Strategic Action Plan 2019 - 2023

SAP G O V E R N M E N T O F M A L D I V E S STRATEGIC ACTION PLAN 2019 - 2023 ACKNOWLEDGEMENT This document outlines the developmental targets and priorities of the Government for the five-year period 2019 – 2023. It sets out realistic strategic goals that would help achieve key developmental milestones in realising our hopes and dreams of a Jazeera Raajje. This document would not have reached its ultimate conclusion without the assistance and technical input of the multiple agencies that worked on the various sub-sectors. In particular, the assistance of our multilateral partner in development UNDP and their consultants is noteworthy. Our success depends on our ability to generate the necessary resources needed for the implementation of this plan, our capacity to work together, alongside with the proper use of the monitoring and evaluation tools to guide us in our way forward. SAP S T R A T E G IC A C T IO N P L A N 2 0 19 2 0 2 3 G O V E R N M E N T O F M A L ID V E S 4 INTRODUCING THE SAP FOREWORD INTRODUCTION IMPLEMENTING & INSTITUTIONALISING THE SAP SAP SECTORS & SUBSECTORS BLUE ECONOMY 1.1: FISHERIES & MARINE RESOURCES 1.2: AGRICULTURE 1.3: TOURISM 1.4: SMEs 1.5: LABOUR, EMPLOYMENT & MIGRATION 1.6: ECONOMIC DIVERSIFICATION CARING STATE 2.1: HEALTH 2.2: EDUCATION 2.3: HIGHER EDUCATION 2.4: SOCIAL PROTECTION 2.5: PREVENTION OF NARCOTIC ABUSE & DRUG REHABILITATION DIGNIFIED FAMILIES 3.1: FAMILY 3.2: HOUSING 3.3: YOUTH 3.4: COMMUNITY EMPOWERMENT 3.5: SPORTS 3.6: ISLAMIC FAITH C O N T E N T S 07 09 14 23 30 44 52 65 73 84 97 104 125 143 158 169 179 186 197 202 2 1 1 218 228 JAZEERA DHIRIULHUN 4.1: DECENTRALIZATION 4.2: TRANSPORT NETWORK 4.3: ENVIRONMENTAL PROTECTION & PRESERVATION 4.4: CLEAN ENERGY 4.5: WASTE AS A RESOURCE 4.6: WATER & SANITATION 4.7: RESILIENT COMMUNITIES 4.8: INFORMATION, COMMUNICATION, & TECHNOLOGY 4.9: ARTS, CULTURE & HERITAGE GOOD GOVERNANCE 5.1: RULE OF LAW & JUDICIAL REFORM 5.2: NATIONAL SECURITY & PUBLIC SAFETY 5.3: ELIMINATING CORRUPTION 5.4: ACCOUNTABLE STATE 5.5: INDEPENDENT INSTITUTIONS & PUBLIC SERVICE REFORM 5.6: GENDER EQUALITY 5.7: FOREIGN AFFAIRS ACRONYMS 243 252 265 278 294 304 3 1 3 322 337 348 359 366 382 395 401 414 420 430 439 IN T R O D U C T IO N 7 five priority areas (Blue Economy, Caring State, Dignified Families, Jazeera Dhiriulhin, and Good Governance), we have listed our goals relevant to each area and the precise steps that we will take to accomplish them. Further, we have taken care to ensure that each step is time-bound and must occur within a specified deadline. This SAP not only provides a comprehensive and accessible outline of my Administration’s development agenda for the next five years, it also holds Government accountable to citizens by making clear what its deliverables are and when results can be expected. Our pledges, the actions we will take in their pursuit, and our successes and failures in fulfilling them are transparently listed for all to see. Perusing the contents of this document will make clear that my Administration has a clear vision in mind as we try and make manifest our promise of a Jazeera Raajje. We aim to make evident that each of our promises - from providing a�ordable housing, to protecting and preserving our environment, to improving the quality of our governance – were made with comprehensive forethought. Ensuring that all Maldivians can live a dignified life is my Administration’s greatest priority; it is the core impetus of our national development agenda. There is an onus upon us to properly organize our e�orts so that we can get this right. FOREWORD I B R A H I M M O H A M E D S O L I H P R E S I D E N T National development remains one of the highest responsibilities of Government. However, for too long it has been pursued haphazardly, with no long-term vision, definite criteria for success, or provisions for government accountability. The results of such short-term thinking and unorganized development e�orts are clear for all to see: an overly congested capital; stark regional disparities in socio-economic and infrastructural progress; environmental degradation; unequal opportunities to accessing basic goods and services; and di�culties accessing meaningful employment, quality education, and a�ordable housing, among a plethora of other issues that previous governments not only neglected to solve but exacerbated. My administration is not only committed to discretely addressing each of the aforementioned issues, but in line with our vision of a Jazeera Raajje, we seek a transformation of the Government’s entire approach to national development. Henceforth, we want to ensure that national development is conducted holistically; with reference to our citizens’ actual needs and priorities; and in an organized, time-bound manner. Our agenda is highly ambitious and we intend to deliver. However, unless we can provide specific and reliable yardsticks which can be used to measure our successes, our promises are just empty boasts. Further, without a guiding document to provide direction, di�erent sectoral ministries and government agencies will not be able to e�ectively coordinate their e�orts, to meet their collective obligations to citizens. We have compiled this Strategic Action Plan (SAP), which will be used as this Government’s overarching reference point to steer our national development e�orts. In the SAP under each of our IN T R O D U C T IO N 9 INTRODUCTION The Strategic Action Plan (SAP) of the Government of Maldives is a central policy framework and planning document that guides the overall development direction of the Maldives for the next five years. The SAP consolidates the current Government’s manifesto pledges with existing sectoral priorities. The SAP serves as the main implementation and monitoring tool to track the progress of the delivery of the Government’s policies and development priorities. The SAP is formally rolled out into the line ministries’ day to day operations from 1 October 2019. SAP S T R A T E G IC A C T IO N P L A N 2 0 19 2 0 2 3 G O V E R N M E N T O F M A L ID V E S 10 outlines economic priorities and how it will be delivered in a sustainable manner. Tourism | Small and Medium Enterprises | Fisheries and Marine Resources | Agriculture | Labour, Employment and Migration | Economic Diversification Health | Education | Higher Education Social Protection | Prevention of Narcotics and Drug Rehabilitation Housing | Youth | Community Empowerment | Islamic Faith | Sports | Family Clean Energy | Waste as a Resource | Environment Protection and Preservation | Resilient Communities | Information, Communication, and Technology | Water and Sanitation | Transport Network | Arts, Culture & Heritage | Decentralization National Security and Public Safety | Accountable State | Independent Institutions and Public Service Reform | Rule of Law and Judicial Reform | Gender Equality | Foreign A�airs | Eliminating Corruption outlines priorities relevant to social progress. outlines priorities relevant to social progress. outlines priorities relevant to community infrastructure and services. outlines key governance reforms. BLUE ECONOMY CARING STATE DIGNIFIED FAMILIES JAZEERA DHIRIULHUN GOOD GOVERNANCE THE SAP PRESENTS 5 SECTORS. THEY ARE: 33 SUBSECTORS 1 2 3 4 5 Figure 1: Structure of the SAP IN T R O D U C T IO N 11 Each sector is composed of several sub-sectors. There are 33 sub-sectors in the SAP. A results matrix is developed for each of these sub-sectors which is the main implementation and monitoring framework and guidance that the SAP provides to the implementing agencies. The results matrix presents overall policy statements supported by corresponding strategies and activities. The SAPs measurement framework includes a timeline for the actions and targets for each of the policies in each subsector. The sub-sector matrices identify several cross cutting priorities of the Government that is relevant to all sectors and sub-sectors in the SAP. This includes accountability mechanisms for every sub-sector, implications of the proposed decentralization reforms on sub-sectors, addressing gender sensitivity and inclusivity in each sub-sector, implications of proposed transport and connectivity reforms and environmental reforms for each sub-sector. The SAP also takes reference of the government’s proposed spatial plan. SAP S T R A T E G IC A C T IO N P L A N 2 0 19 2 0 2 3 G O V E R N M E N T O F M A L ID V E S 12 THE SAP’S VALUE ADD The SAP will serve as the central document that articulates all development priorities of the Maldives for the next five years. A key value add of the SAP is that it provides direction to all stakeholders both government, independent institutions, SoEs, NGOs and donors on what the development priorities are for the next five years. It aims to bring all stakeholders to the same wave length with respect to the development policy direction. Cross-sector collaboration (between and within line ministries) and cross-agency collaboration (between line ministries, state institutions and non governmental actors) is an ongoing challenge for the Government when implementing its policies and priorities in a coherent and coordinated manner. The institutional arrangements component of the results matrices in the SAP aims to address the existing fragmented delivery of policies and programmes by illustrating a lead implementing agency and other supporting implementing agencies for each action of a given subsector. The role clarification in the matrices aims to close the coordination gaps that exists amongst different stakeholders to implement the SAP in an effective manner. The SAP will also be a key policy document towards the Maldives’ effort to achieving the Sustainable Development Goals (SDGs) set by the United Nations General Assembly in 2015. While the SDGs are set for the year 2030, the policies and strategies in the SAP are aligned for the achievement of these Goals. It is the Government’s aim to to shift towards full-fledged results-based budgeting or program budgeting during this term. The main purpose of this is to improve effectiveness of budgeting and to better understand the results achieved from the Government’s investments in key sectors. However, one of the barriers to implementing program budgeting is the limited results-based planning and targeting that is practiced within implementing agencies. The SAP bridges this gap by introducing a results matrix that implementing agencies can use and provides the framework for alignment of budgets to results. SAP AND THE NATIONAL DEVELOPMENT PLAN In recent years, the Government of Maldives has moved away from having a national development plan and any long-term development planning process. This has two implications; one there is no overarching central planning document that links all the sectoral plans and policies into one integrated development vision. The second disadvantage is that the absence of national development planning and long term planning favors delivery of short term priorities that do not address tradeoffs which result in long-term benefits and sustainability. The SAP is a first step to restore central planning function within the Government. Taking in the lessons of its formulation and roll-out, the Government aims to institutionalize the SAP into a five year planning cycle that lays out implementation priorities while the five year SAPs will converge to a long term development vision. This will help to take forward several long-term visions set in the SAP achieve the transformation on areas such as blue economy, climate resilience and sustainability and good governance through a long-term process. The proposed activities to manage the SAP aims to lay the foundation for a more institutionalized planning process with standardized methods and tools for the Maldives. IN T R O D U C T IO N 13 Mapping of Mainfesto related priorities to SAP result matrices by policy o�ce of the President’s O�ce team To ensure quality, an external consultant reviewed initial drafts, fine-tuned resluts matrix templates and finalized SAP structure 33 subsector tables were shared with relevant line ministries to review and incorporate policy priorities Series of working sesssions conducted to key ministries and State Owned Enterprises (SOEs) were directly approached for their input to the relevant results matrices Cabinet working session was held to present the SAP process, the draft matrices and the institutional framework Quality assurance review conducted by external consultant and team from Ministry of National Planning and Infrastructure (MoNPI) Consultant conducted review of matrices and provided feedback to stakeholders for improvement of content Guidance note prepared for stakeholders M a y J u n e J u ly A u g u st Consultation session with Non-Governmental Organisations (NGOs) was held to gauge feedback to the results matrices Cabinet members provided a final endorsement of the draft matrices relevant to their ministerial portfolios The final SAP document was compiled by the team from the Policy O�ce with support from the external consultant and team from MoNPI S e p te m b e r HOW WE GOT HERE The SAP has been compiled with contributions from a wide range of stakeholders including line ministries, independent state institutions, and state owned enterprises. The SAP also integrates recommendations put forward by civil society organizations. The main method applied to compile the SAP include consolidating and building coherence of the current Government’s manifesto pledges with existing policy priorities articulated in various policy documents including sector relevant master plans, legislations and sector focused research findings. The compilation was led by key line ministries and the overall coordination process was facilitated by the Policy Office of the President’s Office together with support from the Ministry of National Planning and Infrastructure (MoNPI). The timeline below provides details of the SAP was compiled. Figure 2: The Process SAP S T R A T E G IC A C T IO N P L A N 2 0 19 2 0 2 3 G O V E R N M E N T O F M A L ID V E S 14 IN S T IT U T IO N A L FR A M EW O R K F O R T H E M A N A G EM EN T O F S A P S A P N G O N E T W O R K A ss is ts S A P M a n a g e rs t o c o m p ile s u b se c to r a n n u a l p ro g re ss r e p o rt P a rt ic ip a te s in q u a rt e rly w o rk in g g ro u p m e e ti n g s w it h S A P & P R M a n a g e rs P re p a re s th e N G O " fe e d b a c k se c ti o n " o f th e S A P A n n u a l R e p o rt S u p p o rt s im p le m e n ta ti o n S A P A C A D E M IA N E T W O R K P re p a re s p o lic y re vi e w s a n d in d e p th c a se s tu d ie s fo r q u a rt e rly m e e ti n g s P re p a re s c o m m u n ic a ti o n s p la n r e vi e w s a n d in d e p th c a se s tu d ie s fo r m o n th ly m e e ti n g s P ro vi d e s re se a rc h s u p p o rt t o a n n u a l r e p o rt in g S u p p o rt s im p le m e n ta ti o n S A P A M B A S S A D O R N E T W O R K P ro m o te s S A P a c ti o n s th ro u g h a w a re n e ss a n d e d u c a ti o n a t a g ra ss ro o ts le ve l P ro vi d e s o n t h e g ro u n d in si g h t in to c a m p a ig n e � e c ti ve n e ss P re p a re s m o n th ly r e p o rt s fo r P R M a n a g e rs S u p p o rt s im p le m e n ta ti o n C A B IN E T IM P L E M E N T IN G A G E N C IE S W G 1 W G 2 W G 3 P R M a n a g e rs S A P M a n a g e rs Le a d im p le m e n ti n g a g e n c ie s c o o rd in a te w it h a ll im p le m e n ti n g st a ke h o ld e rs t o c a rr y o u t a c ti o n s P a rt ic ip a te s in q u a rt e rly w o rk in g g ro u p m e e ti n g s a n d c o m p ile s su b se c to r a n n u a l p ro g re ss r e p o rt B lu e Ec o n o m y & J a ze e ra D h iri u lh u n C a rin g S ta te & D ig n ifi e d fa m ili e s G o o d G o ve rn a n c e M e e ts q u a rt e rly a n d c o n d u c ts in d e p th p ro g re ss re vi e w s o f se le c te d s u b se c to rs D e ve lo p s c o m m u n ic a ti o n s p la n s fo r su b se c to r a c ti o n s a n d c o m p ile s c a m p a ig n a n a ly si s re p o rt s C O O R D IN A T IO N & R E P O R T IN G A G E N C Y S A P W O R K IN G G R O U P S C o m p ile s S A P a n n u a l p ro g re ss r e p o rt a n d su b m it s to C a b in e t Fa c ili ta te q u a rt e rly w o rk in g g ro u p m e e ti n g s w it h S A P M a n a g e rs R e c e iv e r e p o rt in g f ro m S A P M a n a g e rs P ro vi d e s o ve ra ll d ire c ti o n a n d g u id a n c e o n t h e im p le m e n ta ti o n o f S A P P O L IC Y O F F IC E O F T H E P R E S ID E N T C o m p ile s S A P q u a rt e rly c o m m s re p o rt a n d su b m it s to C a b in e t Fa c ili ta te m o n th ly w o rk in g g ro u p m e e ti n g s w it h P R M a n a g e rs R e c e iv e r e p o rt in g f ro m P R M a n a g e rs C E B D A A IM P L E M E N T A T IO N B C O O R D IN A T IO N & R E P O R T IN G C P R O G R E S S R E V IE W D O V E R S IG H T E D IR E C T IO N Fi g u re 3 – In st it u ti o n a l F ra m e w o rk f o r M a n a g in g t h e S A P IN T R O D U C T IO N 15 Figure 3 illustrates the management arrangements of the SAP from implementation to monitoring and documenting lessons. Key stakeholders and roles in the management of the SAP are summarized below: • Each action in the SAP has a lead implementing agency and other implementing stakeholders. These agencies will be responsible for the successful implementation of each subsector’s actions and achievement of policy targets. These agencies will assist the lead coordination and reporting agency to prepare the annual progress report for the subsector. • Each subsector has a designated lead coordination and reporting agency (see Figure 4). The role of lead coordination and reporting agency is to consolidate inputs from all implementing agencies and compile the subsector annual progress report. They will also participate in quarterly working group meetings and prepare in-depth policy reviews with the SAP NGO network and academic group members. Each lead coordination and reporting agency will identify two SAP Managers and two PR Managers from their organization who will be the main focal persons for coordinating SAP activities with the Policy Office and the Communications Office of the President’s Office. Both the SAP Managers and PR Managers are composed of one political and one technical staff who have a broad understanding of the subsector and basic monitoring and reporting skills. In addition to compiling the annual subsector report, the SAP managers will contribute to the quarterly working group meetings. They will also provide a monthly update to the Policy Office on any new policy formulations, planning exercises, reviews, research, surveys and data relevant to the subsector. • The Cabinet shall be the apex body that will oversee the implementation of the SAP and provide strategic direction, guidance and support as needed. The Minister of Finance and the Minister of Foreign Affairs will jointly oversee the financing of the SAP. • The Cabinet will be supported by the Policy Office and the Communications Office of the President’s Office to coordinate and track progress and public perception of the implementation of the SAP. The Policy Office will receive inputs from lead coordination and reporting agencies and will consolidate the SAP’s annual progress report and publish key results each year for the public. The Policy Office will facilitate the quarterly working group meetings and coordinate linking the NGO network and academia group members with the lead coordination and reporting agencies. • There are three SAP Working Groups. Working Group 1 consists of blue economy and Jazeera Dhiriulhun sectors. Working Group 2 includes Caring State and Dignified Families sectors and Working Group 3 consists of the good governance sector. SAP working groups will include SAP managers and key representatives of the lead coordination and reporting agencies. The working groups can be chaired by a cabinet member on a rotating basis. The SAP working groups will meet quarterly and share lessons, feedback and strengthen coordination between subsectors. The meetings will act as a platform to present in-depth policy reviews carried out with academic groups and NGO network members. • SAP NGO network includes representatives of selected NGOs that will provide quality assurance to both SAP implementation and monitoring. SAP NGO network members will be responsible for working as a group to support implementation of SAP actions with implementing agencies, prepare quarterly policy reviews of selected subsectors for working group meetings and to draft the ‘feedback’ section of the SAP annual progress report. SAP S T R A T E G IC A C T IO N P L A N 2 0 19 2 0 2 3 G O V E R N M E N T O F M A L ID V E S 16 • SAP academia group members will mainly include students of Masters in Social Policy and Bachelors in Environmental Science at the Maldives National University. The group members will prepare quarterly policy reviews of subsectors and present it at the quarterly working group meetings as case studies. The group members will assist the Policy Office to develop the necessary analysis of the SAP annual progress report. The members will support and provide quality assurance to research related actions proposed in the subsector matrices. Figure 4 – Lead coordination and reporting agencies of the SAP S U B S E C T O R S 1. BLUE ECONOMY 1 .2 AGRICULTURE 1.1 F ISHERIES & MARINE RESOURCES 1.4 SMES 1.3 TOURISM 1.5 LABOUR, EMPLOYMENT & MIGRATION 1.6 ECONOMIC DIVERSIFICATION MOFMRA MOFMRA MOT MOED MOED MOED IN T R O D U C T IO N 17 S U B S E C T O R S 2. CARING STATE 2.2 EDUCATION 2.1 HEALTH 2.4 SOCIAL PROTECTION 2.3 HIGHER EDUCATION 2.5 PREVENTION OF NARCOTIC ABUSE & DRUG REHABILITATION MOH MOE MOHE MOGFSS MOGFSS S U B S E C T O R S 3. DIGNIFIED FAMILIES 3.2 HOUSING 3.1 FAMILY 3.4 COMMUNITY EMPOWERMENT 3.5 SPORTS 3.3 YOUTH MOGFSS MOHUD MOYSCE MOYSCE MOYSCE 3.6 ISLAMIC FAITH MOIA SAP S T R A T E G IC A C T IO N P L A N 2 0 19 2 0 2 3 G O V E R N M E N T O F M A L ID V E S 18 S U B S E C T O R S 4. JAZEERA DHIRIULHUN 4.2 TRANSPORT NETWORK 4.1 DECENTRALIZATION 4.4 CLEAN ENERGY 4.3 ENVIRONMENTAL PROTECTION & PRESERVATION 4.5 WASTE AS A RESOURCE 4.6 WATER & SANITATION MOHA MOTCA MOEn MOEn MOEn MOEn 4.7 RESILIENT COMMUNITIES MOEn 4.8 INFORMATION, COMMUNICATION & TECHNOLOGY MOCST 4.9 ARTS, CULTURE & HERITAGE MOACH IN T R O D U C T IO N 19 S U B S E C T O R S 5. GOOD GOVERNANCE 5.2 NATIONAL SECURITY & PUBLIC SAFETY 5.1 RULE OF LAW & JUDICIAL REFORM 5.4 ACCOUNTABLE STATE 5.3 ELIMINATING CORRUPTION 5.5 INDEPENDENT INSTITUTIONS & PUBLIC SERVICE REFORM AGO NSC AGO AGO 5.6 GENDER EQUALITY MOGFSS 5.7 FOREIGN AFFAIRS MOFA AGO SAP S T R A T E G IC A C T IO N P L A N 2 0 19 2 0 2 3 G O V E R N M E N T O F M A L ID V E S 20 MONITORING AND DOCUMENTING LESSONS OF THE SAP The SAP will be monitored mainly at the subsector level. Each subsector has a results matrix which will be the main monitoring tool of the SAP. The subsector will be monitored against two measures: • At action level, implementation will be monitored against the timeline provided. • At policy level, implementation will be monitored against the targets in the subsector. Quarterly Working Group meetings – documenting lessons and progress. The three SAP Working Groups will meet separately three times a year (March, June & September). The purpose of the working group is to meet and discuss progress on the subsectors, discuss challenges and cross-sectoral solutions and build cross-sectoral coordination in the implementation of the SAP. The Working Group chairs can be rotated. At each working group, a subsector will be selected for review. This review will be done by the lead coordination and reporting agency with support from the academia group and NGO network members as a case study. The case study will be presented in the consecutive working group meeting. The case study can focus on selected policies or a policy of a selected subsector. The academia group and NGO network members will participate in the working group meetings. Annual reporting of the SAP For each subsector an annual progress report will be prepared. The subsector reporting will provide status update on the implementation of actions and progress made towards the targets under each policy. The annual progress report of the whole SAP will be compiled by the Policy Office of the President’s Office and will include snapshot progress of all subsectors. The report will have a section on the NGO network feedback and case studies prepared by the academia group. The lead coordination and reporting agencies are required to submit the report by 15th of October each year. The SAP annual progress report will be published on 11 November every year. Evaluation of the SAP implementation To drive the overall effectiveness of the government’s development agenda and to promote achievement of results, it is proposed that an independent mid-term review and final evaluation of the SAP be carried out. This exercise will be carried out with technical support from multilateral development agencies such as the UN. The mid-term review is scheduled for mid 2021 and final evaluation by mid 2023. The evaluation will mainly focus on effectiveness and lessons of the policies implemented under each subsector. IN T R O D U C T IO N 21 FINANCING THE SAP Domestic resource mobilization - budgeting In 2017, the Ministry of Finance introduced changes to the national budgeting process. Implementing agencies are requested to produce (1) Baseline estimates (budget for ongoing functions and programmes - based on a budget ceiling established by MoF1) and (2) provide proposals with budgets for new projects and programs for the period 2018-2020, known as New Policy Initiatives (NPIs) which will be consolidated into the Medium Term Fiscal Framework. The NPI presents an opportunity for the Government to align and prioritize budget allocations to national policy priorities outlined in the SAP. The next budget circular will therefore request implementing agencies to explicitly demonstrate linkages between the NPI proposal and the results matrices in the SAP. This is one of the key approaches that will ensure the effective implementation of the SAP. External resource mobilization The SAP opens new opportunities for the Government of Maldives to improve the alignment of external assistance to national priorities in line with the Paris Declaration. Furthermore, the SAP priorities provides guidance on the priorities for the Maldives in relation to the United Nations 2030 Agenda and the Sustainable Development Goals (SDGs). The SAP will therefore be used a tool for improving aid coordination and in leveraging external assistance which will complement domestic resources to finance the SAP. 1 Mainly estimated based on the previous year’s budget allocations SUBSECTORS AND RESULTS MATRICES S T R A T E G IC A C T IO N P L A N 2 0 19 2 0 2 3 T H E R E P U B L IC O F M A L ID V E S S A P Blue Economy B L U E E C O N O M Y 25 30 44 52 65 73 84 C O N T E N T S FISHERIES & MARINE RESOURCES AGRICULTURE TOURISM SMEs LABOUR, EMPLOYMENT & MIGRATION ECONOMIC DIVERSIFICATION 1.1 1.2 1.3 1.4 1.5 1.6 By 2023 receive planting materials and necessary training to grow selected crops focused on import substitution commercial farms are M - GAP Certified IPM Guidelines are fully implemented in Agriculture 40 potential major agricultural islands at least agricultural islands50 At least 20% At least including farmers and agricultural enterprises benefited from the loan scheme 1,500 10 women farmers300 BLUE ECONOMY By 2023 Fisheries & Marine Resources designated National Coral Reef Monitoring sites are monitored and status of coral reef ecosystem published annually of fishery businesses benefited from Fahi Hakatha – scheme for administering diesel duty exemption Increase and sustain ice production capacity to is disbursed as loans to small scale fishery businesses (SMEs) 7 15 of the At least At least from 2019 baselineat least 40% 75% + At least MVR million 50 By 2021 By 2022 SMEs of SDFC loan portfolio is allocated to a common SME definition is institutionalised at national level by all organisations a cost-e�ective and suitable payment gateway exists for SMEs to do business internationally Women Youth PWDs By 2023 By 2023 20% 50% 40% Tourist arrivals from markets such as (Russia, India, Middle East, China) and other new markets increased by At least 30,000 benefited from the Tourism Training Fund adopted green SME initiatives compared to 2018 levels new tourism beds are delivered Tourism Rashu website is operational in of islands with guesthouse facilities 35,000 have received a business-related training 60% of registered SMEs 50 SMEs At least Economic Diversification at least at least compare to 2018 levels employers 250 33% 80% By 2020 By 2023 By 2023 By 2023 By 2023 Labour, Employment & Migration minimum wage is implemented benefited from the employment support services at the job centres irregular expatriate workers reduced by By 2023 of business services provided from the Ministry of Economic Development are available online By 2023 Velana International Airport is ranked as one of the top airports in South Asia By 2023 Fully established and functioning light industrial, manufacturing zones in 2 locations of the country By 2022 Gulhifalhu Port is fully completed and operational 25% By 2023 Income tax is collected in the Maldives By 2022 onwards reduction in time spent for processing import and export transactions from 2018 levels By 2022 at least 2 Investment Promotion and Protection Agreements are implemented with 2 partners occupational health and safety standards are systematically monitored in fisheries, health, construction and tourism sectors provide flexible working arrangements for Persons With Disabilities At least people 10,000 B L U E E C O N O M Y 29 BLUE ECONOMY The economy and well-being of the Maldives is tied to the health and wealth of the natural environment, primarily the ocean. The largest contributors to the economy, tourism and fisheries sectors are highly dependent on the wellbeing of the ocean, coral reefs, beaches and marine life. The blue economy sector consists of six subsectors; (i) Fisheries & Marine Resources, (ii) Agriculture, (iii) Tourism, (iv) SMEs, (v) Labour, Employment & Migration, and (vi) Economic Diversification. The following provides a summary of the key challenges and policy priorities for each of the associated subsectors. SAP S T R A T E G IC A C T IO N P L A N 2 0 19 2 0 2 3 G O V E R N M E N T O F M A L ID V E S 30 1.1 FISHERIES & MARINE RESOURCES Fishing is a primary economic activity in nearly all inhabited islands, the largest source of employment in local communities, and the main exporter of physical products. Constraints in developing the sector include enforcing fisheries regulations, data gaps on stock, catch, and processing among others, challenges in accessing premium markets, limited value-addition, and limited reliance on scientific evidence to enable sustainability and diversity of fish stocks. About 50 per cent of the current skipjack catch is presently exported to Thailand for processing, and most yellowfin exports are to limited markets. While there are concerns on the Indian Ocean yellowfin stock, there is scope for expanding the skipjack catch. Reef-based fisheries have expanded over the years to cater to increased demands from export and local tourism market. In the area of aquaculture, limited access to finance, lack of demonstration of economically viable aquaculture, lack of attractive financing packages available for investors, and long duration for and riskier financial returns compared to other potential economic sectors. As a result, interested small to medium businesses and individuals are unable to begin aquaculture businesses. There are environmental concerns regarding aquaculture (especially mariculture) development, because of an absence of a stringent regulatory framework and guidance for use of chemicals in aquaculture, absence of monitoring and control on the import and use of chemicals in the sector. The fisheries and marine resources subsector aims to address these challenges through development of fishery management capacity, protection of marine ecosystems, development of aquaculture industry to diversify the fisheries sector and reduction of dependency on wild stocks while increasing profitability of fishery activities through technology support, access to finance, and increasing value addition of fish and fishery products. Additionally, institutional capacity needs to be strengthened along with fostering international and multi-sectoral partnerships within the subsector and enhancing the role of education, research and technology in developing and promoting the fisheries and aquaculture sectors. BLUE ECONOMY31 Policy 1: Ensure all types of fishery are developed sustainably, incorporating modern fishery management principles and approaches Targets: Target 1.1: By 2023, at least 4 fishery management plans are implemented Target 1.2: By 2023, MMRI has produced at least 3 scientific reviews of key fisheries that would feed into formulation of the management plans Target 1.3: By 2023, the number of licensed vessels with VMS system increased by at least 25% compared to 2018 levels Target 1.4: By 2023, at least 10 targeted training programs on food security and food safety related matters are conducted Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 1.1: Improve fisheries policy, legislative and management frameworks to align with international standards, best practices and obligations Action 1.1a: Review and ratify the Fisheries law • MoFMRA AGO, PO, MoED, MMRI, MoEn Action 1.1b: Review and revise the existing regulatory framework for fisheries management and aquaculture [To be coordinated and implemented with Action 1.1c of Environmental Protection & Preservation subsector matrix] • • • • • MoFMRA MCS, LGA, MMRI, AGO, MoT, MoEn, EPA Action 1.1c: Review and revise the existing regulation on marine scientific research • MoFMRA EPA, MoEn, MMRI, AGO Action 1.1d: Review and revise the existing Grouper Management Plan and the existing Bait-Fishery Management Plan • • • MMRI LGA, MCS, MoFMRA, MoEn, EPA Action 1.1e: Develop Management Plans for Tuna Fisheries, Reef Fisheries, Billfish Fishery, Sea Cucumber, Recreational Fishery, Marine Aquarium Fishery and Diamondback Squid Fishery • • MMRI MoFMRA, EPA, MoEn S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES32 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.2: Improve data collection and management on biological, ecological, and socio-economic aspects of fisheries to support evidence based policymaking Action 1.2a: Implement nationwide biological studies, size sampling, and monitoring programmes for oceanic fishery resources • • • • • MMRI MoFMRA Action 1.2b: Study the spatio-temporal and exploitation patterns in reef and bait fisheries • • • • • MMRI MoFMRA, MoEn Action 1.2c: Review, revise and implement the Reef-Based Fisheries Sampling Programmes across the country • • • • • MMRI MoFMRA Action 1.2d: Incorporate Marine Aquarium Fishery sampling and survey data collection into the Fisheries Information System (FIS) [To be coordinated and implemented with Action 2.3b of ICT subsector matrix] • • • • MoFMRA NDC, MMRI, MoCST, CTO Action 1.2e: Provide support to fishery data collection, sampling and information dissemination work by assigning Fisheries Extension Officers in key fishing regions [To be coordinated and implemented with Action 2.1c of Decentralisation subsector matrix] • • • • • MoFMRA LGA, Local Councils, MMRI, CSC, MoF Action 1.2f: Strengthen and increase logbook data coverage for commercial fisheries • • • • • MMRI MoFMRA BLUE ECONOMY 33 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.3: Enhance monitoring, control and surveillance of fisheries to comply with national and international instruments and market requirements Action 1.3a: Revamp the existing Vessel Monitoring System (VMS) for full-scale implementation of VMS for licensed fishing vessels [To be coordinated and implemented with Action 2.3b ICT subsector matrix] • • • • • MoFMRA NDC, MoCST, CTO, MNDF Action 1.3b: Introduce and implement electronic monitoring (e-observer systems) as an alternative for human observers [To be coordinated and implemented with Action 2.3b of ICT subsector matrix] • • • • • MoFMRA NDC, MoCST, CTO Action 1.3c: Introduce and implement electronic catch effort reporting for key commercial fisheries [To be coordinated and implemented with Action 2.3b of ICT subsector matrix] • • • • MoFMRA MMRI, NDC, MoCST, CTO Action 1.3d: Train and assign officers from relevant enforcement authorities to monitor compliance with existing regulations • • MoFMRA MMRI, MCS, MNDF, PSTI, MPS Action 1.3e: Implement the National Plan of Action on Illegal, Unregulated and Unreported Fishing • • • • • MoFMRA MNDF, MCS, EPA, MPS Action 1.3f: Enhance the existing fishery licensing system to allow the Ministry to keep a comprehensive record of fishing fleets, processors and exporters within the fisheries and aquaculture sectors [To be coordinated and implemented with Action 2.3b of ICT subsector matrix] • • • • MoFMRA MTA, MoTCA, NDC, CTO, MoCST Strategy 1.4: Ensure the quality and safety of the Maldivian fishery products Action 1.4a: Formulate and implement a national framework for traceability and quality assurance, across the value chain • • MoFMRA MIFCO, STO, Fishermen’s Association, MFDA, Industry Action 1.4b: Conduct training programmes on quality inspection, food hygiene and safety, and good manufacturing practices of fish and fishery products, with a specific focus on small and medium scale fish producers [To be coordinated and implemented with Action 1.1i of Health subsector matrix] • • • • • MoFMRA MFDA, HPA, PSTI, MoED, MoH Action 1.4c: Conduct training on Hazard Analysis Critical Control Points (HACCP) • • MoFMRA MFDA, HPA, MoH, PSTI S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES34 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.1: Expand reef health assessment, rehabilitation and restoration [M56] Action 2.1a: Continue monitoring the overall reef health through implementation of the National Coral Reef Monitoring Framework [To be coordinated and implemented with Action 2.4a and 3.1a of Environmental Protection & Preservation subsector matrix] • • • • MMRI MoEn, EPA, MoFMRA Action 2.1b: Carry out settlement and/or recruitment studies of corals to better understand where restoration and rehabilitation efforts could be maximised • • MMRI MoFMRA, MoEn Action 2.1c: Establish a coral nursery as part of the coral rehabilitation efforts, as a repository of corals and other species • • • • MMRI Resorts, NGOs, MoT, MoFMRA, MoEn Action 2.1d: Collate and manage all reef health data collected through the existing centralised database [To be coordinated and implemented with Action 2.3b ICT subsector matrix] • • • • • MMRI MoFMRA, MoEn, IUCN, NDC, CTO Action 2.1e: Establish a mechanism for coral reef rehabilitation and close off specific dive and surf spots, and fish aggregation sites until they are restored [MM2.1.9] [To be coordinated and implemented with Action 2.4c of Environmental Protection & Preservation subsector matrix] • • • MMRI EPA MoEn, MoFMRA Strategy 2.2: Increase research on Endangered, Threatened and Protected (ETP) species and species of special interest Action 2.2a: Conduct studies on shark abundance, depredation and behaviour [To be coordinated and implemented with Action 3.1e of Environmental Protection & Preservation subsector matrix] • • • • MMRI MoFMRA, MoT, Resorts, MoEn Policy 2: Ensure the integrity and well-being of the marine ecosystems Targets: Target 2.1: By 2023, at least 7 of the 15 designated National Coral Reef Monitoring sites are monitored and status of coral reef ecosystems are published annually Target 2.2: By 2023, at least 1 pilot coral reef rehabilitation programme at a selected site is established by MMRI based on findings of recruitment and connectivity studies Target 2.3: By 2023, the initial shark abundance assessment findings are published BLUE ECONOMY 3 5 Policy 3: Strengthen institutional capacity and foster international and multi-sectoral partnerships Targets: Target 3.1: By 2023, at least 2 new training programmes exist on marine resource management Target 3.2: By 2020, MMRI has at least 2 new partnerships with international collaborators Target 3.3: By 2023, MMRI has held at least 2 Marine Science Symposia Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.1: Improve human resource development of the fisheries sector Action 3.1a: Coordinate with MoHE, TVETA and MNU to increase technical capacity on marine resource management [To be coordinated and implemented with Action 7.1a of Higher Education subsector matrix] • • • • • MoFMRA MoHE, TVETA, MNU, MMRI, PSTI Strategy 3.2: Enhance infrastructural capacity of MMRI Action 3.2a: Establish a laboratory complex in MMRI premises where fisheries, agriculture and marine research services are provided under a single entity • • • MMRI MoFMRA, MoF, MoNPI Strategy 3.3: Foster international and multi-sectoral partnerships Action 3.3a: Engage with Indian Ocean Tuna Commission (IOTC) to amplify concerns of Maldives and/or coastal states, in development of harvest strategies for key IOTC species • • • • • MoFMRA MSPEA, IOTC Action 3.3b: Lead G16 Coastal States in negotiations of allocation of fishing opportunities for IOTC species • • • • • MoFMRA MoFA Action 3.3c: Conduct Cetacean Symposium in 2020 • MoFMRA MMRI, MoFA, MoF, MoEn Action 3.3d: Conduct Maldives Marine Science Symposium • • MoFMRA S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES36 Policy 4: Promote employment in fishery and marine resource sector Targets: Target 4.1: By 2023, at least 20 targeted training programs conducted for school children across the country Target 4.2: By 2023, at least 5 targeted training events conducted for disadvantaged groups in fishing communities Target 4.3: By 2023, at least 75 fishery-based SMEs received training on financial management and entrepreneurship development Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.1: Promote and encourage youth participation in the fishery sector [M60, 68] Action 4.1a: Conduct Marine Science Camp and school awareness programs on a regular basis [MM7.4.1] • • • • • MoFMRA MMRI, MoE Action 4.1b: Conduct training programs on longline, diamondback squid fishing, and yellowfin quality improvement • • • • MoFMRA MIFCO, MMRI, MoYSCE Action 4.1c: Coordinate with National Career Guidance Centre (NCGC) to provide career guidance focusing on fishery sector [To be coordinated and implemented with Action 1.6a of Higher Education subsector matrix] • • • • • MoFMRA MMRI, MoYSCE, MoHE, NCGC, Higher Secondary Schools Strategy 4.2: Promote the inclusion of disadvantaged groups in fishing communities (i.e.: women, youth, and PWDs) at all stages of the value-chain in the fishery sector [MM4.4.2] Action 4.2a: Conduct advocacy campaigns in selected fishing communities on inclusivity within the sector • • • MoFMRA MMRI, BC, MoED, MoGFSS, MAPD, NGOs Action 4.2b: Conduct training programs focusing on post harvesting and trading activities for women and PWDs • • • MoFMRA MoED, MMRI, BC, MoGFSS, NGOs Action 4.2c: Strengthen institutional support for women and PWDs to provide better access to market information, and use of FinTech and digital banking to enhance economic empowerment [M59] [To be coordinated and implemented with Action 4.3a & 4.3b of ICT subsector matrix] • • • • MoFMRA MoED, MoGFSS, MMA, CTO, BC, NDC BLUE ECONOMY 3 7 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.3: Facilitate the implementation of mentoring and entrepreneurship programs that can effectively turn subsistence fishing and fishery production into profitable and sustainable ventures [M60] Action 4.3a: Coordinate with BCs and conduct trainings in small fishery business management [To be coordinated and implemented with Action 2.1a of SMEs subsector matrix] • • • • MoFMRA MoED, BC Action 4.3b: Conduct trainings for SMEs within the fisheries sector, on the importance and the techniques of sound financial management, bookkeeping, and establishing credit worthiness [To be coordinated and implemented with Action 1.1d & 2.1a of SMEs subsector matrix] • • • • MoFMRA MoED, BC Strategy 4.4: Improve occupational health and safety standards for fishermen [To be coordinated and implemented with Action 2.2d of Labour, Employment & Migration subsector matrix] Action 4.4a: Conduct workshops on managing risks during SCUBA diving for fishermen • • • • • MoFMRA DAM, MNDF, Fishermen’s Association, MoH, Higher Education Institutions Action 4.4b: Introduce measures to promote decent work standards consistent with international standards in the field of fishery • • • • • MoFMRA ILO, MoED, Fishermen’s Association Strategy 4.5: Establish a Social Protection Platform for fishermen Action 4.5a: Review and revise the Maldives Retirement Pension Scheme (MRPS) to facilitate participation of fishermen [MM7.6.1] [To be coordinated and implemented with Action 1.3c of Social Protection subsector matrix] • • • • MPAO MoF, MoFMRA Action 4.5b: Strengthen the implementation of ‘Mas Dhoani’ Account and use of ‘Masveriya’ Card [MM7.6.2, 7.6.3] [To be coordinated and implemented with Action 3.4e of Economic Diversification subsector matrix] • • • • MoFMRA BML, MoF S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES38 Policy 5: Increase profitability from fishery activities (‘Hama Agu’ Policy) [MM7.1] Targets: Target 5.1: By 2023, an economic feasibility study exists for the establishment of live bait as a separate fishery Target 5.2: By 2023, increase and sustain ice production capacity to at least 40% from 2019 baseline Target 5.3: By 2023, at least 75% of fishery businesses benefited from ‘Fahi Hakatha’ – scheme for administering diesel duty exemption Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 5.1: Establish bait fishery as a separate fishery [MM7.3.1] Action 5.1a: Assess and review economic and technical feasibility for converting live bait fishery to an independent live bait fishery sector and establishment of live bait stocking systems • • • MMRI MoFMRA Strategy 5.2: Promote and facilitate access to technologies and techniques to increase profitability, improve catch quality, and reduce postharvest losses [MM7.4.2] Action 5.2a: Strengthen the implementation of ‘Kandufalhuge Nafaa’ loan scheme to establish ice plants in RUCs and SRUCs [To be coordinated and implemented with Action 2.2a of SME subsector matrix] • • • • • MoFMRA BML, SDFC, MoED, MoNPI Action 5.2b: Strengthen the implementation of ‘Kandufalhuge Nafaa’ loan scheme to establish Refrigerated Sea Water (RSW) systems on board fishing vessels [MM7.3.3] [To be coordinated and implemented with Action 2.2a of SME subsector matrix] • • • • • MoFMRA BML, SDFC, MoED Action 5.2c: Strengthen the implementation of ‘Kandufalhuge Nafaa’ loan scheme to facilitate use of bird radars on pole and-line and/or hand line fishing vessels [To be coordinated and implemented with Action 2.2a of SME subsector matrix] • • • • • MoFMRA BML, SDFC, MoF, MoED Action 5.2d: Facilitate the design and build of next generation ‘Masdhoani’ through finance schemes [MM7.2.4] • • MoFMRA MoED, MMA, BML, MoF Action 5.2e: Discontinue subsidies and incentives for unsustainable fisheries [To be coordinated and implemented with Action 2.2h of Environmental Protection & Preservation subsector matrix] • • • • • MoFMRA MoEn BLUE ECONOMY 3 9 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 5.3: Support the establishment of improved infrastructures and public services for fishermen and related stakeholders Action 5.3a: Launch and implement ‘Fahi Hakatha’ to improve access to fuel and lower operational costs [M62, MM7.2.3] • • • • • MoFMRA MIFCO, MoF, MoED, STO Action 5.3b: Deploy and maintain Fish Aggregating Devices (FADs) in different locations, in line with the National Spatial Plan • • • • • MoFMRA MoF Action 5.3c: Explore Public Private Partnership (PPP) schemes to enable establishment of offshore fisheries platforms [M63, MM7.2.3] • • MoFMRA MoED, MTA, MCS, MNDF, MPS Action 5.3d: Review and revise the regulatory framework to facilitate off-loading operations in foreign ports [M62] • • • MoFMRA MTA, MCS, AGO Action 5.3e: Upgrade Male’ City fish market to ensure better service quality and the availability of fish and seafood products [M49] • • • Male’ City Council MoNPI, MoFMRA Action 5.3f: Establish fish markets across the country, in line with the National Spatial Plan [MM7.4.3] • • • • Local Councils MoNPI, MoFMRA Action 5.3g: Establish ice plants in accessible locations within the most commonly utilised fishing grounds [MM7.3.4] • • • • MoFMRA Local Council, MMRI, MoNPI Strategy 5.4: Promote Maldivian fishery and fishery products to improve market access and stimulate greater profit margins [M58] Action 5.4a: Conduct programmes and projects in coordination with the industry and related stakeholders to maintain Marine Stewardship Council (MSC) Certification of the Maldives Fisheries, and facilitate certification to other segments • • • • • MoFMRA MSPEA, Industry, MMRI Action 5.4b: Promote Maldivian fish and fishery products to international markets [A19] [To be coordinated and implemented with Strategy 3.1 of Foreign Affairs subsector matrix] • • • • • MoFMRA MFDA, HPA, MoFA, MoED Strategy 5.5: Investigate, identify and facilitate the use of underdeveloped or unexploited fisheries resources Action 5.5a: Conduct exploratory surveys on oceanic resources • MoFMRA MoED, MoEn, MMRI Action 5.5b: Facilitate financial mechanisms that can effectively stimulate private and foreign investments in explorative oceanic fisheries activities • • • MoFMRA MoED, MoFA S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES40 Policy 6: Promote value-addition of fish and fishery products Targets: Target 6.1: By 2021, value-adding facilities established, and new value addition of fish and fishery products piloted in at least 5 RUCs in line with the National Spatial Plan Target 6.2: By 2023, at least MVR 50 million is disbursed as loans to small scale fishery businesses (SMEs) Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 6.1: Support the diversification of value-added fishery products in the islands, in order to foster new market opportunities Action 6.1a: Implement the amended licensing regulation on filtered smoke and carbon monoxide (CO) treated fish and fishery product • • MoFMRA MFDA, MoED, AGO, Industry Action 6.1b: Establish small-scale value-added fish processing facilities in selected islands in line with National Spatial Plan [M64] • • MoFMRA MoED, Local Councils, LGA, MoF, MoNPI Action 6.1c: Implement an import duty exemption scheme for fisheries projects aimed at improving value-addition, including items imported for vessel development [MM7.3.2] • • • • • MoFMRA MCS, MoF, MoED, Industry Action 6.1d: Revoke the exclusive arrangements made with limited companies for purchase of skipjack tuna, to open up skipjack tuna processing sector for new investments • • • MoFMRA AGO, MoED, Industry, MoF, STO, MIFCO Action 6.1e: Provide access to SME loan schemes specific to value addition of fishery and fishery products, with a specific focus on women entrepreneurs [MM7.6.4] [To be coordinated and implemented with Action 2.2a of SME subsector matrix] • • • MoFMRA SDFC, MoED Strategy 6.2: Strengthen the role of fisheries cooperatives/ Value Chain Companies (VCCOs) by linking-up fishermen with other value-chain stakeholders, to foster profitability Action 6.2a: Facilitate the development of forward contracts between the markets and SMEs with a focus on women led businesses [To be coordinated and implemented with Action 2.2a of SME subsector matrix] • • • • MoFMRA MoED, BC BLUE ECONOMY41 Policy 7: Develop aquaculture industry to diversify the fisheries sector and reduce dependency on wild stocks Targets: Target 7.1: By 2023, a multi-species hatchery exists with capacity to cater to at least 50 grow-out farmers Target 7.2: By 2023, at least 3 accredited training courses on aquaculture offered at Maniyafushi Training and Demonstration Facility Target 7.3: By 2020, the Aquatic Animal Health Laboratory is operational and with diagnostic services Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 7.1: Facilitate local engagement in aquaculture activities [M65, M66] Action 7.1a: Operate a government-constructed and outsourced central multi-species hatchery to provide seed stock to parties interested in engaging in grow-out business and to produce and supply milkfish fingerlings to fishermen to partially replace live bait for pole and line tuna fishery • • • MoFMRA MMRI, Industry Action 7.1b: Establish grouper and sea cucumber grow-out farms in island lagoons to provide productive gains for communities • • • • • MMRI MoFMRA, Local Councils, MoED Action 7.1c: Facilitate solar powered pumps in mariculture hatcheries [M67] [To be coordinated and implemented with Strategy 2.2 of Clean Energy subsector matrix] • • MMRI MoFMRA, MoF, SDFC, MoEn Action 7.1d: Construct and operate mariculture hatcheries and demonstration farms in the North and South of the country to facilitate aquafarming in island lagoons and natural brackish water ponds to facilitate the dissemination of information and transfer of technology and to foster the development of the aquaculture sector • • • • • MMRI MoFMRA Action 7.1e: Develop accredited basic and advanced mariculture courses for vocational training institutions • • • MMRI MoFMRA, TVETA, MQA, MoHE Action 7.1f: Utilise Maniyafushi Training and Demonstration Facility to conduct training for stakeholders and showcase mariculture technologies • • • • MMRI MoFMRA S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES42 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 7.2. Facilitate value chain development for mariculture products Action 7.2a: Provide quality assurance training for mariculture entrepreneurs • • MMRI MoFMRA, MFDA Action 7.2b: Establish certification mechanisms for aquaculture commodities, in order to improve their marketing and increase profit margins • • MMRI MoFMRA, MFDA, HPA, MoED Action 7.2c: Facilitate buying agreements with resorts and traders for community mariculture entrepreneurs • • MMRI MoFMRA, Resorts, MoT Action 7.2d: Provide soft loans for mariculture entrepreneurs [To be coordinated and implemented with Action 2.2a of SME subsector matrix] • • • MMRI MoFMRA, SDFC, MoED Strategy 7.3: Provide aquatic animal health services to stakeholders of the aquaculture sub-sector, in order to sustain biosecurity and control the spread of aquatic diseases Action 7.3a: Establish and operate an aquatic animal health laboratory • • • • • MMRI MoFMRA Action 7.3b: Monitor aquatic animal health status of hatcheries and aquafarms • • • • • MMRI MoFMRA Action 7.3c: Operate a national quarantine facility to facilitate safe importation of permitted live aquatic animals for aquaculture purposes • • • • • MMRI MoFMRA, MCS, MoH Strategy 7.4: Ensure environmental health and biosecurity in aquaculture development Action 7.4a: Review and revise the existing Aquaculture Development Plan and aquatic animal health strategy and ensure that all aspects of aquaculture development are addressed in the planning and development processes • • MMRI MoFMRA Action 7.4b: Introduce subsidies for conservation friendly fisheries [To be coordinated and implemented with Action 2.2k of Environmental Protection & Preservation subsector matrix] • • • • MoFMRA MoEn, MoF BLUE ECONOMY 4 3 Policy 8: Strengthen the role of education, research and technology in development and promotion of the fisheries and aquaculture sectors Targets: Target 8.1: By 2022, Catalogue of Fishes of the Maldives is updated and published Target 8.2: By 2020, a web-enabled database to manage and monitor research permits is implemented Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 8.1: Facilitate inclusion of fisheries and aquaculture related modules into the national curricular, in order to raise awareness, knowledge and capacities of younger generations towards the fisheries sector Action 8.1a: Facilitate to improve the existing curriculum for Marine Science [To be coordinated and implemented with Strategy 2.1 of Education subsector matrix] • • MoFMRA MoE, NIE, MMRI Action 8.1b: Collaborate with national and international institutes to develop and improve fisheries and marine science education • • MMRI MoFMRA, MoE, NIE Strategy 8.2: Address the challenges and opportunities of the fisheries sector through education, research and innovation Action 8.2a: Establish a repository of marine scientific and socio economic research and traditional knowledge pertaining to the Maldives • • • MMRI MoFMRA, MNU, MoE, NL Action 8.2b: Update and periodically publish a catalogue of living marine organisms in the Maldives • • • MMRI MoFMRA Strategy 8.3: Promote and monitor the conduct of marine scientific research by private and public parties Action 8.3a: Develop a web-portal to maintain information on research application for effective monitoring [To be coordinated and implemented with Action 2.3b of ICT subsector matrix] • MoFMRA MMRI, NDC, MoCST, CTO SAP S T R A T E G IC A C T IO N P L A N 2 0 19 2 0 2 3 G O V E R N M E N T O F M A L ID V E S 44 1. 2 AGRICULTURE There are many constraints holding back the agriculture sector from reaching its full potential. This includes a lack of capacity such as, insufficient technical skills and poor institutional capacity and legal framework for promoting sustainable agriculture, weak policy implementation, weak quarantine, veterinary, and laboratory facilities, lack of appropriate infrastructure for agricultural value chains (storage, transportation, market, electricity, quality water etc.), lack of farmers’ organisations, and inadequate availability of market information and lack of opportunities for women in leadership roles in the sector. This results in unsafe food production, degradation of ecosystems, abuse of or, inefficient use of resources, and increased pest and disease damage in agricultural systems. The aforementioned challenges are addressed through several policy interventions. This includes strengthening agricultural value chains and productive capacity of farmers, increasing the role of agriculture in achieving food safety and food security, mainstreaming sustainable agricultural practices, and strengthening institutional coordination, policy and regulatory framework and the availability of data for the development of overall subsector. BLUE ECONOMY 4 5 Policy 1: Ensure that the competitiveness of the agriculture sector is promoted, improved and sustained, in both domestic and foreign markets Targets: Target 1.1: By 2023, 01 Agricultural Market established in Greater Male’ Region; 02 Regional Agricultural Markets established; and Agri-boat operational in 03 regions covering 07 atolls Target 1.2: By 2023, at least 1,500 farmers & 10 agricultural enterprises including 300 women benifited from the loan scheme Target 1.3: By 2023, 02 Agri-centres will be developed; 04 Commercial Poultry Farms, 03 Commercial Goat Farms and 10 agri-farms are operational Target 1.4: By 2023, 20 Commercial Farms are M-GAP Certified Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.1: Develop market infrastructure and linkages for local agricultural produce Action 1.1a: Develop 2 regional markets in N. Manadhoo and G.Dh. Thinadhoo • • • MoFMRA MoNPI, LGA, Local Councils Action 1.1b: Establish a new market facility in Greater Male’ region • • MoFMRA Male’ City Council, MoNPI, LGA Action 1.1c: Establish a mobile marketing and haulage ferry service “Agri-Boat” to link producers to markets [M76, A19] [To be coordinated and implemented with Policy 2.1e of Transport Network subsector matrix] • • MoFMRA MoED, MoNPI, MoTCA S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES46 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.2: Increase institutional and technical support in the development of agribusinesses Action 1.2a: Provide technical and financial support to existing Farmer Community Based Producer Organisations (CBPOs) • • • • MoFMRA SDFC, Local Councils, LGA Action 1.2b: Establish a National Agricultural SOE – Maldives Agriculture Corporation [M76] • MoFMRA MoED, MoF Action 1.2c: Introduce new and adoptive post-harvest technologies to process local mango, coconut, papaya, and chili • • • • • MoFMRA Action 1.2d: Implement tax reduction mechanisms for agricultural inputs [A19] • • MoFMRA MoED, MCS, MoF Action 1.2e: Coordinate with SDFC to facilitate a credit scheme targeting agricultural enterprises [To be coordinated and implemented with Strategy 2.2 & 2.3 of SME subsector matrix] • • • • • MoFMRA SDFC, MoED Action 1.2f: Design and implement a loan program through SDFC with a specific focus on women farmers [M72] [To be coordinated and implemented with Strategy 2.2 of SME subsector matrix] • • • • • MoFMRA SDFC, MoED Action 1.2g: Provide agricultural entrepreneurship programs at community level with a specific focus on women [M73] • • • • MoFMRA SDFC, MoGFSS Strategy 1.3: Establish medium scale production facilities in selected regions and identify crops and animals for value addition Action 1.3a: Coordinate with BC and BCC to develop Agri Centres to technically and financially support medium to small scale producers in selected RUCs [A19] • MoFMRA MoED, MoNPI, LGA, SDFC Action 1.3b: Develop commercial poultry and animal farming in selected islands in line with the National Spatial Plan [M78] • • • • MoFMRA Local Councils, LGA Action 1.3c: Develop agri-farms (in nearby uninhabited islands) with production infrastructure in selected regions [M74] • • • MoFMRA Local Council, LGA Strategy 1.4: Integrate Good Agricultural Practice (GAP) standards into the legal framework and support farmers (commercial and subsistence) in GAP certification Action 1.4a: Introduce and enforce M-GAP certification for commercial agricultural producers and small-scale farmers, to improve the standards of production and quality of produce [M71] [To be coordinated and implemented with Action 1.1j of Health subsector results matrix] • • • • • MoFMRA Local Councils, MFDA, AGO BLUE ECONOMY 4 7 Policy 2: Ensure that the agricultural sector significantly increases its contribution to food security and safety Targets: Target 2.1: By 2023, at least 02 Urban Gardening Plots (ready for commercial sale) established in each population hub Target 2.2: By 2023, training programs coupled with inputs assistance (cuttings and seedlings) conducted for 20 islands Target 2.3: By 2023, 40 potential major agricultural islands receive planting materials and necessary training to grow selected crops focused on import substitution Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.1: Improve livelihoods through development of urban agricultural models for edible crops and aesthetic plants (flowering, medicinal, and aromatic plants) [To be coordinated and implemented with Action 1.7b of Resilient Communities subsector matrix] Action 2.1a: Establish and pilot ‘urban gardening models’ in 2 RUCs • • MoFMRA MoNPI, Local Councils, LGA Strategy 2.2: Increase production of traditional crops to ensure nutrition safety of communities Action 2.2a: Encourage the sourcing and cultivation of traditionally grown high nutritional value varieties of fruits and vegetables to farming islands to increase production, and promote use of locally grown produce [M77] • • • • MoFMRA Local Councils, LGA Strategy 2.3: Increase production of identified crops for self-sufficiency and reduction of imports Action 2.3a: Facilitate interventions to increase cultivation of 5 major agricultural crops that has potential for production and has high import volumes [M77] • • • • MoFMRA Local Councils, LGA, MCS Action 2.3b: Review and revise the import policy to alleviate farmer production costs to create a balanced competitive market environment [M77] • • • • MoFMRA MoED, MCS S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES48 Policy 3: Mainstream climate smart and sustainable agricultural practices Targets: Target 3.1: By 2023, IPM Guidelines are fully implemented in at least 50 agricultural islands Target 3.2: By 2023, 50 islands received training in homebased hydroponics systems and sustainable irrigation technologies Target 3.3: By 2023, 05 Coconut based Agroforestry systems will be developed and modelled in Agricultural Centres Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.1: Reduce economic and ecological wastage from agricultural practices by introducing climate-smart modern agricultural technologies Action 3.1a: Enforce Integrated Pest Management (IPM) practices in agricultural systems • • • • MoFMRA AGO, LGA Action 3.1b: Develop suitable agricultural composting systems • • MoFMRA MoEn, AGO, People’s Majlis Action 3.1c: Introduce new technologies to combat crop and animal pests and diseases • • • • MoFMRA MoEn Action 3.1d: Establish home-based hydroponics systems in selected islands [M70, A19] • • • • • MoFMRA Local Councils, LGA Strategy 3.2: Introduce agroforestry practices to agricultural systems Action 3.2a: Develop Agroforestry systems in selected islands to promote a sustainable agricultural economic model – coconut based agroforestry systems [To be coordinated and implemented with Action 2.7p of Environmental Protection & Preservation and Action 1.7e of Resilient Community of subsector matrices] • • • • MoFMRA Local Councils, LGA, MoEn, EPA, MNU BLUE ECONOMY 4 9 Policy 4: Ensure that meaningful partnership opportunities are fostered with stakeholder institutions, in order to improve capacity and access to relevant data and mobilisation of resources Targets: Target 4.1: By 2023, the national agriculture sensitisation campaign is implemented Target 4.2: By 2023, at least 150 people are trained with MQA certification in agriculture to support agriculture extension at island level Target 4.3: By 2023, at least 2,000 farmers benefited from agriculture extension support services from 60 locations Target 4.4: By 2023, at least 2 trained personnel provide veterinary services at national level, and 2 regional plant and animal quarantine facilities are operational Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.1: Strengthen national agricultural data collection capacity Action 4.1a: Review and revise the Agriculture Law to integrate agricultural statistical data collection • MoFMRA NBS, MoNPI, AGO, People’s Majilis Action 4.1b: Strengthen agricultural data collection mechanisms through ICT infrastructure, better coordination at national and local level, and increased capacity building [To be coordinated and implemented with Action Policy 2.3b of ICT subsector matrix] • • • MoFMRA MoHE, PSTI, LGA, MoCST, Local Councils, NDC, NBS, CTO Strategy 4.2: Enhance efficient use of resources for sustainable agriculture Action 4.2a: Review and revise guidelines on land allocation and mapping of arable land • • • • • MoFMRA MoNPI, AGO, LGA Action 4.2b: Increase efficiency of resource allocation through capacity building • • • • MoFMRA MoNPI, AGO, LGA S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES50 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.3: Sensitise and build capacity of children and youth to the importance of agriculture to support overall social development and livelihoods Action 4.3a: Incorporate agriculture as a core subject in the national school curriculum and integrate agricultural advocacy through school clubs • • MoFMRA MoE Action 4.3b: Develop and implement a National Agriculture Campaign to promote agriculture at all levels of the community • • • • MoFMRA MoYSCE, MoH, LGA, PSM Action 4.3c: Conduct MQA certified agricultural training programs through TVETA • • MoFMRA MoE, TVETA, MQA, PSTI Action 4.3d: Conduct agricultural training and internship programs through Agricultural Centres in selected islands [M73] • • • • • MoFMRA Local Councils, LGA Strategy 4.4: Strengthen technical capacity of Agricultural Officers and Island Councils Action 4.4a: Train local officers in selected islands to support agricultural activities • • • • • MoFMRA Local Councils, LGA, PSTI Strategy 4.5: Strengthen agricultural research that feeds into development of extension systems Action 4.5a: Conduct research specific to the Maldivian agricultural context to increase productivity and align with best practices • • • • • MoFMRA Local Councils, LGA Action 4.5b: Develop extension materials to raise awareness and communicate the benefits of alternative technologies and their correct applications in agriculture • • • • • MoFMRA Local Councils, LGA, MoEn Strategy 4.6: Reduce dependency on expatriate labour, and empower and encourage local participation in agriculture Action 4.6a: Improve enforcement of existing monitoring mechanisms to regulate expatriate labour involvement in local agriculture • • • • MoFMRA Immigration, AGO, Local Councils, LRA, MoED Action 4.6b: Implement divestment plans for existing expatriate workers to maximise local employment in the agriculture sector • • • • MoFMRA MoED, Immigration, AGO, Local Councils, LRA BLUE ECONOMY51 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.7: Improve national plant health and veterinary services Action 4.7a: Strengthen the National Veterinary Services • • • • MoFMRA HPA, MFDA, AGO Action 4.7b: Strengthen infrastructural and technical capacity of the Plant and Animal Quarantine and Diagnostic Services • • • MoFMRA MCS, MACL, MPL Action 4.7c: Establish regional plant and animal quarantine services • • MoFMRA MCS, MACL, MPL Action 4.7d: Strengthen capacity of National Plant Protection Organisation • • • MoFMRA MCS, MoE SAP S T R A T E G IC A C T IO N P L A N 2 0 19 2 0 2 3 G O V E R N M E N T O F M A L ID V E S 52 1.3 TOURISM The economy derives its growth mainly from the tourism sector. Tourism receipts’ contribution to the current account comprises of about 59 per cent of GDP. Despite expansion of supply of bed capacity, the Maldives has been able to maintain high occupancy rates and premium pricing1. However, this superior market position is vulnerable. All goods required by the resorts are imported. This pattern is difficult to change due to the lack of economies of scale for local production and high transportation costs within the country. In addition, the percentage of Maldivians employed in tourist resorts remain low. The guesthouse sector is expanding rapidly and provides for better opportunities of access into the tourism industry for local communities. The tourism sector comes with its own set of challenges including waste management, land-use planning, limited use of green energy, and cultural views on tourism expansion in inhabited islands2. The tourism subsector has several key policy priorities to address these challenges. This includes consolidating the Maldivian tourism industry through maintaining its premium position in world 1 An estimated 33 – 100 percent premium over similar accommo dation in Fiji, Mauritius, Palau and Bali32F IMF 2017. Maldives Staff Report for the 2017 Article IV Consultation 2 Draws from Ministry of Tourism 2019. Stage 1 Situation Analysis (draft); Government of Maldives 2019. Statistical Yearbook of Maldives 2018; World Bank 2015. Maldives Systematic Country Diagnostic Identifying Opportunities and Constraints to Ending Poverty and Promoting Shared Prospe markets and penetrating new niche markets, expanding and diversifying existing tourism facilities and products to include new bed capacity, conference services, and sports and adventure tourism. Policy priorities at the same time focus on increasing the benefits of tourism for locals through increased local partnerships between hotels and local communities, matchmaking opportunities for marketing local products, and increasing the representation of Maldivians, particularly women in tourism related employment. The Government intends to address issues relating to employment rights through introduction of minimum wage, regulation of service charge, and strengthening labour rights. A key priority of the subsector is to expand the emerging guest house tourism sector in the Maldives. BLUE ECONOMY 53 Policy 1: Maintain Maldives’ position in world markets Targets: Target 1.1: By 2023, tourist arrivals from markets such as Russia, India, Middle East, and China, and other new markets increased by 20% compared to 2018 levels Target 1.2: By 2023, partnership agreements exist with at least 5 organisers of global sporting events and 5 environmental organisations Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.1: Pursue effective promotion to harness untapped new markets Action 1.1a: Conduct research into best practices on promotion and marketing in the tourism sector in collaboration with research institutes • • MoT MMPRC, MoHE, MNU Action 1.1b: Formulate and implement the marketing and promotion plan • • • • • MMPRC MoT Action 1.1c: Increase funding for promotion and channel marketing resources to new and emerging sectors of tourism guesthouses, liveaboards [MM2.1.6] [To be coordinated and implemented with Strategy 4.1 of SMEs subsector matrix] • • • • • SDFC MoT, MMPRC Strategy 1.2: Deploy more innovative approaches in marketing and promotion Action 1.2a: Utilise new age marketing tools for tourism promotion • • • • • MMPRC MoT Action 1.2b: Promote sports and adventure tourism, MICE tourism, and ecotourism in the Maldives [MM2.1.7] • • • • • MMPRC MoT Action 1.2c: Host a travel writer and bloggers retreat in the Maldives [MM2.1.7] • • • • • MMPRC MoT, MoACH Action 1.2d: Counter the misinformation and emerging labels of high-risk and/or threats linked to Maldives, in order to promote the country as a safe destination [To be coordinated and implemented with Action 3.1c of National Security and Public Safety subsector matrix] • • • • • MoT PO, MoFA MoD, MPS, NCTC, MMPRC S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES54 Policy 2: Diversify the tourism products offered by Maldives Target: Target 2.1: By 2023, 35,000 new tourism beds are delivered Target 2.2: By 2023, at least 2 halal tourism-based products and/or facilities are available Target 2.3: By 2023, at least 5 events of the following are held - international conference, international entertainment event and international sea sport festival Target 2.4: By 2023, at least 3 marina and 1 cruise ship terminal are operational Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.1: Introduce at least 35,000 new tourist beds within the next 5 years (including resorts, guesthouses) with a focus on balanced distribution of facilities across the country [MM2.1.10] Action 2.1a: Establish and ensure the delivery of new tourist beds in line with the National Spatial Plan • • • • • MoT MoNPI, MoF, MIRA Strategy 2.2: Develop facilities to tap into the halal tourism market [M88] Action 2.2a: Formulate policies, rules and regulations in line with Islamic principles to tap into the halal tourism market • MoT MoIA, AGO Action 2.2b: Attract investors to develop halal tourism in the Maldives • MoT MoED Action 2.2c: Identify a specific island for halal tourism and allocate at least one island for the purpose in the bidding process of tourism islands • MoT MoF, MoNPI Action 2.2d: Facilitate an understanding between banks and MoED to introduce new Shari’a compliant finance schemes for the development of halal tourism [M88, MM2.1.5] • • MoT MoED, MoF Strategy 2.3: Establish Maldives as a conference and events destination [MM2.1.7] Action 2.3a: Organise and convene at least one international conference and international entertainment event every year • • • • • MoT MMPRC Action 2.3b: Attract creative industry retreats that match the image of the Maldives MoT MoACH Action 2.3c: Ensure the development of Meetings, Incentives, Conferences and Exhibitions (MICE) tourism in line with National Spatial Plan • MoT MoNPI, AGO, MoF, LGA, MMPRC BLUE ECONOMY 55 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.4: Establish Maldives as a destination for sports, cultural and adventure tourism [MM2.1.7] Action 2.4a: Attract international sea sports festivals to the Maldives through partnerships with international event companies [To be coordinated and implemented with Strategy 1.7c of Sports subsector matrix] • • • • MoT MMPRC, MoYSCE Action 2.4b: Introduce lifeguard services in all islands where water sports and recreation services are provided • • • • MoT MoNPI, MNDF, Local Councils Action 2.4 c: Establish partnerships with global sporting organisations [To be coordinated and implemented with Action 1.7c of Sports subsector matrix] • • • • • MoT MMPRC, MoYSCE Strategy 2.5: Develop yacht and cruise tourism infrastructure [MM2.1.8] Action 2.5a: Develop a marina with yachting harbour and bunkering facilities in RUCs in line with the National Spatial Plan • MoT MoNPI, MoF Action 2.5b: Develop a cruise terminal in the Greater Male’ Region [To be coordinated and implemented with Action 2.3a of Transport Network subsector matrix] • MoT MoTCA, MoNPI, MoF, Male’ City Council S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES56 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.6: Integrate eco-tourism to existing and upcoming products [MM2.1.9] Action 2.6a: Facilitate in the preparation of management plans and regulations promoting eco-tourism for sustainable management of protected areas [To be coordinated and implemented with Action 2.3b of Environmental Protection & Preservation subsector matrix] • • • • MoEn MoT, Tourist Establishments Action 2.6b: Develop regulatory measures to facilitate market instruments and/or incentives for biodiversity conservation [To be coordinated and implemented with Action 1.1c of Environmental Protection & Preservation and Action 5.2e of Fisheries & Marine Resources subsector matrix] • • • MoFMRA MoT, MoEn, AGO Action 2.6c: Provide fiscal and non-fiscal incentives for resorts to undertake programmes on ecosystem restoration and conservation [To be coordinated and implemented with Action 2.2c and Action 2.2j of Environmental Protection & Preservation subsector matrix] • • • MoEn MoT Action 2.6d: Establish partnerships with international environmental organisations • • MoT MoEn, MMRPC BLUE ECONOMY 57 Policy 3: Increase benefits of tourism to local communities Targets: Target 3.1: By 2023, at least 20 CSR initiatives met intended objectives Target 3.2: By 2023, at least 3 of the RUCs have a marketplace for local products Target 3.3: By 2023, at least 10 partnership arrangements are achieved as an outcome of the proposed bi-annual meetings between resort management and local councils Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.1: Increase partnerships between resorts and local communities in island level economic and social development initiatives [MM2.2.1] Action 3.1a: Establish a formal mechanism to request for support through CSR initiatives of tourism establishments • • MoT Local Councils, MoF, MIRA Action 3.1b: Strengthen relations between local councils and resort management through biannual meetings • • • • • MoT Local Councils, LGA Action 3.1c: Develop a marketplace at RUCs for the sale of tourism related local products • • • • MoT Local Councils, MoED, MoNPI Strategy 3.2: Facilitate market access from resorts for SMEs involved in upstream and downstream tourism related goods and services Action 3.2a: Facilitate promotional mechanisms where resorts prioritise locally made arts, crafts and cuisines, over imports [To be coordinated and implemented with Action 1.4a of Arts, Culture & Heritage subsector and Action 4.2e of the SME subsector matrix] • • • • MoT MMPRC, Industry MATI, MoACH, MoED, MoGFSS Action 3.2b: Provide support to locals in professions within the tourism service value chain [To be coordinated and implemented with Action 1.4a of Arts, Culture & Heritage subsector matrix] • • • • MoT MoACH, MoED S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES58 Policy 4: Increase the representation of Maldivians employed in the tourism sector Targets: Target 4.1: By 2023, at least 30,000 benefited from the Tourism Training Fund Target 4.2: By 2023, training institutes proposed in H.Dh. Nolhivaranfaru and L. Gan are operational and have recruited trainees Target 4.3: By 2023, internationally accepted standards on HR integrated into at least 10 developmental contracts Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.1: Increase awareness on career development opportunities within the tourism sector Action 4.1a: Initiate a resort visit programme for senior secondary school students • • • • • MoT MoE Action 4.1b: Facilitate to improve technical curriculum content and combine with practicals and field visits [To be coordinated and implemented with Action 6.3a of Education subsector matrix and Strategy 1.6 of Higher Education subsector matrices] • • • • MoT MoHE, MoE Action 4.1c: Facilitate to include soft skills modules (communication, personal care, time management, problem solving, and negotiation) in the tourism curriculum [To be coordinated and implemented with Action 6.3a of Education subsector matrix] • • • • • MoT MoE, MoHE Action 4.1d: Conduct awareness and information dissemination on tourism industry employment prospects [To be coordinated and implemented with Strategy 3.1 of Labour, Employment and Migration subsector matrix] • • • • • MoT MoE, MoHE, MoED Action 4.1e: Conduct roadshows in 5 different atolls every year on tourism industry awareness • • • • MoT MoE, MoHE, Local Councils, MoED, MoYSCE Action 4.1f: Conduct tourism industry job fair annually to attract locals to senior and technical positions • • • • MoT MoE, MoHE, MoYSCE Action 4.1g: Implement a policy whereby the resorts conduct a job fair in the respective atoll during pre-opening • • • • MoT Tourist Resorts, MoYSCE, MoHE, MoED, Local Councils BLUE ECONOMY 59 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.2: Operationalise a Tourism Training Fund [MM2.3.1] Action 4.2a: Establish a Tourism Training Fund (TTF) for providing training and educational opportunities for locals in the tourism sector [MM2.3.1] • • • • • MoT MoF, MoHE, MIRA Action 4.2b: Formulate and implement a policy requiring resorts that do not meet the minimum hiring requirement of locals, to make mandatory contributions to the TTF [MM2.3.4] • • • • MoT MoED, MATI, MBA, DAM, MATATO, MAYA, ATA, GAM, TEAM Action 4.2c: Enable eligibility for higher education and training through certification of work experience within the hospitality service industry • • • • • MoT MoHE Action 4.2d: Incorporate human resource commitments such as training and overseas exposure for staff as a mandatory requirement for all new lease bid documents as well as agreements [To be coordinated and implemented with Action 3.1 of Labour, Employment & Migration subsector matrix] • • • • • MoT MoED, MATI, MBA, DAM, MATATO, MAYA, ATA, GAM, TEAM Strategy 4.3: Create a conducive environment for local resort employees [MM2.3.7, MM2.3.8] Action 4.3a: Promote the adaptation of internationally recognised human resource standards on facilities and services available to staff, with a specific focus on women employed in resorts [MM2.3.3] • • • • MoT MoED, MATI, MBA, DAM, MATATO, MAYA, ATA, GAM, TEAM Action 4.3b: Encourage alignment and incorporation of HR standards that aligns with the Employment Act and international best practices into resort regulations [MM2.3.3] • • • • • MoT MoED, MATI, MBA, DAM, MATATO, MAYA, ATA, GAM Action 4.3c: Ensure availability of regular and reliable transportation for commute from nearby local islands to resort of employment [MM2.3.8] • • • MoT MoTCA, MTA, Local Councils S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES60 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.4: Review and strengthen the implementation of rules and regulations relating to employment of locals in the industry [M87, M90, MM 2.2.3] Action 4.4a: Review and discuss with relevant government authorities to strengthen the Employment Act to reflect the current developments in the tourism labour market [To be coordinated and implemented with Action 1.1a, 2.2b & 2.2c of Labour, Employment & Migration subsector matrix] • MoT AGO, MoED, People’s Majlis Action 4.4b: Formulate and enforce a regulation under the Employment Act regarding collection and fair distribution of service charge [MM2.3.2] [To be coordinated and implemented with Action 2.2c of Labour, Employment & Migration subsector matrix] • • LRA MoT, MATI, MoED, MTUC, Employer Federation, NTLAC, TEAM Action 4.4c: Revise the policy on local:foreign parity in the tourism sector through a consultative process, with the objective to increase the percentage of locals at all levels, with a specific focus on senior and technical levels [M91] • • MoT MoED, MATI, MBA, DAM, MATATO, MAYA, ATA, GAM, TEAM Action 4.4d: Implement divestment plans for existing expatriate workers to maximise local employment in the tourism sector [MM2.3.3] • • • • MoT TEAM, MoED Action 4.4e: Conduct awareness on Sexual Abuse and Harassment Act to all staff working in tourist establishments [To be coordinated and implemented with Action 2.2a of Gender Equality subsector matrix] • • • MoT MoGFSS, TEAM Action 4.4f: Incorporate compliance monitoring of Sexual Abuse and Harassment Act in tourist establishments, including complaints redressal as part of the Quality Audits of Tourist Resorts • • • • MoT MoGFSS, TEAM Action 4.4g: Develop and utilise the tourism industry human resource database to track compliance with parity policies [To be coordinated and implemented with Strategy 2.3 of ICT subsector matrix] • • • MoT NDC, MoCST, TEAM, Private Sector, CTO BLUE ECONOMY61 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.5: Develop a world class national hospitality training institute Action 4.5a: Expedite development of training institutes