Midterm Review Improving Environmental Management in the Mining Sector of Suriname, with Emphasis on Artisanal and Small Scale Gold Mining

Report Cover Image
Evaluation Plan:
2017-2021, Suriname
Evaluation Type:
Mid Term Project
Planned End Date:
02/2022
Completion Date:
02/2022
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
33,000

Project Progress Summary

  • The project is significantly off track. No real progress on any outcome can be found, except for some initial work on the MTECS.  The project still faces serious delays in initiating the main project activities even if 3 years already passed. Cumulative financial delivery and timing of key implementation milestones are severely off track.
  • For Outcome 1, "Institutional capacity, inter-institutional coordination and availability of funding increased for improved management of ASGM" the only progress is represented by in the purchase of computer hardware and software for improved near real-time GIS monitoring of mining areas, which has been handed over to the Geological Mining Department (GMD) of Suriname. The foreseen training sessions for institutions have not taken place and there have not been any advances in identifying funding opportunities to support upscaling of ERM practices.
  • The Outcome 2, "Policy and planning framework for the management of the environmental impacts of ASGM mining strengthened" did not record any significant progress except a limited support towards finalization of Suriname National Action Plan for ASGM in response to Minamata Convention. The PB decided that World Bank loans should be now used to carry out the activities foreseen for this outcome that include gender-sensitive policies, guidelines for the responsible management of gold mining and for sustainable forest management and a Responsible Mining Strategy and Action Plan to guide the sustainable development of the ASGM sector. However, discussions are still in progress and it is not clear what remains under the project and GEF funding. It should be agreed if it is the case to propose a budget shift between the project activities, if these budgetary changes will need to adhere to UNDP/GEF guidelines.
  • For the Outcome 3 "Uptake of environmentally-responsible artisanal small-scale gold mining practices increased” there have been significant delays in institutional decision making between MNR and NIMOS on the location of the MTECs. Two locations were finally agreed upon but no actual MTEC has been set up yet. Because of COVID-19 restrictions, no site visits took place as well as consultations with local stakeholders before December 2021 when a first field visit has been undertaken from December 16-19 in the Brokopondo district. New field visits are now planned at beginning of 2022 to gather baseline data, consult with local stakeholders and take exploration samples to ensure that the gold is of sufficient quantity to be of interest to an operation to mine. A list for equipment to be acquired for the MTEC’s has been prepared. The Chief Technical Advisor (CTA) is based in Canada and he was not able to go to the field. This Outcome includes one of the main projects results and there is the need to greatly accelerate the implementation of activities, and it requires strong commitment of the key government counterparts.
  • No results can be seen also for Outcome 4, "Knowledge availability and sharing increased at the national and regional scale on environmentally responsible ASGM". The communications firm still needs to start working on communications and knowledge products. The study tour on environmentally friendly mining sites in French Guiana was not yet organized and it should be scheduled for beginning of next year if COVID-19 will allow for it.
  • The project´s Stakeholders Platform, will be re-launched soon after more than one year of inoperability. A new invitation letter has been sent to all the stakeholders included in the platform.
  • If the project will not be able to reduce the delays accumulated so far, there is a high risk that the project will not be able to achieve all its proposed targets and objectives at the time of its scheduled closure.
  • However, if the field activities will be continued in January involving local beneficiaries, and all the other activities will be speeded up once the PMU will be fully operation and supported by all the external consultant, almost all the objectives could be reached.

It has to be noted that it is not easy to engage external consultants with proper skills and competencies. For different calls for Expression of Interest (EoI) no proposals were received.

  • A request for project extension can facilitate to finalize the project and meet the expected results however, basically the UNDP rules say that extensions are not permitted except when force majeure occurs. 12 month extensions could be permitted with strong justifications due to the COVID-19 Pandemic and source for funding to cover cost of project extension, but it is not sure this will be enough since the project is significantly behind schedule.

