THE MALDIVES MANAGEMENT IMPROVEMENT PROJECT (MMIP)
An UNDP- ILO Management Training Project

Objectives

Significant improvements have been seen in the public and private sector of the Republic of Maldives following a far-sighted Maldives Management Improvement Project ( MMIP) involving the government of Maldives ( GOM) and the UNDP , with the ILO as the implementing agency.

The three-year Project which began in 1991and ending in 1994, was to re-structure and reform the administration and enhance the overall management capabilities and productivity of the public and private sectors in the Maldives. This was to be done by setting up a national management development and training centre (the Maldivian Centre for Management and Administration (MCMA) to provide a cost effective, need based management training and development to senior, middle and supervisory level staff.

Overall Impact

Overall the MMIP had a significant impact on the organisational effectiveness and productivity of over 25 agencies of the government and private concerns while MCMA's Advisory Board's assistance continues to be sought and acted upon by policy level decision makers in both the government and private sectors.

Achievements

The MCMA was officially opened in 1992 and commenced operations the same day by conducting its first High Level Seminar which was followed by a series of needs-based workshops in an on -going training program.

The MCMA's ongoing needs-based training programs brought direct benefits to several categories of persons in managerial capacities, in various ministries, government departments and Parastalas as well as the private sector. There were also indirect benefits for the people of the Maldives as a whole of more efficient public customer oriented services as a result of the MCMA activities. Development of tools of management was another important outcome of the MMIP. A whole new set of tools and basic concepts in management, which included guides to management techniques, student handbooks, training material and course guides were introduced following the Project. In addition, the MCMA also undertook networking and documentation for its new Library and Documentation Centre. Administrative reforms which were aimed at supporting client ministries to develop and implement systematic management training and procedures in public sector reforms were also realised, while the Development objective to increase organisational productivity was fulfilled via a process of de-centralisation and through consultancy and training of different categories of management staff.