for which plots have been leased in H.Dh. Nolhivaranfaru and L. Gan • • MoT Lease parties, Local Councils, MoHE Action 4.5b: Facilitate financing of the development of training institutes in H.Dh. Nolhivaranfaru and L. Gan through the Fund Management Corporation Limited (FMCL) • MoED Lease parties, Local Councils, FMCL, MoT S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES6 2 Policy 5: Strengthen monitoring capacity and the regulatory framework governing the tourism industry Targets: Target 5.1: By end of 2021, all tourism related regulations are revised based on consultations with industry relevant stakeholders Target 5.2: By 2023, red tape on administrative procedures reduced by 20% compared to 2018 levels Target 5.3: By 2023, digital monitoring software is fully utilised for monitoring new resort development projects Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 5.1: Introduce a participatory mechanism to reform the legal framework governing the tourism sector Action 5.1a: Facilitate consultations with tourism industry stakeholders in amending relevant tourism related regulations [MM2.3.3] • • • MoT MATI, MATATO, GAM, MBA, TEAM, MMPRC, IOM, AGO, Local Councils Action 5.1b: Review and revise the existing regulatory framework governing resort development with a view to enhance business viability and reduce red tape in administrative procedures • • MoT AGO, MoED Action 5.1c: Review and update the existing Travel Agency regulation with stakeholder consultations with a view to promote local travel agent businesses [MM 2.2.3] • MoT MATATO, MoED Action 5.1d: Facilitate participation of local councils and other elected officials in identifying sites for tourism development [To be coordinated and implemented with Action 1.3b and Action 2.1f of Decentralisation subsector matrix] • • • • • MoT Local Councils, LGA, MoNPI Strategy 5.2: Facilitate effective monitoring of resort development projects Action 5.2a: Monitor compliance of mandatory requirements in agreements for tourism development projects • • • • • MoT Action 5.2b: Develop a digital data management software to monitor upcoming tourist establishments [To be coordinated and implemented with Action 2.3b of ICT subsector matrix] • • MoT NDC, MoCST, CTO Action 5.2c: Facilitate timely remedies through identification of financing opportunities for development and marketing of distressed resort developmental projects [MM2.1.4] • • • MoT MoED, MoF, MMPRC BLUE ECONOMY 6 3 Policy 6: Achieve sustainable growth in the guesthouse tourism sector Targets: Target 6.1 By 2023, at least 60% of guesthouse facilities are inspected Target 6.2: By 2023, at least 10 boutique hotels and/or homestay facilities are available Target 6.3: By 2023, at least 50 islands offer culture-based tourism services Target 6.4: By 2023, Rashu website is operational in 50% of islands with guesthouse facilities Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 6.1: Develop institutional and legal framework for promotion of guesthouse tourism [M88, MM2.1.5] Action 6.1a: Formulate new regulations for the guesthouse sector through a consultative process • MoT GAM, MMPRC, AGO Action 6.1b: Formulate policies, rules, and regulations for promoting guesthouse tourism in line with Islamic principles and cultural values of Maldives [MM 2.1.5] • MoT GAM, AGO, MoIA Action 6.1c: Formulate policies, rules and regulations regarding boutique hotels and homestay • MoT AGO, MoED, Local Councils, LGA Action 6.1d: Strengthen institutional capacity to oversee the local tourism sector • MoT CSC, PO, MoF Action 6.1e: Empower island councils to assume the role of a front office in promotion and regulation of tourism activities at the island level [M89, MM2.1.3] [To be coordinated and implemented with Action 2.1f of Decentralisation subsector matrix] • • • • • LGA MoT, LGA, LGTI, MMPRC Action 6.1f: Consolidate island level data on history, culture, heritage sites, traditions and natural features including underwater heritage sites of all administrative islands for tourism related marketing to be disseminated through the “Rashu” website platform [M36, MM2.1.3] [To be coordinated and implemented with Policy 2 of ICT and 1.6c of Tourism subsector matrices] • • • • MoT Local Councils, NDC, MoACH, DOH, LGA, MoTCA, CTO S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES64 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 6.2: Provide assistance to diversify tourism industry to cater for services that appeal to different age groups in the form of cultural tourism, adventure tourism, cruise liners, medical tourism, sports tourism, and yachting [MM2.1.7] Action 6.2a: Facilitate financing through SDFC, FMCL for projects focusing on diversification of the local tourism experience • • • • MoED MoT, SDFC, FMCL Action 6.2b: Promote Maldivian culture as part of tourism • • • • • MMPRC MoT, MoACH, GAM Strategy 6.3: Improve the safety and security aspacts of the guesthouse tourism sector Action 6.3a: Formulate minimum standards and/or guidelines for Tourism Safety and Security and roll-out a sustainable audit mechanism for the guesthouse sector • • MoT GAM Action 6.3b: Conduct regular audits to monitor compliance on the standards and guidelines on tourism safety and security [To be coordinated and implemented with Action 4.1e of National Security and Public Safety subsector matrix] • • MoT GAM, MNDF, MPS Action 6.3c: Establish Tourist Scouts • • MoT Scouts Association, GAM Action 6.3d: Expand tourist police function to regional areas with guesthouse tourism [To be coordinated and implemented with Action 4.1e of National Security and Public Safety subsector matrix] • • MoHA MPS, GAM, MoT Action 6.3e: Develop a standardised guidance package for solo travellers • • MoT MPS, GAM B L U E E C O N O M Y 65 1.4 SMALL & MEDIUM ENTERPRISES (SMEs) The Government recognises the potential of the Small and Medium Enterprise (SME) sector in creating a more resilient and diversified economy as well as creating more employment opportunities, particularly in the outer atolls. Achieving these goals will require addressing a number of constraints. There is an under-developed entrepreneurial culture with low awareness and appreciation for entrepreneurship, and limited business incubation facilities. Businesses have low levels of productivity, with obstacles to the use of technology and innovation stemming from low level of capital investment. Other constraints include limited access to finance and access to markets. There are high collateral requirements and interest rates for bank loans and absence of a land valuation system that could help enable a collateralised system. There is limited focus and know-how on marketing and branding, including underutilisation of ICT and e-commerce platforms and payment methods, inefficient and costly transport and logistics, limited collaboration between SMEs and large enterprises for market access, and underdeveloped middlemen in the value chain network. In addition, the policy and regulatory environment has many shortcomings; the absence of widespread awareness and use of a common definition of SMEs, virtually non-existent targeted data collection on SMEs, and ad-hoc SME policy coordination among government agencies. The subsector sets targets to address these key barriers through expansion and strengthening of existing SME development support services including training and entrepreneurship skills development, increasing opportunities for financing including the setup of a SME bank, promoting productivity, technology, and innovation, increasing market access opportunities and strengthening overall institutional focus, prioritisation and accountability within the government for SME development. S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES66 Policy 1: Promote entrepreneurship and human capital development [M93] Targets: Target 1.1: By 2021, at least 5 new BCs are operational Target 1.2: By 2023, 60% of registered SMEs have received a business-related training Target 1.3: By 2023, 30% increase in number of registered women-led SMEs Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.1: Expand the geographic reach of Business Centres (BCs) and increase the range of business support services Action 1.1a: Establish Business Centres (BC) at local councils in different atolls and train Economic Officers at the councils to provide assistance to SMEs [To be coordinated and implemented with Action 2.3f of Decentralisation subsector matrix] • • • BCC MoED, MoNPI, LGA, Local Councils, NGOs Action 1.1b: Provide training programs in areas of business management quarterly and increase outreach of BC services for inclusivity, with a specific focus on women and PWDs • • • • • BCC MoED, TVETA, MoHE, NGOs Action 1.1c: Empower BCs to provide mentoring, coaching, and counselling services with walk-in arrangements • BCC MoED, TVETA, MoYSCE, MoHE Action 1.1d: Facilitate ICT solutions for businesses in inventory management and book-keeping [To be coordinated and implemented with Action 2.3b of ICT subsector matrix] • • BCC MoED, MIRA, NGOs Action 1.1e: Provide youth with targeted entrepreneurship skills training and development through BCs, in coordination with MoYSCE [To be coordinated and implemented with Strategy 3.3b of Youth subsector matrix and Action 2.1c of Arts, Culture & Heritage subsector matrices] • • • BCC MoYSCE, MoED, MoACH Action 1.1f: Establish incubation platforms and co-workspace for entrepreneurs in RUCs and SRUCs in line with the National Spatial Plan [To be coordinated and implemented with Action 4.2d of ICT subsector matrix] • BCC MoNPI, MoCST, MoYSCE, CTO, NDC BLUE ECONOMY 6 7 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.2: Enhance skill development and promote delivery of entrepreneurship education at all levels of the education system Action 1.2a: Collaborate with MoHE and TVETA to incorporate entrepreneurship education into TVET programs [To be coordinated and implemented with Strategy 5.1 of Higher Education subsector matrix] • MoED TVETA, TVEC, BCC, MoHE Action 1.2b: Launch an SME online training portal to deliver basic training courses on business and financial management [To be coordinated and implemented with Action 2.3b of ICT subsector matrix] • BCC Polytechnic, TVETA, NDC, MoCST, CTO Action 1.2c: Facilitate start-up kits and finance for TVETA and/or TVEC graduates • • • • MoED MoHE, MoYSCE S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES68 Policy 2: Improve access to finance to SMEs Targets: Target 2.1: By 2023, 120 micro enterprises, 720 small enterprises and 360 medium enterprises benefits from SDFC Target 2.2: Between 2019 and 2023, at least 10 SMEs benefit from the CGS programmes annually Target 2.3: By 2021, 40% of SDFC loan portfolio is allocated to women, youth and PWDs Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.1: Promote financial literacy and sound financial management practices Action 2.1a: Conduct financial literacy programs for micro & small businesses with a special focus on women and youth • • • • • BCC SDFC, MoED Action 2.1b: Conduct awareness programs on taxation in collaboration with MIRA • • • • • BCC MIRA, SDFC, MoED Action 2.1c: Conduct specialised training programs on business plan development • • • • BCC MoED Strategy 2.2: Expand and promote SME focused lending Action 2.2a: Rationalise utilisation of funds through SDFC by channelling financing schemes for SMEs in acceleration stage towards priority economic sectors • • • • SDFC BCC, MoED Action 2.2b: Expand the outreach of the Credit Guarantee Scheme (CGS) • • • • BCC MoED, MMA Action 2.2c: Earmark SDFC funds for vulnerable groups [To be coordinated and implemented Action 5.1a & 5.1b of Social Protection subsector matrices] • • • • SDFC MoED, BCC, MoYSCE, MoGFSS Action 2.2d: Establish a channel for loan applicants to easily access business support services from BCs • • • • SDFC MoED, BCC Strategy 2.3: Establish alternative financing through non-traditional sources Action 2.3a: Promote equity financing options for SMEs and start-ups • • • BCC SDFC, MoED Action 2.3b: Facilitate avenues for angel investments, crowd funding and venture capital funds • • BCC SDFC, MoED BLUE ECONOMY 6 9 Policy 3: Promote productivity, technology, and innovation Targets: Target 3.1: Between 2019 and 2023, at least 10 SMEs, half of which are women-led, benefit from a large enterprise annually Target 3.2: By 2023, at least 50 SMEs adopted green SME initiatives Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.1: Create a conducive environment to enhance SME productivity through technology and innovation Action 3.1a: Establish a mechanism to facilitate technology transfer from large enterprises to SMEs on production methods and innovative practices • • • BCC MoED Action 3.1b: Provide technical support to mechanise production and input processes • BCC SABAH, MoED Action 3.1c: Launch a green SME initiative to encourage SMEs to migrate to cleaner technologies • • • BCC MoED, MoEn Action 3.1d: Integrate technological support for start-ups through the business incubator platforms [To be coordinated and implemented with Action 4.2d of ICT subsector matrix] • • • MoED BCC, NDC, MoCST, CTO Action 3.1e: Establish co-ordination arrangements between universities and SMEs to collaborate on R&D to realise commercial possibilities • • MoED BCC, UNDP, MoHE S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES70 Policy 4: Improve market access and internationalisation Targets: Target 4.1: By 2023, a cost-effective and suitable payment gateway exists for SMEs to do business internationally Target 4.2: By 2022, public procurement targets SMEs through establishing a quota of 15% of all public procurement Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.1: Enhance SME marketing capabilities Action 4.1a: Conduct trainings targeting SMEs to improve their understanding of marketing and branding with a special focus on women and youth • • • • • BCC MoED, MoSCT Action 4.1b: Utilise BCs to provide capacity building in SME marketing • • • • • BCC MoED Strategy 4.2: Improve market reach and support internationalisation for SMEs Action 4.2a: Promote development of cost-effective payment gateways and systems [To be coordinated and implemented with Action 4.3a of ICT subsector matrix] • • CTO MoED, MMA, MoCST Action 4.2b: Implement FinTech policies to foster the growth of national payment systems and services to facilitate easy financial transactions [To be coordinated and implemented with Action 4.3a of ICT subsector matrix] • • CTO NDC, MoED, MMA, MoCST Action 4.2c: Provide information and advisory services on international market needs and standards for SME products (packaging) • MMA MoED, BCC Action 4.2d: Facilitate SMEs to promote products on existing online platforms and create business-to-business platforms, forums and events to connect buyers, sellers and intermediaries across the country [To be coordinated and implemented with Action 4.3a of ICT subsector matrix] • • • • MoED CTO, MoCST Action 4.2e: Establish links with resorts and facilitate access of SMEs to the resort market [To be coordinated and implemented with Action 3.2a of Tourism subsector matrix] • • • • MoED MoT, Resorts, Local Councils Action 4.2f: Facilitate access to local and international markets for SMEs enabling them to sell local products at airport duty free, resorts, international platforms and trade fairs • • • • • BCC MoED, MACL, MoF, MoFA, MoT BLUE ECONOMY71 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.3: Strengthen infrastructure to facilitate market access in RUCs and SRUCs in line with National Spatial Plan Action 4.3a: Establish Sarahaddhee Bazaaru and Bandharu Bazaaru in collaboration with local councils [M82] [To be coordinated and implemented with Strategy 1.1 of Agriculture subsector matrix] • • • MoED MoNPI, Local Councils, MoFMRA, MoTCA Action 4.3b: Facilitate in the establishment of supply ferries in collaboration with local councils and MoTCA • • • MoED MoTCA, MoNPI, Local Councils S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES72 Policy 5: Enhance accountability and facilitate data-driven policymaking Targets: Target 5.1 By 2023, SDFC maintains a repayment rate of 92% Target 5.2: By 2022, a common SME definition is institutionalised at national level by all organisations Target 5.3: By 2023, an alternative dispute resolution mechanism for SMEs is established Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 5.1: Ensure accountability through greater systematisation, transparency, monitoring and reporting Action 5.1a: Develop an SME rating system: SME Competitiveness Rating for Enhancement (SCORE) • • BCC MoED, MIRA Action 5.1b: Establish a monitoring mechanism to review the performance of SDFC clients • • • • BCC MoED, SDFC Strategy 5.2: Institute data driven SME policy making Action 5.2a: Strengthen the data collection framework on SME sector [To be coordinated and implemented with Action 2.3b of ICT subsector matrix] • BCC MoED, CTO, NDC Action 5.2b: Monitor SME policy performance through benchmarking, especially those that have been provided government support • • BCC MoED Action 5.2c: Incorporate a focused section on SMEs in the Industrial Development Strategy document and ensure its implementation • • • • MoED BCC Strategy 5.3: Simplify and strengthen existing legislations to create an enabling environment Action 5.3a: Review and revise the SME Act to reflect current best practices • • • • MoED BCC, AGO, People’s Majlis Action 5.3b: Review and revise public finance regulations on procurement to provide special consideration for SMEs • • • • MoED MoF, AGO Action 5.3c: Design and implement a regulatory impact assessment framework to examine and measure the likely benefits, costs, and effects of new or existing regulations related to SMEs • MoED BCC, AGO Action 5.3d: Facilitate an alternative dispute resolution mechanism for SMEs [To be coordinated and implemented with Action 2.3a of Rule of Law & Judicial Reform subsector matrix] • • MoED BCC, AGO, MIAC, CC B L U E E C O N O M Y 73 1.5 LABOUR, EMPLOYMENT & MIGRATION Maldives has an underutilised labour force with a large proportion of women and young people left out of the workforce. Youth face a skills mismatch compared to industry specific skill needs. Effective career guidance, mentoring and internship programmes are insufficient and unavailable. There is no coherent policy to attract and create avenues for new labour market entrants, and limited opportunities for upskilling or professional, technical, and vocational education. Women are considered as the main caregiver in families, and lack of adequate childcare facilities, and alternative and flexible working arrangements prevent them from achieving economic independence. There is a lack of incentive to encourage hiring of women, along with cultural barriers and stereotyping. Poor working conditions and occupational health and safety standards are key shortcomings in the labour sector. There are challenges specific to managing the foreign workforce. This includes poor quota policy formulation, administration, and compliance with laws, and the absence of a client charter and service standards. Fraudulent labour recruitment practices exist, leading to human trafficking. Additionally, challenges exist in the governance of the labour market including the absence of tripartite labour consultative mechanisms and nationally recognised employer bodies, lack of a legal framework to recognise and govern labour unions, and lack of timely review and revision to labour laws and regulations to ensure compliance with International Labour Organisation’s (ILO) obligations to which Maldives is a signatory. To address these gaps, the subsector outlines several priorities. This includes measures to reduce wage inequalities, strengthening labour governance, increasing employability of youth, women and persons with disabilities (PWDs), and improving migration management alongside with the expatriate workers’ management and introduction of unemployment benefits. S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES74 Policy 1: Promote fair compensation and ensure equal pay for work of equal value to reduce wage inequalities Targets: Target 1.1: By 2020, minimum wage is implemented Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.1: Ensure an equitable and a fair salary framework [M143] Action 1.1a: Conduct a tripartite dialogue and GAP Analysis on Employment Act and National Pay Policy Act with the Equal Remuneration Convention of ILO • • MoED PC, ILO, MTUC, IOM, LRA, MoF Action 1.1b: Integrate key aspects of the Equal Remuneration Convention to the Employment Act and National Pay Policy Act to ensure gender equality and entitlement to equal remuneration for both genders [M143] • • MoED ILO, AGO, People’s Majlis, MTUC, IOM, LRA, MoF, PC Action 1.1c: Operationalise the amendments to the Employment Act and National Pay Policy Act to align with the Equal Remuneration Convention • • MoF ILO, AGO, People’s Majlis, LRA, MoED, PC Action 1.1d: Establish a monitoring mechanism to ensure employers compliance to the Employment and National Pay Policy Acts • • MoED PC, ILO, LRA Strategy 1.2: Categorise and establish a minimum wage based on related economic factors consistent with international labour standards [M143, MM3.3.7, A19] Action 1.2a: Operationalise the Salary Advisory Board as per the Employment Act • MoED PC, ILO, MTUC, Employer Federation Action 1.2b: Coordinate with National Bureau of Statistics (NBS) to review and better understand household income and expenditure data • • MoED PC, ILO, NBS, MoNPI Action 1.2c: Develop a new minimum wage salary structure through a consultative process inclusive of industry stakeholders, based on relevant data • • MoED PC, ILO, PO, MTUC, MoYSCE, NGOs Action 1.2d: Formulate and enact Minimum Wage Law • • MoED AGO, People’s Majlis, ILO BLUE ECONOMY 75 Policy 2: Strengthen the legislative framework to ensure fair practices in employment Targets: Target 2.1: By 2023, job security provisions are enforced in the Employment Act Target 2.2: By 2023, occupational health and safety standards are systematically monitored in fisheries, health, construction and tourism sectors Target 2.3: By 2023, Industrial Relations Act is enacted Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.1: Ensure job security for the working mother and father [M143] Action 2.1a: Review and revise the Employment Act to provide job security for the working mother and father and ensure its implementation • • MoED AGO, People’s Majlis, PC, MTUC, NTLAC Action 2.1b: Coordinate with MoGFSS and MoYSCE to provide working mothers and fathers, access to affordable childcare facilities [To be coordinated and implemented with Action 3.5a of Gender Equality & 5.1c of Social Protection subsector matrices] • • MoED MoYSCE, MoGFSS, MTUC, Employer Federation S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES76 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.2: Amend and enforce the Employment Act [M143] Action 2.2a: Conduct a review and/or study of past unfair dismissal cases and identify gaps in state institutions employment regulations and/or policies to minimise recurrence of future incidents • • MoED AGO, LRA, CSC, SOEs, EToM, Independent Commissions Action 2.2b: Review and revise the Employment Act, through a tripartite process in order to recognise flexi work, part-time work and introduce provisions to protect rights of part-time and contract workers • • MoED AGO, People’s Majlis, MTUC Action 2.2c: Formulate and enforce a regulation under the Employment Act regarding collection and fair distribution of service charge [MM2.3.2]MM2.3.2] [To be coordinated and implemented with Action 4.4b of Tourism matrix] • • LRA MoED, MTUC, Employer Federation, NTLAC, MoT Action 2.2d: Formulate and enforce Occupational Health and Safety Standards in line with international standards [To be coordinated and implemented with Action 2.1j of Health, Action 4.1d of Waste as Resource, & Action 4.4b of Fisheries & Marine Resources subsector matrices] • • MoH MoED, MoFMRA, CSO, MoEn, MACI, TEAM, ILO, MATI, MFDA Action 2.2e: Revive and ensure proper functioning of the National Tripartite Labour Advisory Council (NTLAC) as a forum for social dialogue on labour and employment governance • • MoED ILO, MTUC, NTLAC BLUE ECONOMY77 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.3: Formulate a legal framework to govern employer employee rights in accordance with international treaties that the Maldives is party to [M144] Action 2.3a: Conduct a review for establishment of a tripartite Industrial Relations framework • MoED ILO, MTUC, Employer Federation, LRA, TEAM, Teacher’s Association, MACI, MATI, Fisherman’s Association, Maldivian Nurses Association, and CSOs Action 2.3b: Enact an Industrial Relations Law in line with ILO convention standards • • MoED AGO, MTUC, Employer Federation, LRA, People’s Majlis, TEAM, Teacher’s Association, MACI, MATI, Fisherman’s Association, Maldivian Nurses Association S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES78 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.4: Implement a framework that recognises the role of women who carry out unpaid and unrecognised labour at home as a major contributor to economic growth [M51] Action 2.4a: Coordinate with MoGFSS, NBS, UN Women and UNFPA to review existing data on time use to document and recognise the value of unpaid care work • • MoED MoGFSS, NBS, UN Women, UNFPA, NGOs promoting women’s economic empowerment Action 2.4b: Increase awareness through public education and targeted messaging campaigns on giving due recognition to unpaid labour • • • • MoGFSS MoED, UN Women, UNFPA, NGOs, PO Action 2.4c: Study and review budget development processes that uses real costs and benefits alongside with cash transactions, to move towards policy development processes that analyse the real impacts of policy changes on men and women • • • • MoF MoED, UN Women, MoGFSS, NGOs, PO Action 2.4d: Conduct a participatory study on the impact of reductions in budgets and changes in policies that governs the social sector, which has direct and indirect impacts on women’s role as caregivers, their well-being, and financial security • • • • MoGFSS MoED, UN Women, NGOs, NBS, PO Action 2.4e: Conduct a participatory study to measure and analyse contributions of women to tourism, fisheries, agriculture, and self-employment as entrepreneurs • • • • MoED UN Women, NGOs, NBS, MoGFSS, PO, MoEn, MoT, MoFMRA Action 2.4f: Conduct a gender analysis of workplace policies and cultures to assess the changes that need to be brought to accommodate and account for women’s unpaid responsibilities • • • • MoED CSC, PO, NBS, NGOs, UN Women, MoGFSS Action 2.4g: Adopt complete economic measures such as the Genuine Progress Indicator that takes into account the social, economic, and environmental factors contributing towards the well-being of a society • • • MoED MMA, NBS, MoGFSS, UN Women, NGOs BLUE ECONOMY 79 Policy 3: Increase employment prospects for vulnerable groups Targets: Target 3.1: By 2023, at least 10,000 people benefited from employment support services of the job centres Target 3.2: By 2023, career portal utilised by 10,000 potential users Target 3.3: By 2023, skills programmes offered by TVET are streamlined to meet the needs of industries and support economic diversification Target 3.4: By 2023, GURAHA is utilised by at least 500 PWDs and 75 visually impaired persons Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.1: Institutionalise employment support services [M145, MM3.3.5, MM3.3.6, A19] Action 3.1a: Coordinate with MoYSCE and National Career Guidance Centre (NCGC) to establish job centres with career guidance units, within existing community facilities [To be coordinated and implemented with Strategy 3.3 of Youth subsector matrix] • • • • • MoED MoYSCE, NCGC, MoHE, MoE Local Councils, NGOs Action 3.1b: Upgrade and launch the online job portal – GURAHA, which acts as a repository of information on jobs, skills, and qualifications, that provides job matching services for employers and job seekers [To be coordinated and implemented with Strategy 6.2 of Higher Education subsector matrix and Action 3.3g of Youth subsector matrices] • MoED MoYSCE, MoHE, TVETA Action 3.1c: Integrate design features in the GURAHA portal to allow increased accessibility to PWDs, including people with visual and hearing impairment [MM4.4.4, MM4.4.5] [To be coordinated and implemented with Action 4.1b of Family and Action 3.3d of Youth subsector matrices] • MoED MoHE, MoYSCE MoGFSS, Local Councils, NGOs Action 3.1d: Conduct sensitisation workshops on the GURAHA portal for all related stakeholders • • • • MoED MoHE, MoE, MoYSCE, MoGFSS, TVETA, Local Councils, Civil Society, Private Sector, Action 3.1e: Conduct a nation-wide study on skills gap to evaluate the current job market and identify the demands of the private sector [To be coordinated and implemented with Action 1.8a of Higher Education matrix] • MoED MoHE, TVETA, MoE, CSTI, MNU, NBS Action 3.1f: Coordinate with MoHE and TVETA to address the skills gap and foster necessary skills among job seekers [To be coordinated and implemented with Strategy 6.2 of Higher Education subsector matrix] • • • • • MoED TVETA, MoHE, Local Councils, NGOs S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES80 Policy 4: Increase protection of rights of PWDs in the employment sector Targets: Target 4.1 By 2023, at least 250 employers provide flexible working arrangements for PWDs Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.1: Utilise the skills and capabilities of PWDs by creating employment opportunities from the government and state-owned enterprises while ensuring a safe and respectable environment for them [MM4.4.2] Action 4.1a: Review the existing Employment Act and propose amendments to ensure rights of PWDs are protected in line with international standards [To be coordinated and implemented with Action 4.1b of Family subsector and Action 2.1a of Social Protection subsector matrices] • MoED MoGFSS, AGO, People’s Majlis, NGOs Action 4.1b: Establish flexible working arrangements for PWDs [To be coordinated and implemented with Action 4.1b of Family subsector matrix] • • • • • MoED MoGFSS, SOEs Action 4.1c: Increase accessibility of PWDs in government provided employment support services and vocational education • MoED MoGFSS, TVETA, MoHE, MoE, MoNPI Action 4.1d: Establish a grievance mechanism regarding difficulties in the workplace faced by PWDs [MM4.4.3] • MoED MoGFSS, SOEs, NGOs Action 4.1e: Establish a national recognition mechanism for employers that have a high ratio of PWDs as employees • MoED MoGFSS, NGOs BLUE ECONOMY81 Policy 5: Strengthen the framework on addressing the issue of irregular expatriate workers in line with international standards Targets: Target 5.1: By 2023, EXPAT online system has up-to-date information on irregular expatriate workers Target 5.2: By 2020, cross-sectoral institutional mechanism is functional Target 5.3: By 2023, irregular expatriate workers reduced by at least 33 % compared to 2018 levels Target 5.4: By 2023, Maldives receives an upgrade from the US trafficking in persons watch list from 2018 levels Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 5.1: Ensure fair practices, transparency, and accountability in implementation of Employment Approval Regulation [M94] Action 5.1a: Introduce and implement accountability measures in handling expatriate employment related approvals • • MoED IOM, AGO Action 5.1.b: Review and revise the existing Employment Approval Procedure • • MoED IOM, AGO Action 5.1c: Review and deploy system enhancements to achieve accountability, fair practices and transparency in employment approval process • • • • MoED NDC, IOM Strategy 5.2: Reform and improve the quota system for expatriate workers Action 5.2a: Establish a cross-sectoral institutional mechanism to address issues in determining quota approvals, utilising the support of local government and civil society • • • • MoED IOM, MoFA, MoD, MPS, Immigration, LRA, MoHA, AGO, NGOs Action 5.2b: Formulate and enforce policy and supporting regulations on import of foreign labour by nationality and skill level, and in determining the maximum number of years for expatriate workers by category of work • • MoED IOM, Immigration, MoFA, MoD, MPS, MoHA, LRA, AGO S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES82 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 5.3: Strengthen the implementation of the regulatory framework governing expatriate workers Action 5.3a: Amend the Employment Act and Immigration Act to simplify the process of expatriate employment • • MoED AGO, Immigration, IOM, People’s Majlis Action 5.3b: Upgrade the EXPAT online system to integrate data on irregular workers [To be coordinated and implemented with Action 2.3b of ICT subsector matrix] • • MoED IOM, NDC, CTO, MoCST Action 5.3c: Develop a coordinated, multi-sectoral mechanism to enforce regularisation • • MoED IOM, MPS Action 5.3d: Implement the Regularisation Program to address the issue of irregular expatriate workers • • MoED MPS, MoHA, IOM, Immigration Action 5.3e: Review, revise and enforce penalties on employers who fail to meet their legal obligations to their expatriate employees • • MoED MPS, MoHA, IOM, Immigration Strategy 5.4: Develop infrastructure and institutional capacity of enforcement agencies to effectively address irregular expatriate workers Action 5.4a: Develop a facility to detain expatriate workers in violation of the law post regularisation periods • • MoED MPS, MoHA, IOM, Immigration Action 5.4b: Review and revise the mandates and functional responsibilities of enforcement agencies to address existing issues in migration management • • MoED MPS, MoHA, IOM, Immigration Action 5.4c: Conduct multilingual coaching to enhance capabilities to communicate with expatriate populations • • MoED MPS, MoHA, IOM Strategy 5.5: Support the protection of victims of human trafficking and strengthen policy framework for prevention of human trafficking Action 5.5a: Increase capacity of law enforcement agencies to investigate and prosecute traffickers [To be coordinated and implemented with Action 4.2c of Rule of Law & Judicial Reform subsector matrix] • • • MoED MPS, MoHA, PGO, IOM Action 5.5b: Develop a referral mechanism to provide protection for victims of trafficking including shelter and psychosocial support • • • MoED MoGFSS, MoH, MPS, IOM, MRC Action 5.5c: Conduct awareness to increase public’s role in reporting human trafficking • • • • MoED IOM, MPS, MoHA Action 5.5d: Develop and disseminate information packages in multiple languages concerning rights of expatriate workers • • • • MoED IOM, MPS, MoHA BLUE ECONOMY 8 3 Policy 6: Introduce unemployment benefits in line with international standards Targets: Target 6.1: By 2023, at least 70% of eligible beneficiaries receive unemployment benefits Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 6.1: Facilitate the provision of unemployment benefits as determined by the Unemployment Act [A19] [To be coordinated and implemented with Strategy 1.4 of Social Protection subsector matrix] Action 6.1a: Formulate and enact the Unemployment Benefits Law • • • MoED NSPA, MoGFSS, AGO, ILO, People’s Majlis Action 6.1b: Establish criterion for categories eligible for unemployment benefits • • • MoED NSPA, MoGFSS, AGO, ILO SAP S T R A T E G IC A C T IO N P L A N 2 0 19 2 0 2 3 G O V E R N M E N T O F M A L ID V E S 84 1.6 ECONOMIC DIVERSIFICATION Maldives has a narrow economic base, with tourism and tourism related sectors contributing to more than two thirds of GDP. As a result, the economy is highly vulnerable to world travel patterns, as demonstrated by the economic slowdown owing to the international financial crisis of 2008. The 2004 tsunami also demonstrated the vulnerability of the country to natural disasters, along with climate related events that affected most of Maldives’ coral resource in 2016. Maldives is heavily dependent on imports for sustenance and livelihoods. Access to finance and capital markets, and suboptimal administrative and legal systems affect investment and trade potential. The subsector puts forward several reforms to facilitate a conducive business environment to promote trade, investments and economic diversification. This includes legislative reform, increasing partnerships for promoting investments and trade, as well as developing strategic infrastructure for airports, port and logistic hubs to boost economic activities, including measures to tap into new economic sectors. BLUE ECONOMY 8 5 Policy 1: Facilitate a conducive business environment [M111] Targets: Target 1.1: By 2023, 80% of business services provided from the Ministry of Economic Development are provided online Target 1.2: By 2022, time spent for processing import and export transactions reduced by 25% compared to 2018 levels Target 1.3: From 2022 onwards, trade transaction costs reduced by 10% compared to 2018 levels Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.1: Improve the regulatory framework governing trade and investments Action 1.1a: Review and revise the Companies Act in line with international best practices • • MoED AGO, People’s Majlis Action 1.1b: Review and revise the Foreign Investment Act to create a more conducive framework for investors • • MoED AGO, People’s Majlis Action 1.1c: Review and revise the Business Registration Act to provide for a harmonised regime on granting business permits • • MoED AGO, People’s Majlis Action 1.1d: Enact a Bankruptcy and Insolvency Law to establish proper mechanisms for businesses to file for insolvency and lay out a framework for insolvency resolution and business revival • • • MoED AGO, People’s Majlis Strategy 1.2: Strengthen cross sectoral coordination to ensure holistic and well-coordinated decision making on trade and investment Action 1.2a: Re-establish and strengthen the functioning of the Trade Facilitation Committee with both technical and political level representation from relevant ministries and institutions • • • • • MoED MoNPI, MoF, MoFMRA, AGO, MoT, MCS, MFDA, MIRA, MPL, MACL Action 1.2b: Improve the functioning of the Business Council to ensure a consultative process with the business community in deciding on key policy and regulatory matters relating to trade and investment • • • • • MoED MBuC, Individual Traders S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES86 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.3: Ensure a business environment that is safe, fair and transparent with emphasis on strengthening consumer protection and promoting intellectual property rights Action 1.3a: Review and revise the Consumer Protection Law to strengthen consumer rights, and promote and advance socioeconomic welfare • • MoED AGO, People’s Majlis, MBuC Action 1.3b: Enact a Competition Law to promote and ensure fair competition and to provide a framework to address anti competitive practices • • MoED AGO, People’s Majlis, MBuC Action 1.3c: Review and revise the Contracts Act and Sale of Goods Act with a view to modernise the current legislative framework governing contracts and sale of goods in line with international best practices • • • MoED AGO, People’s Majlis, MBuC Action 1.3d: Enact an Electronic Transaction Law to facilitate and promote public confidence on electronic transactions while giving legal recognition and certainty to domestic and international use of electronic transactions [To be coordinated and implemented with Action 1.2c of ICT subsector matrix] • • MoED CTO, MoCST, AGO, MMA, People’s Majlis Action 1.3e: Enact a Data Protection & Privacy Law to govern the collection, use and disclosure of personal data by organisations in a manner that recognises both the right of individuals to protect their privacy and personal data [To be coordinated and implemented with Action 1.2c of ICT subsector matrix] • • • CTO MoCST, MoED, AGO, People’s Majlis Action 1.3f: Enact a Trademarks Law to provide a legal framework for registration and protection of rights pertaining to trademarks [To be coordinated and implemented with Action 2.2d of Arts, Culture & Heritage subsector matrix] • • • • MoED AGO, People’s Majlis, MoACH, NGOs Action 1.3g: Enact a Geographical Indicators Law to provide a legal framework governing designation used on goods that have a specific geographical origin • • • • MoED MoNPI, AGO, People’s Majlis Action 1.3h: Enact a Patents Law to establish a legal framework to protect scientific inventions and other innovations • • • • MoED AGO, People’s Majlis BLUE ECONOMY 8 7 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.4: Improve ease of doing business in the Maldives [M111] Action 1.4a: Establish a National Single Window for trade to reduce the time and cost of importing and exporting goods • • • • • MoED MCS, MPL, MFDA, MDNS, MTA, MMA, MoF Action 1.4b: Increase the number of business services that are available online • • • • • MoED CTO, MoCST, NDC Action 1.4c: Review and revise the Revenue Stamps Act with a view to facilitate ease of doing business • • • • MoED MoF, CMDA, MSE, MIRA, People’s Majlis Action 1.4d: Expand the use of e-faas in government services [To be coordinated and implemented with Action 3.2c of ICT subsector matrix] • • • • • NDC MoED, CTO, MoCST S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES88 Policy 2: Increase the contribution of the private sector and FDI in strategic development initiatives and overall economic growth Targets: Target 2.1: By 2023, at least 2 Investment Promotion and Protection Agreements are implemented with 2 partners Target 2.2: By 2023, at least 3 strategic infrastructure projects are funded by FDI Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.1: Strengthen Invest Maldives and enhance its role in investment promotion and facilitation Action 2.1a: Carry out proactive efforts to disseminate information regarding standard procedures for investment and investment opportunities in the Maldives • • • • • MoED MoFA Action 2.1b: Strengthen the process of managing the Unsolicited Proposal Policy (USP Policy) framework • • • • • MoED PO, MoF Action 2.1c: Establish a monitoring mechanism for foreign investments that are admitted into the country • • MoED MoF Action 2.1d: Maintain constructive stakeholder relationships with investors and the business community • • • • • MoED MoFA, MoF Action 2.1e: Roll out a comprehensive and interactive website for investment promotion and facilitation • • • • • MoED CTO, MoCST, NDC Strategy 2.2: Enter into bilateral investment treaties and Free Trade Agreements with key trade and investment partners Action 2.2a: Enter into Investment Promotion and Protection Agreements with international partners [To be coordinated and implemented with Action 3.2b of Foreign Affairs subsector matrix] • • • • • MoED MoFA Action 2.2b: Enter into Free Trade Agreements with trade partners to open up markets and opportunities for exports and investment [To be coordinated and implemented with Strategy 3.1 of Foreign Affairs subsector matrix] • • • • MoED MoFA, MBuC, MATI, MACI BLUE ECONOMY 8 9 Policy 3: Establish key strategic infrastructure that will drive business growth and economic diversification Targets: Target 3.1: By 2022, Gulhifalhu Port is fully completed and operational Target 3.2: By 2023, Velana International Airport is ranked as one of the top airports in South Asia Target 3.3: By 2023, key infrastructure development for 2 RUCs in line with National Spatial Plan are fully completed Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.1: Develop a modern export and/or import port and logistics hub in Gulhifalhu with state-of-the-art infrastructure and superior services Action 3.1a: Formulate the project and undertake master planning and detail designing • MoED MoNPI Action 3.1b: Secure financing for the project • MoED MoNPI, MoF Action 3.1c: Roll out the Gulhifalhu Port Project • • • • MoED MoNPI, MPL Strategy 3.2: Expedite the completion of the Velana International Airport (VIA) and establish it as one of the top airports in South Asia Action 3.2a: Ensure proper management of contracts for the project to ensure timely completion of the developments • • • • MACL MoED, MoF, PO Action 3.2b: Rollout plans to maximise value from the project and provide a well-rounded visitor experience • • • • • MACL MoED, MoF, PO Action 3.2c: Explore the potential of developing VIA as an air transit hub in the region • • • • MoED MACL, MoTCA Strategy 3.3: Capitalise on the transhipment potential of the country given its strategic geographic location [M108] Action 3.3a: Explore the feasibility of developing transhipment ports in South and/or North of the country in line with National Spatial Plan • • MoED MoNPI, MoTCA Action 3.3b: Seek potential investors to invest in the project on PPP basis • MoED MoNPI, MoTCA Action 3.3c: Execute the project on PPP basis • • • • MoED MoNPI, MoTCA S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES90 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.4: Develop economic infrastructure for 5 RUCs in line with the National Spatial Plan Action 3.4a: Develop conceptual level master plans for the economic hubs including key infrastructure components for the developments • • MoED MoNPI, Local Councils Action 3.4b: Secure funding for the projects included in the master plans • • • MoED MoNPI, Local Councils Action 3.4c: Execute the projects as per the master plans • • • • • MoED MoNPI, Local Councils Action 3.4d: Establish technology centers in the RUCs [To be coordinated and implemented with Strategy 4.2 of ICT subsector matrix] • • • • CTO MoCST, MoED, MoNPI, Local Councils Action 3.4e: Establish and strengthen banking services and infrastructure in all islands to facilitate equitable development [MM7.6.3] • • • • MoF BML, MIB, MoED, MMA BLUE ECONOMY91 Policy 4: Facilitate economic diversification and increase the number of export sectors of the country Targets: Target 4.1: By 2023, fully established and functioning light industrial, manufacturing zones exist in 2 locations of the country Target 4.2: By 2023, a fully integrated shopping zone exists in at least 1 location in the country Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.1: Earmark special zones for light industry and value addition activities, including packaging and processing [M94] Action 4.1a: Develop basic support infrastructure for light industry within the Gulhifalhu Port Project • • MoED MoFA, MoT, MoNPI Action 4.1b: Identify zones within the 5 RUCs for manufacturing and light industry in line with National Spatial Plan and develop basic support infrastructure • • • • MoED MoNPI Action 4.1c: Introduce mechanisms to incentivise businesses to set-up facilities in the earmarked zones • • MoED MoNPI, MoFA, MoT Strategy 4.2: Position trade as an export sector Action 4.2a: Expand shopping facilities and enhance visitor experiences through development of modern shopping malls and facilitating duty free shopping in all international airports • • • MoED MACL, AIA, RA Action 4.2b: Develop a designated area interconnected to VIA providing high-end luxury boutique shopping • • • • MoED HDC, MACL Action 4.2c: Establish a Halal certification laboratory to tap into the large and growing demand for Halal products in South and Southeast Asia [To be coordinated and implemented with Strategy 3.1 of Islamic Faith subsector matrix] • • • MoED MoNPI, MPL, MACL, IASL, MoIA S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES92 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.3: Establish new industries and diversify existing industries to increase foreign exchange earnings Action 4.3a: Develop a mari-culture industry through proper research and analysis [To be coordinated and implemented with Strategy 7.1 of Fisheries & Marine Resources subsector matrix] • • • • • MoFMRA MoED, MoT Action 4.3b: Diversify the tourism industry to expand into guest house tourism, adventure, sports and medical tourism [To be coordinated and implemented with Strategy 6.3 of Tourism subsector matrix] • • • • • MoT MoED Action 4.3c: Review the existing diversification strategy and develop an action based Industrial Development Strategy to identify new sectors and industries that the country can competitively tap into • • • MoED MoF, UNDP BLUE ECONOMY 9 3 Policy 5: Establish a tax regime that is taxpayer friendly and fosters economic diversification Targets: Target 5.1: By 2023, taxpayer confidence in the tax administration improved by 20% compared to 2018 levels Target 5.2: By 2020, income tax is collected Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 5.1: Revamp the administration of MIRA, and build taxpayer confidence in the tax administration Action 5.1a: Review and revise tax legislation to remove the powers of MIRA with respect to tax policy decisions, transferring these powers to the Ministry of Finance • • MoF MIRA, PO, MoED, AGO, People’s Majlis Action 5.1b: Redesign the taxation system to prevent MIRA from exerting undue influence on auditors • • MoF MIRA, PO, MoED, AGO Action 5.1c: Review and revise the fines and penalties imposed in taxation • • MoF MIRA Action 5.1d: Establish a mechanism to refund taxes paid in excess • MIRA MoF, PO, MoED, AGO Action 5.1e: Allow MIRA to issue advance tax rulings • MoF MIRA, PO, MoED, AGO Action 5.1f: Improve tax compliance • • • • • MIRA MoF Strategy 5.2: Ensure the independence of the Tax Appeal Tribunal and remove the barriers to disputing tax cases Action 5.2a: Ensure the institutional independence of the Tax Appeal Tribunal, and ensure the constitutional right to a speedy trial [To be coordinated and implemented with Strategy 2.1 & 4.3 of Rule of Law and Judicial Reform subsector matrices] • • MoF MIRA, PO, MoED, AGO Action 5.2b: Revise tax laws to ensure that the MIRA’s decisions with respect to all affairs of the taxpayer can be challenged • • MoF MIRA, PO, MoED, AGO Action 5.2c: Revise the provisions in the Tax Administration Act, which requires the payment of taxes prior to tax appeal • MoF MIRA, PO, MoED, AGO S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES94 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 5.3: Introduce Personal Income Tax [To be coordinated and implemented with Action 3.2a of Social Protection subsector matrix] Action 5.3a: Enact the Income Tax Law • • • • • MoF MIRA, PO, MoED, AGO, People’s Majlis Action 5.3b: Conduct taxpayer awareness campaigns • • • • • MIRA MoF, MoED Strategy 5.4: Review and revise the laws on tax and import duties in line with the Government’s developmental agenda Action 5.4a: Review and revise the Goods and Services Tax Act • MoF MIRA, PO, MoED, AGO, People’s Majlis Action 5.4b: Revise and reduce import duties to complement the objectives of a broad-based tax regime • • MoF MIRA, PO, MoED, AGO, MCS SUBSECTORS AND RESULTS MATRICES S T R A T E G IC A C T IO N P L A N 2 0 19 2 0 2 3 G O V E R N M E N T O F M A L ID V E S S A P Caring State C A R IN G S T A T E 99 104 125 143 158 169 C O N T E N T S HEALTH EDUCATION HIGHER EDUCATION SOCIAL PROTECTION PREVENTION OF NARCOTIC ABUSE & DRUG REHABILITATION 2.1 2.2 2.3 2.4 2.5 By 2023 Health compared to 2018 level Overall mortality from cardiovascular diseases, cancers, diabetes, or chronic respiratory diseases reduced by at least 15% Essential obstetric services with trained birth attendants and primary care providers are available at all levels of health system of medical negligence cases are addressed through regulatory framework 75% More than fully functioning tertiary hospitals in Regional Urban Centers (RUCs) At least 5 every island has trained community health workers dedicated for home visits to provide health checkups and awareness sample transfer mechanism is operational in At least regions2 compared to 2018 level cost of essential medicines reduced by at least 33% National Ambulance service established and functional all health facilities digitally connected through a single network Primary Healthcare professionals will be trained to provide services at island level At least 200 E�ective and accessible mechanism for provision of Aasandha coverage for mental health services is functional CARING STATE By 2023 Education Higher Education 100% of identified students with SEN are reached with special education programme 30% 50% compared to 2018 level Learning gap of the is reduced by more thanbottom All schools have student friendly ICT infrastructure All public schools are single session schools 90% meet teacher competency standards of teachers every school has psycho-social support available through trained counsellors By 2023 junior colleges in 5 identified regions 5Establish By 2021 Reduce laon administrative fee to 1% will be given opportunity to study under the free first degree scheme By 2023 25,000 By 2023 5 5Establish di�erent regions Higher Education Facilities By 2023 30 upto National Research Council will support research projects in identified priority areas for national development By 2023 state-of-the-art TVET training institutions established in the Regional Urban Centers (RUCs) 5 5 Prevention of Narcotic Abuse & Drug Rehabilitation Social Protection By 2021 expand the coverage of Aasandha facilities on critical illnesses and specific chronic diseases to private hospitals and clinics 70% By 2023 of the most eligible are benefitted from a harmonized social protection mechanism in2 By 2023 elderly homes established 2 Regions of Maldives By 2023 3 government subsidized day care centers established 3 regions of Maldives in Trainers100 for substance use prevention and awareness programs certified By 2021 of people100% seeking substance abuse treatment have immediate access to treatment By 2023 Atolls20 have certified substance use prevention educators to cover the Atoll Community By 2023 CARING STATE C A R IN G S T A T E 103 CARING STATE In 2017, the Maldives’ Human Development Index (HDI) was 0.717, placing the Maldives at the high human development category, ranking at 101 out of 189 countries and territories.1 This value puts the Maldives above the average value of 0.684 for Small Island Developing States (SIDS) and above the average value of 0.638 for countries in South Asia. Despite these gains, inequalities in the Maldives continue to grow, especially in the provision of essential services, quality of education and healthcare, and access to basic infrastructure. Addressing these inequalities as recommended in the Human Development Report 2014, requires “innovative financing and service provisioning options, capacity building, and management”. This sector highlights policies that are critical to bridge the growing income and wealth inequality in the country. Inequalities, exacerbated by geography remain a challenge to meaningful development. Policies in the subsectors will aim to narrow the income and wealth gap and also address root causes of such inequalities. While state expenditure on healthcare, education, higher education, social protection are high, to address growing socio-economic problems in the country, the sector needs immediate reforms, especially in the form of targeted programs for the vulnerable. This sector has five subsectors; (i) Health, (ii) Education, (iii) Higher Education, (iv) Social Protection, and (v) Prevention of Narcotic Abuse & Drug Rehabilitation. The following provides a summary of the key challenges and policy priorities for each of the associated subsectors. 1 UNDP (2018). Human Development Indices and Indicators: 2018 Statistical Update. SAP S T R A T E G IC A C T IO N P L A N 2 0 19 2 0 2 3 G O V E R N M E N T O F M A L ID V E S 104 2.1 HEALTH Maldivian health standards have improved significantly in the past few decades. This includes a higher life expectancy, and a decline in infant mortality rates and a decrease in the maternal mortality ratio. With urbanization, unsafe food products, and associated life-style and environmental changes, Non-Communicable Diseases (NCDs) are the main cause of morbidity and mortality in the country. In terms of the number of lives lost due to ill-health, disability, and early death (DALYs), NCDs (inclusive of injuries) account for 78% of the total disease burden.2 Some of the challenges facing the subsector include centralization of health services, weak and inadequate regulatory mechanisms including poor enforcement of regulatory functions, limited capacity for quality assurance related to food, medicine and health services, poor inter sectoral cooperation and coordination for health, lack of cohesion in the roles and responsibilities of government institutions on cross cutting issues, lack of effective policies and plans related to healthy aging and migrant health, leakages and wastages in the medical supplies and logistics management system and proliferation of alternative forms of medicine practices. Furthermore, a lack of adequate mental health services remains a challenge throughout the country. Key policy priorities of the subsector include promoting and advocating a healthy lifestyle with a key focus on primary healthcare and preventive care, strengthening safe motherhood and child health and nutrition programmes, enforcing an appropriate quality assurance and regulatory framework to ensure patient and provider safety, provide access to affordable, all-inclusive and quality health care services, strengthen health care management and modernize services through ICT and strengthen health sector response in emergencies. 2 World Health Organisation (2011). Non-Communicable Diseases country profiles 2011. CARING STATE 10 5 Policy 1: Advocate and promote a healthy lifestyle with a key focus on preventive care [M152] Targets: Target 1.1: By 2023, overall mortality from cardiovascular diseases, cancers, diabetes, or chronic respiratory diseases reduced by at least 15% compared to 2018 level Target 1.2: By 2023, Communicable Diseases, Vector and Non-Communicable Diseases’ (NCDs) surveillance mechanisms are digitalized and functional Target 1.3: By 2023, essential obstetric services with trained birth attendants and primary care providers are available at all levels of health system Target 1.4: By 2023, government spending on public health protection increased by 10% compared to 2018 level Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 1.1: Strengthen the mechanisms for prevention and control of non-communicable disease Action 1.1a: Take measures to control diabetes and cardiovascular diseases with interventions to manage clinical risk factors such as cholesterol and hypertension supported by standards and guidelines for patient management [MM8.1.3] • • • • • HPA MoH, MFDA, IGMH, Private HFs Action 1.1b: Conduct the WHO NCD STEPS survey to determine the prevalence of NCDs and risk factors to inform on necessary preventive measures [MM1.2.5] • • HPA MFDA, MNU, MoH Action 1.1c: Develop and implement a mechanism for the surveillance of priority NCDs including cancer and disabilities to monitor disease trends through overall health information system [To be coordinated and implemented with Strategy 3.2 of ICT subsector matrix] • • • HPA NDC, MBS, MoH, MoGFSS, NSPA, MoCST Action 1.1d: Conduct awareness and behaviour change programs to support and empower young people and adults to adopt healthy choices regarding food and beverages, physical activity, tobacco use and social behaviour in partnership with schools and higher educational institutions, clubs and NGOs • • • • HPA MFDA, MoH, HFs, MoHE, MoE, HEIs, NGOs, Local Councils Action 1.1e: Conduct screening and early intervention and rehabilitative programs focusing on chronic conditions such as oral health, blindness and hearing disabilities among children and elderly [M168] [To be coordinated and implemented with Action 1.2d of Education subsector & Action 1.3a of Social Protection subsector matrices] • • • HPA MoE, NGOs, Local Councils, NSPA,MoGFSS, HFs, NGOs, MoH Action 1.1f: Review and implement initiatives to; monitor and evaluate NCDs, screen for cancers and prevent childhood obesity across the country • • • HPA MoH S A PSTRATEGIC ACTION PLAN 2019 -2023 THE REPUBLIC OF MALIDVES10 6 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Action 1.1g: Review and implement the national food and nutrition strategy • • • • HPA MFDA, MoH Action 1.1h: Conduct a total diet study • MFDA HPA, MoH, MoFMRA, MoHE Action 1.1i: Review and implement food safety policy • • • • MFDA HPA, MoFMRA, MoED, MNU, NGOs, Local Councils, MoH Action 1.1j: Improve regulation and introduce quality control mechanism for locally produced and imported food [To be coordinated and implemented with Strategy 1.4 of Agriculture subsector matrix] • • • MFDA MoFMRA, HPA, MoED, MNU, NGOs, Local Councils, MoH, AGO Action 1.1k: Expand cancer diagnostics services specially in Histopathology and Cytology • • • • • HPA MoH, PALS CARING STATE 10 7 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 1.2: Strengthen the programmes for prevention and control of communicable diseases, and prevent re emergence and introduction of new communicable diseases [HMP Strategic Input Area 2.3] Action 1.2a: Ensure sufficient availability of flu vaccines prior to the flu season and strengthen the mechanisms and procedures to prepare for the flu seasons and epidemics [MM1.3.9] • • • • • HPA Dhamanaveshi, MoH, STO, MoH Action 1.2b: Intensify measures to prevent spread of vector borne diseases such as dengue fever including inter sectoral action for eliminating mosquito breeding sites, clean-up campaigns, vector surveillance and implement innovative strategies to halt disease transmission and control mosquitos [MM1.3.10] • • • • • HPA MoH, Local Councils, MoE, MACI, MoNPI Action 1.2c: Develop and implement a mechanism for surveillance of notifiable and communicable diseases linking public and private healthcare providers to enable timely action to prevent and control outbreaks through overall health information system [To be coordinated and implemented with Strategy 3.2 of ICT subsector matrix] • • • • • HPA NDC, MoH, MoCST Action 1.2d: Provide adequate supply of vaccines for national program, conduct nationwide capacity building programs for vaccine handling staff and ensure high vaccine coverage through awareness, monitoring and empowering families • • • • • HPA MoH , Dhamanaveshi, HFs Action 1.2e: Implement measures for elimination of identified diseases (leprosy/TB) and to maintain the status of those already eliminated from the country • • • • • HPA MoH, HFs Action 1.2f: Develop and implement a national program for prevention and control of TB/HIV/STI targeted to local and foreign residents and pre-entry and regular screening of foreign workers • • • • • HPA MoH, HFs, MoED, Immigration Action 1.2g: Monitor health impacts of climate change and re-orient programs to address emerging diseases and health impacts • • • • • HPA MNU, MoH, HFs Action 1.2h: Develop and strengthen Antimicrobial Resistance (AMR) surveillance system and standardize microbiological testing in all regions of the country • • • MFDA MoH, HFs, PALS, Maldivian Medical Association, Maldivian Nurses Association S A PSTRATEGIC ACTION PLAN 2019 -2023 THE REPUBLIC OF MALIDVES10 8 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 1.3: Broaden policy interventions to promote healthy lifestyle [M148, MM1.2.1] Action 1.3a: Provide additional resources for health awareness programs on preventing use of unhealthy products through allocation from taxation on unhealthy products such as tobacco, e-cigarettes (ENDS) and high sugar beverages [MM1.2.4] • • • • • HPA MFDA, MoF, MIRA Action 1.3b: Review and enforce regulatory frameworks and policies to discourage the consumption and promotion/ advertising of unhealthy products including targeted programs for school children and young adults • • • • • HPA MoH, MFDA, AGO, MoE, MoHE Action 1.3c: Establish mechanisms for monitoring the extent of enforcement of regulation on tobacco and impact on tobacco use prevalence in the country • • • • • HPA Local Councils, HFs, MPS, MoED Action 1.3d: Implement taxation and pricing measures on unhealthy food and beverages • • • • • HPA Local Councils, HFs, MoF, MIRA, MFDA, MoH, MoED Action 1.3e: Advocate for enforcement of occupational health, health and safety and accessibility regulations for workplaces and public spaces • • • • • HPA Local Councils, HFs, MoHUD, MoED, MoNPI, MoTCA, MoYSCE, MPS Action 1.3f: Improve coordination for regulation and monitoring of chemical use that impact on health from chemical use (insecticides, pesticides, fertilizers, healthcare and hazardous chemicals) in the country [To be coordinated and implemented with Action 1.1l of Environmental Protection and Preservation subsector matrix] • • • • • MFDA MNDF, HPA, MoD, HFs, MoFMRA, MoEn CARING STATE 10 9 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 1.4: Strengthen safe motherhood and child health and nutrition programmes to build a better foundation for a healthy generation Action 1.4a: Introduce additional essential vaccines and supplementations as part of the national safe motherhood and child health programme including scaling up of HPV Vaccination program to include young boys with quadri/nano-valent vaccine • • • • • HPA Dhamanaveshi, HFs, Action 1.4b: Establish SOPs for early diagnosis of structural and non-structural disabilities prenatally and at birth [MM4.3.1] • • HPA Hospitals Action 1.4c: Coordinate with Ministry of Education to improve the student health monitoring mechanism at schools for early detection of growth and nutrition problems, disabilities and diseases [MM1.2.3] [To be coordinated and implemented with Action 4.7a of Education subsector matrix] • • • • • HPA MoE ,MoH Action 1.4d: Facilitate exclusive breastfeeding and advocate for provision of affordable nutritious food for infants, young children and targeted education of families [M163] • • • • • HPA MoE ,MoH, HFs, Local Councils Action 1.4e: Provide essential obstetric services at all levels of health system with trained birth attendants and primary care providers with referral procedures to seek specialist advice and care in obstetric and neonatal emergencies • • • • • MoH All government HFs Action 1.4f: Provide emergency obstetric and neonatal services at hospitals with standard management guidelines and operating procedures for provision of care • • • • • MoH All government Hospitals Action 1.4g: Monitor and investigate maternal and infant deaths, near-misses and maternal morbidities to facilitate future service improvements • • • • • HPA HFs Action 1.4h: Organise outreach child immunization campaigns in atolls/islands where immunization coverage is very low • • • • • HPA MoH, UNICEF Action 1.4i: Facilitate authorities to establish private corners for breastfeeding in public places • • • • • MoH UNICEF S A PSTRATEGIC ACTION PLAN 2019 -2023 THE REPUBLIC OF MALIDVES110 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 1.5: Strengthen reproductive health policies and programmes to address ASRH, RH cancers, and better access to reproductive health commodities [HMP Strategic Input Area 2.2 and 2.4] Action 1.5a: Conduct programmes for young people to impart correct knowledge and promote safe sexual and reproductive behaviour and practices among their peers through schools, higher education institutions and other youth programmes • • • • • HPA HFs, MoE, MoHEHEIs, MoYSCE, UNFPA Action 1.5b: Provide age and gender appropriate reproductive health services to adolescents and young people including migrant workers • • • • • HPA HFs, MoYSCE, NGOs, UNFPA, Immigration Action 1.5c: Conduct regular training programmes at health facilities to implement Reproductive, Maternal, New born, Child and Adolescent Health (RMNCAH) • • • • • HPA MoGFSS, MPS, UNFPA, Local Councils, HFs Action 1.5d: Provide easy access to reproductive health commodities and technologies through health facilities, NGOs • • • • • HPA HFs, Pharmacies, UNFPA Strategy 1.6: Develop and implement programmes to empower communities in promoting healthy lifestyle and in creating an enabling environment for healthy choices and practice of healthy behaviours Action 1.6a: Define the role of local councils to collaboratively work with MoH on supporting public health functions at local level [M152] [To be coordinated and implemented with Strategy 2.1 of Decentralization subsector matrix] • • • • • MoH LGA, Local Councils, HPA, MFDA, MoF, PO, MoYSCE Action 1.6b: Develop a migrant health policy and conduct health education programmes targeted to migrant population • • • • • HPA NGOs, Embassies, Local Councils, Immigration, LRA, MoH, IOM, MRC Action 1.6c: Develop and implement health awareness campaigns on priority health issues and provide reliable and accurate health information to the community through multiple media sources • • • • • HPA MBS, Dhamanaveshi, NGOs, MoH, Media, MFDA, MBC, MMC CARING STATE 111 Policy 2: Establish and enforce appropriate quality assurance and regulatory framework to ensure patient and provider safety Targets: Target 2.1: By 2023, all health service facilities meet the requirements of the health facility grading Target 2.2: By 2023, more than 75% of medical negligence cases are addressed through regulatory framework Target 2.3: By 2023, at least minimum 1 audit of Quality standards have been done for each health facility Target 2.4: By 2023, Laboratory Capacity for quality testing of medicines and medicinal products at MFDA is established Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 2.1: Develop legal framework for quality assurance and regulation of the medical and public health services Action 2.1a: Enact necessary legislations on health services including legislation on medical negligence on a no fault compensation modality with regulations for the Health Services Act tailored to include a tribunal to hear the cases [MM1.6.1] [A19] • • • • • MoH AGO, Councils (Medical, Nursing and Allied Health Professionals) MFDA, HPA, MBS, People’s Majlis, Dhamanaveshi NGOs Action 2.1b: Revise health facility grading criteria and ensure all health facility services meet the requirements of health facility grading [P74, P75, P76, P87, P89, P90, P91, P92, P93, P94, P95, P96, P97, P98, P99, P100, P102, P104, P105, P106] • • • • • MoH HFs, HPA, MFDA, MBS Action 2.1c: Develop legal and regulatory framework for the practice of telemedicine • • MoH AGO, IGMH, HFs Action 2.1d: Enforce regulation and develop SOPs on healthcare and hazardous waste • • • • HPA MoH, HFs Action 2.1e: Develop and implement quality standards for delivering different health care services and build capacity to audit them • • • • • MoH HPA, HFs Action 2.1f: Assess the efficiency of health service delivery • • • • • MoH HPA, HFs Action 2.1g: Develop a monitoring mechanism to establish and ensure effectiveness of community health services at all levels [M152] • • • • MoH HPA, MFDA, HFs S A PSTRATEGIC ACTION PLAN 2019 -2023 THE REPUBLIC OF MALIDVES112 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Action 2.1h: Mandate and regulate establishment of Patient Safety and Quality improvement mechanisms in all health service facilities with set standards and guidelines and regular reporting to Ministry of Health • • • • MoH HFs Action 2.1i: Implement National Laboratory Policy and the National Patient Safety Policy • • • • MoH HFs, PALS, Maldivian Medical Association, Maldivian Nurses Association Strategy 2.2: Strengthen functioning of medical council and other health regulatory bodies [MM1.6.3] Action 2.2a: Introduce necessary legislative amendments to strengthen standard operating procedures of health regulatory bodies and health professionals [MM1.6.3] • • • • • MoH AGO, People’s Majlis, MAHC, MMDC, MNMC Action 2.2b: Establish a licensing / registration and regulatory body for traditional and alternative medicines • • MFDA MoH MAHC Action 2.2c: Establish system for maintaining ethical conduct of health professionals along with protection mechanisms from undue negligence claims • • • MoH MFDA, Councils (Medical, Nursing and Allied Health Professionals) Strategy 2.3: Enhance the functioning of MFDA to ensure that quality of pharmaceuticals meets international standards [MM1.3.5, M150] Action 2.3a: Enact and implement Food Act and other relevant regulations and build the capacity of MFDA • • • • • MFDA AGO, People’s Majlis Action 2.3b: Develop a monitoring and quality assurance mechanism for pharmaceutical drugs imported into Maldives to ensure internationally recognized standards of pharmaceutical quality and practice rational use of medicines • • • • • MFDA MoED CARING STATE 113 Policy 3: Provide access to affordable, all-inclusive and quality health care services [P77] Targets: Target 3.1: By 2023, at least 5 fully functioning tertiary hospitals established in Regional Urban Centres (RUCs) Target 3.2: By 2023, every island has trained community health workers dedicated for home visits to provide health check-ups and awareness Target 3.3: By 2023, Traditional Medicine Institute is established Target 3.4: By 2023, sample transfer mechanism is operational in at least 2 regions Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 3.1: Introduce a coordinated mechanism of care from primary care to secondary and tertiary care [HMP Strategic Input Area 3.1, 3.2] Action 3.1a: Ensure availability of the service of a doctor in every island [MM1.3.3, M149] • • • • • MoH HFs Action 3.1b: Establish protocols for easy access to diagnostic services through effective sample transport and receipt of results [To be coordinated and implemented with Strategy 2.1 of Transport Network subsector matrix] • • • • MoH MoTCA, MoNPI, HFs Action 3.1c: Establish emergency referral links for patient transfer with health facilities within the country in coordination with the social health insurance provider • • • • MoH Aasandha, NSPA, MNDF Action 3.1d: Collaborate with Maldives Police Service (MPS) to support forensic medical processes including post-mortem examination and forensic analysis of human samples [To be coordinated and implemented with Action 4.4c of National Security and Public Safety subsector matrix] • • • • MoH HPA, MPS Strategy 3.2: Reorganize health care provision towards revitalizing community health workers to play an enhanced role as part of the primary health care team focusing on case finding, prevention and promotion [MM1.2.2, M148] Action 3.2a: Enhance the role of Community health workers and build capacity to promote healthy lifestyle and health education by reviewing the service mandate of community health workers and assigning key responsibilities • • • • • MoH MoH, HPA, MFDA, Dhamanaveshi Action 3.2b: Establish a mechanism for community health workers to regularly visit homes for health check-up and awareness [M152] • • • • • MoH HPA, Dhamanaveshi S A PSTRATEGIC ACTION PLAN 2019 -2023 THE REPUBLIC OF MALIDVES114 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 3.3: Establish quality health care facilities across the country (in line with national spatial planning) [P88, P101] Action 3.3a: Establish tertiary hospitals/specialised hospitals in 5 regions and selected locations in line with National Spatial Plan [MM1.4.1, M149, P103,MM1.4.2, M149] • • • • • MoH MoNPI Action 3.3b: Develop laboratory and X-ray facilities at health facilities in line with the National Spatial Plan [MM1.4.4, P95, P98] • • • • • MoH MoF, MoNPI Action 3.3c: Develop health service capacity and mechanisms to support national efforts to address gender-based violence [To be coordinated and implemented with Action 2.3c of Gender Equality subsector matrix] • • • • • MoH MoGFSS, HPA,NGOs Action 3.3d: Develop and implement a plan to reduce the carbon foot print in all health care services in alignment with national strategies [To be coordinated and implemented with Strategy 1.2 of Environmental Protection & Preservation subsector matrix] • • • MoH MoEn, EPA, MoNPI Strategy 3.4: Optimize use of transportation system to atoll and regional hospitals [MM1.4.4, M149] Action 3.4a: Provide efficient transport access from primary to tertiary care [P98, P101] [To be coordinated and implemented with Strategy 2.1 of Transport Network subsector matrix] • • • MoTCA MoH, MoNPI, HFs Strategy 3.5: Strengthen the policies to address thalassemia and related issues and ensure access to necessary treatment across the country [MM1.3.14, P83] Action 3.5a: Study trends and revise National thalassemia policies and develop a national thalassemia prevention,control and multidisciplinary care and management program that includes mass population screening (12 to 35 years covering all inhabited islands), genetic counselling, awareness and education to reduce the number of thalassemia births • • • • • MBS MoH, HFs, SHE, MTS Action 3.5b: Standardize and improve quality of care for all thalassemia patients and align the national thalassemia treatment guidelines to international standards • • • • • MBS SHE, MTS, MoH, IGMH Action 3.5c: Build capacity of health professionals on control and management of thalassemia and conduct independent awareness programs in islands • • • • • MBS MoH Action 3.5d: Ensure that medicines for thalassemia treatment are always available from the islands they reside in • • • • • MBS MoH, Pharmacies, HFs CARING STATE 115 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Action 3.5e: Establish blood banking services mediated by voluntary blood donations at selected islands (in line with national spatial plan) • • • • MBS MoH, HFs, MoNPI Action 3.5f: Establish MRI T2* investigation service at central level • • • • MoH HFs Action 3.5g: Establish DNA analysis for conformation of Thalassemia and other Hemoglobinopathies at MBS/IGMH • • • • MBS MoH, IGMH Action 3.5h: Establish Pre-natal Diagnosis (PND) service at central level • • • • MBS MoH, HFs Action 3.5i: Develop, review and implement standards and regulations related to blood banking, transfusion testing, transfusion related research and blood transfusion • • • • • MoH AGO, PALS, Maldivian Medical Association, Maldivian Nurses Association Strategy 3.6: Strengthen policies and programs to provide better access to medical treatments and other relevant assistance for Persons With Disabilities (PWDs), elderly and people with long-term illnesses [MM1.3.11, MM1.3.12, HMP Strategic Input Area 2.5] Action 3.6a: Establish a sustainable mechanism to provide care and treatment for children with special needs [MM1.3.11, MM1.3.13, P82] • • • • MoH MoGFSS, NSPA, HFs, NGOs Action 3.6b: Establish a mechanism to ensure availability of affordable rehabilitation services for PWDs • • • • MoH MoGFSS, Aasandha, HFs, NGOs Strategy 3.7: Promote and strengthen traditional and complementary medicine Action 3.7a: Establish a traditional and complementary medicine centre [MM1.3.6, M150] • • • • MFDA MoH , MoHE Action 3.7b: Establish standards for provision of alternative and traditional medicine and promote good practice • • • • MFDA MoH Action 3.7c: Strengthen traditional medicine courses • • • • • MoHE MoH, HEIs https://medical-dictionary.thefreedictionary.com/Hemoglobinopathies https://medical-dictionary.thefreedictionary.com/Hemoglobinopathies S A PSTRATEGIC ACTION PLAN 2019 -2023 THE REPUBLIC OF MALIDVES116 Policy 4: Strengthen health care management to ensure efficiency and effectiveness in service provision Targets: Target 4.1: By 2023, all hospitals have competent Managers with skills and experience in health service management Target 4.2: By 2023, Maldivian medical specialists in tertiary level hospitals increased by at least 20% compared to 2018 level Target 4.3: By 2023, cost of essential medicines reduced by at least 33% compared to 2018 level Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 4.1: Strengthen capacity of health system management Action 4.1a: Develop and implement an effective management model for hospitals and health centres • • • MoH Action 4.1b: Develop and implement a human resource development plan for health system management across the country • • • MoH MoHE, HEIs Action 4.1c: Build capacity in health priority areas including Health Administration and Health Information Systems to strengthen management and administration of health sector institutions and health care facilities to ensure effective use of available health workforce [To be coordinated and implemented with Action 2.3b of Independent Institutions & Public Service Reform subsector matrix] • • • • MoH MoH, HFs, PSTI, HEIs Action 4.1d: Identify national health research priority areas and conduct regular research such as demographic health surveys, national health accounts and other research to support evidence-based policy to address national health information needs • • • • MoH HPA, MFDA, MNU, NRC Action 4.1e: Conduct regular audit of the national health expenditures to identify ways to improve efficiency of the health system • • • • MoH HPA, MFDA, MBS Strategy 4.2: Strengthen financial sustainability of the health system and strengthen the monitoring of national health expenditure including reforms to the procurement for medical equipment and consumables [HMP Strategic Input Area 1.4] Action 4.2a: Establish an efficient procurement mechanism for medical equipment and consumables [To be coordinated and implemented with Strategy 3.2 of ICT subsector matrix] • • • MoF NDC, MBS, STO, MFDA, MoH Action 4.2b: Develop an efficient and effective mechanism to provide medical consumables for hospitals and health centres in islands • • MoH STO, Pharmacies CARING STATE 117 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 4.3: Ensure uninterrupted supply of quality essential medicines, vaccines and medical products, technologies and other medical supplies [HMP Strategic Input Area 3.4, P85] Action 4.3a: Establish an nationwide online inventory system of medicines, vaccines, medical products and technology to ensure availability by strengthened forecasting and timely procurement through overall health information system for Government health facilities [To be coordinated and implemented with Strategy 3.2 of ICT subsector matrix] • • MoH HPA, MFDA, STO, Pharmacies, NDC Action 4.3b: Promote need-based health care utilization and effective use of over- the- counter medicines for minor ailments • • MFDA MoH, HPA, HFs Action 4.3c: Establish a mechanism to reduce cost of essential medicines by introducing generic drugs and a dispensing mechanism in the public health care system and for drugs covered under social health insurance scheme • • • • MFDA MoH, STO, Pharmacies Action 4.3d: Establish a central medical store to maintain a contingency stock and prevent stock outs and support national emergencies • • • • MoH HFs, HPA Action 4.3e: Establish an online inventory of medical equipment products and tools and implement a preventive maintenance programme through overall health information system [To be coordinated and implemented with Strategy 3.2 of ICT subsector matrix] • • • • MoH NDC, HFs Action 4.3f: Establish bio-medical engineering unit in central and all tertiary hospitals to provide uninterrupted and continued support to health care facilities • • • • MoH HFs S A PSTRATEGIC ACTION PLAN 2019 -2023 THE REPUBLIC OF MALIDVES118 Policy 5: Strengthen the response of health system in emergencies Targets: Target 5.1: By 2023, Central Call Centre established Target 5.2: By 2023, core capacities for responding to international health emergencies established and operational Target 5.3: By 2023, contingency plans to deliver medical care in situations of disasters and emergencies where health facilities affected are established Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 5.1: Establish national ambulance system [MM1.3.7, P81] Action 5.1a: Establish National Call Centre for medical emergencies with a single call number • • MoH HPA, Aasandha, MNDF, MPS, IGMH, MRC Action 5.1b: Develop and implement a mechanism to upgrade ambulance services through land, air and sea transfers linked with centre call centre • • • • • MoH Aasandha, MNDF, MPS, IGMH, MRC Action 5.1c: Establish paramedic services across the country and train medical emergency technicians/paramedics [MM1.3.8, P81] [To be coordinated and implemented with Action 2.5e of Higher Education subsector matrix] • • • • • MoH MoHE, HEIs, HFs, MRC CARING STATE 119 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 5.2: Establish capacity for health and medical response in national disasters and emergencies [HMP Strategic Input Area 3.6] Action 5.2a: Strengthen implementation of a health sector response plan and standard operating procedures for disasters and more frequent emergencies in alignment with national disaster management plans [To be coordinated and implemented with Action 1.4a of Resilient Communities and Action 1.2a of National Security & Public Safety subsector matrices] • • • MoH NDMA, HPA, MNDF, MRC Action 5.2b: Develop rapid response teams in national and local levels as first responders and conduct regular drills to maintain necessary skills and effectiveness of the response [To be coordinated and implemented with Strategy 4.1 of Resilient Communities and Action 1.2c of National Security & Public Safety subsector matrices] • • • MoH MNDF, NDMA, HPA, MRC Action 5.2c: Implement activities of the Health Emergency Operational Plan to deliver health care services in situations where health services get disrupted in disaster or emergency situations [To be coordinated and implemented with Action 5.1c of Resilient Communities and Action 1.2a of National Security & Public Safety subsector matrices ] • • • HPA MNDF,NDMA, MoH, MRC Action 5.2d: Conduct trainings to build capacity within the health sector to respond to public health emergencies such as outbreaks, epidemics and pandemics • • • HPA MoH, PSTI, NDMA Action 5.2e: Strengthen partnership with Maldivian Red Crescent and other non-governmental bodies to develop health sector preparedness and responses in provision of relief, rehabilitation and mitigation in disasters and emergencies through MOUs and agreements • • • HPA MRC, CSOs, MoH S A PSTRATEGIC ACTION PLAN 2019 -2023 THE REPUBLIC OF MALIDVES12 0 Policy 6: Modernize the provision and management of health care services through digital technology Targets: Target 6.1: By 2023, all health facilities digitally connected through a single network Target 6.2: By 2023, Vital Registration System digitalized and integrated across different health providers Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 6.1: Introduce telemedicine services to ensure greater accessibility to quality health care [MM1.3.4, M151] Action 6.1a: Build IT expertise to run telemedicine services • • • • • MoH IGMH, MBS, MoCST, NDC Action 6.1b: Build infrastructure in health facilities to provide telemedicine services [To be coordinated and implemented with Strategy 3.2 of ICT subsector matrix] • • • • • MoH NDC, MoF, MoCST Strategy 6.2: Connect all government hospitals and health centre’s through a single network [M149, MM1.4.3] Action 6.2a: Develop IT infrastructure for health network (Telemedicine, Fibre network and other hardware) [To be coordinated and implemented with Strategy 3.2 of ICT subsector matrix] • • • • • MoH NDC, MoF, MoCST Action 6.2b: Develop a health data repository including backup system [To be coordinated and implemented with Strategy 3.2 of ICT subsector matrix] • • • • MoH NDC, MoCST Action 6.2c: Build IT capacity at all levels, to support digitalisation initiatives • • • • • MoH MoCST, PSTI Strategy 6.3: Develop and integrate health data management systems within health network to enable timely surveillance of diseases, births and deaths, morbidity patterns as well as social determinants of health [HMP Strategic Input Area 3.3] [To be coordinated and implemented with Policy 2 and Strategy 3.2 of ICT subsector matrix] Action 6.3a: Digitalize all laboratory services [M149, MM1.4.3] • • • • • MoH NDC, MoCST Action 6.3b: Digitalize monitoring of international projects, plans and policies • • • • MoH NDC, MoCST Action 6.3c: Digitalize foreign migrants health information prior to their entry into the country • • • • HPA NDC, HPA, Immigration, MoCST Action 6.3d: Expand the health information management system to cater to current needs • • • HPA, MBS, IGMH, HFs, MoCST Action 6.3e: Expand digitization of the vital registration system by linking different health care providers • • • • LGA NDC, MoH, IGMH, Local Councils, MoCST, DNR Action 6.3f: Build human resource capacity in the area of health information management, health statistics and research • • • • MoHE HEIs, MoH, PSTI CARING STATE 12 1 Policy 7: Build and retain a competent, professional health service workforce [P88] Targets: Target 7.1: By 2023, at least 200 Primary Healthcare professionals trained to provide services at island level Target 7.2: By 2023, job and salary structure of health workers and nurses reviewed and enforced Target 7.3: By 2023, effective mechanisms in place to track fulfilment of contractual obligation of government funded trainings Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 7.1: Invest in training and retention of a professional and ethical health workforce [MM1.5.1, HMP Strategic Input Area 3.5] [To be coordinated and implemented with Action 2.5e of Higher Education subsector matrix] Action 7.1a: Develop health professionals as per national health workforce requirements • • • • MoHE MoH, MNU, HFs, HEIs Action 7.1b: Develop and implement a recruitment retention policy of health professionals including rural recruitment and retention of local healthcare professionals • • MoH MoHE Action 7.1c: Train locals (including in-service training for health professionals) in areas of special needs and rehabilitation in health facilities [MM4.3.5, MM4.3.2] • • • • MoH HEIs, MoHE Action 7.1d: Develop health workforce to support equitable distribution of health professionals with an appropriate skill mix, for defined services • • • • MoH MoHE, HEIs Action 7.1e: Train locals in primary health care and build capacity of primary health workers to improve their skill level • • • • MoH MoHE, MNU, Private Colleges & Universities Action 7.1f: Develop specialized trainings for mental health [MM1.4.6] • • • • • MoH MoHE, HPA, HEIs S A PSTRATEGIC ACTION PLAN 2019 -2023 THE REPUBLIC OF MALIDVES122 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 7.2: Review and strengthen the employment arrangements for local health professionals Action 7.2a: Facilitate employment opportunities for trainees within the region they live [MM1.5.3, M151] • • • • • MoH CSC, HEIs, MoED Action 7.2b: Review job structure and salary structure of health professionals including a technical structure with a career path for primary healthcare professionals [MM1.5.2, P84] [MM1.5.2, P108] [To be coordinated and implemented with Action 2.1b, 2.1e of Independent Institutions & Public Service Reform subsector matrix] • • • • • MoH NPC, CSC, MoF Action 7.2c: Strengthen performance appraisal system and advocate to establish a reward system in order to enhance workforce productivity and retention of qualified staff [To be coordinated and implemented with Action 2.1c of Independent Institutions &Public Service Reform subsector matrix] • • • • • MoH CSC CARING STATE 12 3 Policy 8: Ensure mental health is socially accepted, promoted and protected, and people with mental disorders have access to high-quality care, and are free from stigmatization and discrimination Targets: Target 8.1: By 2023, at least 1 specialized centre for providing inpatient care for mental health established Target 8.2: By 2023, effective and accessible mechanism for provision of Aasandha coverage for mental health services is functional Target 8.3: By 2023, psychiatric services available in 5 RUCs Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 8.1: Develop a robust leadership and governance structure for mental health service [NMHSP-2021] Action 8.1a: Develop a rehabilitative care facility for mental health patients [MM1.4.6] • • • • IGMH HPA , MoH Action 8.1b: Establish an effective and accessible mechanism for provision of Aasandha coverage for mental health services [P80] [To be coordinated and implemented with Strategy 1.1 of Social Protection subsector matrix] • • • • Aasandha NSPA, MoGFSS, MoH Action 8.1c: Ensure uninterrupted supply of psychiatric and controlled drugs for mental health patients • • • • • HPA MoH, STO Action 8.1d: Establish a multi-sectoral committee at national level for promotion, prevention and management of mental disorders [NMHSP-2021] [To be coordinated and implemented with Action 2.1h of Youth subsector matrix] • • HPA Dhamanaveshi, MoH, MoYSCE,NGOs, CSGs Strategy 8.2: Integrate mental health services with the existing health care system [NMHSP-2021] Action 8.2a: Expand and extend the services of National Mental Health Centre to atolls [MM1.4.5, P80] [MM1.2.7] • • • • • MoH HPA, IGMH, Dhamanaveshi Action 8.2b: Provide psychiatric services in all regions • • • MoH HPA, HFs, MoNPI Action 8.2c: Establish mental health counselling service in all Atolls [MM1.2.7] • • • MoH HFs Action 8.2d: Establish legal framework on mental health [MM1.6.2] • • • MoH HPA, People’s Majlis S A PSTRATEGIC ACTION PLAN 2019 -2023 THE REPUBLIC OF MALIDVES12 4 Policy 9: Strengthen health system governance and stewardship Targets: Target 9.1: By 2023, All political actors in health sector sensitized on health sector laws, international obligations and standards Target 9.2: By 2023, Internationally supported projects are monitored through electronic systems Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 9.1: Ensure sustainability and efficiency of other components of health system Action 9.1a: Sensitize and build capacity of health facility managers on regulatory mechanism, standardization of health services, monitoring service performance and quality • • • • • MoH HPA, MFDA Action 9.1b: Conduct annual coordination and joint planning exercise to support alignment of activities to national goals • • • • • MoH HFs Action 9.1c: Establish and strengthen collaborative partnership with international partners and local NGOs and institutions to support health sector programmes and services • • • • • MoH MoF, MoFA Action 9.1d: Conduct monitoring of programmes/international, regional and national targets and frameworks • • • • • MoH MoGFSS, MoFA C A R IN G S T A T E 125 2.2 EDUCATION In the area of education, Maldives has made impressive strides, in particular in the area of primary and lower secondary education. The overall primary and secondary Net Enrolment Rate (NER) remain high. Despite these achievements, the system faces the challenge of a sharp drop in enrolment in Higher Secondary Education. The NER for Higher Secondary Education is 44.5%, with 50.4% for girls and 38.9% for boys in 20183. Challenges also exist in students having to travel to other islands to seek higher secondary and tertiary education. The quality of education at all levels is another major policy challenge for the Maldives. Other systemic challenges include difficulties in recruiting qualified principals, teachers, counsellors, health assistants and teachers for newly introduced subjects, limited expertise in Preschool education programming, curricula, monitoring, and evaluation. Since teacher training and preparation has not been aligned with the implantation of the new curriculum, there are several gaps in teacher allocations for different subject areas. The majority of students follow business stream due to unavailability of science stream in their residential islands, and as such the percentage of students going on to higher education in Science, Technology, Engineering and Mathematics (STEM) subjects is low, although there is a higher demand for STEM educated graduates in the local industries. Key policy priorities of the subsector include provision of equitable access and completion from K to 12, especially for girls and boys, children with special education needs (SEN), children at risk, reducing the learning gap, enhancing teaching and leadership qualities, strengthening the administration of the education system, facilitating a learning environment to ensure provision of a holistic education, strengthening education governance and integrating vocational education in the school system. 