2. Regional Director Fatu Florence Kamara making a statement at the Engagement Page 2 Audience at the end of the engagement In response to growing public concerns about alleged corrupt practices in the health sector, the North - East Regional Office of the Anti - Corruption Commission (ACC) engaged management and staff of the Makeni Government Hospital on measures to address integrity challenges and strengthen service delivery. The well - attended engagement was held on Wednesday 17 September 2025 at the facility ’ s conference room. Speaking at the engagement, Regional Director of the ACC, Fatu Florence Kamara, lamented the persistent complaints of corruption at the hospital, citing extortion, misuse of public funds and property, absenteeism, and abandonment of duty, as common practices. She reaffirmed the ACC ’ s commitment to tackling corruption in the health sector and urged the hospital ’ s management to fully implement the Service Delivery Charter. “ Corruption is an insidious scourge that can cripple public institutions if not urgently addressed. In health service delivery, it worsens patients ’ suffering and contributes to high mortality. Considering that health is wealth, I urge you all to bravely confront unacceptable practices for improved service delivery, ” she stressed. Highlighting the role of health workers, Manager of the North - East office, Al - Hassan Sesay, reminded staff and volunteers of their duty to uphold integrity and resist corruption. He emphasized that while the ACC values the life - saving contributions of health workers, effective service delivery depends on accountability and transparency. He also explained that the Commission prioritizes corruption prevention by examining institutional systems, identifying weaknesses, and providing recommendations. Mr. Sesay further outlined the ACC ’ s reporting channels, whistleblower protections, and the 10% reward scheme, encouraging staff to By: Amie Massaquoi, Information Officer, ACC promptly report suspected cases of corruption. ACC ’ s Legal Clerk, Ibrahim Bangura, spoke on some of the offences under the Anti - Corruption Act of 2008 (as amended in 2019), including Soliciting or Accepting Advantage, Misappropriation of Public or Donor Funds, Abuse of Office or Posi- tion, and receiving gifts for corrupt pur- poses. He said, under the amended law, penalties have increased from a mini- mum of thirty thousand Leones or three years imprisonment to a minimum of fifty thousand Leones or five years imprisonment. Responding, the Medical Superintendent of the Hospital, Dr. Joseph Kamanda Sesay, commended the ACC for the engagement and acknowledged its positive interventions in the health sector. He assured the Commission of the hospital ’ s cooperation in upholding best practices, noting that management has already initiated meetings to improve performance. Dr. Sesay pledged to work closely with the ACC to strengthen anti - corruption measures within the hospital ’ s administration. The engagement concluded with a lively question - and - answer session, during which hospital staff raised concerns and received clarifications from ACC officials.

3. Page 3 The fight against corruption in Sierra Leone is not just about suppressing and addressing individual acts of misconduct. It is about building, sustaining, and embracing systems that make integrity the norm and corruption the exception – true systems that make it hard for corruption to thrive. In other words, a truly sustainable fight against corruption can only be achieved if strong processes and due diligence are consistently followed. Over the years, the Anti - Corruption Commission Sierra Leone (ACC - SL) has recognized that corruption itself is not always the core problem; it is the weak systems that create loopholes for corruption to thrive. That is why the Commission, through its Corruption Prevention Department, works with Ministries, De- partments, and Agencies to establish proper systems and pro- cesses that will reduce the opportunities for corruption to thrive. Through these interventions the Commission can boast of tangi- ble results. One of the most remarkable success stories comes from the Milton Margai Technical University (MMTU). In 2022, following allegations of mismanagement of resources and other malpractices, the ACC ’ s Corruption Prevention Department carried out a comprehensive Systems and Processes Review in the operations of the public university. While no clear acts constituting corruption were detected, significant systemic weaknesses were identified in governance, internal controls, and oversight structures, and the Commission made strong tangible recommendations to be acted upon by the MMTU. By 2023, MMTU had been given 95 recommendations across 21 thematic areas. In an extraordinary show of commitment, the University implemented 93 of these recommendations yielding a staggering 98% compliance rate. This transformation not only closed loopholes but also strengthened governance, accounta- bility, and institutional credibility. The case of MMTU is unargua- bly a proof that when institutions embrace systems, they can set themselves on a sustainable path to integrity, efficiency, and re- silience. Former United States President Barack Obama once reminded Africans that “ Africa does not need strong men; it needs strong institutions. ” I agree with this assertion, but with an im- portant caveat: strong institutions cannot exist without strong men and women to design, build, uphold, and defend them. Take, for example, the leadership of Commissioner Francis Ben Kaifala, whose stewardship at the ACC has redefined the fight against corruption in Sierra Leone to the admiration