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ACTION FICHE N° 1 FOR THE MALDIVES

1. IDENTIFICATION

Title/Number Support to Climate Change Adaptation and Mitigation in the Maldives DCI-ASIE/2009/208162

Total cost Total Cost: EUR2 700 000

EC Contribution under MIP : EUR 2 700 000

Aid method I Project approach- Joint Management Management mode

DAC-code 41010 Sector Sustainable Environmental and Regional Development

2. RATIONALE

2.1. Sector context

Climate Change in the Maldives As an archipelago of low-lying islands, the Maldives is especially vulnerable to climate change. The National Adaptation Programme of Action (NAP A) underlines sea level rise as an issue of paramount importance, as eighty percent of the islands are less than one meter above sea level. The impact of both sea level and sea temperature on coral reefs is also preoccupying, as reefs represent not only a natural defence of the coast line (notably during extreme weather events), but is intricately linked to Maldives' two-sector economy - tourism and fisheries, both based on a healthy and so far exceptionally preserved environment.

In this context, adaptation to climate change is a priority for the Government of Maldives (GoM). The first NAP A identifies several axis of intervention such as critical infrastructure, tourism, fisheries, health, water resources, waste and sanitation, agriculture and coral reefs biodiversity. But so far few of the identified projects (which often tackle several issues), have been implemented at local level. Insufficient integration of climate change adaptation at the national, centralised level reduces opportunities to implement adaptation activities in government projects. At the same time, the lack of coordinated actions at local levels leads to an insufficient feed-back from the ground to fine-tune and adjust the NAP A and related strategies. This two-fold problem is the main rationale for the designing of this project.

Maldives is an important actor in the context of international negotiations on climate change and plays a leading role in the AOSIS group. Renewed interest has been raised recently with the President's pledge to make the Maldives a carbon neutral country before 2020 - a difficult and ambitious commitment in the present context. The President also recently announced that a CC Advisory Board based in London, gathering international CC experts, will be established.

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The environmental situation

By and large environmental awareness and commitment have indeed increased recently at the highest levels of the GoM. But commitments are still characterised by a top-down generic approach, while few improvements are taking place at more local levels. In effect, there is a gap between external communication and internal action with low mainstreaming of climate change issues at domestic level.

At the technical ministries & agencies level, capacities to develop strategy and policies, enforce regulations and monitor the environment are weak. Most graduates in environment and related disciplines (few in number in any case), work for either the private sector or international institutions.- And the structure of the GoM environmental institutions remains unstable at present time. Furthermore, the new democratic government has modified deeply the structure of ministries and related agencies, and more changes are foreseen in the context of the legislative and local elections in May and June 2009.

Among the environmental issues highlighted by the GoM in the NAP A, waste management is considered as one of the most important and urgent. Importing most of its goods - including food - Maldives produces a huge amount of domestic waste. The problem is aggravated by the high consumption of tourist resorts. So far, most of the waste ofthe capital city, Male, and surrounding islands is disposed on a single island, Tilha Fushi, and partially burnt - leading to GHG and dioxin emissions. Many resorts simply dispose their waste into the sea. There are few facilities in the far-flung community islands (about 200), their size (small), culture and remoteness impeding waste management and collection.

The waste issue is considered as a priority in the NAP A. It is identified as an important factor of reduction of the country's resilience to climate change th..rough its combined effects on health, biodiversity, fish stocks, economy and land loss. 1 The waste problem has direct consequences on health (increase in activity of pathogens, dengue, dioxin effects, proliferation of rats with associated diseases etc.), on biodiversity (reefs and associated wildlife), on housing (scarce land being used for disposal) and on food security (depleting fish stocks, main protein source). Ultimately, waste issues threaten the entire economy, which depends on reef biodiversity and the "natural" image of the country. The resilience of reefs which protect islands against rising sea levels and extreme weather events, and of ecosystems, is reduced. As far as mitigation is concerned, mismanaged waste contributes to global warming. It is one the main GHG sources of the Maldives through waste burning and methane emissions on disposal sites. Therefore, GoM is keen to improve waste management systems to increase their ability to adapt and given their carbon neutrality commitments. The EC has already been active through its tsunami programme in waste management. This action will consolidate previous actions, adding to their sustainability. It will attempt to identify/implement alternatives to present landfill option which is neither appropriate given scarcity of land nor feasible since sea level rising will cause flooding. Other adaptation and/or