3 National Bureau of Statistics (2018). Statistical Yearbook (2018). S A PSTRATEGIC ACTION PLAN 2019 -2023 THE REPUBLIC OF MALIDVES12 6 Policy 1: Ensure equitable access and completion from K to 12, especially for children with special education needs (SEN) and at risk of failing /dropping out [ESP 2019 -2023 1.1, M133, P113, P115, P121, P131, P133] Targets: Target 1.1: By 2023, a robust monitoring mechanism exists to track progress of children at risks Target 1.2: By 2023, 100% of identified students with SEN are reached with special education programme Target 1.3: By 2023, educational programmes conducted for children with exceptionalities and SEN through early identification, diagnosis and targeted interventions strengthened Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 1.1: Develop a framework to address the gender gap in access to education [ESP 2019 -2023 1.1:1] Action 1.1a: Conduct a study to identify the reasons for gender gap in access to education • • MoE UNICEF, MoGFSS Action 1.1b: Develop and implement a monitoring programme to ensure access by creating additional learning pathways for those who may opt not to enrol • • MoE UNICEF, MoGFSS Action 1.1c: Review existing data and information on the achievement gaps between the results of grades 10 and 12 and identify factors inhibiting learning and progression • • MoE UNICEF, MoGFSS CARING STATE 12 7 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 1.2: Integrate the monitoring of children at risk of failing /dropping out, into the Maldives Education Management Information System (MEMIS) to improve the implementation of policies on children at risk [ESP 2019 -2023 1.1:2] [To be coordinated and implemented with Action 2.2a of Youth subsector matrix] Action 1.2a: Review, revise and make alternative pathways (especially the Dhasvaaru programme) more attractive for students, and improve selection of students, subjects offered and managing of the programmes • • • • • MoE MoGFSS, UNICEF Teachers Association Action 1.2b: Develop study support services, such as career guidance, mentorship, and counselling in schools • • • • • MoE MoGFSS, UNICEF, MoH Action 1.2c: Develop and conduct a literacy and numeracy programme in relevant key stages starting from Foundation Stage, that emphasizes screening children with learning difficulties, and introduce interventions to rectify them (addressing the results of the NALO and External School Reviews) • • • • • MoE MoGFSS, UNICEF, MoH Action 1.2d: Continue the risk assessment as part of the school health screening and developmental screening programme [To be coordinated and implemented with Action 1.1e of Health subsector matrix] • • • • • MoE MoGFSS, UNICEF, MoH Action 1.2e: Conduct developmental milestone screening for all the children • • • • • MoE MoGFSS, UNICEF, MoH Action 1.2f: Conduct screening for Learning Difficulty (LD) – foundation stage • • • • • MoE MoGFSS, UNICEF, MoH Action 1.2g: Develop student progress mechanism for children with SEN • • MoE MoGFSS, UNICEF, MoH Action 1.2h: Train stakeholders on implementing alternative pathways programme in school and out of school • • • • MoE MoGFSS, UNICEF, MoH S A PSTRATEGIC ACTION PLAN 2019 -2023 THE REPUBLIC OF MALIDVES12 8 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 1.3: Develop and implement the flexible and additional frameworks/ pathways established for students with SEN, exceptionalities, at-risk, and out-of-school children with a particular focus on outer islands [ESP 2019 -2023 1.1:3] Action 1.3a: Develop policy on learning pathways • • MoE MoGFSS, MoH, MQA, UNICEF Action 1.3b: Develop modules and conduct in-service training on assessment and early intervention • • • • • MoE MoGFSS, MoH, MQA, UNICEF Action 1.3c: Develop a module and collect enrolment data of students in additional learning pathways through MEMIS • • • • MoE MoGFSS, MoH, MQA, UNICEF, NDC Action 1.3d: Develop policies and procedures for the establishment of flexible and additional learning pathways for students with exceptionalities • • MoE MoGFSS, MoH, MQA, UNICEF Action 1.3e: Identify patterns of students’ instructional needs (based on lowest results) for remedial education • • • • • MoE MoGFSS, MoH, MQA, UNICEF Action 1.3f: Develop and apply learning framework (for students with SEN: curriculum and learning pathways) • • MoE MoGFSS, MoH, MQA, UNICEF Action 1.3g: Initiate medical check-ups in schools, commencing at the appropriate/practical grade level, in addition to school health screening • • • • MoE MoGFSS, MoH, MQA, UNICEF Action 1.3h: Develop learning pathways and curriculum adaptation materials for children with SEN • • MoE MoGFSS, MoH, MQA, UNICEF Action 1.3i: Introduce “outreach programme” and school-based therapy for children with SEN to schools • • MoE MoGFSS, MoH, MQA, UNICEF Action 1.3j: Establish an early identification and intervention system • • MoE MoGFSS, MoH, MQA, UNICEF Action 1.3k: Develop Curriculum Base Assessment (CBA) for school placement of children with SEN • • MoE MoGFSS, MoH, MQA, UNICEF CARING STATE 12 9 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 1.4: Strengthen quality of teaching at public schools in the outer islands, through hiring quality teachers and providing effective methodologies of teaching and learning using ICTs [ESP 2019 -2023 1.1:4] Action 1.4a: Develop and implement a programme to offer instructional support to teachers on selected subjects on planning, delivery and assessment with respect to the intended national curriculum • • • • • MoE MoCST, NDC, MNU, IUM, MoHE Action 1.4b: Engage with pre-service teacher trainers to review and revise the curriculum to incorporate effective curriculum pedagogies of the National Curriculum Framework (NCF) • • • • • MoE Action 1.4c: Conduct regular professional development programmes for teachers and relevant stakeholders for better curricula implementation (pedagogical shift, pedagogical practices, subject-based and MGT where appropriate) • • • • • MoE PSTI Action 1.4d: Ensure internet connectivity and technical support in all schools [To be coordinated and implemented with Policy 2 of ICT subsector matrix] • • • • • MoE MoCST, NDC Action 1.4e: Train all teachers on the integration of educational technology (including ICTs) in teaching and learning • • MoE PSTI Action 1.4f: Implement effective use of ICT for teaching children with SEN [To be coordinated and implemented with Strategy 3.2 of ICT subsector matrix] • • • • MoE MoCST, NDC Action 1.4g: Revise the current IEP for children with SEN and children at risk and integrate it to the MEMIS • • MoE S A PSTRATEGIC ACTION PLAN 2019 -2023 THE REPUBLIC OF MALIDVES13 0 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 1.5: Strengthen educational programmes for children with exceptionalities and SEN through early identification, diagnosis and targeted interventions [ESP 2019 -2023 1.1:5, M132, MM5.5.8] [To be coordinated and implemented with Action 1.1c of Family subsector matrix] Action 1.5a: Develop guideline for integration of children with SEN in mainstream education (inclusive education) [MM4.2.1] • • • • • MoE UNICEF Action 1.5b: Strengthen programmes on assistance to visually impaired and children with learning disabilities to reach to mainstream education [MM4.2.5] • • • MoE MoGFSS, UNICEF, NDC, MoCST Action 1.5c: Install Dhivehi into Nonvisual Desktop Access (NVDA) [MM4.2.6] • • MoE UNICEF, NDC, MoCST Action 1.5d: Provide adequate special-education teachers and additional resources at schools [MM4.2.3, MM4.2.2] • • • • MoE MoF, CSC Action 1.5e: Develop activities to provide additional support in three main categories: (a) for those who need remedial classes, (b) for students who need further assistance to achieve the expected competencies in the curriculum, (c) to assist students who have exceeded beyond the expected competencies in the curriculum, to achieve a higher target • • • • • MoE Action 1.5f: Revise the Inclusive Education Policy and develop an analysis of human resource required for implementation of the Inclusive Education Policy • • MoE Action 1.5g: Finalize the “Monitoring framework for Inclusive Education” – and monitor schools • • MoE Action 1.5h: Train expert Inclusive coaches • • • • • MoE Action 1.5i: Provide In-service teacher training on dealing with children with SEN and assist and regulate pre-service teacher training • • • • • MoE Action 1.5j: Conduct community awareness on education for children with SEN • • • • • MoE CARING STATE 13 1 Policy 2: Reduce learning gap, and ensure improved and equitable learning and skills development, for all students through effective curricula implementation and learning assessments [ESP 2019 -2023 1.2 & 1.3] Targets: Target 2.1: By 2023, at least 90% of teachers are trained on curriculum implementation Target 2.2: By 2023, learning gap of the bottom 30% is reduced by more than 50% compared to 2018 Target 2.3: By 2023, all schools have student friendly ICT infrastructure Target 2.4: By 2023, 80% TRCs are upgraded with human resource and with ICT infrastructure Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 2.1: Monitor, assess and revise curricula implementation, especially the teaching and learning materials and process in classrooms, from K to 12, including the multi-grade classes [ESP 2019 -2023 1.2:1, M126, MM5.3.6, P125] Action 2.1a: Review (through a gender lens) and integrate civic education and humanitarian value-based modules in school curriculum covering areas such as gender, tolerance, respect, inclusion, mental and physical health [M138, MM5.3.3] • • • • • MoE MoYSCE , UNICEF, Uthema, Hope for Women, MRC Action 2.1b: Expand teaching of Arabic language in all grades [M126, M136, MM5.5.4] • • • • • MoE Action 2.1c: Introduce STEM subjects in schools [To be coordinated and implemented with Action 5.1b of ICT subsector matrix] • • • • • MoE MoCST Action 2.1d: Review and revise curriculum to respond to emerging religious radicalization trends [M127, M129, MM5.3.2] [To be coordinated and implemented with Action 2.2b of National Security & Public Safety subsector matrix] • • • • • MoE NCTC, MoHA, MoIA Action 2.1e: Develop and implement a policy for extra support systems in schools and strengthen remedial programmes in schools [M132, MM5.3.7] • • • • • MoE Action 2.1f: Conduct a comprehensive review of the teaching learning process (along with a focus on school-based assessments) at all levels, for identifying gaps in the learning process and areas to address • • MoE Action 2.1g: Conduct an analysis of the teaching and learning process and school-based assessments • • • • • MoE Action 2.1h: Revise the syllabus and textbooks • • • • • MoE S A PSTRATEGIC ACTION PLAN 2019 -2023 THE REPUBLIC OF MALIDVES132 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 2.2: Support teachers for better curricula implementation through school based professional development (SBPD) [ESP 2019 -2023 1.2:2] Action 2.2a: Review and revise SBPD policy and develop and assist in implementing modules for teacher training • • • • • MoE Action 2.2b: Assess and strengthen institutional capacity at the NIE to support the effective implementation of the NCF • • • • • MoE Action 2.2c: Facilitate capacity building on evidence-based practices on learning, skills acquisition, inclusion through SBPD • • • • • MoE Strategy 2.3: Strengthen technology-based teaching and learning, for improved cognitive and non-cognitive learning outcomes, values, skills, attitudes and competencies [ESP 2019 -2023 1.2:3] [To be coordinated and implemented with Action 5.1a of ICT subsector matrix] Action 2.3a: Enable access to assistive technology and other appropriate ICT tools for children with exceptionalities and SEN [ESP 2019 -20231.2:4] • • MoE MoCST, NDC, MoF Action 2.3b: Establish student friendly educational technological infrastructure in schools [MM5.3.4] • • MoE MoCST, NDC, MoF Action 2.3c: Upgrade educational technology (including ICTs) capacity of the Teacher Resource Centres (TRCs) and strengthening of human resources capability of the TRCs • • MoE MoCST, NDC, MoF Action 2.3d: Develop IT safety protocol policy in schools • • MoE MoCST, NDC, MoF Strategy 2.4: Establish holistic learning standards from Foundation Stage to Secondary stage [ESP 2019 -2023 1.3:1] Action 2.4a: Develop policy guidelines and related materials to promote holistic education • MoE MoF Action 2.4b: Conduct training for teachers to orient them to the new curriculum, focusing on the needed pedagogical shift in teaching and learning • • • • MoE PSTI Action 2.4c: Conduct a programme to develop teaching and learning resources for various levels and subjects, to learn how to use locally available materials • • • • MoE Action 2.4d: Develop modules and conduct in-service training for curricular content upgrading, assessment and early intervention • MoE Action 2.4e: Develop and implement a mechanism for monitoring teaching and learning, by focusing on instructional practices for students who may require extra support • • • • • MoE Action 2.4f: Conduct a programme to support teachers on classroom practices on assessment • • • • MoE CARING STATE 133 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 2.5: Introduce learning benchmarks in the National Assessment of Learning Outcomes (NALO) instrument, to inform policies and actions to improve implementation of curricula and multi-grade teaching [ESP 2019 -2023 1.3:2] Action 2.5a: Participate in international learning assessments for benchmarking [ESP 2019 -2023 1.3:3] • • • • • MoE MoF Action 2.5b: Publish the NALO implementation policy and the National Assessment Framework, including benchmarks and standards • MoE NBS Action 2.5c: Prepare and make available (online), guidelines for the use of the NALO data, for instructional purposes at the system and national level • MoE NDC Strategy 2.6: Strengthen the institutional coordination mechanism to inform curricula implementation on the NALO findings [ESP 2019 -2023 1.3:4] Action 2.6a: Make available NALO data through MEMIS by the end of 2020 • MoE NBS Action 2.6b: Develop policy on implementation of NALO and its use • MoE Action 2.6c: Develop and implement interventions required from the results and information of NALO • • • • • MoE S A PSTRATEGIC ACTION PLAN 2019 -2023 THE REPUBLIC OF MALIDVES13 4 Policy 3: Enhance teaching and leadership qualities in schools [ESP 2019 -20231.4 & 4.1] Target: Target 3.1: By 2023, 90% of teachers meet teacher competency standards Target 3.2: By 2023, at least 70% of school managers receive training Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 3.1: Improve benchmarks for teacher quality in Teacher Professional Standards [ESP 2019 -2023 1.4:1] Action 3.1a: Develop and implement teacher competency standards • • • • • MoE Action 3.1b: Implement teacher licensing • MoE Action 3.1c: Facilitate coordination of NIE with MQA on minimum requirements for teacher training programme [To be coordinated and implemented with Strategy 3.2 of Higher Education subsector matrix] • • • • • MoE MoHE Strategy 3.2: Support schools on subject based in-service training and participation in the school-based professional development, to reduce learning gap [ESP 2019 -2023 1.4:2, M135, MM5.5.3, MM5.5.4, M136] Action 3.2a: Familiarize teachers to the education curriculum through teacher training programmes [M126] • • • • • MoE MoHE, MQA, IUM, MNU, PSTI Action 3.2b: Conduct an analysis of the teaching and learning process and school-based assessments • • • • • MoE Strategy 3.3: Attract capable students to teaching professions by establishing a competitive and attractive career path [M135, MM5.5.1, P120] Action 3.3a: Increase salaries and allowances for teachers and educational professionals [M136, MM5.5.1] [To be coordinated and implemented with Action 2.1e of Independent Institution & Public Service Reform subsector matrix] • • • MoE MoF, PC Action 3.3b: Develop minimum standards for teachers’ working conditions and work environment, including the availability of resources • • • • MoE Action 3.3c: Develop pathways and opportunities for higher education to teachers • • MoE MoHE CARING STATE 13 5 Policy 4: Enhance the learning environment to ensure provision of a holistic education [ESP 2019 -20231.5] Target: Target 4.1: By 2023, all public schools are single session schools Target 4.2: By 2023, all required schools have special needs access Target 4.3: By 2023, all public schools have library facilities with learning spaces Target 4.4: By 2019 second term, all schools implement breakfast programme Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 4.1: Transform all schools as single session schools [M126, M133, MM5.5.5, MM5.3.1] Action 4.1a: Conduct an audit of school infrastructure needs including accessibility, library and open spaces and • • MoE MoF, MoFA, MoNPI Action 4.1b: Conduct an audit of HR requirement to transform all schools into single sessions • • MoE MoF, MoFA, MoNPI Action 4.1c: Establish the necessary infrastructure and human resource capacity to transform schools into single sessions • • • • • MoE MoF, MoFA, MoNPI Strategy 4.2: Monitor and improve physical accessibility, as well as health and safety conditions for all schools, including identification and readiness to address risk factors for students [ESP 2019 -2023 1.5:1, MM5.3.8] Action 4.2a: Bring infrastructure changes for special need access to all required schools [MM4.2.4] • • MoE Action 4.2b: Formulate SEOP for all schools and revise the existing plans where required • • • • • MoE Action 4.2c: Develop Disaster Risk Management Plans (DSR) plans for all schools [To be coordinated and implemented with Policy 4 of Resilient Communities subsector matrix] • • • • • MoE MRC, NDMA Strategy 4.3: Ensure provision of adequate library services and independent learning spaces in all schools [ESP 2019 -2023 1.5:2] Action 4.3a: Prepare physical facility development plan and library development plan for provision of library • • MoE CSC, NL Action 4.3b: Conduct a human resource need assessment and develop a HR plan to employ trained librarians • • • • • MoE S A PSTRATEGIC ACTION PLAN 2019 -2023 THE REPUBLIC OF MALIDVES13 6 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 4.4: Ensure the availability of internet connectivity, transportation and other services for improved learning experience [ESP 2019 -2023 1.5:3] Action 4.4a: Provide school bus services in population centres in line with national spatial plan [M130, MM5.4.1] [To be coordinated and implemented with Action 3.2c of Transport Network subsector matrix] • • • MoE MoTCA, MoNPI Action 4.4b: Ensure sustainable ferry services for the required islands [To be coordinated and implemented with Strategy 3.2 of Transport Network subsector matrix] • • MoE MoTCA, LGA, MoNPI Action 4.4c: Make adequate internet bandwidth available with uninterrupted connectivity [To be coordinated and implemented with Strategy 4.5 of ICT subsector matrix] • • MoE NDC, Communication Providers Strategy 4.5: Develop essential infrastructure required to enhance learning environment in schools [P110, P111, P112, P114, P119, P124, P129, P122] Action 4.5a: Develop school facilities such as classrooms, multipurpose halls, and office buildings based on the infrastructure audit • • • • • MoE MoF, MoNPI Action 4.5b: Establish boarding schools and regional hostels in line with national spatial plan [M128, MM5.2.1] • • • • • MoE MoF, MoNPI Action 4.5c: Establish multi-grade classrooms in relevant schools [M126, MM5.2.3] • • • • • MoE MoF, MoNPI Strategy 4.6: Provide breakfast for students in all public schools [M137, MM5.4.2] Action 4.6a: Conduct a pilot programme with a method of studying the selected aspects of this new scheme • MoE MOH, HPA, UNICEF, LGA, MoF Action 4.6b: Evaluate the pilot breakfast programme to learn lessons for the full roll out • MoE Action 4.6c: Scale up the programme to all schools • • • • • MoE Action 4.6d: Develop cafeteria facilities in single schools’ infrastructure • • • • MoE MoF, MoNPI Action 4.6e: Revise the school Minimum Standards of infrastructure to include kitchen and cafeteria facilities • • MoE MoF, MoNPI CARING STATE 13 7 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 4.7: Establish a mechanism through the school system to monitor child health [MM1.2.3] Action 4.7a: Conduct medical check-ups in schools, commencing at the appropriate/practical grade level, in addition to school health screening [To be coordinated and implemented with Action 1.4c of Health subsector matrix] • • • • • MoE MoH, UNICEF Action 4.7b: Train school health officers and counsellors existing in the education system • • • • • MoE PSTI Action 4.7c: Revise school health officers and counsellors pay scale [To be coordinated and implemented with Action 2.1e of Independent Institution &Public Sector Reform subsector matrix] • • • MoE NTC S A PSTRATEGIC ACTION PLAN 2019 -2023 THE REPUBLIC OF MALIDVES13 8 Policy 5: Modernize and ensure the quality of education system through strengthened governance and improved service delivery [ESP 2019 -2023 4.2 & 4.4] Targets: Target 5.1: By 2023, MEMIS is up to date and produces reliable education statistics Target 5.2: By 2023, every school has psycho-social support available through trained counsellors Target 5.3: By 2023, school improvement plans and quality assurance accountability framework (SIQAAF) are fully implemented at school level Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 5.1: Strengthen the Maldives Education Management Information System (MEMIS), with the focus on sustainability, technicality, decentralisation and stakeholder participation, for effective policy development and implementation [ESP 2019 -2023 4.2] Action 5.1a: Establish the MEMIS team and the facility, including school-based trained staff [ESP 2019 -20234.2:1] • • MoE PSTI, NDC, MoCST NBS, MoF Action 5.1b: Fully operationalize the MEMIS by providing access and training to all required departments [ESP 2019 -20234.2:3] • • MoE Action 5.1c: Use MEMIS to conduct school-based monitoring and support, through classroom observations, SSE, analysis of results, comparing national outcomes with international standards, strengthening school level assessments, and national level assessments [ESP 2019 -20234.2:4, M133] • • • • • MoE Action 5.1d: Modify the MEMIS system to make it more cost effective and efficient to meet the customised needs of its stakeholders and complete the customization of MEMIS to cater the needs of schools, MoE and monitoring of ESP [ESP 2019 -20234.2:5] • • MoE Action 5.1e: Conduct continuous orientation and training at decentralized levels to allow for a self-sustaining system [ESP 2019 -20234.2:6] • • • • • MoE PSTI CARING STATE 13 9 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 5.2: Ensure effective use of technology in the education system for improved service delivery [ESP 2019 -2023 4.4] Action 5.2a: Provide schools with sufficient resources including human resources, physical resources, and continuous and efficient technical support [ESP 2019 -20234.4:1] • • • • • MoE CSC, MoF Action 5.2b: Integrate educational technology (including ICT) in the teaching and learning process of the national curriculum framework [ESP 2019 -20234.4] [To be coordinated and implemented with Action 5.1b of ICT subsector matrix] • • • • • MoE NDC Action 5.2c: Provide hands-on practical training for teachers, on the use of educational technology, (including ICTs) in the teaching-learning process, and to help students to overcome learning difficulties [ESP 2019 -20234.4] • • • • • MoE PSTI Strategy 5.3: Take measures to address bullying and instil gender equity and gender based values while ensuring psychosocial support to students [MM5.3.5, M138] Action 5.3a: Revise and implement an anti-bullying policy • • • • • MoE UNICEF, MoGFSS Action 5.3b: Develop psychosocial assistance policy • • MoE MoGFSS Action 5.3c: Employ qualified psychosocial counsellors to every school • • • • • MoE MoGFSS Action 5.3d: Develop and conduct programmes on gender equality, gender values, domestid violence • • • MoE MoGFSS Action 5.3e: Train school-based staff on gender equality and values programmes • • • MoE MoGFSS S A PSTRATEGIC ACTION PLAN 2019 -2023 THE REPUBLIC OF MALIDVES14 0 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 5.4: Decentralize education management to enhance efficiency and quality of education Action 5.4a: Expand the role of councils in granting permits and monitoring of private schools [M129] [To be coordinated and implemented with Action 2.1a of Decentralisation subsector matrix] • MoE LGA, Local Councils Action 5.4b: Facilitate school-based management and enhance role of councils and community in school management [M126, MM5.5.2] • MoE LGA, Local Councils Action 5.4c: Provide technical assistance to school boards and school administrators [M126] • MoE Action 5.4d: Publish SIQAAF implementation policy and supporting documents • • MoE Action 5.4e: Build capacity of QAD team to implement the SIQAAF through a series of training programmes /workshops • • MoE Action 5.4f: Revise the mandate of SA to decentralize school management • • MoE Strategy 5.5: Recognize positive school leadership and strengthen school leadership for the development of School Improvement Plans (SIPs) and mobilize community support to improve learning [ESP 2019 -2023 1.4:3] Action 5.5a: Develop and conduct a training programme for school principals, for the enhancement of leadership skills and competence • • • • • MoE MOF, MoFA, UNICEF, PSTI Action 5.5b: Conduct school-based management workshops • • • • • MoE PSTI Action 5.5c: Conduct a training programme to upskill Leading Teachers • • • • • MoE PSTI Action 5.5d: Conduct workshops to School leaders to develop SIPs • • MoE PSTI Strategy 5.6: Reinforce the financing mechanism of education sector and provide sufficient resources for the implementation of School Improvement Plans (SIPs) [ESP 2019 -2023 4.1:2 & 5, M135, M136] Action 5.6a: Revise procurement mechanisms to empower schools • • MoE MoF Action 5.6b: Decentralize budget spending to schools • • MoE MoF CARING STATE 14 1 Policy 6: Integrate pre-vocational and life skills development in school system [ESP 2019 -20232.1:2] Target: Target 6.1: By 2023, students successfully completing BTEC programmes increased at least by 45% compared to 2018 level Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 6.1: Expand TVET in schools (upstream and downstream) by ensuring equity, quality, and gender and geographic equality, and pathways between streams [M132, MM5.3.9] Action 6.1a: Develop policy on pre-vocational education programmes • • MoE MoHE Action 6.1b: Revise the vocational policy • • MoE Action 6.1c: Set up skills-based teaching/learning facilities for students in school, based on the review and impact assessment findings of BTEC and Dhasvaaru/internship programme • • • • • MoE MoNPI, MoF Action 6.1d: Review the BTEC and Dhasvaaru pathways with a view to extend these options to all students • • MoE Strategy 6.2: Introduce sampler courses for younger girls and boys in lower grades to familiarise them to vocational education and enable informed decision-making [ESP 2019 -2023 2.1:2] Action 6.2a: Introduce curricula changes to include vocational education courses in school education in lower grades • • • • MoE MoHE Action 6.2b: Develop programmes related to subject targeted to lower grades to introduce vocational education • • • • MoE Strategy 6.3: Increase opportunities for higher education by supporting learning pathways between different education streams through expansion of vocational education [ESP 2019 -2023 2.1:1] Action 6.3a: Introduce vocational education as an additional pathway • • • • MoE MoHE Action 6.3b: Re brand school TVET and Btech programme to school vocational education courses • • • • MoE Action 6.3c: Carry out intensive promotional and awareness activities, to reach out to the outer islands, on access and benefits to the students • • • • MoE S A PSTRATEGIC ACTION PLAN 2019 -2023 THE REPUBLIC OF MALIDVES14 2 Policy 7: Strengthen the quality and delivery of Non-Formal Education Target: Target 7.1: Between 2020 to 2023, the number of people benefited from non-formal education increased by 25% annually Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 7.1: Increase the accessibility and improve the quality of non-formal education using different modalities Action 7.1a: Revise the policy on non-formal education programmes • MoE MoHE, NIE Action 7.1b: Implement the revised policy • • • • MoE NIE Action 7.1c: Train non formal educators in the outer atolls and enhance the capacity of NIE to cater the needs to extend the programme • • • MoE LGA, Local Councils C A R IN G S T A T E 143 2.3 HIGHER EDUCATION Approximately 31% of the population is between 18-34 years and 18% is between 15-24 years. The Higher Education sector has seen an increase in the number of private higher education providers entering the sector to meet this demand. The increasing number of institutions coupled with high student aspirations for higher education has resulted in a steady increase in student enrolment over the years. The government recognises that increasing and developing human capital is vital to sustaining growth and improving youth employability. Developing tertiary education, including Technical and Vocational Education and Training (TVET) and higher education avenues in the Maldives is a priority for the government. The biggest challenge the sector faces is the lack of quality higher education in the Maldives. While there are only two state owned universities, both were established in the past decade. Some of the challenges in delivering quality higher education are due to lack of infrastructure, budgetary constraints, and a lack of skilled professionals to develop the higher education sector. Some of the policy priorities of the subsector include expanding higher education opportunities, increasing access to student finance, fostering a culture of academic research, facilitating evidence-based policymaking, delivering quality vocational education and aligning such opportunities to the economic sector and industry needs. S A PSTRATEGIC ACTION PLAN 2019 -2023 THE REPUBLIC OF MALIDVES14 4 Policy 1: Expand and strengthen the Higher Education sector to ensure equitable Higher Education opportunities nationwide [M131, MPHE Policy 1] Targets: Target 1.1: By 2023, 60% Gross Enrolment Ratio (GER) in Higher Education Target 1.2: By 2023, 200 scholarship opportunities provided across Maldives, under a public-private partnership arrangement Target 1.3: By 2023, 5 junior colleges in 5 identified regions established and operational Target 1.4: By 2023, 5 Higher Education and Training facilities in 5 different regions established and operational Target 1.5: By 2023, e-learning services are made accessible in all islands Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 1.1: Expand the Higher Education sector and facilitate establishment of Higher Education Institutions in Regional Urban Centres (RUCs) in line with the national spatial plan [M131, P132] Action 1.1a: Establish MNU campuses in strategic regional locations • • • • MNU MoHE, MoNPI Action 1.1b: Establish IUM campuses in strategic regional locations • • • • IUM MoHE Action 1.1c: Offer seed funding and physical resources, through a public-private partnership arrangement, to encourage the private sector to establish Higher Education Institutions (HEIs) in the atolls in order to increase access for students residing in the outer islands [MPHE Policy 3:3.2] • • • • MoHE Local Councils, HEIs, Public & Private corporations, MoF Action 1.1d: Create incentives for foreign Universities to establish their campuses in the Maldives • • • • MoHE MoFA, MoF, Local Councils Action 1.1e: Establish an MNU ICT faculty in Fuvahmulah and agricultural faculty in a regional hub [P127] • • • • MNU MoHE, NDC, MoCST, Local Councils, MoFMRA Action 1.1f: Establish specialized HE and Training Institutes based on job market demand and regional strengths [MPHE Policy 3:3.1, MPHE Policy 3.1.2] [To be coordinated and implemented with 3.2c of Youth subsector matrix] • • • • MoHE MoF, HEIs, Local Councils Action 1.1g: Establish public-private partnerships within the country to develop HE as an exportable commodity [MPHE Policy 3.1.2:1] • • • • MoHE Public & Private corporations, HEIs Action 1.1h: Increase the share of private sector participation in Higher Education through a corporate scholarship funding scheme for students to study in the specialized HE and Training Institutes in the regions [MPHE Target 3.5.2] • • • • MoHE Public & Private corporations, HEIs CARING STATE 14 5 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 1.2: Provide ancillary services and facilities necessary for students to ensure easy access to Higher Education and distance learning across the country [M128, MM 5.2.2] Action 1.2a: Establish student accommodation facilities including hostels [MM5.2.1] • • • • MoHE HEIs Action 1.2b: Provide special housing loans to land-owners from islands where University Faculties, other HEIs campuses and Junior Colleges are established to enable private housing development instead of, or to complement, the development of state funded hostels [MM5.2.1] [To be coordinated and implemented with Strategy 2.1 of Housing subsector matrix] • • MoHUD HEIs, Financing Facilities, MoHE Action 1.2c: Reduce communication and learning support costs for students and institutions [MPHE Policy 3:3.4] [To be coordinated and implemented with Policy 2 of ICT subsector matrix] • • • • • MoHE MoCST, HEIs, NDC, Communication Providers Action 1.2d: Provide technical and professional support to both public and private sector HEIs to utilize innovative pedagogical practices such as e-learning to widen flexible learning opportunities in islands [MPHE Policy 3:3.3] • • • • MoHE HEIs, MoCST, NDC, Polytechnic, Communication Providers Strategy 1.3: Introduce Junior College system in the Maldives Action 1.3a: Establish a conceptual framework for Junior Colleges [M134, MM5.2.4, P109] [M134] • • MoHE Polytechnic, MoE, MQA, TVETA, Local Councils Action 1.3b: Establish Junior Colleges in islands identified in the national spatial plan [M134, MM5.2.4, P109] M134] • • • • MoHE MoE, MQA, TVETA, Local Councils, MoNPI, TVET providers, Major employers, MoF Strategy 1.4: Ensure that quality library services are provided to all students pursuing Higher Education [MM3.2.8, MM5.6.4] Action 1.4a: Set standards for provision of libraries in HEIs to ensure accessibility to relevant materials for students • • • • MoHE HEIs, MoACH Action 1.4b: Facilitate HEIs to provide e-library services [To be coordinated and implemented with Strategy 3.2 of ICT subsector matrix] • • • • MoACH MoHE, HEIs S A PSTRATEGIC ACTION PLAN 2019 -2023 THE REPUBLIC OF MALIDVES14 6 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 1.5: Strengthen career guidance programmes and information dissemination [To be coordinated and implemented with Action 3.3e of Youth and Action 4.1d of Tourism subsector matrices] Action 1.5a: Conduct career guidance sessions • • • • • MoHE Industry, MoYSCE Action 1.5b: Conduct media-based awareness programmes on Higher Education and career paths • • • • • MoHE Industry, Media Action 1.5c: Participate in Higher Education fairs • • • • MoHE HEIs, Media Action 1.5d: Facilitate regional education exposure programmes • • • • MoHE HEIs, Industry, Local Councils Strategy 1.6: Expand Higher Education opportunities for vulnerable groups [To be coordinated and implemented with Strategy 5.1 of Social Protection and Action 2.2c of Youth subsector matrices] Action 1.6a: Develop policies that ensure better access to Higher Education facilities for students with special needs • • • • MoHE HEIs, MoGFSS, NGOs Action 1.6b: Provide financial and other incentives to HEIs and students with special needs to participate in Higher Education and Training • • • • MoHE HEIs, MoGFSS, NGOs, MoF Action 1.6c: Conduct special programmes to cater for students with special needs at Maldives Polytechnic and facilitate participation in mainstream programmes where possible • • • • • MoHE HEIs, MoGFSS, NGOs, Polytechnic Action 1.6d: Conduct awareness programmes to reduce gender imbalances in HE and training programmes [MPHE Policy 3:3.5] • • • • MoHE HEIs, MoGFSS, NGOs Action 1.6e: Develop and implement gender mainstreaming training plan for all HEIs [MPHE Policy 3:3.5] • • • • MoHE HEIs, MoGFSS, NGOs Action 1.6f: Review and revise existing policies to address any gender discrimination [MPHE Policy 3:3.5] • • MoHE HEIs, NGOs, AGO Action 1.6g: Gather and analyse gender segregated data for annual HEIs statistics reports and for other HE related research [MPHE Policy 3:3.5] • • • • • MoHE HEIs, MoGFSS, NGOs, AGO Action 1.6h: Introduce special financial assistance schemes (loan and scholarships) for vulnerable groups [MPHE Policy 3:3.6] • • • • MoHE HEIs, MoGFSS, NGOs, MoF CARING STATE 14 7 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 1.7: Ensure policies on Higher Education training needs cater for national strategic development needs [To be coordinated and implemented with Action 1.8a of Waste as a Resource subsector matrix] Action 1.7a: Develop a skills shortage list through a comprehensive nation-wide consultation process [To be coordinated and implemented with Action 3.1e of Labour, Employment & Migration subsector] • • • • • MoHE HEIs, MoED, Industry, Local Councils Action 1.7b: Collect and annually publish enrolment, retention and completion statistics, and systematically monitor demand and future training needs [MPHE Target 3.4.1] • • • • • MoHE HEIs, Industry Action 1.7c: Develop and maintain a comprehensive database on Higher Education and Training needs • • • • MoHE HEIs, MoED, MoE, Industry, Local Councils Strategy 1.8: Increase higher education opportunities for more areas in Science, Technology, Engineering and Mathematics (STEM) [To be coordinated and implemented with Action 6.3f of Health subsector matrix] Action 1.8a: Develop and implement targeted programmes to build capacity in the ICT industry • • • • MoHE MoCST, NDC, HEIs, MoGFSS Action 1.8b: Develop and implement targeted programmes to build local capacity in Renewable Energy for provision of clean energy through technology [To be coordinated and implemented with Action 4.3e of Clean Energy subsector matrix] • • • • MoHE MoCST, NDC, HEIs, MoEn Action 1.8c: Develop and implement targeted programmes to build local capacity in Water and Sewerage systems, operations, maintenance and management [To be coordinated and implemented with Strategy 3.1 of Water & Sanitation subsector matrix] • • • • Polytechnic HEIs, MoEn, MoHE S A PSTRATEGIC ACTION PLAN 2019 -2023 THE REPUBLIC OF MALIDVES14 8 Policy 2: Strengthen Higher Education financing mechanisms to ensure greater accessibility to quality Higher Education for all Targets: Target 2.1: By 2023, at least 25,000 students given opportunity to study under the free first-degree scheme Target 2.2: By 2023, at least 1000 students awarded HE scholarships Target 2.3: By 2023, at least 2500 students receive loan to pursue HE abroad and in Maldives Target 2.4: By 2021, loan administration fee reduced to 1% Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 2.1: Develop and implement a sustainable financing and investment model for Higher Education and Training [MPHE Target 3.5.1] Action 2.1a: Establish a HE revolving Fund using student loan repayments and other financial contributions to finance further scholarships, loans and other Higher Education and Training activities • • • • • MoHE MoF, Industry, HEIs, TVETA, Polytechnic Action 2.1b: Establish a scheme to secure full and partial funding for scholarships from large public and private companies/ individuals • • • • • MoHE HEIs, Industry, Public & Private organizations Strategy 2.2: Increase bilateral scholarships through strengthened partnerships [To be coordinated and implemented with Action 3.1a of Foreign Affairs subsector matrix] Action 2.2a: Establish links with Universities/colleges abroad to secure full and partial scholarships, and other concessions • • • • • MoHE MoFA, HEIs Action 2.2b: Secure full and partial scholarships to study in overseas institutions • • • • • MoHE MoFA, HEIs Strategy 2.3: Expand government funded scholarship schemes to include opportunities to study in top ranked universities Action 2.3a: Revise the Presidential Scholarship scheme for undergraduate studies to allow recipients to study any subject in any country they prefer [MM3.2.5, MM5.1.3] • MoHE PO, MoF Action 2.3b: Introduce graduate scholarship schemes to include Masters and PhD programmes in priority areas [MM5.1.4, MM3.2.6] • • • • • MoHE HEIs, MoF, MoFA Action 2.3c: Revise high achievers scholarship scheme to include OECD countries [MM3.2.6, MM5.1.5] • MoHE PO, MoF Strategy 2.4: Provide free undergraduate education opportunities to study in the Maldives [MM5.1.1, MM3.2.3] Action 2.4a: Introduce a free first-degree scheme for students studying in HEIs in the country • MoHE HEIs, MoF Action 2.4b: Expand free undergraduate education to include skills and professional development programmes • • • • MoHE TVETA, MQA, Polytechnic CARING STATE 14 9 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 2.5: Review and revise student loan scheme to ensure greater accessibility, and to reduce the burden on students in repayment of the loans [M131, MM3.2.4, P128] Action 2.5a: Amend the loan scheme to include a specific category for economically disadvantaged students • • • • MoHE MoF Action 2.5b: Reduce loan administrative fee from 6% to 1%, and extend the loan repayment period • • • MoHE AGO, MoF Action 2.5c: Expand loan scheme to fully cover higher education programmes from a wider range of countries • • MoHE Action 2.5d: Introduce a loan scheme for training in non traditional areas such as performing arts and other areas identified as priorities in the Training Needs Analysis [M140] [To be coordinated and implemented with Strategy 1.2 of Arts, Culture & Heritage subsector matrix] • • MoHE TVETA, MoACH, MoF Action 2.5e: Establish a loan scheme for studying medicine and related health areas from recognized reputable institutions [M140] [To be coordinated and implemented with Action 7.1a of Health subsector matrix] • MoHE MoH, MoF S A PSTRATEGIC ACTION PLAN 2019 -2023 THE REPUBLIC OF MALIDVES15 0 Policy 3: Strengthen the governance of Higher Education sector to bring in efficiency and ensure quality of higher education and enhance the international standing of the Maldivian higher education system Targets: Target 3.1: By 2020, Higher Education Act enacted Target 3.2: By 2023, MQA governance structure fully implemented as per the Higher Education Act Target 3.3: By 2023, a revised institutional structure with clear roles and mandates of HEIs operationalized Target 3.4: By 2021, all HE data collected, managed and compiled via a Higher Education Management Information System (HEMIS) Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 3.1: Expand and strengthen the role of local councils in identifying training needs, providing scholarships and increasing higher education opportunities in the atolls [M129, MM5.2.5, MM5.2.6] [To be coordinated and implemented with Strategy 2.1 of Decentralization subsector matrix] Action 3.1a: Identify training needs of specific islands/atolls with the assistance of local councils • • • • MoHE Local councils Action 3.1b: Introduce scholarship schemes based on islands/ atolls/regional needs in collaboration with the relevant councils • • • • MoHE Local councils, MoF Action 3.1c: Facilitate to establish links between councils and HEIs abroad and in the country to provide increased HE opportunities for students in the atolls • • • • MoHE MoFA, Local Councils, HEIs CARING STATE 151 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 3.2: Increase quality assurance measures to ensure quality of Higher Education [MM3.2.7] Action 3.2a: Develop a streamlined institutional structure of higher education institutions [MPHE Target 3.1.3] • MoHE HEIs Action 3.2b: Enhance public accountability and management of higher education institutions by strengthening supervision of HEIs through regular institutional audits [MPHE Policy 2.7] • • • • • MQA MoHE Action 3.2c: Require HEIs to submit Annual Reports and Strategic Action Plans to MoHE • • • • • MoHE HEIs Action 3.2d: Increase the number of experts in different disciplinary areas and upgrade their teaching skills [MPHE Policy 3.5] • • • • MoHE HEIs Action 3.2e: Review and revise institutional audit guidelines and manuals [MPHE Target 3.3.1] • • • • • MQA HEIs, MoHE Action 3.2f: Revise programme accreditation guidelines which has been developed, in order to make the process more practical and doable in the context of the Maldives [MPHE Target 3.3.2] • • • • • MQA MoHE Action 3.2g: Revise MNQF to address current issues [MPHE Target 3.3.5] • • • • MQA MoHE Action 3.2h: Conduct a review/study on the administration and management functions of leading HEIs in Maldives • • • • MoHE HEIs Strategy 3.3: Develop, govern and regulate higher education sector through an appropriate legal and regulatory framework Action 3.3a: Enact the Higher Education Act • • MoHE HEIs, PO, AGO, People’s Majlis Action 3.3b: Implement the governance structure outlined in the HE Act to empower and strengthen the governance of MQA [M131, MM3.2.9, MM5.5.6] • • • • MQA MoHE, MoF, PO Strategy 3.4: Establish mechanisms to seek guidance from stakeholders and experts in developing the policy planning and governance of the sector [MPHE, Policy 3] Action 3.4a: Reconstitute the Higher Education Council • MoHE PO Action 3.4b: Reconstitute the Advisory Committee on Training and Skill Development (ACTSD) • MoHE PO Action 3.4c: Establish a HE think-tank • MoHE S A PSTRATEGIC ACTION PLAN 2019 -2023 THE REPUBLIC OF MALIDVES152 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 3.5: Increase efficiency of governing loan, scholarship and free undergraduate schemes [To be coordinated and implemented with Strategy 3.2 of ICT subsector matrix] Action 3.5a: Integrate ICT in processing of loan and scholarship applications • • MoHE MoCST, NDC Action 3.5b: Develop a Higher Education Management Information System (HEMIS) [To be coordinated and implemented with Action 2.2e of Independent Institutions & Public Service Reform subsector matrix] • • • • • MoHE HEIs, PSTI, NDC Action 3.5c: Digitalize existing data • • MoHE MoCST, NDC CARING STATE 153 Policy 4: Foster a culture of academic research and facilitate evidence-based policymaking Targets: Target 4.1: By 2020, National Research Council and research fund established Target 4.2: By 2023, upto 30 research projects for national development depending on relevancy and demand, supported by the national research council Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 4.1: Establish a National Research Council to foster and facilitate research in strategic areas and introduce a national research funding scheme [M39, MM5.6.4] [To be coordinated and implemented with Action 4.3a of Social Protection subsector matrix] Action 4.1a: Establish National Research Council [MPHE Target 3.4.4] • MoHE MoF, HEIs Action 4.1b: Introduce a national research funding scheme • • NRC MoHE, MoF Action 4.1c: Promote and encourage research throughout the country through better funding and recognition of research [M39] • • • • NRC MoHE Action 4.1d: Formulate and implement a law on human research ethics and guidelines on ethical requirements for qualitative and quantitative researches [M39] • • AGO MoHE, People’s Majlis Strategy 4.2: Facilitate establishment and operation of research centres in academic institutions Action 4.2a: Facilitate establishment of research centres in public and private HEIs in the country • • • • MoHE HEIs Action 4.2b: Facilitate establishment of foreign university research outposts [P123] • • • • MoHE MoFA S A PSTRATEGIC ACTION PLAN 2019 -2023 THE REPUBLIC OF MALIDVES15 4 Policy 5: Ensure high quality of TVET programmes and curricula focusing on both work-related skills and soft skills through research and innovation Targets: Target 5.1: By 2022, TVET curriculum revised in line with international industry benchmarks Target 5.2: By 2021, e-platform is functional and up to date with student data Target 5.3: By 2023, 5 state-of-the-art TVET training institutions established in 5 Regional Urban Centres (RUCs) Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 5.1: Modernize and renew TVET curricula/standards with the participation of all relevant stakeholders and with international industry benchmarks [To be coordinated and implemented with Action 4.3c of Agriculture and Action 1.2a of SMEs subsector matrices] Action 5.1a: Review current competency standards and develop new competency standards with the participation from industry • • • • TVETA MoHE, TVET providers, Industry, TVETA Action 5.1b: Review and diversify assessment methods tailored to the needs of industry demand • • • • • TVETA MoHE Strategy 5.2: Modernize and innovate the learning process including a variety of assessment approaches and promote the development of different forms of Employer Based Training (EBT) and Institution Based Learning (IBT) Action 5.2a: Rebrand TVET • • • • • TVETA MQA, MoHE, Polytechnic, Action 5.2b: Conduct intensive promotional and awareness activities to reach out to the outer islands on access and benefits to the individuals and the community • • • • • TVETA Polytechnic, MoHE, TVET providers, Local Councils Action 5.2c: Provide free of charge courses to attract youth and adults to fill the demand • • • MoHE TVETA, TVET providers, Polytechnic Action 5.2d: Increase stakeholder activities with industry stakeholders • • • • TVETA MoHE, Industry, Public & private organizations Action 5.2e: Establish links with world leading countries in TVET • • • • • TVETA MoFA, Foreign TVET providers, MoHE, Polytechnic Action 5.2f: Establish state-of-the-art TVET training institutions • • • • TVETA MoHE, TVET providers, MoFA CARING STATE 155 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 5.3: Train Trainers on blended teaching Action 5.3a: Conduct training of Trainers and assessor training programmes (short and long term) • • • • • TVETA MoHE, Training providers, PSTI Action 5.3b: Reinforce and monitor the trainers’ and assessor’s quality • • • • • TVETA MQA, MoHE Polytechnic Strategy 5.4: Monitor and support students to complete TVET programmes with success Action 5.4a: Build e-platform to track student progress [To be coordinated and implemented with Strategy 3.2 of ICT subsector matrix] • TVETA MoHE, MoCST, NDC, Polytechnic, TVET providers Action 5.4b: Establish a monitoring mechanism for TVET • • TVETA MoHE, MQA Action 5.4c: Provide retention support and other incentives to encourage successful completion of TVET programmes • • • • TVETA MoHE, TVET providers Action 5.4d: Assist vulnerable groups in getting skill training under TVET [To be coordinated and implemented with Action 5.2c of Social Protection and Action 3.2b of Youth subsector matrices] • • • • • Polytechnic TVETA, MoHE, MoGFSS, CSO Action 5.4e: Facilitate recovering substance users to access skills training [To be coordinated and implemented with Action 2.4a of Prevention of Narcotic Abuse & Drug Rehabilitation and 3.2b of Youth subsector matrices] • • • • • Polytechnic NDA, TVETA, MoHE Action 5.4f: Track data of enrolment, graduation and employment in relation to TVET programmes [To be coordinated and implemented with Strategy 3.2 of ICT subsector matrix] • • • • TVETA MoHE, MoCST, NDC, TVET providers, Polytechnic S A PSTRATEGIC ACTION PLAN 2019 -2023 THE REPUBLIC OF MALIDVES15 6 Policy 6: Ensure employability, retention, and relevance of TVET programmes for the economic and labour sectors Targets: Target 6.1: By 2023, 6 co-working spaces created and, incubation centres established in Male’ and 5 RUCs Target 6.2: By 2020, RPL policy developed and implemented Target 6.3: By 2023, career portal is available for anyone looking for training or a job Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 6.1: Strengthen TVET system based on industry requirements Action 6.1a: Activate and strengthen Sector Councils based on industry requirements • • • • • TVETA MoHE, Local Councils Action 6.1b: Develop incubation Centres and co-working areas [To be coordinated and implemented with Action 1.1i of SME subsector matrix] • • • • MoHE Local Councils, MoED, Polytechnic, MoYSCE Strategy 6.2: Develop a strong and sustainable career portal [To be coordinated and implemented with Action 5.2a of Social Protection and Action 3.1b of Labour, Employment & Migration subsector matrices] Action 6.2a: Increase career advancement opportunities • • • • MoHE Industry, TVETA, Polytechnic Action 6.2b: Increase awareness and dissemination of information regarding career portal and opportunities • • • • MoHE HEIs, Industry, TVETA, Polytechnic Action 6.2c: Track data on the relevance of available training and employment opportunities to career aspirations • • • • MoHE Polytechnic, TVETA, MoYSCE, MoED Strategy 6.3: Provide pathways for trade licenses, trade certificates and credits for prior-learning/work experiences in skill areas and facilitate relevant parties to establish the mechanisms Action 6.3a: Strengthen the trade licensing mechanism • • • • • MoHE HEIs, TVETA, Licensing government authorities Action 6.3b: Develop and implement a fee structure for industry related services such as assessment and trade licensing • • • • • MoHE HEIs Action 6.3c: Identify the areas for trade testing with involvement of relevant authorities and stakeholders • • • • • MoHE Industry, HEIs Action 6.3d: Develop and implement a Recognition of prior learning (RPL) policy in accordance with TVET standards aligned with MNQF • • MoHE MQA, TVETA, Public & private training providers CARING STATE 157 Policy 7: Strengthen the capacity of the TVET system Targets: Target 7.1: By 2023, 5 partnership agreements signed with international organizations to integrate innovation in TVET provision Target 7.2: By 2021, an ICT management platform established to strengthen and support all RTOs Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 7.1: Strengthen TVET through research and innovation Action 7.1a: Identify emerging TVET related areas for training and development [To be coordinated and implemented with Action 3.1a of Fisheries & Marine Resource subsector matrix] • • • • TVETA MoHE, TVET providers, Industry, Polytechnic Action 7.1b: Establish links with international pioneering organizations to realize latest innovations in TVET provision • • • • TVETA MoFA, Foreign TVET providers, MoHE, Industry, Polytechnic Action 7.1c: Provide incentives for TVET related research • • • • TVETA MoF, Polytechnic, MoHE Action 7.1d: Introduce research and innovation in technical and vocational education at junior college level, and facilitate research activities at tertiary level such as research, innovations and impact evaluations • • • • MoHE TVET providers, TVETA, Polytechnic Strategy 7.2: Develop human resource capacity needed for the TVET sector Action 7.2a: Facilitate training opportunities for TVET Authority and TVET providers • • • • • TVETA MoHE, TVET providers, PSTI Strategy 7.3: Establish and implement a decentralized mechanism to provide training and support for Registered Training Organizations (RTOs) throughout the country Action 7.3a: Develop an ICT management platform to strengthen and support all RTOs [To be coordinated and implemented with Policy 2 of ICT and Action 2.2e of Independent Institutions & Public Service Reform subsector matrices] • • • • MoHE MoCST, NDC, TVET providers, Local Councils, Polytechnic, TVETA Action 7.3b: Conduct regular meetings on the proposed platform • • • • MoHE MoCST, NDC, TVET providers, Local Councils, Polytechnic, TVETA SAP S T R A T E G IC A C T IO N P L A N 2 0 19 2 0 2 3 G O V E R N M E N T O F M A L ID V E S 158 2.4 SOCIAL PROTECTION Social protection is a broad term which consists of social security, social assistance, and welfare programmes. It is also related to contributory schemes which are mainly concentrated in the formal sector of the economy. The social protection sector of the Maldives faces many challenges, such as lack of professional and technical capacity, shelters, rehabilitation services, and accessibility issues for Persons with Disabilities (PWDs). There is no separate shelter established for vulnerable groups such as PWDs, juvenile delinquents, elderly and persons with mental health issues. This is mainly due to the lack of resources, infrastructure, trained staff, relevant expertise, geographical challenges as well as budgetary constraints. Another issue faced is low pay and lack of training for frontline staff. Although legislation in the form of the Child Rights Act, allows the State to take punitive measures to ensure the rights of the child, enforcing this level of accountability has not been possible due to implementation gaps. There are also overarching issues with the social protection system in general. One main issue is the non-existence of a specific definition of social protection. The existing Social Protection Act (2/2014) only focuses on social assistance and therefore, social protection as a whole is not directly addressed in policy or in implementation. Furthermore, there is no broader link between or separate legal frameworks for social assistance, social insurance and labour market interventions which results in a lifelong dependency on State assistance and welfare, often undermining existing healthier alternatives. Weak targeting of the social protection programmes and universalized subsidies are a huge challenge in addressing leakage of limited financial resources and ensuring that the intended target population is covered. Key policy priorities of the subsector include establishing a minimum social protection floor/ framework for provision of social protection, strengthening the legal and regulatory framework to ensure quality and efficient provision of social protection services, strengthening the sustainability of social protection programmes and a national sensitization programme on social protection issues. CARING STATE 159 Policy 1: Strengthen the social protection mechanism through the provision of essential social services and income security measures Targets: Target 1.1: By 2021, expand the coverage of Aasandha facilities on critical illnesses and specific chronic diseases to private hospitals and clinics Target 1.2: By 2023, a well-coordinated social welfare system is established Target 1.3: By 2019, expand Aasandha services to Maldivians residing in India, Sri Lanka and Malaysia Target 1.4: By 2023, at least 70% of the most eligible are benefitted from a harmonized social protection mechanism Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 1.1: Expand and strengthen the National Healthcare scheme to ensure service accessibility and coverage of essential healthcare services for all [M147, M172, MM1.1.2, P78, P107] [To be coordinated and implemented with Action 8.1b of Health subsector matrix] Action 1.1a: Expand coverage of national healthcare scheme; Aasandha to private facilities, to ensure coverage for those services with long waiting queues in public facilities [MM1.3.2] • • • Aasandha MoH, MoGFSS, MoF, NSPA Action 1.1b: Expand Aasandha scheme to include Maldivians residing in Sri Lanka, India and Malaysia [MM1.1.5, P79] • • Aasandha NSPA, MoF, Health Service Providers Action 1.1c: Eliminate soliciting for medical costs of major chronic diseases and medical procedures [M172, MM1.1.2] • • • NSPA MoGFSS, MoF, Aasandha Strategy 1.2: Revise benefit packages of existing social protection programs designed towards protection of children to ensure income security for vulnerable children Action 1.2a: Revise existing single parent allowance program benefits to target children • • NSPA MoGFSS, NBS, MoF Action 1.2b: Revise existing foster parent allowance program benefits to incentivise fostering • • NSPA MoGFSS, NBS, MoF Action 1.2c: Review the on-going National Action Plan on Violence Against Children (2017-2019) and formulate a National Action Plan (2020-2023) on VAC in line with the Law on the Protection of the Rights of Children • • MoGFSS UNICEF, NGOs, Other related CSOs S A PSTRATEGIC ACTION PLAN 2019 -2023 THE REPUBLIC OF MALIDVES16 0 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 1.3: Streamline existing pensions and disability programs to ensure social and financial security for the elderly and disabled Action 1.3a: Harmonize Social Protection mechanisms for PWDs and elderly to ensure that benefits are given with proper screening to the most eligible • • MoGFSS MPAO, NSPA, MAPD, NGOs, CSOs Action 1.3b: Publish new Regulation on disability definition and certification aligned with the law on Protection of the Rights of Persons with Disabilities • • MoGFSS NSPA, AGO Action 1.3c: Revise state pension scheme [M162] [To be coordinated and implemented with Action 3.4c of Family subsector matrix] • • MPAO MoF, MoGFSS, AGO, NSPA Strategy 1.4: Introduce unemployment benefits [A19] Action 1.4a: Design the national unemployment benefit scheme, the benefit package, eligibility criteria, funding resources, sustainability and feasibility studies, operational guidelines, roll out plan, pay-out mechanism and establish payment guidelines [To be coordinated and implemented with Strategy 6.1 of Labour, Employment & Migration subsector matrix] • • MoED NSPA, MoGFSS, MoHE, MoF, AGO Action 1.4b: Conduct an awareness campaign on importance of earning in working age • • • MoED NSPA, MoGFSS Action1.4c: Facilitate relevant sectors to address unemployment issues for vulnerable groups to provide partial income and training opportunities for a short term till a job can be found [To be coordinated and implemented with Strategy 6.1 of Labour, Employment & Migration subsector matrix] • MoED NSPA, MoGFSS, CARING STATE 16 1 Policy 2: Strengthen the legal and regulatory framework to ensure quality and efficient provision of social protection services Targets: Target 2.1: By 2023, at least 50 children are fostered by community Target 2.2: By 2023, Social Workers Act enacted Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 2.1: Revise and realign regulatory framework to ensure a consolidated social protection system Action 2.1a: Develop and ratify the “Unemployment Benefits Act” [To be coordinated and implemented with Action 6.1a of Labour, Employment & Migration subsector matrix] • • • MoED MoGFSS, NSPA, CSC, LRA, MRC, AGO, People’s Majlis Action 2.1b: Conduct a review of Social Protection Act, Domestic Violence Prevention Act, Disability Act, Gender Equality Law, Sexual Offences Act, Sexual Harassment Prevention Act, Special Measures Act • • MoGFSS FPA, CSOs, AGO, MRC, People’s Majlis Action 2.1c: Reduce administrative burden on social security applications through a single applications portal [To be coordinated and implemented with Policy 2 of ICT subsector matrix] • • MoGFSS CTO, NSPA, MRC, NDC, AGO Strategy 2.2: Formulate and enact key legislations for social protection Action 2.2a: Enact Law on the Protection of the rights of Children • MoGFSS MoH, MoE, AGO, People’s Majilis Action 2.2b: Enact Juvenile Justice Act [To be coordinated and implemented with Action 8.1a of Rule of Law & Judicial Reform subsector matrix] • • MoHA MoGFSS, AGO, JJU, MPS, People’s Majilis Action 2.2c: Enact Social Workers Act (legislation for organizational structures, job classifications and pay structure for caretakers and social service providers) • • • MoGFSS AGO, CSOs, MoF, NPC, People’s Majilis Action 2.2d: Enact Elderly Persons Law • • MoGFSS AGO, People’s Majilis S A PSTRATEGIC ACTION PLAN 2019 -2023 THE REPUBLIC OF MALIDVES16 2 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 2.3: Develop and strengthen the regulatory framework for fostering and alternative care mechanisms [To be coordinated and implemented with Action 5.1e of Family subsector matrix] Action 2.3a: Conduct a comprehensive study on the implementation of the existing Regulation on fostering • MoGFSS AGO, FC Action 2.3b:Review and publish Fostering Regulations • MoGFSS MoHA, JJU, CSOs, AGO Action 2.3c: Strengthen monitoring of the foster care and alternative care mechanisms [To be coordinated and implemented with Action 5.1f of Family subsector matrix] • MoGFSS ARC Action 2.3d: Conduct awareness programs and encourage communities to provide care for children who can be fostered • • • • • MoGFSS CSOs CARING STATE 16 3 Policy 3: Reform and strengthen the social protection system to ensure sustainability of social protection expenditures and efficiency of the system Targets: Target 3.1: By 2022, well managed integrated data management system for easy access to social protection system established Target 3.2: By 2023, efficient multi-sectoral coordination mechanism established Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 3.1: Reform existing social protection programs to develop a consolidated social protection system and ensure better targeting Action 3.1a: Review existing multi-sectoral coordination mechanism • • NSPA CTO, MoGFSS, FPA, MPS, MoHA, JJU, MoH, MoE Action 3.1b: Establish an interoperable and integrated data management system through the National Data Centre to ensure easy access to social protection system for citizens and to enable monitoring and evaluation of social protection programs [To be coordinated and implemented with Action 1.3a of Housing and Policy 2 of ICT subsector matrices] • • • NSPA NBS, NDC, MoF, MoGFSS Action 3.1c: Harmonize all social assistance programs to avoid duplication of social assistance to beneficiaries • • NSPA MoGFSS, Aasandha, NBS, MoF Strategy 3.2: Strengthen financing mechanism for social protection system through a combination of contributory and non-contributory schemes to ensure financial sustainability Action 3.2a: Develop and establish linkages with a progressive taxation system with introduction of income tax [To be coordinated and implemented with Strategy 5.3 of Economic Diversification subsector matrix] • • MoF MoGFSS, NSPA, MIRA, Aasandha, AGO Action 3.2b: Reform and address leakages in the Aasandha scheme [M147, MM1.1.2] • Aasandha NSPA, MoGFSS, MoF Strategy 3.3: Strengthen and improve national targeting mechanisms for social protection expenditures Action 3.3a: Establish a mechanism to verify the socio-economic status of beneficiaries and applicants • • MoGFSS MoF, NBS, NSPA Action 3.3b: Review all existing social assistance programs to reflect socio-economic status of beneficiaries • • NSPA NBS, MoGFSS, MoF Action 3.3c: Revise the proxy means test for social protection programs in alignment with the new household income and expenditure survey • • NSPA NBS, MoGFSS, MoF Action 3.3d: Establish a monitoring and evaluation framework for all social assistance programs • NSPA NBS, MoGFSS, MoF S A PSTRATEGIC ACTION PLAN 2019 -2023 THE REPUBLIC OF MALIDVES16 4 Policy 4: Ensure access to equitable and quality social protection services to increase social cohesion Targets: Target 4.1: By 2022, 2 Elderly Homes operational in 2 Regions of Maldives Target 4.2: By 2022, 2 Children’s Homes and 2 safe Homes operational in 2 regions of Maldives Target 4.3: By 2023, 50 Social workers trained and employed Target 4.4: By 2021, Community Social Groups established and functioning Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 4.1: Establish state care institutions and community rehabilitation centres in different regions (in line with the national spatial plan) [MM1.4.7] Action 4.1a: Review and strengthen existing state care institutions • • • • • MoGFSS MoE, MoH, Local Councils, LGA Action 4.1b: Establish 2 children’s home in 2 regions • • • • MoGFSS MoE, MoH, Local Councils, LGA, MoNPI Action 4.1c: Establish 2 Elderly homes [To be coordinated and implemented with Action 3.2a of Family subsector matrix] • • MoGFSS MoNPI, MoH, Local Councils, LGA Action 4.1d: Establish fully functional safe homes for victims of Domestic Violence [To be coordinated and implemented with Action 2.2d of Gender Equality subsector matrix] • • MoGFSS MoH, Local Councils, LGA Action 4.1e: Establish a Juvenile Rehabilitation Centre (Special facilities should be set up to provide adequate shelter for young persons with juvenile delinquency behaviour, who are no longer able to live at home or who do not have homes to live in) [To be coordinated and implemented with Action 8.1b of Rule of Law & Judicial Reform subsector matrix] • • • MoHA MoYSCE, MoE, MoGFSS, Local Councils, LGA, JJU Strategy 4.2: Strengthen rehabilitation and reintegration services for vulnerable groups [To be coordinated and implemented with Strategy 2.2 of Prevention of Narcotic Abuse & Drug Rehabilitation subsector matrix] Action 4.2a: Establish effective community reintegration services and support to assimilate back into the community and labour force [M171] [To be coordinated and implemented with Action 7.2a and 7.3a of Rule of Law & Judicial Reform subsector matrix] • • • • • MoGFSS JJU, NDA, MoHA, MoYSCE, MoED, CSOs Action 4.2b: Develop periodic monitoring and evaluation framework for rehabilitation services [To be coordinated and implemented with Action 7.3c of Rule of Law & Judicial Reform subsector matrix] • • MoGFSS JJU, NDA, MoHA CARING STATE 16 5 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 4.3: Strengthen evidence-based policy making and build capacity of social protection service delivery institutions Action 4.3a: Establish a permanent platform for rigorous research on social issues and provide evidence to guide the formulation of social policy options [To be coordinated and implemented with Strategy 4.1 of Higher Education and Action 2.3a of Resilient Communities subsector matrices] • • • MoHE MoGFSS, MNU, UNICEF Action 4.3b: Conduct capacity building programs for all existing social workers and associated staff including training on MCPD for case management • • • • • MoGFSS MPS, CSOs, HEIs, PSTI Action 4.3c: Affiliate with higher education institutes to develop and run regular training programs on social work to build the labour force needed in the area • • • • • MoGFSS HEIs, PSTI Action 4.3d: Build capacity of qualified professionals that cater for specific needs and vulnerable groups (e.g.: victim/survivor intervention, perpetrator intervention, drug rehabilitation, children who are at risk of committing crimes and children in conflict with the law) • • • • • MoHE PSTI, MoGFSS, CSOs, MoH Action 4.3e: Review and modify capacity building training programmes for social workers • • • • • MoGFSS FCSC, State Care Institutions, HEIs, PSTI Action 4.3f: Build capacity in the regions to provide quality decentralised social protection services • • • • • MoGFSS Local Councils, LGA, PSTI, HEIs S A PSTRATEGIC ACTION PLAN 2019 -2023 THE REPUBLIC OF MALIDVES16 6 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 4.4: Strengthen accountability mechanisms of service providers through periodic monitoring and evaluation, and enforcing recommendations Action 4.4a: Review and amend the code of conduct and procedure manuals for Social workers including the supervision policies on cases reported • • MoGFSS MoH, MPS Action 4.4b: Strengthen monitoring of FCSC • • • • • MoGFSS Action 4.4c: Develop and implement inter-agency procedures in working on clients with mental health issues and children with delinquent behaviour [To be coordinated and implemented with Action 8.2b of Rule of Law & Judicial Reform subsector matrix] • • MoGFSS MoH, JJU, MPS, MHAF, IGMH Mental Health Institute Action 4.4d: Ensure recommendations from external monitoring bodies are implemented in order to improve service delivery • • • • • MoGFSS MoH, PGO, AGO, MPS, MoE, HRCM Action4.4e: Improve external monitoring and audits of services provided by social services, police and health sector to survivors of domestic violence and sexual offences [To be coordinated and implemented with Action 2.3d of Gender Equality subsector matrix] • • • • MoGFSS MPS, MoH, AGO, FPU, FPA, PGO, HRCM Action 4.4f: Design and implement minimum operational standards for each of the state-run residential and non residential institutions for vulnerable group • • • MoGFSS MoHA, MPS, FPA, UNICEF Strategy 4.5: Strengthen community-based approach to social protection service delivery and rehabilitation [To be coordinated and implemented with Action 1.1b of Community Empowerment and Action 2.1a of Prevention of Narcotic Abuse & Drug Rehabilitation subsector matrices] Action 4.5a: Establish Community Social Groups (CSGs) in every island and create a regular monitoring mechanism [To be coordinated and implemented with Action 1.1c of Community Empowerment subsector matrix] • • MoGFSS Local Councils, MoYSCE, MoH, MPS, MoE, CSOs, FCSC, LGA Action 4.5b: Build capacity of CSGs by providing regular trainings, tools and materials [To be coordinated and implemented with Action 2.5b of Decentralisation subsector matrix] • • • • • MoGFSS PSTI Action 4.5c: Promote community based approach to empower vulnerable groups and to establish an inclusive society [To be coordinated and implemented with Action 2.5b of Decentralisation subsector matrix] • • • • • MoGFSS Local Councils, MoYSCE, MoH, MPS, MoE, CSOs, FCSC, LGA CARING STATE 16 7 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 4.6: Develop and implement nation-wide advocacy and communications standards to sensitize the public on social protection issues [MM4.1.2] Action 4.6a: Review and develop a common framework amongst inter-agency on advocating public on social protection [To be coordinated and implemented with Action 2.5b of Decentralisation subsector matrix] • • • MoGFSS MoYSCE, MoH, MoE, FPA, MoHA, CSOs, PSM Action 4.6b: Conduct awareness sessions on social protection issues including child abuse, Good Parenting Skills, Inclusion, Respect and Acceptance • • • • • MoGFSS MoYSCE, MoH, MoE, FPA, MoHA, CSOs, PSMF S A PSTRATEGIC ACTION PLAN 2019 -2023 THE REPUBLIC OF MALIDVES16 8 Policy 5: Establish mechanisms to empower vulnerable groups through effective income-generating opportunities Targets: Target 5.1: By 2023, at least 250 Loans provided to vulnerable groups / individuals Target 5.2: By 2023, at least 3 government subsidised day care facilities are operational Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 5.1: Facilitate capacity building of vulnerable groups for economic empowerment Action 5.1a: Develop loan schemes for vulnerable groups to start small businesses through financial institution [To be coordinated and implemented with Action 2.2c of SME subsector matrix] • • MoED SDFC, MoGFSS Action 5.1b: Set up affordable child care facilities in order to ensure women have the means to engage in income generating activities [To be coordinated and implemented with Action 3.5a of Gender Equality and Action 2.1b of Employment, Labour & Migration and Action 5.1d of Family and Action 2.2c of SME subsector matrices] • • • • • MoGFSS MoF, MoHA, MoNPI, MoED Strategy 5.2: Establish a mechanism for graduation from social protection programs Action 5.2a: Integrate social protection beneficiaries to the government’s career portal [To be coordinated and implemented with Action 3.1d of Labour, Employment & Migration subsector matrix] • MoED MoGFSS, MoHE Action 5.2b: Establish a mandatory training programme for social protection beneficiaries • • • • MoGFSS PSTI, NSPA, Aasandha Action 5.2c: Facilitate TVET opportunities to prepare vulnerable groups to join the labour force [To be coordinated and implemented with Action 5.4d of Higher Education subsector matrix] • • • • • MoGFSS MoHE, Private Sector, TVETA Action 5.2d: Set up a mechanism to provide financial support for victims of abuse and DV cases • • • • • MoGFSS MoYSCE, BCC, MoF C A R IN G S T A T E 169 2.5 PREVENTION OF NARCOTIC ABUSE & DRUG REHABILITATION Since the mid-1970s, drug use has become a growing concern in Maldivian society. The “Rapid situation assessment of Drug abuse in Maldives”, claims that the age range for youth who started using drugs was from 10 to 27 years (mean 16.8 years)4. According to the National Drug Use Survey, the prevalence of drug use in Male’ and Atolls were 6.64% and 2.02% respectively. It revealed that drug use was most prevalent in the age group 15-24 years for both males (36%) and females (34%)5. The Maldives’ Drug act (17/2011) directs the responsibilities of stakeholder agencies toward making Maldives a drug free nation. The National Drug Agency (NDA) is mandated under the Drug act of 2011 to carry out all activities in relation to Drug rehabilitation, reducing demand and drug related harm. Alcohol consumption has been an emerging issue among substance abusers, especially amongst adolescents, however it hasn’t been addressed in the Drug Act. Some of the challenges in the subsector include the following - NDA is the only institute that provides drug treatment and rehabilitation services in the country. The effectiveness of the NDA is constrained by of the lack of trained staff. At present, the country lacks facilities to provide treatment and rehabilitation for children, adolescents and women. There is a need to deliver Holistic Substance Use Disorder Treatment and rehabilitation Services, while there is also a lack of efficient transport system between established centres. 