of many within and without the continent of Africa . Under his leadership, the introduction of the Non - Conviction - asset - Based r ecovery approach has ensured accountability by reclaiming stolen public wealth and properties, even without lengthy court |proceedings. This initiative has strengthened I nstitutional credibility and delivered visible results, proving that effective leadership fuels stronger systems. Therefore, the need for us to have strong people to embrace the systems and work for the common good cannot be over - emphasized. Indeed, strong people drive strong institutions. ACC reckons that people are the greatest asset in the fight against corruption. And institutions will only be as effective as the individuals who commit themselves to transparency, accountability, and the common good. Indeed, strong people drive strong Institutions. Fighting corruption is not the sole task of one person or one institution; it is a collective responsibility. Here, the African philosophy of Ubuntu “ I am because we are ” offers guidance. We can only succeed in the fight against corruption when leaders, public officials, and ordinary citizens take ownership of processes and commit to doing what is right and strengthen the systems that hold us all together. Have you been appointed to an institution where things are not working because of weak systems? The Anti - Corruption Commission is only a call away. Let us help put systems in place and ensure they are followed. Even the smallest shift in process can set in motion the change we all desire. Corruption cannot be defeated in a day; it is defeated every day when we choose systems over shortcuts and collective progress over personal gain . Together, through strong systems, committed individuals, and the spirit of Ubuntu , Sierra Leone can win and sustain the fight against corruption . By Yangie Deborah Sesay

1. Contd. Page 4 11 Mobile No: 8515 on all Networks EDITORIAL TEA M EDITOR - IN - CHIEF Aiah P. M. Sourie EDITORS Sylvanus Blake Alex A. Bah LAYOUT & GRAPHICS Philippa M Davies EDITORIAL ADVISERS Augustine Foday Ngobie Patrick Sandi Abubakarr Turay 15th — 19th September ISSUE 3, VOLUME 15 Deputy Commissioner Augustine Foday Ngobie and the Director of NACS Mariama Navo The National Anti - Corruption Strategy (NACS) Secretariat has conducted a monitoring exercise of the Integrity Management Committee (IMC) of the Anti - Corruption Commission (ACC) to assess the Commission ’ s implementation of the NACS framework. The engagement, held on the 18th September 2025, in the Commission ’ s conference room, provided an opportunity for the Committee to present updates on institutional reforms, system strengthening, and initiatives aimed at enhancing accountability and transparency in the Commission ’ s operations. In his welcome remarks, the Deputy Commissioner of the ACC, Augustine Foday Ngobie, underscored the significance of the NACS, stressing that the IMC has a duty to ensure that the Commission consistently upholds operational transparency and ethical standards. “ In order to maintain public confidence in the ACC, the Integrity Management Committee should make sure the Strategy is fully adopted, ” he emphasised. Mr. Ngobie also noted that Ministries, Departments, and Agencies (MDAs) including the ACC itself, should be encouraged to treat the implementation pro- cess with utmost seriousness. Explaining the purpose of the exercise, Director of the NACS Secretariat, Mariama Navo, said the monitoring exercise was designed to ensure full compliance with the NACS framework by all MDAs. She emphasized that the ACC must demonstrate leadership by example if the Strategy is to succeed nationwide. “ The ACC leads the promotion of transparency, and by strengthening its internal systems, the Commission ’ s full adoption of the Strategy will inspire others to comply, ” Madam Navo remarked. She further commended the ACC for notable progress made in its auditing and procurement functions. Highlighting both achievements and remaining challenges, the Deputy Director of NACS, Wilfred Bangura, acknowledged the Commission ’ s strides in operationalizing recommendations, particularly in strengthening internal controls. He noted that progress across MDAs, including the ACC, is being assessed through a compliance matrix. “ We acknowledge the progress ACC has made in operationalizing the recommendations, especially in strengthening internal systems, ” he said, while urging continuous efforts to close existing gaps. The exercise concluded with both parties agreeing to reinforce compliance and adopt stronger follow - up measures to ensure the full realization of the NACS goals. The Secretariat will continue similar engagements with other institutions in the coming weeks. By: Amie Massaquoi, Information Officer, ACC Engagement ongoing

4. Page 4 Corruption has long been identified as one of the greatest obstacles to Sierra Leone ’ s progress. It weakens institutions, erodes public trust, and denies citizens the benefits of national resources. The fight against this scourge has therefore been central to successive governments, with the Anti - Corruption Commission (ACC) spearheading reforms and the efforts to address it, through public education, prevention and robust law enforcement, via Investigations, invocation of sanctions, and prosecution. Despite the efforts and record gains in especially recent years, one unresolved debate continues to divide opinions: ‘’ should corruption be understood primarily as a by - product of poor conditions of service, or is it fundamentally a question of integrity ’’? . This debate is not merely academic. It has real implications on how Sierra Leone