1 Waste management activities are also directly linked with the following NAP A projects: Project 10: "On ground demonstration of effectiveness of waste management at regional level to protect coral reefs, human health and water resources for increased capacity to climate change"; Project 8: "Demonstrate on the ground wastewater technologies that can protect groundwater and coral reefs resources vulnerable to climate change";

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mitigation actions will be identified through participatory processes at community level.

Consensus has emerged among donors and the GoM on the need to strengthen the activities and capacity of a nascent civil society. This comes against the backdrop of an ambitious process of democratic renewal currently underway, to which the EU has in no small way contributed. Even though Civil Society Organisations (CSOs) lack experience, management capacity and access to donor funding, they are eager to engage and are already active in environmental actions. Consultation with local civil society organisations (CSOs) affirmed that they are well placed to facilitate and increase meaningful interaction between atoll communities, emerging structures and donor actions.

Another important political step, in the context of the proposed programme, is the decentralisation process the government intends to launch shortly. Even if this process is still not clearly defined, the GoM wants to demonstrate its support to the development of the remote Atolls. Thus, implementation of local-based activities is a GoM priority and is reiterated through the Safe Islands Policy (SIP), which post tsunami, evolved to include natural disaster preparedness, in addition to the previous environmental protection and economic sustainability.

The project is in line with the EC Response Strategy (Intervention Sectors) reflected in the Country Strategy Paper for the period 2007-2013 and with the relevant provisions ofthe Multi Annual Indicative Programme for 2007-2010.

2.2. Lessons learnt

The solid waste management components of the post-tsunami actions implemented by UNDP and World Bank (WB) have been moderately unsatisfactory for various reasons inter alia, lack of community involvement and awareness raising for behavioral change among islanders (a necessary pre-condition for proper management). The lack of support to civil society activities has been underlined in that context as an element causing failure - leading to lack of involvement and participation of island communities. Furthermore, wide spatial dispersion of the islands and related high logistical cost involved for monitoring and evaluation of project activities have all been taken into account in formulating the proposed programme.

Two studies are being carried out under the on-going Tsunami Rehabilitation and Reconstruction Fund. The first will seek to improve and remediate Thila Fushi disposal site (as well as an assessment of the 2 smaller designated regional disposal sites in the Upper North and South Provinces) and therefore this will start the process of reducing GHG and dioxin emissions. The development of a greenhouse gas inventory (rather basic and unreliable at present) and an interim Climate Change Action Plan is foreseen. The second will examine greenhouse gas mitigation with a view to finding "quick-win" mitigation options. A professional audio-visual documentary report for internal consumption (in particular the new Majilis), will assist consensus. Both studies will include inter alia, review of all relevant existing studies on climate change, solid waste, energy, transport, etc in the Maldives. These studies will directly influence the implementation of the proposed action.

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2.3. Complementary actions

EC post tsunami projects invested heavily in the Regional Development focal sector allocating EUR 16 million to support the GoM' s SIP policy of developing safer and more sustainable islands for the population in the South Ari Atolls. The studies being carried out will feed into the proposed action plan with the long-term aim of supporting the Maldives to meet the challenges of climate change, and in particular mitigate solid waste management issues that are contributory to and will exacerbate its effects. The outcome of the studies being carried out under this action will be taken into account in the definition of local-based activities.

The UN system is phasing out its post tsunami support. The Global Environmental Fund has approved use of LDC fund of EUR 4 million, for a project on mainstreaming climate change in national development strategy for which final approval by UNFCCC will be sought in Copenhagen 09. The UNDP will implement this and under the framework of UNDAF will also focus on disaster management, community outreach, institution building and advocacy. Given that implementation of this project will start in 2010 in the best case, Component A of this action will prepare the way as well as support the coordination of various studies and short-term support to be provided through this GEF funded project. Particular attention will be given (notably in component A) to ensure a good cooperation and complementarity within the two projects.