4 National Narcotics Control Board (2003). Rapid situation assessment of Drug abuse in Maldives 2003. 5 United Nations Office of Drugs and Crime (UNODC) (2013). National Drug Use Survey 2011/2012. Key subsector priorities include strengthening preventive mechanisms of drug use and onset of drug use, expanding treatment capacity and services to increase treatment effectiveness, and promoting law enforcement and cross-sector institutional coordination to respond to the key challenges outlined above. S A PSTRATEGIC ACTION PLAN 2019 -2023 THE REPUBLIC OF MALIDVES170 Policy 1: Strengthen preventive mechanisms of drug use and onset of drug use Targets: Target 1.1: By 2021, prevention programmes redesigned based on evidence from the comprehensive study Target 1.2: By 2021, 100 trainers for substance use prevention and awareness programmes certified Target 1.3: By 2023, 20 atolls have certified substance use prevention educators to cover the atoll community Target 1.4: By 2023, a monitoring and evaluation mechanism to measure the effectiveness of the prevention programmes is functional Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 1.1: Develop and provide efficient and effective evidence-based prevention programmes throughout the nation Action 1.1a: Conduct a comprehensive assessment to identify the gaps in prevention programmes • • NDA Academia, MoHE, UNODC, Colombo Plan Action 1.1b: Develop comprehensive and coordinated substance use prevention programmes to conduct throughout the nation • • • • NDA MoH, MoE, MoGFSS, UNODC, Colombo Plan LGA, MoYSCE, Journey, NGOs, SHE Action 1.1c: Establish targeted prevention programmes specific to adolescents, children and other risk groups • • • • NDA MoYSCE, MoH, MoE, JJU, MoGFSS, MPS, NGOs Action 1.1d: Develop a mechanism to ensure all prevention programmes carried out at local level are evidence-based • NDA MoYSCE , MoH, MoE, JJU, MoGFSS, MPS, NGOs, Local Councils, LGA, CSGs Action 1.1e: Review and develop a comprehensive policy for the prevention of substance abuse • NDA PO, AGO, MoYSCE, MoH, MoE, JJU, MoGFSS, MPS, MoHE, NGOs CARING STATE 171 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 1.2: Create awareness and a sense of responsibility among the high-risk groups to abhor and abstain from drugs Action 1.2a: Increase awareness of general public on risks and consequences associated with the use of illicit drugs and other psychoactive substances • • • • • NDA MoYSCE , MoH, MoE, JJU, MoGFSS, MPS, MoHE, NGOs, PSM, Local Councils Action 1.2b: Conduct awareness sessions for affected family members of substance users • • • • • NDA MoYSCE, MoH, MoE, JJU, MoGFSS, MPS, MoHE, NGOs, Local Councils Action 1.2c: Conduct early intervention to prevent youth and juveniles from engaging in drug and alcohol related offences [To be coordinated and implemented with Action 2.1i of Youth subsector matrix] Education • • • • • MPS NDA, MoYSCE, MoH, MoE, JJU, MoGFSS, MoHE, NGOs Action 1.2d: Introduce child-specific prevention programmes which also include the family and the community at large to reinforce the information that is communicated to the children • • • • • NDA MoE, MoGFSS, JJU, MoHA, MoYSCE, Local Councils S A PSTRATEGIC ACTION PLAN 2019 -2023 THE REPUBLIC OF MALIDVES172 Policy 2: Expand treatment capacity and services to increase treatment effectiveness Targets: Target 2.1: By 2021, a collaborative network amongst NDA, GO’s, NGO’s and CBO’s is functional Target 2.2: By 2021, evidence-based substance use treatment programs conducted Target 2.3: By 2023, 100% of people seeking substance abuse treatment have immediate access to treatment Target 2.4: By 2022, treatment programs with continuum of care for all target groups aligned to international standards Target 2.5: By 2023, 100% of pregnant women with substance use disorder benefitted from treatment programs Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 2.1: Strengthen linkages among communities and other supportive social services Action 2.1a: Establish networks among communities and other supportive groups [To be coordinated and implemented with Action 1.1c of Community Empowerment and Strategy 4.5 of Social Protection subsector matrices] • NDA MoE, MoH, MoGFSS, MoHA, MoYSCE , MoIA, JJU, MPS, LGA, Judiciary, MCS, MCrS, Academia, NGOs, International Organizations Action 2.1b: Increase NGO participation through incentives and capacity building to engage and work in the area of drug prevention and treatment • • • • • NDA LGA, UNODC, Colombo Plan, MoGFSS CARING STATE 173 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 2.2: Establish quality and holistic treatment and rehabilitation services for people with substance use disorder [To be coordinated and implemented with Strategy 4.2 of Social Protection subsector matrix] Action 2.2a: Establish an effective and evidence-based rehabilitation system, including a community-based rehabilitation system, to provide efficient treatment and reintegration of people with substance use disorder [To be coordinated and implemented with Action 4.4b of Sports subsector matrix] • • • • • NDA MoGFSS, MoH, UNODC, Colombo Plan Action 2.2b: Establish rehabilitation facilities in 2 Regional Urban Centres (RUCs) in line with the national spatial plan • • • NDA MoF, MoNPI, NDCC, MoGFSS, UNODC, Colombo Plan Action 2.2c: Establish and strengthen effective rehabilitation programmes exclusively for cases with risky medical and psychological conditions • • • • NDA MoGFSS, MoH, UNODC, Colombo Plan, MHAF, Thibaa Psychology, HPA, Maldivian Medical Association Action 2.2d: Establish rehabilitation and integration programme for pregnant women and other females with risky behaviours with substance use disorder • • • • • NDA MoGFSS, MoH, HPA, UNODC, Colombo Plan, WHO, UNFPA, CSOs Strategy 2.3: Strengthen monitoring, evaluation and research for rehabilitation programmes Action 2.3a: Improve data collection and analysis process in NDA and increase utilization of data for planning [To be coordinated and implemented with Strategy 3.2 of ICT subsector matrix] • • • • • NDA CTO, MoGFSS, MoHE, NDC, NBS, UNODC, Colombo Plan Action 2.3b: Develop and operationalize tools on evaluating the effectiveness of treatment programmes • • • • NDA MoGFSS, MoHE, UNODC, Colombo Plan Action 2.3c: Coordinate with research centre on producing high quality research on drug related issues • • NDA MNU, MoHE, Private HEIs S A PSTRATEGIC ACTION PLAN 2019 -2023 THE REPUBLIC OF MALIDVES174 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 2.4: Promote social inclusion of drug users after treatment to ensure social adaptation and to prevent relapse of drug addiction Action 2.4a: Provide opportunities to improve skills and competencies for preventing drug use through the national TVET, polytechnic programme, sports skill development and sports related training [To be coordinated and implemented with Action 5.4e of Higher Education and Action 4.4c of Sports subsector matrices] • • • • • NDA MoHE, TVETA, MoYSCE, MoH, MoE, JJU, MoGFSS, MoHE, UNODC, Colombo Plan Action 2.4b: Integrate substance users to the career portal of the Ministry of Economic Development [To be coordinated and implemented with Action 3.1d of Labour, Employment & Migration subsector matrix] • • NDA MoYSCE, MoE, MoHE, MoGFSS Strategy 2.5: Build and strengthen technical capacity in the area of drug prevention and rehabilitation Action 2.5a: Build capacity of technical staff to provide specialist care (children, women, youth, and elderly) for comorbidity • • • • • NDA MoHE , UNODC, Colombo Plan Strategy 2.6: Provide safe and secure environment for the clients and staff Action 2.6a: Establish an accessible, reliable, cost effective, efficient transportation system for NDA treatment facilities through the transport network [To be coordinated and implemented with Strategy 2.1 of Transport Network subsector matrix] • • • • • MoTCA MoGFSS, MoF, NDA, MoNPI CARING STATE 175 Policy 3: Enhance effective law enforcement, coordination and cooperation within enforcing agencies to counter illicit drug activity, in coherence with relevant actions determined by the State Targets: Target 3.1: By 2020, coordinated surveillance system at all airports and seaports established Target 3.2: By 2022, Drug Offender and Remand Centre established and operational Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 3.1: Eliminate all avenues of drug trafficking [M121] Action 3.1a: Establish coordinated surveillance system at all sea, air and post facilities [To be coordinated and implemented with Strategy 1.1 of National Security & Public Safety subsector matrix] • • • • • MCS MPS, MNDF, MPL, Sea ports, Air ports, International Organizations, Maldives Post Limited Action 3.1b: Introduce stringent modern security measures at all sea and air ports facilities for tracking drug traffickers [To be coordinated and implemented with Strategy 1.1 of National Security & Public Safety subsector matrix] • • • • • MCS MNDF, MPL, Sea ports, Air ports, International Organizations Action 3.1c: Take all appropriate legal measures, to protect children from the illicit use of narcotic drugs and to prevent the use of children in the illicit trafficking of such substances • • • • • MPS AGO, MoGFSS, NDA, JJU, MoHA, PGO Strategy 3.2: Identify and enforce strict measures against drug dealers and traffickers [M121] Action 3.2a: Conduct targeted policing on drug trafficking and dealing networks • • • • • MPS MCS, Immigration Action 3.2b: Develop well-equipped specialist operational capabilities in Maldives Police Service on preventing drug trafficking [To be coordinated anid implemented with Strategy 4.5 of National Security & Public Safety subsector matrix] • • • • • MPS NDA Action 3.2c: Establish a Drug Offender Remand Centre as stipulated in the Drug Act • NDA MCS, MoNPI, MoF S A PSTRATEGIC ACTION PLAN 2019 -2023 THE REPUBLIC OF MALIDVES176 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agencies Other Implementing Agencies Strategy 3.3: Strengthen international cooperation against drug trafficking and smuggling [To be coordinated and implemented with Strategy 1.5 of Foreign Affairs subsector matrix] Action 3.3a: Facilitate offshore disruption of drug smuggling networks with the help of international partners • • • • • MPS International Partners Action 3.3b: Develop and establish a systematic mechanism for information and intelligence information sharing [To be coordinated and implemented with Strategy 3.2 of ICT subsector matrix] • • • • • MPS CTO, MCS, Immigration, NDC Strategy 3.4: Ensure effective implementation of Drug Act [17/2011] Action 3.4a: Establish rehabilitation centres mandated in Drug Act [17/2011] (Rehabilitation Centres for Juveniles and Females) [To be coordinated and implemented with Action 8.1b of Rule of Law & Judicial Reform] • • • • NDA MoNPI, MoF, JJU, MoGFSS Action 3.4b: Review and revise existing policies, rules and regulations for rehabilitation services • • • • • NDA DC, AGO Action 3.4c: Review and Amend Drug Act including, definition of substances, allocation of implementing agencies for specific tasks and to adopt a more child-sensitive and recovery oriented approach to children misusing drugs • NDA AGO, PO, AGO, People’s Majlis S A P S T R A T E G IC A C T IO N P L A N 2 0 19 2 0 2 3 G O V E R N M E N T O F M A L ID V E S Caring State SUBSECTORS AND RESULTS MATRICES S T R A T E G IC A C T IO N P L A N 2 0 19 2 0 2 3 G O V E R N M E N T O F M A L ID V E S S A P Dignified Families D IG N IF IE D F A M IL IE S 181 FAMILY HOUSING YOUTH COMMUNITY EMPOWERMENT SPORTS ISLAMIC FAITH 186 197 202 211 218 226 C O N T E N T S 3.1 3.2 3.3 3.4 3.5 3.6 FamilyDIGNIFIED FAMILIES By 2022 Centre for Disability Management and Rehabilitation is functional By 2023 every atoll is equipped with a school based therapist to cater for children with special educational needs By 2023 all public transport facilities have accesibility for PWDs By 2023 a free public transport scheme for registered PWDs introduced Housing established and operation under Public Private Partnership By 2023 elderly residential home At least 1 By 2023 baby box is provided to all families with a new born at least MVR 1 billion By 2023 is sanctioned under the national a�ordable housing loan scheme By 2020 all housing issues faced by Tsunami a�ected families has been resolved By 2021 all families relocated (by the government) from one island to the other provided with housing families 20,000 By 2023 new housing units developed and utilized by Youth By 2020 a clear definition of vulnerable youth and at-risk youth is adopted by NYC and is institutionalized across for government-wide programme targeting Between 2019 and 2023 vulnerable youth received higher education scholarships and/or loans 500 By 2023 a quota is set within social housing schemes targeting vulnerable and at-risk youth reduced by from 2018 levels 10% at least 2 women30% By 2023 voluntary youth unemployment is young women led businesses At least 50 By 2023 are supported with technical support and integration to digital marketing platforms By 2020 NYC is functional with balanced representation of women and that of atolls Community Empowerment By 2022 all islands have trained Community Empowerment O�cers with By 2023 all community centres are accessible to PWDs and elderly By 2023 multipurpose centres are operational Sports By 2023 at least medals70 gained for Maldivian athletes in the next Indian Ocean Island Games 80% sports facilities are modified integrating needs of women and PWDs women 33% all National Associations have in their executive boards/committees at least 10% of rehabilitating o�enders, juvenile o�enders and recovering substance users have benefited from sports skill development and or sports related training Islamic Faith By 2023 all schools in the Maldives have teachers professionally trained to tackle extremist ideology within the school environment compared to 2018 level 40%imams with degree level qualifications increased by at least 80% utilize renewable energy for air conditioning of mosques at least one House of Wisdom (Bayt-Al-Hikma) Public Academy and Intellectual Centre is established and operational D IG N IF IE D F A M IL IE S 185 DIGNIFIED FAMILIES Family is the foundation of Maldivian society. Policies focusing on strengthening family ties and addressing socio-economic issues are a recurring them in all sectoral policies. The government views that a special focus on building stronger families is central to addressing issues relating to domestic violence, child protection and youth vulnerabilities. Creating an enabling environment for families through provision of affordable housing schemes will help build stronger and resilient families. Growing problems of substance abuse among young people, school dropout rates, mental health, and an ageing adult population are issues that can be addressed through the family. Addressing key issues affecting family life will help improve quality of life and thereby the overall development of the country. This sector has six subsectors; (i) Family, (ii) Housing, (ii) Youth, (iv) Community Empowerment, (v) Sports, and (vi) Islamic Faith. The following provides a summary of the key challenges and policy priorities for each of the associated subsectors. SAP S T R A T E G IC A C T IO N P L A N 2 0 19 2 0 2 3 G O V E R N M E N T O F M A L ID V E S 186 3.1 FAMILY This subsector specifically focuses on population changes in the Maldives, the needs of persons with disabilities (PWDs), elderly and other groups that are disadvantaged due to socio-economic inequalities. The 2014 population and housing census shows that the elderly population has increased, leading to an onset of population ageing in the country towards the end of 2054. Furthermore, there is an increase in the median age from 17 to 37 years old demonstrating an ageing population. Therefore, there is a need to rethink and refocus the reform of our healthcare, aged care and pension schemes. Islands in the Maldives have always maintained high community spirits through social gatherings, volunteerism, community sports and other community led programs. But due to changes in lifestyle, lack of access to essential services, and extreme centralization, many island communities have been abandoned by its most economically active people. Islands are often left with women, young children and the elderly. Government policies aim to change this trend by creating jobs, reviving the island economy and bring together families through decentralization. DIGNIFIED FAMILIES 18 7 Policy 1: Foster a stable, safe and just society that promotes social inclusion and protection of all human rights [MM4.3.6, MM4.10.3] Targets: Target 1.1: By 2023, every atoll is equipped with a school-based therapist to cater for children with special educational needs Target 1.2: By 2023, all public transport facilities have accessibility for PWDs Target 1.3: By 2023, a free public transport scheme for registered PWDs introduced Target 1.4: From 2020 onwards, ascertain that PWDs benefit from free priority assistive devices Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.1: Ensure the provision of accessibility to services in islands for children with special needs [MM4.3.6, MM4.10.3] Action 1.1a: Conduct island level and atoll level therapy camps for children with special needs • • • MoGFSS MoE, CSOs Action 1.1b: Provide trained school-based therapist for children at atoll level [To be coordinated and implemented with Action 1.5h of Education subsector matrix] • • • • MoE MoGFSS, CSOs Action 1.1c: Provide tools for schools for inclusive education [To be coordinated and implemented with Strategy 1.5 of Education subsector matrix] • • • • MoE MoGFSS , CSOs S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES18 8 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.2: Increase physical accessibility to public infrastructure and activities for Persons with Disabilities (PWDs) [MM4.8.5] Action 1.2a: Conduct advocacy and awareness campaigns on the importance of ensuring access to physical environments for PWDs • • • • MoGFSS MoNPI, NSPA, CSOs Action 1.2b: Establish and enforce standards on accessibility to transportation services for PWDs in line with international best practice [M169; MM4.7.1, MM4.7.2, MM4.7.3] [To be coordinated and implemented with Strategy 3.3 of Transport Network subsector matrix] • • • • MoTCA MoGFSS, MTCC, IASL Action 1.2c: Make public ferry terminals, ferries, and public transport accessible for PWDs [To be coordinated and implemented with Action 2.1k and Strategy 3.3 of Transport Network subsector matrix] • • • • • MoTCA MTCC, IASL, MoGFSS, MoNPI Action 1.2d: Provide special arrangements for PWDs in public transportation, including introducing a scheme for free public transport for registered PWDs [To be coordinated and implemented with Strategy 3.3 of Transport Network subsector matrix] • • • • • MoTCA MTCC, MoGFSS, NSPA, MoF Action 1.2e: Make public streets more accessible and reserve parking spaces for PWDs • • • • MoTCA MoGFSS , Local Councils, MoNPI Action 1.2f: Review existing building codes and formulate a standard to make premises accessible for PWDs [MM4.5.2] • • • MoNPI MoGFSS, AGO Action 1.2g: Introduce measures to make changes to high-rise buildings where there are no lifts • • MoNPI HDC, MoGFSS Action 1.2h: Restructure existing buildings which provide public services and public space by incorporating accessibility standards [MM4.5.1, MM4.5.3] • • • • • MoNPI HDC, MoGFSS, MoYSCE Action 1.2i: Monitor and determine the level of accessibility in all buildings • • • • • MoNPI MoNPI, HDC, MoGFSS DIGNIFIED FAMILIES 18 9 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.3: Provide free accessibility to assistive devices and other support targeting PWDs [MM4.9.1] Action 1.3a: Adopt the WHO Priority Assistive Products List (APL) and issue them via medical welfare program [To be coordinated and implemented with Strategy 1.1 of Social Protection subsector matrix] • • • • MoGFSS MoF, NSPA, WHO Action 1.3b: Conduct workshops with PWDs and technical experts for development of assistive devices to contextualise and identify the rollout priority for the APL items for PWDs in the Maldives [MM4.9.2] • • MoGFSS NSPA, NGOs Action 1.3c: Increase capacity of relevant local NGOs and Disabled People’s Organisations (DPOs) to gain access to items in APL via purchase or production of required assistive devices for PWDs in Maldives • • • • • MoGFSS NSPA, DPO, MAPD, MRC, Blind Association, Deaf Association, NGOs Action 1.3d: Review disability regulation (2011/R-3) and incorporate coverage of aid for APL • MoGFSS NSPA, AGO Strategy 1.4: Ensure media is accessible for PWDs [MM4.1.4] Action 1.4a: Conduct awareness workshops for media to have an inclusive way of disseminating information on issues related to PWDs • • • MoGFSS PSM, MoED, MBC, Private Media Operators Action 1.4b: Incentivise media to be proactive in implementation of accessibility to information for PWDs • • • MBC PSM, MoED, MoGFSS, Private Media Operators S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES19 0 Policy 2: Ensure that Persons with Disabilities (PWDs) have their rights promoted, upheld and protected [M168; MM4.3.3, MM4.3.4] Targets: Target 2.1: By 2022, Centre for Disability Management and Rehabilitation is functional Target 2.2: By 2021, National Registry of PWDs is up to date and utilised Target 2.3: By 2021, National Disability Council is active and provided protection/safeguarded rights of 95% of cases submitted to the council Target 2.4: By 2021, 3 in 5 government employees know basics of the national disability effort/ programme Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.1: Strengthen the institutional structure for disability related policy making and implementation [M168; MM4.3.3, MM4.3.4] Action 2.1a: Establish Centre for Disability Management and Rehabilitation (CDMR) • • • MoGFSS MoF, MoNPI, MoH Action 2.1b: Train technical staff to provide therapeutic services required for PWDs at CDMR • • • • MoGFSS MoH Action 2.1c: Reform the National Disability Council as an independent body by reviewing the disability council regulation [MM4.1.5] • • MoGFSS AGO Action 2.1d: Review and amend the Disability law including changes to make the National Disability Council as a body providing guidance to the Ministry mandated to uphold and provide services for PWDS, and providing some level of authority to penalize those who abuse PWDs and those who do not adhere to regulations pertinent to PWD • • MoGFSS AGO, NSPA DIGNIFIED FAMILIES 19 1 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.2: Establish a National Registry of PWDs [MM4.1.1] Action 2.2a: Conduct a National Disability identification and certification exercise and develop National Registry of PWDs [To be coordinated and implemented with Policy 2 of ICT and Action 1.3a of Housing subsector matrices] • • • • • MoGFSS Local Councils, NCIT, NSPA Action 2.2b: Conduct training programme for private and public sector stakeholders on the identification and certification of PWDs and establish a registry of certified personnel to conduct certification and identification exercises • • • • • MoGFSS Local Councils, NSPA Action 2.2c: Establish an online tool that registered/certified NGOs and Public sector stakeholders can use to proactively and continuously conduct national identification and certification exercises to ensure that the national registry of PWDs is systematically and regularly updated [To be coordinated and implemented with Policy 2 of ICT subsector matrix] • • • • • MoGFSS Local Councils, NSPA, NGOs, NCIT Action 2.2d: Increase government-initiated disability awareness programme in Male’ and atolls especially amongst civil servants and employees of SOE • • • • MoGFSS CSC, SOEs, MoYSCE, Local Councils S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES19 2 Policy 3: Promote dignity and respect for the elderly [M170] Targets: Target 3.1: By 2023, standards established on ensuring physical accessibility of the elderly in transportation facilities and premises are fully enforced Target 3.2: By 2021, up to date evidence on situation of elderly is available for policy making and awareness raising Target 3.3: By 2022, national law on elderly is enacted Target 3.4: By 2023, at least 1 elderly residential home established and operation under Public Private Partnership Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.1: Increase physical accessibility to public infrastructure and community buildings for the elderly Action 3.1a: Modify the structures of the community centres to ensure they are elderly friendly [M170] [To be coordinated and implemented with Strategy 2.1 of Community Empowerment subsector matrix] • • • MoYSCE MoGFSS Action 3.1b: Establish and enforce standards on accessibility to transportation services for the elderly in line with international best practice [To be coordinated and implemented with Strategy 3.3 of Transport Network subsector matrix] • • • MoTCA MTCC, IASL, MoGFSS Action 3.1c: Review existing building codes and formulate a standard to make premises accessible for elderly • • • MoNPI HDC, MoGFSS Action 3.1d: Provide special arrangements for the elderly in public transportation, including introducing a scheme for discounted public transport [To be coordinated and implemented with Strategy 3.3 of Transport Network subsector matrix] • • • • • MoTCA MTCC, MoGFSS, MoF Action 3.1e: Conduct public awareness on issues related to elderly and infrastructure • • • • • MoGFSS MoNPI, HDC, MoYSCE DIGNIFIED FAMILIES 19 3 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.2: Establish elderly residential homes [MM1.4.7] Action 3.2a: Introduce a new policy to facilitate the establishment of government subsidised elderly homes in partnership with private sector [To be coordinated and implemented with Action 4.1c of Social Protection subsector matrix] • • MoGFSS MoF, MoNPI, Local Councils, MoH Action 3.2b: Develop a mechanism with relevant stakeholders to monitor the functioning of elderly homes [To be coordinated and implemented with Strategy 4.4 of Social Protection subsector matrix] • • MoGFSS MoH, Local Councils Strategy 3.3: Increase evidence on elderly and promote their rights and participation in community Action 3.3a: Conduct a nationwide assessment on the situation and experiences of the elderly • • MoGFSS MoNPI, NBS Action 3.3b: Conduct research into gender specific healthy ageing and rights-based issues of the elderly [To be coordinated and implemented with Action 4.1d of Health subsector matrix] • • MoGFSS MoH, NBS Action 3.3c: Develop advocacy tools and materials to be shared with the community centres and conduct programme on raising awareness on elderly through the community centres [To be coordinated and implemented with Action 2.1a of Community Empowerment subsector matrix] • • • • MoGFSS MoYSCE , MoH Action 3.3d: Facilitate accessibility for elderly people when conducting cultural and social events [To be coordinated and implemented with Strategy 1.4 of Arts, Culture & Heritage subsector matrix] • • • • MoGFSS MoACH, MoYSCE Action 3.3e: Encourage sectors to develop inclusive programme/ events where elderly can get engaged • • • • • MoGFSS Israhvehinge Jamiyya, Manfaa Centre, NGOs Action 3.3f: Establish a mechanism to ensure representation of elderly in the decision-making process such as inclusion of elderly in relevant policy making committees • • • MoGFSS Israhvehinge Jamiyya, Manfaa Centre, NGOs Action 3.3g: Mark special days such as Elder Abuse aware day, Elderly day and National Grandparents Day • • • • MoGFSS Israhvehinge Jamiyya, Manfaa Centre, MRC S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES19 4 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.4: Improve the legal framework to support elderly Action 3.4a: Draft and enact a National Law on Elderly Rights based on findings of the national assessment of elderly • • • MoGFSS AGO, Israhvehinge Jamiyya, Manfaa Centre, MRC, People’s Majlis Action 3.4b: Conduct awareness campaign on National law on elderly rights • • • MoGFSS Israhvehinge Jamiyya, Manfaa Centre, NGOs, Local Councils Action 3.4c: Review Pension law and assess how best pension benefit can be given for senior citizens [M162] [To be coordinated and implemented with Action 1.3c of Social Protection subsector matrix] • • • • MPAO MoF, AGO, Israhvehinge Jamiyya, MoGFSS, NSPA Strategy 3.5: Develop and ensure affordable access to quality elderly person-centred and integrated clinical care at island/city level Action 3.5a: Implement measures to ensure elderly friendly health care facilities in island/city level [To be coordinated and implemented with Strategy 3.3 of Health subsector matrix] • • • MoH Manfaa Centre, MoGFSS, Local Councils Action 3.5b: Build capacity of communities on first response to emergency care related to elderly [To be coordinated and implemented with Action 5.2b of Health subsector matrix] • • • • MoH MRC, Manfaa Centre, MoGFSS, NGOs DIGNIFIED FAMILIES 19 5 Policy 4: Ensure vulnerable groups within the community have access to a range of support to assist them to live independently and to actively engage in their communities [M171] Targets: Target 4.1: By 2022, all Community Social Groups (CSGs) provide Community Based Rehabilitation (CBR) Target 4.2: By 2023, psychosocial support services provided to vulnerable groups through FCSCs increased by more than 50% compared to 2018 level Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.1: Strengthen community driven support service for vulnerable groups Action 4.1a: Increase capacity of FCSCs to provide counselling services for vulnerable groups [M171] • • • • MoGFSS NGOs Action 4.1b: Facilitate employment and inclusive participation of vulnerable groups in society [To be coordinated and implemented with Strategy 3.1 of Labour, Employment & Migration subsector matrix] • • • • MoGFSS MoED Action 4.1c: Conduct trainings for Community Social Groups (CSGs) to provide Community Based Rehabilitation (CBR) for communities [MM4.10.1] [To be coordinated and implemented with Action 1.1b and 1.1c of Community Empowerment subsector matrix] • • • MoGFSS UNICEF, MoYSCE Action 4.1d: Monitor programme conducted by CSGs on CBR [To be coordinated and implemented with Action 1.1b and 1.1c of Community Empowerment subsector matrix] • • • MoGFSS UNICEF, MoYSCE S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES19 6 Policy 5: Reduce experiences of socio-economic disparity amongst families [M159, M164] Targets: Target 5.1: By 2023, at least 3 government subsidized day care facilities are operational Target 5.2: By 2023, baby box is provided to all families with a newborn Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 5.1: Establish a mechanism to ensure that every child born is entitled to love, care and affection of a family [M159, M164] Action 5.1a: Provide a baby box for all families having a newborn [M159, M164] • • • • • NSPA MoF, MoGFSS, MoH, Local Councils Action 5.1b: Grant 6 months of paid maternity leave and 1 month of paid paternity leave for government employees [M163, MM3.3.9] [To be coordinated and implemented with Action 1.4d of Gender Equality subsector matrix] • MoGFSS CSC Action 5.1c: Strengthen regulatory framework for day care centres [MM3.3.8] • • • MoGFSS AGO Action 5.1d: Establish quality and affordable day care centres in 3 regions [To be coordinated and implemented with Action 5.1b of Social Protection and Action 2.1c of Employment, Labour & Migration subsector matrices] • • • MoGFSS MoED, MoF, MoHA, MoNPI Action 5.1e: Establish an effective mechanism where children under state care can be fostered [M173] [To be coordinated and implemented with Strategy 2.3 of Social Protection subsector matrix] • • • MoGFSS AGO, MoHA, JJU, CSOs Action 5.1f: Strengthen monitoring of those children fostered are taken care based on adequate standards [To be coordinated and implemented with Action 2.3c of Social Protection subsector matrix] • • • • • MoGFSS ARC D IG N IF IE D F A M IL IE S 197 3.2 HOUSING Provision of affordable housing is one of the most important pledges of this government. This is a pressing issue that needs to be addressed immediately and is a root cause of many socio economic issues in the country. The total resident population of the Maldives, including the expatriate population, is estimated to be around 530,000 in 2019. By 2028 the population is expected to increase to almost 650,000 with a need for 30,000 more homes assuming an average of four per household. The national housing deficit is estimated to be 20,000. Some of the key challenges in the sector include an acute housing shortage and congested living conditions in the capital, Male’, limited affordability and quality of housing available, a shortage of housing finance options and a weak legal and cohesive institutional framework for delivering housing. The key policy priorities in this subsector include increasing accessibility to housing through increasing the housing supply, and provision of social housing through institutional and legal reforms. Other priorities focus on improving affordability of housing through access to finance and saving schemes and facilitating decentralized housing delivery in the atolls. S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES19 8 Policy 1: Increase accessibility to housing Targets: Target 1.1: By 2023, new housing units developed and utilized by 20,000 families Target 1.2: By 2020, all housing issues faced by Tsunami affected families has been resolved Target 1.3: By 2021, all families relocated (by the government) from one island to the other are provided with housing Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.1: Expand housing development and supply Action 1.1a: Develop housing units for 20,000 families in line with National Spatial Plan [MM6.1.1] [SDG11.1] • • • • • MoHUD FDC, HDC, MoNPI Action 1.1b: Establish a mechanism to expedite major housing projects that are on-going • • • • MoED HDC, FDC, MoF Action 1.1c: Introduce a subsidized housing scheme for those who are entitled for housing benefits [M166] • • • • MoHUD MoGFSS, FDC, MoF Strategy 1.2: Strengthen the legal framework governing the housing sector Action 1.2a: Develop and enact legislation to govern fair and transparent provision of social housing [A19, P22] • MoHUD AGO, People’s Majlis, HDC, FDC Action 1.2b: Develop and enact a Tenancy Act to ensure tenancy rights for an effective housing market [M118] • • MoHUD AGO, People’s Majlis, HDC, FDC, MACI, CSOs Action 1.2c: Develop and enact a Condominium Act to manage and regulate condominium developments to facilitate a functioning real estate market • • MoHUD AGO, People’s Majlis, FDC, HDC, Local Councils, MACI, CSOs Action 1.2d: Develop an integrated information system to take stock of, and govern/manage all social housing projects of the government [To be coordinated and implemented with Policy 2 of ICT and Action 2.2e of Independent Institutions & Public Service Reform subsector matrices] • • MoHUD FDC, Local Councils, HDC, NCIT Action 1.2e: Establish a nationwide registry for land and property ownership and make the process of registering/transferring of land/property more streamlined and efficient [To be coordinated and implemented with Policy 2 of ICT subsector matrix] • • • • MoHUD MoNPI, Local Councils, NCIT, CC DIGNIFIED FAMILIES 19 9 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.3: Roll out targeted housing schemes for financially disadvantaged and vulnerable groups Action 1.3a: Create and maintain a digitalized registry of those individuals eligible for special housing schemes (i.e. financially disadvantaged, vulnerable groups, Persons with disabilities (PWDs), single parents etc.) [To be coordinated and implemented with Action 2.2a of Family and Action 3.1b of Social Protection and Policy 2 of ICT subsector matrices] • • • • MoHUD FDC, MoGFSS, NCIT, NSPA, Local Councils Action 1.3b: Provide free social housing for financially disadvantaged groups [MM6.2.1, MM4.6.1] • • • • MoHUD FDC, Local Councils, MoGFSS, Action 1.3c: Earmark social housing units for the use of those who require social protection including families affected by domestic violence [MM6.2.3] [To be coordinated and implemented with Action 3.1a of Youth subsector matrix] • • • • MoHUD FDC, Local Councils, MoGFSS, MoYSCE Action 1.3d: Resolve all housing issues faced by Tsunami affected families • • MoHUD Local Councils, NDMA, MoNPI Action 1.3e: Provide housing solutions for families relocated (by the government) from one island to the other • • MoHUD Local Councils, MoNPI, FDC Action 1.3f: Coordinate with National Disaster Management Authority to provide emergency housing support to those affected by disasters [To be coordinated and implemented with Strategy 1.2 of Resilient Communities subsector matrix] • • • • • MoHUD NDMA, Local Councils, MoF, MoNPI Action 1.3g: Facilitate entitled applicants under Veshifahi and Gulhifalhu program with access to housing units • • • • MoHUD FDC S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES200 Policy 2: Increase affordability of housing Targets: Target 2.1: By 2022, at least MVR 1 billion is sanctioned under the national affordable housing loan scheme Target 2.2: By 2023, at least 20 families benefit from the saving instrument introduced Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.1: Develop financial instruments to facilitate affordable housing finance Action 2.1a: Introduce an attractive saving instrument for financing of housing needs and create awareness on the importance of saving as a tool for future housing finance • • • • MoHUD MMA, HDFC, BML, MIB, FDC, MPAO, MoF, MFMC Action 2.1b: Develop and introduce a national affordable housing loan scheme with fair and transparent eligibility criteria with a maximum annual interest of 6% [M118, MM6.4.4, MM6.4.5] [MM6.2.4, MM6.4.2] • • • • • MoHUD MMA, BML, MIB, FMCL, FDC Action 2.1c: Establish a funding arrangement to assist landowners in the finance and construction of their land plots [M43, P3, P26] • • • • MoHUD MoED, FDC, FMCL DIGNIFIED FAMILIES 2 0 1 Policy 3: Promote decentralized housing provision and land accessibility Targets: Target 3.1: By 2021, new procedure to obtain land plots are operationalized through Local Councils Target 3.2: By 2022, at least 50% of people applying for land from other islands are provided housing plots Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.1: Strengthen accessibility for housing in islands Action 3.1a: Develop new and improved procedure to allocate land plots for housing in islands where land is available and based on approved land use plans [M119, MM6.3.2] • • • • • MoHUD Local Councils, LGA, MoNPI Action 3.1b: Provide housing solutions in islands with limited availability of land, through reclamation of land or building of social housing units [M119] • • • • • MoHUD MoNPI, FDC Action 3.1c: Build the necessary infrastructure/public services to complement new housing development projects [To be coordinated and implemented with Policy 1 of Resilient Communities subsector matrix] • • • • MoNPI MoHUD, Local Councils, MoNPI, MoF Action 3.1d: Establish a mechanism for families living in inadequate spaces to give up that space in exchange of housing plots from islands where land is available [MM 6.3.3] • MoHUD MoNPI, Local Councils SAP S T R A T E G IC A C T IO N P L A N 2 0 19 2 0 2 3 G O V E R N M E N T O F M A L ID V E S 202 3.3 YOUTH With nearly a half of Maldivians under the age of 35, the Government has a unique opportunity to make transformational decisions which will enable the country to reap the best from its young demographic. While youth unemployment remains at 8 percent, voluntary unemployment among youth is 29 percent. Young people interviewed as part of the Youth Voices survey conducted by the Government stated that the most urgent issues facing young people today are drug and alcohol abuse, the shortage of jobs, broken families or negligence and lack of good education. Youth vulnerabilities contribute immensely to their involvement in criminal gangs and in violence driven by extremist ideologies. The youth subsector outlines key policy priorities to address these challenges including youth access to health, employment and economic opportunities, education and increasing youth representation in decision making. DIGNIFIED FAMILIES 20 3 Policy 1: Strengthen the governance framework to respond effectively to the issues facing young men and women [M125] [MM3.1.1] Targets: Target 1.1: By 2020, Nation Youth Council (NYC) is functional with balanced representation of women and that of atolls Target 1.2: By 2020, a clear definition of vulnerable youth and at-risk youth is adopted by NYC and is institutionalized across for government-wide programme targeting Target 1.3: By 2023, young male and female representation is achieved in at least 6 government decision making bodies and in at least 5 parliamentary committees Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.1: Promote multi stakeholder response to youth development issues Action 1.1a: Operationalize Nation Youth Council (NYC) [MM3.1.1, P244, MM3.1.2] • MoYSCE PO Action 1.1b: Formulate and enact a Youth Act with amendments to the youth age group and categorising of at-risk and vulnerable youth in the Maldivian context • • MoYSCE NYC, CSOs, UNICEF, MoE, MoHE, MoHA, NDA, MoGFSS, NGOs, AGO, People’s Majlis Action 1.1c: Conduct research to understand issues facing young people in atolls and urban areas and identify/define at-risk youth and vulnerable youth for systematic targeting of activities across government institutions • • • • MoYSCE MoGFSS, NYC, UNICEF, JJU, NGOs Action 1.1d: Develop an Action Framework with multi stakeholders to address youth unemployment [MM3.3] [To be coordinated and implemented with Strategy 6.1 of Labour, Employment & Migration subsector matrix] • • MoYSCE MoED, MoHE, MoE, UNDP, UNICEF Action 1.1e: Create an online platform to coordinate youth development activities including ICT and other related areas [To be coordinated and implemented with Policy 2 of ICT subsector matrix] • • • MoYSCE NCIT, CTO, Ugail Foundation Strategy 1.2: Ensure youth participation in policy making [MM3.1.2] Action 1.2a: Conduct Regular Forums across Maldives (Holhuashi) to discuss issues related to youth and how the current policies, laws and regulations address the issues • • • MoYSCE MRC, NGOs, UNDP, AGO Action 1.2b: Increase youth representation in key decision making bodies impacting youth • • • • • MoYSCE Action 1.2c: Facilitate youth parliament every year for young women and men • • • • MoYSCE NGOs, People’s Majlis S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES20 4 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.3: Support young people to develop leadership and advocacy skills that assist them to be actively involved in national development Action 1.3a: Conduct youth leadership and trainings programme annually • • • • • MoYSCE NGOs, TM, JCI, UNDP Action 1.3b: Facilitate an alumni network of youth leadership participants to institutionalize youth leaders’ activities • • • MoYSCE TM, JCI, UNDP Action 1.3c: Recognize youth contributions through an annual youth award • • • • MoYSCE MoGFSS, NGOs, MRC, Maldives Girl Guide Association, The Scout Association of Maldives Action 1.3d: Conduct and facilitate youth exchange programmes locally and internationally • • • MoYSCE International Counterparts, UN Agencies, NGOs, MoFA Action 1.3e: Conduct civic education programme to the school leavers and children/young people at risk [To be coordinated and implemented with Action 2.1a of Education subsector matrix] • • • MoYSCE MoE MoGFSS Action 1.3f: Develop Hura Youth Camp Site as a facility for youth development programmes • • MoYSCE Local Councils Action 1.3g: Promote volunteerism among young men and women • • • MoYSCE MRC, NGOs, Maldives Girl Guide Association, The Scout Association of Maldives DIGNIFIED FAMILIES 20 5 Policy 2: Enhance social outcomes for young people Targets: Target 2.1: Between 2019 and 2023, at least 4 youth leadership programmes are conducted annually Target 2.2: By 2023, interactive application to promote health and wellbeing is utilised Target 2.3: By 2023, 500 vulnerable youth received higher education scholarships and/or loans Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.1: Provide high quality accessible services to improve health and wellbeing of young men and women Action 2.1a: Implement Youth Hotline to promote health and wellbeing targeting particularly in areas such as mental and physical health, positive relationships, use of narcotics, alcohol and other substances • • • • • MoYSCE MoE, MoHE, NDA, NGOs, MoH, MoGFSS, Action 2.1b: Conduct regular programme to make existing community facilities and services more financially affordable and accessible to young people including Public Spaces [P215] [To be coordinated and implemented with Action 2.1b of Community Empowerment subsector matrix] • • • • • MoYSCE Local Councils, NGOs Action 2.1c: Improve Youth Health Café and train more life skill trainers • • • • • MoYSCE MoE, SHE, MRC, NGOs, PSTI Action 2.1d: Review and implement the Youth Health Strategy • • • • MoYSCE MoH, UNFPA, NGOs Action 2.1e: Carryout peer educators training and conduct outreach programme on SRH, HIV/AIDS, tobacco cessations, life skills, mental health and wellbeing, physical health, positive relationships, alcohol and other drugs • • • • • MoYSCE NGOs, UNFPA Action 2.1f: Train counsellors to provide better mental health services for young people across the islands • • • • • MoYSCE MNU, MoH, National Mental Health Institute Action 2.1g: Coordinate and integrate community health worker’s roles, mandate and training with health and wellbeing topics relevant to youth, such as target areas of mental health and wellbeing, physical health, positive relationships, alcohol and other drugs [To be coordinated and implemented with Action 3.2a of Health subsector matrix] • • • MoYSCE MoH, Local Councils S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES20 6 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Action 2.1h: Coordinate and provide youth representation in the proposed multi-sectoral committee at national level for promotion, prevention and management of mental disorders [NMHSP-2021] [To be coordinated and implemented with Action 8.1d of Health subsector matrix] • • • MoYSCE MoH, HPA Action 2.1i: Coordinate and support National Drug Agency activities on early intervention to prevent youth and juveniles from engaging in drug and alcohol related offences [To be coordinated and implemented with Action 1.2c of Prevention of Narcotics & Drug Rehabilitation subsector matrix] • • • NDA MoYSCE, MoGFSS, NGOs, MoHA, MPS, Journey Action 2.1j: Design and develop an interactive application to promote health and wellbeing targeting particularly in areas such as mental and physical health, positive relationships, use of narcotics, alcohol and other substances [To be coordinated and implemented with Strategy 3.2 ICT subsector matrix] • • • MoYSCE NDA, MoGFSS, NGOs, MoHA, Journey, NDC Action 2.1k: Support MoHA to implement activities preventing radicalisation of young people and in rehabilitating radicalised young people in line with national PVE action plan [To be coordinated and implemented with Strategy 2.2 of National Security & Public Safety subsector matrix] • • • MoYSCE NCTC, MoHA DIGNIFIED FAMILIES 20 7 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.2: Increase education opportunities for vulnerable youth Action 2.2a: Coordinate with MoE to monitor young people at risk of dropping out of school (low attendance) and provide alternative pathways through the Dhasvaaru programme [To be coordinated and implemented with Strategy 1.2 of Education subsector matrix] • • • MoYSCE MoE Action 2.2b: Coordinate with MoHE and education institutions to improve youth targeted educational opportunities [MM3.2.3] [To be coordinated and implemented with Policy 2 of Higher Education subsector matrix] • • • • • MoYSCE MoHE, MoE, MoED Action 2.2c: Support MoHE to increase the targeting of higher education scholarships for vulnerable young men and women [MM3.2.3] [To be coordinated and implemented with Strategy 1.7 of Higher Education subsector matrix] • • • • • MoYSCE MoHE Action 2.2d: Monitor and review the existing entry/eligibility criteria for loan facilities as well as higher education opportunities with relevant stakeholders to increase targeting of vulnerable young men and women [MM3.2.4 ,5 and 6] [To be coordinated and implemented with Strategy 2.1 of Higher Education subsector matrix] • • • • • MoYSCE MoHE, MoE, BML, MoED, SDFC Strategy 2.3: Increase advocacy programmes on tackling stigma, discrimination and violence against young women and men Action 2.3a: Conduct public advocacy and awareness campaigns to reduce discrimination, stigma and violence faced by vulnerable young men and women [To be coordinated and implemented with Policy 2 of Gender Equality subsector matrices] • • • MoYSCE Local Councils, NGOs, MoE Action 2.3b: Conduct orientation programmes for public servants to sensitize them on issues faced by vulnerable young men and women [To be coordinated and implemented with Action 2.3d of Independent Institutions & Public Service Reform subsector matrix] • • • PSTI CSC, MoYSCE, NGOs Action 2.3c: Introduce opportunities to increase youth engagement in greening initiatives [To be coordinated and implemented with Strategy 1.5 in Environmental Protection & Preservation subsector matrix] • • • MoYSCE MoEn, MoFMRA, NGOs S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES20 8 Policy 3: Support young women and men to gain economic empowerment [M5.4] Target: Target 3.1: By 2023, a quota is set within social housing schemes targeting vulnerable and at-risk youth Target 3.2: By 2023, at least 40% of TVET graduates are young people of a vulnerable status Target 3.3: By 2023, voluntary youth unemployment is reduced by 10% from 2018 levels Target 3.4: By 2023, at least 50 young women led businesses are supported with technical support and integration to digital marketing platforms Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.1: Support provision of social housing for young women and men [MM3.2.2] [M123] Action 3.1a: Identify options for targeting and prioritising affordable housing for young people in social housing schemes [MM3.2.2] [To be coordinated and implemented with Action 1.3c of Housing subsector matrix] • • • • • MoHUD MoYSCE, MoE, Local Councils, HDC, HDFC, FDC Action 3.1b: Support FDC to prioritize allocation of social housing for vulnerable young men and women [MM3.2.2] [To be coordinated and implemented with Action 1.3b and Action 1.3c of Housing subsector matrix] • • • • • MoYSCE FDC, MoHUD, Local Councils, HDC, HDFC Strategy 3.2: Increase skill development opportunities for vulnerable young men and women Action 3.2a: Support TVETA and MoHE to identify skills training programmes attractive to youth (marine biology, marine technology, conservation, creative design and ICT fields) [To be coordinated and implemented with Action 7.1a of Higher Education subsector matrix] • • • MoYSCE MoHE, TVETA, MoED Action 3.2b: Coordinate with MoHE and TVETA to increase targeting of skills training for those out of school youth, unemployed youth, young people facing abuse and neglect, youth at risk of substance abuse and at risk of participating in criminal activities [To be coordinated and implemented with Action 5.4d of Higher Education subsector matrix] • • • • • MoYSCE JJU, FPA, MoGFSS, MoHE, TVETA, MoED, Local Councils, NGOs Action 3.2c: Coordinate with MoHE and TVETA to provide skills training for those seeking jobs based on the unemployment benefit register [To be coordinated and implemented with Strategy 6.1 of Higher Education and Policy 6 of Employment, Labour & Migration subsector matrices] • • • • • MoYSCE MoED, MoHE, TVETA, Local Councils, NGOs, NSPA DIGNIFIED FAMILIES 20 9 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Action 3.2d: Coordinate with MoHE and TVETA to earmark skills training opportunities for rehabilitating juvenile offenders [To be coordinated and implemented with Action 5.4e of Higher Education subsector matrix] • • JJU MoED, MoYSCE, TVETA, MoHE, Local Councils, NGOs, CTO, MoHA, NDA, MoGFSS, CTO Action 3.2e: Coordinate with MoHE and TVETA to earmark skills training opportunities for recovering substance abuse users [To be coordinated and implemented with Action 5.4e of Higher Education subsector matrix] • • • • • NDA MoED, MoYSCE, TVETA, MoHE, Local Councils, NGOs, CTO, MoHA, MoGFSS, CTO Action 3.2f: Support CTO to introduce ICT and STEM related skills training (e.g.: short term coding programme) for rehabilitating juvenile offenders and recovering substance abuse users and for young women at risk of abuse and divorce [To be coordinated and implemented with Action 5.1c of ICT subsector matrix] • • CTO MoYSCE, NDC, MoHE MoED, TVETA, NDA, MoHA, FPA Action 3.2g: Support CTO to establish training facilities/hubs for AI, Machine Learning and other emerging technologies in RUCs in line with National Spatial Plan [To be coordinated and implemented with Action 4.4b of ICT subsector matrix] • CTO MoYSCE, MoGFSS, NDC, MoHE, MoED, TVETA, MoNPI S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES210 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.3: Enhance employment and entrepreneurship among youth women and men Action 3.3a: Coordinate with MoED and MoHE to increase coverage of services of job centres to include vulnerable young women and men [MM3.3] [To be coordinated and implemented with Strategy 3.1 of Labour, Migration & Employment subsector matrix] • • • • MoED MoYSCE, MoHE, Local Councils, NGOs Action 3.3b: Coordinate with BC to provide entrepreneurship skills training for those seeking jobs based on the unemployment benefit register and vulnerable young women and men [MM3.2.1] [To be coordinated and implemented with Action 1.1e of SME subsector matrix] • • • MoED BCC, Local Councils, NGOs Action 3.3c: Support BCC to increase opportunities for young women entrepreneurs to utilize digital platforms for marketing their products [MM3.2.1] [To be coordinated and implemented with Action 4.1b of SME subsector matrix] • • • MoED BCC, Local Councils, NGOs Action 3.3d: Support Office of the CTO and Business Centres to incubate tech start-up initiatives of youth [To be coordinated and implemented with Action 4.1b of SME and Action 4.2d of ICT subsector matrices] • • • CTO NDC, BCC, MoED, MoFMRA, MoH, MRMI, MoT, MoYSCE Action 3.3e: Improve the quality of Youth Career Guidance Services by training career counsellors at the job centres [To be coordinated and implemented with Action 3.1a of Labour, Migration & Employment subsector & Strategy 1.5 of Higher Education subsector matrices] • • • • • MoYSCE Local Councils, MoHE, MoED Action 3.3f: Coordinate the integration of at-risk youth to MoED career portal [To be coordinated and implemented with Action 3.2a of Labour, Employment & Migration and Action 6.2c of Higher Education subsector matrices] • • • • • MoYSCE MoED, MoHE, MoGFSS Action 3.3g: conduct Hackathons and other awareness events on AI on a regular basis, Machine Learning and other emerging technologies [To be coordinated and implemented with Policy 2 of ICT subsector matrix] • • CTO NDC, MoHE, BCC, MoED, TVETA, MoYSCE NDC, MoGFSS, Women in Tech Maldives, NGO D IG N IF IE D F A M IL IE S 211 3.4 COMMUNITY EMPOWERMENT A cohesive and connected community is key to enabling developmental activities, decentralized governance and community resilience. Government’s decentralization policies will bring much of the decision making on issues facing each island to the local councils. Management of public parks, municipal functions, development of public areas and municipal functions will come under local councils. Island councils will have more resources to implement policies that will improve the general conditions of the island. This subsector presents priorities to encourage community participation and engagement in life enhancement, and social activities, creating multi purpose community spaces and focuses on civil society development and engagement to enable local and community level development. S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES212 Policy 1: Encourage community participation and engagement in life-enhancement, and social activities [M38] Targets: Target 1.1: By 2023, all councils have operationalized mechanisms to include the participation of men and women in the design of development projects and during the local development planning Target 1.2: By 2023, at least 90% of islands have CSG fully functioning Target 1.3: By 2023, at least 2 social audits have been carried out in any given inhabited island Target 1.4: By 2022, all islands have trained Community Empowerment Officers with 30% women Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.1: Strengthen the mechanisms for community participation in development activities [MM 1, 2, 3] [M33] [M45] [M114, 115, 116, 117] Action 1.1a: Conduct surveys and information dissemination to ensure communities understand what community empowerment entails, at local level [MM 4.1.2] [M33] • • • • • MoYSCE Local Councils, WDCs, CSGs, NGOs Action 1.1b: Institutionalize Community Social Groups (CSG) as the main model/platform for community engagement based on existing pilots and mainstream CSG as the mechanism for all government agencies to consult and engage with community [To be coordinated and implemented with Strategy 4.5 of Social Protection subsector matrix] • • • • • MoGFSS MoYSCE, LGA, Local Councils Action 1.1c: Facilitate the establishment and functioning of CSG in every island [To be coordinated and implemented with Action 4.5a of Social Protection and Action 4.1c of Family and Action 2.1a of Prevention of Narcotics & Drug Rehabilitation subsector matrices] • • MoGFSS MoYSCE, LGA, Local Councils Action 1.1d: Develop a SOP and provide training for community leaders (Local Councils, WDC, CSG, others) to conduct community consultations to gauge community feedback for development projects in a standardized and systematic manner [MM 4.1.2] [M33] [M26] [To be coordinated and implemented with Action 3.1d of Decentralization, Action 4.5a of Social Protection and 2.1a of Prevention of Narcotics & Drug Rehabilitation subsector matrices] • • MoYSCE Local Councils, WDCs, CSGs, NGOs, LGA, MoGFSS, NDA Action 1.1e: Build capacity of community organizations to conduct social audits (Social Impact Assessment – SIA) of development projects [MM 4.1.2] [M33] • • • • • MoYSCE MoNPI, Local Councils, CSOs DIGNIFIED FAMILIES 2 13 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Action 1.1f: Conduct awareness activities for Local Councils, community leaders, and the members of the community on the importance of social audits and their roles and responsibilities in the governance of the island/city [MM 4.1.2] [M33] • • • • • MoYSCE Local Councils, WDCs, CSGs, NGOs, LGA Action 1.1g: Assist councils to design community empowerment programme as part of annual Local Councils planning and five-year planning and facilitate technical assistance where necessary [MM 4.1.2] [M26] [To be coordinated and implemented with Strategy 3.1 of Decentralization subsector matrix] • • • • • MoYSCE Local Councils, LGA Action 1.1h: Monitor community empowerment programme of all public and private entities to ensure and promote effective utilization of government resources [M104] • • • • • MoYSCE CSOs Strategy 1.2: Strengthen the roles and responsibilities of community leaders, women, CSOs, and PWDs [M33] [M45] [M114, 115, 116, 117] Action 1.2a: Conduct programme for community leaders to enhance leadership and good governance [To be coordinated and implemented with Action 4.1e of Decentralization subsector matrix] • • • • • MoYSCE PSTI, CSOs Action 1.2b: Create pathways to assist community leaders to develop community empowerment programme [MM 4.1.2] [M33] [M124] [To be coordinated and implemented with Action 4.1e of Decentralization subsector matrix] • • • • • MoYSCE CSOs Action 1.2c: Provide technical assistance to WDC and other civil society bodies to conduct programme as per the needs identified in communities [MM 4.1.2] [M33] [To be coordinated and implemented with Action 4.1e of Decentralization and Action 1.2d of Gender Equality subsector matrices] • • • • • MoYSCE MoGFSS, CSOs S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES214 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Action 1.2d: Provide opportunities to increase leadership for active participation of women and PWDs in community activities to enhance their lives [M38] [MM 4.1.3] [MM 4.8.5] [M33] [To be coordinated and implemented with Action 4.1e of Decentralization, Action 4.5c of Social Protection and Strategy 1.3 of Gender Equality subsector matrices] • • • • • MoYSCE MoGFSS, CSOs Strategy 1.3: Promote life enhancement programmes and positive lifestyle changes in the community [P223] Action 1.3a: Position at least one trained staff in every island/ city to help create interest and motivation within the community to initiate, and enhance participation in programme for healthy lifestyles [MM 8.1.1] [P223] • • • • • MoYSCE Local Councils Action 1.3b: Conduct life-enhancement programme for community members of all ages, in the various areas of needs identified through surveys, and based on requests from communities [MM 1.2.1] [MM 4.1.2] [MM 8.1.3] [M33] [M124] [M170] • • • • • MoYSCE Local Councils DIGNIFIED FAMILIES 2 15 Policy 2: Increase community resilience by establishing multi-purpose accessible community spaces across the nation, that promotes social relationships and support social cohesion within the community Targets: Target 2.1: By 2023, all community centres are accessible to PWDs and elderly Target 2.2: By 2023, at least 40% of community centres are self-sustaining Target 2.3: By 2023, at least 2 regional multipurpose centres are operational and providing community services in line with the national spatial plan Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.1: Develop community centres with quality facilities and services, in line with the National Spatial Plan [MM 1, 2, 3] [M45] Action 2.1a: Establish Multi-purpose Community Centres, with all necessary facilities, in all communities (in line with national spatial plan) [ MM 4.1.2] [MM 4.5.2] [MM 8.1.3] [P215] [M45] [M124] [M170] [MM 3.3.8] [MM 8.1.2] [P221] [P223] [M45] [M46] [MM 8.2.7] [P241] [MM 3.1.5] [M25] [To be coordinated and implemented with Action 1.2i, 3.1a, 3.3c of Family and Action 2.1b of Youth subsector matrices] • • • • • MoYSCE MoNPI, MoGFSS, MoF, Local Councils Strategy 2.2: Establish income generating mechanisms for sustainable operation of Community Centres [MM 1, 2, 3] Action 2.2a: Create rentable spaces, to rent the spaces and facilities in Community Centres [M25] • • • • • MoYSCE MoF, Local Councils Action 2.2b: Facilitate Local Councils to utilize the income received by renting space and facilities, in the operation of the Community Centres [M25] [To be coordinated and implemented with Action 2.1c of Decentralization subsector matrix] • • • • MoYSCE MoF, Local Councils S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES216 Policy 3: Empower Civil Society Organisations (CSOs) to contribute towards an inclusive political, cultural and socio-economic environment Targets: Target 3.1: By 2020, revised Association Act is enacted Target 3.2: Between 2021 and 2023, at least 20 grants are disbursed through the CSO Fund to CSOs annually Target 3.3: By 2022, CSO portal is functional and accessed by all CSOs Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.1: Strengthen CSOs (which includes NGOs, Clubs, Associations, and other social groups) and enhance the roles and responsibilities of CSOs [M38] Action 3.1a: Ensure the CSO Act is passed, with the recommendations from the CSOs incorporated [M38] • MoYSCE AGO Action 3.1b: Establish a standardized practice for CSOs to access council/public facilities free of charge, to conduct programme [MM 3.1.5] [M38] [To be coordinated and implemented with Action 2.1c of Decentralization subsector matrix] • • • • • MoYSCE Local Councils Action 3.1c: Create a national grant fund for CSOs to access grants from the government, for sustainable development activities aligned with the government policies [MM 4.1.3] [M38] • • • • • MoYSCE MoF Action 3.1d: Establish a mechanism with Local Councils to oversee the utilization of the funds by CSOs for social development activities conducted in the communities [M26] • • • • • MoYSCE Local Councils Action 3.1e: Provide training/development opportunities for CSOs [M38] • • • • • MoYSCE CSOs Action 3.1f: Provide opportunities to increase women and PWD leadership and active participation in CSOs [M38] • • • • • MoYSCE Local Councils, CSOs Action 3.1g: Conduct robust monitoring to ensure that CSOs are registered in adherence with CSO regulations, and conduct activities necessary to ensure the proper implementation of the CSO Act [M33] • • • • • MoYSCE Local Councils, CSOs DIGNIFIED FAMILIES 2 17 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.2: Establish mechanisms to provide opportunities for CSOs to participate in public consultation on island/city, as well as national development plans [M33] Action 3.2a: Create mechanisms for CSOs to participate in national and local development planning [M33] [To be coordinated and implemented with Strategy 3.2 of Decentralization subsector matrix] • • • • MoYSCE CSOs Action 3.2b: Assist Island/City Councils to include the expertise of CSOs in the community empowerment programme conducted in the community [M26] [To be coordinated and implemented with Action 3.2b of Decentralization subsector matrix] • • • • MoYSCE CSOs, Local Councils Strategy 3.3: Facilitate and promote information sharing and contribute to collaborative effort of CSO work [M38] Action 3.3a: Create a dynamic CSO-Portal with an updated online database of civil society organisations; establish connection between all registered CSOs by providing space to link the CSO websites and such through CSO portal; assist CSOs to work smarter and more efficiently by creating an avenue for online submission of all formal documents through the CSO portal [MM 3.1.3] [M38] [To be coordinated and implemented with Policy 2 of ICT subsector matrix] • • • • • MoYSCE NDC, CTO Action 3.3b: Conduct a CSO fair annually, in Male’; and at least 2 regional CSO Conferences in the atolls [MM 3.1.4] [M38] • • • • • MoYSCE CSOs Strategy 3.4: Develop community capacity to effectively build and support civil society engagement [MM 4.1.2] [M33] Action 3.4a: Conduct programme to promote volunteerism among youth and young adults, and within representative segments of the population (women, elderly, foreign migrant workers) [MM 4.1.2] [M33] [To be coordinated and implemented with Action 1.3g of Youth subsector matrix] • • • • • MoYSCE MRC, CSOs Action 3.4b: Conduct awareness programme on individual responsibilities for community development and empowerment through supporting civil society engagement [MM 4.1.2] • • • • • MoYSCE Local Councils, CSOs SAP S T R A T E G IC A C T IO N P L A N 2 0 19 2 0 2 3 G O V E R N M E N T O F M A L ID V E S 218 3.5 SPORTS This subsector aims to establish a strong and capable sports sector that delivers quality recreation and sports experiences in a range of nationally played sports. Some of the challenges in the field include the need for harmonizing institutional roles and clarity in the sports management system, the need for developing human resources (coaches, officials, management) to facilitate sports development, the need for sports infrastructure and the need for mainstreaming sports in the education and health sectors to enable healthy living, and healthy ageing. The policy priorities include facilitating national leagues, providing adequate availability of sports infrastructure, building the capacity of players/ athletes and officials, promoting professionalism in the sports sector and promoting inclusive sports for all. The subsector recognizes youth participation in sports programs provides an alternative to anti social behaviour, such as drugs and gangs, and helps to instil values of teamwork, discipline, and healthy lifestyles. DIGNIFIED FAMILIES 2 19 Policy 1: Establish a strong and capable sports sector that delivers quality recreation and sports experiences in a sustainable way Targets: Target 1.1: By 2023, National sports leagues on Home and away basis for at least 15 national sports Target 1.2: By 2023, Indian Ocean Island Games successfully hosted Target 1.3: By 2023, at least 70 medals gained for Maldivian athletes in the next Indian Ocean Island Games Target 1.4: By 2021, all institutional bodies relevant to sports have institutional and role clarity Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.1: Create a National Football League representing a team from every island [M 154, MM 8.2.1, P 226] Action 1.1a: Conduct National football league in home and away basis [M 154, MM 8.2.1, P 226] • • • • MoYSCE FAM Action 1.1b: Restructure present sporting bodies and procedures to align with the proposed national football league • MoYSCE NSC Action 1.1c: Establish Regional associations and federations to align with the revised structure • MoYSCE FAM, Local Councils Strategy 1.2: Create sports league for various sports representing teams from every island [M 155, MM 8.2.1, P 226] Action 1.2a: Conduct National associations league in home and away basis for 19 sports played at national level [M 155, MM 8.2.1, P 226] • • • • MoYSCE NSA Action 1.2b: Restructure present sporting structure /bodies to conduct the proposed national leagues • MoYSCE NSA, NSC Action 1.2c: Facilitate the formation of Regional associations and federations • MoYSCE NSA, Local Councils Action 1.2d: Develop officials in the atolls to conduct National Leagues • • • • MoYSCE NSA Strategy 1.3: Host international sporting events and tournaments in Maldives Action 1.3a: Host the 2023 Indian Ocean Island Games • • • MoYSCE MoF, MoNPI, NSA, MoFA Action 1.3b: Host gaming tournaments • • • • MoYSCE MoF, MoNPI, NSA, MoFA Strategy 1.4: Strengthen the institutional framework for sports development to establish a national sports policy and streamline the institutional structure [MM8.3.2, Youth SAP] Action 1.4a: Amend Sports Act and associated regulations to review and align institutional mandates of NSC with other bodies such as Commissioner of Sports, Sports Corporation, Olympic Committee and MNIS [MM8.3.2, Youth SAP] • MoYSCE AGO, People’s Majlis Action 1.4b: Formulate guidelines to monitor and evaluate performance of sports associations and clubs to ensure associations are transparent and efficient [M 156] [MM 8.3.3, P 220, Youth SAP] • • • • • MoYSCE NSA S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES220 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.5: Ensure sustainable functionality of National Sports Associations (NSA) [MM 8.3.1, Youth SAP] Action 1.5a: Allocate a minimum annual budget of MVR 500,000/- for all national sports associations [MM 8.3.1] • • • • • MoYSCE NSC, MoF Action 1.5b: Review existing organizational functionality and sustainability of sports associations and align existing financial, technical and infrastructure assistance to improve their sustainability [MM 8.3.1, P 220] • • • • • MoYSCE MoF Action 1.5c: Establish a monitoring and evaluation framework for sports associations [Youth SAP] • • MoYSCE NSC, NSA Action 1.5d: Facilitate short term training, skill development and scholarships for NSA management [To be coordinated and implemented with Policy 1 of Higher Education subsector matrix] • • • • • MoYSCE MoHE Strategy 1.6: Create access to medical insurance schemes for all national team members [MM 8.2.3, P 228, Youth SAP] Action 1.6a: Assess the feasibility of the national insurance scheme for players and officials in all national sports teams [MM 8.2.3] • • MoYSCE AGO, NSPA Action 1.6b: Introduce and administer medical insurance scheme for players participating in international competitions [P 228] • • • MoYSCE NSPA, Insurance Agencies Action 1.6c: Formulate a regulation to establish partnership agreements with insurance providers to cover medical insurance for players and officials • • MoYSCE NSPA, AGO DIGNIFIED FAMILIES 22 1 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.7 Promote water sports throughout the nation [M 153] [ MM 8.2.4, 8.2.5][P 227] [Youth SAP] Action 1.7a: Provide water sport equipment to interested parties through relevant National Associations [ MM 8.2.4, P 227] • • • • • MoYSCE NSA, NGOs Action 1.7b: Conduct water sports training programme targeting men and women [ MM 8.2.4, P 227, P 233] • • • • • MoYSCE NSA, NGOs Action 1.7c: Facilitate international events to promote Maldives as a destination to host international water sports events [ MM 8.2.5, P 227] [To be coordinated and implemented with Action 2.4a of Tourism subsector matrix] • • • • • MoYSCE MoT, NSA, MMPRC Action 1.7d: Conduct water sports events [ MM 8.2.5, P 234] • • • • • MoYSCE NSA, NGOs Action 1.7e: Develop Water Sports Centres and Clubs [P 232] • • • • • MoYSCE National Surfing Association, NGOs, Clubs Action 1.7f: Facilitate financial support, physical venues and facilities for National Surfing Association [P 222] • • • • • MoYSCE National Surfing Association Strategy 1.8: Provide opportunities to participate in E-Sports at inational and international level [M 157 , MM 8.2.7, Youth SAP] Action 1.8a: Provide support for establishing a national E-sports association • MoYSCE NSC Action 1.8b: Provide opportunities to participate in international E-Sports competitions [MM 8.2.7] [M 157] • • • • • MoYSCE NGOs, NSA Action 1.8c: Conduct E-Sports competitions at national level [MM 8.2.7] [M157] • • • • • MoYSCE NGOs, NSA S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES222 Policy 2: Ensure adequate availability and use of sport infrastructure inline with government’s proposed national spatial plan Targets: Target 2.1: By 2023, at least 80% of the islands have suitable football grounds for home and away competitions in line with national spatial plan Target 2.2: By 2023, a full-fledged national sports complex is operational in Male’ Target 2.3: By 2020, Olympic standard swimming pool is utilized Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.1: Standardise sports grounds to facilitate home and away competitions [M 154, M 156] [MM8.4.3, 8.4.4] [Youth SAP] [P 216, P 217, P 225] Action 2.1a: Develop football grounds with facilities to conduct home and away competitions in line with the proposed national spatial plan [M 154, MM 8.4.3, ] [P 216, P217] • • • • • MoYSCE NSA, MoNPI Action 2.1b: Upgrade lighting system to facilitate matches to be played at night [M 156, Youth SAP] • • • • • MoYSCE NSA Action 2.1c: Develop and upgrade adequate sports facilities in islands [M 154, P 235 – P 243] • • • • • MoYSCE NSA, Local Councils Strategy 2.2: Develop sports infrastructure for international, regional and island level sports competitions (in line with spatial plan) [M 156] [Youth SAP] Action 2.2a: Develop and upgrade football stadium in line with proposed national spatial plan [M 156] • • • • MoYSCE Local Councils, FAM, MoNPI Action 2.2b: Develop and upgrade Indoor Sports Stadium in line with proposed national spatial plan [M 156] • • • • • MoYSCE Local Councils, NSA, MoNPI Action 2.2c: Develop a full fledge National sports complex in Male’ [MM 8.4.2] [P 224] [Youth SAP] • • • MoYSCE MoNPI, MoF Action 2.2d: Develop an international standard football stadium in greater Male’ area [MM 8.4.5] [P224] • • • MoYSCE FAM, HDC, MoF Action 2.2e: Develop an Olympic standard competition swimming pool and training pool in greater Male’ area [MM8.4.6] [P 224] • • MoYSCE Swimming Association, MoNPI DIGNIFIED FAMILIES 223 Policy 3: Build Capacity of players/athletes and officials and promote professionalism in sports sector Targets: Target 3.1: By 2020, MNIS is fully functional as per Sports Act Target 3.2: By 2023, at least 80% of officials are certified Target 3.3: By 2023, all National Associations benefited from sports scholarships Target 3.4: By 2020, all National Associations complied to the Sports integrity and fairness standards Target 3.5: By 2023, girls’ participation in YDP programme increased at least by 50% compared to 2018 levels Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.1: Strengthen Youth Development Programme (YDP) to prepare youth sports professionals [Youth SAP] Action 3.1a: Conduct YDP to develop professional sports skills • • • • • MoYSCE NSA, MoE Action 3.1b: Conduct youth sports festivals at regional and national level targeting young boys and girls • • • • MoYSCE NSA, MoE Action 3.1c: Conduct international youth sports festivals and camps • • • • MoYSCE NSA, Local Councils Action 3.1d: Provide assistance for YDPs of clubs and schools • • • • MoYSCE NSA, MoE Action 3.1e: Increase participation of girls for a gender balanced YDP programme • • • MoYSCE NSA, MoE, MoGFSS Strategy 3.2: Create skilled and capable sports personnel and athletes [MM 8.2.2] [Youth SAP] Action 3.2a: Provide sport scholarships for athletes, officials, managers and technical staff in sports sector [MM 8.2.2, Youth SAP] • • • • • MoYSCE NSA, MoHE Action 3.2b: Train professional coaches and officials according to international and national certified level [Youth SAP] • • • • • MoYSCE NSA, MNIS Action 3.2c: Conduct programme to develop sports skill [Youth SAP] • • • • • MoYSCE NSA, MNIS Action 3.2d: Increase the management capacity of the Maldives National Institute of Sports • • MoYSCE MNIS Action 3.2e: Increase skills development in sports medicine • • • MoYSCE MNIS, MoH Action 3.2f: Establish a scheme to support retired national athletes [MM8.3.5][P229] [Youth SAP] • • MoYSCE AGO, MoF Action 3.2g: Increase prominence of Maldives in international Sporting tournaments and games • • • MoYSCE MNIS Action 3.2h: Train athletes to participate in new events and games at international level • • • MoYSCE MNIS S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES224 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.3: Facilitate participation of potential young talents in national and international sports [MM 8.2.2] [Youth SAP] Action 3.3a: Establish a talent scouting system [Youth SAP] • • • • • MoYSCE NSA, MoE Action 3.3b: Facilitate opportunities for those identified from the talent scouting system [Youth SAP] • • • • • MoYSCE NSA, MoE Strategy 3.4: Formulate and implement “Sports integrity and fairness” standards [Youth SAP] Action 3.4a: Formulate regulations and guidelines to implement “Sports integrity and fairness” standards • • • • MoYSCE NSC, NSA, AGO Action 3.4b: Improve existing regulating mechanisms for sports discipline • MoYSCE NSC, NSA Action 3.4c: Establish sports arbitration procedures and develop a regulation to integrate arbitration matters to the functions of the Maldives International Arbitration Centre [To be coordinated and implemented with Strategy 2.3 of Rule of Law & Judicial Reform subsector matrix] • • • MoYSCE NSC, NSAs, AGO, MIAC Action 3.4d: Conduct awareness programme on sports ethics • • • • • MoYSCE NSC, NSA, MNIS Action 3.4e: Review the existing policy on anti-doping in sports to establish clarity of roles etc. • • • • • MoYSCE NSC, NSA, MNIS DIGNIFIED FAMILIES 225 Policy 4: Promote inclusive sports for all, without discrimination Targets: Target 4.1: By 2023, all National Associations have at least 33% women in their executive boards/committees Target 4.2: By 2023, at least 10% of rehabilitating offenders, juvenile offenders and recovering substance users have benefited from sports skill development and or sports related training Target 4.3: By 2023, 80% of sports facilities are modified integrating needs of women and PWDs Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.1: Create more opportunities for women to participate in sports and eliminate any discrimination at all levels of participation and decision making [M158] [MM8.3.4] [P230] [Youth SAP] Action 4.1a: Conduct awareness programme for women to participate in sports and games [M158] • • • • • MoYSCE NSC, NSA Action 4.1b: Review sports facilities to accommodate women’s sports and women’s access and needs and develop new facilities to accommodate women [M158] • • • • • MoYSCE Local Councils, NSA Action 4.1c: Establish and provide equal allowances to both men and women in all national sports teams [MM8.3.4] [P230] [Youth SAP] • MoYSCE MoF Action 4.1d: Mandate all National Associations to have at least 33% women in their executive boards/committees [To be coordinated and implemented with Strategy 1.3 of Gender Equality subsector matrix] • • • MoYSCE NSC, MoGFSS Action 4.1e: Review the existing regulations to international standards in order to increase the participation of women in sports management [M158] • • • • • MoYSCE NSC, AGO Action 4.1f: Develop female coaches and officials for sporting events • • • • • MoYSCE Action 4.1g: Provide sports skill development for women at national and international level MoYSCE S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES226 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.2: Promote inclusion and remove barriers to participation of PWDs [MM 4.8.2, 4.8.1, 4.8.3] Action 4.2a: Formulate Paralympic and Special Olympic Committees [Youth SAP, MM4.8.1] • MoYSCE MPC, SO Action 4.2b: Plan and conduct sports events and competitions for Paralympics and Special Olympics [Youth SAP] [ MM4.8.2] • • • • MoYSCE MPC, SO, MoE Action 4.2c: Create opportunities in sports for people with disabilities (PWDs) at national and international level [MM4.8.2, 4.8.1, 4.8.6] • • • • MoYSCE MoGFSS, NGOs Action 4.2d: Provide skills training in sports for PWDs [MM4.8.4] • • • • MoYSCE MoGFSS, NGOs Action 4.2e: Modify structural features of sports facilities to cater to the needs of PWDs and develop new sports facilities with facilities needed for PWDs [Youth SAP, MM4.8.3] • • • MoYSCE Local Councils, MoF Action 4.2f: Create awareness among public for increased participation of PWDs in sports [To be coordinated and implemented with Action 2.2d of Family subsector matrix] • • • • • MoYSCE MoGFSS, MoE, NGOs, NSPA Strategy 4.3: Promote physical activity and sports among the ageing population and elderly [MM4.8.2, 4.8.1, 4.8.3] Action 4.3a: Formulate and run programme in Male’ and Atolls for the elderly to be more active and mobile and create awareness [To be coordinated and implemented with Action 3.1a of Family and Action 2.1a of Community Empowerment subsector matrices] • • • MoYSCE MoGFSS Action 4.3b: Plan and conduct sports events and competitions for veterans and the elderly • • • MoYSCE MoGFSS Action 4.3c: Conduct appropriate training for the elderly and veterans on sports and games • • • MoYSCE MoGFSS Action 4.3d: Create awareness among public for increased participation of elderly • • • MoYSCE MoGFSS Action 4.3e: Conduct sporting events for veterans nationally and find opportunities to take part in international veteran’s events • • • MoYSCE MoGFSS DIGNIFIED FAMILIES 22 7 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.2: Promote inclusion and remove barriers to participation of PWDs [MM 4.8.2, 4.8.1, 4.8.3] Action 4.2a: Formulate Paralympic and Special Olympic Committees [Youth SAP, MM4.8.1] • MoYSCE MPC, SO Action 4.2b: Plan and conduct sports events and competitions for Paralympics and Special Olympics [Youth SAP] [ MM4.8.2] • • • • MoYSCE MPC, SO, MoE Action 4.2c: Create opportunities in sports for people with disabilities (PWDs) at national and international level [MM4.8.2, 4.8.1, 4.8.6] • • • • MoYSCE MoGFSS, NGOs Action 4.2d: Provide skills training in sports for PWDs [MM4.8.4] • • • • MoYSCE MoGFSS, NGOs Action 4.2e: Modify structural features of sports facilities to cater to the needs of PWDs and develop new sports facilities with facilities needed for PWDs [Youth SAP, MM4.8.3] • • • MoYSCE Local Councils, MoF Action 4.2f: Create