Success message
error message
warn message
Independent Country Programme Evaluation: Maldives
Commissioning Unit: Independent Evaluation Office
Evaluation Plan: 2018-2021
Evaluation Type: ICPE/ADR
Completion Date: 11/2019
Unit Responsible for providing Management Response: Maldives
Documents Related to overall Management Response:  
1. Recommendation:

In the area of governance, the country office should work in the short term with the new government to identify and articulate its policy priorities, and work across government. In the longer term, the country office should ensure its governance programme is:

• Focused on working with a small number of partners, to underpin the achievement of a small number of realistic objectives

• Informed by a strong analysis of Maldives’ political economy, and focused on supporting sound reforms that have cross-party support and are likely to be resilient across political cycles

• Flexible enough to allow for adaptive management, to respond to likely shifts in the political environment.

Major projects in the past have failed to achieve their objectives because of changes in Maldives Government policy commitments. UNDP’s governance programme should be more strongly informed by analysis of the prospects for reform in areas it might support.

Management Response: [Added: 2019/12/05] [Last Updated: 2020/05/20]

After the ICPE was carried out the country has had a change in government. The new administration has embarked on an ambitious reform agenda with many aspects directly relating to and being supported by the UNDP. These include the national development planning process, reforms and return towards decentralization and comprehensive judicial sector reform. UNDP is able to provide direct support to the government on these areas as a leading development partner.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.1. Future work through the project will be based on strategic partnerships that contribute directly to the advancement of the country’s governance agenda. These include focused and realistic priorities underpinned by government’s agenda such as a. Direct support to the formulation of the National Development Plan including cross-sectoral engagement b. Support to the judicial reform process through the Attorney General’s office
[Added: 2019/12/23]
Governance 2019/12 Completed a. UNDP provided direct support to the drafting and coordination of the SAP in lieu of the NDP b. UNDP assisted the government’s judicial reform proposal review and made technical recommendations to strengthen judicial independence and reforms to improve access to justice. The report can be found in the Maldives AGO website. The review recommended stronger gender equality in the justice sector, including increasing female judges. Upon recommendation, Maldives now has two female judges in the Supreme Court for the first time in its history. Despite this, gender equality remains one of the biggest challenges for the country. History
1.2 The President’s Office is seen as the government’s main hub for policy. Having close linkages with the President’s Office through the UNDP’s support to the Strategic Action Planning process will allow for stronger policy support.
[Added: 2019/12/23]
Governance 2019/12 Completed In 2019, the Government has formulated its Strategic Action Plan (SAP) for 2019 – 2023 to operationalize their Strategic goals to achieve key developmental milestones for the Maldives.
2. Recommendation:

The next Maldives CPD should contain a much stronger statement of strategic intent for the programme than the current CPD. Within the framework provided by the United Nations Sustainable Development Cooperation Framework (UNSDCF), the next CPD should include a much stronger articulation of the link between the analysis of context and statement of priorities, and of causal pathways that explain how UNDP will plausibly contribute to the achievement of stated objectives. CPD objectives, targets and related indicators should only be included if there is a realistic prospect of UNDP having a measurable influence over them.

The priority areas identified in the current CPD are ambitious statements that do not match the current capacities in UNDP or the indicative CPD outputs and UNDAF outcome indicators. Many of the indicators, baselines and targets contained in the Results and Resource Framework cannot be understood when viewed with the resources, capacity and comparative advantage of UNDP in Maldives. The country office should avoid a business as usual approach in the next CPD. The next CPD should be grounded in a realistic appraisal of UNDP’s likely constrained resource base for governance activities, and its capacity to have a meaningful influence on Maldives’ policies and governance, given the size, sophistication and complexity of the Maldives Government.

Management Response: [Added: 2019/12/05] [Last Updated: 2020/05/20]