The Asian Development Bank is active in waste management and faces similar problems of logistical costs and low participation as the ECIWB programme. The Agence Franvaise de Developpement (AFD) is developing a project that will map land and marine resources with the objective of aiding decision makers to better protect and valorise natural resources. The project will be implemented through specialised technical partners.

WB has just commenced implementation of its Environment Management Project (EMP), which focuses on three components: institutional capacity building, waste management and biodiversity monitoring, the last concentrates on the North Atolls. This action aims to develop Maldives' capacity to effectively mange environmental risks and threats resulting from tourism, increased solid waste disposal, fisheries and global climate change. It is complementary to objectives proposed in the MIP action. Thus, in order to avoid duplication and following Paris Declaration recommendations, the WB and EC decided to collaborate.

Most importantly, the EC will also complement its MIP action through the Global Climate Change Alliance Funds amounting to EUR 3.8 million. Both the MIP and the GCCA will be pulled together to support climate change adaptation and mitigation and work through a single framework of the WB's EMP, through the creation of a climate change window.

2.4. Donor coordination

Very few donors are active in Male and fewer still have an established presence there. A key role in the coordination process is played by the UN and to a lesser extent by the WB. The Delegation in Sri Lanka actively participates in donor coordination and information meetings are held regularly in Colombo. The Delegation also continuously participates in coordination and follow-up meetings in

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Male in the context of Post-Tsunami Recovery and Reconstruction. The EC Delegation leads on governance and transition support.

Under the leadership of the Vice President, a coordination committee for Climate Change is being established. This will encourage closer cooperation of all stakeholders. Proposed activities are part of a multi-donor approach and have been extensively discussed and coordinated with other donors. In the event that the GEF project on mainstreaming climate change in national strategies is approved, coordination and synergies should be sought with UNDP.

3. DESCRIPTION

3.1. Objectives

3.2.

1.1

1.2

1.3

1.4

1.5

The overall objectives are:

To support the country's regional development through focus on its environmental challenges (which are also economic challenges), thereby contributing to the implementation of the Government's Safe Islands Policy (SIP) and to more effective implementation of government policy on climate change at the local, national and international levels.

The project consists of the following specific objectives:

To strengthen GoM's capacity to engage in high level policy dialogue on international environmental issues and to formulate, develop and implement sustainable regional development and environmental policies while strengthening local ownership and capacity to deal with the challenges of climate change.

Expected results and main activities

Enhanced GoM involvement in high level policy dialogue on international environmental issues and increased participation at key events and meetings such as UNFCCC and IPCC workshops and experts meetings, as well as in EU-sponsored initiatives to generally combating climate change;

Improved capacity of GoM and other national stakeholders to develop, formulate, implement and mainstream climate change policies and strategies which are congruent with external commitments;

Increased adaptive capacity of Maldives to manage climate change related risks following the evolving priorities of NAP A as a result of recommendations made in the studies. Some "quick wins" pilot activities on climate change, which are easily manageable and low-cost will be developed and implemented. These will assist GoM commitment on carbon neutrality as well as address coastal erosion issues and will be in line with the regional development strategy;

Waste management systems (sorting, transportation) in South Ari Atoll developed and strengthened thereby enhancing sustainability of post-tsunami actions, reduce the risks of emission associated with accumulated waste and contamination through sea-dumping and directly contributing to the NAP A; Private-public partnerships and cooperation between resort islands and inhabited islands promoted through support to pilot activities related to waste management;

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1.6 Improved capacity of civil society organisations to identify, formulate and implement projects and activities related to sound solid waste management practices such as composting and recycling

1. 7 Awareness raised in atolls among island community on climate change issues and lessons learnt on pilot actions and solid waste management actions disseminated.

The above results will be derived through two main initiatives:

A) Climate Change Policy Advice and capacity building to highest GoM level

This component will be coordinated by technical assistance to undertake the following activities

e Advice GoM in the context of international negotiations and external relations including media.