awareness among public for increased participation of PWDs in sports [To be coordinated and implemented with Action 2.2d of Family subsector matrix] • • • • • MoYSCE MoGFSS, MoE, NGOs, NSPA Strategy 4.3: Promote physical activity and sports among the ageing population and elderly [MM4.8.2, 4.8.1, 4.8.3] Action 4.3a: Formulate and run programme in Male’ and Atolls for the elderly to be more active and mobile and create awareness [To be coordinated and implemented with Action 3.1a of Family and Action 2.1a of Community Empowerment subsector matrices] • • • MoYSCE MoGFSS Action 4.3b: Plan and conduct sports events and competitions for veterans and the elderly • • • MoYSCE MoGFSS Action 4.3c: Conduct appropriate training for the elderly and veterans on sports and games • • • MoYSCE MoGFSS Action 4.3d: Create awareness among public for increased participation of elderly • • • MoYSCE MoGFSS Action 4.3e: Conduct sporting events for veterans nationally and find opportunities to take part in international veteran’s events • • • MoYSCE MoGFSS Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.4: Formulate sports programme for at-risk youth or marginalized youth as means of re-integration and rehabilitation [MM4.8.2, 4.8.1, 4.8.3] Action 4.4a: Formulate and run programme in Male’ and Atolls for targeting at-risk youth including juvenile offenders and recovering addicts and rehabilitated offenders [To be coordinated and implemented with Policy 4 of Family and Strategy 1.3 of Community Empowerment subsector and Action 8.2c of Rule of Law & Judicial Reform subsector matrices] • • • MoYSCE NDA, MoHA, MoGFSS, MNIS, JJU Action 4.4b: Coordinate with NDA to introduce sports as part of rehabilitation for those with substance abuse disorder [To be coordinated and implemented with Action 2.2a of Prevention of Narcotics & Drug Rehabilitation subsector matrix] • • • MoYSCE MoGFSS, NDA Action 4.4c: Create opportunities for at-risk youth and youth from vulnerable groups to be included in training opportunities of sports officials [To be coordinated and implemented with Action 2.4a of Prevention of Narcotics & Drug Rehabilitation subsector matrix] • • • MoYSCE MoGFSS, MNIS SAP S T R A T E G IC A C T IO N P L A N 2 0 19 2 0 2 3 G O V E R N M E N T O F M A L ID V E S 228 3.6 ISLAMIC FAITH The Maldives is a sovereign, independent, democratic Republic formed on the principles of Islam. The subsector aims to promote religious unity in the country and the protection of Islamic faith. Some of the key policy priorities of the subsector include strengthening Islamic faith through awareness, promotion of moderate Islam, education and research. It will introduce measures to improve capacity building and infrastructure facilities relevant to the subsector, strengthening halal certification mechanisms, promoting Islamic welfare through improved zakat management and improving the provision of services for Hajj and Umrah. DIGNIFIED FAMILIES 229 Policy 1: Strengthen Islamic faith through awareness, education and research [M6] Targets: Target 1.1: By 2023, at least 12 research seminars held to address contemporary religious issues and key findings disseminated to the public Target 1.2: By 2023, all schools in the Maldives have teachers professionally trained to tackle extremist ideology within the school environment Target 1.3: By 2023, at least 30 students trained on reciting the Quran using braille Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.1: Eliminate religious extremism through awareness and dialogue [M3] Action 1.1a: Conduct a national campaign to eliminate religious extremism targeted for religious scholars, imams, Local Councillors and youth in line with National Action Plan on PVE [To be coordinated and implemented with Action 2.3a of National Security & Public Safety subsector matrix] • • • MoIA MNDF, MPS, PO, MoHA Action 1.1b: Develop guidelines and facilitate annual seminars targeted for teachers to equip them with skills to tackle extremist ideology within the school environment in line with National Action Plan on PVE [To be coordinated and implemented with Action 2.1a of National Security & Public Safety subsector matrix ] • • • MoIA MoE Action 1.1c: Develop and conduct a nationwide awareness program focusing on Islamic faith in its authentic form • • • • MoIA PSM, Media Action 1.1d: Organize annual research seminars among religious scholars addressing contemporary religious issues • • • • MoIA MoHE, IUM Action 1:1e: Conduct training workshops for Islamic Studies, Quran and Arabic Language teachers on how to use relevant methods of content delivery and correct methodology of interpreting the texts of Islam • • • MoIA MoE, MoHE, IUM, Private Schools S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES230 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.2: Promote religious awareness among Maldivians [M3] Action 1.2a: Utilise Friday Sermons as a platform to address key social issues in society • • • • • MoIA PSM, Media Action 1.2b: Establish a mechanism to translate Friday Sermon in sign language • • MoIA MoYSCE, Local Councils, MoGFSS, NGOs Action 1.2c: Conduct special awareness forums/programme during Ramadan • • • • MoIA PSM, Medias Action 1.2d: Incorporate Islamic Teaching component into PSTI trainings • • • • MoIA CSC, PSTI Action 1.2e: Facilitate workshops on Islamic finance targeting to the business community • • • MoIA MoED, MoHE Action 1.2f: Conduct various Islamic competitions (Religious drama, documentary, clips, billboard clips competition, quiz, Madhaha, debate, story writing) • • • MoIA PSM, MoE, MoYSCE Action 1.2g: Increase public awareness on religion and promote values of tolerance via Social Media, TV and radio broadcasts and other print media [To be coordinated and implemented with Action 2.3a of National Security & Public Safety subsector matrix] • • MoIA PSM, MoHA, MNDF Action 1.2h: Promote dialogue with young people around Islamic values and positive social norms to combat the use of drugs, violence, sexual harassment [To be coordinated and implemented with Action 2.3c of Youth and Policy 2 of Gender Equality subsector matrices] • • • • • MoIA MoGFSS, PSM Action 1.2i: Establish a toll-free number to provide religious guidance and advice to citizens wanting to maintain anonymity • • • • • MoIA DIGNIFIED FAMILIES 2 3 1 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Action 1.2j: Coordinate with related authorities to facilitate awareness programmes and conduct religious workshops for youth, speech and hearing-impaired people and other targeted groups to promote values of tolerance and respect Link with Youth • • MoIA Local Councils, NGOs, MoYSCE MAPD MoGFSS Action 1.2k: Facilitate rehabilitation programme in prisons and detention facilities, ensuring the prisoners have authentic knowledge of Islamic beliefs and practices and promote religious tolerance [To be coordinated and implemented with Strategy 7.2 of Rule of Law subsector matrix] • • • • MoIA MCrS, MoHA, MPS Action 1.2l: Facilitate awareness programme for orphans and vulnerable children under State Care to promote religious tolerance To be coordinated and implemented with Strategy 4.1 of Social Protection subsector matrix] • • • • • MoIA ARC, MoGFSS, UNICEF Action 1.2m: Conduct program to teach recitation of the Holy Quran using braille [To be coordinated and implemented with Strategy 1.3 of Family subsector matrix] • • MoIA NGOs, MoGFSS Action 1.2n: Organize a Coral Stone Mosque Exhibition [To be coordinated and implemented with Policy 1 of Arts, Culture & Heritage subsector matrix] • MoACH NGOs, MoIA Action 1.2o: Ensure religious unity, raising public awareness on religious issues, issuing rulings of the Islamic Sharia to resolve differences of opinion and disputes on religious issues • • • MoIA Fiqh Academy Strategy 1.3: Produce and authorize religious publications [M3] Action 1.3a: Publish religious materials in Dhivehi on contemporary issues relevant to Islam • • • • • MoIA Action 1.3b: Strengthen the permit issuing procedure for imported and new local religious publications • • • • • MoIA MCS Action 1.3c: Screen all written and published materials for misogyny and extremist content before approval for publishing • • • • • MoIA MoGFSS S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES232 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.4: Conduct congregational and educational activities [M4] [M3] Action 1.4a: Facilitate closed door debates among Maldivian religious Scholars on disputable matters of Islam • • • • MoIA MoHE, IUM Action 1.4b: Facilitate an annual meeting of scholars to promote harmonization of views among Scholars • • • • MoIA MoHE, IUM Action 1.4c: Facilitate religious lectures, Q&A sessions, teaching and reciting of the Quran in all mosques • • • MoIA Local Councils Action 1.4d: Facilitate teaching of Islamic etiquettes and Hadith in collaboration with councils and NGOs • • • MoIA Local Councils, NGOs Action 1.4e: Organize conferences, symposiums on pertinent social topics including the role of family in Islam, caring for children and youth in the context of a Muslim society and the protection of vulnerable groups in a Muslim community, including expatriate workers • • • • MoIA PSM, MoHE, IUM, MNU, MoGFSS Action 1.4f: Conduct teaching courses to train new Quran Teachers, Imams and mortician (Jamaa’aitherin) [To be coordinated and implemented with Policy 1 of Higher Education subsector matrix] • • • • • NCHQ Local Councils, MoHE Action 1.4g: Ensure the recognition of Hafiz Al Quran • • • • NCHQ Action 1.4h: Conduct Ijazah Certificate Program • • • • NCHQ International Agencies Action 1.4i: Introduce internationally affiliated programme in National Centre for Holy Quran [M13] • • • • NCHQ International Agencies Action 1.4j: Develop Islamic Library Services & facilities in Islamic Centre (Online library and database) [To be coordinated and implemented with Policy 2 of ICT subsector matrix] • • NCHQ NDC Strategy 1.5: Ensure the adherence of Islamic framework in school curriculum [M127] [MM 5.3.2] Action 1.5a: Coordinate with Ministry of Education to conduct “Quran Hathim kurun” Program in Schools [To be coordinated and implemented with Policy 2 of Education subsector matrix] • • • • NCHQ MoE Action 1.5b: Conduct educational and awareness programme promoting values of tolerance and respect for students and school management using age appropriate materials • • MoIA MoE DIGNIFIED FAMILIES 233 Policy 2: Improve, strengthen and empower Islamic faith through capacity building and infrastructure sustainability Targets: Target 2.1: By 2023, at least 80% of mosques utilise renewable energy for air conditioning Target 2.2: By 2023, Imams with degree level qualifications increased by 40% compared to 2018 level Target 2.3: By 2023, at least 1 House of Wisdom (Bayt-Al-Hikma) Public Academy and Intellectual Centre is established and operational Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.1: Develop religious infrastructure across the country [M7] Action 2.1a: Build Funeral homes in all islands [M7] • • • MoIA Local Councils, MoF, MoNPI Action 2.1b: Build Mortuary in line with the National Spatial Plan [M7] • • MoIA Local Councils, MoNPI, MoF Action 2.1c: Facilitate prayer arrangements in mosques for women in all inhabited islands [M5] • • • MoIA MoNPI, MoF, Local Councils Action 2.1d: Construct House of Wisdom (Bayt-Al-Hikma) Public Academy and Intellectual Centre in five Regional Urban Centres of Maldives serving as a multipurpose building in line with the National Spatial Plan [M6] • • • MoIA MoNPI Action 2.1e: Install renewable energy fittings to facilitate air Conditioning of mosques in line with renewable energy policy [To be coordinated and implemented with Policy 2 of Clean Energy subsector matrix] • • • • MoIA MoEn, MEA, Utilities, MoNPI, MoF Action 2.1f: Establish a monitoring mechanism to ensure proper management of Mosques [M4] • • • MoIA Local Councils, LGA Strategy 2.2: Strengthen the institutional capacity of National Centre for the Holy Quran (NCHQ) [M13] Action 2.2a: Establish a monitoring framework and a student information system for NCHQ campuses [To be coordinated and implemented with Policy 2 of ICT and Action 2.2e of Independent Institutions & Public Service Reform subsector matrices] • • MoIA NCIT, NCHQ Action 2.2b: Establish a trust fund to operate NCHQ • • MoIA NCHQ, MoF S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES234 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.3: Build local capacity in Islamic Principles and Practices while ensuring harmonization of views among practitioners Action 2.3a: Train and facilitate recruitment of imams with degree level qualification in Islamic studies and related fields [M5] • • • • • MoIA Local Councils, MoHE Action 2.3b: Strengthen licensing mechanism for religious preachers and imams [To be coordinated and implemented with Action 2.1 f of National Security & Public Safety subsector matrix] • MoIA NCTC Action 2.3c: Conduct regular performance reviews of licensed religious scholars permitted to preach [To be coordinated and implemented with Action 2.1 f of National Security & Public Safety subsector matrix] • • • • MoIA NCTC Action 2.3d: Provide training to both male and female morticians (Jamaa’aitherin) to render funeral service on a professional level in every inhibited Island • • • • MoIA Local Councils, LGA DIGNIFIED FAMILIES 235 Policy 3: Strengthen Halal Certification Mechanism Targets: Target 3.1: By 2023, regulation on halal certification is reviewed and revised Target 3.2: By 2023, at least 15 staff of MoIA, MFDA and MoED are trained on halal certification Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.1: Ensure effective maintenance of halal certification standards and maintain international recognitions [M10] Action 3.1a: Strengthen the Regulation for Issuing Halal Certificates [M10] • MoED MoIA, AGO Action 3.1b: Establish a mechanism to maintain Halal standards for imports and exports • • • • MoED MoIA, MCS Action 3.1c: Train and build technical staff required for effective maintenance of certification [M10] • MoED MoIA, MFDA Action 3.1d: Establish an inspection procedure • MoED MoIA, MFDA Action 3.1e: Monitor compliance with Halal standards in halal certification • • MoIA MoED, MFDA Action 3.1f: Maintain recognition of Maldives Halal Certification to market Maldivian products in International Trade • • MoIA MoED, MFDA Action 3.1g: Build relations with recognized Foreign Halal Certification Bodies • • MoIA MoFA Action 3.1h: Establish Halal Research Laboratory service within MFDA [M10] • • MFDA MoIA S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES236 Policy 4: Strengthen Islamic welfare and social protection system Targets: Target 4.1: By 2023, an up to date registry of eligible beneficiaries for Zakat exists and is utilized Target 4.2: By 2021, Zakat fund is managed in a transparent manner with regular disclosure of fund related expenditures Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.1: Establish a legal framework to ensure transparency in managing Zakat [M8] Action 4.1a: Draft and enact a Zakat Act • • • • MoIA AGO, People’s Majlis Action 4.1b: Strengthen Zakat rules and regulations • • • • MoIA AGO Action 4.1c: Establish enforcement and compliance mechanisms for Zakat management • • MoIA AGO Action 4.1d: Establish Shariah Advisory Committee with sufficient representation of female Shariah experts to give Shariah legal opinion on matters pertaining to zakat management • • MoIA Action 4.1e: Reform Committees related to the administration and execution of Zakat Funds • • MoIA Strategy 4.2: Strengthening the role of Zakat in the development of the nation in an equitable and transparent manner Action 4.2a: Strengthen existing mechanism to identify the eligible beneficiaries for Zakat with relevant stakeholders • • MoIA NSPA, MoGFSS, BML, Banks, MPS, Local Councils Action 4.2b: Establish a mechanism for collection and disbursement of Zakat Al-Mal and Zakat Al-Fitr • • • • MoIA BML, Banks, Tele communication Service Providers, MIRA Action 4.2c: Integrate Zakat management into the Public Accounting System (software) [To be coordinated and implemented with Policy 2 of ICT subsector matrix] • • MoIA MoCST, NCIT, MoF DIGNIFIED FAMILIES 2 3 7 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Action 4.2d: Obtain technical assistance from International well-known Islamic Financial Institutions to develop new and innovative methods for Zakat fund management • • • MoIA MoF Action 4.2e: Conduct workshops on developing Zakat fund in collaboration with Islamic Development Bank • • MoIA IDB, MoF Action 4.2f: Conduct education and awareness programme for public on paying Zakat [M8] • • • MoIA PSM, Media Action 4.2g: Manage Zakat Fund in a transparent manner [M8] [To be coordinated and implemented with Policy 3 of Accountable State subsector matrix] • • • • MoIA MoF S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES238 Policy 5: Strengthen the provision of services for Hajj and Umrah [M11] Targets: Target 5.1: By 2021, E-Hajj & Umrah Portal is operational Target 5.2: By 2020, Hajj quota is issued in a transparent manner with clear selection criteria and disclosure of the details of the selection process. Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 5.1: Ensure effective management of Maldives Hajj Corporation LTD [M11] Action 5.1a: Improve efficiency of Maldives Hajj Corporation • • • • MoF MHC, MoIA Action 5.1b: Form an Advisory Committee with sufficient female representation for guiding Hajj & Umrah Administration operated by Maldives Hajj Corporation • • • • MoIA MHC Action 5.1c: Facilitate introduction of short stay Hajj packages • • • MoIA MHC Strategy 5.2: Eliminate fraudulent and unfair practices by Hajj and Umrah service providers [M11] Action 5.2a: Create an E-Hajj & Umrah Portal to enable its end-users to gain access to all information pertaining to Hajj & Umrah [To be coordinated and implemented with Strategy 3.2 of ICT subsector matrix] • • MoIA MoCST, NDC, MHC Action 5.2b: Create a transparent mechanism in distributing Hajj quotas [M11] • • • MoIA PO Action 5.2c: Implement monitoring mechanisms for Hajj and Umrah service providers [M11] • • • MoIA MHC Action 5.2d: Develop regulatory framework for Hajj & Umrah • MoIA AGO, People’s Majlis Action 5.2e: Establish Maldives Hajj Mission at Kingdom of Saudi Arabia to represent Maldives in the annual Hajj convention • • MoIA MoFA DIGNIFIED FAMILIES 239 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Action 5.2f: Conduct Hajj & Umrah awareness programme for pilgrims and give guidance on how to perform major pilgrimage rituals • • • • • MoIA MHC, Media Action 5.2g: Provide Mina and Arafat map and other important information of Hajj and Umrah in Dhivehi Language • • • • • MoIA MHC Action 5.2h: Pilot smart-tracking/tagging programme of willing Hajj and Umrah Pilgrims to ensure their safety [To be coordinated and implemented with Policy 3 of SME and Policy 4 of ICT subsector matrices] • • MoED MoIA, SDFC Strategy 5.3: Minimize the financial burden for Maldivian to perform the obligatory Hajj Action 5.3a: Facilitate utilization of pension funds for obligatory Hajj [M11] • • • • • MPAO MoIA, MHC S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES240 Policy 6: Ensure that Islamic principles are incorporated in State administration [M2] Target: Target 6.1: By 2023, Maldives Islamic Figh Academy is strengthened Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 6.1: Establish an Independent Maldives Islamic Figh Academy [M12] Action 6.1a: Recruit Religious Scholars as Members • FA MoIA Action 6.1b: Reform composition of all Committees within the Figh Academy to have sufficient representation of female religious scholars • • • • FA MoIA Action 6.1c: Provide religious advice for government and private entities, Courts, Laws & Regulations made by the Parliament while ensuring consensus among male and female religious scholars • • • FA MoIA S A P S T R A T E G IC A C T IO N P L A N 2 0 19 2 0 2 3 G O V E R N M E N T O F M A L ID V E S Dignified Families SUBSECTORS AND RESULTS MATRICES S T R A T E G IC A C T IO N P L A N 2 0 19 2 0 2 3 T H E R E P U B L IC O F M A L ID V E S S A P Jazeera Dhiriulhun J A Z E E R A D H IR IU L H U N 245 DECENTRALIZATION TRANSPORT NETWORK ENVIRONMENTAL PROTECTION & PRESERVATION CLEAN ENERGY WASTE AS A RESOURCE WATER & SANITATION RESILIENT COMMUNITIES INFORMATION, COMMUNICATION & TECHNOLOGY ARTS, CULTURE & HERITAGE 250 263 276 292 302 311 320 335 346 C O N T E N T S 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 DecentralizationJAZEERA DHIRIULHUN By 2020 at least a third of councilors are women By 2021 all local development plans are aligned to the SAP and NDP are risk based By 2023 the revenue of local councils By 2023 all councils conduct town hall meetings at least thrice a year Transport By 2023 of councils have implemented audit recommendations at least 60% of the population in the Greater Male’ Region utilize public transport services on a regular basis have access to air connectivity within a 30-minute radius by speed boat By 2023 vehicle congestion in Greater Male’ Region is an e�cient public ferry service is operational in all administrative islands compared to 2018 level compared to 2018 level increased on average by 70% at least & of councils are audited 80% reduced by 30%of resident population 90% 90%By 2023 all local councils participate in the functioning of Community Social Groups (CSGs) Environment Protection and Preservation By 2022 a comprehensive reef restoration and protection mechanism under the concept of "Jazeera Island Reef” is introduced By 2023 a comprehensive legislation on chemicals management is enacted covering the entire life cycle of chemicals By 2023 quality control mechanism for labelling imported chemicals are in place and used across the country at least of coral reef area 10% 20% 40 million liters of wetlands & mangroves at least 1 sand bank & 1 uninhabited island from each atoll are under some form of protection and management 20% By 2025 By 2023 user pay principle is mainstreamed and integrated into policies and regulations concerning utilization of biodiversity resources and ecosystem services By 2020 the independent functioning of EPA is ensured Clean Energy By 2021 Utility Regulatory Authority (URA) for integrated utility services is functional By 2023 green labelling is implemented for energy sector By 2023 reduce fuel usage for electricity generation by By 2023 share of renewable energy in the national energy mix is increased by compared to 2018 level Waste as a Resource By 2021 By 2023 guidelines on the handling, storage and transport of non-medical waste and chemicals is enforced in inhabited islands By 2023 By 2023 open burning of waste will be in all inhabited islands of IWMCs utilize solar energy for operation minimized by 50% at least 30% at least of students 65% of energy consumption 30% Engineers at least 40 phase out of importation, production and use of single use plastic in the country is enforced By 2023 recognize the importance of reduce, reuse and recycle waste Water and Sanitation By 2023 all inhabited islands will have access to safe water supply and sewerage facilities will be trained in Water and Sanitation related field, for water and sewerage facilities across the Maldives will be met with renewable energy Resilience Communities By 2023 of local development plans are risk based new private investments leveraged for low emission and adaptation measures Regional Emergency Operations Centres operational of the Maldivian delegations participating in international climate conferences consists of young male and females of climate finance is mobilised through direct access modality at least USD 50 million at least USD 10 million at least 2 at least 80% at least 30% at least 3 at least tech starts ups 5 end to end early warning and emergency communication system operational voluntary Emergency Response Teams are trained and operational in all inhabited islands Information, Communication & Technology By 2023 By 2023By 2023 By 2021 National Stack is fully operational technology centres that act as incubators for start-ups, maker spaces for children and youth, with co-working spaces are operational are supported in each of the fields; hospitality, fisheries, marine sciences, and the health sector GOV.MV serves as the single online platform for all information provided by the government is operational By 2023 exist for providing training on Artificial Intelligence (AI), Machine Learning and on emerging technologies young girls in STEM education increased by 30% at least facilities 2 at least 300 at least 500 at least MVR 2 milllion By 2023 new original contributions to Dhivehi literature is published targeted at younger audiences disbursed as grants to support local artists and cultural practitioner artists and culture practitioners have utilized Cultural Centres nationwide Information, Communication & Technology Arts, Culture and Heritage J A Z E E R A D H IR IU L H U N 251 JAZEERA DHIRIULHUN The term ‘Jazeera Dhiriulhun’, literally translates into ‘island life’. It conceptualises a development model in which citizen engagement, inclusivity, and sustainability are at the core. The ideology behind ‘Jazeera Dhiriulhun’ centres around living in harmony with the island environment, where citizen’s livelihoods, economies, cultural identity, and well-being are derived sustainably through connectivity and management of natural resources. Citizen’s voice and agency is recognised as a fundamental aspect of the Jazeera Dhiriulhun concept. This sector consists of six subsectors; (i) Decentralisation, (ii) Transport Network, (iii) Environmental Protection and Preservation, (iv) Clean Energy, (v) Waste as a Resource, (vi) Water and Sanitation, (vii) Resilient Communities, (viii) Information, Communication, and Technology, and (ix) Arts, Culture and Heritage. The following provides a summary of the key challenges and policy priorities for each of the associated subsectors. SAP S T R A T E G IC A C T IO N P L A N 2 0 19 2 0 2 3 G O V E R N M E N T O F M A L ID V E S 252 4.1 DECENTRALISATION The Decentralisation Act, which came into effect in 2010, was an important step towards improving local governance mechanisms in the country. Through this Act, 187 island councils, 19 atoll councils and 2 city councils were formed with a legal mandate of ensuring democratic and accountable governance, provision of social services, fostering economic growth and ensuring environmental protection. The Decentralisation Act further saw the creation of Women’s Development Committees (WDC) as a legal entity recognised by law as an integral part of local governance systems. Past few years saw a reversal of the fundamental principles of decentralisation, whereby centralisation once again became the main policy upon which developmental agenda of the Government was executed. Local councils were disempowered and powers devolved were taken back by the central government. The Government has introduced progressive reforms to the Decentralisation Act, where fiscal decentralisation is at the forefront of these changes. The Government believes that meaningful development can only be achieved through effective decentralisation and empowerment of local councils. JAZEERA DHIRIULHUN 253 Policy 1: Revamp the current decentralisation model and governance to make local governance effective [M24, M28, P176, P177, A19] Targets: Target 1.1: By 2023, the revenue of local councils has increased on average by 70% compared to 2018 levels Target 1.2: By 2022, all island councils have an approved and publicly available land use plan Target 1.3: By 2021, all laws and regulations that are in contradiction with the Decentralisation Act are amended Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.1: Revise legal and regulatory framework required for restructuring local councils [M24] Action 1.1a: Review and amend all laws that contravene the Decentralisation Act • • • AGO MoHA, LGA, People’s Majlis, MoNPI Action 1.1b: Review and amend all regulations and sectoral SOPs that contradict the Decentralisation Act • • • LGA AGO, MoHA Action 1.1c: Review and revise necessary laws to allow for the extension of the term of the council to five years • AGO LGA, MoHA, People’s Majlis Action 1.1d: Review and revise necessary laws to allow for citizens to directly elect the Council Mayor/President and Deputy Mayor/Vice President • AGO People’s Majlis, EC, MoHA Action 1.1e: Explore possibilities of increasing the number of councilors in local councils that is proportionate to the representation of a given community; and for making the councilors allowance based instead of salary based • • • • AGO CBOs, LGA, Political Parties, MoHA Strategy 1.2: Ensure local councils have sufficient financial resources [M27] Action 1.2a: Allocate at least 5% of total national revenue to local councils as block grants from the central government [A19] • • MoF People’s Majlis, LGA, Local Councils Action 1.2b: Allocate 40% of revenue from lease of land, lagoons, reefs and islands to local councils as block grants from the central government [M27, M32, A19, P174] • • MoF People’s Majlis, LGA Action 1.2c: Facilitate local councils to collect all fees from municipal services and accounted them as direct revenues of the councils [M28, A19] • • MoF People’s Majlis, LGA S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES254 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Action 1.2d: Introduce a discretionary development grant to finance local/ regional development • • MoF LGA, MoNPI Action 1.2e: Introduce a sectoral grant (conditional grant) to assist in carrying out sector development programs at local level • • MoF LGA Action 1.2f: Develop an equalisation policy to distribute block grants from the central government on a fair basis to all councils • • LGA MoF, MoHA Action 1.2g: Establish a mechanism to provide autonomy to local councils to borrow loans and manage debts in line with national fiscal policy [M27] • • • • • MoF LGA, MoHA Action 1.2h: Establish a mechanism to formulate income statement and balance sheet of local councils at local level [M29] • • • • • LGA MoF, MoHA Action 1.2i: Roll out E-Finance Module to local councils to link council finance with MoF [To be coordinated and implemented with Strategy 3.2 of ICT subsector matrix] • • • MoF LGA, Local Councils, MoHA JAZEERA DHIRIULHUN 255 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.3: Increase the autonomy of local councils in the utilisation of resources in their jurisdiction, including land, lagoons and beaches and support their own revenue generation [M31, M28] Action 1.3a: Demarcate jurisdictions of the councils and the ownership of resources within their jurisdiction [M31, A19] • • MoNPI MoHA, LGA Action 1.3b: Establish a participatory mechanism to increase the role of councils and local communities in any decision related to resources in their jurisdiction; including use of uninhabited islands, reefs, lagoons and other natural resources that are not allocated for a specific long-term use [P167, P169, P178] • MoNPI CSOs, WDCs, MoFMRA, MoF, Local Councils, MoHA, LGA, MoT, MoED, MoEn Action 1.3c: Facilitate the development of land use plans of all islands to enable local councils to utilise land for income generation • • • MoNPI MoHA, LGA, MLSA Action 1.3d: Provide local councils with the direct authority to utilise land in accordance with the land use plan and establish conflict management protocols with the central government [M32, P163, P164, A19] • • MoNPI LGA, MoF, MoHA Action 1.3e: Revive local ownership of ‘waqf’ lands, ‘atholhu fihaara’ and other resources that are in the name of councils • • MoF MoHA, LGA, CBOs, MoNPI, AGO Action 1.3f: Facilitate councils to establish commercial entities and cooperatives to undertake business activities [M32, A19] • • MoED LGA, MoNPI S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES256 Policy 2: Increase efficiency and effectiveness of service delivery at local level through increased authority and autonomy of local councils in governing and providing services at local level [P166] Targets: Target 2.1: By 2023, number of PSIP projects implemented by local councils increased by more than 50% compared to 2018 levels Target 2.2: By 2023, all municipal services mandated by law are available in all islands through local councils Target 2.3: By end of 2021, all local development plans are aligned to the Strategic Action Plan and National Development Plan are risk based Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.1: Devolve and delegate the responsibilities of the central government to local councils [M25] Action 2.1a: Transfer centrally held municipal functions to local councils • • • PO AGO, LGA, Utilitiy Service Providers, MoHA, MoNPI Action 2.1b: Develop and operationalise central level policies and SOPs by line ministries, for councils to follow, in delivering municipal services at local level • • • • • PO AGO, LGA, Utilitiy Service Providers, MoHA Action 2.1c: Identify and devolve central government functions that can be more efficiently and effectively delivered at local level [M4, M89] • • PO LGA, MoHA, Local Councils, MoNPI Action 2.1d: Create an accountability mechanism for municipal service delivery at local level • • • • • LGA Local Councils, Utilitiy Service Providers, MoHA Action 2.1e: Facilitate the construction of municipal service related infrastructure at local level in line with the National Spatial Plan • • • • • MoNPI LGA, Utility Service Providers, MoHA Action 2.1f: Devolve the function of local level tourism development planning to local councils [M89] [To be coordinated and implemented with Action 5.1d of Tourism subsector matrix] • MoT LGA, Local Councils JAZEERA DHIRIULHUN 2 5 7 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.2: Establish a mechanism to enable councils to execute and coordinate development projects in accordance with the National Development Plan and Strategic Action Plan [M26, P165, P170, P171] Action 2.2a: Strengthen existing planning manuals of the LGA to provide the necessary guidance to councils on aligning local development plans with national development plan and strategic plan • LGA MoHA, MoNPI Action 2.2b: Streamline resource allocation to local councils in accordance with the local development plan which is aligned to the SAP and NDP • • • • • MoF LGA, MoNPI, MoHA Action 2.2c: Establish mechanisms for conducting consultation with local councils and communities for projects planned by central government • • • • • MoNPI LGA, MoHA Action 2.2d: Develop manuals and SOPs for local councils to implement PSIP projects that are to be delivered through local councils • • MoNPI LGA, MoF, MoHA Action 2.2e: Support local councils to integrate climate risks and hazard and vulnerabilities to local development planning [To be coordinated and implemented with Action 1.3d of Resilient Communities subsector matrix] • • • • NDMA MoEn, LGA, Local Councils, MoNPI S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES258 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.3: Provide councils with adequate authority to manage human resources in council administration Action 2.3a: Make necessary arrangements to ensure the head of civil servants in the council is accountable to the local council through amendments to Decentralisation Act and Civil Service Act • • AGO CSC, LGA, MoHA, People’s Majlis Action 2.3b: Create a legal mechanism to ensure council staff are accountable to council • • • CSC MoHA, LGA, AGO Action 2.3c: Develop policies and procedures to accommodate the changes brought to the council staff structure • • CSC LGA, Local Councils Action 2.3d: Establish a mechanism to give full autonomy to councils to hire staff as per the approved structure without further approvals from central level • • CSC MoF, LGA, MoHA Action 2.3e: Facilitate the recruitment of an EPA licensed environment officer to be stationed in every atoll and city council [To be coordinated and implemented with Action 1.5a of Environmental Protection & Preservation subsector matrix] • • • EPA CSC, LGA, MoHA, MoEn Action 2.3f: Coordinate with MoED and BCC to provide training and designate roles to increase capacity of economic officers of council to provide assistance to SMEs [To be coordinated and implemented with Action 1.1f of SME subsector matrix] • • • • MoED CSC, LGA, MoHA, Local Councils JAZEERA DHIRIULHUN 259 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.4: Strengthen institutional capacity of local councils and provide opportunities for human resource development [M175] Action 2.4a: Review and revise organisational structure of councils and introduce hybrid organisational structure of councils to allow for efficient use of human resources for delivering effective municipal services • • CSC MoHA, Local Councils, LGA Action 2.4b: Increase the capacity of atoll councils in providing technical support (such as legal advice, planning, financial management) to island councils • • • LGA MoHA, MoF, CSC Action 2.4c: Collaborate with training institutes to deliver training packages to improve administrative and technical capacity of local councils [To be coordinated and implemented with Action 2.3b of Independent Institutions & Public Service Reform subsector matrix] • • • • • LGA MoHA, PSTI Action 2.4d: Develop and deliver orientation programs for newly elected councilors [To be coordinated and implemented with Action 2.3d of Independent Institutions & Public Service Reform subsector matrix] • • LGA MoHA, Local Councils, PSTI Action 2.4e: Provide internet access to all councils • • LGA MoHA, MoCST, NDC, PSTI Action 2.4f: Implement E-council system in local councils to enhance the service delivery and accessibility [To be coordinated and implemented with Strategy 3.2 of ICT subsector matrix] • • • • • LGA MoHA, CTO, NDC, MoCST S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES260 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.5: Empower local councils to exercise their power and discretion to establish a safe and secure environment in their communities Action 2.5a: Facilitate the activation of Emergency Response Teams (ERTs) at local level to provide aid and assistance to local communities during incidents of emergencies and disasters [To be coordinated and implemented with Strategy 1.2 of National Security & Public Safety subsector matrix] • • NDMA MoGFSS, MoHA, LGA, Local Councils, MNDF, MRC Action 2.5b: Coordinate with MoYSCE and MoGFSS to enhance capacity of Community Social Groups (CSGs) at local level to create an environment for social security to include the vulnerable and marginalised population of the community, and attend matters of domestic violence [To be coordinated and implemented with Action 4.5b and 4.5c of Social Protection and Action 1.1b of Community Empowerment subsector matrices] • • • • MoGFSS LGA, Local Councils, MoYSCE, MPS, FCSCs, Utility Service Providers Action 2.5c: Establish and implement a system to protect local environment including protection of flora and fauna [To be coordinated and implemented with Action 1.1f of Environmental Protection & Preservation subsector matrix] • • • • MoEn LGA, Local Councils, EPA JAZEERA DHIRIULHUN 2 6 1 Policy 3: Strengthen the linkage between the central government, local councils and the public Targets: Target 3.1: By 2023, all councils conduct town hall meetings at least thrice a year Target 3.2: By 2023, all local councils participate in the functioning of Community Social Groups (CSGs) Target 3.3: By 2023, at least 60% of local councils have signed partnership agreements with NGOs Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.1: Enhance citizens participation in the decision making process of councils at local level [To be coordinated and implemented with Action 1.1g of Community Empowerment subsector matrix] Action 3.1a: Establish a legal mechanism to have council town hall meetings regularly [M33] • LGA Local Councils, MoHA, AGO Action 3.1b: Require development plans and land use plans, and any amendments to those plans, to be thoroughly consulted by the public through a revision to the relevant laws, regulations and planning manuals of LGA [A19] • • AGO Local Councils, LGA, MoNPI, MoHA Action 3.1c: Conduct public awareness programmes to motivate public participation in the decision-making process of councils [To be coordinated and implemented with Action 1.1f of Community Empowerment subsector matrix] • • • • LGA Local Councils Action 3.1d: Conduct training programmes to councils on public participation and community engagement [To be coordinated and implemented with Action 1.1d of Community Empowerment subsector matrix] • • • • LGA Local Councils, MoYSCE Strategy 3.2: Strengthen civil society involvement in development and decision making at local level [M38] [To be coordinated and implemented with Action 3.2a of Community Empowerment subsector matrix] Action 3.2a: Identify channels for facilitating partnerships between local councils and NGOs [To be coordinated and implemented with Action 3.2a of Community Empowerment subsector matrix] • • LGA Local Councils, NGOs, MoYSCE Action 3.2b: Support the CSGs established by MoGFSS as a platform for multi-stakeholder community engagement [To be coordinated and implemented with Action 3.2b of Community Empowerment subsector matrix] • • MoGFSS Local Councils, MoYSCE Action 3.2c: Facilitate the establishment of a Local Government Association to better promote local councils and to represent interests of councils to central government • • • LGA MoYSCE, MoHA, Local Councils S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES26 2 Policy 4: Increase the role of women in decision making process at local level Targets: Target 4.1: By 2020, at least a third of councilors are women Target 4.2: By 2020, role of WDCs are formalised Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.1: Increase participation of women in decision making process at local level [To be coordinated and implemented with Strategy 1.3 of Gender Equality subsector matrix] Action 4.1a: Amend the Decentralisation Act to allocate 33 percent of seats to women in local council elections [To be coordinated and implemented with Action 1.3a of Gender Equality subsector matrix] • AGO MoGFSS, LGA, MoHA, PO Action 4.1b: Amend existing regulations to clarify the roles and responsibilities of Women’s Development Committees [To be coordinated and implemented with Action 1.2a of Gender Equality subsector matrix ] • • AGO MoGFSS, LGA, MoHA Action 4.1c: Provide adequate resources, sufficient budget and autonomy for WDCs to function effectively [M33] • • • • • MoF LGA, MoGFSS, Local Councils Action 4.1d: Provide a suitable allowance for WDC members [To be coordinated and implemented with Action 1.2c of Gender Equality subsector matrix] • • • • • MoF LGA, Local Councils Action 4.1e: Conduct orientation and training programmes to WDCs to carry out their mandate [To be coordinated and implemented with Action 1.2d of Gender Equality and Action1.2a of Community Empowerment subsector matrices ] • • • • LGA Local Councils, MoGFSS Action 4.1f: Conduct advocacy to address stereotype roles of women to encourage more women to participate in local council elections [To be coordinated and implemented with Action 1.3d of Gender Equality subsector matrix ] • • • MoGFSS LGA, Local Councils, NGOs promoting women’s rights JAZEERA DHIRIULHUN 26 3 Policy 5: Improve good governance through decentralised system and increase accountability of local councils [P177] Targets: Target 5.1: By 2023, at least 2 nationwide researches and 1 impact evaluation exist on the functioning of the local council Target 5.2: By 2021, e-monitoring system of councils is operational Target 5.3: By 2023, at least 80% of councils are audited and 90% of councils have implemented audit recommendations Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 5.1: Increase knowledge, awareness and evidence to support advocacy on local governance Action 5.1a: Facilitate dialogues with general public and relevant institutions on decentralisation and good governance [To be coordinated and implemented with Action 1.2a of Community Empowerment subsector matrix] • • • • • LGA Local Councils, MoYSCE Action 5.1b: Conduct research and performance reviews/impact evaluations on the functioning of decentralisation system • • • • • LGA Local Councils Action 5.1c: Conduct forums/seminars on decentralisation and good governance • • • • • LGA Local Councils Strategy 5.2: Strengthen the functioning of Local Government Authority (LGA) Action 5.2a: Revise the composition of the LGA board to ensure its effective functioning and gender balance • AGO People’s Majlis, MoHA, LGA Action 5.2b: Integrate Maldives Institute for Local Governance functioning under LGA with PSTI [To be coordinated and implemented with Action 2.3c of Independent Institutions & Public Service Reform subsector matrix] • • LGA PSTI, MoHE, MoHA Action 5.2c: Establish e-learning platform to conduct trainings and sessions in collaboration with educational institutions [To be coordinated and implemented with Strategy 3.2 of ICT subsector matrix] • LGA NDC, CSTI, MoHE, MoCST S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES26 4 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 5.3: Develop robust mechanisms for accountability of local councils Action 5.3a: Amend laws to make councilors accountable and responsible for misuse of powers and authorities devolved to councils • AGO People’s Majlis, MoHA, LGA Action 5.3b: Establish a legal mechanism to streamline rules of procedures, bylaws and guidelines formulated by different councils • AGO People’s Majlis, LGA Action 5.3c: Develop and implement auditing / monitoring mechanisms at local councils on the use of funds and tracking of council debt levels [A19] • • • • • LGA MoF, AGO Action 5.3d: Establish e-monitoring mechanism to monitor the councils [To be coordinated and implemented with Strategy 3.2 of ICT subsector matrix] • LGA NDC, CTO Action 5.3e: Strengthen local performance index for councils • • • • • LGA Local Councils J A Z E E R A D H IR IU L H U N 265 4.2 TRANSPORT NETWORK The wide disparity of the Maldivian people with remote population pockets necessitates an efficient and affordable Integrated Transportation Network (ITN) in order to achieve inclusive growth. The transportation sector lies at the centre of providing basic items such as food, fuel, and medicine across the country. Inter-island transport is critical for the delivery and access to social services such as higher education and healthcare, and for employment. Public transportation systems are weak in the country due to the high operational costs. The Maldives Transport and Contracting Company (MTCC) offers inter-island ferry services but bears significant financial losses. Private sector investment is discouraged by the small number of passengers and high costs incurred in fuel consumption. The number of airports has increased significantly over the past 15 years, improving connectivity to a certain level. Despite the increase in air travel, price still remains high. The lack of a reliable, safe, affordable, and efficient public transportation system restricts mobility of individuals, goods and services, slowing down social and economic growth, hindering sustainable development. S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES266 Policy 1: Strengthen legal and regulatory framework of the maritime sector Targets: Target 1.1: By 2023, maritime trade is regulated through an IMO compliant legal and regulatory framework Target 1.2: By 2023, at least 60% of maritime incidents are reduced compared to 2018 levels Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.1: Strengthen the legal framework governing the maritime sector to ensure standards on quality, safety, compliance and protection of the natural environment Action 1.1a: Enact Maritime Authority Law to develop a separate administration with maritime related mandate • • • MoTCA MTA, AGO, PO, People’s Majlis Action 1.1b: Enact Port Law and associated regulations • • • MTA MoTCA, AGO, MCS, MPL, MNDF, MPS, People’s Majlis Action 1.1c: Formulate and enforce the appropriate legal framework to facilitate National Shipping Line in Maldives [M108, M109] • • • MTA MoTCA, MoED, STO, MIFCO, Private sector, AGO, People’s Majlis Action 1.1d: Review and revise the Maritime Act (Law Number 69/1978) to streamline with Merchant Shipping Law • • • MoTCA AGO, MTA, MCS, MNDF, MPS, People’s Majlis Action 1.1e: Enact and enforce Maritime Labour Convention Law • • • MTA MoTCA, MoED, MNDF, MPS, MPL, AGO, LRA, AGO, People’s Majlis Action 1.1f: Enact Prevention of Pollution of the Sea Law [To be coordinated and implemented with Action 1.1h of Waste as a Resource subsector matrix] • • • MTA MoTCA, MoEn, MNDF, MPS, EPA, MPL, AGO, People’s Majlis JAZEERA DHIRIULHUN 26 7 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Action 1.1g: Enact Civil Liability and Compensation for Oil Including Bunker Pollution Law • • • MTA MoTCA, MoEn, MNDF, MPS, EPA, MPL, AGO, People’s Majlis Action 1.1h: Enact Protection of Life and Property at Sea Law • • • MTA MoTCA, MNDF, MPS, EPA, MPL, AGO, People’s Majlis Strategy 1.2: Enhance the regulatory framework on maritime safety, protocols, procedures and reduce environmental damage as per IMO Action 1.2a: Formulate and enforce regulations on maritime security in line with the International Ship and Port Facility Security (ISPS) Code • • • MTA MoTCA, MNDF, MPL, MPS, AGO Action 1.2b: Formulate and enforce regulation on Port State Control and a regulation on implementing International Safety Management Code (ISM Code) for ships and ships operating with Maldives flag • • MTA MoTCA, MNDF, MPL, MPS, AGO Action 1.2c: Formulate and enforce regulation on the selection and authorisation of classification societies acting on behalf of the Flag State for Maldivian Flagged Vessels in line with the Recognised Organisation (RO) Code and a regulation on the investigation of Marine accidents in line with the Marine Accidents and Casualty Investigation Code • • • MTA MoTCA, MNDF, MPL, MPS, AGO Action 1.2d: Formulate and enforce regulation on ship equipment used in Maldivian Flagged Vessels • • MTA MoTCA, MNDF, MPL, MPS, AGO Action 1.2e: Formulate and enforce a regulation on the investigation of marine accidents in line with Marine Accidents and Casualty Investigation Code • • MTA MoTCA, MPS, MoEn, MPL, EPA, MNDF, AGO Action 1.2f: Formulate and enforce regulations concerning the procedures for the determination of offences committed by ships and other maritime vessels • • MTA MoTCA, MNDF, MPL, MPS, AGO Action 1.2g: Formulate and enforce regulation on reception of wastes from ships and waste control [To be coordinated and implemented with Action 1.3l of Waste as a Resource subsector matrix] • • MTA MoTCA, MoEn, MNDF, MPL, MPS, AGO S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES26 8 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Action 1.2h: Formulate and enforce regulations on tonnage measurement on ships, load line of commercial vessels, and prevention of collisions at sea in line with the International Regulation for Preventing Collision at Sea • • MTA MoTCA, MNDF, MPL, MPS, AGO Action 1.2i: Formulate and enforce regulation on wreckage and wreck removal • • • MTA MoTCA, MoEn, MNDF, MPL, MPS, AGO Action 1.2j: Formulate and enforce regulations for NAVigational TEleX (NAVTEX) system for local and foreign vessels, Vessel Traffic Service in Male’ Area, ship reporting and a regulation for Hydrography service in the Maldives • • • • MTA MMS, MoTCA, MNDF, MPS, CAM, AGO Strategy 1.3: Strengthen existing regulatory framework on operating public ferries [M79, M80, M82, M83] Action 1.3a: Review and revise existing ferry regulations in line with National Spatial Plan • • MoTCA MTA, MoNPI, AGO, MNDF, MPS, Local Councils Strategy 1.4: Establish an open registry to regulate luxury vessels [M108, M109] Action 1.4a: Review and revise the existing ‘Open Registry/ Luxury Vessel Registration Regulation’ • • MoTCA MTA, AGO, MoT, MoED JAZEERA DHIRIULHUN 269 Policy 2: Strengthen maritime infrastructure and services to enhance socio-economic growth Targets: Target 2.1: By 2023, an efficient public ferry service is operational in all administrative islands Target 2.2: By 2023, the proposed cruise ship terminal is operational Target 2.3: By 2023, all audited maritime training institutions are IMO compliant Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.1: Increase connectivity of administrative islands and improve mobility of individuals, goods and services [M82, A19] Action 2.1a: Allocate land and construct central ferry terminals in RUCs and SRUCs, and ferry terminals in all administrative islands in line with National Spatial Plan [M82] • • • • MoNPI MoTCA, MTA, MoED, MoT, MTCC, MPL Action 2.1b: Facilitate efficient movement of ferry passengers at arrivals and departures • • • MTA MoNPI, Local Councils, MTCC, MPL Action 2.1c: Review the existing ferry service network and introduce atoll ferries in line with National Spatial Plan • • • • MoNPI MoTCA, MTA, AGO, MNDF, MPS, Local Councils Action 2.1d: Establish causeways and/or mini bridges in inter linked islands for connectivity in line with National Spatial Plan • • • • MoNPI MoTCA, MTA, Local Councils Action 2.1e: Establish Regional Commercial Domestic Ports in RUCs and sub-regional Commercial Harbors in SRUCs in line with National Spatial Plan • • • • MoNPI MoTCA, MPL Action 2.1f: Provide harbour and jetty services in all administrative islands in line with National Spatial Plan • • • • MoTCA MoNPI, Local Councils Action 2.1g: Establish regional and sub-regional boat building facilities in RUCs and SRUCs in line with the National Spatial Plan • • • • MoTCA MoNPI, Local Councils Action 2.1h: Strengthen the “Niami” mobile application through data integration of ferry schedules across the country [To be coordinated and implemented with Action 2.3b of ICT subsector matrix] • • MTA CTO, NDC Action 2.1i: Facilitate private sector investments to operate ferry services • MoED MoNPI, MTA Action 2.1j: Establish a dry-docking facility to repair and build vessels • • • • MoTCA MTA, Shipping Industry S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES270 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Action 2.1k: Review and modify ferry terminal facilities to ensure passenger safety and accessibility, with a specific focus on PWDs, pregnant women, people with young children, and senior citizens [To be coordinated and implemented with Action 1.2c of Family subsector matrix] • • MoTCA MoTCA, MTA, MoNPI, MoGFSS, Local Councils, NGOs, MPS, MTCC, MPL Strategy 2.2: Strengthen port facilities in the country [M108, M109] [To be coordinated and implemented with Strategy 3.1 of Economic Diversification subsector matrix] Action 2.2a: Strengthen infrastructural and institutional capacity in pilotage services in Male’ Port and establish pilotage services in Hithadhoo Port • • • • MTA MoTCA, AGO, MCS, MPS, MPL, MNDF, HPL, KPL Action 2.2b: Strengthen the Port Clearance Regime in line with international best practices • • • • MTA MoTCA, MPL, AGO, MCS, MPS, MNDF Action 2.2c: Establish ancillary facilities within the ports • • • • MPL MoTCA, MTA, AGO, MCS, MPS, MNDF Action 2.2d: Strengthen infrastructural and institutional capacity of anchorage services, including waste management in Greater Male’ Region and develop anchorage service area in Hithadhoo Port • • • • MPL MoTCA, MTA, HPL, KPL, MCS, MNDF, MPS, AGO, WAMCO, MoEn Action 2.2e: Formulate a legal framework to regularise private port facilities • • • • MoTCA MPL, MTA, MoED, AGO, MCS, MPS, MNDF Action 2.2f: Upgrade port facilities to include logistical services between regional ports and peripheries, facilities to store perishables and eliminate bottlenecks in the ports [To be coordinated and implemented with Action 2.1d of Resilient Communities subsector matrix] • • • • MPL MoTCA, MTA, AGO, MCS, MPS, MNDF, MoED, Local Councils, NDMA, MRC, AGO, MPL, MoNPI Action 2.2g: Position Hithadhoo and Kulhudhuffushi ports as global port hubs through consolidated and strategic marketing plans • • • • MoTCA HPL, KPL, MTA, MPL Action 2.2h: Revise and approve the existing plan for operating passenger cum cargo ferry between India and Kulhudhufushi Port [To be coordinated and implemented with Action 2.1b of Foreign Affairs subsector matrix] • • MoTCA MPL, KPL, MTA, MCS, MNDF, MPS, Local Council JAZEERA DHIRIULHUN 2 71 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.3: Establish a fully functional Cruise Terminal within Male’ region [M108, M109] Action 2.3a: Formulate a concept to develop a Cruise Terminal in Male’ Region with input from respective stakeholders in line with the National Spatial Plan [To be coordinated and implemented with Action 2.5b of Tourism subsector matrix] • • • MoT MTA, MoED, MPL, MCS, MNDF, MPS, MoTCA, HDC, Local Councils, MoNPI Strategy 2.4: Develop a national shipping line Action 2.4a: Establish a National Shipping Line in Maldives • • MoTCA MoED, MTA, MoF, SOEs Strategy 2.5: Strengthen infrastructure to ensure maritime safety and security [M108, M109] Action 2.5a: Establish a NAVTEX system including Maritime Safety Information of Navigational and Meteorological warning, meteorological forecast, warnings of missing vessels and other urgent messages pertaining for the safety of the vessel and its crew in line with IMO obligations [M108, M109] • • • • MTA MoTCA, MMS Action 2.5b: Survey the existing AIDS to Navigation, specially 12 miles lights • MTA MoTCA, Local Councils Action 2.5c: Establish the Aids to Navigation Fund to be an independent fund maintained by the Maldives Transport Authority • MTA MoTCA, MoF Action 2.5d: Hoist 85 Navigation Lights (12 miles light with tower) across the Maldives for easy navigation • • • • MTA MoTCA, MNDF, MPS, Local Councils Action 2.5e: Draft and develop a proposal for the development of Pilot station near “Bandos Maagaa” • • • • MTA MoTCA, MNDF, MPS, MPL, MoF, MoNPI, MoED Action 2.5f: Establish a hydrographic service to promote the use of hydrography for the safety of navigation and to update navigational charts of Maldives territorial waters [M108, M109] • • • • MTA MoTCA, MNDF, MoNPI Action 2.5g: Establish Vessel Traffic Service (VTS) within Male’ Port Area [M79, M80, M82, M83] • • • • MTA MoTCA, MNDF, MPL, MPS, MoT, MoED Strategy 2.6: Strengthen management and administrative systems for maritime coordination and development Action 2.6a: Facilitate seafarer’s identity document formulation • • • MTA MoTCA, Seafarers Action 2.6b: Develop Maritime Online Platform designed for modularity, enhanced coordination and communication between the port and the public, and ship reporting [To be coordinated and implemented with Action 2.3b of ICT subsector matrix] • • • MTA Local Councils, Boat Yards, MoTCA, MPL, NDC, CTO, Industry, MNDF, PH, AGO S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES272 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.7: Increase human resource capacity of the maritime sector Action 2.7a: Review and revise regulations on the principles regarding inspection and quality standards on Maritime Training and Certification • • • MTA MoTCA, AGO, MNU Action 2.7b: Conduct systematic audits of the existing Maritime Training Institutions to check compliance on International Maritime Organisation (IMO) standards on training, certification, and watch keeping • • • MTA MoTCA, IMO, Seafarers Action 2.7c: Conduct local vessel surveyor training courses to all staff of local councils in collaboration with the PSTI • • • • • MTA MoTCA, MNDF, MPS, Local Councils, LGA, PSTI Action 2.7d: Promote Maldivian seafarers in the innternational seafaring industry • • • • MoTCA MTA, Seafarers Industry Action 2.7e: Formulate a concept to attract international boat builders, specially luxury yacht builders to the Maldives • • • • MoTCA MTA, MoED Action 2.7f: Train Marine Officers in Engineering and Deck Departments • • • • MoTCA MTA, MNU, MoHE Action 2.7g: Enhance capacity of officers working in regional ports through targeted training programmes on port management • • • • MPL MTA, PSTI Action 2.7h: Establish National Professional Naval Architect Committee in order to approve existing boat builders • MTA MoTCA, Boat Building Industry Action 2.7i: Conduct awareness and information dissemination to school leavers on employment prospects and job opportunities within the seafaring industry • MoTCA MTA, MNU, MoE, MoHE Action 2.7j: Coordinate with job centres to promote employment opportunities in the industry [To be coordinated and implemented with Action 3.1a of Labour Employment & Migration subsector matrix] • • • • MoTCA MoYSCE, MoHE, MoED, MTA, MNU JAZEERA DHIRIULHUN 2 73 Policy 3: Increase concerted efforts to reduce congestion and ease accessibility to roads in Greater Male’ Region Targets: Target 3.1: By 2023, vehicle congestion in Greater Male’ Region is reduced by 30% compared to 2018 levels Target 3.2: By 2023, at least 60% of the population in the Greater Male’ Region utilise public transport services on a regular basis Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.1: Strengthen the regulatory framework for addressing road congestion and road worthiness [To be coordinated and implemented with Action 2.4b of Clean Energy subsector matrix] Action 3.1a: Review and revise regulations to address road congestion, vehicle importation, management of emission levels, traffic violations, and management of parking, with a specific focus on easing congestion in urban centres • • • MoTCA MTA, Male’ City Council, MoNPI, AGO, MPS, MoEn, MCS Action 3.1b: Review and revise the building code regulation to facilitate parking inside the building • • • MoNPI MTA, Male’ City Council, MoHUD, MoTCA Action 3.1c: Formulate and enforce a robust vehicle control mechanism, including issuance of certificate of entitlement to register vehicles in the Greater Male’ Region • • MoTCA Male’ City Council, MPS, MTA Action 3.1d: Review and revise the License Regulation to accommodate International License Permit • • • • • MTA MoTCA, MPS, Local Councils, AGO Action 3.1e: Review and revise emission standards to enforce the road worthiness standards [To be coordinated and implemented with Action 1.4d of Environmental Protection & Preservation subsector matrix] • • MoTCA MTA, MoEn, EPA, MNU, Male’ City Council, MPS Action 3.1f: Review and revise the regulation to address the age of vehicles imported into the country [To be coordinated and implemented with Action 1.4d of Environmental Protection & Preservation subsector matrix] • • MTA MoTCA, EPA, MNU, Male’ City Council, MPS Action 3.1g: Strengthen the monitoring of road worthiness centres and enforce authorisation of road worthiness • • MTA MoTCA S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES274 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.2: Promote an efficient in-land public transport service in the Greater Male’ Region and urban centres in line with the National Spatial Plan [M79, A19] Action 3.2a: Formulate a comprehensive public transportation plan through consultancy services of a Transport Engineer, to address congestion through application of technology and scientific principles to the planning, functional design, operation, and management of infrastructure and facilities providing public transportation to the Greater Male’ Region • • MoTCA MoNPI, MoEn, MTA, MTCC, MPL, HDC, STELCO, Male’ City Council, MoF, MoFA Action 3.2b: Conduct feasibility assessments, alongside energy efficiency and fuel consumption analysis in providing public transportation through ferry and bus services [To be coordinated and implemented with Action 2.4a of Clean Energy subsector matrix] • • MTA MoNPI, MoEn, EPA, MoTCA Action 3.2c: Introduce government subsidised public transport service (mini-bus service, taxis and school buses) [To be coordinated and implemented with Action 4.4a of Education subsector matrix and Action 1.2c and 1.2d of Family subsector matrix] • • MoTCA MTA, Male’ City Council, MoNPI, MoF, STELCO, Local Councils Action 3.2d: Procure solar powered and/or battery operated taxis, buses, and charging stations [To be coordinated and implemented with Action 2.4c of Clean Energy subsector matrix] • • MoTCA MTA, Local Councils, MoF, STELCO, MoNPI, MoEn Strategy 3.3: Create and ensure a safe environment for passengers using public transportation, with special focus on women and PWDs [M81] Action 3.3a: Review and modify buses and bus terminals to ensure passenger safety and accessibility, with a specific focus on PWDs, pregnant women, people with young children, and senior citizens [To be coordinated and implemented with Action 1.2c of Family subsector matrix] • • MoTCA MTA, MoNPI, MoGFSS, Local Councils, HDC, MPL, MTCC Strategy 3.4: Implement paid parking for vehicles Action 3.4a: Explore PPP opportunities for paid parking, especially for four wheelers • • MoTCA Male’ City council, MoNPI, MTA, MoGFSS JAZEERA DHIRIULHUN 2 75 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.5: Relieve road congestion through relocation of industrial spaces and strengthening the vehicle towyard capacity Action 3.5a: Strengthen the infrastructural and technical capacity in transfer and demolition of vehicles in the towyard facilities in enforcement of regulatory requirements • • MoNPI MoTCA, MTA, Male’ City Council, HDC, MPS Action 3.5b: Allocate a permanent land area for towed vehicles in Hulhumale’, Thilafushi, Laamu Gan and Addu City • • MoNPI MoTCA, MTA, Local Councils, HDC, MPS Action 3.5c: Designate loading and unloading areas for supply vehicles within Greater Male’ Region, through a feasibility study • • • MTA MoTCA, MTA, MoNPI, MPS, Male’ City Council, MoHUD Action 3.5d: Relocate industrial, mechanical, tinkering, painting and/or welding workshops and godowns to an allocated area as decided through a feasibility study • • Male’ City Council MoTCA, MTA, MPS, MoNPI, MNDF, MoD, Industry, NDMA, PO Action 3.5e: Set up a robust monitoring mechanism to ensure safe transportation and storage of chemicals, flammables, timber, and other dangerous cargo [To be coordinated and implemented with Action 1.4a of National Security & Public Safety subsector matrix] • MNDF MoTCA, MTA, Male’ City Council, MPS, MoNPI, MoD, Local Councils, NDMA, MoH, MFDA, HPA, MoT, LGA, STO, MoEn, EPA Strategy 3.6: Increase public awareness on road conventions and safety Action 3.6a: Conduct periodic awareness sessions to students enrolled in higher secondary and above, on road safety, ethics, road courtesy, and first aid • • • • • MoTCA MoE, MoHE, MNU, TVETA, MPS, HPA, MRC, NGOs Action 3.6b: Conduct periodic trainings for taxi drivers and those employed in private hire vehicles on transport regulations, road safety, road courtesy, and first aid • • • • • MoTCA MoE, MoHE, MNU, TVETA, MPS, HPA, MRC, NGOs S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES276 Policy 4: Strengthen air transport and maintain a liberal aviation policy that benefits tourism and trade Targets: Target 4.1: By 2023, AICC is functional as an independent authority Target 4.2: By 2023, 90% of the personnel required for safety oversight at CAA are trained and available Target 4.3: By 2023, 90% of the resident population have access to air connectivity within a 30-minute radius by speed boat Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.1: Strengthen regulatory framework for air transport Action 4.1a: Review and revise the Maldives Civil Aviation Act (2001/2) to assign full autonomy to the Maldives Civil Aviation Authority (MCAA) in ensuring safety of the sector • • MCAA MoTCA, People’s Majlis, PO, AGO Action 4.1b: Establish an independent authority under the Maldives Civil Aviation Act to that would act as the investigative body in air and aircraft accidents • • MoTCA MCAA, AGO, PO Action 4.1c: Formulate and enforce Airport and Air Navigation Service (ANS) Charges Regulation as per the ICAO’s Economic Policies and Guidelines • • • • • MCAA Airport Operators, MoTCA Action 4.1d: Enact Passenger Rights Law to compensate passengers from flight cancellation, delays and off-loading • • MCAA MoTCA, AGO, People’s Majlis JAZEERA DHIRIULHUN 2 77 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.2: Expand seaplane services to inhabited islands in line with the National Spatial Plan [A19, P187] Action 4.2a: Identify islands that require seaplane services to meet the requirements of the National Spatial Plan • • MoTCA MoNPI, RA, MoT, Action 4.2b: Establish floating platforms and auxiliary facilities required for seaplane operations [A19] • • • MoTCA Domestic carriers, MCAA, MoD, MNDF Action 4.2c: Establish waiting areas for passengers traveling via seaplane at the jetty area of resorts [A19] • • • MoTCA Domestic carriers, MoT, MCAA, DASA Strategy 4.3: Strengthen air transportation infrastructure and services Action 4.3a: Upgrade international airports in the North and South of Maldives in line with the National Spatial Plan [M85, P181, P191] • • • • • MoTCA MoED, MoNPI, MCAA Action 4.3b: Develop domestic air transportation facilities in line with the National Spatial Plan in order to ensure that all administrative islands are within 30 minute reach [M85, A19, P182, P183, P184, P185, P186, P187, P188, P189, P190, P195] • • • • • MoTCA MoNPI, PO, MCAA Action 4.3c: Conduct air service consultations with states those are potentially important to Maldivian tourism, trade, and public interest • • • • • MCAA MoTCA, MoFA Action 4.3d: Revise and sustain the reductions brought to domestic airfare to reduce the financial burden on locals [P180] • • MCAA MoTCA, IASL Action 4.3e: Explore options to harmonise airfare rates between locals and tourists [A19] • MCAA MoTCA, Domestic carriers, MoT Strategy 4.4: Strengthen technical capacity for improving civil aviation Action 4.4a: Support the adoption of Safety Management Systems (SMS) through trainings and development seminars on SMS twice a year along with scheduled trainings to build capacity both at MCAA and industry • • • • • MCAA Airport Operators & Airline Operators Strategy 4.5: Reduce CO2 emissions in the Maldivian airspace and minimise noise pollution near aerodromes and floating platforms [To be coordinated and implemented with Action 2.4b of Clean Energy subsector matrix] Action 4.5a: Carry out the full implementation of Performance Based Navigation (PBN) • MCAA MACL Action 4.5b: Conduct feasibility study to join ICAO CORSIA Programme • MCAA MoTCA, MoEn, IASL SAP S T R A T E G IC A C T IO N P L A N 2 0 19 2 0 2 3 G O V E R N M E N T O F M A L ID V E S 278 4.3 ENVIRONMENTAL PROTECTION & PRESERVATION The Maldives is renowned for its unique and pristine natural environment. The main natural habitats found in the country includes coral reefs, seagrass, mangroves, beaches, forests, and brackish lakes and ponds in certain islands. Biodiversity contributes towards 71 per cent employment, 89 per cent of the GDP and 98 per cent of exports. 1 The Maldivian coral reef system is the seventh largest in the world, spreading over an area of 8,920 sq. km and represents three percent of the global coral cover.2 Concomitant with development and population growth, the pressures exerted on the natural environment has increased significantly over the past four decades, resulting in over-extraction and damage to critical ecosystems. Chief among these pressures include reclamation associated with infrastructure projects, habitat alteration to accommodate social and economic growth, overextraction of natural resources and species including bait fish and heightened pollution from over-excessive use of chemicals, inadequate waste management, and untreated sewerage disposal. Policies in this sector will focus on addressing issues of natural resource management, pollution and protection of natural resources. 1 MEE (2015), National Biodiversity Strategy and Action Plan of the Maldives 2016-2025 2 MEE (2016), State of the Environment Report JAZEERA DHIRIULHUN 279 Policy 1: Strengthen the legislative, regulatory, institutional framework and the human resource capacity to facilitate effective environmental protection and sustainable practices Targets: Target 1.1: By 2020, integrate environmental protection and biodiversity conservation with the guidelines, regulations and compliance documents on land use planning, local developments planning, building and all infrastructure development projects Target 1.2: By 2020, the independent functioning of EPA is ensured Target 1.3: By 2023, a comprehensive legislation on chemicals management is enacted covering the entire lifecycle of chemicals Target 1.4: By 2023, standards for fuel quality and vehicle and marine emissions are established Target 1.5: By 2023, sustainable production standards are introduced for key industries (tourism, fisheries and construction) Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.1: Strengthen the legal and regulatory framework for environmental management to ensure protection and conservation of the environment [P143] Action 1.1a: Review and revise the Green Tax regulations to integrate polluter pay principles and extended polluter principles, as well as natural resource utilisation • • MoF MoEn, PO, MoT, AGO, EPA, NGOs Action 1.1b: Develop legal and regulatory framework to promote sustainable use of biological diversity resources • • MoEn EPA, AGO Action 1.1c: Develop legal and regulatory framework to facilitate market-based instruments for biodiversity conservation [To be coordinated and implemented with Action 2.6b of Tourism and Action 1.1b of Fisheries & Marine Resources subsector matrix] • • MoFMRA MoT, MoEn, EPA, AGO Action 1.1d: Review and revise the Environmental Protection and Conservation Act and related regulations to address the gaps in enforcement • • • • • MoEn EPA, AGO Action 1.1e: Integrate environmental protection and biodiversity conservation with the guidelines, regulations and compliance documents on land use planning, local developments planning, building and all infrastructure development projects [To be coordinated and implemented with Action 1.1k and Action 1.3d and 1.7b of Resilient Communities subsector matrix] • • MoNPI MoEn, EPA, MoH, PO, AGO Action1.1f: Identify gaps and amend regulations to address illegal trade in flora and fauna and their products [To be coordinated and implemented with Action 2.5c of Economic Diversification Subsector matrix] • • • • • MoEn MPS, AGO S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES280 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Action 1.1g: Introduce extended producer and/or extractor responsibility schemes for the damages caused to the biological resources and ecosystem [M54] [To be coordinated and implemented with Strategy 1.2 of Economic Diversification Subsector matrix] • • • • MoEn EPA, MoFMRA, MoT Action 1.1h: Introduce standards for safe ecological limits in production and consumption [M54] [To be coordinated and implemented with Strategy 1.2 of Economic Diversification subsector matrix] • • • MoEn MoFMRA, MoH, MoT Action 1.1i: Develop regulatory framework for designating green areas in reclaimed land and islands, to improve quality of life, and as a climate change mitigation and adaptation measure [A19] [To be coordinated and implemented with Action 1.3a of Resilient Communities subsector matrix] • MoEn EPA, AGO, MoNPI, Local Councils, MoT, MoTCA, RA Action 1.1j: Institute Environmental Protection Authority (EPA) as a statutory body through amendmets to the Environmental Protection and Conservation Act and review of their mandate [M22] • • PO EPA, MoEn, People’s Majlis, AGO Action 1.1k: Review and revise the existing EIA regulation to ensure greater public participation in EIA evaluation and monitoring to ensure that all development projects employ sustainable development practices [A19] • • MoEn EPA, AGO Action 1.1l: Develop an overarching legislation on chemical management, paying specific attention to diversity and usage across their lifecycle, in order to ensure effective management and safe disposal [To be coordinated and implemented with Action 2.1a of Waste as a Resource subsector matrix] • • • • MoEn NDMA, MoFMRA, MoH, AGO, People’s Majlis Action 1.1m: Review and revise existing laws and regulations on trade in endangered and protected species • • MoEn MoED, AGO, MoFMRA, MMRI, NGOs, EPA Action 1.1n: Review, revise and enforce the regulation on biosafety • • MoEn MoED, AGO Action 1.1o: Strengthen existing regulatory framework on the ownership, rights and access to and benefit sharing of genetic resources • • MoEn EPA, MMRI, AGO JAZEERA DHIRIULHUN 2 8 1 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Action 1.1p: Strengthen legal and regulatory framework on fisheries, aquaculture and mari-culture [To be coordinated and implemented with Action 1.1b of Fisheries and Marine Resources subsector matrix] • • MoFMRA MMRI, MoEn, AGO Action 1.1q: Formulate and enact a Pesticide Law [To be coordinated and implemented with Action 3.1a of Agriculture subsector matrix] • • MoFMRA MMRI, MoEn, AGO, EPA, NGOs, Industry Action 1.1r: Review and revise the existing legal, regulatory and policy frameworks concerning anthropogenic and climate change impacts on coral reefs and other vulnerable ecosystems • • MoEn EPA, AGO, MMRI, NGOs, MoFMRA Action 1.1s: Review and revise existing regulations and guidelines on protection of locally known threatened species [P140] • • • MoEn EPA, AGO, MMRI, MoFMRA, NGOs Strategy 1.2: Streamline institutional arrangements to ensure effective and coherent environmental management and government response to environmental protection and preservation Action 1.2a: Review mandates of all government offices to identify areas where environmental protection and biodiversity conservation related interventions can be integrated • • • • • MoEn PO, AGO, LGA, EPA Action 1.2b: Develop Conservation Offices at the National, Regional, and Sub-Regional Level in line with the National Spatial Plan • • • • MoEn MoNPI, Local Councils Strategy 1.3: Enhance national policy framework on environmental protection and conservation [To be coordinated and implemented with Action 1.1h of Waste as a Resource subsector matrix) Action 1.3a: Enforce controls on import, use and placement of carcinogenic chemicals within the local market [M71], [MM1.2.5] • • MoEn MoH, MoED, MoFA, MoF, MCS Action 1.3b: Develop guidelines to conserve medicinal plants and animals that hold social, cultural, and economic value [To be coordinated and implemented with Strategy 2.1 of Agriculture subsector matrix] • • • MoEn MoFMRA, MoH Action 1.3c: Introduce user-pay principle for using biodiversity resources and ecosystem services • • • MoEn EPA, MoF, Local Councils, MoFMRA, MMRI, MoED S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES282 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.4: Establish standards for effective implementation of legal, regulatory and policy framework to facilitate environmental protection and sustainable practices Action 1.4a: Establish an ISO standard environment laboratory • • • EPA PO, MoF, MoEn, ISO Action 1.4b: Develop a Strategic Environment Assessment Framework covering areas such as reclamation and other development projects • • • EPA MoEn, MoNPI, People’s Majlis, PO, AGO Action 1.4c: Decentralise EIA monitoring and compliance through recruitment of EPA licensed environment officers in every atoll and city council [To be coordinated and implemented with Action 2.3e of Decentralisation subsector matrix] • • EPA MoEn, LGA, Local Councils Action 1.4d: Develop national standards on fuel quality, vehicle and vessel emissions [To be coordinated and implemented with Action 3.1e of Transport subsector matrix] • • MoEn MoED, EPA, MoTCA Action 1.4e: Review and revise EIA and planning to address loss of habitat in developmental activities • • • • • MoEn EPA, Local Councils, MoNPI, MoT, MoFMRA, MoTCA, MoED JAZEERA DHIRIULHUN 283 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.5: Strengthen national human resource capacity on research, environmental governance, environmental management and monitoring to facilitate effective environmental protection and sustainable practices Action 1.5a: Enhance technical capacity of EPA licensed environment officers employed by atoll and city councils [To be coordinated and implemented with Action 2.3e of Decentralisation subsector matrix] • • EPA LGA, Local Councils, PSTI Action 1.5b: Introduce and provide short term trainings on environmental management, biodiversity conservation and environmental problem-solving targeting environment practitioners [To be coordinated and implemented with Strategy 1.9 of Higher Education subsector matrix] • • MoHE MNU, MoEn, Private Colleges, PSTI Action 1.5c: Conduct training to improve national capacity for complex chemical analysis to inform policy and management regimes on protecting the natural environment from chemical usage • • • EPA MFDA, MoEn, MoH, PSTI, MNDF, MoD Action 1.5d: Strengthen technical capacity of laboratories for complex chemical analysis, air and soil quality testing and related procedures to identity and analyse environmental impacts • • EPA MFDA, MoEn, MoH Action 1.5e: Conduct training programmes for NGOs, CSOs, Parlimentarians, island communities, teachers, and media on the value of biodiversity conservation. [To be coordinated and implemented with Action 2.3b of Independent Institutions & Public Service Reform subsector matrix] • • • • • MoEn CSC, PSTI, EPA, MNU, MoE, MoHE, Media, MBC, MMC, People’s Majlis Action 1.5f: Conduct capacity building programmes for Customs and Quarantine Officers on identification and verification of authorised trade in endangered species of wild fauna and flora • • • • • MoEn MoFMRA, MCS, PSTI Action 1.5g: Train personnel on handling, maintaining and upgrading of data systems on biodiversity • • • • • MoEn MLSA, NDC Strategy 1.6: Ensure proper and timely compliance with international conventions and commitments Action 1.6a: Phase down HFC by 2045 through the actions identified under the Montreal Protocol • • MoEn MCS, MoD S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES284 Policy 2: Improve conservation efforts to preserve biodiversity of Maldives and ensure maximum ecosystem benefits Targets: Target 2.1: By 2023, a comprehensive and functional protected areas system in the Maldives in accordance with the international standards is established Target 2.2: By 2022, a comprehensive reef restoration and protection mechanism under the concept of “Jazeera Island Reef” is introduced and implemented Target 2.3: By 2023, at least 10% of coral reef area, 20% of wetlands and mangroves and at least one sand bank and one uninhabited island from each atoll are under some form of protection and management Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.1: Establish a comprehensive and functional protected areas system in the Maldives in accordance with the international standards [A19, P140] Action 2.1a: Allocate a proportion of each atoll as protected areas, including at least one island, one reef and one wetland [A19] • • • MoEn EPA, MoNPI, MoFMRA, MMRI, MoT, Local Councils Action 2.1b: Establish management regimes for protected areas based on the ecosystem to reap the socioeconomic benefits of preservation [A19] • • • • • MoEn EPA, Local Councils, MoNPI Action 2.1c: Map significant underwater heritage sites and adopt and/or revive local names [To be coordinated and implemented with Action 1.6c of Arts, Culture & Heritage subsector matrix] • • MoACH DoH, DBA, Local Councils, Educational Institutions, MMRI JAZEERA DHIRIULHUN 285 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.2: Promote market based and non-market based instruments for biodiversity conservation Action 2.2a: Increase investment in nurseries to foster green spaces [To be coordinated and implemented with Action 2.1a of Tourism subsector matrix] • • MoFMRA MoT, MoEn, EPA, AGO, MoNPI Action 2.2b: Provide fiscal and non-fiscal incentives to resorts, councils, industrial islands, civil society, and communities undertaking programmes to restore ecosystems such as reefs, mangroves, and forests [To be coordinated and implemented with Action 2.6c of Tourism and Action 5.4c of Economic Diversification subsector matrices] • • • MoEn EPA, MoT, AGO Action 2.2c: Create avenues to generate revenue from reefs and lagoons through conservation and restoration efforts [M56] • • MoEn EPA, MMRI, Local Councils, MoF Action 2.2d: Promote private sector initiatives through collaborative partnerships for biodiversity conservation [To be coordinated and implemented with Strategy 3.1 of SME subsector matrix] • • • • MoEn MoF, Local Councils, Private Sector, MoED, SDFC, MoCST Action 2.2e: Introduce subsidies for organic farming [To be coordinated and implemented with Action 3.1d of Agriculture subsector matrix] • • • • MoFMRA MoF, MoED Action 2.2f: Introduce certification systems for conservation friendly industrial establishments [To be coordinated and implemented with Action 2.6c of Tourism subsector matrix] • • • • MoEn MoNPI, MoED, MoFMRA, Local Councils Strategy 2.3: Enhance the protected area network in the Maldives Action 2.3a: Formulate comprehensive management plans for protected areas [P140] [To be coordinated and implemented with Action 2.1c of Decentralisation subsector matrix] • • • • • MoEn EPA, Local Councils, NGOs Action 2.3b: Prepare management plans and regulations promoting eco-tourism for sustainable management of the protected areas [P140] [To be coordinated and implemented with Action 2.6b of Tourism subsector matrix] • • • • MoEn EPA, MoT Action 2.3c: Enforce a coastal vegetation belt in all islands [P136, P137] [To be coordinated and implemented with Action 1.7f of Resilient Communities