This recommendation is noted, and the CO will ensure that the next CPD has a strong strategic intent based on UNDP’s competitive advantages in the Maldives. CO will engage deeply in the formulation of the UN Cooperation Framework embedding a theory of change in light of other partners and priorities contributing to the SDG agenda. Consequently the next CPD will be closely fully geared towards achieving the SDG goals under the CF umbrella. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.1 Ensure that CPD formulation is SDG based and strongly grounded in UNDP’s competitive advantages a. CO to carry out ‘sensing/visioning exercise’ in September 2019
[Added: 2019/12/23]
Management 2021/01 Completed a. In October 2019, the CO Maldives carried out its sensemaking journey. Collectively reviewing and reflecting on the office portfolio situational awareness, and finding common threads to improve our portfolio, recalibrate our programme responding to the current and emerging trends.
2.2 Engage in the formulation of the CF with a clear Theory Of Change of UNDP’s comparative advantage and statement of objectives
[Added: 2019/12/23] [Last Updated: 2022/01/26]
Management and Programme Units 2020/02 Completed Due to COVID the UNDAF and UNDP CPD was extended to end of 2021. In July 2021, following the UN Maldives CCA, UNDP as part of the UNCT developed the UNSDCF and stemming from this process developed its TOC. UNDP's TOC incorporated recommendations from the ICPE, the TOC is well aligned to national priorities outlined in the Maldives Strategic Action Plan and National Resilience and Recovery Framework, UNDP's new Strategic Plan 2022-25 and UNSDCF 2022-26. History
3. Recommendation:

The country office should develop a strategy for addressing gender equality that is founded on a clear-headed assessment of the scope provided by different activities to do so. Gender marker coding should be reviewed annually, and coding updated where necessary to ensure the data provides an accurate picture of the level of focus on gender equality of UNDP’s programmes.

The focus on gender needs to be strategic, and realistic about the opportunities provided to promote gender equality across the programme. Coding of activities using the gender marker suggests a lack of realism about where and how they will contribute in a consistent and significant way to gender equality. Inaccuracies in coding of the programme’s focus on gender equality undermine the capacity of management and the UNDP Executive Board to track progress towards UNDP’s corporate commitment, that at least 15 percent of UNDP’s budget should be invested in gender-specific interventions. In the Maldives context, lack of flexible resources makes it highly unlikely that a 15 percent corporate target will be achievable.

Management Response: [Added: 2019/12/05] [Last Updated: 2020/05/20]

The CO takes note of this recommendation and will undertake review of the existing actions and strategies within its programs for gender equality and put in the following measures to strengthen gender action.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1 The CO will develop a gender strategy for the CO before finalization of the next CPD.
[Added: 2019/12/24] [Last Updated: 2022/01/27]
Gender Focal Team 2022/12 Initiated A comprehensive gender strategy will be part of the next CPD and will be aligned with the global UNDP Gender Equality Strategy following its finalization. History
3.2 Gender scorecard developed for UNSDCF by UNCT will be used to review its applicability to ongoing initiatives. UNDP will make our own, deriving from UNSDCF gender strategy. UNDP’s specificity would apply in terms of our areas of support and office capacity.
[Added: 2019/12/24] [Last Updated: 2022/01/27]
UNSDCF Outcome Group Chairs/ UNCT 2020/03 Completed UNCT-System Wide Action Plan for Gender Equality Scorecard (UNCT-SWAP GE Scorecard) with an infographic of the summary of Maldives results with a comparison of the scores with the global averages based on reporting by 60 UNCTs in 2017-2020. UNDP will make its own once the UNDP Gender Strategy is finalized. History
3.3 Gender markers will be reviewed annually.
[Added: 2019/12/24] [Last Updated: 2022/01/27]
All programme units 2021/12 Completed In 2021, an internal evaluation was done to identify the existing Gender Markers and assess the gender contribution of each project. Support was then provided to formulate gender action plans for those projects that was GEN1 or was not sufficiently contributing to gender equality as stipulated in the project document. History
4. Recommendation:

UNDP should undertake an early review of the risks facing the GCF project, including political and institutional risks, and those related to procurement and delivery of required infrastructure in remote locations, with any revisions submitted to the project board for its consideration.

There is no explicit consideration of the lessons from previous work in water and sanitation in the GCF project document, and it did not highlight risks associated with procurement and delivery of required infrastructure in remote locations. This created significant challenges in the previous project and presented problems for the current one.

Management Response: [Added: 2019/12/05] [Last Updated: 2020/05/20]

The recommendation is noted, and the CO will put in the following measures to address this.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1 Review of risk log will be carried out and risks updated based on current experiences. a. Review of political, geographical and procurement risks b. Presentation and discussion at project board.
[Added: 2019/12/24]
Resilience and Climate Change 2019/12 Completed a. The main findings was presented at the project board meeting held in 2019, including an update of the risk log. b. The mid-term evaluation of the GCF project was conducted including a review of the current political, geographical and procurement risks.

Latest Evaluations

Contact us

1 UN Plaza
DC1-20th Floor
New York, NY 10017
Tel. +1 646 781 4200
Fax. +1 646 781 4213