authority‘s profile and public information
sharing has been stepped up. Sensitization of the public is ongoing and awareness campaigns are
conducted periodically. We recommend that the Authority develop Road Safety Campaigns
targeting both commercial drivers, especially motorbike riders, as well as transport users.
48
APPENDIX 1: CURRENT STRUCTURE OF THE MINISTRY OF TRANSPORT AND AVIATION
49
APPENDIX 1: PROPOSED STRUCTURE FOR MINISTRY OF TRANSPORT AND AVIATION
50
MINISTER
PERMANENT SECRETARY
ADMIN & FINANCE PLANNING AND POLICY UNIT
M&E Officer
Policy Asst
Admin OfficersHR ManagerRecords OfficerICT Officer Clerical staff
DEPUTY MINISTER
Transport Policy Analyst
Research/Statistics Officer
Drivers, Messengers
M&E Asst Research Asst
Accountant & AsstProcurement Officer & Asst.
APPENDIX 2: TERMS OF REFERENCE FOR POLICY AND PLANNING UNIT
Director
Duties - To provide strategic advice and technical backstopping to the Government through the
Ministry and the National Transport Coordinating Committee (NTCC) on sectoral issues- Take the lead in developing and implementing the national Transport Sector strategies
and work plans- Work closely with the relevant agencies and organizations in the transport sector to
ensure effective implementation of sectoral work plans - Supervise unit staff to ensure development, effective implementation, and monitoring of
work plans for the Ministry- Assist in monitoring performance management in the Ministry
Transport Policy Analyst
Duties- Serve as a focal point (liaison) for specific agencies under the Ministry’s supervision - Participate in transportation systems, program, project and policy planning and project
development, both service and facility, by collecting and analyzing transportation statistics and information
- Preparing and/or analyzing and evaluating existing and proposed plans, programs, projects for their ability to meet transportation objectives, including their effects on social, economic and ecological factors; and preparing reports of findings
Monitoring and Evaluation Officer
Duties- Develop a results-based M&E framework for the transport sector informed by the goals
set in the PRSP II- Monitor the implementation of projects and activities in the agencies supervised by the
MTA- Develop M&E competencies in the agencies supervised by the MTA- Assist the Director in improving coordination with sectoral institutions- Prepare quarterly monitoring reports on the work of the MTA for the Government,
NTCC, and other stakeholders - Assist in the development of division and Ministry work plans - Assist in implementing performance management system including performance
appraisals
Research/Statistics Officer
Duties
51
- Using a variety of sources, collects qualitative and quantitative data to inform strategic planning in the Ministry
- Analyzes and presents data on the transportation industry to the Ministry and the agencies under its supervision
- Assist in preparation of reports and presentations for internal and external clients- Assist in development of the Annual Work Plan- Any other duties as assigned in relation to the general mandate of the Ministry
Programme Assistants (M&E, Policy, Research)
Duties- Assist the Ministry in implementing the activities in the work plan and sectoral strategies - Provide programme support to the relevant unit - Assist in conducting sectoral studies, improving coordination with all institutions in the
sector, and developing reports - Assist in the preparation of work plans , drafting of documents and presentations as
needed
52
APPENDIX 3: CURRENT STAFF LIST OF MTA
NO NAME DESIGNATION DOB QUALIFICATIONS
1 Permanent Secretary
2 David W S Banya Deputy Secretary 30.11.64 BA, MA Dev. Mgt
3 Umaru Conteh Snr. Asst Sect. 5.5.69 BA (Gen)
4 Samuel A Kargbo Snr. Asst Sect. 28.10.67 Bsc (Hons), Msc (Dev. St),