subsector matrix] • • • • • MoEn EPA, MoNPI, Local Councils S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES286 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.4: Introduce a comprehensive reef restoration and protection mechanism under the concept of “Jazeera Island Reef” [M56] Action 2.4a: Identify and address specific anthropogenic impacts on coral reefs and other vulnerable ecosystems • • MMRI EPA, MoFMRA, MoEn Action 2.4b: Identify and address the impacts on coral reefs and other vulnerable ecosystems due to ocean acidification and elevated sea surface temperature [To be coordinated and implemented with Strategy 2.1 of Fisheries & Marine Resources subsector matrix] • • MMRI EPA Action 2.4c: Introduce a mechanism for seasonal closures of areas vulnerable to stress and pressure • • EPA MMRI, MoEn Action 2.4d: Integrate biosafety issues in coral reef restoration projects • • MMRI EPA, MoFMRA Strategy 2.5: Strengthen response mechanisms relating to chemical spills, fires and poisoning Action 2.5a: Develop a baseline assessment on national use of chemicals and associated risks • • MoEn MNDF, NDMA, MoD, MFDA Action 2.5b: Identify relevant stakeholders and establish a chemical regulatory and/or monitoring body [To be coordinated and implemented with Action 1.4c of National Security & Public Safety subsector matrix] • • • • • MoEn MNDF, MoD, MPS, MoH, MoFMRA, Local Councils, NDMA Action 2.5c: Establish reporting mechanisms and strengthen response protocol relating to chemical spills, fires and poisoning [M41, M111] [To be coordinated and implemented with Action 1.4c of National Security & Public Safety subsector matrix] • • • MoEn MoD, MPS, MoH, MNDF, NDMA Strategy 2.6: Maintain an acceptable level of ambient air quality in the Maldives through low emission development by shifting towards cleaner, efficient technologies, fuels and practices Action 2.6a: Develop a Construction Air Quality Management Plan to manage and minimise impacts during construction projects [To be coordinated and implemented with Action 1.1d and 1.1f of Resilient Communities subsector matrix] • • • MoEn MoNPI, MoH, EPA, MoHUD, Local Councils Strategy 2.7: Strengthen mechanism for biodiversity conservation and protection Action 2.7a: Introduce valuation of biodiversity resources and incorporate into the national accounts [To be coordinated and implemented with Action 3.1e of Environmental Protection & Preservation subsector matrix] • • MoEn MoF, EPA Action 2.7b: Establish an inventory of genetic resources in the Maldives and collaborate with regional and international seed and/ or gene banks for safeguarding local genetic diversity • • • • • MoEn EPA, MMRI, MoFMRA, MNU JAZEERA DHIRIULHUN 28 7 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Action 2.7c: Assess and address the issue of invasive and alien species, and identify pathways of introduction and implement preventive mechanisms • • MoEn MoEn, MoFMRA Action 2.7d: Implement and enforce environment friendly and sustainable fishery [To be coordinated and implemented with Strategy 5.3 of Fisheries & Marine Resources subsector matrix] • • • • MoFMRA MMRI, MoEn Action 2.7e: Develop recovery plans and measures for all depleted species • • • • MoFMRA MMRI, MoEn Action 2.7f: Introduce a certification system for Good Agricultural Practices (GAP) for agriculture and animal husbandry [M71] [To be coordinated and implemented with Strategy 1.4 of Agriculture subsector matrix] • • • MoFMRA MFDA, MoEn Action 2.7g: Facilitate in establishing local organic fertiliser producing facilities in line with national waste management policies [To be coordinated and implemented with Action 3.1c of Agriculture and Strategy 1.1 of Waste as a Resource subsector matrices] • • • • MoFMRA Local Councils, MoEn Action 2.7h: Develop and enforce management plans for threatened and endangered species [P140] • • • EPA MMRI, MoFMRA Action 2.7i: Conduct programmes to increase rare medicinal plants and animals • • • MoEn MNU, MoH Action 2.7j: Integrate biodiversity conservation and implementation of NBSAP as a major component of Green Fund and Baa Atoll Conservation Fund • • • • MoEn Local Councils, MoF Action 2.7k: Establish a traditional and complementary medicine centre [M150] [To be coordinated and implemented with Action 3.7a of Health subsector matrix] • • • MoH MNU, MoHE Action 2.7l: Develop and conduct a nationwide coconut palm tree restoration programme to increase the productivity of coconut related products in a sustainable manner [To be coordinated and implemented with Action 3.2a of Agriculture and Action 1.7e of Resilient Communities subsector matrices] • • • • MoEn EPA, MoFMRA, MNU S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES288 Policy 3: Strengthen research capacity and evidence-based policy making in environmental protection and conservation Targets: Target 3.1: By 2023, establish an evidence-based monitoring system to track the status of key ecosystems, species, and genetic diversity as well as protected areas and species found in the Maldives Target 3.2: By 2023, maintain a database on research findings on biodiversity and ecosystems, and enable access to stakeholders Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.1: Increase research on environmental protection and conservation to minimise pressures on ecosystems and biodiversity from anthropogenic and climate change related stresses [To be coordinated and implemented with Action 1.3b of Resilient Communities and Policy 2 of Fisheries and Marine Resources subsector matrices] Action 3.1a: Develop Natural Resource Maps for all inhabited islands to inform local development planning [To be coordinated and implemented with Policy 1 of Resilient Communities, Policy 1 of Decentralisation and Action 2.1a of Fisheries & Marine Resources subsector matrices] • • • • • MoEn EPA, MMRI, Local Councils, MoNPI Action 3.1b: Carry out research on the flora and fauna found in the seas, reefs, lagoons, and lands within the territory of Maldives • • EPA MMRI, MNU, MoFMRA Action 3.1c: Compile records on old trees, medicinal plants and coconut palms considered historically and socially significant • • EPA MoFMRA, MoACH, MNU Action 3.1d: Conduct research on megafauna and charismatic species • • MMRI EPA, MNU Action 3.1e: Calculate and identify the value of national biodiversity including species and ecosystem services • • • • • MoEn MoF, PO JAZEERA DHIRIULHUN 289 Policy 4: Develop mechanisms to ensure the sound management of chemicals Targets: Target 4.1: By 2023, quality control mechanism for labelling imported chemicals are in place and used across the country Target 4.2: By 2023, a national inventory on imported carcinogenic chemicals has been established Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.1: Strengthen governance framework for sound chemical management Action 4.1a: Strengthen quality control of labelling in imported chemicals [To be coordinated and implemented with Action 1.4c of National Security & Public Safety subsector matrix] • • • • MNDF MCS, MoED, MoD, MoEn, MoFMRA Action 4.1b: Establish reporting requirements for chemical distributors, retailers and consumers for chemical storage warehouses [To be coordinated and implemented with Action 1.4c of National Security & Public Safety subsector matrix] • • MNDF MCS, MoED, MoD, MoEn Action 4.1c: Establish national inventory on imported carcinogenic chemicals [To be coordinated and implemented with Action 1.4c of National Security & Public Safety & Action 2.3b of ICT subsector matrices] • • • MNDF MoH, MoFA, MoEn, MFDA, NDC, CTO S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES290 Policy 5: Strengthen information management and resource mobilisation Targets: Target 5.1: By 2023, an up-to-date database on biodiversity and ecosystems of Maldives is institutionalised and is utilised for conservation, monitoring and enforcement Target 5.2: By 2023, user pay principle is mainstreamed and integrated into policies and regulations concerning utilisation of biodiversity resources and ecosystem services Target 5.3: By 2022, accurate and regular air pollution data are available to public on a real time basis Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 5.1: Strengthen national data management of environmental protection and preservation Action 5.1a: Compile and maintain a database on research findings within National Environmental Statistics and regularly publish findings [To be coordinated and implemented with Action 2.3b of ICT subsector matrix] • • EPA NBS, MMRI, MNU, MoEn, CTO, NDC Action 5.1b: Establish and maintain a database on Living Modified Organisms and their impacts on the environment and human health [To be coordinated and implemented with Action 2.3b of ICT subsector matrix] • • MoEn MoH, HPA, NDC, CTO Action 5.1c: Establish an inventory of sea grass beds, mangroves, wetlands and swamps • • • MoEn MoFMRA, Local Councils Action 5.1d: Establish a baseline database on the threats and pressures on groundwater lenses and other important ecosystems for water, human health, wellbeing and livelihoods [To be coordinated and implemented with Policy 2 of Resilient Communities, Action 2.3b of ICT and Action 5.1a of Water and Sanitation subsector matrices] • • • MoEn Local Councils, NDC, CTO Action 5.1e: Integrate and update data on the status, trends and threats to biodiversity and national ambient air quality into National GIS (NGIS) and publish the data through a web-based public platform [To be coordinated and implemented with Action 2.2d of ICT subsector matrices] • • MoEn MMRI, MoFMRA, MoT, NDC, CTO JAZEERA DHIRIULHUN 2 9 1 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 5.2: Establish natural capital accounting systems for monitoring and information dissemination Action 5.2a: Establish natural capital accounting systems and a monitoring framework to track progress and effectiveness of conservation efforts and air quality monitoring • • MoEn EPA, MMRI, MNU, NBS Action 5.2b: Design and implement an air quality monitoring programme and infrastructure to cover Regional Urban Development Centres in line with the National Spatial Plan • • • • MoEn EPA, MoNPI Action 5.2c: Strengthen collection of air quality data in Greater Male’ Region • • • MoEn EPA S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES29 2 Policy 6: Strengthen information management and resource mobilisation Targets: Target 6.1: By 2023, a website and/or portal to disseminate awareness materials on chemical safety to the public is operational Target 6.2: By 2023, school curriculum to teach students and teachers the value of biodiversity, biosafety and sustainability revised Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 6.1: Increase awareness among policymakers, civil servants, NGOs and Councillors on use of chemical and impacts on human health and environment Action 6.1a: Establish and maintain a website and/or portal to disseminate awareness materials on chemical safety to the public [To be coordinated and implemented with Action 2.3b of ICT & Action 1.4c of National Security & Public Safety of subsector matrices] • • • • MoEn NDC, CTO, MNDF, MoD, MoED, Local Councils, NDMA Action 6.1b: Establish channels for NGOs, CBOs and community participation in the decision making process in matters related to interventions that impact biodiversity [MM 3.1.2, M33] • • • MoEn Local Councils, NGOs Action 6.1c: Conduct awareness programmes and specialised training for enforcement officials on environmental policing, focusing on national laws, regulations and international obligations of the Maldives in biodiversity conservation • • • • • MPS MoEn, EPA, MoFMRA, Local Councils, PSTI S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES29 3 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 6.2: Increase public awareness on the value of biodiversity, biosafety, and sustainability Action 6.2a: Create awareness on occupational safety for those employed in the waste management sector [To be coordinated and implemented with Strategy 4.4 of Health and Action 2.2d Labour, Employment & Migration subsector matrices] • • WAMCO MoH, MoED, MoEn Action 6.2b: Conduct nationwide awareness programmes on biodiversity related themes for different target groups • • • • • MoEn Media Action 6.2c: Revise existing school curriculum to include environmental conservation at all levels of primary and secondary education with a focus on developing biodiversity related teaching materials to distribute to schools and review the science and social studies or other relevant subjects and develop activity training material handbooks for teachers • • • • • MoE EPA, MoFMRA, MoE, NIE, MNU, MoEn Action 6.2d: Conduct awareness programmes for the public and relevant organisations on biosafety • • • • • MoEn NDMA, MoD, MoH Action 6.2e: Conduct awareness programme on the benefits of organic farming, and on the hazards of chemical fertilisers and pesticides in agriculture [To be coordinated and implemented with 4.5b of Agriculture and Strategy 1.1 of Waste as a Resource subsector matrices] • • • • • MoFMRA Local Councils, MoEn Action 6.2f: Establish and maintain a Natural History Museum of local plants and animals [To be coordinated and implemented with Strategy 1.3 of Arts, Culture & Heritage subsector matrix] • • • • MoEn HDC, MoACH, DOH Action 6.2g: Establish a local botanical garden • • MoEn EPA, MoFMRA J A Z E E R A D H IR IU L H U N 294 4.4 CLEAN ENERGY As an island state, Maldives does not have access to any conventional energy resource such as oil, coal or natural gas, making it extremely dependent on imported fossil fuels and vulnerable to price fluctuations.3 Energy demands of the country has grown exponentially over the past three to four decades resulting from the unprecedented economic growth in key sectors including tourism, fisheries, transport and construction, improvements in living standards, and increased demand for electricity generation to seek relief from rising temperatures. The demand for energy generation is expected to grow annually by 8.5 per cent out of which the greatest demand originates from the Greater Male’ Region. The Greater Male’ Region accounts for approximately 56.9 per cent of the total electricity consumed in all inhabited islands. 4 Reversing our dependence on imported fuel, and investing in renewable energy is a key priority of the Government to improve energy security of the country. Transitioning into a fully reformed electric sector with decreased dependency on imported fossil fuels would however require addressing financial, infrastructural, technical, regulatory and human resource barriers. 3 MEE (2016,) State of the Environment Report 4 Ibid JAZEERA DHIRIULHUN 29 5 Policy 1: Ensure access to affordable and reliable supply of electricity to all citizens [M52] Targets: Target 1.1: By 2023, electricity subsidy implemented on a means tested basis Target 1.2: By 2023, reduce distribution inefficiency by maintaining distribution loss within 7% Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.1: Increase affordability of electricity to reduce economic burden on all citizens [M52, A19, P156] Action 1.1a: Develop a mechanism to provide targeted subsidies on a means-test basis [M52] • • • MoEn MEA, STELCO, FCL, Local Councils, MoF, STO, NSPA, PO, MWSC Action 1.1b: Reduce the electricity burden on small businesses, especially in islands through reduction of tariff and accessing solar energy sources [P159] • • MEA MoEn, STELCO, FCL, Local Councils, MoF, MoED, PO, MWSC Action 1.1c: Introduce “time of use tariff” • • • MEA MoEn, STELCO, FCL, MoF, PO, MWSC S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES296 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.2: Develop electricity infrastructure on the islands to ensure uninterrupted and efficient supply of electricity [P154, P155] Action 1.2a: Relocate powerhouses as per land use plans in islands where necessary [P153] • • • MoEn MEA, STELCO, FCL, MLSA, Local Councils, MoNPI, MWSC Action 1.2b: Assess and upgrade electricity network, power generation systems and or build new infrastructure for powerhouses • • • MoEn STELCO, FCL, MEA, Local Councils, MWSC Action 1.2c: Upgrade electricity power grids in the islands to reduce leakage • • • • • MoEn MEA, MoF, STELCO, FCL, Local Councils, MWSC Action 1.2d: Conduct energy efficiency audits of all powerhouses in all islands and take measures to reduce wastage of energy • • • • • MoEn MEA, MoF, STELCO, FCL, MWSC Action 1.2e: Set a target for utilities to maintain distribution loss • • • • • MoEn MEA, MoF, STELCO, FCL, MWSC Action 1.2f: Install smart energy meters at all households • • • • • MoEn MEA, MoF, STELCO, FCL, MWSC Action 1.2g: Establish smart mini grids in selected clusters of islands • • • • MoEn MEA, MoF, STELCO, FCL, MWSC JAZEERA DHIRIULHUN 29 7 Policy 2: Expand and develop the renewable energy sector [M52, P157] Targets: Target 2.1: By 2023, share of renewable energy in the national energy mix increased by 20% compared to 2018 levels Target 2.2: By 2023, at least 10MW of solar PV is installed under net metering regulation Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.1: Create an enabling environment to upscale renewable energy investments Action 2.1a: Facilitate utilities to make payments in US dollars to foreign investors investing in renewable energy in the Maldives under Power Purchasing Agreement (PPA) [A19] • MoEn MoED, MoF, MMA Action 2.1b: Introduce incentives for tourism sector to develop renewable energy portfolio • • • • MoT MATI, Resorts, MoEn Action 2.1c: Facilitate financial institutions to provide loans with low interest rates for renewable energy investments [A19] • MoEn SDFC, BML, SBI, MIB, MCB, MMA Action 2.1d: Develop a standard to set the maximum purchasing price of renewable energy under Power Purchasing Agreement (PPA) • MoEn MEA, STELCO, FCL, STO, PO Strategy 2.2: Create an enabling environment for domestic users to adopt renewable energy Action 2.2a: Scale up renewable energy sources for power production at island level and to increase opportunities for households to invest in renewable energy power sources at household level • • • MoEn MEA, STELCO, FCL, Private Companies, Financial institutions Action 2.2b: Conduct net metering programme [A19] • • • • • MoEn MEA, STELCO, FCL, Private Companies Action 2.2c: Conduct awareness programmes to promote renewable energy technologies and its advantages • • • • • MoEn Media, Public, NGOs Action 2.2d: Disseminate information to the public on the existing mechanism for private entities and/or households to supply excess renewable energy to the electricity network through net meters • • • • • MoEn Media, Public, NGOs Action 2.2e: Coordinate with Business Center Corporation Limited (BCC), and MoED to support SMEs to migrate to clean technology [To be coordinated and implemented with Action 3.1c of SME subsector matrix] • • • • • MoEn MoED, BCC, RE solution providers, MEA, STELCO, FCL S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES29 8 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.3: Develop a mechanism to create ease in supplying renewable energy to the electricity network [A19] Action 2.3a: Assess the maximum renewable energy capacity which can be fed into the electricity networks of the islands [A19] • • • • • MoEn MEA, STELCO, FCL Action 2.3b: Revise the existing mechanism for private entities/ households to supply excess renewable energy to the electricity network through net meters [A19] • • • • • MoEn MEA, STELCO, FCL Action 2.3c: Establish a mechanism for the utilities to purchase excess renewable energy from private entities and/or households [A19] • • • • MEA MoEn, STELCO, FCL Strategy 2.4: Enable the transportation industry to adopt vehicles that use renewable energy Action 2.4a: Conduct a study to identify the fuel usage in transport sector [To be coordinated and implemented with Action 3.2b of Transport subsector matrix] • MoEn MoTCA, MTA, MCAA, Local Councils, EPA Action 2.4b: Provide recommendations to the relevant authorities on setting fuel emission standards for vessels, vehicles and aircrafts [To be coordinated and implemented with Action 3.2b of Transport subsector matrix] • • MoEn MoTCA, MTA, Local Councils, EPA, MCAA Action 2.4c: Support MoTCA to introduce solar powered and or battery-operated taxis and buses and charging stations for public transport network [To be coordinated and implemented with Action 3.2d of Transport subsector matrix] • • MoEn MoTCA, MTA, EPA, MEA, MCAA JAZEERA DHIRIULHUN 299 Policy 3: Increase national energy security through diversification of sources for energy production and expansion of energy storage Targets: Target 3.1: By 2023, reduce fuel usage for electricity generation by 40 million liters Target 3.2: By 2023, renewable energy storage capacity is increased to 30MWh Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.1: Diversify energy sources for electricity production while reducing the reliance on imported fossil fuels [M52] Action 3.1a: Conduct research on different renewable energy sources • • • • MoEn STELCO, FCL, Financial Institutions Action 3.1b: Scale up feasible pilot projects on new renewable energy technologies [To be coordinated and implemented with Action 2.1b and Action 2.1d of Water and Sanitation subsector matrix] • • • • MoEn STELCO, FCL, Financial Institutions Action 3.1c: Set a mandatory annual renewable energy production target for utility companies • • • • MoEn STELCO, FCL, MWSC Action 3.1d: Revise and implement policies and regulations to mandate utility providers to meet a set target for renewable energy production and provision [A19] • • MEA STELCO, FCL, MoEn Strategy 3.2: Establish a safe and adequate energy and fuel storage systems Action 3.2a: Increase energy storage by introducing battery energy systems in power systems of selected islands • MoEn MEA, STELCO, FCL, MWSC Action 3.2b: Increase fuel storage capacity in all islands to cater for a minimum of 88 days [A19] • MoEn STO, Local Councils, STELCO, FCL, MWSC S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES300 Policy 4: Strengthen the institutional and regulatory framework of the energy sector Targets: Target 4.1: By 2021, Utility Regulatory Authority (URA) for integrated utility services is functional Target 4.2: By 2023, new public infrastructure projects shall have provision to install renewable energy Target 4.3: By 2023, energy data is up to date and reliable and utilised for policy making Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.1: Provide electricity through an integrated utility service provision model and decentralise the utilities to ensure cost-effectiveness [To be coordinated and implemented with Strategy 2.1 of Decentralisation and Strategy 2.1 of Water and Sanitation subsector matrix] Action 4.1a: Provide technical advice to the government on integrating utility services • • MoEn PO, PCB, MEA, STELCO, FCL, MWSC Action 4.1b: Develop an organisational structure and a human resource development plan for the integrated utility service providers • PO MoEn, STELCO, FCL, MWSC Action 4.1c: Establish Utility Regulatory Authority (URA) for integrated utility services [A19] • PO MoEn, STELCO, FCL, MWSC, MoF, PO Action 4.1d: Conduct annual regulatory, financial and technical audit of utility operations and report to regulatory authority • • • • • MoEn MEA, STELCO, FCL, PCB, AGO, PO Action 4.1e: Decentralise utility provision at local level in line with decentralisation policy to ensure cost-effectiveness • • • • MoEn LGA, Local Councils, MoNPI JAZEERA DHIRIULHUN 3 0 1 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.2: Develop legal and regulatory framework to promote renewable energy production and usage Action 4.2a: Develop and implement low emission-carbon resilient policy regulation for new resort development projects and for existing resorts to switch to renewable energy sources within a given timeframe • MoT MoEn, MATI, Resorts Action 4.2b: Develop regulations to ensure infrastructures developed under Public Sector Investment Projects (PSIP) are energy efficient and can be utilised for production of renewable energy [A19] • MoNPI MoEn, MoF Action 4.2c: Develop a regulation for efficient utilisation of roof spaces, public spaces (land), lagoons, etc. for solar PV (and other RE projects) • MoEn MoNPI, MLSA, Local Councils Action 4.2d: Enact the Energy Law • • MoEn MEA, Local Councils, STELCO, FCL, AGO, PO, People’s Majlis Action 4.2e: Develop and update regulations, codes and standards for all energy sector products and services • MoEn MEA, STELCO, FCL, Local Councils, AGO, PO Strategy 4.3: Develop institutional and human resource capacity of the energy sector Action 4.3a: Strengthen institutional and human resource capacity through trainings conducted for employees of the proposed Utility Regulatory Authority (URA) and utility companies to increase regulatory enforcement capacity and clean energy provision and technology adoption [A19] • • • • • MoEn STELCO, FCL, MoF, MoCST, MoHE, MoED, PSTI Action 4.3b: Conduct training programmes for energy sector stakeholders to design, update and ensure energy efficiency through the implementation of renewable energy programmemes • • • • • MoEn MEA, URA, STELCO, MWSC, FCL, NGOs Action 4.3c: Coordinate with TVETA and MoHE to tailor short term programmes to equip youth with necessary skills to participate in clean energy related employment [To be coordinated and implemented with Action 1.9b of Higher Education subsector matrix] • • • • MoEn MoHE, TVETA, MoYSCE S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES30 2 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.4: Develop a mechanism for reliable energy data collection and access Action 4.4a: Monitor the statistics on the production and usage of energy in the Maldives and disseminate information to relevant stakeholders • MEA MoEn, STELCO, FCL, MoT, Resorts, MATI, MoTCA, MCS, NBS, Local Councils Action 4.4b: Install and maintain fuel flow meters to collect accurate fuel consumption data • MoEn Local Councils, STELCO, URA, FCL, MWSC Action 4.4c: Establish central data acquisition system (power system operational data, generated electricity, fuel consumption, generator parameters, lubricating oil consumption, battery charging discharging condition, renewable energy generation, usage) [To be coordinated and implemented with Action 2.3b of ICT subsector matrix] • • • • MoEn MEA, STELCO, FCL, NDC, NBS, URA, MWSC JAZEERA DHIRIULHUN 30 3 Policy 5: Promote energy conservation and efficiency Targets: Target 5.1: By 2023, green labelling is implemented for energy sector Target 5.2: By 2022, provisions for green procurement in the Public Finance Act is implemented Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 5.1: Increase demand side energy efficiency and conservation Action 5.1a: Establish minimum energy performance standards for appliances • • MoEn MEA, MCS, MoED Action 5.1b: Develop framework to implement Standards and Label (S&L) programme • MoEn MEA, MCS, MoED Action 5.1c: Initiate an energy labelling scheme implementation (grading scheme) for energy efficient appliances • • • MEA MoEn, MCS, MoED, NDC Action 5.1d: Provide market incentives to appliances which achieves highest grade in the energy labelling scheme • • • • • MoEn MEA, MCS, MoED, NDC Action 5.1e: Review and revise the Public Finance Act to incorporate use of life cycle costing to promote procurement of energy efficient appliances in public buildings • MoF MEA, MCS, MoED, MoEn, Action 5.1f: Conduct public awareness on a regular basis regarding energy efficiency and conservation • • • • • MoEn MEA, STELCO, FCL, URA, Local Council, LGA, MWSC SAP S T R A T E G IC A C T IO N P L A N 2 0 19 2 0 2 3 G O V E R N M E N T O F M A L ID V E S 304 4.5 WASTE AS A RESOURCE Waste management is recognised as the most visible and pressing environmental issue at present, owing to population growth, economic expansion and diversification, increase in number of tourists, changes in lifestyles and consumption patterns of locals, and diseconomies of scales associated with providing efficient waste management solutions for sparsely populated remote islands. Maldives generates an estimated 860 MT of solid waste per day.5 The amount of waste generated in the Greater Male’ Region increased by 155 per cent over the last decade, while in the atolls, there was an increase of 57.6 per cent over the same time period.6 Organic waste makes up the largest waste stream in both Male’ and the atolls, followed closely by paper and plastic waste. Most of the inhabited islands have Island Waste Management Centres (IWMCs), which mainly serves as a collection point of waste generated on these islands. These facilities lack the basic equipment, machinery, labour, and technical know-how required for effective waste management. Non-biodegradable waste including plastic, metal, wood, and electronic waste are accumulated in the islands without any avenues for treatment or transportation to a landfill or recycling facility. Open burning is still widely practiced in most islands and there are no mechanisms in place to address hazardous, liquid, and electronic waste. In the Greater Male’ Region, household waste collected is done through the Waste Management Corporation (WAMCO), a State-Owned Company established in 2009. Waste generated in the central region is transported to Thilafushi, an artificial island developed for industrial and waste management purposes. 5 MEE (2016), State of the Environment Report 6 Ibid The government’s strategy to deal with waste management in the country centres on recognising waste as a valuable resource through integrating international waste management practices in a cradle-to-grave approach, establishing extended producer responsibilities, and polluter pay principles while reducing pollution through a complete ban on the use and sale of single use plastic by 2023. JAZEERA DHIRIULHUN 30 5 Policy 1: Promote waste as a valuable resource for income generation [M40] Targets: Target 1.1: By 2023, at least 30% of Island Waste Management Centers (IWMCs) utilise solar energy for operation Target 1.2: By 2023, open burning of waste is minimised by 50% in all inhabited islands Target 1.3: By 2023, three Regional Waste Management and Treatment Facilities (RWMFs) is developed across the Maldives in line with the National Spatial Plan Target 1.4: By 2023, a National Recycling Strategy is developed and implemented for plastics, metals, glass and other recyclables Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.1: Review and revise the current legislative, regulatory and institutional framework on waste management Action 1.1a: Review and enact Waste Management Law • • • MoEn EPA, MoH, HPA, AGO, People’s Majlis Action 1.1b: Review the existing protocol on approving new infrastructure projects related to waste management in light of the amendments brought to the waste management governance framework • • EPA MoEn, LGA, MoH, MLSA, MoNPI Action 1.1c: Review mandates of local councils on waste management [To be coordinated and implemented with Action 2.1b of Decentralisation subsector matrix] • • MoEn LGA, Local Councils Action 1.1d: Develop the regulatory framework for Public Private Partnership in waste management services • • MoEn Private Sector, MoED, MoF Action 1.1e: Develop regulations and guidelines for use, handling, and disposal of all types of chemical and hazardous waste [To be coordinated and implemented with Action 1.4c of National Security & Public Safety and Action 1.1l of Environmental Protection & Preservation subsector matrix] • • MoEn EPA, HPA, MNDF, MPS Action 1.1f: Develop legal and regulatory framework to reduce import, use, and manufacture of single-use plastics [M54] • • MoEn EPA, MoED, PARLEY, AGO, People’s Majlis, NGOs Action 1.1g: Develop a national policy framework on pollution prevention [To be coordinated and implemented with Strategy 1.3 of Environmental Protection & Preservation and Action 1.1f of Transport subsector matrices] • • MoEn EPA, MoTCA, MTA S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES30 6 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Action 1.1h: Develop a framework for extended producer responsibility or other product stewardship programmes • • MoEn EPA, MoED, PARLEY, NGOs Action 1.1i: Develop and implement a National Recycling Strategy • • MoEn EPA, WAMCO, PARLEY, NGOs, Business Associations Action 1.1j: Enforce regulation on Anti Littering through stricter fines, policing and strengthened reporting mechanisms • • • • • MoEn MPS, AGO Action 1.1k: Develop and implement an SOP for waste segregation at the household level in all administrative islands • • • • • MoEn EPA, MoED, PARLEY, WAMCO NGOs, Local Councils Strategy 1.2: Strengthen the role of EPA in regulatory framework formulation, implementation and monitoring of waste management practices Action 1.2a: Establish an inspectorate at EPA for monitoring and inspection of waste management activities • • EPA MoEn, MoF, CSC Strategy 1.3: Establish a mechanism for waste collection, storage and management at the island level [P139] Action 1.3a: Revise the current waste management model employed in the inhabited islands, as per the recommendations of existing technical studies to ensure sustainability [M40] • • MoEn EPA, LGA, Local Councils, WAMCO Action 1.3b: Develop a framework to conduct waste audit at island level • • • • • EPA MoEn, WAMCO, Local Councils Action 1.3c: Establish Regional Waste Management Centres in RUCs and SRUCs, and Island Waste Management Centres in all remaining areas in line with National Spatial Plan • • • • • MoNPI EPA, MoEn, Local Councils, WAMCO Action 1.3d: Revise the current design guideline for island based management centres (IWMCs) based on the characteristics, waste audits, and socio-economic needs of the host island integrating solar power generation systems • • MoEn MEA, WAMCO, MoNPI JAZEERA DHIRIULHUN 30 7 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Action 1.3e: Establish a feasible fee structures and fee collection methods at island level [To be coordinated and implemented with Action 1.2c of Decentralisation subsector matrix] • • MoEn EPA, Local Councils, Integrated Utility Service Provider, LGA, MoF, WAMCO Action 1.3f: Provide guidance for Island Councils to integrate waste collection as part of the Integrated Utility Service provision of the Government • • MoEn Integrated Utility Service Provider, Local Councils, WAMCO Action 1.3g: Provide technical support to formulate Island Waste Management Plans and determine appropriate waste management tools and machinery • • • • • MoEn LGA, EPA, Local Councils, MEA, WAMCO Action 1.3h: Strengthen the capacity of electricity grids in inhabited islands to accommodate additional demand created by waste management equipment, tools and machinery at the Island Waste Management Centres • • • • MoEn MEA, STELCO, FCL, WAMCO, Local Councils Action 1.3i: Implement a mechanism to extract non biodegradable waste generated in inhabited islands and ensure safe transportation to Thilafushi annually until the Regional Waste Management and Treatment Facilities are operational • • • • MoEn EPA, WAMCO, MoTCA Action 1.3j: Coordinate with the relevant authorities to regulate design and safety features on marine vessels transporting waste [To be coordinated and implemented with Action 1.2g of Transport subsector matrix] • • MoEn MoTCA, EPA, WAMCO S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES30 8 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.4: Strengthen waste collection and management in Greater Male’ Region Action 1.4a: Roll out household waste segregation scheme • WAMCO EPA, MoEn, Local Councils, WAMCO Action 1.4b: Equip waste collectors with required equipment and resources to collect and transport different waste streams for treatment • • WAMCO MoEn, Local Councils, WAMCO Action 1.4c: Identify ways to expand plastic interception in the Greater Male’ Region • • WAMCO MoEn, Local Councils, PARLEY, WAMCO Strategy 1.5: Strengthen waste management through evidence based policies Action 1.5a: Conduct comprehensive waste audits across all islands to identify volume of different waste streams and to formulate reduction targets • • • MoEn EPA, Local Councils Action 1.5b: Develop a national database and establish methods for information collection, collation, access and dissemination to ensure its comprehensiveness and public availability [To be coordinated and implemented with Action 2.3b of ICT subsector matrix] • • MoEn EPA, HPA, Resorts, Industries, Private Sector, Waste Service Providers, NBS, NDC Strategy 1.6: Establish Regional Waste Management and Treatment Facilities (RWMT Facilities) Action 1.6a: Develop and operationalise RWMT Facilities with a key focus on recovery and recycling, in line with the National Spatial Plan [M54] • • • • MoEn MoNPI, MoF, Local Councils, WAMCO Action 1.6b: Develop intermediary treatment facilities and/ or transfer stations where a full-scale RWMT Facility is not financially and technologically feasible • • • MoEn MoNPI, MoF, Local Councils, WAMCO Action 1.6c: Develop Best Practical Environmental Options (BPEO) methodology for selecting technologies through Best Available Techniques Not Entailing Excessive Cost (BATNEEC) • • MoEn EPA, WAMCO JAZEERA DHIRIULHUN 30 9 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.7: Expand and Implement waste-to-energy and expand waste-to-wealth initiatives in local communities [M40, P135, P141] Action 1.7a: Conduct research to identify technologies for coverting waste to wealth that is cost effective and appropriate for the Maldivian context • • MoEn EPA, International Development Organisations , WAMCO Action 1.7b: Assess potential mechanisms to produce refuse derived fuels and study market opportunities to sell them for co-combustion • • • • • MoEn EPA, WAMCO Strategy 1.8: Increase employment and entrepreneurship potential in the waste management sector through support mechanisms for SME start-ups and existing businesses to encourage innovative solutions for waste reduction, reuse, recovery, and management Action 1.8a: Identify skills needed to manage waste and to promote waste as a resource and design short term training programmes to develop skilled personnel [To be coordinated and implemented with Strategy 1.8 of Higher Education subsector matrix] • • • • • MoEn EPA, WAMCO, MNU, TVETA, MoHE Action 1.8b: Identify the services required in the waste management system that can become a potential Private Sector Participation (PSP) business opportunities and disseminate information through the BCs to potential entrepreneurs • MoEn MoED, BCC S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES310 Policy 2: Improve chemical and hazardous waste management practices to ensure protection of people and the environment Targets: Target 2.1: By 2021, guidelines on the handling, storage, and transport of non-medical waste and chemicals is enforced in inhabited islands Target 2.2: By 2023, a legislative framework on the sound management and safe disposal of chemicals is enforced Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.1: Strengthen mechanisms for regulating and monitoring the safe disposal of chemical and hazardous waste Action 2.1a: Formulate and implement guidelines for the handling, storage and transport of non-medical hazardous waste and chemicals generated in the inhabited islands until they reach RWMT Facilities • • MoEn EPA, Local Councils, HPA, MNDF, WAMCO Action 2.1b: Formulate and implement guidelines for the reuse and recycling of construction and demolition waste • • • • MoEn MoNPI, EPA, MACI, Local Councils, WAMCO Action 2.1c: Formulate and implement guidelines for the appropriate disposal of electronic waste including waste generated from the energy sector • • MoEn EPA, WAMCO, STELCO, MWSC, FCL, CTO JAZEERA DHIRIULHUN 3 11 Policy 3: Reduce plastics pollution by phasing out single use plastics Targets: Target 3.1: By 2023, phase out of importation, production and use of single use plastics in the country is enforced Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.1: Formulate a policy and implementation framework on the phase out of single use plastics Action 3.1a: Formulate a comprehensive policy and implementation framework on the ban of single use plastics with short, medium, and long-term goals • MoEn EPA, WAMCO, NGOs, Industry, PO Action 3.1b: Prohibit the importation, production and use of single use plastic bags in the country • • • • MoED EPA, MoEn, MCS Action 3.1c: Revamp current labelling of biodegradable plastic bags and packaging materials • • MoEn EPA, MoED, STO Action 3.1d: Implement Extended Producer Responsibility (EPR) for identified categories of single use plastic • • MoEn EPA, MoED, Industry, STO Action 3.1e: Implement polluter pays principle to its fullest possible extent • • • • • MoEn EPA, NGOs Action 3.1f: Conduct a public awareness campaign to increase public confidence and usage in piped water [To be coordinated and implemented with Action 4.1c of Water & Sanitation subsector matrix] • • MoEn FCL, MWSC Action 3.1g: Phase out single use plastic bottles and introduce water coolers provide access to safe drinking water in public spaces • • • • • MoEn Private Sector, MWSC, FCL S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES312 Policy 4: Instill environmental values in the society and promote environmentally friendly lifestyle Targets: Target 4.1: By 2023, at least 65% of students recognise the importance of reduce, reuse and recycle waste Target 4.2: By 2022, a system exists for consumers to refurbish and donate or sell the end of life products Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.1: Develop and conduct a nation-wide awareness programme that engages and informs the government institutions, businesses, and the general public on proper waste management practices Action 4.1a: Conduct programmes targeted at students to encourage good waste management practices • • • • MoEn MoE, Parley, MoHE Action 4.1b: Conduct targeted awareness programmes to consumers and industries to encourage sound waste management practices and promote civic responsibility • • • • • MoEn MoED, Business Associations Action 4.1c: Encourage sound waste management practices and assist individuals, householders, industries, resorts, offices and other enterprises to understand their responsibilities and roles in the waste management system • • • • • MoEn LGA, MoTCA, MoH, HPA, EPA Action 4.1d: Conduct regular training on safe waste management and handling practices and equip workers in Thilafushi and RWMT Facilities with adequate occupational safety equipment • • • • MoEn WAMCO Action 4.1e: Develop awareness material on waste segregation for households and schools • • MoEn MoE, NGOs Action 4.1f: Develop a teacher handbook and resource kit on good waste management practices • • MoEn MoE, Local Councils, NGOs Strategy 4.2: Initiate programmes to incentivise the public to adopt an environmental-friendly lifestyle Action 4.2a: Establish a mechanism to refurbish and donate or sell the end of life products • • • • MoEn MoED, Business Associations Action 4.2b: Encourage use of reusable diapers • • • • MoEn MoH, Local Councils, STO Action 4.2c: Incentivise plastic free packaging on locally made food and other products • • • • MoEn MFDA, MoED, EPA J A Z E E R A D H IR IU L H U N 313 4.6 WATER & SANITATION Freshwater in the Maldives is limited to rain fed aquifiers formed naturally at an average depth of 1 to 1.5 meters below the surface, rainwater and brackish water found in a small number of larger islands.7 Deterioration of groundwater quality is mainly owed to increase in population, mechanisation of water extraction methods, saltwater intrusion, and contamination from untreated waste disposal and seepage from septic tanks. Climate change induced sea level rise is expected to decrease the yield of safe groundwater at least by 3 per cent between 2012 and 2030. A prolonged dry period imposes potential water security threats to the islands. Approximately 76 per cent of the total households in Male’ use bottled water as their drinking water source while 10 per cent of the households in the outer atolls has the same preference.8 Modern sewerage technologies were first introduced to the Maldives between the 1970s and 1980s, following outbreaks of cholera and diarrhoea across the country, associated with consumption of contaminated groundwater containing human waste. At present, 57 per cent of the population has access to sewerage networks, but these systems are at the infancy stage and raw untreated sewage is disposed into the ocean via marine outfalls.9 7 MEE (2016), State of the Environment Report 8 MOH (2019), Maldives Demographic and Health Survey. 9 MEE (2016), State of the Environment Report S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES314 Policy 1: Ensure access to safe water supply and adequate sewerage services Target: Target 1.1: By 2020, Utility Regulatory Authority (URA) for integrated utility services is functional Target 1.2: By 2023, all water and sewerage utility providers have an operating license Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.1: Improve policy, legal and regulatory framework to ensure the provision of safe water supply and sewerage services to all inhabited islands Action 1.1a: Formulate and enact the Water and Sewerage Law • • • MoEn MoNPI, MoE, MoH, FCL, MWSC, STELCO, EPA, URA, MEA, MoF, MoFA, AGO, People’s Majlis Action 1.1b: Develop and enforce water and sewerage regulations, policies, standards, specifications and guidelines required under Water and Sewerage Act • MoEn MoNPI, MoHUD, FCL, MWSC, STELCO, EPA, URA, MEA, MoF, MoFA, AGO Action 1.1c: Develop and enforce national drinking water quality standards [To be coordinated and implemented with Action 2.2a of Resilient Communities subsector matrix] • • • • • MoEn MoH, HPA, MFDA, EPA, URA Action 1.1e: Develop and enforce national standards for sewage and wastewater disposal • • • • • MoEn MoH, HPA, MFDA, EPA, MoNPI, FCL, MWSC, STELCO, URA Action 1.1f: Develop and enforce a regulation to factor ground water recharge mechanisms in land use and infrastructure and development related planning • • • • • MoEn EPA, Local Councils, MoNPI, NDMA, MMS JAZEERA DHIRIULHUN 3 15 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.2: Provide Water and Sewerage services through an integrated utility service provision model and decentralise the utilities to ensure cost effectiveness [A19] [To be coordinated and implemented with Strategy 2.1 of Decentralisation and Strategy 4.1 of Clean Energy subsector matrix] Action 1.2a: Conduct annual regulatory, financial and technical audit of utility operations and report to regulatory authority. • • • • • MoEn MEA, MoEn, PCB, AGO Action 1.2b: Develop and enforce a tariff model for water and sewerage services [A19] • • MoEn FCL, MWSC, STELCO Action 1.2c: Develop operator licensing mechanism for island operation & maintenance of water and sewer systems at utilitie • • • • • MoEn FCL, MWSC, STELCO, MoED, MoF, MoNPI, MoHE, TVETA Strategy 1.3: Improve research and evidence on water and sewerage sector to support policy making Action 1.3a: Integrate and update data on the water and sewerage, and publish the data through a web-based public platform [To be coordinated and implemented with Action 2.3b of ICT subsector matrix] • • • • • MoEn MoNPI, MoHE, MoH, FCL, MWSC, STELCO, EPA, URA, MEA, NDC, CTO Action 1.3b: Develop and Implement an E-Library for dissemination of publications and studies done on water and sewerage in Maldives in collaboration with NDC • • • • MoEn NA, EPA, MoF, Local Councils, NDC, MNU S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES316 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.4: Strengthen operation, maintenance and management of water supply and sewerage systems through compliance monitoring and safety planning Action 1.4a: Develop and implement water and sanitation safety plans for all inhabited islands [To be coordinated and implemented with Action 2.2b of Resilient Communities subsector matrix] • • • • MoEn MoNPI, MoF, FCL, MWSC, STELCO, Local Councils Action 1.4b: Develop and implement national water resource management plan • • • • MoEn FCL, MWSC, STELCO, MoF, Local Councils, MoNPI Action 1.4c: Develop operational and service quality standards for water supply and sewerage services • • MoEn FCL, MWSC, STELCO, MoF, Local Councils, EPA, MEA, URA Action 1.4d: Develop and implement island level water supply and sewerage system operation, maintenance and monitoring mechanism [A19] • • MoEn FCL, MWSC, STELCO, EPA, MoNPI, MoF, Local Councils, LGA, URA Action 1.4e: Establish and operate regional water quality testing laboratories in RUCs in line with National Spatial Plan [NDP2019] • • • • • MoEn MoNPI, MoF, URA JAZEERA DHIRIULHUN 3 17 Policy 2: Adopt cost-effective and environment-friendly, water and sewerage infrastructure Target: Target 2.1: By 2023, all inhabited islands will have access to safe water supply and sewerage facilities Target 2.2: By 2023, 30% of energy consumption for water and sewerage facilities across the Maldives will be met with renewable energy Target 2.3: By 2020, a standard mechanism to foster private sector investment in the water and sanitation sector will be in effect Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.1: Ensure climate resilient and cost-effective water supply and sewerage systems [To be coordinated and implemented with Strategy 4.1 of Clean Energy subsector matrix] Action 2.1a: Design and implement water supply and sewerage infrastructure in all inhabited islands [M53, A19] • • • • • MoNPI MoEn, MoF, Local Councils, EPA, MEA, FCL, MWSC, STELCO, URA Action 2.1b: Scale up renewable energy and hybrid systems to operate existing water and sewerage facilities [To be coordinated and implemented with Action 3.1b of Clean Energy subsector matrix] • • • • MoEn Local Councils, EPA, MEA, FCL, MWSC, STELCO, URA Action 2.1c: Review and revise existing water supply and sewerage system design specifications based on research • • MoEn FCL, MWSC, STELCO, EPA, MoNPI, MEA, Universities, Colleges, NGO, Consultancy Firms, URA Action 2.1d: Scale up renewable energy application in rainwater harvesting and groundwater aquifer recharge in all water supply systems [To be coordinated and implemented with Action 3.1b of Clean Energy subsector matrix] • • MoEn MoNPI, FCL, MWSC, STELCO, EPA, URA Action 2.1e: Evaluate existing sewerage treatment plants and introduce environmentally friendly sewerage treatment options of low operational, maintenance and management cost • • MoEn FCL, MWSC, STELCO, Local Councils, EPA, MoNPI, MoF, URA Action 2.1f: Develop a framework for managing sludge at sewage treatment facilities • • MoEn FCL, MWSC, STELCO, EPA, MoNPI, Local Councils S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES318 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Action 2.1g: Develop and introduce incentive mechanism to adopt climate resilient and environment friendly technologies to water and sewerage sector [To be coordinated and implemented with Action 1.4a of Resilient Communities subsector matrix] • • • • MoEn MoF, MoED, MoNPI, URA Strategy 2.2: Promote and commercialise low cost water production and efficiency in water use Action 2.2a: Develop and introduce a private sector investment framework for development of water and sewerage facilities [NWSP S4.3] • • • • MoEn MoF, MoED, MoNPI, URA Action 2.2b: Develop mechanisms to verify and provide an efficiency rating schemes for water saving devices and appliances • • • • MoEn EPA, MEA, FCL, MWSC, STELCO, PCB, MoF, MoED, Business associations, URA JAZEERA DHIRIULHUN 3 19 Policy 3: Build sector capacity in water resources, water supply and sewerage services Target: Target 3.1: By 2023, at least 60% of technical staff in utility service providers are licensed Target 3.2: By 2023, at least 40 engineers will be trained in water and sanitation related field Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.1: Build human resource capacity required for water and sewerage system operations, maintenance and management [A19] Action 3.1a: Undertake a capacity needs assessment of the water and sanitation sector • • • MoEn MoHE, MoNPI, MoE, MoH, FCL, MWSC, STELCO, EPA, URA, MEA, MoF, MoFA Action 3.1b: Develop water and sewerage engineering courses at national level • • • • MoHE MoEn, MoE, MNU, Colleges, Action 3.1c: Prioritise trainings required to meet the water and sanitation sector needs in national scholarships and student loan schemes • • • • • MoHE MoE, MNU, Colleges, MoEn Action 3.1d: Introduce and enforce licensing scheme for technical staff working water and sewerage sector • • • MoEn MQA, MNU, MOHE, TVETA, FCL, MWSC, STELCO S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES320 Policy 4: Strengthen advocacy and awareness programmes in water resources, water supply and sewerage Target: Target 4.1: By 2022, public perceptions on safe water and sanitation practices improved by 33% compared to 2018 levels Target 4.2: By 2023, at least 40% of households phased out bottled water use Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.1: Promote awareness on water resources management, water supply, and sewerage service operations and maintenance Action 4.1a: Roll out Fenfahi (national awareness) campaign • • • • • MoEn Private Parties, UN Agencies, NGOs, FCL, MWSC, STELCO, Local Councils, EPA, MEA, MoF Action 4.1b: Leverage mainstream media for promoting safe water and sanitation practices • • • • MoEn Local Councils, MoF, MoNPI, Media outlets Action 4.1c: Conduct a nationwide campaign on promoting piped water and phase out bottled water use in households [To be coordinated and implemented with Action 3.1f of Waste as a Resource subsector matrix] • • • MoEn FCL, MWSC, STELCO JAZEERA DHIRIULHUN 3 2 1 Policy 5: Protect and conserve natural water resources Target: Target 5.1: By 2023, water resource conservation and management plans are implemented in all islands Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 5.1: Reduce vulnerability of the island freshwater resources Action 5.1a: Carry out a baseline assessment on water resources in all islands in Maldives • • • • • MoEn LGA, Local Councils, MoNPI, EPA, FCL, MWSC, STELCO Action 5.1b: Develop and implement water resource conservation and management plan in all the islands • • • • • MoEn EPA, MoH, MoT, MoFMRA, NDMA, MMS, Local Councils Strategy 5.2: Improve fresh water quality testing and monitoring Action 5.2a: Conduct national data collection and monitoring of the quality of fresh water resources • • • • • MoEn EPA, Local Councils, MoNPI, NDMA, MMS Action 5.2b: Develop and standardise parameters for groundwater quality and quantity in all monitoring activities • • • • • MoEn EPA, Local Councils, MoNPI, NDMA, MMS, MoH Action 5.2c: Conduct climate modelling under different emission scenarios for natural water resources • • • • MoEn EPA, Local Councils, MoNPI, NDMA, MMS SAP S T R A T E G IC A C T IO N P L A N 2 0 19 2 0 2 3 G O V E R N M E N T O F M A L ID V E S 322 4.7 RESILIENT COMMUNITIES As a Small Island Developing State (SID), the Maldives belongs to the forefront group of nations most vulnerable to climate change and its impacts. The high vulnerability of the country to climate change manifests from the geographical and physical characteristics of the islands, including its small size, low elevation, and wide spatial distribution. Being small in nature, all of the country’s critical infrastructure and human settlement are located within 100 meters of the coastline.10 Erosion is reported as the most significant environmental concern threatening the islands. Climate induced extreme weather disrupts regular supply of these essential commodities to remote islands while stockpiling for emergencies also remains extremely challenging in smaller islands. Climate induced vulnerabilities are extremely high in the Maldives, especially due to natural habitat loss, depletion of water resources, and issues related to food security. The capacity of the islands to respond locally to disasters is very low, owing mainly due to the lack of human and technological capacity and high dependency on imported food, fuel and basic commodities. Developing resilient communities would require investment in coastal protection, transition to renewable energy, innovative water filtration and purification systems, and enhancing local human capacity to respond to emergencies. 10 MEE (2016), Second National Communication of Maldives to UNFCCC JAZEERA DHIRIULHUN 323 Policy 1: Strengthen adaptation actions and opportunities, and build climate-resilient infrastructure and communities to address current and future vulnerabilities Target: Target 1.1: By 2023, National Planning Act mandates risk-based planning processes Target 1.2: By 2023, at least 80% of local development plans are risk based Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.1: Strengthen legislative framework on environmental protection and disaster risk reduction to ensure vulnerable ecosystems are preserved and protected and the climate resilience of communities are enhanced Action 1.1a: Review and revise the Environmental Protection and Preservation Act [To be coordinated and implemented with Action 1.1d of Environmental Protection & Preservation subsector matrix] • • MoEn EPA, AGO, People’s Majlis Action 1.1b: Formulate the National Planning Act to regulate procedures and clarify roles and responsibilities [Maldives Building Regulatory Capacity Assessment, 2019] • • • MoNPI AGO, MOH, MoEn, NDMA, PO, People’s Majlis Action 1.1c: Formulate and enact a Climate Crisis Law for legally empowered institutional arrangement and coordination mechanism • • MoEn MoNPI, LGA, MoHA, Local Council, AGO, People’s Majlis, NDMA, PO Action 1.1d: Review and revise the Construction Act to include the tourism sector [Maldives Building Regulatory Capacity Assessment, 2019] • • MoNPI AGO, MoT, MACI, MATI, AGO, People’s Majlis, MoHUD Action 1.1e: Formulate compliance documents articulating clear reference standards to supplement the building code [Maldives Building Regulatory Capacity Assessment, 2019] • • MoNPI MoEn, MoH, MoHUD Action 1.1f: Initiate a transparent review process of the regulations formulated under the Construction Act through inclusive participation and contribution of regulatory partners and actors in the construction industry • • MoNPI MoH, MACI, MoT, AGO Action 1.1g: Develop guidelines for the inclusion of hazard resilient features in low engineered buildings [Maldives Building Regulatory Capacity Assessment, 2019] • • • MoH MoNPI S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES324 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Action 1.1h: Revise sectoral plans related to vulnerable and sensitive ecosystems and identify ways to address gaps, based on available information, science, and data • • • MoEn MoF, MoT, MoNPI, MMRI Action 1.1i: Review relevant sectoral policies, SOPs and guidelines to ensure natural ecosystems are protected and sustained, while resilience of communities to adapt to climate change impacts are enhanced • • MoEn MoF, MoT, MoNPI, MMRI Action 1.1j: Formulate and enforce Land Reclamation Regulations [Maldives Building Regulatory Capacity Assessment, 2019] • • • MoNPI MoEn, EPA, MMRI, AGO Action 1.1k: Review and revise Land Use Planning Regulation to extend sphere of influence to include adjacent ecosystems, including coral reefs, sea grass meadows and lagoons [Integration of Climate Change Risks into Land Use Planning, 2011] [To be coordinated and implemented with Action 1.1e of Environmental Protection & Preservation subsector matrix] • • MoNPI MoEn, EPA, MMRI, LGA, PO, AGO, MLSA JAZEERA DHIRIULHUN 325 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.2: Strengthen national institutional framework on DRR and climate resilience [M41] Action 1.2a: Strengthen institutional frameworks and capacity to better coordinate climate adaptation action and building climate resilience • • • • MoEn MoNPI, MoFMRA, MMRI, EPA, MoT, NBS, MoH, HPA, NDMA, MMS Action 1.2b: Establish a fully functional and operational National Emergency Operations Centre at the National Disaster Management Authority • • • • NDMA MoNPI, MoF, MoD Action 1.2c: Establish fully equipped Regional Emergency Operation Centres in RUCs and SRUCs in line with the National Spatial Plan • • • • NDMA MoNPI Action 1.2d: Establish area fire commands in RUCs and SRUCs in line with National Spatial Plan • • • • MNDF MoNPI, NDMA Action 1.2e: Establish fully equipped Regional Emergency Response Centres that can mobilise response capacities atolls and island communities • • • NDMA MoNPI, MoF, MMRI, Local Councils Action 1.2f: Establish Safe Evacuation Shelters in islands • • • • NDMA MoEn, Local Councils, MoNPI Action 1.2g: Train a cadre of civil servants that are ready to efficiently respond to future disaster scenarios • • • • NDMA CSC, PSTI S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES326 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.3: Integrate Disaster Risk Reduction and climate change risk management into local planning processes Action 1.3a: Develop guidelines to support integration of Disaster Risk Reduction (DRR) elements and climate change related risk management strategies into land use planning, sea reclamation, coastal modification and all other infrastructure development projects [To be coordinated and implemented with Action 1.1i of Environmental Protection & Preservation subsector matrix] • • MoEn MoNPI, MoH, NDMA Action 1.3b: Define and demark coastal zones or Environmental Protection Zones in a climate change resilience context [To be coordinated and implemented with Strategy 3.1 of Environmental Protection & Preservation subsector matrix] • • MoNPI MoEn, EPA, MoFMRA, MoT, AGO, PO, LGA, Local Council, MLSA Action 1.3c: Conduct climate informed island level hazard, vulnerability, and capacity assessment in all islands • • • NDMA MoEn, MMRI, LGA, NBS Action 1.3d: Integrate DRR elements and climate change risk management strategies into the local development planning process using risk assessment tool application [To be coordinated and implemented with Action 1.1e of Environmental Protection & Preservation and Action 1.3d of Decentralisation subsector matrices] • • NDMA MoNPI, LGA, Local Councils, MoEn, MMRI Action 1.3e: Generate vulnerability rankings across islands based on the findings of the risk assessment tool application • • NDMA MMRI, LGA, Local Councils, MoEn Action 1.3f: Identify suitable disaster response measures targeting specific vulnerable groups including women, children, elderly, PWDs and expatriate workers • • • • • NDMA MoEn, MoGFSS, MMRI, NGOs Strategy 1.4: Support national level planning on disaster risk management and climate resilience Action 1.4a: Develop and implement sectoral disaster management plans of critical sectors to ensure business continuity of provision of basic services at national and island level [To be coordinated and implemented with Action 5.2a of Health, Action 2.1g of Water & Sanitation and Action Policy 2 of Clean Energy subsector matrices] • • • • NDMA MoH, MoHUD, MoEn, MoTCA, MoNPI, MoED JAZEERA DHIRIULHUN 3 2 7 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Action 1.4b: Strengthen the National Disaster and Climate Risk Profile through up-to-date climate data and science to ensure future adaptation and disaster scenarios are prioritised and addressed in the local development planning process • • • • • NDMA MoEn, MMS Action 1.4c: Develop and publish the National Disaster Management Plan that is informed by the Sendai Framework for Disaster Risk Reduction • • NDMA PO, MoNPI Action 1.4d: Revise and rollout the National Emergency Operations Plan to ensure all stakeholders are aware of their roles and responsibilities in an emergency operation • • NDMA MoEn Action 1.4e: Develop a National Risk Assessment and review every two years • • NDMA MMRI, NCTC, MPS, MNDF Strategy 1.5: Increase role of academia in disaster risk management and climate research Action 1.5a: Provide grant assistance to universities and academic institutions to carry out research on climate change, disaster risk reduction and management • • • • NDMA Universities, Academic Institutions Action 1.5b: Organise a national level academic symposium on Disaster Risk Management once every two years • • NDMA MoHE, Universities, Academic Institutions Action 1.5c: Introduce and integrate Disaster Risk Management modules to relevant academic programmemes offered at universities and academic institutions • • NDMA MoHE, Universities, Academic Institutions Action 1.5d: Establish a clearing house for climate change information and interpretation • • • MoEn MMS, MNU, MoHE, MoEd, MMRI Action 1.5e: Provide grant assistance to universities and academic institutions to carry out research on Disaster Risk Reduction and management • • • • NDMA MoHE, Universities, Academic Institutions Action 1.5f: Introduce and integrate Disaster Risk Management modules to relevant academic programmes offered at universities and academic institutions • • NDMA MoHE, Universities, Academic Institutions S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES328 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.6: Enhance, implement and track Maldives Nationally Determined Contributions (NDC) to reduce vulnerability and increase adaptation efforts and promote resilience Action 1.6a: Prepare vulnerability assessments for key vulnerable sectors to identify possible adaptation strategies • • • MoEn MoNPI, MoFA, MMRI, EPA, MoT, NBS, MoH, HPA, NDMA, MMS Action 1.6b: Develop low emission development plan for sectors identified in NDC • • • MoEn MoNPI, LGA, Local Council, MoTCA, MoT, MoFMRA Action 1.6c: Enhance ambition of national climate action and communicate via NDC • • • MoEn MoNPI, SOEs, MoED, NBS Action 1.6d: Develop and implement NDC implementation plan • • MoEn NBS, MoNPI, MoF Action 1.6e: Establish mechanism for monitoring NDC progress, information sharing and reporting • • • MoEn NBS, MoNPI, MoF, SOEs, private sector Action 1.6f: Strengthen national reporting by improving data management capacity of national institutions and building human resource capacity • • • • • MoEn LGA, Local Councils, Private Sector, NBS, MMRI Strategy 1.7: Implement large scale and innovative tree planting programmes on coastal areas, roads, public areas, and buildings to reduce effects of increase in temperatures Action 1.7a: Revise existing regulations on felling trees, sale and relocation of trees to other islands based on a transparent and participatory process • • MoEn EPA, MoT, AGO Action 1.7b: Facilitate tree planting programmes in all islands considering the land use and development plans while promoting and preserving native species [To be coordinated and implemented with Action 1.1e of Environmental Protection & Preservation and Strategy 2.1 of Agriculture subsector matrices] • • • • • MoEn MoFMRA, Local Councils, MoE, MMRI, MoNPI JAZEERA DHIRIULHUN 329 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Action 1.7c: Support building community nurseries to be operated by local councils focused on preserving native species of the islands • • • • • MoFMRA MoEn, LGA, Local Councils Action 1.7d: Establish nurseries in each school to support community tree planting programmes • • • • • MoE MoEn, MoFA, Local Councils, MMRI Action 1.7e: Start new coconut groves in each atoll [To be coordinated and implemented with Action 2.7l of Environmental Protection & Preservation and Action 3.2a of Agriculture subsector matrices] • • MoEn MoFMRA, LGA, Local Councils Action 1.7f: Preserve coastal vegetation of all inhabited islands [To be coordinated and implemented with Action 2.3c of Environmental Protection & Preservation subsector matrix] • • • • MoEn MoFMRA, MMRI, LGA, Local Councils Strategy 1.8: Develop localised coastal protection and flood mitigation mechanisms, and infrastructure in the islands identified as most vulnerable to disaster and climate risk [P136, P137, P144] Action 1.8a: Identify and implement suitable Ecosystem Based Adaptation measures for shoreline and coastal protection and flood mitigation measures in communities that are classified as ‘potentially at risk’ • • • • MoEn NDMA, MoNPI, MMRI, SOEs Action 1.8b: Scale-up existing flood mitigation capacities at island level by integrating ecosystem-based approaches • • • • MoEn NDMA, MoNPI, MMRI Action 1.8c: Develop criteria to assess trade-offs for hard and soft engineering solutions for flooding and coastal risks • MoEn MoNPI, NDMA, LGA, Local Councils S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES330 Policy 2: Promote environmentally sound technologies and practices towards building sustainable climate resilient island communities Target: Target 2.1: By 2023, Water Security Plans and Sanitation Safety Plans are implemented for all inhabited islands Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.1: Promote climate resilient fisheries and agricultural practice to improve food security and ensure sustainable livelihood opportunities at all level Action 2.1a: Identify and implement suitable Ecosystem Based Adaptation measures for shoreline and coastal protection and flood mitigation measures in communities that are classified as ‘potentially at risk’ • • • • MoFMRA Local Councils, LGA, MoNPI Action 2.1b: Establish essential goods (fuel, food and water) storage in RUCs and SRUCs in line with National Spatial Plan • • • • NDMA MoEn, STO, MoNPI, MPL, HPL, KPL, MoTCA Action 2.1c: Facilitate storage of perishables at Kulhudhuffushi and Addu ports [To be coordinated and implemented with Action 2.2f of Transport subsector matrix] • • • • NDMA MoEn, STO, MoNPI, MPL, HPL, KPL, MoTCA Strategy 2.2: Scale up integrated water resource management practices to improve water security across the nation Action 2.2a: Develop and implement National Water Security and Water Safety Plans for all inhabited islands • • • • • MoEn MoNPI, MoF, Utilities, MMRI, Local Councils Action 2.2b: Develop and implement Sanitation Safety Plans for all inhabited islands • • • • • MoEn MoNPI, MoF, Utilities, MMRI, Local Councils Strategy 2.3: Increase capacity of vulnerable groups to adapt to climate impacts and disasters Action 2.3a: Conduct assessments to better understand the impact of climate risks on children, women, PWDs, elderly and foreign expatriate workers • • MoEn MoNPI, MoFA, MMRI, EPA, MoT, NBS, MoH, HPA, NDMA, MMS Action 2.3b: Develop and diversify livelihood options for women who depend on natural resources • • MoEn MoNPI, MoFA, MMRI, EPA, MoT, NBS, MoH, HPA, NDMA, MMS, MoGFSS Strategy 2.4: Mobilise technology for adaptation and mitigation Action 2.4a: Conduct an assessment to identify technology needs and solutions for implementing low emission and adaptation actions • • • • MoEn NGOs, Parley, NGOs Action 2.4b: Facilitate research and development of innovative and locally appropriate technology for climate mitigation and adaptation • • • • MoEn MNU, MMRI, NDMA JAZEERA DHIRIULHUN 3 3 1 Policy 3: Foster strategic partnerships and enhance national and international cooperation and advocacy in climate change Targets: Target 3.1: By 2023, at least 2 international climate change related event held in the Maldives Target 3.2: By 2023, at least 30% of the Maldivian delegations participating in international climate conferences consists of young male and females Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.1: Conduct ‘National Conference on Disaster Risk Reduction’ on regular basis to improve and mobilise knowledge, skills and resources required for mainstreaming DRR into development policies, planning and programmes Action 3.1a: Conduct ‘National Conference on Disaster Risk Reduction’ on regular basis to improve and mobilise knowledge, skills and resources • • NDMA MoNPI, MMRI, MoEn, LGA, Local Councils, Private Sector, SOEs , MMRI, PO Action 3.1b: Develop and sustain a common knowledge sharing online tool on resilient communities, connecting people, expertise and news updates from climate change, ecosystem, humanitarian and DRR fields [To be coordinated and implemented with Action 2.3b of ICT subsector matrix] • • • NDMA MoEn, MMRI, NBS, NDC, CTO Action 3.1c: Ensure regular and timely reporting to Sendai Framework for Disaster Risk Reduction (SFDRR) through an integrated national reporting mechanism that includes civil society and public and private sector representation • • • • NDMA MMRI, NBS Strategy 3.2: Advocate and lead SIDS effort at international level on issues relating to climate change and disaster resilience Action 3.2a: Facilitate and support national institutions to build their capacity towards maintaining Maldives status as one of the leading voices in the area of climate change • • • • • MoEn MoFA, MMRI CBOs, NGOs, Media Action 3.2b: Host international workshops/meetings/dialogues/ events related to Climate Change in the Maldives and facilitate participation of line agencies and stakeholders • • • • • MoEn MMRI Action 3.2c: Encourage the participation of youth in climate advocacy [To be coordinated and implemented with Strategy 1.3 of Youth subsector matrix] • • • • • MoEn MoYSCE, CBOs, NGOs, Media, MMRI S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES332 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.3: Establish an effective advocacy and outreach communication mechanism on climate change issues national wide Action 3.3a: Use available communication tools (social media, mass media) to increase awareness and advocate for climate resilience and low emission development • • • • • MoEn Media Partners, CSOs, Baiskoaf Action 3.3b: Develop locally appropriate awareness materials for distribution • • • • MoEn MoED, MoYSCE CSOs, MoHA, MMRI Action 3.3c: Increase participation of relevant stakeholders including NGOS, CBOs, development partners and private sector in climate advocacy process • • • • • MoEn MoED, MoYSCE CSOs, MoHA, MMRI, NGOs, CBOs, Development Partners, Private Sector JAZEERA DHIRIULHUN 333 Policy 4: Enhance island, atoll and city level preparedness, response and recovery capacities to manage recurring hazards Targets: Targets 4.1: By 2023, voluntary emergency response teams are trained and operational in all inhabited islands Target 4.2: By 2023, community based disaster risk management is practiced at community level across the country Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.1: Increase local capacities, both human and physical at island, atoll and city level that can maintain response readiness for recurring emergencies and disasters [To be coordinated and implemented with Action 5.2b of Health sub sector results matrix] Action 4.1a: Facilitate the activation of Emergency Response Teams (ERTs) at local islands to provide aid and assistance to local communities during incidents of emergencies and disasters • • NDMA MMRI, MoEn, LGA, MNDF, Local Councils Action 4.1b: Institutionalise ERTs through a formal national network of responders • • NDMA MMRI, MoEn, LGA, MNDF, Local Councils Action 4.1c: Establish basic level of response equipment for fire and flooding events at local councils that can be used by voluntary emergency response teams • • • • NDMA MMRI, MNDF Action 4.1d: Train and maintain a cadre of regional emergency managers to coordinate emergency response efforts at regional level • • NDMA MMRI, Local Councils Strategy 4.2: Increase community understanding of hazards and local level preparedness Action 4.2a: Implement the Community Based Disaster Risk Management Programme in communities that are most vulnerable to hazards and climate induced emergencies • • • • NDMA MMRI, MPS, UNICEF MNDF, LGA Action 4.2b: Carry out a national awareness campaign to influence behavioural change among children and younger generations • • • • NDMA MoE, MMRI Action 4.2c: Conduct annual and bi-annual drills at national and local levels • • • • NDMA MMRI, LGA, Local Councils, MoE Action 4.2d: Carry out a nationwide public awareness campaign for disaster risk reduction, early warnings and response actions • • • • NDMA MMRI, MAPD, NGOs working with PWDs Action 4.2e: Establish Island Disaster Management Committees in all inhabited islands • • • NDMA MMRI, LGA, Local Councils, MoGFSS Action 4.2f: Kickstart “Make Cities Resilient Campaign” across all cities in the Maldives • • • • NDMA MMRI, LGA, Local Councils S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES334 Policy 5: Strengthening national level disaster management information, communication and coordination system [M41] Targets: Target 5.1: By 2023, end to end early warning and emergency communication system operational Target 5.2: By 2023, at least 2 regional emergency operations centres operational Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 5.1: Enhance and ensure that disaster risk information management systems are up to date and ready to use for preparedness and response coordination [To be coordinated and implemented Strategy 3.2 of ICT subsector matrix] Action 5.1a: Develop regulatory framework to collect and analyse post disaster damage and loss data for all levels of emergencies and disasters • NDMA MMRI, NBS, AGO Action 5.1b: Establish a GIS integrated Disaster Risk Management Information System that captures island level hazards and vulnerability maps, safe shelters, disaster loss and damage database, etc. [To be coordinated and implemented Action 2.3b of ICT subsector matrix] • • NDMA MMRI, MLSA, EPA, MoEn, MNU, CTO, NDC, PO Action 5.1c: Establish an emergency communication and coordination system that provides situational awareness and incident coordination during emergencies and disasters • • • NDMA MMRI, NDC, MPS, MNDF, PO Strategy 5.2: Establish and strengthen national level early warning mechanisms to efficiently disseminate early warning information to the public Action 5.2a: Develop regulatory frameworks to mandate telecommunication service providers to develop uninterrupted early warning capacities to efficiently disseminate mass early warning messages to island communities • • NDMA MMS, CAM, Service providers, MMRI, MAPD, BVISM, Deaf Association, JAZEERA DHIRIULHUN 335 Policy 6: Ensure and integrate sustainable financing into climate change adaptation opportunities and low emission development measures Targets: Target 6.1: By 2023, at least USD 50 million is mobilised through direct access modality Target 6.2: By 2023, at least USD 10 million new private investments leveraged for low emission and adaptation measures Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 6.1: Include financial allocations within the national budget for climate change adaptation and low emission development activities Action 6.1a: Streamline climate finance through innovative financial mechanisms for funding adaptation opportunities and low emission development measures in the Maldives • • • MoEn MoF, Financial institutions Action 6.1b: Develop robust financial management procedures and procurement policy for climate change projects and programmes • • • • • MoEn MoF Action 6.1c: Develop and strengthen the leveraging of private financing to the fullest extent possible • • • • • MoEn MoF, MoED Action 6.1d: Establish a National Climate Emergency Trust Fund (NCETF) to attract investments and to implement a range of alternative financing mechanisms for increasing resilience and low emission development programmes • • • MoEn MoF, MMA Strategy 6.2: Leverage finance for start-ups, CMOs and SMES to develop climate resilient solutions Action 6.2a: Introduce and promote market mechanisms to enhance private sector participation • • • • • MoEn MoED, EPA, MoNPI Action 6.2b: Dedicate a portion of Maldives Green Fund to finance investments on low emission development • • • • • MoF MoED, MoEn, MoNPI Action 6.2c: Introduce incentives for private sector to invest in green development [To be coordinated and implemented with Action 3.1c of SME subsector matrix] • • • • MoEn MoED, MoF, MEA Strategy 6.3: Streamline the funding mechanism to reflect the national priorities for climate financing in collaboration with development partners Action 6.3a: Improve government’s capacity to tap international climate finance mechanisms • • MoEn MoED Action 6.3b: Establish National Implementing Entities (NIE) for ensuring a direct access modality for international climate finance mechanisms • • MoEn MoF, MMA, ACC, AGO S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES336 Policy 7: Strengthen aeronautical meteorology and multi-hazard early warning capacity Targets: Target 7.1: By 2022, expand the radar network to cover the whole country Target 7.2: By 2020, a robust maintenance regime developed to ensure functioning to all weather observatory, forecasting and warning systems in the country Target 7.3: By 2023, ocean weather prediction modelling and forecasting system is in place Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 7.1: Ensure that quality management system is in place as per ISO 9001:2015 Action 7.1a: Conduct refresher trainings for Weather Observers, Forecasters and Technicians • • • • • MMS MoEn, NDMA MoEn, PSTI Action 7.1b: Conduct competency assessment for recertification of all technical staff every two years • • MMS MoEn Strategy 7.2: Enhance weather observation, forecasts and warnings dissemination to ensure safety of national and international air transportation Action 7.2a: Expand the radar network to cover the whole country • • MMS MoEn Action 7.2b: Calibrate all the meteorological equipment as per ISO quality manual • • • • • MMS MoEn Action 7.2c: Develop a comprehensive maintenance regime to repair and maintain all equipment as per the ISO standards • • MMS MoEn Strategy 7.3: Strengthening Observation Network, data automation and integration [MM9.2.2] Action 7.3a: Establish a country-wide lightening network • • MMS MoEn, MoNPI Action 7.3b: Establish a marine meteorological observatory • • • MMS MMRI, MoEn Action 7.3c: Develop an ocean weather prediction modelling and forecasting system • • • • • MMS MMRI, MoEn Action 7.3d: Improve existing communication networks • • • • MMS MMRI, MoEn J A Z E E R A D H IR IU L H U N 337 4.8 INFORMATION, COMMUNICATION, & TECHNOLOGY The Maldives experienced rapid growth in the telecommunications and ICT sector over the past twenty years mainly due to the high acceptance and adaptability of the people to improvements in technology and investment in the ICT sector. Over the past twenty years, mobile phone services have transformed the telecommunications sector in its entirety, allowing unprecedented advancements in connectivity and bridging the geographic disparity between the people. In 2018, there were over 850,000 mobile subscriptions out which 83 per cent were pre-paid customers.11 The mobile teledensity was 246.9 the same year, positioning the Maldives highest in South Asia. 12 Increased acceptance and usage of mobile data, together with the available ICT infrastructure in the country, has re-defined the social and economic landscape of the country, and presents an avenue to address the convoluted development challenges imposed by the country’s unique spatial profile. Through digitisation of the governance systems, public services could be delivered faster and more efficiently. 