Mapping of Civil Society Organizations in the governance sector in the Maldives

Abstract

In 2008, the Maldives ratified a new constitution based on multi-party democratic principles, which paved the way for electoral and judicial reforms, media liberalization, and strengthening key institutions - including the civil society sector. In parallel, the Maldives also initiated the involvement of civil society actors as partners in the nation’s democratic consolidation, focusing on good governance principles and practices. Subsequently, Civil Society Organizations (CSOs) have contributed to large-scale initiatives and participated in consultations and forums at various levels to ensure accountability and transparency in government decisions and policymaking. These organizations have also pursued objectives such as meeting representational goals, fostering regional integration and global cooperation, and maintaining or re establishing respect for human rights in the Maldives. Mapping of the CSOs Operating in the Governance Sector in the Maldives, initiated by The Asia Foundation under the South Asia Grants Program (SAGP) and funded by the U.S. Department of State’s Bureau for South and Central Asian Affairs, aims to provide an overall profile of civil society organizations working in the space of promoting good governance in the Maldives. This research employed a desk review, key informant interviews (KIIs), and focus group discussions (FGDs) engaging key stakeholders to assess the status of ongoing activities in the sphere of governance being undertaken by CSOs, government institutions, donors, development agencies, political parties, and community groups. It is important to note that while the sample of surveyed CSOs has been selected based on their engagement in governance-related work in the Maldives, the general findings of the survey also relate more widely to CSOs operating in the country. One reason for this is that CSOs in the Maldives are often more general in their areas of work rather than specialized in one area. As such, while the sample group has been identified as governance CSOs, they also engage in broader areas of work. Further, the desk review of existing legislative and policy documents and other general considerations related to challenges, opportunities, and the operating environment of governance CSOs may also relate to CSOs more widely. This study seeks to understand the practices of CSOs in the Maldives under the current regulatory environment—particularly the amended Associations Act, the Decentralization Act, and the Right to Information Act—and evaluates aspects of CSO operations to better understand the scope of their activities, capacities, funding, financial practices, and internal governance. It also explores the challenges these organizations face and opportunities to strengthen the sector and support their role in promoting good governance in the country. Among many findings, the study reveals that most CSOs working in the governance sector in the Maldives are registered in Malé and work at a regional, national, or international level rather than the community level. The majority of these CSOs encompassed multiple focus areas, indicating the ability to respond to communities' diverse and changing needs. This is especially critical given the evolving democratic landscape and adherence to international best practices for good governance. However, this also suggests that CSOs may lack expertise in specific focus areas, hindering their ability to work in the governance space. CSOs face critical challenges regarding capacity and resources, funding and training opportunities, disseminating and accessing information pertinent to CSO development, collaborating with other stakeholders, and public misconceptions about CSOs. Based on the findings of the study, key recommendations to address challenges facing CSOs working in the governance sector include: 1. CSOs should have a strong organizational structure with a clear vision, mission statement, and objectives. To ensure the organization's longevity and sustainability, this should be coupled with an emphasis on strategic action planning and adhering to a structural framework. 2. CSOs should ensure that relevant organizational information, scope of work, current projects, and contact details are up-to-date and available in the public sphere. 3. Strengthening the flow of information regarding available funding and training opportunities. This would involve strengthening state and donor mechanisms that disseminate information and the capacity of CSOs (particularly those outside of Malé) to access available information. 4. Promoting access to opportunities for regional CSOs given that many opportunities in terms of training and funding remain centered around Malé. Donor-funded and state- led projects that aim to strengthen civil society should emphasize opportunities targeting regional CSOs. 5. CSOs garner a certain amount of negative public sentiment as they tend to be viewed as proponents of foreign ideologies or partisan political agendas. The negative public perception of CSOs could be improved by: a. Community awareness programs to promote CSOs and discuss their roles and importance in local community development. b. Engaging media and social media to feature work conducted by CSOs and the impact of their work on communities and development. c. Encouraging recognition for the work done by CSOs in policy reform and governance. Increasing networking opportunities such as CSO forums for CSOs to connect with each other, government institutions, private institutions, and donor agencies. Projects focusing on strengthening civil society in the Maldives might address this gap by incorporating elements to strengthen networks into their project objectives.