designs anti - corruption strategies, how government manages public service delivery, and how citizens understand their moral obligations to make the homeland better by always doing what is right. One school of thought argues that the root cause of corruption lies with poor salaries and benefits attached to public service in Sierra Leone. In their view, when civil or public servants earn wages that cannot cover their basic needs such as rent, food, transportation, medical and education for their children, they become vulnerable and susceptible to corruption. Such conditions cre- ate an almost inevitable temptation to seek “ alternative ” means of survival, often through illicit charges, bribery, misuse of office, among many other desperate attempts. Consider the case of junior police officers, health workers, or teachers. These are front - line public servants who interact with many citizens on a dai- ly basis. When a police officer at a checkpoint is paid less than what he spends on his family ’ s monthly upkeep, his likelihood of demanding bribes may increase. Similarly, when teachers in rural schools are underpaid and face irregular salaries, some may resort to extorting from parents and pupils illegal fees. These practices, though illegal, are rationalized as survival mechanisms. Proponents of this school therefore insist that harmonizing salaries and im- proving conditions of service are not just matters of fairness, they are pre- ventive anti - corruption tools. They argue that if public servants were ade- quately paid, the incentive to steal or extort would reduce drastically. A well - fed worker, they say, has little reason to steal. The opposing school of thought presents a different lens. For them, poor conditions of service cannot and should not justify corruption. Integrity, they argue, is the key issue. The ability to do what is right when no one is watch- ing, even when one has the opportunity to do otherwise, is a valued attribute to imbibe as it is the lawful and rightful way to go. To substantiate the argument, this school points to an uncomfortable paradox. The largest scandals of corruption in Sierra Leone often involve individuals in top positions of power, those who already enjoy high salaries, allowances, government vehicles, free fuel, medical benefits and enviable privileges. If poor salaries were the cause of corruption, why then do some who are in high and well - paid offices involve in corruption? For this group, corruption is less about conditions of service and more about the erosion of moral values. They argue that without a strong moral By Patrick Hinga George, Public Education Officer, Anti - Corruption Commission compass, no amount of salary will prevent someone from stealing. History is replete with examples of leaders and senior officials whose conditions were excellent but who still abused their offices and positions for personal enrichment. Integrity, they say, is not a product of one ’ s pay slip; it is a personal choice rooted in discipline, patriotism and moral upbringing. The Sierra Leonean reality suggests that both arguments car- ry weight. Poor salaries do expose front - line workers to pressure and temptation into perpetrating corruption, like bribery, extortion, or illegal charges. They do these not be- cause they want only bribes to take care of their needs, but that they don ’ t have the opportunity to steal huge amounts or demand huge bribes from the public. Integrity remains a crucial missing link, especially when examining grand corrup- tion among those with the best conditions of service. The danger lies in oversimplifying the debate. If we claim that corruption is purely a product of poverty, we risk excusing un- ethical behaviour and justifying practices that harm the very citizens we are meant to serve. On the other hand, if we dismiss the role of conditions of service altogether, we risk ignoring the structural pressures that push low - paid workers into compromising positions. Government should ensure that disparities in pay are addressed, particularly in the public sector where some institutions enjoy relatively higher salaries than others for similar work. While the state may not be able to match private sector pay, it should at least guarantee a living wage that allows workers to meet basic needs. Also, integrity must be taught and reinforced as a way of life. Schools, religious institutions, communities and families should emphasize values of honesty and service. Civic education campaigns should make clear that corruption is not just a legal offence but a moral failing that robs the nation of development. In a move to achieving this, integrity must start from the top. Leaders who live modestly, declare their assets and avoid ostentation inspire confidence and set the tone for accountability. Conversely, leaders who enrich themselves undermine anti - corruption efforts, no matter how many laws are passed. The ACC must continue to enforce the law impartially, ensuring that both the “ petty ” and the “ grand ” corrupt are held accountable. Society must celebrate and reward honest workers. Recognition schemes, integrity awards and promotions based on ethical conduct can send a powerful message that integrity pays. The debate between integrity and conditions of service in Sierra Leone ’ s fight against corruption is not a straightforward one. Poor pay does create vulnerability, but lack of integrity makes corruption thrive at all levels. A poorly paid worker with strong values will resist temptation, while a well - paid official without integrity will still plunder state resources. Therefore, Sierra Leone must adopt a balanced approach in this respect.