11 NBS (2018), Statistical Yearbook of the Maldives 12 https://www.itu.int/itunews/issue/2002/10/southasia.html S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES338 Policy 1: Modernise the governance mechanism of the ICT sector to prepare Maldives for a digital economy Target: Target 1.1: By 2020, institutional roles of NDC, its parent ministry and CTO are clear Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.1: Reform the institutional framework for implementing national ICT policies [NDC Transition Paper:5, 7] Action 1.1a: Identify the competencies of the Chief Technology Officer (CTO) and finalise the placement of the position in the Government structure • PO MoF, MoCST Action 1.1b: Appoint the CTO to coordinate and oversee Government policy initiatives in terms of fostering and driving technology and communication sectors forward • PO MoF Action 1.1c: Establish the Office of the CTO and appoint key personnel to the CTO Office • CTO MoF, PO Action 1.1d: Set up an Advisory Council on ICT to advice the CTO on policy matters, with representatives from the business sector, government, and the public • CTO MoF, MoCST Action 1.1e: Review and identify the changes to the mandate of NDC and CAM • PO CTO, NDC, MoF, MoCST Action 1.1f: Execute NDC corporatisation as per revised mandate and appoint the company board • CTO NDC, MoF, MoCST Action 1.1g: Outline the vision, action points, and directives for inclusive and sustainable digital transformation of the Government • CTO NDC, MoCST Action 1.1h: Identify ways to scout, invite, attract, and retain talent at the corporation and modernise the organisational and remuneration structure of the corporation to match national industry standards and international best practices at the corporation and at the National Data Centre (NDC) • CTO NDC, MoF, MoCST Action 1.1i: Facilitate cross-sectoral funding mechanisms to aid development and operations of digital government services • • • • NDC CTO, MoF Action 1.1j: Design and implement an annual training plan spanning a five-year term, to ensure funding for continuous training and development for all cadres of staff at the corporation and at the NDC • • • • NDC CTO, MoF JAZEERA DHIRIULHUN 339 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.2: Improve the legal and regulatory framework of the ICT sector Action 1.2a: Formulate data privacy laws for submission to Parliament [To be implemented and coordinated with Action 1.3d of Economic Diversification subsector matrix] • • CTO NDC, AGO, People’s Majilis, MoCST Action 1.2b: Develop the legal framework required to facilitate digital identity, for submission to Parliament [To be implemented and coordinated with Action 1.3e of Economic Diversification subsector matrix] • • • CTO NDC, AGO, People’s Majilis Action 1.2c: Enact laws and regulations to attract investments from global technology companies in the Maldives [To be implemented and coordinated with Strategy 1.3 of Economic Diversification subsector matrix] • CTO AGO, People’s Majilis, MoFA, MoED Strategy 1.3: Establish institutional frameworks and capabilities to facilitate a safe and secure cyberspace for everyone in the Maldives Action 1.3a: Develop and implement a cyber-security assessment framework for Government agencies • CTO MoCST Action 1.3b: Establish the Maldives Computer Incident Response Team (CIRT) for all civil cyber security incident reporting and support • CTO MoCST Action 1.3c: Develop standards and guidelines for safe and secure use of Information Communication Technologies for the public, and conduct regional awareness campaigns across the country at least once • • • • CTO MoCST S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES340 Policy 2: Establish digital infrastructure, platforms and ecosystems that are capable of providing ICT solutions that are more efficient, secure and consistent Targets: Target 2.1: By 2021, National Stack is fully operational Target 2.2: By 2023, interoperability between public and private organisations and information systems increased by 40% compared to 2018 levels Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.1: Enhance the National Computer Network (NCN) for improved service delivery from and within the public sector Action 2.1a: Develop the overall concept and business model for NCN expansion • NDC CTO, MoCST Action 2.1b: Conduct a detailed feasibility study for the expansion to determine policy direction and way forward • NDC CTO, MoCST Strategy 2.2: Strengthen National Data Centre to facilitate secure sharing of data to drive digital service delivery and data-driven decision making [To be coordinated and implemented with Strategy 2.2 of Independent Institutions & Public Service Reform subsector matrix] Action 2.2a: Carry out an assessment of national data; data types, ownership, and standards in place, geared towards treating Government owned information as a national asset • NDC CTO, MoCST Action 2.2b: Design the underlying architecture to deliver services at the most optimum service levels and align the operation of the NDC to international standards for operation and information security management • CTO NDC, MoCST Action 2.2c: Implement the National Data Centre Policy to facilitate the consolidation and interconnection of sectoral data centres • NDC CTO, PO, MoCST Action 2.2d: Issue Government-wide open data, content, and web API policy, and identify standards and best practices for improved interoperability • NDC CTO, PO, MoCST Strategy 2.3: Build a universal technology stack that ensures interoperability between public and private organisations and information systems [NDC Transition Paper:9] Action 2.3a: Develop the Government Cloud Policy • CTO NDC, MoCST, MoF Action 2.3b: Provide IT services through the National Stack to line ministries and agencies that require these services • NDC CTO, PO, MoCST Action 2.3c: Establish regional data centres in the North and South of the country in line with National Spatial Plan to provide digital services to the region, which doubles as disaster recovery and aids business continuity for the National Data Centre • • NDC CTO, MoNPI, MoF JAZEERA DHIRIULHUN 3 4 1 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.4: Promote open data governance [To be coordinated and implemented with Action 1.2a of Independent Institutions & Public Service Reform subsector matrix] Action 2.4a: Carry out assessments to understand the data requirements and needs of the public and the private sector to implement open data governance • CTO NDC, PO, MoCST Action 2.4b: Roll out open data initiative for all institutions • CTO NDC, PO, MoCST Action 2.4c: Facilitate smart technologies to gather data and use the open data platform to enhance availability of the required data • NDC CTO, MoCST Action 2.4d: Publish metadata on the open data platform to encourage software solutions by private parties and start-ups • NDC CTO, MoCST Action 2.4e: Make content more broadly available and accessible and present it through multiple-channels and move towards providing access to information and services through a device-agnostic way • NDC CTO, MoCST Strategy 2.5: Establish ways to foster the culture of research and development in the communications and technology sector of the country Action 2.5a: Establish a National Science Foundation to set the national research and development direction in ICT • • CTO NDC, MoCST, MoHE Action 2.5b: Finance grants and venture capital for universities and developer communities to foster research on tech solutions [To be coordinated and implemented with Policy 4 of Higher Education subsector matrix] • CTO MoHE, MNU, colleges, Start ups, Developers Strategy 2.6: Develop decentralised technology parks that serves as incubators [NDC Transition Paper:12] Action 2.6a: Conduct a feasibility to relocate the dev-ops agency for national digital services to other regions in the Maldives • NDC CTO, MoCST Action 2.6b: Establish infrastructure for the placement of the dev-ops agency in the allocated regions • NDC CTO, MoNPI, MoCST Action 2.6c: Facilitate transfer of components of national stack operations to allocated locations • NDC CTO, MoCST, Local Councils S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES342 Policy 3: Modernise government services through digitalisation for data-driven policy making and efficient delivery of information and services [M111] Targets: Target 3.1: By 2022, the National Help Desk is fully operational Target 3.2: By 2023, GOV.MV serves as the single online platform for all information provided by the government is operational Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.1: Establish a National Help Desk as a single point of contact for citizens to seek services from the Government in a timely manner [NDC Transition Paper:4] Action 3.1a: Conduct a feasibility study and assess the budgetary requirements of establishing a National Help Desk • CTO NDC, PO, MoCST Action 3.1b: Finalise required regulations for inter-departmental communications and information transfer requirements to the National Help Desk • CTO NDC, AGO, PO, MoCST Action 3.1c: Establish the National Helpdesk to provide assistance and information to the general public • CTO NDC, PO, MoCST Action 3.1d: Develop and operate GOV.MV as a singular online point of access to information provided by the Government, with call centres established at different locations in the Maldives • • • NDC CTO, PO, MoCST Strategy 3.2: Initiate and transform high impact public services through digitisation [M111] Action 3.2a: Carry out an assessment of the services that needs to be delivered to the public through digitisation • NDC CTO, MoCST, PO Action 3.2b: Finalise guidelines on agency-wide governance structure, service levels, and quality assurance for developing and delivering digital services and managing data • NDC CTO, MoCST Action 3.2c: Establish the single sign on infrastructure for citizens and businesses to access authorised services through an e-credential based on the principle of “do once, use many times” [NDC Transition Paper:14] • NDC CTO, MoCST JAZEERA DHIRIULHUN 343 Policy 4: Encourage digital innovation and create a conducive environment for businesses to thrive in a digital economy [M111] Targets: Target 4.1: By 2023, at least 3 technology centres that act as incubators for start-ups, maker spaces for children and youth, with co-working spaces are operational Target 4.2: By 2023, at least 5 tech starts ups are supported in each of the fields; hospitality, fisheries, marine sciences, and the health sector Target 4.3: By 2023, at least 2 facilities exist for providing training on Artificial Intelligence (AI), Machine Learning and on emerging technologies Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.1: Ensure critically important networks interconnect and that platforms become interoperable, with a focus on easing execution of financial transactions using common identifications Action 4.1a: Facilitate interconnectivity of telecom and banking systems • CTO NDC, MMA, CAM, MoF, MoED Action 4.1b: Establish mechanisms to enable ease of financial transactions using common identifications [NICT Transition Paper:14] • CTO NDC, MMA, MoF, AGO Strategy 4.2: Establish technology centres and hubs across the nation as incubators for start-ups, maker spaces for children and youth, with facilities for co-working spaces [M111, NDC Transition Paper:16] Action 4.2a: Identify ways to attract digital nomads as a means of making the Maldives more attractive to multinational corporations • CTO NDC, MoED, MoCST Action 4.2b: Explore partnerships with multinational and international companies to establish in the technology centres and hubs of the Maldives. • CTO NDC, MoED, MoCST, MoFA Action 4.2c: Operationalise the policy and institutional framework for the implementation and operation of technology centres and hubs • CTO NDC, MoCST Action 4.2d: Build technology hubs in RUCs in line with the National Spatial Plan as incubators for start-ups, maker spaces for children and youth, with facilities for co-working spaces • CTO NDC, MoNPI, MoCST, MoED Action 4.2e: Facilitate information exchange opportunities locally and provide avenues for formal and informal networking • CTO MoCST Action 4.2f: Seek strategic partnerships with global leaders in the technology industry and identify areas of expertise which could be useful for the Maldivian context • CTO MoED, MoCST, MoFA S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES344 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Action 4.2g: Build a robust business ecosystem in which technology entrepreneurs have the capacity and networks to launch local companies that become global companies [To be implemented and coordinated with Strategy 4.2 of SME subsector matrix] • CTO MoED, MoCST Action 4.2h: Facilitate forums for global technology leaders • CTO MoCST Strategy 4.3: Foster online businesses and pave way for convenient and cost-effective online payment gateways [M111] Action 4.3a: Implement FinTech policies to foster the growth of national payment systems and services to facilitate easy financial transactions [To be coordinated and implemented with Action 4.2b of SME subsector matrix] • CTO NDC, MoED Action 4.3b: Develop incentives for private sector to invest in tech start-ups that cater to their needs, especially in the fields of hospitality, fisheries, marine sciences, and the health sector • CTO NDC, BCC, MoED, business associations, MoFMRA, MoH, MMRI, MoT Action 4.3c: Strengthen business centres capacity to facilitate the start-up ecosystems to foster tech businesses that provide solutions in key industries in the Maldives [To be coordinated and implemented with Strategy 1.1 of SME subsector matrix] • • • CTO NDC, BCC, MoED, business associations Strategy 4.4: Promote investments in emerging technologies in the country Action 4.4a: Conduct Hackathons and other awareness events on AI on a regular basis, Machine Learning and other emerging technologies as drivers for national transformation towards sustainable development • CTO NDC, MoHE, BCC, MoED, TVETA, MoYSCE Action 4.4b: Establish training facilities/hubs for AI, Machine Learning and other emerging technologies in RUCs in line with National Spatial Plan • CTO NDC, MoHE MoED, TVETA, MoYSCE Strategy 4.5: Ensure affordable and quality internet services nationwide [to be coordinated and implemented with Action 4.4c of Education subsector matrix] Action 4.5a: Strengthen regulations on broadband classifications through the Communications Authority of Maldives • CAM CTO, MoHE, MoCST Action 4.5b: Introduce measures to improve competition between internet service providers in the Maldives • CAM CTO, MoCST Action 4.5c: Monitor quality of internet services nationwide and ensure better consumer protection through amendments to required laws and regulations • CAM CTO, AGO, MoCST JAZEERA DHIRIULHUN 345 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.6: Establish infrastructure and tools to enable a mobile workforce Action 4.6a: Establish technology driven policies to work remotely • CTO MoCST Action 4.6b: Provide tools and services to enable and foster the culture of a remote workforce • CTO MoCST Action 4.6c: Implement policies geared towards encouraging institutions to adopt a mobile workforce • CTO MoED S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES346 Policy 5: Develop a digital-ready workforce and build human capacity in the ICT industry Targets: Target 5.1: By 2023, STEM subjects are mainstreamed in the national education and higher education curriculum based on international standards Target 5.2: By 2023, young girls in STEM education increased by 30% Target 5.3: By 2023, at least 60% of public service staff have completed the online training Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 5.1: Mainstream science, technology, engineering and mathematics in the national curriculum Action 5.1a: Develop and implement STEM labs/Maker Spaces in all schools targeting young girls and boys [To be implemented and coordinated with Action 2.1c of education subsector matrix and with Strategy 1.9 of Higher Education subsector matrix] • MoCST NIE, MoHE, MoE Action 5.1b: Develop an international standard based curriculum for science, technology, engineering and mathematics for primary and secondary levels and work with the Ministry of Education to incorporate it into the national curriculum [To be implemented and coordinated with Action 5.2b of Education subsector matrix] • MoCST NIE, MoE Action 5.1c: Integrate science, technology, engineering and mathematics in existing vocational education programmes/ short term skill development programmes • • MoHE TVETA, CTO Strategy 5.2: Increase women participation in ICT fields [NDC Transition Paper:16] Action 5.2a: Establish a national level working group for Women in Science and Technology which includes at least 30% female representation [To be implemented and coordinated with Strategy 1.3 of Gender subsector matrix] • MoCST CTO, MoGFSS, Women in Tech NGO Action 5.2b: Conduct a baseline study to gauge existing data and information on women’s participation in the ICT field [To be implemented and coordinated with Strategy 3.1 of Gender subsector matrix] • MoCST CTO, MoGFSS, Women in Tech NGO, UNDP Action 5.2c: Conduct awareness on addressing gender stereotypes related to STEM education and profession in schools and in public [To be implemented and coordinated with Action 1.5b of Gender subsector matrix] • MoCST CTO, MoGFSS, Women in Tech NGO, UNDP JAZEERA DHIRIULHUN 3 4 7 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Action 5.2d: Increase targeting/ratio of females in STEM related skills training [To be implemented and coordinated with Strategy 3.1 of Gender subsector matrix] • MoCST CTO, MoGFSS, Women in Tech NGO, UNDP Action 5.2e: Conduct career advice sessions for girls and parents in primary schools to encourage STEM professions • MoCST CTO, MoE Strategy 5.3: Increase capacity of public service personnel to implement technologically driven solutions in service delivery Action 5.3a: Coordinate with Public Service Training institute to develop and standardise ICT competency standards and training curriculums for public sector employees • CTO PSTI Action 5.3b: Establish an online training platform for technology training and refresher programmes for PSTI • • CTO PSTI Action 5.3c: Roll out training programmes and refresher programmes for state agencies and local councils • • CTO PSTI, Local Councils SAP S T R A T E G IC A C T IO N P L A N 2 0 19 2 0 2 3 G O V E R N M E N T O F M A L ID V E S 348 4.9 ARTS, CULTURE & HERITAGE The Maldives served as an important crossroad in the ancient Indian Ocean Trade Route due to its strategic location. Despite limited historic evidence regarding the first settlers in the islands, it is believed that the early inhabitants came from a tribe called Dheyvis from Kalibangan in India some 2,500 years ago. 13Trade merchants from different countries in the ancient trade route sought refuge on the islands from the rough seas while waiting for favourable wind to set sail to their destination, resulting in the exchange of culture and ideologies and the fusion of a unique cultural identity which has been shaped over the centuries. Maldivian arts, culture, and heritage draws heavily from this rich history and the country’s close linkages with the ocean. The Maldivian rhythm of life – expressed in how island communities exist and interact with one other, the cuisine and livelihood, folk stories, music and art are intertwined with the natural environment and its deep roots in the Islamic faith. Through the impacts of globalisation brought in tandem with the introduction of tourism in the early 1970’s, the Maldives is currently struggling with cultural discontinuity between traditional and contemporary cultures. Over the past four decades, through improved economic and social conditions, the relatively remote islands have been opened up culturally, socially, and economically, resulting in a shift in the Maldivian way of life. The declining popularity of the Dhivehi language is a major concern, as is the loss of tangible and intangible Maldivian heritage and artistic expressions. With improvements in modern technology, innovation, and the increasing recognition of the importance of having a unique culture and heritage have recently propagated a wave of heightened embracement of Maldivian traditions and customs. The current movement towards protecting and preserving local heritage; either that inherited naturally or through the craftsmanship of Maldivian ancestors; as well as the conservation of Maldivian traditions and customs, combined with the opportunities presented by modern technology and innovation offers a unique opportunity to ensure the preservations of these important elements of the country for future generations. 13 Mohamed (undated), Maldivian Seafaring in the Pre Portuguese Period JAZEERA DHIRIULHUN 349 Policy 1: Preserve Maldivian cultural identity [M3.5, 34] Targets: Target 1.1: By 2023, at least 300 new original contributions to Dhivehi literature published and targeted at younger audiences Target 1.2: By 2023, at least 500 artists and culture practitioners have utilised Cultural Centres nationwide Target 1.3: By 2023, Establish minimum two new library facilities at the Sub-regional level Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.1: Strengthen institutional framework of the arts, culture and heritage sector Action 1.1a: Review and harmonise existing legislations, government policies and institutional mandates to streamline efforts to preserve Maldivian arts, culture and heritage • • MoACH NCA, NBC, DBA, DOH, NAM, NL, AGO Action 1.1b: Develop legislative, regulatory and policy framework, in line with the Constitution and International Conventions, to protect and preserve cultural heritage and to promote Arts and Culture • • • • • MoACH NCA, NBC, DBA, DOH, NAM, NL, AGO Strategy 1.2 : Enhance the technical capacity of practitioners engaged in the arts, culture and heritage sector Action 1.2a: Conduct professional development programmes related to arts, culture and heritage • • • • • MoACH NCA, NBC, DBA, DOH, NAM, NL, Relevant NGOs, UNESCO, UNDP, PSTI, MNU, LGA Action 1.2b: Participate in local, regional and international seminars/training programmes and study tours • • • • • MoACH NCA, NBC, DBA, DOH, NAM, NL, PSTI, MNU, UNESCO, UNDP, MoF, LGA S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES350 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.3: Strengthen infrastructure facilities Action 1.3a: Build and equip a National Arts and Culture Centre in comprising of training facilities, multipurpose halls, multimedia library and research centre, as per the National Spatial Plan [M 139, 140, MM3.3.11] • • • • MoACH MoNPI, MoF, NCA Action1.3b: Build and equip Regional and Sub-regional Cultural Centres including training facilities, museums, galleries, libraries, theatres, language labs and multipurpose halls in line with National Spatial Plan [M 139, 140MM3.3.11] • • • • MoACH MoNPI, MoF, Local Councils Action 1.3c: Establish National, Regional and Sub-regional Archival Centres as per the National Spatial Plan • • • • NAM MoACH, MoNPI, MoF, Local Councils Action 1.3d: Facilitate artists with access to adequate spaces for film screening, for art displaying, music concerts and theatricals nationwide through the Arts and Culture Centres developed across the country • • • • • NCA MoACH, MoT, Local Councils, NGOs Action 1.3e: Establish heritage centres, site museums and arts and crafts centres, with state-of-the-arts safety and security systems and conservation and preservation laboratory features (where heritage sites exists) • • • • DOH MoACH, MoT, MoNPI, Local Councils Action 1.3f: Strengthen digital infrastructure across the country to achieve digitisation, provide online platforms, promote the arts, culture and heritage sector and secure sector information and ensure structural integrity [To be coordinated and implemented with Policy 2 of ICT Subsector matrix] • • • • MoACH CTO, MoCST, NCA, NBC, DBA, DOH, NAM, NL, NDC, NBS JAZEERA DHIRIULHUN 3 51 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.4: Foster the right to culture through increased community engagement Action 1.4a: Encourage and develop local SME’s, NGO’s and individual practitioners through creating platforms, including exhibitions and tours, and extending technical support [To be coordinated and implemented with Strategy 1.1 of SME subsector matrix] • • • • • MoACH NCA, NBC, DBA, DOH, NAM, NL, MoED, MoYSCE, MoT, MoFA, SDFC Action 1.4b: Design programmes to provide opportunities for intergenerational cultural exchange and enhance understanding to preserve authenticity and preserve cultural heritage practices • • • • • MoACH NCA, NBC, DBA, DOH, NAM, NL, MoGFSS Action 1.4c: Promote accessibility to cultural knowledge through analogue, digital and hybrid platforms, sign language, braille and other forms of alternate representation [To be coordinated and implemented with Policy 3 of Social Protection and Policy 2 of ICT subsector matrices] • • • • • MoACH MoCST, DBA, NL, NAM, NCA, NDC, MoGFSS Action 1.4d: Establish and maintain networks for arts and cultural practitioners, through seminars, symposiums and similar programmes, to connect, collaborate, share best practices and enhance awareness • • • • MoACH NCA, NBC, DBA, DOH, NAM, NL Action 1.4e: Coordinate with relevant authorities to incorporate heritage sites in the Land Use Plans • • • MoACH MLSA, MoNPI, DOH, Local Councils Action 1.4f: Conduct programmes to ensure preservation and continuity of history and tradition by adapting old structures and buildings in development stage • • • • • DOH MoACH, NCA, NBC, DBA, NAM, NL Action 1.4g: Integrate cultural designs, rituals and traditions into architecture, design and ceremonies • • • • • MoACH MoT, MoIA, Local Councils, MoED Action 1.4h: Strengthen research on Maldivian history and culture through partnerships with local and international educational institutions • • • • • MoACH NCA, NBC, DBA, DOH, NAM, NL, MNU, MoHE, Educational Institutions Action 1.4i: Support and recognise outstanding achievements in arts, culture and heritage subsector through awards, competitions and festivals • • • • • MoACH NCA, NBC, DBA, DOH, NAM, NL S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES352 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.5: Promote affection and pride towards Maldivian arts, culture and heritage among school students Action 1.5a: Formulate a national guideline for the operation of culture clubs and usage of Dhivehi language in Schools • • • • MoACH NCA, NBC, DBA, DOH, NAM, NL, MoE Action 1.5b: Facilitate the production of Dhivehi literature targeted at students of all ages • • • • MoACH NCA, NBC, DBA, DOH, NAM, NL, MoE Action 1.5c: Revive and create platforms for students to showcase their talent in performing, visual and literary arts • • • • MoACH NCA, NBC, DBA, DOH, NAM, NL, MoE JAZEERA DHIRIULHUN 353 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.6: Protect and preserve cultural heritage [M3.5, 34, 3.6, 37] Action 1.6a: Strengthen research and documentation of Maldivian tangible, intangible and documentary cultural heritage • • • • • DOH MoACH, NCA, NAM, DBA, NL, Local Councils Action 1.6b: Develop regulatory standards to manage public and private collections and tangible, intangible and documentary cultural heritage • • DOH MoACH, NCA, NAM, DBA, NL, Local Councils Action 1.6c: Document and map underwater cultural heritage sites and adopt/revive local names [To be coordinated and implemented with Action 6.1f of Tourism and Action 2.1d of Environmental Protection & preservation subsector matrix] • • DOH MoACH, MoT, EPA, DBA, Educational Institutions, MMRI, Local Councils Action1.6d: Research and document regional dialects through literature and media • • • • • DBA MoACH, MoE, Educational Institutions, NL, MoCST, NDC, MBC , Local Councils Action1.6e: Preserve and promote regional dialects through literature and media • • • • • DBA MoACH, MoE, Educational Institutions, NL, MoCST, NDC, MBC, Local Councils Action 1.6f: Ensure authentic and reliable information regarding Maldivian history and culture is publicly disseminated • • • • • MoACH DOH, DBA, NAM, NCA, MoT, MMPRC, NGOs Action 1.6g: Preserve tangible heritage and safeguard intangible heritage for generations to come • • • • • MoACH DOH, DBA, NCA S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES354 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.7: Develop and implement monitoring mechanism to ensure compliance with relevant legislations of arts, culture and heritage Action 1.7a: Develop guidelines, standards and policies for public and privately managed cultural institutions • • MoACH DBA, DOH, NAM, NBC, NCA, NL, AGO, MoF Action 1.7b: Design and develop a monitoring and data management system for the sector [To be coordinated and implemented with Policy 2 of ICT Subsector matrix] • • • MoACH CTO, DBA, DOH, NAM, NBC, NCA, NL, MoCST, NDC, NBS Action 1.7c: Conduct targeted training programmes in partnership with relevant national agencies to develop monitoring, data collection and analytical skills of technical staff within the arts, culture and heritage sector [To be coordinated and implemented with Policy 5 of ICT Subsector matrix] • • • • MoACH MoNPI, DBA, DOH, NAM, NBC, NCA, NL, NBS, MoCST, NDC, LGA JAZEERA DHIRIULHUN 355 Policy 2: Enhance economic value of the sector through improved access to financial resources and marketing opportunities and strengthening the economic model of cultural establishments [M5.6, 139, 140] Targets: Target 2.1: By 2023, at least MVR 2 million disbursed as grants to support local artists and cultural practitioners Target 2.2: By 2023, an effective economic model to sustain and develop cultural establishments is designed and implemented Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.1: Increase financial accessibility whilst improving entrepreneurial skills of local artisans and cultural practitioners Action 2.1a: Collaborate with the SDFC to extend financial support to increase production of local art and culture [To be coordinated and implemented with Strategy 2.2 of SME subsector matrix] • • MoACH SDFC, MoED, DBA, DOH, NAM, NCA, NL Action 2.1b: Implement a grant mechanism to extend technical and financial support to local artists and cultural practitioners and NGOs’ actively engaged in the sector [To be coordinated and implemented with Strategy 2.2 of SME subsector matrix] • • • • MoACH NCA, NBC, DBA, DOH, NAM, NL, MoF, MoED Action 2.1c: Collaborate with Business Development Centres to improve managerial and financial skills of artists and managers of the sub-sectors [To be coordinated and implemented with Action 1.1e of SME subsector matrix] • • • MoACH MoED, DBA, DOH, NAM, NCA, NL, Local Councils Strategy 2.2: Increase marketing opportunities locally and internationally [M5.6, 139, 140] Action 2.2a: Map and benchmark Maldives creative sector products to retain authenticity and maintain quality standards • • • MoACH MoED, MoT, MMPRC Action 2.2b: Explore and tap opportunities for artists and cultural practitioners to access local, regional and international markets through fairs, festivals and conferences [To be coordinated and implemented with Action 3.2a of Tourism subsector matrix] • • • • • MoACH MoED, MoT, MMPRC MoFA, MoYSCE Action 2.2c: Facilitate systematic marketing of arts and culture productions through mainstream and social media, including mediums of accessible networks of PWDs • • • • • MoACH MoNPI, NGOs, MoGFSS, DBA, DOH, NAM, NBC, NCA, NL, Local Councils Action 2.2d: Establish a mechanism to license artistic productions and publications, strengthen legal framework for copyrights and royalty collections • • MoACH DBA, DOH, NAM, NBC, NCA, NL, MoED, WIPO, MoF S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES356 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.3: Formulate an effective and viable economic model to sustain cultural establishments Action 2.3a: Evaluate existing cultural establishments to determine marketability and economic sustainability Link economic diversification matrix, tourism • • MoACH DBA, DOH, NAM, NCA, NL Action 2.3b: Implement an effective economic model to sustain and develop cultural establishments across the country Link economic diversification matrix, tourism • • • MoACH DBA, DOH, NAM, NCA, NL, MoED JAZEERA DHIRIULHUN 3 5 7 Policy 3: Enhance intercultural communicationto improve understanding of the Maldivian cultural identity [M3.5, 34] Target: Target 3.1: By 2021, a mechanism for document exchange and acquisition is established Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.1: Explore avenues for intercultural collaboration and exchange [M3.5, 34] Action 3.1a: Host and participate in local, regional and international competitions, festivals and celebrations • • • • • MoACH DBA, DOH, NAM, NBC, NCA, NL Action 3.1b: Improve inter-cultural knowledge exchange through academic forums, workshops, trainings, internships and exposure visits • • • • • MoACH DBA, DOH, NAM, NBC, NCA, NL Action 3.1c: Establish a mechanism to facilitate document exchange and acquisition of Maldivian cultural identity • • • NAM DBA, DOH, NAM, NBC, NCA, NL S A P S T R A T E G IC A C T IO N P L A N 2 0 19 2 0 2 3 T H E R E P U B L IC O F M A L ID V E S Jazeera Dhiriulhun SUBSECTORS AND RESULTS MATRICES S T R A T E G IC A C T IO N P L A N 2 0 19 2 0 2 3 T H E R E P U B L IC O F M A L ID V E S S A P Good Governance S A P S T R A T E G IC A C T IO N P L A N 2 0 19 2 0 2 3 T H E R E P U B L IC O F M A L ID V E S Jazeera Dhiriulhun RULE OF LAW & JUDICIAL REFORM NATIONAL SECURITY & PUBLIC SAFETY ELIMINATING CORRUPTION ACCOUNTABLE STATE INDEPENDENT INSTITUTIONS & PUBLIC SERVICE REFORM GENDER EQUALITY FOREIGN AFFAIRS 366 382 395 401 414 420 430 C O N T E N T S 5.1 5.2 5.3 5.4 5.5 5.6 5.7 Rule of Law and Judicial ReformGOOD GOVERNANCE By 2021 implement revised curricula in all Maldivian Law Schools submitted to the transitional justice mechanism By 2021 juvenile detention and rehabilitation facility is operationalized provide redress to By 2023 By 2023 District courts are operational in at least two regions of the Maldives By 2023 all judges to have declared their wealth and assets publicly at least once By 2023 the number of prisoners enrolled in rehabilitation programs increased By 2022 appraisal for all sitting judges is completed By 2023 the population density in all existing prisons (excluding new facilities) reduced by of the cases more than 50% in the rehabilitation program is successfully reintegrated back into the society By 2023 of prisoners at least 50% at least 50% compared to 2018 levels compared to 2018 levels By 2023 in the rehabilitation program is successfully reintegrated back into the society at least 50% children enrolled at least 20% National Security and Public Safety By 2023 improve public perception ranking of security forces by Between 2020 - 2023 the number of individuals re-integrated through early intervention system By 2023 all police o�cers and sta� to have undergone training on ethics, human rights and rule of law at least once at least facility1 By 2023 the share of female police o�cers increased by By 2020 is operational for de-radicalization and rehabilitation Eliminating Corruption By 2021 Integrity O�cers are active and implementing their roles By 2023 an e�ective and active mechanism exists for public to lodge complaints on integrity of institutions By 2023 all public o�cials mandated by the law have completed at least one round of asset and wealth declaration By 2023 ranking of Corruption Perception Index (CPI) for Maldives improved by 25% compared to 2018 levels By 2023 road accidents reduced by and road accident fatalities reduced by 30% compared to 2018 levels 50% compared to 2018 levels 50% compared to 2018 levels more than 20% anually increased compared to 2018 levels 20% By 2023 improve public perception ranking of Maldives Police Service by compared to 2018 levels 25% Accountable State By 2023 By 2023 all parliamentarians declared their wealth and assets publicly at least once passed by the Parliament incorporates feedback from citizens debt management improved in alignment with international best practices all political parties submit audited financial reports to Elections Commission all independent institutions have active compliance o�cers of the bills Parliamentary committees’ hearings for independent institutions 75% increased by annually 25% at least compared to 2018 levels 70% 25% at least 25% at least 50% Maldives joins Open Government Partnership (OPG) all SOEs comply with code of conduct cases of intimidation and threats to journalist and media organization reduced by Independent Institutions & Public Service Reform Gender Equality By 2021 a competency based pay structure is adopted by public service under the direction of National Pay Commission Public confidence in public service delivery is improved by By 2023 Active use of a centralized and integrated information management system is practiced all DV survivors requiring financial support has benefited from the emergency fund of employees working in the tourism sector are female at least 50% of entrepreneurship trainees at the BDCs are women By 2023 conducted for independent institutions were reviewed and scrutinized by the Parliamentary Committees G O O D G O V E R N A N C E 365 GOOD GOVERNANCE The Maldives is often seen as a success story of development. Over the past decades the Maldives moved from a low human development to a high human development category1. During this time, the Maldives also embarked on a challenging journey to embrace democracy. Since 2008, the country’s efforts to consolidate democracy has been challenging. The new Constitution in 2008, paved the way for separation of state powers between the executive, legislature and judiciary; introduction of multiparty elections; establishment of independent institutions; decentralised governance; and a comprehensive bill of rights and freedoms for its citizens. The democratic transition context in the Maldives provides an unparalleled opportunity to strengthen the independence and capacities of state institutions to design and implement policies as well as deliver services that spurs human development. It is an opportunity to implement policies that will make a difference due to increased transparency, accountability and regular Presidential, Parliamentary and Local Council elections. This sector consists of seven subsectors; (i)Rule of Law & Judicial Reform, (ii)National Security & Public Safety, (iii) Eliminating Corruption, (iv) Accountable State, (v) Independent Institutions & Public Service Reform, (vi) Gender Equality, and (vii) Foreign Affairs. The following provides a summary of the key challenges and policy priorities for each of the associated subsectors. 1 http://hdr.undp.org/en/countries/profiles/MDV SAP S T R A T E G IC A C T IO N P L A N 2 0 19 2 0 2 3 G O V E R N M E N T O F M A L ID V E S 366 5.1 RULE OF LAW & JUDICIAL REFORM Legal and justice sector reforms is one of the stated priorities of the government. While a lack of necessary laws as well as shortfalls in existing legislation continues to hinder the effectiveness of state institutions2; enforcement of these laws by a judiciary tainted with allegations and widespread perceptions of partiality, corruption and political influence3; pose challenges to the consolidation of democracy in the Maldives. The lack of a comprehensive and consistent legislative framework is one of the main challenges the justice sector is facing, as there are significant inconsistencies and gaps in laws. Laws that were passed before the Constitution of 2008, and may be in contradiction with it, have been in use despite the 2008 Constitution rendering them void. Challenges that impede justice from being effectively and efficiently administered, and judicial actors from discharging their functions independently and impartially include limitations of the legal system; misinterpretation of the principles of independence and accountability of the judiciary; shortcomings in the selection and appointment procedures of judges; a perceived lack of transparency and effectiveness of the Judicial Service Commission; and an observable lack of public trust in the judicial system. At the same time, there is a perceived reluctance to engage in a participatory dialogue to address the situation. Dissatisfaction with the courts, judges and magistrates, reflected in the Human Rights Survey of 2012, continues to be perceived to-date4. The reasons that were given at the time include corruption, unfair/unjust decision-making, unavailability of lawyers, and a lack of competence of the judiciary. This subsector proposes to address these challenges through legal and judicial reforms as well as introduction of transitional justice mechanisms will be introduced in accordance with specific policy directives. 2 Attorney General’s Office, EU Policy Dialogue – Briefing Paper, March 2019. 3 Freedom House, Freedom in the World 2019, available at: https://freedomhouse.org/report/freedom-world/2019/mal dives (accessed on 16/05/2019). International Commission of Jurists and South Asians for Human Rights, Justice Adrift: Rule of Law and Political Crisis in the Maldives – A Fact-Finding Mission Report, 2015, available at: https://www.icj.org/wp-content/ uploads/2015/08/Maldives-Justice-Adrift-Rule-of-Law-Pub lications-fact-finding-report-2015-ENG.pdf (accessed on 16/05/2019). 4 Freedom House, Freedom in the World 2018, available at: https://freedomhouse.org/report/freedom-world/2018/mal dives; GOOD GOVERNANCE 36 7 Policy 1: Serve transitional justice to facilitate the establishment of peace and harmony in society [M175, M176, P34, P53] Targets: Target 1.1: By 2020, transitional justice mechanism is operational Target 1.2: By 2023, provide redress to more than 50% of the cases submitted to the transitional justice mechanism Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.1: Create a holistic legal framework and establish a transitional justice mechanism to find, investigate and understand, the actions committed by the previous regimes in violation of human rights, dignity and sanctity and resolve such matters through judicial and non-judicial remedies [MM9.3.1] Action 1.1a: Establish legal framework for transitional justice mechanism • • AGO People’s Majlis, PO Action 1.1b: Facilitate the institutional mechanism established by the relevant legislation to enable aggrieved parties to lodge complaints, reveal truth, seek forgiveness and award compensation, or other non-judicial remedies where due [A19, M176] • • • • • AGO PO, PGO, HRCM, Law Enforcement Agencies Action 1.1c: Implement measures to ensure that the transitional justice mechanism is victim and community-oriented including facilitating the use of cultural interventions for victims to share their experience • • • • • AGO HRCM, PGO, NGOs, MoACH, MDN Action 1.1d: Establish legal and institutional framework for Presidential commissions [M175(1,2,3,4,12,14,15), P30, P31, P33, P35, P40, P46] • AGO People’s Majlis, PO Action 1.1e: Take measures to ensure the truth and reconciliation mechanisms are made transparent, and open to the public in an appropriate manner • • • • • PO AGO, People’s Majlis, Law Enforcement Agencies, MDN Strategy 1.2: Reform state institutions in light of the truths revealed to ensure non recurrence of similar violations in the future Action 1.2a: Identify institutional gaps that led to violations of human rights, dignity and sanctity • • • • • PO AGO, Law Enforcement Agencies, PGO, People’s Majlis Action 1.2b: Formulate and implement remedies to strengthen the institutional gaps identified through the transitional justice mechanism • • • • • PO AGO S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES36 8 Policy 2: Reform the administration and structure of the judiciary to ensure the independence and efficiency of the judicial system [M177] Targets: Target 2.1: By 2023, District Courts are operational in at least 2 regions of the Maldives Target 2.2: By 2023, public confidence in the court system improve by 25% compared to 2018 level Target 2.3: By 2023, cases resolved through ADR mechanism increased at least by 50% compared to 2018 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.1: Improve administration of justice Action 2.1a: Review the legal framework with respect to the jurisdiction of courts and tribunals [A19] • • AGO People’s Majlis, DJA, JSC Action 2.1b: Introduce District Courts and specialised courts in identified regions of Maldives, with the same jurisdictions as the Superior Courts in Male’ to ensure better access to justice [M183, A19] • • • • • AGO People’s Majlis, DJA, JSC Action 2.1c: Review and revise current appeal procedures • • AGO People’s Majlis, DJA, JSC, PGO Action 2.1d: Revise the structure of the High Court to dissolve the northern and southern branches and make arrangements to utilise the premises of District or Magistrate Court to conduct trial proceedings of the High Court [A19] • • • • • AGO People’s Majlis, DJA, JSC Strategy 2.2: Strengthen the internal administration of courts Action 2.2a: Reform the Department of Judicial Administration (DJA) to ensure that the administrative functions of the judiciary operates independently • • AGO JSC, DJA Action 2.2b: Effective implementation of the mandate of Registrars to strengthen their role and limit involvement of judges in internal court administration • • DJA AGO, JSC Action 2.2c: Establish a modern and integrated case management and e-filing system within the courts [G Knaul: 111] [To be coordinated and implemented with Action 2.2f of Independent Institutions & Public Service Reform and Policy 2 of ICT subsector matrices] • • • • DJA NDC Action 2.2d: Improve financial and human resources for the judiciary, particularly at the level of Magistrate and District Courts [G Knaul: 108] • • • • DJA MoF, People’s Majlis, PO GOOD GOVERNANCE 369 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.3: Develop necessary legal framework and establish Alternative Dispute Resolution (ADR) mechanism for arbitration, mediation and conciliation Action 2.3a: Strengthen the operations of Maldives International Arbitration Centre and its role in alternative dispute resolution • • • • MIAC AGO, DJA, PO Action 2.3b: Introduce legal framework relating to mediation and review the Arbitration Act • • AGO People’s Majlis, MIAC Action 2.3c: Improve the physical, ICT infrastructure and the capacity of all actors involved in the ADR mechanism • • • • • MIAC AGO, NDC, MoF S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES370 Policy 3: Reinforce the accountability and integrity of the judiciary Targets: Target 3.1: By 2023, at least 75% of all complaints submitted to JSC is investigated and addressed Target 3.2: By 2022, appraisal for all sitting judges is completed Target 3.3: By 2023, all judges to have declared their wealth and assets publicly at least once Target 3.4: By 2023, all sitting judges complete at least 1 training or sensitisation program Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.1: Reform the Judicial Services Commission (JSC) to ensure judicial independence and accountability Action 3.1a: Review the composition of the JSC • • AGO People’s Majlis, PO Action 3.1b: Incorporate necessary amendments to the legal framework to ensure judges are transferred independently by the JSC [A19] • • • AGO People’s Majlis, JSC Action 3.1c: Develop a mechanism within the JSC to continuously evaluate the capacity and competency of the judges • • • • JSC DJA, People’s Majlis Action 3.1d: Develop transparent procedures for evaluation, appointment, promotion and removal of judges • • • JSC DJA, People’s Majlis Action 3.1e: Introduce measures to ensure gender parity within the justice sector [To be coordinated and implemented with Action 1.3h of Gender Equality subsector matrix] • • • • • DJA JSC, People’s Majlis, MoGFSS, AGO Action 3.1f: Establish a modern case management system within the JSC [To be coordinated and implemented with Action 2.2f of Independent Institutions & Public Service Reform and Policy 2 of ICT subsector matrices] • • • • JSC NDC, MoF, DJA GOOD GOVERNANCE 3 71 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.2: Increase accountability of the judges and judicial actors Action 3.2a: Review and amend the necessary legislation to take appropriate measures to enforce the code of conduct and disciplinary measures for judges [G Knaul: 104, 105] • • AGO People’s Majlis, JSC, DJA Action 3.2b: Establish simple mechanisms through which complaints regarding judges can be lodged at JSC anonymously [A19] [To be coordinated and implemented with Action 2.1d of Independent Institutions & Public Service Reform and Strategy 3.2 of ICT subsector matrices] • • JSC DJA, NDC Action 3.2c: Conduct a situational analysis and address sexual harassment issues within the judicial system • • • • • JSC DJA, People’s Majlis, MoGFSS Action 3.2d: Establish, review and strengthen gift rules and conflict of interest rules within the judiciary [To be coordinated and implemented with Action 2.1b of Eliminating Corruption subsector matrix] • • • AGO JSC, People’s Majlis, ACC Action 3.2e: Establish an asset declaration regime for judges that takes into account disclosure of assets, business and activities outside the jurisdiction of the Maldives, assets of judge’s spouses and children, as well as a verification and proactive mechanism and ensure it is made available to the public periodically [To be coordinated and implemented with Action 2.1a of Eliminating Corruption subsector matrix] • • • • AGO JSC, People’s Majlis, ACC, Audit Office Strategy 3.3: Develop competency and capacity of judges and judicial actors Action 3.3a: Conduct sensitisation programs on sexual harassment, emerging issues, gender equality, human rights, child rights etc [To be coordinated and implemented with Action 2.2a of Gender Equality subsector matrix] • • • • • DJA JSC, MoGFSS, PSTI Action 3.3b: Conduct quality in-profession training, and capacity-building programmes for all actors within the judicial system [G Knaul: 130-4] [To be coordinated and implemented with Action 2.1g of National Security & Public Safety subsector matrix] • • • • • DJA JSC, PSTI Action 3.3c: Improve capacity of judges and implement continuing judicial education • • • • • JSC DJA, PSTI S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES372 Policy 4: Promote access to justice and expedite delivery of justice Targets: Target 4.1: By 2023, provision of legal aid service in family, civil and criminal matters Target 4.2: By 2023, a reduction in average time spent in remand for criminal cases by 25% Target 4.3: By 2023, a consolidated criminal justice data management system is operational Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.1: Strengthen provision of legal aid services to ensure the right to legal representation under the Constitution [M180, A19] Action 4.1a: Review and enact the Legal Aid Bill • • AGO People’s Majlis, Bar Council, PGO Action 4.1b: Provide technical expertise, trainings and sensitisation to legal aid lawyers • • • • • Legal Aid Entity Bar Council, PGO, AGO, PSTI Action 4.1c: Formulate a stringent mechanism to evaluate the quality of legal aid services provided • • Legal Aid Entity Bar Council, PGO, AGO Action 4.1d: Ensure access to a lawyer within the first hour of arrest • • • • Legal Aid Entity Bar Council, PGO, MPS, AGO Strategy 4.2: Enhance and strengthen the prosecution services Action 4.2a: Develop an objective criterion for instructing investigations and decision to prosecute at the PGO [G Knaul: 122] • • PGO AGO Action 4.2b: Establish unified internal prosecutorial guidelines and code of ethics for prosecutors [G Knaul: 123] • • PGO AGO Action 4.2c: Increase the capacity of prosecutors and the victim support unit in central PGO and its branches in various regions of Maldives [To be coordinated and implemented with Action 2.1g of National Security & Public Safety subsector matrix] • • • • • PGO PSTI Action 4.2d: Devise and implement a mechanism to monitor condition and status of pre-trial detention • • • PGO MoHA, MCrS, MPS Action 4.2e: Conduct a review of remand cases and take measures to speed-up investigations and trials of cases that have been prolonged [Jail audit report:11] • • • MoHA MCrS, MPS, PGO GOOD GOVERNANCE 3 73 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.3: Expedite the court processes and improve quality and delivery of justice Action 4.3a: Enact the Civil Procedure Code, enact the Evidence Act, revise the Criminal Procedure Code and harmonise laws relating to criminal offences [To be coordinated and implemented with Action 1.4a of Eliminating Corruption subsector matrix] • • • AGO People’s Majlis, DJA, PGO, MPS, Law Enforcement Agencies Action 4.3b: Establish a mechanism to conduct timely pre-trial hearings to determine admissibility of the case [A19] • • • DJA PGO Action 4.3c: Harmonise and publish the internal rules, regulations and procedures of the Courts [G Knaul: 110] • • • DJA AGO, JSC Strategy 4.4: Develop a consolidated criminal justice data management system Action 4.4a: Establish an interoperable criminal justice data system with access to all relevant institutions [To be coordinated and implemented with Policy 2 of ICT subsector matrix] • • • • • MoHA DJA, PGO, MoGFSS, JJU, NDC, Law Enforcement Agencies Action 4.4b: Periodically publish data and analytical information • • • • • MoHA DJA, PGO, MPS S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES374 Policy 5: Ensure the independence of the legal profession in line with international best practices [M179] Targets: Target 5.1: By 2023, 85% of all complaints submitted to Bar council is addressed Target 5.2: By 2021, implement revised curricula in all Maldivian Law Schools Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 5.1: Regulate the legal profession through Bar Council [M179] Action 5.1a: Enact and implement the Legal Professions Act • • AGO People’s Majlis Action 5.1b: Formulate procedures for issuance, renewal and review of licensing for lawyers and legal practices including a uniform written bar examination • • Bar Council Action 5.1c: Formulate and implement ethical and professional standards of conduct for legal practitioners in Maldives including procedures to implement disciplinary sanctions • • Bar Council Action 5.1d: Establish an accessible complaints mechanism with regards to lawyers and legal practices [To be coordinated and implemented with Action 2.1d of Independent Institutions & Public Service Reform subsector matrix] • • Bar Council Action 5.1e: Design and undertake awareness campaigns and public relations events to increase confidence in the legal profession • • • • Bar Council GOOD GOVERNANCE 3 75 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 5.2: Strengthen and improve quality of legal education and improve the capacity of legal professionals Action 5.2a: Formulate and conduct continuous professional development programs for legal professionals • • • • • Bar Council MoHE, MQA, HIEs Action 5.2b: Review and amend curricula in all Maldivian Law Schools • • Bar Council MoHE, MQA, HIEs Action 5.2c: Strengthen recruitment process of law teachers in all Maldivian Law Schools • • Bar Council MoHE, MQA, HIEs Action 5.2d: Review and implement Teacher Quality Assessments in all Maldivian Law Schools • • Bar Council MoHE, MQA, HIEs S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES376 Policy 6: Ensure all prisons and detention facilities are in accordance with international treaties and that rights of all prisoners are respected [M181, M182] Targets: Target 6.1: By 2023, at least 2 detention facilities meet international minimum standards Target 6.2: By 2023, the population density in all existing prisons (excluding new facilities) reduced by at least 20% compared to 2018 level Target 6.3: By 2023, all regulations, procedures and guidelines under Prisons and Parole Act are formulated and published Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 6.1: Strengthen legal and regulatory framework of prisons and detention facilities in accordance with international standards Action 6.1a: Develop and amend laws and regulations relating to prisons and detention facilities to address the issues identified in the Jail Audit report [Jail audit:14] • • • AGO People’s Majlis, MoHA, MCrS Action 6.1b: Establish administrative standards based on categories of juvenile and adult facilities (correctional, remand, custodial), segregated by gender • • MoHA MCrS, MPS, JJU Action 6.1c: Develop and publicise standards of prisons as required under the Prisons and Parole Act [Jail audit report:7] • • MoHA MCrS, PO Action 6.1d: Establish and publicise national standards and procedures on the operation of prisons in accordance with Mandela Rules [Jail audit report:7] • • MoHA MCrS Strategy 6.2: Decentralise corrections services in line with national spatial planning [M183] Action 6.2a: Establish and maintain regional prisons in line with National Spatial Plan [M183] • • • • • MoHA MoF, MoNPI, MCrS Action 6.2b: Establish a remand jail in North and South region in accordance with Mandela Rules [Jail audit report:3] • • • • • MoHA MoF, MoNPI, MPS Strategy 6.3: Develop and upgrade the infrastructure and facilities of all prisons and detention facilities to ensure the rights of prisoners are respected Action 6.3a: Initiate the upgrading of all prisons and detention facilities, to meet minimum standards, including Mandela Rules, Havana Rules, and other international best practices • • • • • MoHA MCrS, MPS, MoF Action 6.3b: Improve the surveillance system and security monitoring camera systems in jails and detention centres without violating the inherent rights of prisoners and detainees [Jail audit report:5,6] • • • MoHA MCrS, MPS, MoF Action 6.3c: Improve provision of basic necessities for prisoners and detainees including medical, food, toilet, sleeping and free time [M183] • • • • MoHA MoF, MCrS Action 6.3d: Establish and implement effective mechanisms for family visits and phone calls [M181] • • • MCrS MoHA GOOD GOVERNANCE 3 77 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Action 6.3e: Establish special care units for elderly people and people suffering from permanent disabilities or requires long term medication • • • • MoHA MoGFSS, MPS, MCrS Action 6.3f: Develop a detention facility for illegal and or undocumented immigrants • • • • MoHA MCrS, Immigration Strategy 6.4: Develop the human resource of MCrS to help reduce reoffending Action 6.4a: Increase awareness of laws, regulations, Mandela Rules and other relevant international standards among prison staff • • • • • MoHA MCrS, MPS, PSTI Action 6.4b: Revise the existing training curricula of prison staff to incorporate enough components related to rehabilitation and reintegration • • MoHA MCrS, MPS Action 6.4c: Strengthen Institute for Correctional Service (ICOST) to cater to national training needs related to prisons and detentions • • • • • MoHA MCrS, MPS, PSTI Action 6.4d: Increase share of uniformed staff who are graduates in the fields of psychotherapy, psychology, criminology, social work and teaching • • • • • MoHA MCrS, MoHE Strategy 6.5: Strengthen the governance and management of detention system [Jail audit report:12] Action 6.5a: Establish an interoperable prisons management system [Jail audit report:16, 18] [To be coordinated and implemented with Policy 2 of ICT subsector matrix] • • • • • MoHA MCrS, MPS Action 6.5b: Conduct comprehensive training programs and continuous professional development programs on law enforcement and treatment of prisoners in accordance with international best practice • • • • • MoHA MCrS, MPS, PSTI Action 6.5c: Establish an accessible and confidential complaints mechanism for prisoners and their family members [To be coordinated and implemented with Action 2.1d of Independent Institutions & Public Service Reform subsector matrix] • • • • MoHA MCrS, MPS, NDC Action 6.5d: Reform the mechanism to address complaints with regard to code of conduct and ethical standards of Prison Officers through enforcement of internal and external disciplinary measures • • • MoHA MCrS S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES378 Policy 7: Effective rehabilitation of offenders to reintegrate them into the society [M181] Targets: Target 7.1: By 2023, the number of prisoners enrolled in rehabilitation programs increased by at least 50% compared to 2018 Target 7.2: By 2023, at least 50% of prisoners in the program is successfully reintegrated back into the society Target 7.3: By 2023, non-custodial punishment system is operational Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 7.1: Improve the procedures on parole and presidential pardons to ensure fairness, transparency and effectiveness of the processes Action 7.1a: Review and revise the parole and presidential pardons procedure [M182] • • MoHA MCrS, PO, AGO Action 7.1b: Establish an effective monitoring mechanism to monitor the inmates who are released under parole and presidential pardons • • • MoHA MCrS, MPS Strategy 7.2: Develop and implement rehabilitation programs in detention facilities with the view to instilling skills and prioritising social reintegration Action 7.2a: Formulate an all-encompassing rehabilitation framework for detainees [To be coordinated and implemented with Action 4.2a of Social Protection subsector matrix] • • • MoHA MCrS, CSOs, JJU, MoGFSS Action 7.2b: Develop necessary infrastructure for rehabilitation and reintegration including halfway houses, vocational training facilities, counselling units etc. • • • • • MoHA MCrS, MoHE, MoNPI, MoF, MoGFSS Action 7.2c: Develop human resource capacity to effectively run the rehabilitation programs • • • • • MoHA MCrS, MoHE, MoF, NDA, MoGFSS, PSTI Strategy 7.3: Develop and implement an effective nation wide program to reintegrate offenders back into the community Action 7.3a: Introduce and implement a prisoner’s reintegration program for inmates who are released, including facilitation of employment opportunities for rehabilitated offenders in collaboration with CSOs, SOEs and other state agencies [To be coordinated and implemented with Action 4.2a of Social Protection subsector matrix] • • • MoHA CSOs, PO, MCrS, SOEs, MoYSCE, MoGFSS, MED Action 7.3b: Conduct public awareness campaigns on reintegrating offenders • • • • • MoHA MCrS, MoYSCE Action 7.3c: Establish proper monitoring mechanisms for community reintegration programs [To be coordinated and implemented with Action 4.2b of Social Protection subsector matrix] • • • MoHA MCrS, MoGFSS GOOD GOVERNANCE 379 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 7.4: Introduce non custodial punishments system Action 7.4a: Establish legal and regulatory framework for non custodial punishments • • • AGO MoHA, Courts, PGO, MPS, MCrS, People’s Majlis Action 7.4b: Introduce Community Service Officers, and provide training and capacity building for the staff allocated • • • MoHA Courts, PGO, MPS, AGO, MCrS, MoYSCE, PSTI, CSC Action 7.4c: Establish a monitoring mechanism in collaboration with local councils and Law Enforcement Agencies • • • MoHA Courts, PGO, MPS, AGO, MCrS, LGA, Local Councils S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES380 Policy 8: Strengthen the juvenile justice system through rehabilitation and reintegration Targets: Target 8.1: By 2021, juvenile detention and rehabilitation facility is operationalised Target 8.2: By 2023, at least 50% of children enrolled in the program is successfully reintegrated back into the society Target 8.3: Between 2020 to 2023, the number of children supported through early intervention system increased by 20% annually Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 8.1: Develop a comprehensive juvenile justice system Action 8.1a: Enact and implement the Juvenile Justice Act [Police SAP 2019 (4.70)] [To be coordinated and implemented with Action 2.2b of Social Protection subsector matrix] • • MoHA JJU, AGO, MPS, Courts, MoGFSS, People’s Majlis Action 8.1b: Establish a juvenile detention and rehabilitation facility [To be coordinated and implemented with Action 4.1e of Social Protection subsector matrix] • • • MoHA MCrS, JJU, MoNPI, MoF Action 8.1c: Develop specialised and adequately trained professionals such as specialised judges, prosecutors, correctional officers and police officers • • • • • MoHA JJU, AGO, MPS, Courts, MoGFSS, DJA, MCrS, PSTI Strategy 8.2: Improve early intervention and support system to address the needs of at-risk juveniles and young adults Action 8.2a: Establish mechanisms and diversionary programs for at-risk juveniles and young adults [To be coordinated and implemented with Action 2.2a of Youth and Strategy 1.2 of Education subsector matrices] • • • • MoHA JJU, AGO, MPS, Courts, MoGFSS, DJA, MCrS, MoYSCE Action 8.2b: Develop a juvenile delinquency prevention and early intervention program for police at all levels • • • • • MoHA MPS, JJU, MoGFSS Action 8.2c: Develop an effective community-based services and programs for the prevention of juvenile delinquency • • • • • MoHA JJU, MCrS GOOD GOVERNANCE 3 8 1 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 8.3: Develop and implement an effective nation wide program to reintegrate juvenile offenders and children in conflict with laws back into the community Action 8.3a: Introduce and implement a reintegration program including skills development for juvenile offenders and children in conflict with laws [To be coordinated and implemented with Strategy 1.2 of Education subsector matrix] • • • MoHA JJU, MoHE, TVET, MPS, MoGFSS, MoE Action 8.3b: Conduct public awareness campaigns on reintegrating juvenile offenders and children in conflict with laws • • • MoHA JJU, MoHE, MPS, MoGFSS Action 8.3c: Establish proper monitoring mechanisms for community reintegration programs • • MoHA JJU, MoHE, MPS, MoGFSS, Local Councils SAP S T R A T E G IC A C T IO N P L A N 2 0 19 2 0 2 3 G O V E R N M E N T O F M A L ID V E S 382 5.2 NATIONAL SECURITY & PUBLIC SAFETY Maldives like many small developing states is exposed to a range of national security threats. The subsector sets out several policy priorities including promoting peace and stability, strengthening the inter-agency institutional approach to addressing national security through a National Securities Bill, increasing public trust and confidence in police services for gauging public safety including crime prevention and efforts to detect crimes early. GOOD GOVERNANCE 383 Policy 1: Ensure protection of the Constitution and right to security of all citizens with a focus on maintaining peace and stability of the nation [M19, MM9.2.2] Targets: Target 1.1: Between 2021 to 2023, number of security personnel trained through the TECOM increased by 20% annually Target 1.2: By 2023, improve public perception ranking of security forces by 25% compared to 2018 levels Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.1: Strengthen the capability of Security Agencies based on modern technology and techniques in order to protect and defend territorial waters, land territory and all resources contained therein Action 1.1a: Establish a Training and Education Command (TECOM), in order to have a well-trained force across all defence, security and law enforcement agencies • • • MNDF MoD, PSTI Action 1.1b: Develop new training content, adopting new modes and methods of delivery and integration of technology including seeking foreign training and exercise opportunities • • • • • MNDF MoD, MoFA, PSTI Action 1.1c: Create Area Command operation centres and fusion centres to support joint full spectrum operations to increase operational capacity of MNDF • • • • • MNDF MoD, MoF Action 1.1d: Expand existing maritime mobility platforms used in border security / enforcement • • • • • MNDF MoD, Immigration, MCS Action 1.1e: Increase Intelligence, Surveillance and Reconnaissance (ISR) detection and monitoring capacity of MNDF through radar and aerial platforms to increase Maritime Domain Awareness (MDA) • • • • • MNDF MoD, MoF, MoFA S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES384 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.2: Increase the ability of the MNDF to provide prompt and speedy first responder services in the event of a disaster and national emergencies Action 1.2a: Facilitate to review and update National Emergency Operations Plan (NEOP) in collaboration with NDMA to make it comprehensive and to cover all emergencies including health, natural disaster and climate induced events [To be coordinated and implemented with Action 1.2b of Resilient Communities subsector matrix] • • MNDF MRC, NDMA, MoNPI, MoH, MoEn, MMS, MoT, MPS, LGA, Local Councils Action 1.2b: Conduct a national risk assessment for major hazards and threats of national significance that may cause significant impact in the Maldives • • • NDMA MNDF, MRC, MoD, MPS, MoNPI, MoH, MoEn, MMS, MoT, MPS, LGA, Local Councils Action 1.2c: Facilitate implementation of NEOP for the NDMA and national disaster steering committee including training local communities on disaster preparedness and conducting simulation exercises on a regular basis [To be coordinated and implemented with Strategy 4.1 of Resilient Communities subsector matrix] • • • • • MNDF MoD, NDMA Action 1.2d: Expand and upgrade MNDF’s emergency and first responder capacity (sea ambulance, firefighting and technical rescue) through acquisition of new equipment, training and integration of technology • • • • • MNDF MoD, NDMA, MoF GOOD GOVERNANCE 385 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.3: Improve public relations and play a responsible role as a member of the international community in maintaining peace and stability Action 1.3a: Conduct public awareness and enhance strategic communication and perception management by defence, security and law enforcement agencies in order to create public support and foster positive image • • • • • MNDF MoD, Law Enforcement Agencies Action 1.3b: Establish the Directorate of Civil Affairs • • • MNDF MoD Action 1.3c: Seek international support and linkages to expand military to military connections, staging additional defence attaches [To be coordinated and implemented with Action 1.5a of Foreign Affairs subsector matrix] • • • • • MNDF MoD, MoFA Action 1.3d: Increase interaction with media and improve security sector institutional capacity to strategically manage public affairs and media relations proactively • • • • • MoD MNDF, MPS, PO, MoHA, NCTC Action 1.3e: Increase inter-operability of MNDF forces with civilian authorities • • • • • MNDF MoD Strategy 1.4: Strengthen the regulatory framework in order to protect the lives and the property of citizens in all instances of danger occurring on land or sea Action 1.4a: Review and implement regulatory framework on dangerous/hazardous goods such as “Fuel Storage and Handling Regulation” and “Regulation on Weapons and Ammunition brought for the safety of vessels” • MNDF EPA, MoEn, STO, SOEs, AGO Action 1.4b: Enact and implement a regulation on Liquid Petroleum Gas to articulate the standards to store and handle cooking gas • • MNDF EPA, MoEn, STO, SOEs, AGO Action 1.4c: Enact and implement Hazardous Chemical Regulation to reduce the incidents caused by hazardous chemicals [To be coordinated and implemented with Action 1.1l of Environmental Protection & Preservation subsector matrix] • MNDF NDMA, EPA, MoEn, STO, SOEs, AGO S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES386 Policy 2: Create a safe, secure and inclusive society by reducing the threat of terrorism and violent extremism Targets: Target 2.1: By 2020, at least 1 facility is operational for de-radicalisation and rehabilitation Target 2.2: By 2023, terrorism threat level reduced by 20% Target 2.3: Between 2020 to 2023, the number of individuals re-integrated through early intervention system increased by 20% annually Strategies Action 2019 20202021 2022 2023 Lead Implementing Agency Other Implementing Agencies Strategy 2.1: Strengthen policy, institutional and legal framework to reduce the threat of terrorism and violent extremism Action 2.1a: Formulate, implement and monitor the National Action Plan (NAP) on Preventing and Countering Violent Extremism (P/CVE) to clarify roles and strengthen the role of stakeholders in information and intelligence sharing between relevant authorities • • PO MNDF, MPS, MoHA, MoIA, MoE, NGOs, MoYSCE, MoGFSS, NCTC Action 2.1b: Establish a centrally coordinated inter-agency mechanism to address threat of terrorism and violent extremism and demarcate roles for counter radicalisation and operational arms of counter terrorism agencies in preventing and countering violent extremism • • PO MNDF, MPS, MoHA, MoIA, MoE, MoHE, MoYSCE, NGOs, NCTC Action 2.1c: Establish legal framework including amendments to existing laws and regulations to tackle violent extremism, hate speech and Foreign Terrorist Fighters (FTFs), and their associates • • AGO NCTC, MPS, NGOs, MoHA, PO, MoD, People’s Majlis Action 2.1d: Establish a security clearance classification mechanism at state institutions • • • • PO MCS, Immigration, MPS, MNDF, MoHA, MoD, MCrS Action 2.1e: Enter into mutual legal assistance treaties with states and parties relevant to counter terrorism policing [To be coordinated and implemented with Action 1.5a of Foreign Affairs subsector matrix] • • • • • MoFA MPS, NCTC, PGO, AGO, MNDF, PO GOOD GOVERNANCE 3 8 7 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Action 2.1f: Enhance the screening and monitoring mechanisms of individuals who are permitted to give religious sermons and that of local and foreign imams and teachers [To be coordinated and implemented with Action 2.3b and 2.3c of Islamic Faith subsector matrix] • • • MoIA MPS, NCTC, Immigration, MoHA Action 2.1g: Facilitate programs to enhance the capacity of investigators, prosecutors and judges to successfully handle cases of terrorism and violent extremism [To be coordinated and implemented with Action 3.3b and 4.2c of Rule of Law & Judicial Reform subsector matrix] • • • • PO MoHA, MPS, PGO, DJA, PSTI, NCTC Action 2.1h: Establish a monitoring framework and formulate comprehensive procedures and processes in dealing with FTFs and returnee families • • MoHA NCTC, PO, MNDF, MCrS, MPS, JJU, MoGFSS, MoFA, International parties Strategy 2.2: Develop and implement an effective rehabilitation and de radicalisation program with a key focus on re-integration Action 2.2a: Establish a de-radicalisation and rehabilitation facility with necessary capacity and resources • • MoHA MPS, NCTC, MoIA, MoE, MoGFSS, JJU, MoF Action 2.2b: Create a mechanism to identify and intervene at the primary stages of radicalisation/violent extremism of individuals, groups and potential communities in order to re-integrate them into the society • • MoHA MNDF, MPS, NCTC, MoIA, MoE, NGOs, PO, MoYSCE, MoGFSS, Local Councils Action 2.2c: Establish a mechanism for risk assessment and segregation of violent and non-violent prisoners to lower inmates’ risk of radicalisation, and integrate de-radicalisation into prison policies • • MoHA MCrS, MPS, MoIA, MoE, NCTC, NGOs, MoYSCE, MoGFSS S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES388 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.3: Design and implement a community-driven prevention mechanism to build a more resilient, connected and less vulnerable society Action 2.3a: Develop and implement nation-wide programs (including awareness campaigns, counter narrative programs) to limit negative/violent/extremist influence on national identity and values, and to create a moderate society [NCTC Strategy 2019] [To be coordinated and implemented with Action 1.1a and 1.1b of Islamic Faith subsector matrix] • • • • • MoHA PO, NCTC, MoFA, MoIA, MPS, MoHA, MoYSCE Action 2.3b: Design and conduct sensitisation programs on counter terrorism and violent extremism for the media, judiciary and public officials • • • • • MoHA NCTC, MPS, MoGFSS, MoYSCE, DJA Action 2.3c: Establish a peer led psychosocial and community support mechanism [NCTC Strategy 2019] • • MoGFSS NCTC, MoYSCE, MoHA, MPS, CSOs Action 2.3d: Enhance educational curriculum to boost youth skills around social cohesion, critical thinking, communication and online literacy [NCTC Strategy 2019] [To be coordinated and implemented with Action 2.1a of Education subsector matrix] • • MoE NCTC, MoYSCE, MoHE, MoGFSS, MoE Action 2.3e: Enhance the role of media in preventing and countering violent extremism and to counter disinformation campaign of violent extremist groups • • • • • MoHA NCTC, PO, Media, MoHE, MBC GOOD GOVERNANCE 389 Policy 3: Strengthen the national security framework to ensure a holistic inter-agency approach towards defence, national security and public safety [MM9.1, M16] Targets: Target 3.1: By 2023, national security bill is fully implemented Target 3.2: By 2023, at least 10 new trainings conducted to improve operational agencies mandated to collect intelligence - MNDF, MPS, Immigration, MCS, MMA Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.1: Formulate a comprehensive legal and policy framework on national security policy and strategy [MM9.1.4, MM9.1.5, MM9.1.2] Action 3.1a: Enact the National Security Bill to empower functioning of National Security Council (NScC) to generate a more holistic and coordinated inter-agency response to national security and public safety issues • • AGO MoD, MoHA, MPS, MCS, Immigration, NDMA, MNDF, NCTC, PO, MoFA, People’s Majlis, NScC Action 3.1b: Establish national inter-agency security working group under the guidance of NScC to formulate a comprehensive and holistic national security policy and strategy • • • • NScC MoD, MoHA, MPS, AGO, MCS, Immigration, MNDF, NDMA Action 3.1c: Establish a national command mechanism to facilitate succession of command during national crises and emergencies • • • NDMA MoD, MoHA, MPS, AGO, MCS, NScC,Immigration, NDMA, MNDF Strategy 3.2: Strengthen the national framework on collection, collation, analysis and interpretation of intelligence across all concerned agencies Action 3.2a: Establish inter-agency threat and risk assessment mechanism to formulate integrated national threat assessment • • • NScC MoD, MoHA, MPS, AGO, MCS, Immigration, NDMA, MNDF Action 3.2b: Facilitate intelligence fusion mechanism within MNDF Joint (Inter-agency) Operations Centre to provide real-time intel updates to decision makers and NScC • • • • NScC MoD, MoHA, MPS, AGO, MCS, Immigration, NDMA, MNDF, MMA Action 3.2c: Establish a framework to allow secure sharing of intelligence on common threats/priorities across relevant agencies • • NScC MNDF, MoD, MPS, Immigration, MMA Action 3.2d: Increase capabilities of operational agencies mandated to collect intelligence - MNDF, MPS, Immigration, MCS, MMA • • • NScC MNDF, MoD, MPS, Immigration, MMA, MCS S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES390 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.3: Ensure proper accountability and integrity of the security services [P73, M19] Action 3.3a: Adopt NATO Integrity training curriculum and develop/ deliver a training module focusing on anti-corruption and integrity in national security operations [To be coordinated and implemented with Strategy 2.3c of Eliminating Corruption subsector matrix] • • NScC MPS, MNDF, MCrS, PSTI Action 3.3b: Establish a proper mechanism to record and manage all police interactions with public when detaining a person [Jail Audit report 2019] [To be coordinated and implemented with Strategy 3.2 of ICT subsector matrix] • • MPS MoHA, MCrS Action 3.3c: Establish a transparent and credible mechanism to ensure officers of security services adhere to their code of conduct and ethical standards [MM9.3.8] • • NScC MPS, MNDF GOOD GOVERNANCE 3 9 1 Policy 4: Ensure a safer community through effective and professional policing service to build public confidence [M120] Targets: Target 4.1: By 2023, all police officers and staff to have undergone training on ethics, human rights and rule of law at least once Target 4.2: By 2023, the share of female police officers increased by 20% compared to 2018 levels Target 4.3: By 2023, road accidents reduced by 30% compared to 2018 levels and road accident fatalities reduced by 50% compared to 2018 levels Target 4.4: By 2023, improve public perception ranking of Maldives Police Service by 25% compared to 2018 levels Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.1: Strengthen legal framework to ensure effective delivery of policing services Action 4.1a: Review and revise relevant legislations including but not limited to Police Act (2008); Anti-Terrorism Act (2015); Anti-Money Laundering and Terrorism Financing Act (2014); Land Transport Act (5/2009); Gang Suppression Act; Anti-Social Behaviour Act • • • AGO MPS, NCTC, PO, MoHA, ACC, MMA, People’s Majlis Action 4.1b: Enact new laws to assist detection, prevention and prosecution of complex financial and economic crimes, cyber crimes, juvenile offending; juvenile exploitation [MM9.3.5, MM9.3.5, P72] • • • • • AGO MoHA, JJU, MoCST, MoED, MMA, ACC, PGO, NDC, CAM, MPS, People’s Majlis Action 4.1c: Develop and enact legislations preventing the victimisation, abuse, exploitation and the use for criminal activities of children and young persons • • • • • AGO JJU, MoGFSS, MoYSCE, MoHA, PGO, MoE, MPS, People’s Majlis Action 4.1d: Formulate a modern legal framework to eliminate the misuse of intelligence reports and to strengthen regulation of private security sector [MM9.3.12, P70] • • • • AGO MPS, MNDF, PGO, People’s Majlis Action 4.1e: Introduce and implement minimum standards for Tourism Safety and Security [To be coordinated and implemented with Action 6.3a of Tourism subsector matrix] • • • • • MoT MoHA, MPS Action 4.1f: Develop and implement a national crime prevention strategy with a view to develop a multi-agency partnership approach to crime prevention and integrate elements to supress gang violence [MM9.3.3, M120] • • • • MoHA Law Enforcement Agencies, MoYSCE, NGOs, JJU S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES39 2 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.2: Develop a reform program to make MPS a more service-oriented organisation focused on transparency, accountability and responsibility [MM9.3.7, Police SAP 2019, P69] Action 4.2a: Increase the capacity of Police to strengthen policing practices and establish a culture of continuous learning within the MPS to build a professional and competent workforce [M20, MM9.3.11] • • • • • MPS MoE, MoHE, MoHA Action 4.2b: Revise the existing training curricular of police trainings to improve the quality of teaching ethics, human rights and rule of law • • MPS PSTI, MoHA, MoHE, NGOs Action 4.2c: Develop an E-Learning Platform available for all police officers and staff • • MPS NDC, MoF Action 4.2d: Introduce measures to ensure gender parity within MPS [To be coordinated and implemented with Policy 3 of Gender Equality subsector matrix] • • • MPS MoGFSS, MoHE, MoED, NGOs Strategy 4.3: Strengthen community engagement and collaboration to ensure safety of local communities [Police SAP 2019] Action 4.3a: Increase community engagement/community focused policing including expansion of neighbourhood policing service • • • • • MPS Local Councils, NGOs, Action 4.3b: Establish a mechanism for the appropriate co ordination between relevant stakeholders to prevent juvenile delinquency and youth crime [To be coordinated and implemented with Action 8.2b and 8.2c of Rule of Law & Judicial Reform subsector matrix] • • MPS MoGFSS, MoHA, MoYSCE, ARC, MoH, MoE, JJU, DJA, NSPA, NGOs, Action 4.3c: Conduct cyber safety programs for children and parents [MM9.3.5, P72] [To be coordinated and implemented with Action 1.3a of ICT subsector matrix] • • • • • MPS MoE, MoGFSS, ARC, NGOs Action 4.3d: Formulate and implement regional and sub-regional policing models in line with national spatial planning and local needs [MM9.3.10] • • • • • MPS PO, MoHA, MoCST, NDC, Local Councils Action 4.3e: Review and strengthen capital area policing model • • • • • MPS MoHA, Local Councils GOOD GOVERNANCE 393 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.4: Enhance operational readiness to increase ability and capability to detect and prevent crimes and improve response time [Police SAP 2019, M20] Action 4.4a: Build intelligence capacity and implement smart solutions to detect and reduce crime rates • • • • • MPS PSTI, MoHA, NDC Action 4.4b: Improve emergency preparedness and develop multi-skilled and competent first responders including first aid training given to all police personnel [To be coordinated and implemented with Strategy 4.1 of Resilient Communities subsector matrix] • • • • • MPS NDMA, MRC, MNDF Action 4.4c: Review and develop existing framework of investigation capabilities [MM9.3.14, MM9.3.9, MM9.3.4] [To be coordinated and implemented with Action 3.1d of Health subsector matrix] • • • MPS PGO, HRCM, DJA, International Partners Strategy 4.5: Strengthen the ability and capacity of Maldives Police Service to effectively respond to policing on land and sea [Police SAP 2019] Action 4.5a: Increase hotspot policing to reduce road fatalities, accidents, anti-social behaviour and criminal harassment of women • • • • • MPS HPA, MoH, MoTCA, MRC, Local Councils Action 4.5b: Conduct periodic and scheduled road and maritime safety awareness and incident reduction campaigns with greater focus on young drivers • • • • • MPS HPA, MoH, MoTCA, MRC, Local Councils Action 4.5c: Increase marine police fleet to strengthen maritime policing and maritime law enforcement [MM9.3.13] • • • • MPS MoHA, PO Strategy 4.6: Strengthen evidence-based policy making in national security and public safety Action 4.6a: Create avenues for research into national security and public safety areas through collaboration with the MNU and fund/sponsor research to provide empirical and analytical feedback for national security issues • • • MPS MoD, MoHA, MoE, MoHE, MNU Action 4.6b: Introduce police Research Fellow Scheme in collaboration with the Ministry of Higher Education • • • MPS MoD, MoHA, MoE, MoHE, MNU, NGOs Action 4.6c: Conduct a baseline study on victimisation (National Victimisation Study) • • • • MPS MoD, MoHA, MoE, MoHE, MNU, NGOs Action 4.6d: Conduct a research on effectiveness of contact with children, which includes child witnesses, child victims, and children in conflict with the law • • • • JJU MoD, MoHA, MoE, MoHE, MNU, NGOs S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES394 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.7: Facilitate adoption of digital policing and law enforcement Action 4.7a: Connect all criminal justice agencies digitally through a common data-sharing platform [To be coordinated and implemented with Action 4.4a of Rule of Law & Judicial Reform and Policy 2 of ICT subsector matrices] • • • AGO MoCST, NDC, MPS, DJA, PO, PGO Action 4.7b: Establish a cyber-policing centre and introduce legislative/regulatory mechanisms for cyber policing, Digital Policing, and E-Crimes investigation and prosecution [To be coordinated and implemented with Action 1.3a of ICT subsector matrix] • • • MPS MoCST, NDC, PO, PGO Action 4.7c: Upgrade and expand Radio Telecommunication (TETRA) system to effectively cover whole Maldives • • • • MPS MoCST, NDC, CAM Action 4.7d: Improve the security and safety of ICT infrastructure [To be coordinated and implemented with Strategy 1.3 of ICT subsector matrix] • • • MPS MoCST, NDC G O O D G O V E R N A N C E 395 5.3 ELIMINATING CORRUPTION For years, corruption and abuse of power have hindered economic growth as well as institutional development in the Maldives. In response to the global issue of countering corruption, the Maldives acceded to the United Nations Convention against Corruption (UNCAC) in 2007. As part of the democratic transition, the Anti-Corruption Commission was established under the 2008 Constitution and the enactment of the Anti Corruption Commission Act (Law Number 13/2008)5 , followed. The 2008 Constitution also enabled the formation of an Office of the Auditor General. Both institutions are mandated to flag unlawful activities and prevent corruption in the public sector. However, in recent years, both institutions have failed to perform their oversight functions adequately on account of politicisation and a lack of accountability. As a result, the Maldives witnessed deceleration in the development and implementation of robust anti-corruption mechanisms. Despite the enactment of new laws and procedures, the execution capacities of the anti corruption machinery continue to face constraints and challenges. The absence of a comprehensive legal framework to combat corruption; shortfalls in the implementation of the regulatory framework and necessary safeguards; and overcoming political power and influence to establish an effective preventive system; are major constraints and challenges. The risk of corruption is inherently rationalised in the public sector, where pervasive and systematic corruption is linked to weaknesses in governance (including accountability and transparency), and a culture of poor integrity and work ethic. The Freedom in the World 2019 report states that “Corruption remains endemic at all levels of government.” According to the report, the ACC “….is only moderately effective, often launching investigations and taking other actions in response to public complaints, but rarely holding powerful figures to account for abuses.” It notes the imprisonment or forced exile of whistle-blowers and journalists reporting on corruption since 2016. The report goes on to highlight how “Large state contracts for infrastructure and other projects are regularly awarded through opaque processes, in which bribery and kickbacks are widely believed to play a role. It also notes how annual asset declarations submitted by the president, cabinet ministers and members of parliament in compliance with the Constitution are not made public. In the past, “the relevant agencies have even resisted disclosing how many officials comply with the rule.”6 The country ranked 124 of 180 countries in Transparency International’s 2018 Corruption Perceptions Index. The subsector policies priorities centre on establishing a Presidential Commission on corruption and asset recovery, fostering greater accountability, transparency and integrity in state institutions, eliminating avenues for corruption, increasing integrity of all public officials and reforming all key institutions mandated with the investigation and prosecution of all cases of corruption and bribery. 