Share

Document Type Language Size Status Downloads
Download document Final-Midterm Review EMSAGS+_AK.docx.pdf related-document English 2393.21 KB Posted 109
Download document EMSAGS MTR Executive Summary.docx summary English 31.20 KB Posted 109
Download document ToR international consultant EMSAGS MTR.pdf tor English 1247.08 KB Posted 108
Download document Final-Midterm Review EMSAGS+_AK.docx.pdf report English 2393.21 KB Posted 103
Title Midterm Review Improving Environmental Management in the Mining Sector of Suriname, with Emphasis on Artisanal and Small Scale Gold Mining
Atlas Project Number: 00107493
Evaluation Plan: 2017-2021, Suriname
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 02/2022
Planned End Date: 02/2022
Management Response: Yes
Focus Area:
  • 1. Sustainable
  • 2. Others
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
  • 1. Output 1.3.1 National capacities and evidence-based assessment and planning tools enable gender-responsive and risk-informed development investments, including for response to and recovery from crisis
SDG Goal
  • Goal 12. Ensure sustainable consumption and production patterns
  • Goal 15. Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity loss
SDG Target
  • 12.4 By 2020, achieve the environmentally sound management of chemicals and all wastes throughout their life cycle, in accordance with agreed international frameworks, and significantly reduce their release to air, water and soil in order to minimize their adverse impacts on human health and the environment
  • 15.1 By 2020, ensure the conservation, restoration and sustainable use of terrestrial and inland freshwater ecosystems and their services, in particular forests, wetlands, mountains and drylands, in line with obligations under international agreements
  • 15.2 By 2020, promote the implementation of sustainable management of all types of forests, halt deforestation, restore degraded forests and substantially increase afforestation and reforestation globally
Evaluation Budget(US $): 33,000
Source of Funding: Global Environment Facility
Evaluation Expenditure(US $): 21,923
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Nationality
Guido Mattei Mr.
Ria Wazir- Jharap Mrs. SURINAME
GEF Evaluation: Yes
GEF Project Title: Improving Environmental Management in the Mining Sector of Suriname, with Emphasis on Artisanal and Small Scale Gold Mining
Evaluation Type: Mid-term Review
Focal Area: Biodiversity
Project Type: FSP
GEF Phase: GEF-6
GEF Project ID: 9288
PIMS Number: 5627
Key Stakeholders: General Bureau of Statistics (Algemeen Bureau voor de Statistiek); Ministry of Spatial Planning and Environment; Anton de Kom (University of Suriname)
Countries: SURINAME
Lessons
1.

Lessons learned

  • The EMSAGS project shows clearly that in the mining sector, the local team should have the technical background to benefit and make use of the technical but also legislative and social skills provided by international senior consultants.
  • When the responsibilities are split between different ministries difficulties could arise, cooperation mechanisms have to be clearly designed and set.
  • Hiring experienced local and international experts can be very challenging and it needs effective procedures and ToRs able to attract excellent candidates.
  • The role of all the political representatives and ministries has to be clear since the project design but actions have to take place to ensure it during all the project duration.
  • Dealing with the mining sector includes different interests and objectives that are not only related to the high profitability but that include also social, environmental, security and safety aspects.
  • A clear legal framework, allowing for the implementation of the actions, is necessary to effectively achieve the technical results and support the project sustainability. When the framework is not working well, it can become a weakness.
  • Such multi-tasking projects need to establish cooperation opportunities with local, regional and international actions. New or upcoming projects have to be monitored and taken into account, in order to benefits from them and not overlapping activities and expenses.
  • The involvement of local beneficiaries is key to meet the project objective and to ensure its long term sustainability. Actions to involve them should start since the beginning of the project in order to keep attention, relevance and to ensure local ownership of results.
  • The small-scale miners understand the impact mining has on the environment, but they are not primarily driven by the environmental protection but mainly driven by the financial aspect. They are interested because they have heard that using those methods will yield more gold.
  • Unexpected event may occur during the project, the PMU, PB and implementing partners, should be ready to put in place immediate actions to face the possible difficulties and constraints.

 


Findings
1.

  • Management and Administrative Aspects 
  • The EMSAGS Project encounter several management problems from the beginning of its execution, the Implementing Partner, NIMOS, showed difficulties in developing contracting processes for the PMU personnel, as a result the PMU never operated with the complete personnel that was envisaged.
  • The interim PM cannot be involved full time because of his other governmental commitments.
  • The PMU had also to operate with the key experts not in place, this situation combined was exacerbated by low execution and poor management, in an already difficult context. This also affected the contracting process that took more time than needed.
  • The situation continued until the last trimester when measures were taken but those are not definitive but transient, therefore definitive measures are still to be decided.
  • The current organization structure needs to be adapted to the needs of the next phase of the project implementation and hire the key technical personnel that is needed.
  • NIMOS requires assistance in contracting processes therefore, in order to expedite the implementation of the Project is recommendable that UNDP assist further in the recruitment of the PMU personnel that are still not hired.

