- Evaluation Plan:
- 2021-2024, Colombia
- Evaluation Type:
- Mid Term Project
- Planned End Date:
- 01/2022
- Completion Date:
- 05/2022
- Status:
- Completed
- Management Response:
- Yes
- Evaluation Budget(US $):
- 25,000
Evaluación Medio Término Proyecto GEF GOLD Colombia
| Document | Type | Language | Size | Status | Downloads |
|---|---|---|---|---|---|
 TERMINOS DE REFERENCIA Y CG DEL PNUD PARA IC.pdf |
tor | Spanish | 375.27 KB | Posted | 19 |
| Final MTR Report - PLANET GOLD COLOMBIA Post Rev PNUD.pdf |
report | Spanish | 1361.38 KB | Posted | 25 |
| TERMINOS DE REFERENCIA Y CG DEL PNUD PARA IC.pdf |
tor | Spanish | 375.27 KB | Posted | 16 |
| Title | Evaluación Medio Término Proyecto GEF GOLD Colombia | ||||||||||||||
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| Atlas Project Number: | 99491 | ||||||||||||||
| Evaluation Plan: | 2021-2024, Colombia | ||||||||||||||
| Evaluation Type: | Mid Term Project | ||||||||||||||
| Status: | Completed | ||||||||||||||
| Completion Date: | 05/2022 | ||||||||||||||
| Planned End Date: | 01/2022 | ||||||||||||||
| Management Response: | Yes | ||||||||||||||
| Focus Area: |
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| Corporate Outcome and Output (UNDP Strategic Plan 2018-2021) |
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| SDG Target |
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| Evaluation Budget(US $): | 25,000 | ||||||||||||||
| Source of Funding: | Proyecto | ||||||||||||||
| Evaluation Expenditure(US $): | 14,930 | ||||||||||||||
| Joint Programme: | No | ||||||||||||||
| Joint Evaluation: | No | ||||||||||||||
| Evaluation Team members: |
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| GEF Evaluation: | Yes
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| Key Stakeholders: | GEF, Ministerio de Minas y Energia | ||||||||||||||
| Countries: | COLOMBIA |
| Lessons | |
|---|---|
| 1. |
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| Findings | |
| 1. | Hallazgo 1: En Colombia la ley 1658 del 2013 prohíbe el uso del mercurio en la minería desde 2018. Esta característica, que diferencia a Colombia de otros países donde se desarrolla el Programa Planet GOLD, ha tenido efectos positivos y negativos sobre la ejecución y los resultados obtenidos hasta el momento. Por condicionamiento del GEF, el proyecto solo puede trabajar con mineros que se encuentran operando dentro de las leyes colombianas, y que, por consiguiente, no emplean mercurio en sus procesos. Esto ha supuesto un reto para la ejecución, ya que se han presentado dificultades para identificar mineros que aún emplean mercurio por el temor que éstos expresan de ser denunciados ante las autoridades. De todas maneras, los esfuerzos que el proyecto ha realizado han permitido evidenciar que aún hoy el mercurio es empleado en todos los territorios integrados en esta iniciativa. Hallazgo 2: Las metas de los indicadores han sido planteadas suponiendo un desempeño lineal de las principales variables medidas. De esta manera, el marco de resultados exhibe objetivos al final del proyecto calculados como el doble del objetivo a medio término. Este comportamiento lineal es difícilmente observable en variables que involucran grupos de individuos, más aún cuando la intervención induce a un cambio de comportamiento. Hallazgo 3: El diseño del proyecto Planet GOLD, basado en el paquete integrado de intervenciones sobre el fortalecimiento institucional, el acceso a la financiación, el apoyo técnico y la sensibilización, tiene el potencial de catalizar un cambio de paradigma en las operaciones de extracción de oro artesanal en Colombia. En la fase del examen de mitad de período, se han observado buenos progresos en los componentes del proyecto relativos al fortalecimiento institucional y la sensibilización. Las actividades sobre el acceso a la financiación y el apoyo técnico se han ralentizado debido a las restricciones de la COVID-19. Hallazgo 4: En cuanto al acceso a la financiación, los supuestos establecidos en la fase de diseño del proyecto no se han cumplido. A diferencia de lo esperado, el proyecto ha encontrado un entorno negativo con respecto al financiamiento de la actividad minera. Se evidencia que lo que normalmente se socializa sobre la minería (especialmente sobre la minería de oro), es, entre varias otras, el impacto negativo que puede tener la minería sobre el medio ambiente y la relación que puede/suele tener con actores ilegales o grupos armados en el país. Además, en el marco del inicio de actividades del proyecto Planet GOLD Colombia, salió a flote uno de los escándalos que mayor impacto negativo