• Support GoM to ensure coherence between its external commitments and internal policy while mainstreaming and fine-tuning them by building its capacity at the highest levels and especially among the Climate Change Department.

• Gather and synthesis information for GoM use from all external actions.

e Support the coordination of future activities (studies etc.) to be funded either by GoM or international community in relation to climate change (including a study on greener procurement).

• Assist the GoM in its carbon neutral ambitions and in particular developing an Action Plan on Climate Change Mitigation based Interim Action Plan. This will help GoM demonstrate it is working to reduce its GHG emission.

e Follow up the work of the international advisory panel ensuring the experts are asked the proper questions and scrutinising recommendations.

e Develop the awareness and increase the capacities at the Vice-Presidency level and sector Ministries concerned with climate change related issues (in close cooperation with component B activities).

• Promote the integration of climate change response into national and sectoral development policies and strategies.

e In particular, ensure that lessons learnt at the regional level, notably those supported by Component B, are reported to Vice Presidency through climate change inter­ministerial committee being established and support their integration into future development strategies (in close collaboration with component B).

Following needs and requests, short term assistance, specific trainings/conferences, specific short term studies could be used in the implementation of this component.

B) "Support to Regional Climate Change Actions" (or Atoll Climate Actions")

Quintessentially, this action will be complementary to Component A. Whereas A will deal with national/international level policy, B will utilise a bottom-up participatory approach, designed to feed into policies with local pilot actions on climate change adaptation and mitigation. It will also contribute to the fme-tuning and adjusting ofNAPA.

CSOs will be involved through calls for proposals (CfP) under WB procedures, and will focus especially in the areas of awareness-raising and local capacity building on

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environmental/climate change issues. They will also be involved in leading local workshops and identify the needs/will of local island communities on environment/climate change actions (so-called "quick-wins" actions - for instance alternate energy production or savings, waste management, bio-diversity management/preservation, land use planning etc). This will enhance the participation and reduce the risks of low involvement of communities that was experienced in previous programmes. This CfP action is also important as it will help the emerging CSOs to strengthen their operational and management capacities while addressing issues that affect their communities and may require workshops to build capacity. Thus this action will in effect "help them to help themselves," thereby building local ownership, a feature that was lacking in previous projects. On the other hand, CSOs will be performing an important action that GoM will otherwise be unable to implement by integrating local communities in the many far flung atolls.

Local actions financed by the WB in the Northern Atolls coupled by EC's proposed intervention is the Southern Atolls will feed into national strategies such as NAP A and waste management strategy.

A more general support towards middle management public service is also part of this component. Technical assistance will be provided to support the GoM, in order to develop the capacities of the relevant agency or Ministry in charge of climate change. This will ensure sustainability of the action.

Some of the most immediate actions anticipated are:

• Support to the development and implementation of pilot activities on climate change adaptation and mitigation;

Pilot actions would include activities in the sector of waste management. Other adaptation and mitigation actions will be identified through participatory processes at the community level. Some "quick wins" actions which are easily manageable and low-cost could also be supported. The Ministry of Housing Transport and Environment has specifically requested help to develop project management capacity of its staff. The participation of CSOs will also be encouraged under these actions;

Support the development of innovative fmancing schemes with private-public partnerships under the CSR programme of local private resorts;

Draw upon lessons learnt from field actions to feed into policy making processes and external advocacy actions as well as raise awareness among community on climate change; disseminate the results of this local based actions at the national level when relevant. This kind of "localised" action is in line with the GoM's will to develop regionalised actions and demonstrate its activity at local level and will be coordinated with activities of Component A

Possible development of "Atoll Climate Plans" encompassing mitigation and adaptation. This will however depend on time, funds and willingness of GoM. If conducive environment is created, there will bean opportunity to develop a framework that could be supported more extensively through MIP 2011 - 2013 funding, in the event that environmental governance is a focal sector.