MPA
5 Palmyra Thomas Snr. Sec Stenographer 22.12.46 Higher Cert. Dip
6 Joyce Clarke Stenographer Grade II 12.11.50 Stenographer G.II
8 Margaret George Second Grade Clerk 12.2.51 Basic Training
9 Margaret Johnson Second Grade Clerk 10.1.52 Conf Sec Computer Training
10 Gifty Jarrett Third Grade Clerk 31.5.56 Civil Service Result
11 Nanah Abdulai Third Grade Clerk 31.7.55 Computer Training
12 Fatmata Ahmad Third Grade Clerk 6.4.61 Computer Training
13 Adama Benya Third Grade Clerk 6.1.60 Computer Training
14 Stephanie Bio Third Grade Clerk 30.12.61 Computer Training
15 Massah B Sawi Third Grade Clerk 23.4.52 Computer Training
16 Edna Jalloh Third Grade Clerk 30.8.54 Computer Training
17 Kadiatu Kamara Third Grade Clerk 6.10.64 Computer Training
18 Numa B Kobba Third Grade Clerk 23.9.64
19 Isatu Deen Third Grade Clerk 22.4.64 Computer Training
53
20 Saidu Kamara Driver 11.12.64 Driving
21 Mallay Bangura Driver 10.6.62 Driving
22 Samuel Mansaray Senior Messenger 8.2.62
23 Umaru Mansaray Messenger 1.4.67
24 Alie Samura Messenger 26.12.79
25 Alpha Kamara Messenger 24.7.75
26 Sorie Samura Messenger 6.1.72
54
APPENDIX 5: RETIREMENT PROFILE 2010-2014
NO
NAME DESIGNATION DOB
20101 Palmyra Thomas Snr. Sec Stenographer 22.12.462 Joyce Clarke Stenographer Grade II 12.11.503 Rita Johnson First Grade Clerk 12.6.49
20111 Margaret George Second Grade Clerk 12.2.51
20121 Margaret Jackson Second Grade Clerk 10.1.522 Massah B Sawi Third Grade Clerk 23.4.52
2013
20141 Edna Jalloh Third Grade Clerk 30.8.54
55
APPENDIX 6: PROPOSED ORGANIZATIONAL STRUCTURE FOR CIVIL AVIATION AUTHORITY
56
BOARD OF DIRECTORS
DIRECTOR GENERAL
Admin & Finance Directorate
Air Transport Directorate
Safety & Ops. Directorate
Flight Permits & BasaInternational Organizations
Regulations & Statistics
Flight Operations
Airworthiness
Human Resources & IT
Finance
Procurements
Public RelationsAerodrome/ Ats Standards
Personnel Licensing
APPENDIX 7: PROPOSED ORGANIZATIONAL STRUCTURE FOR METEREOLOGICAL DEPARTMENT
CHART I
57
MinistryBoard
Deputy Director General
Director General
Director Applied Meteorological
service
Director Training and planning
Director Engineering and Technical Service
Director Finance, Administration and Legal Services
Senior Technician
APPENDIX 8: CURRENT STRUCTURE OF SIERRA LEONE MARITIME DEPARTMENT
58
Minister
Conf. Secretary
Board of Directors
Executive Director
Deputy Executive Director
Manning Welfare
Registry
Director-Engineering/ Technical Services
Director Admin/ FinanceDirector Shipping/ Legal Service
Gen. Admin. and Training
Accounts Commercial Planning
Nautical Engineering
Nautical Survey
Radio Survey
Hull/ Machinery
Deputy Director Deputy Director Deputy Director
Principal synopticPrincipal Marine
Principal AgrometPrincipal Hydromet
Meteorologist
Assistant MeteorologistMeteorologist
Senior AgrometSenior SynopticSenior Aviation
Senior MarineSenior Hydromet
Senior Engineer
Assistant Engineer
Technicians (Principal, Senior, Technician)
Principal Engineer
Senior Principal OAgrometSynoptic Aviation MarineHydromet
Principal SynopticPrincipal Marine
Principal AgrometPrincipal Hydromet
Engineer
Accountant HR Manager/ Legal Adviser
APPENDIX 9: PROPOSED STRUCTURE FOR SIERRA LEONE MARITIME DEPARTMENT
59
Naval Architecture
Minister
Conf. Secretary
Board of Directors
Executive Director
Deputy Executive Director
Manning Welfare
Registry
Director-Engineering/ Technical Services
Director of Human Resources and FinanceDirector
Shipping/ Legal Service
Human Resources
Finance Policy and Planning
Nautical Engineering
Nautical Survey
Radio Survey
Hull/ Machinery
Naval Architecture
Internal Audit
APPENDIX 10: CURRENT STRUCTURE FOR THE SIERRA LEONE ROAD TRANSPORT AUTHORITY
60
APPENDIX 11: PROPOSED STRUCTURE FOR SIERRA LEONE ROAD TRANSPORT AUTHORITY
61