ha tenido sobre el sector de la minería de oro formal en el país, así como el mayor impacto en la percepción del sector financiero. Estos son factores que hacen que el sector financiero tenga una alta prevención en atender comunidades mineras dentro de su portafolio de productos y servicios. Hallazgo 5: El otorgamiento de créditos a pequeños mineros de la ASGM se encuentra supeditado a las condiciones crediticias de los solicitantes, por lo que, la potestad de tomar decisiones de otorgamiento de productos y servicios de sus portafolios es exclusiva de las entidades financieras. Sobre esta potestad, ningún asociado, aliado, ente de control, acuerdo o contrato puede obligar a la entidad a tomar una decisión u otra. Hallazgo 6: Al momento de iniciar el relacionamiento con los profesionales vinculados al Ministerio de Minas y Energía y agencias adscritas al Ministerio (como la Agencia Nacional de Minería), se encontró un grupo de profesionales que venían adelantando diferentes iniciativas descoordinadas en busca de procesos de inclusión financiera para comunidades mineras. Hallazgo 7: Para ser esta la primera experiencia del MME como ente ejecutor de un proyecto con fondos del GEF, no se han observado demoras significativas en la ejecución de las actividades previstas, siendo esto el resultado de un alto nivel de compromiso por parte del MME y un correcto acompañamiento del PNUD como agencia implementadora. Sin embargo, se ha evidenciado un bajo nivel de articulación con la Oficina de Asuntos Internacionales del MADS, quien opera como punto operativo del GEF en el país. |
| Recommendations | |
|---|---|
| 1 | Discuss with the Project Steering Committee representatives the revision of the results framework to have measurable indicators and achievable targets at the end of the project |
| 2 | Improve project coordination with the MADS International Affairs Office. |
| 3 | Continue the efforts being made by UNDP and governmental bodies to achieve a comprehensive approach to the problem of mercury use in the ASGM sector |
| 4 | Search for financial entities that are familiar with the idiosyncrasies and culture of the communities present in the mining territories of Cauca and Sur de Bolivar |
| 5 | Attract an even larger mass of beneficiaries to overcome the possible attrition caused by the lack of adaptation of the characteristics of the applicants to the requirements of the financial entities |
| 6 | Generate a single agenda and facilitate spaces among the professionals that make up the "Financial Inclusion Team". In addition, avoid the rotation of officials to give continuity to joint initiatives. |
| 7 | Design short, entertaining training programs adapted to the level of schooling of the attendees |
| 8 | Involve the leaders of the mining communities and, if necessary, provide facilities to cover food and transportation costs for miners to participate in the training |
| 9 | Include the intensive training of a group of local miners to act as trainers in the territory. These people should be miners recognized by the community, with a vocation for service, and committed to the principles of the project |
| 10 | Ensure that the training of ASGM operators includes a practical demonstration of the low efficiency of the current ore amalgamation process and its consequences on the profitability of artisanal and small-scale miners' operations. To this end, significant efforts should be made to communicate the results obtained from the consultancy on Economic |
| 11 | Develop a project exit strategy to foster a strong commitment to sustainability. The exit strategy should include a discussion with key government stakeholders on the possibility of preparing a project to scale up and replicate the impact of the current one and sustain the intervention with GEF funding. |
Management Response Documents
1. Recommendation:
Discuss with the Project Steering Committee representatives the revision of the results framework to have measurable indicators and achievable targets at the end of the project
Management Response: [Added: 2022/05/12]
The Project has already carried out the task within the framework of the steering and technical committee where the results of the evaluation were presented, and it was agreed not to modify the indicators
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Convene a meeting of the Project Steering Committee to propose the necessary adjustments to the indicators
[Added: 2022/05/12] |
Project Team/ Project Steering Committee | 2022/05 | Completed |
2. Recommendation:
Improve project coordination with the MADS International Affairs Office.