 

  • Technical Aspects
  • The EMSAGS implementation process is a particularly complex because it requires to combine very technical elements with policy, strategic and development objectives. It moves from a local perspective to national and international scope.
  • The readiness process is a challenging because it not only encounters the structural problems of mining and local economy, but also the political and legal contexts play an important role and the process needs to make actions as participative as possible.
  • The PMU team has not yet created all the technical capacities in its personnel or in the respective institutions, therefore the next semester is key to ensure Suriname will benefit completely from the project technical results.
  • The main products related to MTEC are not going to be ready for another 12 months at least, so the Project might require to extend its implementation time, but it has to be justified by force majeure and approved by UNDP headquarter.
  •  Attention to support the MTEC studies development are needed to ensure the technical feasibility and achievement of results.
  • The PMU team requires strengthen its capabilities to engage in technical and strategic discussions.
  • Strategic and Political Aspects
  • A high political engagement is still missing, the Project needs to focus to reach all branches of government and engage them in the discussion of the ASGM strategy in line with the Development Strategy 2035. Also the discussion of the Mining Law provides a perfect context to include the climate change variable in the discussion, since Mining is the most important driver of deforestation.
  • Other structural barriers such as Land Planning, land rights continue to be key subjects to monitor and inform when possible.
  • Completion of the PMU organizational structure and supporting experts is needed to be in place by January 2022, so the PMU will count with all the personnel on board and the technical and administrative support ready to continue the project implementation.
  • Taking into account the current state of implementation, the Project will require an extension of not less than 12 months to finalize the main expected outputs, but only if the recommendations in this review are implemented in due time.
  • If the situation does not change, the Project with the current low level of execution per year, even with an extension of time would not be able to use all the resources nor deliver the expected outcomes and outputs.

Recommendations
1

Ensure enhanced PMU functioning and operations with the full-time project coordinator and engagement specialist onboard by completing PMU staffing and ensuring clear decision-making processes are in place. 

2

Implement adaptive project management and acceleration actions, including adjustment of implementation schedule, composition, time and compensation of the technical experts and specialists, taking into account COVID-19 and in line with GEF policies to get the project back on track

3

Involve more the Ministry of SP&E in the project activities supporting MNR. Cooperation between the two ministries was not always efficient enough. It is important to get both ministers to actively work on the project, to show that at the highest level the government is engaged

4

Introduce corrective actions to make the recruitment and procurement processes more effective and successful. In order to attract candidates, incentives (i.e., attractive salary) can be foreseen.

5

Improve the procurement process and strategy, e.g., implementing a contract management platform to make project planning, vendor management, bid management and negotiation much simpler; to proper manage budget, workflow, and production timelines and keep everything aligned with project objectives

6

Set up a multi-layered Monitoring and Evaluation (M&E) implementation which involves several government departments, and local and international partner agencies and consultants working together to prepare baseline assessments, deliver technical monitoring reports, and conduct regular monitoring. M&E should form an essential part of the operational approach of the ministries and national agencies also for monitoring and reporting on co-financing.

7

Put in place operational guidelines in terms of timeline and decision making for a proper implementation of activities. These guidelines should define clear responsibilities and deadlines to approve decisions and deliver responses and documents.

8

The UNDP Country Office needs to enhance the project oversight on bi-monthly or quarterly basis to support implementation acceleration. It is a very high-risk project in the sense of its underperformance, and UNDP has to keep the pressure also on a governmental level

9

Project implementation activities should not only focus activities on the outcomes related to the MTECs (Outcome 3), rather also include work under the other outcomes, including analysis and realization of synergies and complementarity between the World Bank Suriname Competitiveness and Sector Diversification (SCSD) project and this project and what this project will need to advance under Outcome 2.

10

Facilitate cooperation of Chief Technical Advisor (CTA) and Environmentally responsible mining (ERM) experts with local team of consultants together with MNR staff to start field work as preparation for establishing MTECS

11

Initiate actions to re-establish the stakeholder platform and ensure the full cooperation of all the project actors as soon as possible, however no later than 2 months of MTR report.

12

Set up of MTECs should not only be in areas where there are tailings, operationalization per project document should also be given to demonstration of full mine life cycle, without supporting expansion of ASGM locations.

13

Ensure the effectiveness of local mining environmental activities, it is vital to introduce a stronger coordination between the EMSAGS implementing partners and the local governments. It will also allow making sure final beneficiaries owns the project results.

14

Organize other visits to the pilot sites areas by end of January 2022, to select and ensure the execution of alternative technologies for responsible mining pilot interventions and create more involvement with miners.

15

Start implementation activities at the 2 sites as agreed within the PB and initiate activities at the third site at a later stage, benefiting from the experience of the first two sites.

1. Recommendation:

Ensure enhanced PMU functioning and operations with the full-time project coordinator and engagement specialist onboard by completing PMU staffing and ensuring clear decision-making processes are in place. 