Links between NAP A and the project activities:

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• The NAP A was developed to communicate the most urgent and immediate needs of the Maldives through a coherent framework to climate change adaptation enhancing the resilience of natural, human and social systems. The EC action will build on the, 4th component of the adaptation policy framework which is the process that interacts with systems to influence adaptation in order to achieve sustainable outcomes. The adaptation strategy includes policies, laws and regulations, awareness, communication and information, projects and management. EC will link to the strategy through strengthening institutional and social structures, influence decision making processes through improvement of policies, laws and regulations and adjusting practices through awareness raising and project management.

3.3. Risks and assumptions

There is little risk of duplication since environmental needs far outweigh available donor resources. Risks of delay, especially of pilot action implementation, is mitigated due to close monitoring mechanisms in place under the World Bank's EMP, as well as GaM's positive will to be seen to be doing things locally. Risks of negative environmental impact, especially in the case of pilot actions on solid waste management are mitigated, as Environmental Impact Assessments (EIAs) will be carried out through existing structures. On the other hand, it will be preferable than the present "do nothing" policy which is environmentally damaging, represents a visible risk to tourism, the economy and health. Indeed the costs of "no action" may well exceed the cost of action. Institutional change after the presidential elections in November 2008, was witnessed. More are anticipated following the General and Provincial Elections. Risks of failure to implement the proposed action due to on­going political and institutional flux is mitigated since the action will be managed from the Vice President's office who has a five year mandate and thus impervious to restructuring. The capacity of GoM to manage/implement and further other donor actions in the future, is sustained through the provision of technical assistance to strengthen local institutions, facilitate policy development and support effective implementation.

The continued commitment of GoM to the objectives and availability of adequate staff as counterparts for the proposed interventions are fundamental assumptions for all programme components.

3.4. Crosscutting Issues

The project is focusing directly on environment and good governance. Gender equality is of particular significance at the level of both beneficiary and target organisations. All partner organisations (notably through calls for proposals with CSOs ), will be requested to ensure that women and men are adequately represented in their staff and target groups, and to use gender-disaggregated indicators when measuring the achievements of their interventions. The project will encourage involvement and protection of the most vulnerable groups, such as women and youth.

For small hardware works on South Atolls, great attention will be paid to environment consideration and, if necessary, EIAs will be conducted.

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3.5. Stakeholders

The target beneficiaries are the general population of the Maldives, and more directly the population of South Ari Atoll for Component B. The action will pay attention to marginalised groups, especially women and youth; community-based groups and institutions involved in sustainable development activities, particularly at local level.

Key stakeholders from national authorities include: the Vice President's office, Ministry of Housing Transport and Environment, Department of Planning and National Development, and district level authorities such as Island Councils.

The main stakeholders from civil society who are crucial for increasing ownership are: NGOs and other service delivery organisations, the Women Entrepreneurs' Council (WEC) and local cooperatives, women's groups, youth associations, and community-based organisations in the atolls.

4. IMPLEMENTATION ISSUES

4.1. Method of implementation

4.2.

4.3.

Implementation will be through Joint Management following signature of an Administrative Agreement with the World Bank.

A single donor Trust Fund will be established, but will be opened to EU member states following potential pledges they make in the coming Copenhagen Conference on Climate Change. A Project Steering Committee (PSC) already created for the WB EMP will be stepped-up with responsibility for policy guidance and co-ordination between all institutions and groups involved in the project. The PSC will meet twice a year to review ongoing implementation and facilitate planning and decision making of substantial nature. The PSC will be chaired by the Vice President, co-chaired by EC and membership will include representatives from the World Bank, Ministry of Housing, Transport and Environment, the Department of Planning and National Development and other national stakeholders.

Procurement and grant award procedures

All contracts implementing the action must be awarded and implemented in accordance with the procedures and standard documents laid down and published by the International Organisation concerned.

Budget and calendar

The total cost of project IS 2 700 000 EUR, of which EC contribution 1s 2 700 000 EUR.

Category breakdown EC % Other Total CA!PA (in euro) Contribution donors

l. Joint Management

1.1 Administrative 2.700.000 100% - 2.700.000 EC Agreement with World Bank

Total 2.700.000 - 2.700.000

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The foreseen operational duration of the project is 36 months as from the signature of the Administrative Agreement.

