Executive Summary


  1. The current Anti-Corruption Commission of Maldives was established in 2008 as an independent body enshrined in the Constitution of the Republic of Maldives and established by an Anti-Corruption Act. The Commission is tasked to promote integrity, prevent and combat corruption in all spheres of the State. The Commission is accountable to the people’s majils (parliament). The Republic of Maldives acceded to the United Nations Convention against Corruption (UNCA) on 22 March 2007.
  2. Since late 2008 until mid-2014,the Commission has taken steps to build the Commission such as putting structures in place, hiring adequate personnel and initiating operational work, including its administrative, accounting and management structures as well as developing support network, institutional coordination, and providing services including advocacy and communication tasks. In this context, faced with varying budgetary and human resources, the Commission through its management and operational staff have undertaking the initial step of institutional establishment to provide initial services amidst competing priorities and high expectations for tangible results.
  3. In May 2009, the Commission developed a strategy that took a three-pronged approach to developing capacity: enforcement, prevention, and public awareness. A number of objectives have been achieved, particularly on awareness raising on the impact of corruption as well as, to some extent, a number of successful investigations. Other objectives remain to be further carried out in order to yield the envisaged objectives. This report assesses recent progress as well as remaining challenges.
  4. Five years after the constitutional creation of the Commission, the Organization has succeeded in creating a basic organizational structure, agreed a Memorandum of Understanding with the National Police Service and the Prosecutor General’s Office, developed and began implementing an anti-corruption strategy, and secured increased budget allocations from Parliament. As a new period of more assertive operational undertaking and increased results awaits, the Commission will need to regularly reassess the implementation of the strategy, enhance internal operational mechanisms, including regular internal monitoring and evaluation to better shape policy and decision-making. Further developed educational and research unit, in-house training capacity, and expanded coordination with other relevant institutions that should be seen as partners to strengthen integrity, will be critical for enhancing further transparency and accountability in the Maldives and instrumental to prevent mismanagement of public funds and work towards robust investigative teams focused on continuous development of its technical capacity, including in anti-money laundering and recover stolen assets. This report takes stock of past efforts, addresses both opportunities and challenges, takes stock of achievements and, hence, it builds into helping the Commission to shape its vision and future activities towards a new cycle.

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