Management Response: [Added: 2022/02/02]

Agreed

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Share updated PMU staffing, roles and responsibilities and EMSAGS operations procedures including procurement, signatories, Delegation of Authority with Project Board (PB)
[Added: 2022/02/02] [Last Updated: 2022/04/11]
NIMOS and PMU/CTA 2022/03 Overdue-Initiated PMU staffing completed; Roles and responsibilities of project partners reviewed and are in line with UNDP guidelines for NIM projects. Not clear what is meant with Operational procedures? History
Completion of core PMU with hiring, per most recent terms of reference, of Monitoring and Evaluation Officer
[Added: 2022/02/02] [Last Updated: 2022/04/11]
NIMOS and PMU/CTA 2022/02 Completed M&E officer with responsibilities for the EMSAGS project included, contracted per Jan’22. Contract shared with UNDP History
.Assess the need for additional PMU position and availability of financial resources to support this staffing
[Added: 2022/02/02] [Last Updated: 2022/04/11]
NIMOS and PMU/CTA 2022/02 Completed PMU Reported action as completed with the contracting of a full time Logistics Officer and contracting the ITP specialist full time. With the contracting of the ESI consultancy team (consisting of an ASGM expert; a gender specialist and an environmental expert), a re-evaluation of tasks of ERM and ESI has been done and PMU is confident that ESI consultancy team will be able to support with technical aspects regarding MTEC setup and management. Assessment of needed technical person in the PMU is ongoing History
Review action plan Project Implementation Report (PIR) 2021 and incorporate as relevant in enhanced PMU operations
[Added: 2022/02/02] [Last Updated: 2022/04/11]
PMU/CTA 2022/02 Completed Review done by PMU; action items incorporated in operations History
2. Recommendation:

Implement adaptive project management and acceleration actions, including adjustment of implementation schedule, composition, time and compensation of the technical experts and specialists, taking into account COVID-19 and in line with GEF policies to get the project back on track

Management Response: [Added: 2022/02/02]

Agreed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Review technical team composition and consider adjustment (supplement with national experts) in light of COVID-19 travel restrictions
[Added: 2022/02/02] [Last Updated: 2022/04/11]
NIMOS and PMU/CTA/ERM 2022/02 Overdue-Initiated Relates to Recomm1/action#2 Adjustments as per contract ESI and ERM consultants. CTA’s responsibilities will be reviewed by PMU/ IPs.. Assessment of need for a Technical assistant in the PMU is ongoing (will be discussed with NIMOS) History
Expedite hiring of local technical team members
[Added: 2022/02/02] [Last Updated: 2022/04/11]
NIMOS and PMU/CTA/ERM 2022/04 Overdue-Initiated ESI consultants team identified. Contract signing planned for the week of April 4th. History
Introduce an annual meeting with all implementing and Co-financing partners, including members of the PB and Technical Committee, to discuss project status and corrective adaptive and acceleration measures if needed
[Added: 2022/02/02] [Last Updated: 2022/04/11]
PMU 2025/04 Initiated Annual Retreat 2022 EMSAGS Project planned for Oct (PMU) History
Submit revisions for technical team composition to PB for approval, in the case of reallocation of funding resources these need to be done in line with GEF policies and procedures, including clearance/approval by the UNDP Regional Technical Advisor (RTA), respectively the Global Environment Facility (GEF).
[Added: 2022/02/02] [Last Updated: 2022/04/11]
NIMOS and PMU/CTA/ERM 2022/02 Completed PMU/ IPs decided to join efforts with organizations already working in the same field. As reported in PB of March 10th, 2022. Brokopondo site (Grasalco Building) visit completed on March 17th; Maripaston (Grassalco) site visit planned for April 14th; WWF/ARM provided technical data (assessments made and shared with PMU) which will be evaluated and submitted to the Board for approval History
Establish a Technical Committee and introduce regular –at least one per month- technical meetings with technical staff of implementing project partners involved in project implementation to discuss the execution of outputs and activities and send minutes of the meetings to the PB.
[Added: 2022/02/02] [Last Updated: 2022/04/11]
PMU 2025/04 Completed TC operational; monthly meetings being conducted; meeting minutes available. Ministry of Spatial Planning and Environment (SPE & E) still to appoint a Representative History
3. Recommendation:

Involve more the Ministry of SP&E in the project activities supporting MNR. Cooperation between the two ministries was not always efficient enough. It is important to get both ministers to actively work on the project, to show that at the highest level the government is engaged

Management Response: [Added: 2022/02/02]