Management Response: [Added: 2022/05/12]
Corrective measures have been taken, ensuring the convening and participation of the international affairs office in all the formal discussion spaces of the project.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Coordinate a meeting to update MADS’ International Affairs Office on the progress of the project
[Added: 2022/05/12] |
Project Team / MME / MADS | 2022/04 | Completed |
3. Recommendation:
Continue the efforts being made by UNDP and governmental bodies to achieve a comprehensive approach to the problem of mercury use in the ASGM sector
Management Response: [Added: 2022/05/12]
The project team has analyzed the opportunities for improvement to reinforce the messages and results of the project
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Hold monthly coordination meetings with technicians from the MME, ANM, MADS and MSPS
[Added: 2022/05/12] |
Project Team / MME / MADS / MSPS / ANM | 2023/12 | Initiated |
4. Recommendation:
Search for financial entities that are familiar with the idiosyncrasies and culture of the communities present in the mining territories of Cauca and Sur de Bolivar
Management Response: [Added: 2022/05/12]
The project with the allies for the financial component (Vital and CFA) have tried to improve the ways of communicating pedagogical content to the communities
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Seek allied institutions with presence in those territories where they have not yet been achieved
[Added: 2022/05/12] |
Project Team | 2022/06 | Completed |
5. Recommendation:
Attract an even larger mass of beneficiaries to overcome the possible attrition caused by the lack of adaptation of the characteristics of the applicants to the requirements of the financial entities
Management Response: [Added: 2022/05/12]
The project team is working with allies to increase the number of beneficiaries in this component
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Redouble efforts to publicize the benefits of access to credit and the new financial services available through the project.
[Added: 2022/05/12] |
Project Team / CFA | 2022/11 | Initiated |
6. Recommendation:
Generate a single agenda and facilitate spaces among the professionals that make up the "Financial Inclusion Team". In addition, avoid the rotation of officials to give continuity to joint initiatives.
Management Response: [Added: 2022/05/12]
An internal workshop was held with the project team to define how to respond to this requirement and reinforce the work with MME and restart approaches with the ANM
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Dialogue with the new national authorities to maintain the work teams.
[Added: 2022/05/12] |
Project Team / MME / ANM | 2022/09 | Initiated |
7. Recommendation:
Design short, entertaining training programs adapted to the level of schooling of the attendees
Management Response: [Added: 2022/05/12]
An internal workshop was held with the project team to define how to respond to this requirement and build a set of communication tools
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Work with SENA to define appropriate content
[Added: 2022/05/12] |
Project Team/SENA | 2022/07 | Initiated |
8. Recommendation:
Involve the leaders of the mining communities and, if necessary, provide facilities to cover food and transportation costs for miners to participate in the training
Management Response: [Added: 2022/05/12]
The project team has already been addressing this need and will reaffirm it in the future
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Identify and engage positive leaders.
[Added: 2022/05/12] |
Project Team | 2022/09 | Initiated |
9. Recommendation:
Include the intensive training of a group of local miners to act as trainers in the territory. These people should be miners recognized by the community, with a vocation for service, and committed to the principles of the project
Management Response: [Added: 2022/05/12]
The project team has already been addressing this need and will reaffirm it in the future
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Select miners who, due to their experience and position, act as referents for a group. Provide specific training and visits to mobile plants and mines that have adapted their extraction processes to a mercury-free methodology
[Added: 2022/05/12] |
Project Team | 2022/07 | Initiated |
10. Recommendation:
Ensure that the training of ASGM operators includes a practical demonstration of the low efficiency of the current ore amalgamation process and its consequences on the profitability of artisanal and small-scale miners' operations. To this end, significant efforts should be made to communicate the results obtained from the consultancy on Economic
Management Response: [Added: 2022/05/12]
The project team has already been addressing this need and will reaffirm it in the future. In addition, it will be reinforced with easy-to-understand economic information for communities to motivate the non-use of mercury
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Publicize the results of the Economic Modeling consultancy through all media used by the project.
Simplify the message and adapt it to the needs and capabilities of the miners.
[Added: 2022/05/12] |
Project Team | 2022/11 | Initiated |
11. Recommendation:
Develop a project exit strategy to foster a strong commitment to sustainability. The exit strategy should include a discussion with key government stakeholders on the possibility of preparing a project to scale up and replicate the impact of the current one and sustain the intervention with GEF funding.
Management Response: [Added: 2022/05/12]
The project team will design a new project proposal. One of the ideas is the work around the environmental liabilities generated by mining and the removal of mercury in contaminated sites.
Key Actions:
| Key Action | Responsible | DueDate | Status | Comments | Documents |
|---|---|---|---|---|---|
| Work with stakeholders to formulate a project to scale up and replicate the impact of the current one, preferably with GEF funding
[Added: 2022/05/12] |
Project Team / MME / MMA | 2023/10 | Not Initiated |