4.4. Performance monitoring

The results and achievement of activities described above will be measured against more detailed indicators being established by the GoM, the Delegation and the WB. Regular monitoring will be undertaken by the implementing agencies and more detailed indicators will developed by the beneficiaries of calls for proposals implemented through the World Banlc Regular monitoring will also be a continuous process as part of the Commission's responsibilities.

4.5. Evaluation and audit

Within the exercise of monitoring and evaluating the implementation of the EMP, the World Bank has foreseen regular missions. It will also assist the GoM in taking the appropriate corrective measures when needed. EC staff will join monitoring missions with the WB as established during the post-tsunami programme and continued during the identification phase.

An independent mid-term evaluation and audit will be conducted by independent external consultants identified under Framework Contract Procedures. In addition, arrangements for a final evaluation and regular audits will be an integral part of the contractual arrangements with the selected contractors or international organisations. Additional external evaluations and audits may also be carried out by independent consultants recruited directly by the Commission in accordance with EC rules and procedures on specifically established terms of reference.

4.6. Communication and visibility

Implementing partners will be contractually required to follow the EC Visibility Guidelines. The EC Delegation will make efforts to raise visibility of the project in comparison to post-tsunami project and also in Europe.

Specific attention will be given to visibility aspects during contract negotiation with World Bank to ensure maximised visibility of the EU, and also to the Global Climate Change alliance initiative which will support this action in parallel.

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ACTION FICHE N° 2 FOR THE MALDIVES

1. IDENTIFICATION

Title/Number Strengthening the national response to drug use through support to the Drug Control Master Plan in the Maldives 2007-2010- DCI-ASIE/2009/208-237

Total cost Total project cost : EUR 1 500 000

EC Contribution : EUR 1 300 000

UNODC contribution: EUR200 000

Aid method I Project approach- Joint Management Management mode

DAC-code 16063 Sector Sustainable Environmental and Regional Development

2. RATIONALE

2.1. Sector context

The Maldivian archipelago is geographically well located as a strategic transhipment point for heroin and cannabinoid derivatives. Drugs arrive in large quantities and are off~loaded on the domestic market. Furthermore, in order to maintain its tourist­friendly image it is security light on the one hand, while a dismal lack of capacity within the police, coastal guards and intelligence services at curtailing supply, is apparent on the other. The rapid spread of drug use, especially among youth, has led to a rising crime rate, a spate of anti-social behaviour and the marginalisation of an increasing section of the country's young population. No national survey exists, thus it is difficult to gauge the extent or depth of Maldives' drug problem. Based on police records it is estimated that 25 - 30% of addicts are minors with some first users being as young as 9 years of age and 80% of prison inmates are addicts. Thus both security and social sustainability are threatened.

As a first step towards a country-wide policy approach to tackle the spiralling drug problem, GoM produced a national antidrug strategy, the so-called Drug Control Master Plan (DCMP) covering the period 2006-2010. The DCMP covers both demand and supply reduction aspects through the following intervention areas: 1) drug control management and coordination; 2) laws, regulations and the judicial system; 3) supply reduction/drug law enforcement; 4) drug demand reduction; 5) illicit drugs and corruption; 6) illicit drugs and money laundering. The proposed action aims to support GoM in the implementation of DCMP particularly in the areas 1, 2 and 4, which would also cover support to civil society.

Repressed under the previous regime, a nascent civil society which lacks capacity and access to external funding, exists in the Maldives. However consensus has emerged within the new Maldivian government (GoM), on the need to strengthen the

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activities and capacity of these actors. Consultation with local civil society organisations affirmed that they are not only well placed to facilitate and increase meaningful interaction between atoll communities, emerging government structures and donor actions, but also eager to engage.

The project is in line with the EC Response Strategy (Intervention Sectors) reflected in the Country Strategy Paper for the period 2007-2013. It is consistent with the relevant provisions of the Multi Annual Indicative Programme for 2007-2010. The proposed project is also in line with the balanced approach of the EU Drug Strategy 2005-2012, as it addresses both drug demand and supply reduction with adequate input from CSOs.