5 https://acc.gov.mv/en/about/ (accessed on 07/06/2019) 6 https://freedomhouse.org/report/freedom-world/2019/maldives. Freedom House, Freedom in the World 2019. S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES396 Policy 1: Adopt Zero Tolerance in eliminating corruption within all affairs of the State Targets: Target 1.1: By 2021, NACP is operationalised Target 1.2: By 2021, Integrity Officers are active and implementing their roles Target 1.3: By 2023, response to information requested for investigation and prosecution by the state institutions is expedited by 30% compared to 2018 levels Target 1.4: By 2023, ranking of Corruption Perception Index (CPI) for Maldives improved by more than 50% compared to 2018 levels Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.1: Strengthen policy and institutional framework for prevention of corruption Action 1.1a: Develop and implement a National Anti-Corruption Policy (NACP) in collaboration with national stakeholders and a corruption prevention action plan with proper written anti corruption standards in institutional policies, practices and strategies under NACP • • • ACC PO, All State Institutions, CSOs, Private Sector, Donor Agencies Action 1.1b: Provide public accessibility to the policy progress and the implementation of NACP • • ACC PO, All State Institutions, CSOs, Private Sector Action 1.1c: Establish and train Integrity Committee/Integrity Officers • • ACC PO, All state institutions, CSOs, Private Sector Action 1.1d: Facilitate exchange of timely and speedier information necessary for prevention, investigation and awareness needs • • • • ACC All State Institutions Action 1.1e: Grant easy and speedier access to all databases in relation to criminal investigations [To be coordinated and implemented with Action 4.4a of Rule of Law & Judicial Reform , Action 2.2e of Independent Institutions & Public Service Reform and Policy 2 of ICT subsector matrices] • • MoHA PO, NDC, MPS, ACC GOOD GOVERNANCE 39 7 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.2: Enhance management of anti-corruption risks assessments Action 1.2a: Conduct corruption risk assessments to identify and mitigate corruption risks and establish corruption prevention standards for state institutions • • • • • ACC All State Institutions Action 1.2b: Conduct institutional corruption risk self assessments and formulate mitigation plans • • • • ACC All State Institutions Action 1.2c: Develop an oversight mechanism to monitor the implementation of recommendations provided under prevention research • • • • • ACC All State Institutions Action 1.2d: Establish Corruption Prevention Committees to achieve the purpose of risk assessments • • ACC All State Institutions Strategy 1.3: Review and strengthen legal framework related to corruption in line with international best practices Action 1.3a: Review and improve legal framework to facilitate joint investigation by ACC and Police and enable both parties to initiate investigations • • AGO MPS, People’s Majlis Action 1.3b: Identify and eliminate the gaps in current legal framework that enable corruption and unfair practices which may harm businesses and weakens governance mechanisms in state institutions [M93] • • AGO Law Enforcement Agencies, MoED, People’s Majlis Action 1.3c: Establish a legal framework that ensures implementation of United Nations Conventions Against Corruption (UNCAC) including revisions to the ACC Act, Penal Code, Criminal Procedure Code and Public Finance Regulation • • AGO ACC, People’s Majlis Action 1.3d: Enact a comprehensive Asset Recovery Act [M175] • • • AGO Law Enforcement Agencies, People’s Majlis Action 1.3e: Develop and implement legislation on illicit enrichment • • • AGO ACC, TM, People’s Majlis S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES39 8 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.4: Establish a robust whistle-blower and witness protection regime Action 1.4a: Adopt a new and modern Rules of Evidence and witness protection law [To be coordinated and implemented with Action 4.3a of the Rule of Law & Judicial Reform subsector matrix] • • • • • AGO PGO, MPS, People’s Majlis Action 1.4b: Facilitate full implementation of whistle-blowers protection act • • • • ACC All State Institutions Action 1.4c: Establish avenues for reporting corruption • • • • ACC PO Strategy 1.5: Ensure integrity and transparency in public finances Action 1.5a: Amend Public Finance Act and Regulation to eliminate gaps in the legal framework [To be coordinated and implemented with Action 3.1a of Accountable State subsector matrix] • • • AGO MoF, People’s Majlis Action 1.5b: Facilitate periodic publication of details of state revenue and expenditure • • • • • MoF Action 1.5c: Establish a web platform which the public gets access to information related to status, awardee of the tender of all budgeted and on-going activities of the state [To be coordinated and implemented with Strategy 3 of the ICT and Action 2.2e of Independent Institutions & Public Service Reform subsector matrices] • • • MoF NDC Action 1.5d: Review and revise government procurement guidelines and manuals to clear the ambiguities with the current public finance regulation [To be coordinated and implemented with Action 3.1b of Accountable State subsector matrix] • MoF ACC, AGO, PO, MoEn, MoED, BCC GOOD GOVERNANCE 399 Policy 2: Foster greater accountability, transparency and integrity of state institutions Targets: Target 2.1: By 2023, an effective and active mechanism exists for public to lodge complaints on integrity of institutions Target 2.2: By 2023, all public officials mandated by the law have completed at least 1 round of asset and wealth declaration Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.1: Develop a robust asset declaration, conflict of interest and gift management system Action 2.1a: Establish a legal framework to mandate asset and wealth disclosure and reporting mechanisms of public officials and politically exposed persons (PEP) including parliamentarians, judges, appointees of independent commissions etc. [To be coordinated and implemented with Action 3.2e of Rule of Law & Judicial Reform subsector matrix] • • • AGO ACC, PO, Audit Office, People’s Majlis Action 2.1b: Review the existing conflict of interest and gift related provisions and develop a comprehensive regulatory mechanism [To be coordinated and implemented with Action 3.2d of Rule of Law & Judicial Reform subsector matrix] • • • AGO ACC Strategy 2.2: Promote a culture of integrity and honesty through education and awareness for the society Action 2.2a: Launch the Integrity for schools Program and implement values education as promoted in the current curriculum [To be coordinated and implemented with Action 2.1a of Education subsector matrix] • • • • • MoE ACC Action 2.2b: Educate public officials on illicit enrichment • • • • ACC Law Enforcement Agencies S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES400 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.3: Increase integrity and promote awareness on anti-corruption and good governance for all state officials Action 2.3a: Conduct regular awareness and integrity programs for target groups • • • • • ACC Action 2.3b: Establish, review and strengthen codes of conduct for all public officials (ex: Parliamentarians, PEPs, council members) • • • ACC PO Action 2.3c: Facilitate in adopting NATO Integrity training curriculum and support to develop/deliver a training module focusing on anti-corruption and integrity for security sector [To be coordinated and implemented with Action 3.3a of National Security & Public Safety subsector matrix] • • • • NScC ACC, MPS, MNDF, MCrS, PSTI Action 2.3d: Establish a centralised mechanism for public to lodge complaints on integrity of institutions [To be coordinated and implemented with Action 2.1d of Independent Institutions & Public Service Reform and Strategy 3.2 of ICT subsector matrices] • • • • ACC PO, NDC, CSC G O O D G O V E R N A N C E 401 5.4 ACCOUNTABLE STATE Building an accountable state is premised on Article 4 of the Constitution, which affirms that all powers of the State of the Maldives are derived from, and remain with, the citizens. The new government has reiterated that State actors need to be accountable and answerable to the public. When it comes to Parliamentary oversight, the legislature has been facing challenges in the past with regard to its authority, capacity and performance. It was largely seen as a body controlled by the Executive. Parliamentary culture as well as its role in the development of the country was increasingly questioned by the public. Deteriorating public confidence in State actors has highlighted the limited space for engagement between the State and citizens. Maldives suffers from a lack of transparency, inclusivity and participation, even though the total population is relatively small albeit spatially dispersed and has broad-based access to internet connectivity. The voices of vulnerable and marginalised groups, including in the outer atolls, do not inform decision-making. Furthermore, Maldives needs to strive for the implementation of the Right to Information Act (Law Number 1/2014), which would facilitate widespread access to and participation of citizens in public affairs. To address these concerns, the subsector outlines policies to improve Parliamentary oversight and law-making which acts as a check and balance on the Executive and Judiciary without impinging on the independence of the judiciary, implement an open data policy to increase transparency in the functioning of the State, promote right to freedom of expression and media, create avenues for citizens to hold the State accountable and improve fiscal governance and management of public finances. S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES40 2 Policy 1: Strengthen the oversight function of the Parliament [M21] Targets: Target 1.1: Parliamentary committees’ hearings for independent institutions increased by 25% annually Target 1.2: Parliamentary deliberations accessed by public increased by 10% annually Target 1.3: By 2023, all parliamentarians declared their wealth and assets publicly at least once Target 1.4: By 2023, Public confidence in parliament increased by 20% compared to 2018 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.1: Establish adequate standards for equitable and fair parliamentary procedures for members Action 1.1a: Revise parliamentary procedures and processes to ensure protection of parliamentary minority’s rights [M21] • • People’s Majlis AGO, PO Action 1.1b: Review code of conduct/ethics and parliamentary privileges for Parliamentarians • • People’s Majlis AGO, PO Action 1.1c: Establish, review and strengthen gift rules and conflict of interest rules within parliamentary procedures [To be coordinated and implemented with Action 2.1b of Eliminating Corruption subsector matrix] • • • People’s Majlis AGO, PO, ACC Action 1.1d: Establish an asset declaration regime for parliamentarians that takes into account disclosure of assets, business and activities outside the jurisdiction of the Maldives, assets of public officials’ spouses and children, as well as a verification and proactive mechanism and ensure it’s made available to the public periodically [To be coordinated and implemented with Action 2.1a of Eliminating Corruption subsector matrix] • • • • AGO PO, People’s Majlis, ACC Action 1.1e: Revise parliamentary procedures and processes to ensure that parliamentarians’ remuneration is paid according to their committee meetings and attendance • • People’s Majlis AGO, PO GOOD GOVERNANCE 40 3 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.2: Ensure increased transparency in parliamentary deliberations and processes Action 1.2a: Adopt Open Data policy for all parliamentary information in order to increase transparency of parliamentary processes and procedure (including plenary deliberations and committee meetings) to enable greater access and participation by the public and media [To be coordinated and implemented with Policy 2 of ICT subsector matrix] • • • People’s Majlis AGO, PO, NDC, ICOM Action 1.2b: Introduce legislative calendars that allow the public to keep track of Bills and their stage of passage through the Parliament • • • • People’s Majlis AGO, PO Strategy 1.3: Develop parliamentary committees to act as a check against Executive and Judicial overreach, and to facilitate the functioning of key institutions Action1.3a: Provide training and guidance to the committees of parliament, to ensure they can act as check against Executive and Judicial overreach and to adequately address professional conduct, ethics and code of conduct breach concerns directed towards State Institutions • • • • People’s Majlis International Partners Action1.3b: Introduce a vetting system that includes public consultation, before appointment and on impeachment of individuals for independent institutions [To be coordinated and implemented with Action 1.3b of Independent Institutions & Public Service Reform subsector matrix] • • • People’s Majlis AGO, PO Action 1.3c: Introduce a public reporting mechanism to the oversight committee on the mandate of the independent commissions regarding the performance of those commissions [To be coordinated and implemented with Action 2.1d of Independent Institutions & Public Service Reform and Strategy 3.2 of ICT subsector matrices] • • People’s Majlis PO, NDC Action 1.3d: Improve capacity of the committees of parliament, specifically the Independent Institutions Committee to annually review performance of independent institutions with a view towards increasing accountability, public scrutiny and continued improvement of independent institutions • • • • • People’s Majlis AGO S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES40 4 Policy 2: Create avenues for citizens to hold the State accountable Targets: Target 2.1: By 2023, 75% of the bills passed by the Parliament incorporates feedback from citizens Target 2.2: By 2021, An active mechanism exists for petitions submitted to parliament with more than 500 signatures to discuss and vote in the parliament Target 2.3: By 2023, Maldives joins Open Government Partnership (OPG) Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.1: Develop a mechanism for citizens to submit concerns regarding adherence to codes of conduct of State Institutions and propose ways to amend laws, regulations and policies on matters of significance to the public [M33] Strategy 2.1a: Amend parliamentary standing orders, rules and regulations to allow for public input in parliamentary work and deliberations and ensure petitions with more than 500 signatures are discussed and voted in the parliament [M33, P52, P55] • • People’s Majlis PO, AGO Strategy 2.1b: Establish a mechanism for citizens to submit petitions to the Government regarding policy issues/decisions that should be reviewed by the Cabinet [P56] • PO AGO Strategy 2.1c: Establish a mechanism for citizens to submit petitions to local councils requiring councils to conduct town hall meetings [M33] [To be coordinated and implemented with Action 3.1a of Decentralisation subsector matrix] • • LGA AGO, PO Action 2.1d: Amend parliamentary standing orders to facilitate the public, CSOs and other relevant parties to submit concerns regarding professionalism, ethics, and codes of conduct breaches of public officials • • People’s Majlis AGO, PO Strategy 2.2: Develop a mechanism to regularly share information on all government services and procedures Action 2.2a: Revamp the Government Gazette as a searchable database to provide relevant information on government services and procedures [To be coordinated and implemented with Policy 2 of ICT subsector matrix] • • PO NDC, CTO Action 2.2b: Establish, review, reform policies and measures to ensure Maldives meet the core eligibility criteria for the Open Government Partnership (OGP) to make government more open, accountable and responsive to the people [To be coordinated and implemented with Policy 2 of ICT subsector matrix] • • • • • PO MoCST, NDC, MoF, AGO, CTO GOOD GOVERNANCE 40 5 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.3: Establish a mechanism to enable citizen participation in parliamentary processes Action 2.3a: Support parliamentary committees and MPs to establish offices • • • • • People’s Majlis MoF Action 2.3b:Establish an accessible method to comment on bills submitted to parliament to ensure citizen participation in law making processes • • People’s Majlis PO, AGO, NDC Action 2.3c: Endorse the Declaration on Parliamentary Openness • • • People’s Majlis PO, MoFA, AGO, TM, MDN S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES406 Policy 3: Strengthen fiscal governance and improve the management of public finances Targets: Target 3.1: By 2023, all state institutions utilise and comply fully with the Public Finance Act and guidelines Target 3.2: By 2023, debt management improved in alignment with international best practices Target 3.3: By 2023, reduce budgetary deviations to 15% of the Approved Budget Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.1: Modernise the legal and regulatory framework for public financial management Action 3.1a: Amend public finance law and introduce clear and binding appropriation, rules and a framework for debt management [To be coordinated and implemented with Action 1.5a of Eliminating Corruption subsector matrix] • MoF AGO, PO, ACC, People’s Majlis Action 3.1b: Introduce government procurement guidelines and manuals to clear the ambiguities with the current public finance regulation [To be coordinated and implemented with Action 1.5d of Eliminating Corruption subsector matrix] • MoF AGO, PO, MoEn, MoED, BCC Strategy 3.2: Improve public debt management to enhance transparency and reduce fiscal risk Action 3.2a: Develop a clear policy for issuing guarantees, with a focus on the credit risk assessment requirement and procedure, and monitoring of outstanding exposure • • MoF PO, MMA Action 3.2b: Develop the domestic debt market by introducing market mechanism, enhancing market engagement, widening the investor base, and building a yield curve • • • • MoF MMA Action 3.2c: Upgrade the debt recording and management system and develop a unified debt database for more transparency and proactive debt management [To be coordinated and implemented with Policy 2 of ICT subsector matrix] • • • • • MoF PO, NDC, MoCST GOOD GOVERNANCE 40 7 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.3: Strengthen public investment management to improve their allocative and operational efficiency and mitigate fiscal risk Action 3.3a: Adopt more stringent project screening and vetting mechanisms for all public sector investment projects • • • • • MoF PO, MoNPI Action 3.3b: Develop a multi-year public investment program in line with the National Spatial Plan • • • • • MoF PO, MoNPI Action 3.3c: Integrate features to the existing project management portal, disclosing all major public investments, their rationale, feasibility studies and financing terms • • MoF PO, MoNPI Action 3.3d: Provide support to prepare finance and implement investment operations for relevant line ministries and SOEs • • • • • MoF PO, MoNPI Strategy 3.4: Implement procurement reforms to improve the efficiency and integrity of public procurement Action 3.4a: Strengthen the policy and regulatory framework for public procurement • • • • • MoF PO, AGO Action 3.4b: Introduce the pilot testing of green procurement and incorporate options for green public procurement and special considerations for SMEs [To be coordinated and implemented with Action 5.1e of Clean Energy subsector matrix] • • MoF MoEn, MoED Action 3.4c: Identify measures that can be incorporated to the public procurement framework to provide special considerations for SMEs [To be coordinated and implemented with Action 5.3b of SME subsector matrix] • • MoF MoED, BCC Action 3.4d: Improve the functioning of the National Tender Board • • • • • MoF PO Action 3.4e: Establish a State procurement portal that encompasses information on invitation for tenders, evaluation, contracting information, extension of contract, and completion of contractual obligations [To be coordinated and implemented with Strategy 1.5 of Eliminating Corruption subsector matrix] • • • • • MoF PO, ACC S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES40 8 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.5: Improve the internal and external control of public finances Action 3.5a: Adopt modified accrual accounting to see the true assets and liabilities of the State • • • • • MoF Audit Office Action 3.5b: Provide training and guidance to increase capacity of the State Internal Audit unit of MoF and line ministries • • • MoF Audit Office, PSTI Action 3.5c: Strengthen external audit, in line with international standards for supreme audit institutions (ISSAI) and with international good practice • • • • • Audit Office MoF, MIRA, GOOD GOVERNANCE 409 Policy 4: Strengthen Corporate Integrity and enhance the governance and oversight of State-Owned Enterprises (SOEs) Targets: Target 4.1: By 2023, all SOEs undertake regular corporate reporting Target 4.2: By 2023, all SOEs comply with code of conduct Target 4.3: By 2023, Audit reports show that all SOEs conduct procurement in a fair and transparent manner and that corruption and bribery cases are eliminated in SOEs Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.1: Strengthen the legal and regulatory framework for the operation and functioning of state-owned enterprises Action 4.1a: Review the current legal framework related to SOEs to minimise corrupt practices, and prevent Economic, Financial and Corporate Offences • AGO MoF, PCB, CMDA, People’s Majlis Action 4.1b: Amend the current Privatisation and Corporatisation Act, including increasing Privatisation and Corporatisation Board (PCB’s) prerogative to steer and oversee the performance of SOEs and their Boards • AGO MoF, PCB, People’s Majlis Action 4.1c: Improve regulation, enforcement and compliance in Corporate Reporting (mandatory reporting of companies) • PCB MoF, PCB Strategy 4.2: Strengthen the governance, functions and operations of SOEs Action 4.2a: Roll out of the code of corporate governance for SOEs ensuring that SOEs function and operate under there specified mandates of the Memorandum of Understanding and Articles of Association • • PCB MoF Action 4.2b: Improve administrative, recruitment procedures and practices of SOEs • • PCB MoF, MAHRP Action 4.2c: Establish procedures to handle and declare conflict of interest by Board Directors and management staff • PCB MoF Action 4.2d: Introduce measures to prepare business development plans and guidelines to set long term strategies for the organisation • • PCB MoF Action 4.2e: Introduce a measure for regular public disclosure and reporting of the Company activities • • PCB MoF, Action 4.2f: Facilitate corporate integrity self-assessments of SOEs • • • • • PCB MoF Action 4.2g: Collaborate with Public Service Training Institute (PSTI) to conduct trainings and refreshers to enhance the capacity of SOEs leadership • • • • • PCB MoF, PSTI S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES410 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Action 4.2h: Introduce career development coaching for females interested to be promoted to management and leadership levels at SOEs [To be coordinated and implemented with Strategy 1.3 of Gender Equality subsector matrix] • • • • • PCB MoGFSS, WOB, PSTI Strategy 4.3: Establish corporate Anti-Corruption Policies and Procedures for SOEs Action 4.3a: Establish a transparent and comprehensive procurement policy for SOEs with fair and transparent bidding processes [To be coordinated and implemented with Strategy 1.5 of Eliminating Corruption subsector matrix] • PCB MoF, ACC Action 4.3b: Conduct cross sectoral training on Maldives financial regulations and standard procurement processes • • PCB MoF Action 4.3c: Establish procedures for transparent CSR and sponsorship activities of SOEs • PCB MoF Action 4.3d: Establish procedures to deal with foreign currency transactions and cash transfers to prevent money laundering activities • • PCB MoF, MMA, MPS Action 4.3e: Ensure appointed SOE Board members are free of corruption charges and have gender balance [To be coordinated and implemented with Strategy 1.3 of Gender Equality subsector matrix] • • PCB MoF, PO, MoGFSS Strategy 4.4: Reform SOEs providing utility services to achieve the proposed integrated utility service delivery of the government Action 4.4a: Provide technical advice to the government on integrating utility services [To be coordinated and implemented with Strategy 4.1 of Clean Energy and Strategy 1.2 of Water & Sanitation subsector matrices] • • PCB PO, MoEn, MEA, Utilitiy Service Providers, MoF Action 4.4b: Develop an organisational structure and a human resource development plan for the integrated utility service providing SOEs • PO MoEn, Utility Service Providers, PCB Action 4.4c: Conduct annual regulatory, financial and technical audit of utility related SOEs and report to Utility Regulatory Authority (URA) for integrated utility services • • • • • MoEn MEA, MoEn, PCB, Audit Office, Utility Service Providers GOOD GOVERNANCE 4 11 Policy 5: Promote the right to exercising freedom of media in line with international best practices [M189] Targets: Target 5.1: By 2023, cases of intimidation and threats to journalist and media organisation reduced by at least 50% Target 5.2: By 2023, national press club is operational Target 5.3: By 2023, Press Freedom Index for Maldives improved by more than 25% compared to 2019 level Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 5.1: Strengthen the legal and regulatory framework to ensure effective functioning of regulatory authorities to allow for the work of an independent media, free from all forms of intimidation Action 5.1a: Amend the Public Service Media Act to allow for a non-partisan and independent public service media [TM Report] • • AGO MBC, PO, MoHA, People’s Majlis, TM Action 5.1b: Amend the Maldives Broadcasting Commission Act to disallow the Commission from having the authority to intimidate media organisations and limit the regulatory powers of the Commission to allow for a proper free media [TM Report] • • AGO PO, MBC, MoHA, People’s Majlis, TM Action 5.1c: Create legal framework to enable transparency of ownership of media organisations and disclosure of their financial information, in particular, their sources of income [TM Recommendations] • • • AGO PO, MBC, MoHA, TM, People’s Majlis Action 5.1d: Create a legal framework identifying and remedying hate speech • • AGO PO, MPS, MoHA, People’s Majlis Action 5.1e: Combine Broadcasting Commission and Media Council to establish a single regulatory body • • AGO PO, MoHA, People’s Majlis Strategy 5.2: Strengthen mechanisms to ensure protection for journalists and media organisations from all types of threats and intimidations Action 5.2a: Establish a mechanism within Maldives Police Service to prioritise the investigation of intimidation and threats to journalists and media organisations • • • MPS MoHA, PO Action 5.2b: Introduce provisions of redress for past failures of the State to investigate and address threats and attacks on media organisations and journalists [To be coordinated and implemented with Strategy 1.1 of Rule of Law & Judicial Reform subsector matrix] • • • • AGO PO, MoHA Action 5.2c: Establish a national press club • • PO MoHA, MBC S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES412 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 5.3: Develop media profession Action 5.3a: Facilitate media organisations to develop standards in media coverage that promote gender equality [TM Recommendation] [To be coordinated and implemented with Action 1.4b and 1.4c of Gender Equality subsector matrix] • • MMC MoHA, PO, MBC, MoGFSS Action 5.3b: Provide gender sensitisation trainings for media professionals [To be coordinated and implemented with Action 1.4b and 1.4c of Gender Equality subsector matrix] • • • • MoGFSS MMC, MBC, PO, MoHA Action 5.3c: Identify National skill gaps and Training needs in the field of Media and facilitate training opportunities through relevant national mechanisms to close the skills gap in the field of media [To be coordinated and implemented with Action 1.7a of Higher Education subsector matrix] • • MoHA MBC, MMC, MoHE Action 5.3d: Introduce investigative journalism as a component within the Journalism Degree Course at the Maldives National University • • • MoHE MoHA, MBC, MMC, MNU Action 5.3e: Increase funding and opportunities from national training, education and scholarship schemes for journalism courses • • • • MoHE MoHA, MBC, MMC, MNU GOOD GOVERNANCE 4 13 Policy 6: Promote transparency and accountability of Political Parties Targets: Target 6.1: By 2023, all political parties submit audited financial reports to Elections Commission Target 6.2: By 2023, public is adequately informed of political party funding, expenditures and other important activities Target 6.3: By 2023, all political parties have a quota for women amongst those who contest for elected positions Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 6.1: Strengthen and increase transparency of Political party financing Action 6.1a: Review laws and regulations related to political party financing including disclosure of party financing, and accounting for all donations • • • AGO PO, EC, Political Parties, People’s Majlis Action 6.1b: Strengthen reporting mechanism and disclosure of audited Financial Reports to both authorities and general public • • • • EC Political Parties, MoF, Audit Office Action 6.1c: Review, strengthen and reform the allocation of funds by state to political parties • • • • AGO PO, MoF, EC, Political Parties Strategy 6.2: Ensure political parties establish quotas to increase the participation of women in elected positions Action 6.2a: Submit a Bill to the Parliament to establish quotas for women within political parties in internal elections for elected positions. [To be coordinated and implemented with Strategy 1.3 of Gender Equality subsector matrix] • • • AGO People’s Majlis, NGOs, MoGFSS Action 6.2b: Conduct training and refresher programs to increase women’s political participation throughout the country [To be coordinated and implemented with Strategy 1.3 of Gender Equality subsector matrix] • • • • • MoGFSS PO, LGA, EC Action 6.2c: Conduct a media sensitisation program on media representation of women in politics and encourage and empower women into political positions [To be coordinated and implemented with Action 1.4b and 1.4c of Gender Equality subsector matrix] • • • • • MoGFSS PO, LGA, EC, Media Strategy 6.3: Make public disclosure of Financial and Audit Reports of all Electoral Candidates mandatory Action 6.3a: Bring necessary legal reforms to make all Electoral Candidates to publicly disclose their Financial and Audit Reports before and after elections • • • • AGO PO, EC, People’s Majlis Action 6.3b: Provide standardised financial reporting template for all mandatory financial reports to be submitted to the Elections Commission • • • EC Audit Office, ACC SAP S T R A T E G IC A C T IO N P L A N 2 0 19 2 0 2 3 G O V E R N M E N T O F M A L ID V E S 414 5.5 INDEPENDENT INSTITUTIONS & PUBLIC SERVICE REFORM Independent institutions were established in the Maldives through the 2008 Constitution and consists of the following 7 entities: Judicial Service Commission, Elections Commission, Civil Service Commission, Human Rights Commission, Anti-Corruption Commission, Auditor General, and Prosecutor General. These institutions are, by and large, perceived to be weak and politically compromised, and unable to uphold their constitutional mandates and adequately execute their powers and functions7. Constitutional and legislative constraints on their powers and functions, as well as the lack of adequate budget allocations for their effective functioning, are some of the structural and systemic impediments to these commissions realising their full potential. To address these challenges, the subsector proposes a parliamentary oversight mechanism to be established, along with appropriate legislative changes, to ensure that there is an effective accountability framework for independent institutions established in terms of the Constitution and laws. Other policy priorities relate to obligatory submission of reports, cases and complaints lodged with independent institutions to the Parliamentary Standing Committee on Independent Institutions, with a view to facilitating transparency and enabling parliamentarians to assess their effectiveness, legislative reforms and increasing efficiency of the organisations. The subsector further adds reforms to overall civil service and public service through increased human resource capacity building, technology application and management tools. 7 https://transparency.mv/2015/10/transparency-maldivesae 2015-maldives-democracy-survey-points-to-a-troubled-future for-democracy-in-the-maldives/ GOOD GOVERNANCE 4 15 Policy 1: Ensure the accountability of independent institutions [M23] Targets: Target 1.1: By 2023, at least 70% of audits conducted for independent institutions were reviewed and scrutinised by the Parliamentary Committees Target 1.2: By 2023, all independent institutions audited were able to comply at minimum 80% of the recommendations Target 1.3: By 2021, all independent institutions have active compliance officers Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.1: Develop a mechanism for parliament to oversee the administrative and performance audits of independent institutions by the parliament [A19] Action 1.1a: Introduce annual performance indicators for all independent institutions • • • • • People’s Majlis AGO, Independent Institutions Action 1.1b: Conduct performance and administrative audit of independent institutions by the Auditor General’s Office • • • • Audit Office AGO, Independent Institutions Action 1.1c: Establish a process for parliament’s standing committee on independent institutions to assess and review performance audits conducted by Audit Office for Independent Institutions • • • • People’s Majlis AGO, Independent Institutions Strategy 1.2: Develop a mechanism by which the Parliament Committees on Independent Institutions can monitor the adherence to the respective legislations governing each independent institution Action 1.2a: Establish a specific mechanism by which the Parliament assigns time to debate and review annual reports of independent institutions • • • People’s Majlis AGO, PO Action 1.2b: Draft and implement a specific guideline to debate annual reports of independent institutions • • • People’s Majlis AGO, PO Action 1.2c: Appoint compliance officers for every independent institution in order to facilitate effective reporting on compliance with laws, and instructions from the parliament standing committee and findings of external and internal audits • • • AGO People’s Majlis, PO, Independent Institutions S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES416 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.3: Increase accountability and independence of members of the independent institutions Action 1.3a: Create a comprehensive legal framework on the regulation and governance of independent institutions [To be coordinated and implemented with Action 1.3d of Accountable State subsector matrix] • • AGO People’s Majlis, Independent Institutions Action 1.3b: Harmonise appointment and dismissal procedures for members of independent institutions under a professional and transparent criterion • • • AGO PO, People’s Majlis Action 1.3c: Establish an asset declaration regime for all members of the independent institutions that take into account disclosure of assets, business and activities outside the jurisdiction of the Maldives, assets of public officials’ spouses and children, as well as a verification and proactive mechanism and ensure it’s made available to the public periodically [To be coordinated and implemented with Action 2.1a of Eliminating Corruption subsector matrix] • • • • AGO PO, People’s Majlis, ACC, Audit Office Action 1.3d: Review and strengthen asset disclosure, revolving door and conflict of interest policies for members of independent institutions • • • • AGO PO, People’s Majlis, ACC GOOD GOVERNANCE 4 17 Policy 2: Create a modern public administration system [M23, M175] Targets: Target 2.1: By 2023, a competency-based pay structure is adopted by public service under the direction of National Pay Commission Target 2.2: By 2023, active use of a centralised and integrated information management system is practiced Target 2.3: By 2023, public confidence in public service delivery is improved by 25% compared to 2018 Target 2.4: By 2023, all public service training is provided by PSTI Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.1: Reform the administrative mechanism, structure and operation of the civil service to strengthen public service delivery Action 2.1a: Develop the legal framework for a modern public administration system including reforms to Civil Service Act, Employment Act, Pension Act and Transition Act [To be coordinated and implemented with Action 2.2b of Labour, Employment & Migration subsector matrix] • • • AGO CSC, PO, People’s Majlis Action 2.1b: Review and revise the administrative and organisational structures to promote integrity, effectiveness and efficiency of public service institutions • • • PO CSC Action 2.1c: Establish an effective, transparent and competency based recruitment and performance management system • • • CSC PO Action 2.1d: Establish a citizen oriented public service through digitisation and improvement in quality and responsiveness of service delivery including a centralised complaints and feedback handling mechanism [To be coordinated and implemented with Action 2.2d of Eliminating Corruption, Action 1.3c of Accountable State and Strategy 3.2 of ICT subsector matrices] • • • • PO NDC, CSC Action 2.1e: Harmonise pay structure and pension structure of public service [To be coordinated and implemented with Policy 1 of Labour, Employment & Migration subsector matrix] • • • • PC PO, MoF, CSC, Independent Institutions, DJA Action 2.1f: Introduce succession plan for career growth, promotions and motivation for public servants • • • CSC PO Action 2.1g: Develop cadres for different public service professions • • • CSC PO S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES418 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.2: Strengthen planning, monitoring and data/ statistics management within the state Action 2.2a: Draft and enact a National Planning Act and National Statistics Act to institutionalise all planning processes of the state including national and local planning, sectoral and organisational planning, and implement the National Strategy for Development of Statistics to provide data for evidence based decisions • • MoNPI AGO, PO, LGA, PCB, People’s Majlis, NBS Action 2.2b: Develop planning, monitoring, data management and research functions of all line ministries, independent institutions and local councils to facilitate the full implementation of the National Planning Act • • MoNPI AGO, PO, LGA, PCB, People’s Majlis, NBS Action 2.2c: Build the legal framework for defining, collecting, storing, classifying, sharing and archiving of digitised and non digitised data [To be coordinated and implemented with Policy 2 of ICT subsector matrix] • • • • AGO PO, NDC, CTO Action 2.2d: Develop centralised and integrated information management systems to make information readily available [To be coordinated and implemented with Policy 2 of ICT subsector matrices] • • • • NDC ICOM, PO, CSC, Independent Institutions, DJA, MoCST, CTO Action 2.2e: Establish effective knowledge management systems and mechanism in state institutions including integrated document and records management systems [To be coordinated and implemented with Policy 2 of ICT subsector matrix] • • • • NDC PO, CSC, Independent Institutions, DJA, ICOM, NA, CTO Action 2.2f: Develop information classification and handling standards • • • • ICOM PO, NDC, CSC, Independent Institutions, DJA, NA, CTO Action 2.2g: Review the Right to Information Act to close the gaps that institutions use for non-disclosure or delay in sharing of information • • • AGO People’s Majlis, All State Institutions, Media, NA, ICOM GOOD GOVERNANCE 4 19 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.3: Centralise all public service trainings Action 2.3a: Establish a centralized Public Service Training Institute (PSTI) in the Maldives • • • PO CSC Action 2.3b: Establish a mechanism to ensure that all the public service sector training needs to be identified and conducted through the newly established PSTI • • • PSTI CSC, Independent Institutions Action 2.3c: Introduce compulsory induction programmes and continuous professional development programmes for all public servants • • • • PSTI CSC, Independent Institutions, DJA Action 2.3d: Provide mandatory trainings on anti-corruption, code of conduct, ethics and sexual harassment to all newly recruited public service officials • • • • PSTI ACC, All State Institutions Action 2.3e: Expand the capacity of PSTI to cater for the training needs of public service • • • • PSTI MoF, CSC, PO Action 2.3f: Coordinate with Office of the Chief Technical Officer to develop and standardise ICT competency standards and training curriculums for public sector employees [To be coordinated and implemented with Strategy 5.3a of ICT subsector matrix] • • PSTI CTO, CSC, PCB Action 2.3g: Establish an online training platform for technology training and refresher programs for PTSI [To be coordinated and implemented with Strategy 5.3b of ICT subsector matrix] • • PSTI CTO, CSC, PCB Action 2.3h: Support PSTI to introduce targeted training modules for existing female public servants and those who have taken a career break to receive continuous coaching, mentoring and counselling to return to work and to focus on their career progression • • PSTI MoGFSS SAP S T R A T E G IC A C T IO N P L A N 2 0 19 2 0 2 3 G O V E R N M E N T O F M A L ID V E S 420 5.6 GENDER EQUALITY While Maldives’ global ranking on gender equality has improved, gender gaps persist. Gender equality has been boosted by an increase in the ratio of girls attending primary education, higher female enrolment in tertiary education and an increase in the percentage of women holding ministerial positions, women’s political representation is very low, while 35% of the cabinet is women, only 4.6 percent of seats in the current parliament (4 out of 87 seats) are held by women. Women’s labour force participation rates have declined significantly in the four previous decades and women’s unemployment rates are still highly disadvantageous as compared to men’s (twice as many women than men are unemployed)8. Despite advancements in legal and policy framework including the passage of a domestic violence, a sexual harassment act and gender equality law, administrative, budgetary and human resource constraints restrict the implementation of these laws to achieve gender equality This subsector recognises the importance of gender as a governance issue and advocates polices on increasing women in decision making and participation in public life to achieve an inclusive, balanced and peaceful society. The policy priorities of subsector centres on increasing women’s representation in decision making, minimising sexual harassment, domestic violence, eliminating barriers for women to participate in economic activity including cultural barriers by promoting shared care work and household responsibilities. 8 May, J.F. 2016. Maldives’ Population Dynamics: Policy Prospects for Human Growth and Opportunity. UNFPA Maldives. Male’, Maldives. GOOD GOVERNANCE 4 2 1 Policy 1: Increase the role of women in political, social and economic decision making [M33] Targets: Target 1.1: By 2020, national targets for female representation at key decision-making levels are finalised Target 1.2: By 2023, affirmative action is taken to increase female representation in the judicial sector Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.1: Ensure effective implementation of Gender Equality Law (GEL) Action 1.1a: Endorse and implement the National Policy of Gender Equality • MoGFSS PO,NGOs Action 1.1b: Finalise and implement the Gender Equality Action Plan developed under the GEL through an inclusive participatory process • • MoGFSS PO, NGOs Action 1.1c: Conduct comprehensive review of legal and institutional framework to support the implementation of GEL • • MoGFSS AGO Strategy 1.2: Empower Women Development Committees (WDCs) [M33] Action 1.2a: Clarify the roles and responsibilities of WDCs [To be coordinated and implemented with Action 4.1b of Decentralisation subsector matrix] • • AGO MoGFSS, LGA Action 1.2b: Provide adequate resources, sufficient budget and autonomy for WDCs to function effectively [M33] [To be coordinated and implemented with Action 4.1c of Decentralisation subsector matrix] • • • • • MoF LGA, MoGFSS, Local Councils Action 1.2c: Provide a suitable allowance for WDC members [To be coordinated and implemented with Action 4.1d of Decentralisation subsector matrix] • • • • • MoF LGA, Local Councils Action 1.2d: Strengthen the functioning of WDCs across the country through targeted training programs and technical support [To be coordinated and implemented with Action 4.1e of Decentralisation and Action 1.2c Community Empowerment subsector matrices] • • • LGA NGOs, International Development Agencies, PSTI MoGFSS Action 1.2e: Provide support to integrate and enhance WDCs role in Community Social Groups (CSGs) and on economic empowerment of women [To be coordinated and implementation with Action 4.5b of Social Protection and Action 1.1d and 1.2c Community empowerment subsector matrices] • • • • MoGFSS LGA, Local Councils S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES422 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.3: Increase the role of women in decision making levels [M184] Action 1.3a: Establish electoral quotas for women for local councils [M187] [To be coordinated and implemented with Action 4.1a of Decentralisation subsector matrix] • AGO LGA,PO,EC Action 1.3b: Set national policy targets to ensure representation of women in key decision-making levels • • MoGFSS PO Action 1.3c: Build capacity of individuals to take up political and leadership roles in the public sphere • • • • • MoGFSS MoYSCE, MoHE, PSTI Action 1.3d: Conduct regular advocacy through dialogues with political parties to set targets for increased numbers of female candidates in local and national elections [To be coordinated and implemented with Strategy 6.2 of Accountable State subsector matrix] • • • • • MoGFSS CSOs, EC, Political Parties Action 1.3e: Create a conducive environment to facilitate women’s election campaign process, including campaign finances [To be coordinated and implemented with Strategy 6.2 of Accountable State subsector matrix] • • • • • EC MoGFSS, LGA, Local Councils Action 1.3f: Assess media’s role on the coverage and representation of male and female candidates during election campaign through a structured media monitoring programme [To be coordinated and implemented with Action 5.3b of Accountable State subsector matrix] • • • • • MoGFSS PSM, MMC, MoHA Action 1.3g: Develop and conduct standard gender orientation and refresher programs for Parliament members, local councils, judges and other key public officials [To be coordinated and implemented with Action 5.3b and 6.2c of Accountable State and Action 3.3a of Rule of Law & Judicial Reform subsector matrices] • • • • • MoGFSS People’s Majlis, LGA, DJA Action 1.3h: Take affirmative action to increase female representation in the judicial sector [To be coordinated and implemented with Action 3.1e of Rule of Law & Judicial Reform subsector matrix] • • • • • DJA MoGFSS, AGO, JSC, People’s Majlis GOOD GOVERNANCE 423 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.4: Promote research and advocacy on women’s rights Action 1.4a: Strengthen national data collection on PVE, trafficking and gender related indicators [To be coordinated and implemented with Policy 2 of ICT and Action 2.2e of Independent Institution & Public Service Reform subsector matrices] • • • • • MoGFSS CTO, NBS, Immigration, NDC Action 1.4b: Conduct public awareness and social media campaigns on women’s empowerment and gender equality • • • • • MoGFSS PSM Action 1.4c: Conduct sensitisation training for media professionals, NGOs and individuals and facilitate awards for media personnel who demonstrate a commitment in promoting gender equality in their work [To be coordinated and implemented with Action 5.3b of Accountable State subsector matrix] • • • • • MoGFSS MBC, Media partners Action 1.4d: Conduct an assessment on the impact of the Paternity leave, and 6 months Maternity leave, flexi hours in order to evaluate the effectiveness of these initiatives • • • • MoGFSS CSC, PO S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES424 Policy 2: Minimise sexual harassment, domestic violence and other forms of gender-based violence [M188] Targets: Target 2.1: By 2021, a helpline for DV victims is operational Target 2.2: By 2022, all domestic violence shelters are functional and have standardised operational procedures in place Target 2.3: By 2023, all DV survivors requiring financial support has benefited from the emergency fund Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.1: Ensure the effective enforcement of the Domestic Violence (DV) Act Action 2.1a: Conduct a review of the implementation status of the DV Act • • FPA MoGFSS Action 2.1b: Monitor the effectiveness of implementation of the DV Act • • • • • FPA MoGFSS Strategy 2.2: Ensure the enforcement of legislations related to sexual harassment and other forms of gender based violence [M188] Action 2.2a: Conduct sensitisation programmes and refresher trainings targeting enforcement agencies to enhance multi sectorial services and implementation of legislations related to sexual harassment, domestic violence and other forms of gender-based violence [To be coordinated and implemented with Action 5.3b and 6.2c of Accountable State and Action 3.3a of Rule of Law & Judicial Reform subsector matrices] • • • • • MoGFSS MPS, FPA, FCSC, AGO, PSTI Action 2.2b: Conduct an assessment to identify main challenges faced in implementation of legislations related to sexual harassment, domestic violence and other forms of gender based violence [To be coordinated and implemented with Strategy 2.1 of Social Protection subsector matrix] • • • MoGFSS MPS, FPA, FCSC Action 2.2c: Establish a helpline for Gender based violence victims and a helpline for survivors of domestic violence • MoGFSS CAM Action 2.2d: Formulate and operationalise SOPs for Domestic Violence Shelters and ensure that these shelters are fully functional • • • • MoGFSS FPA Action 2.2e: Establish an emergency fund for survivors and families affected by domestic violence • • MoGFSS MoF, NSPA , FPA GOOD GOVERNANCE 425 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.3: Strengthen health sector response to sexual harassment, domestic violence and other forms of gender based violence [Gender Equality SAP] Action 2.3a: Review and revise existing guidelines on Sexual reproductive health education for Health Professionals and Health Service Providers [To be coordinated and implemented with Strategy 1.5 of Health subsector matrix] • • MoH MoGFSS, HPA Action 2.3b: Revise the existing e-module to include sexual reproductive health education and explore other innovative information technology platforms to run trainings to health professionals. [To be coordinated and implemented with Strategy 3.2 of ICT subsector matrix] • • MoH MoGFSS, HPA, NDC, MoCST Action 2.3c: Review and revise the Health Sector Response to Gender Based Violence (GBV): National Guideline on providing care and prevention for Health Care Providers • • • • • MoH MoGFSS, FPA, HPA Action 2.3d: Create a mechanism to monitor health professionals’ adherence to Domestic Violence Prevention Act and the Health Sector Response to GBV: National Guideline on providing care and prevention for Health Care Providers • • • • • MoH MoGFSS, FPA, HPA S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES426 Policy 3: Eliminate socially constructed gender barriers preventing equal rights, participation and benefits for women in social and economic spheres Targets: Target 3.1: By 2022, at least 3 childcare institutions subsidised by state is operational Target 3.2: By 2023, at least 25% of employees working in the tourism sector are female Target 3.3: By 2023, at least 50% of entrepreneurship trainees at the BDCs are women Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.1: Ensure that women are economically empowered [M185; MM3.2.3] Action 3.1a: Improve data collection and analysis of women’s employment and entrepreneurship trends including women’s economic contributions through home-based and informal work and account the unpaid work of women [To be coordinated and implemented with Policy 2 of ICT subsector matrix] • • NBS CTO, MoNPI, MoED, MoGFSS Action 3.1b: Conduct a detailed analysis on the economic participation and vulnerabilities faced by women using existing data sources and identify data gaps • • MoED MoGFSS, NBS Action 3.1c: Advocate and conduct awareness sessions to communities on eliminating barriers faced by women to establish self-sufficiency • • • • • MoED MoGFSS GOOD GOVERNANCE 4 27 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.2: Increase the participation of women in the tourism sector Action 3.2a: Establish a mechanism to collect sex disaggregated employment data from tourist resorts, guesthouses and other tourism related establishments, suppliers, agents and similar entities engaged in the tourism sector [To be coordinated and implemented with Policy 2 of ICT subsector matrix] • • MoT MoGFSS, NBS, MoED, NDC Action 3.2b: Regulate the proportion of local and expatriate employees, with special focus on setting ratios for female employees [To be coordinated and implemented with Action 4.4e of Tourism subsector matrix] • • MoT MoGFSS, MoED Action 3.2c: Develop standards for onsite accommodation facilities on tourist resorts to protect and safeguard the rights, privacy and dignity of employees [To be coordinated and implemented with Strategy 4.3 of Tourism subsector matrix] • • MoT MoED, TEAM Action 3.2d: Create transport inter-linkages with economic hubs identified across the country [To be coordinated and implemented with Action 2.1c of Transport Network subsector matrix] • • MoTCA MoED, MoT, MTA, MoNPI Strategy 3.3: Improve access to credit and financial mechanisms for female entrepreneurs Action 3.3a: Establish mechanisms to facilitate female entrepreneurs to access SME loans and non-banking financial mechanisms to facilitate economic activity • • • MoED MoGFSS, MoF, BMl, IBM, SDFC Action 3.3b: Review current lending regulations to identify constraints faced by SMEs [To be coordinated and implemented with Strategy 2.2 of SME subsector matrix] • • • MMA AGO, Banks Action 3.3c: Design and conduct gender sensitive training programs for female entrepreneurs to improve their bookkeeping, financial record management and business management • • MoED MoGFSS, MoT, SDFC, UN Women, PSTI S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES428 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.4: Foster the growth of digital entrepreneurs, particularly among women and youth Action 3.4a: Review and strengthen the current legislative and regulatory framework to ensure that the rights of online entrepreneurs and businesses are safeguarded [To be coordinated and implemented with Strategy 1.2 of ICT and Strategy 4.2 of SME subsector matrices] • • MoED AGO Action 3.4b: Strengthen payment gateways to facilitate online payments and remittances [To be coordinated and implemented with Action 4.3a of ICT and Policy 3 of SME subsector matrices] • • MMA MoF Action 3.4c: Develop and train to use internet-based systems for women to work from home [To be coordinated and implemented with Strategy 5.2 of ICT and Action 4.1b of SME subsector matrices] • • • • • NDC MoGFSS Action 3.4d: Establish a platform to promote online entrepreneurs [To be coordinated and implemented with Strategy 5.2 of ICT subsector matrix] • • MoED NDC Strategy 3.5: Strengthen support systems for working parents Action 3.5a: Establish a state-owned childcare institution [To be coordinated and implemented with Action 5.1b of Social Protection subsector matrix] • • • • MoGFSS MoED Action 3.5b: Establish monitoring regime on the regulations for the conduction and operation of privately-owned childcare establishments [To be coordinated and implemented with Action 5.1b of Social Protection subsector matrix] • • MoGFSS FPA Action 3.5c: Introduce a licencing system for care takers working in childcare facilities and other similar establishments including private academic institutions • • • MoGFSS MPS Strategy 3.6: Enhance the awareness of civil servants on gender equality Action 3.6a: Facilitate amendment of Civil service appraisal system, job descriptions to introduce gender analytical skills needed and integrate gender mainstreaming as a component for civil servants’ induction programmes and professional development programmes [To be coordinated and implemented with Action 2.1f of Independent Institutions & Public Service Reform subsector matrix] • • CSC MoGFSS, PSTI GOOD GOVERNANCE 429 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.7: Recognise shared work and parental responsibilities between men and women and increase public awareness on the long-term benefits of ensuring gender equality across all spheres of private and public life [Gender Equality SAP] Action 3.7a: Create an experience sharing platform for exchange between families of women in public offices and families of aspiring women leaders • • MoGFSS UN Women Action 3.7b: Launch a media campaign to increase the visibility of women and men contributing to families and the society in non-gender stereotypical ways • MoGFSS MBC Action 3.7c: Establish a national mechanism to recognise, measure and respond to women and men who contribute to families, communities and economy through unpaid work • • MoGFSS MoED SAP S T R A T E G IC A C T IO N P L A N 2 0 19 2 0 2 3 G O V E R N M E N T O F M A L ID V E S 430 5.7 FOREIGN AFFAIRS The foreign policy of the Maldives is founded on the principles of multilateralism enshrined in the UN Charter, and international engagement with its foreign partners to achieve economic, environmental and social security. The Maldives foreign policy will be based on climate diplomacy, democracy and human rights. As a frontline state, the Maldives will once again be a leader in the climate change negotiations and advocate for stronger climate action. Key policy priorities in this subsector include building bilateral and multilateral cooperation, strengthening ties with Indian Ocean Region countries to ensure peace and security in the Indian Ocean, promoting commercial diplomacy and safeguarding economic interests of the country, improving consular services abroad and increasing the professional standards of foreign service staff. GOOD GOVERNANCE 4 3 1 Policy 1: Enhance bilateral and multilateral engagements to safeguard the sovereignty and territorial integrity Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.1: Strengthen the Maldives’ bilateral relationships with key regional and global powers Action 1.1a: Establish and enhance diplomatic relations including appointing new Ambassadors and Honorary Consuls • • • • • MoFA AGO, PO Action 1.1b: Increase frequency of high-level exchanges on areas of interest to the Maldives such as climate change, Indian ocean security etc. • • • • • MoFA PO Action 1.1c: Enhance implementation of bilateral agreements through greater aid coordination • • • • • MoFA PO Strategy 1.2: Maximise leverage of Maldives’ participation in the multilateral arena Action 1.2a: Re-join the Commonwealth • • • MoFA PO, AGO Action 1.2b: Increase space for Maldives participation in, and strive to shape outcomes in favour of Maldives positions • • • • • MoFA PO, AGO Action 1.2c: Identify and increase accession to key international conventions in line with national priorities • • • • • MoFA PO, AGO Action 1.2d: Deepen the bonds of friendship and cooperation with key international civil society organisations and international foreign policy think tanks • • • • MoFA PO, AGO, MoNPI, MoHA, MoED Strategy 1.3: Increase engagement with international human rights mechanisms, to strengthen human rights nationally Action 1.3a: Seek membership and leverage support for Maldives positions in the UN Human Rights Council • • • • • MoFA AGO, MoGFSS, MoNPI Action 1.3b: Increase participation in, international forums and build linkages with international civil society organisations and other institutions that promote human rights principles, democracy and good governance • • • • • MoFA PO, AGO, MoNPI, MoHA Strategy 1.4: Promote and protect the maritime boundary of the Maldives Action 1.4a: Expedite the processes required to finalise the claim for continental shelf limits as submitted to the UN on 26 July 2010 in accordance with Article 76 (8) of the United National Convention of the Law of the Sea (UNCLOS) • • • • • MoFA AGO, MoD Action 1.4b: Promote cooperation with neighbouring countries on maritime security through diplomacy and technical assistance [To be coordinated and implemented with Action 1.1d of National Security & Public Safety subsector matrix] • • • • • MoFA AGO, MoFMRA, MoEn, MoD, MoHA S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES432 Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 1.5: Increase support for international efforts on promoting and maintaining regional and global peace, security, and stability Action 1.5a: Strengthen cooperation with strategic partners and neighbouring countries in combatting terrorism, cybercrimes, violent extremism, radicalisation, drug trafficking, and human trafficking [To be coordinated and implemented with Action 2.1e of National Security &Public Safety subsector matrix] • • • • • MoFA AGO, MoD, NCTC, MoGFSS, MoIA, MoCST Action 1.5b: Increase the number of training and capacity building opportunities from relevant institutions in neighbouring countries • • • • • MoFA AGO, MoD, NCTC, MoGFSS, MoIA, MoCST Strategy 1.6: Establish a leading role on climate diplomacy and advocacy on the international front [To be coordinated and implemented with Strategy 3.2 of Resilient Communities subsector matrix] Action 1.6a: Formulate and implement a strategy on conducting climate diplomacy • • • MoFA MoEn Action 1.6b: Increase Maldives representation at international climate change related forums • • • • • MoFA PO, MoEn, MoNPI Action 1.6c: Host a high-level international conference on climate change and Small Island Developing States • • • • • MoFA PO, MoEn, MoNPI Action 1.6d: Seek new funding/assistance for climate action through climate diplomacy • • • • • MoFA PO, MoEn, MoNPI Strategy 1.7: Strengthen outreach and consolidate relations with the Islamic World Action 1.7a: Strengthen existing ties with Organisation of Islamic Cooperation (OIC), including appointment of an Ambassador to OIC • • • MoFA PO, MoIA Action 1.7b: Contribute proactively to the issues that concern the Islamic world aimed at promoting the true Islamic values of respect and tolerance • MoFA MoIA Action 1.7c: Establish partnerships for higher education with universities in Islamic countries that align with principles of tolerance • • • • • MoFA PO, MoIA, AGO, MoED, MoHE Action 1.7d: Increase Islamic art and cultural exchange with other nations • • • • • MoFA PO, MoHE, MoIA GOOD GOVERNANCE 433 Policy 2: Improve and strengthen diplomatic ties with Indian Ocean Region countries to ensure peace and security in the Indian Ocean Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 2.1: Strengthen the Maldives’ engagement with South Asian countries Action 2.1a: Increase Maldives participation in promoting peace and security initiatives in Indian Ocean through SAARC and other forums • • • • • MoFA PO, MoT, MoED Action 2.1b: Strengthen Regional Cooperation in South Asia • • • • • MoFA MoHA, MoD, MoT, MoED Strategy 2.2: Strengthen the Maldives’ engagement with Indian Ocean Region Action 2.2a: Promote peace and security initiatives in Indian Ocean through IORA and other forums • • • • • MoFA PO, MoHA, MoD, Action 2.2b: Host an event/conference in Maldives on peace and security in the Indian Ocean • • • • • MoFA PO, MoHA, MoD, MoT Action 2.2c: Host an event/conference in Maldives on environment and climate change in the Indian Ocean • • • • • MoFA PO, AGO, MoD, MoED, MoT Action 2.2d: Enhance existing levels of sports diplomacy including hosting Indian Ocean Island Games 2023 • • • • • MoYSCE PO, MoEn, MoNPI, MoT, MoFA S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES434 Policy 3: Strengthen economic and trade diplomacy Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 3.1: Increase trade, tourism and investment promotion opportunities through Maldivian Missions [To be coordinated and implemented with Strategy 2.2 of Economic Diversification subsector matrix] Action 3.1a: Review and reorient Maldives Honorary Consul network for promoting investment, trade, tourism and educational opportunities • • • • • MoFA PO, AGO, MoED, MoT, MoHE, MoE Action 3.1b: Conclude bilateral and multilateral agreements for promoting investments and exports • • • • • MoFA PO, AGO, MoED, MoF Action 3.1c: Promote investment opportunities in the Maldives and facilitate Maldivian commercial interests abroad through investor forums and by exploring marketing opportunities • • • • • MoFA PO, AGO, MoED, MoF GOOD GOVERNANCE 435 Policy 4: Provide a quality and efficient consular service to Maldivians abroad Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 4.1: Strengthen consular services for Maldivians abroad Action 4.1a: Increase awareness about consular services abroad • • • • • MoFA Action 4.1b: Establish an emergency consular trust fund for assisting Maldivians in distress • • • • • MoFA PO, AGO, MoF Action 4.1c: Appointment of Honorary Consuls in key countries • • • • • MoFA PO, MoF Action 4.1d: Conclude visa waiver agreements and arrangements for ease of travel • • • • • MoFA PO S A PSTRATEGIC ACTION PLAN 2019 -2023 GOVERNMENT OF MALIDVES436 Policy 5: Establishment of a professional Foreign Service Strategies Action 20 19 20 20 20 21 20 22 20 23 Lead Implementing Agency Other Implementing Agencies Strategy 5.1: Developing Human Resource capacity of Foreign Service Action 5.1a: Enact the Foreign Service Act • • AGO People’s Majlis, PO, MoF, MoFA Action 5.1b: Strengthen and institutionalise the Foreign Service Institute of Maldives • • • • • MoFA MQA, MNU, PSTI Strategy 5.2: Strengthen the administrative, coordination and monitoring mechanism in the foreign service Action 5.2a: Develop a mechanism for regular dialogue between Missions and Headquarters • • • • • MoFA Action 5.2b: Develop an integrated management system to interlink missions, consular and Headquarters [To be coordinated and implemented with Policy 2 of ICT subsector matrix] • • • • • MoFA NDC, CTO Action 5.2c: Establish a coordinating mechanism within the Government on mobilising and seeking resources abroad • • • MoFA MoF S A P S T R A T E G IC A C T IO N P L A N 2 0 19 2 0 2 3 T H E R E P U B L IC O F M A L ID V E S Good Governance Aasandha ACC ACTSD ADR AGO AIA AMR ANS APL ARC ASRH ATA Audit O�ce Bar Council BATNEEC BC BCC BML BPEO BVISM CAM CBA CBO CBPO CBR CC CDMR CGS CMDA CORSIA CSC CSG CSO CSTI CTO DALYs DAM DASA DBA DC Dhiraagu DJA DNR Aasandha Company Anti-Corruption Commission Advisory Committee on Training and Skill Development Alternative Dispute Resolution Attorney General’s O�ce ADDU International Airport Limited Antimicrobial Resistance Airport and Air Navigation Service Assistive Products List Advocating the Rights of Children Adolescent Sexual and Reproductive Health Association of Travel Agents Auditor General's O�ce Maldives Bar Association Best Available Techniques Not Entailing Excessive Cost Business Centres Business Center Corporation Bank of Maldives Best Practical Environmental Options Blind and Visially Impaired Association of Maldives Communications Authority of Maldives Curriculum Base Assessment Community Based Organization Community-based producer organization Community Based Rehabilitation Civil Court Disability Management and Rehabilitation Credit Guarantee Scheme Capital Market Development Authority Carbon O�setting and Reduction Scheme for International Aviation Civil Service Commission Community Social Group Civil Society Organization Civil Service Training Institute Chief Technology O�cer Disability Adjusted Life Years Divers' Association of Maldives Directorate of Aviation Security Administration Dhivehibahuge Ekedamee Drug Court Dhivehi Raajjeyge Gulhun Private Limited Department of Judicial Administration Department of National Registration DOH DPO DRR DV EBT EC EIA Employer Federation ENDS EPA EPR ERTs EToM FA FAM FC FCL FCSC FDC FIS FMCL FPA FPU FTFs GAM GBV GDP GEL HACCP HDC HDFC HDI HEI HEMIS HFs HPA HPL HRCM IASL IBM IBT ICAO ICOM ICOST IDB IGMH ILO Department of Heritage Disabled People's Organisations Disaster Risk Reduction Domestic Violence Employer Based Training Elections Commission Environmental Impact Assessment National Federation of Maldivian Employers Electronic Nicotine Delivery System Environment Protection Agency Extended Producer Responsibility Emergency Response Teams Employment Tribunal of Maldives Figh Academy Football Association of Maldives Family Court FENAKA Corporation Limited Family and Children Service Centre Fahi Dhiriulhun Corporation Fishery Information System Fund Management Corportation Limited Family Protection Authority Family Protection Unit (IGMH) Foreign Terrorist Fighters Guesthouse Association of Maldives Gender Based Violence Gross Domestic Product Gender Equality Law Hazard Analysis Critical Control Points Housing Development Corporation Housing Development Finance Corporation Human Development Index Higher Education Institution Higher Education Management Information System Health Facilities Health Protection Agency S.Hithadhoo Ports Limited Human Rights Commission of Maldives Island Aviation Services Limited Island Beverages Maldives Institution Based Learning International Civil Aviation Organization Information Commissioner’s O�ce Institute for Correctional Service Islamic Development Bank Indira Gandhi Memorial Hospital International Labour Organization ACRONYMS Immigration IMO IOM IORA IOTC ISO ISR ITN IUCN IUM IWMC JCI JJU Journey JSC KPL LAM LD LGA LGTI Local Councils LRA MACCS MACI MACL MAHC MAHRP Manfaa Centre MAPD MATATO MATI MAYA MBC MBS MBuC MCAA MCB MCrS MCS MDA MDN MEA MEMIS MFDA Maldives Immigration International Maritime Organisation International Organisation for Migration Indian Ocean Rim Association Indian Ocean Tuna Commission International Organisation for Standardisation Intelligence, Surveillance and Reconnaissance Integrated Transportation Network Internation Union for Conservation of Nature Islamic University of Maldives Island Waste Management Centre Junior Chamber International Juvenile Justice Unit Journey NGO Judicial Service Commission H.Dh. Kulhudhufishi Ports Limited Liveaboard Association of Maldives Learning Di�culity Local Government Authority Local Governance Training Institute Local Councils, Island Councils Labour Relations Authority Maldives Authentic Crafts Cooperative Society Maldives Association of Construction Industry Maldives Airports Company Limited Maldives Allied Health Council Maldives Association of Human Resources Pro�essionals Manfaa Centre on Ageing Maldives Association of Physical Disables Maldives Association of Travel Agents and Tour Operators Maldives Association of Tourism Industry Maldives Association of Yacht Agents Maldives Broadcasting Commission Maldives Blood Services Maldives Business Community Maldives Civil Aviation Authority Maldives Commercial Bank Maldives Correctional Services Maldives Customs Services Maritime Domain Awareness Maldivian Democracy Network Maldives Energy Authority Maldives Education Management Information System Maldives Food and Drug Authority MFMC MGT MHAF MHC MIAC MIB MICE MIFCO MIRA MLSA MMA MMC MMDC MMPRC MMRI MMS MNDF MNIS MNMC MNU MoACH MoCST MoD MoE MoED MoEn MoF MoFA MoFMRA MoGFSS MoH MoHA MoHE MoHUD MoIA MoNPI MoT MoTCA MoYSCE MPAO MPC MPL MPS MQA MRC MRPS MSE Maldives Fund Management Corporation Multi Grade Teaching Mental Health Awareness Foundation Maldives Hajj Corporation Maldives International Arbitration Centre Maldives Islamic Bank Meetings, Incentives, Conferences and Exhibitions Maldives Industrial Fisheries Company Limited Maldives Inland Revenue Authority Maldives Land and Survey Authority Maldives Monetary Authority Maldives Media Council Maldives Medical and Dental Council Maldives Marketing and Public Relations Corporation Maldives Marine Research Institute Maldives Meteorological Services Maldives National Defence Force Maldives National Institute of Sports Maldives Nursing and Midwifery Council Maldives National University Ministry of Arts, Culture and Heritage Ministry of Communication, Science and Technology Ministry of Defence Ministry of Education Ministry of Economic Development Ministry of Environment Ministry of Finance Ministry of Foreign A�airs Ministry of Fisheries, Marine Resources and Agriculture Ministry of Gender, Family and Social Services Ministry of Health Ministry of Home A�airs Ministry of Higher Education Ministry of Housing and Urban Development Ministry of Islamic A�airs Ministry of National Planning and Infrastructure Ministry of Tourism Ministry of Transport and Civil Aviation Ministry of Youth, Sports and Community Engagement Maldives Pension Administration O�ce Maldives Paralympics Committee Maldives Ports Limited Maldives Police Services Maldives Qualification Authority Maldives Red Crescent MAldives Retirement Pension Scheme Maldives Stock Exchange MSPEA MTA MTCC MTS MTUC MWSC NA NACP NALO NAM NATO NAVTEX NBC NBS NCA NCD NCETF NCF NCGC NCHQ NCIT NCN NCTC NDA NDC NDCC NDMA NEOP NER NGO NIE NL NPC NRC NSA NSC NScC NSPA NTLAC NVDA NYC OIC P/CVE PALS PARLEY Maldives Seafood Processors and Exporters Association Maldives Transport Authority Maldives Transport and Contracting Company Maldivian Thalassaemia Society Maldives Trade Union Congress Maldives Water and Sewerage Company National Archives of Maldives National Anti-Corruption Policy National Assessment of Learning Outcomes National Museum the North Atlantic Treaty Organization NAVigational TEleX National Bureau of Classification National Bureau of Statistics National Center for the Arts Non-Communicable Disease National Climate Emergency Trust Fund National Curriculum Framework National Career Guidance Centre National Centre for the Holy Quran National Centre for Information Technology National Computer Network National Counter-Terrorism Center National Drug Agency National Data Centre National Drug Control Council National Disaster Management Authority National Emergency Operations Plan Net Enrolment Rate Non-governmental Organization National Institute of Education National Library National Paralympic Committee National Research Council National Sports Association National Sports Council National Security Council National Social Protection Agency National Tripartite Labour Advisory Council Nonvisual Desktop Access National Youth Council Organisation of Islamic Cooperation Preventing and Countering Violent Extremism Professional Association of Laboratory Sciences Parley Maldives PBN PC PCB PEPs PGO PH PND PO Polytechnic PPA PPP Private HEIs Private HFs PSM PSP PSTI PCVE PWDs QAD RA RH RMNCAH RTO RWMT SA SABAH SBI SBPD Scout Association SCUBA SDFC Sea ports SEN SFDRR SHE SIA SIDS SIQAAF SMS SO SOE SOP SRH STELCO Performance Based Navigation National Pay Commission Privatization and Corporatization Board Politically Exposed Persons Prosecutor General's O�ce Port Health Pre-natal Diagnosis The President's O�ce Maldives Polytechnic Power Purchasing Agreement Public Private Partnership Private Higher Education Institutions Private Health Facilities Public Service Media Private Sector Participation Public Service Training Institute Prevent Violent Extremism Persons with Disabilities Quality Assurance Department Regional Airports Reproductive Health Reproductive, Maternal, Newborn, Child and Adolescent Health Registered Training Organizations Regional Waste Management and Treatment Facility School Administration SAARC Business Association of Home-Based Workers State Bank of India School-Based Professional Development The Scout Association of Maldives Self-Contained Underwater Breathing Apparatus SME Development and Financing Corporation Sea ports Special Education Needs Sendai Framekwork for Disaster Risk Reduction Society for Health Education Social Impact Assessment Small Island Developing States School Improvement, Quality Assurance & Accountability Framework Safety Management Systems Special Olympics State-Owned Enterprise Standard Operating Procedure Sexual and Reproductive Health State Electric Company Immigration IMO IOM IORA IOTC ISO ISR ITN IUCN IUM IWMC JCI JJU Journey JSC KPL LAM LD LGA LGTI Local Councils LRA MACCS MACI MACL MAHC MAHRP Manfaa Centre MAPD MATATO MATI MAYA MBC MBS MBuC MCAA MCB MCrS MCS MDA MDN MEA MEMIS MFDA Maldives Immigration International Maritime Organisation International Organisation for Migration Indian Ocean Rim Association Indian Ocean Tuna Commission International Organisation for Standardisation Intelligence, Surveillance and Reconnaissance Integrated Transportation Network Internation Union for Conservation of Nature Islamic University of Maldives Island Waste Management Centre Junior Chamber International Juvenile Justice Unit Journey NGO Judicial Service Commission H.Dh. Kulhudhufishi Ports Limited Liveaboard Association of Maldives Learning Di�culity Local Government Authority Local Governance Training Institute Local Councils, Island Councils Labour Relations Authority Maldives Authentic Crafts Cooperative Society Maldives Association of Construction Industry Maldives Airports Company Limited Maldives Allied Health Council Maldives Association of Human Resources Pro�essionals Manfaa Centre on Ageing Maldives Association of Physical Disables Maldives Association of Travel Agents and Tour Operators Maldives Association of Tourism Industry Maldives Association of Yacht Agents Maldives Broadcasting Commission Maldives Blood Services Maldives Business Community Maldives Civil Aviation Authority Maldives Commercial Bank Maldives Correctional Services Maldives Customs Services Maritime Domain Awareness Maldivian Democracy Network Maldives Energy Authority Maldives Education Management Information System Maldives Food and Drug Authority MFMC MGT MHAF MHC MIAC MIB MICE MIFCO MIRA MLSA MMA MMC MMDC MMPRC MMRI MMS MNDF MNIS MNMC MNU MoACH MoCST MoD MoE MoED MoEn MoF MoFA MoFMRA MoGFSS MoH MoHA MoHE MoHUD MoIA MoNPI MoT MoTCA MoYSCE MPAO MPC MPL MPS MQA MRC MRPS MSE Maldives Fund Management Corporation Multi Grade Teaching Mental Health Awareness Foundation Maldives Hajj Corporation Maldives International Arbitration Centre Maldives Islamic Bank Meetings, Incentives, Conferences and Exhibitions Maldives Industrial Fisheries Company Limited Maldives Inland Revenue Authority Maldives Land and Survey Authority Maldives Monetary Authority Maldives Media Council Maldives Medical and Dental Council Maldives Marketing and Public Relations Corporation Maldives Marine Research Institute Maldives Meteorological Services Maldives National Defence Force Maldives National Institute of Sports Maldives Nursing and Midwifery Council Maldives National University Ministry of Arts, Culture and Heritage Ministry of Communication, Science and Technology Ministry of Defence Ministry of Education Ministry of Economic Development Ministry of Environment Ministry of Finance Ministry of Foreign A�airs Ministry of Fisheries, Marine Resources and Agriculture Ministry of Gender, Family and Social Services Ministry of Health Ministry of Home A�airs Ministry of Higher Education Ministry of Housing and Urban Development Ministry of Islamic A�airs Ministry of National Planning and Infrastructure Ministry of Tourism Ministry of Transport and Civil Aviation Ministry of Youth, Sports and Community Engagement Maldives Pension Administration O�ce Maldives Paralympics Committee Maldives Ports Limited Maldives Police Services Maldives Qualification Authority Maldives Red Crescent MAldives Retirement Pension Scheme Maldives Stock Exchange STEM STEPS STO TEAM TECOM TETRA TM TRCs TTF TVEC TVET TVETA UNCAC UNCLOS UNDP UNESCO UNFPA UNICEF UNODC URA VAC VMS VTS WAMCO WDCs WHO WIPO WOB YDP M MM P A19 Science, Technology, Engineering, and Mathematics The WHO STEPwise approach to Surveillance State Trading Organization Tourism Employees Association of Maldives Training and Education Command TErrestrial Trunked RAdio Transparency Maldives Teacher Resource Centres Tourism Training Fund Technical, Vocational Education Centre Technical, Vocational Education and Training Technical, Vocational Education and Training Authority United Nations Convention against Corruption United Nations Convention on the Law of the Sea United Nations Development Program United Nations Educational, Scientific and Cultural Organization United Nations Population Fund United Nations Children's Fund United Nations O�ce on Drugs and Crime Utility Regulatory Authority Violence Against Children Vessel Monitoring System Vessel Tra�c Service Waste Management Company Women's Development Communities World Health Organization World Intellectual Property Organization Women on Board Youth Development Programme References given in square brackets “[ ]” are to: Joint Manifesto Mini Manifesto used during the 2018 Election campaign Campaign Pledges Agenda 19 STEM STEPS STO TEAM TECOM TETRA TM TRCs TTF TVEC TVET TVETA UNCAC UNCLOS UNDP UNESCO UNFPA UNICEF UNODC URA VAC VMS VTS WAMCO WDCs WHO WIPO WOB YDP M MM P A19 Science, Technology, Engineering, and Mathematics The WHO STEPwise approach to Surveillance State Trading Organization Tourism Employees Association of Maldives Training and Education Command TErrestrial Trunked RAdio Transparency Maldives Teacher Resource Centres Tourism Training Fund Technical, Vocational Education Centre Technical, Vocational Education and Training Technical, Vocational Education and Training Authority United Nations Convention against Corruption United Nations Convention on the Law of the Sea United Nations Development Program United Nations Educational, Scientific and Cultural Organization United Nations Population Fund United Nations Children's Fund United Nations O�ce on Drugs and Crime Utility Regulatory Authority Violence Against Children Vessel Monitoring System Vessel Tra�c Service Waste Management Company Women's Development Communities World Health Organization World Intellectual Property Organization Women on Board Youth Development Programme References given in square brackets “[ ]” are to: Joint Manifesto Mini Manifesto used during the 2018 Election campaign Campaign Pledges Agenda 19 2019 - 2023