2.2. Lessons learnt

Difficulties and constraints that have affected implementation of post tsunami actions such as the dispersion of the islands and consequently high transportation costs, have been taken into account in formulating the proposed programme. In view of the high logistical costs involved for monitoring and evaluation of project activities, adequate provisions have been incorporated in the overall budget.

Institutional structures have seen much re-arrangement post presidential elections in November 2008 and more are anticipated following the General and Provincial Elections. Thus, the proposed action addresses the need for continuity and long term engagement with the GoM while working with the long term partners already implementing key actions. The action will closely cooperate with the Vice President's office, thus impervious to on-going political and institutional restructuring due to transition.

2.3. Complementary actions

UNODC, which already assisted the GoM to produce the Drug Control Master Plan, is presently involved in assisting the GoM to combat drug abuse both on supply and demand spheres, as well as prevention of HIV Aids. The results of a biological and behavioural survey carried out by the Ministry of Health and Family jointly with the UN and Global Fund in November 2008, indicate that the country is at risk of falling victim to an AIDS/HIV epidemic and key risk factors have been identified as inter alia, sharing of needle and syringes among drug injectors as well as low awareness.

UNICEF is also active in this area, as in collaboration with the GoM and CSOs it launched the Wake-up campaign which aimed to prevent drug abuse and promote recovery.

2.4. Donor coordination

Few donors are active in Male and fewer still have an established presence there. A key role in the coordination process was played by the UN and to a lesser extent by the World Bank. The Delegation in Sri Lanka actively participates in donor coordination and information meetings on the Maldives that are held regularly in Colombo. The Delegation also continuously participates in coordination and follow­up meetings in Male in the context of Post-Tsunami Recovery and Reconstruction and the Partnership Forum.

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At GoM level, the National Narcotics Control Bureau was initially the government agency responsible for the overall coordination of the DCMP implementation, but it was dissolved following the elections in 2008. Under the new government structures, the coordination of activities related to the demand side of drug control come under the wing of the Department of Medical Services (DMS) of the Ministry of Health. Furthermore, a new coordination committee for drugs is being established under the aegis of the Vice President's office. This will encourage closer cooperation of all stakeholders. Proposed activities are part of a multi-donor approach and have been extensively discussed and coordinated with other donors, during the Identification and Formulation Missions.

3. DESCRIPTION

3.1. Objectives

3.2.

1.1

1.2

1.3

1.4

The overall objectives are:

11 To strengthen the national response on drug use, prevention and treatment and to minimize the risk of drug use related HIV in the Maldives.

11 To support the Maldives in its efforts to build up/strengthen civil society organisations to deal with the challenges drug abuse.

The project consists ofthe following specific objective:

To strengthen the capacity of relevant GoM services and other stakeholders to address the problem of drug abuse and implement the DCMP, in particular so as to enable them to provide a more effective and targeted response in the areas of drug monitoring, prevention, social protection, recovery, rehabilitation and after care.

Expected results and main activities

Institutional strengthening of the Department of Medical Services (DMS) or other designated authority to lead a coordinated response in Maldives through capacity building, conducting of a national survey, establishment and improvement of coordination, monitoring and evaluation systems.

An enabling legal and policy environment created through the provision of legal assistance and training programmes to review existing legislation in line with international standards and enhance competency of judges to administer it, and improvement of access to treatment and rehabilitation services by training national legal entities and law enforcement officers.

Enhanced quality of a variety of drug prevention, treatment and care services established and operational in the country through training of key personnel (trainers, who will in turn train primary health care workers, parents, teachers, school counsellors, police) for early identification and management of drug use among youth, develop a training manual and minimum standard documents for after care and support and support initiatives of curricular and co-curricular integration of drug prevention.

Increased access of Male-based drug users to targeted community services through training programmes, skills development, assisting DMS to scale-up oral

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substitution and prison programmes, mobilizing NGOs through small grant facilities and establish one voluntary counselling and test facility in existing rehabilitation centre.

3.3. Risks and assumptions

In general terms, there is little risk of duplication since the means to combat drug abuse far outweigh available donor resources. However, it is anticipated that a national coordination mechanism will be established and a Project Advisory Committee will be established which will draw together all stakeholders. Continued commitment of GoM to the stated objectives and availability of adequate staff as technical counterparts for the proposed interventions are fundamental assumptions for all programme components. Sustainability will be ensured through the project's focus on strengthening local civil society as well as strengthening national legislation and structures.

3.4. Crosscutting Issues

The project's focus is on drugs and minimizing the potential threat it poses to national security. Through the strengthening of GoM capacities to address this threat using a coordinated approach, it will contribute to good governance. Furthermore, it will also directly involve and protect the most vulnerable groups, children and women and thus contribute to strengthen human rights. Evidence reports an overwhelming number of users are males (97% ). However gender equality is sought through looking at overcoming the special and different problems that women drug dependents have within a Muslim society. Furthermore all partner organizations will be requested to ensure that women and men are adequately represented in their staff and target groups, and will use gender-disaggregated indicators when measuring the achievements of this initiative.

3.5. Stakeholders

Target beneficiaries have been identified as the general population of the Maldives, with particular attention for marginalised groups, especially women and youth.

Key stakeholders from national authorities include: the Ministries of Health, Ministry of Youth, Ministry of Education, Ministry of Interior, Police Force, Prison Authorities and the Ministry of Justice (Department of Judicial Administration), the Chief Justice's Office, the Attorney General's Office and High Courts.

The main stakeholders from civil society are: NGOs and other service delivery organisations, the Women Entrepreneurs' Council (WEC) and local cooperatives, women's groups, local human rights and advocacy groups, youth associations, and community-based organisations in the atolls.

4. IMPLEMENTATION ISSUES

4.1. Method of implementation

Implementation will be through Joint Management by signature of a Contribution Agreement with the United Nations Office on Drugs and Crime.

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UNODC, as the specialised UN body mandated to address drug and crime issues, has both the capacity and legitimacy to implement the proposed action.

4.2. Procurement and grant award procedures

All contracts implementing the action must be awarded and implemented in accordance with the procedures and standard documents laid down and published by the International Organisation concerned.

4.3. Budget and calendar

The total cost of the project is 1 500 000 EUR, of which EC contribution is 1 300 OOOEUR

Category EC % UNO DC % Total CAl breakdown contribut contribution

ion PA (in euro)

1. joint management 1 300 000 86.66% 200 000 13.34%- 1 500 000

1.1 CA with UNO DC

Total 1300 000 200 000 1500 000

The foreseen operational duration of the project is 26 months as from the signature of the Contribution Agreement. Project activities are expected to start immediately thereafter.

4.4. Performance monitoring

Regular monitoring will be undertaken by the implementing agencies on the basis of indicators set out in the Logical Framework and more detailed indicators developed by the beneficiary. Regular monitoring will also be a continuous process as part of the Commission's responsibilities. External impact monitoring may also be carried out by independent consultants recruited directly by the Commission in accordance with EC rules and procedures on specifically established terms of reference.

4.5. Evaluation and audit

An independent mid-term evaluation will be conducted by external consultants identified under Framework Contract Procedures under the Global Framework contract. In addition, arrangements for a final evaluation and regular audits will be an integral part. of the contractual arrangements with the selected contractors or international organisations. Additional external evaluations and audits may also be carried out by independent consultants recruited directly by the Commission in accordance with EC rules and procedures on specifically established terms of reference.

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EC

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4.6. Communication and visibility

Implementing partners will be contractually required to follow the EC Visibility Guidelines .. The visibility of EU contribution to the programme will be ensured by UNO DC according to the visibility clauses of the F AF A and the Joint Visibility Guidelines for EC-UN Actions in the Field and also the Communication and Visibility Manual for EU External Actions. Communication· activities may include events, publications, and awareness-raising campaigns, among other. Ongoing communication with government/local authorities and visibility in the media will be ensured.

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