: Partially Agreed. To facilitate cooperation and support from both Ministers of NR and SP&E on high-level Government support. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Chair of PB to invite ministers of Natural Resources and Spatial Planning and Environment (SP&E) as well as UNDP Resident Representative for strategic presentation by PMU on EMSAGS project objectives, urgent actions, and highlevel support.
[Added: 2022/02/02] [Last Updated: 2022/04/11]
MNR and PB 2022/04 Overdue-Initiated Presentation for Min NR and Min SP&E by PMU scheduled for April 26th History
Chair of PB to invite ministers or Permanent Secretary of NR, SP&E, Finance, Regional Development, Trade, Entrepreneurship and technological innovation, Health for presentation by PMU on EMSAGS project objectives, progress on AWP 2022 and urgent actions
[Added: 2022/02/02] [Last Updated: 2022/04/11]
PB 2022/05 Overdue-Initiated Presentation for Min RD&S and Min GBB by PMU scheduled for April 29th. Presentation for Min TETI scheduled for May 4th, History
Chair of PB and members to align engagement with EMSAGS Communications and Engagement Strategy and carry out high level engagement tasks
[Added: 2022/02/02] [Last Updated: 2022/04/11]
PB 2022/12 Initiated Awareness Strategy developed; Stakeholder Engagement Plan (SEP) 2022 developed and discussed in TC meeting of Feb 28th; Final SEP shared with PB History
4. Recommendation:

Introduce corrective actions to make the recruitment and procurement processes more effective and successful. In order to attract candidates, incentives (i.e., attractive salary) can be foreseen.

Management Response: [Added: 2022/02/02]

Agreed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
NIMOS to review and assess current recruitment and procurement processes with aim of efficiency and effectiveness gains for EMSAGS project.
[Added: 2022/02/02] [Last Updated: 2022/04/11]
NIMOS and PMU 2022/02 Completed Recruitment and Procurement processes are according NIMOS and UNDP rules and guidelines and are effective. PC to monitor adherence to timelines History
NIMOS to communicate to PB revised procedures for EMSAGS recruitment and procurement processes.
[Added: 2022/02/02] [Last Updated: 2022/04/11]
NIMOS and PMU 2022/03 Completed Revisions not necessary. Monitoring of adherence to timelines required History
Capacity building, review and adjustment of procedures for recruitment and procurement processes
[Added: 2022/02/02] [Last Updated: 2022/04/11]
NIMOS and PMU 2022/12 Completed Internal capacity of PMU on applicable recruitment and procurement processes strengthened through hiring PC & M&E Officer (with recruitment and procurement experience in projects requiring similar processes) History
5. Recommendation:

Improve the procurement process and strategy, e.g., implementing a contract management platform to make project planning, vendor management, bid management and negotiation much simpler; to proper manage budget, workflow, and production timelines and keep everything aligned with project objectives

Management Response: [Added: 2022/02/02]

Agreed. 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Implement approved action plan and report lessons learned to PB as these may also be relevant for Minerals Institute Suriname (DIS)
[Added: 2022/02/02] [Last Updated: 2022/04/11]
NIMOS 2022/09 Initiated Meeting with consultants DIS- CN held to share experience on establishment of NMA History
PMU to discuss with NIMOS also within the context of NIMOS becoming National Environmental Authority and identify suitable actions and prepare an action plan related to improving the procurement process and strategy that EMSAGS could support in line with recommendation and resource availability.
[Added: 2022/02/02] [Last Updated: 2022/04/11]
NIMOS and PMU 2022/02 Completed Copied from last month(March 10, 2022) : As M&E Officer is also involved in work for NIMOS/ NMA, the PMU proposes draft action plan to be prepared by M&E Officer Discussed and reviewed. In line with procurement guidelines History
Submit suitable actions and action plan to the EMSAGS PB for approval.
[Added: 2022/02/02] [Last Updated: 2022/04/11]
NIMOS and PMU 2022/03 Completed No other actions required History
6. Recommendation:

Set up a multi-layered Monitoring and Evaluation (M&E) implementation which involves several government departments, and local and international partner agencies and consultants working together to prepare baseline assessments, deliver technical monitoring reports, and conduct regular monitoring. M&E should form an essential part of the operational approach of the ministries and national agencies also for monitoring and reporting on co-financing.

Management Response: [Added: 2022/02/02]

Agreed

Key Actions:

Key Action Responsible DueDate Status Comments Documents
PMU to initiate discussions between EMSAGS Technical Teams, NIMOS/ Environmental Planning and Information Office (EPIO), Foundation of Forest Management and Production Control (SBB)/Forest Cover Monitoring Unit (FCMU) and Geological Mining Department (GMD) on monitoring of ASGM impacts (as indicated under activity 1.3) and on the EMSAGS core indicators.
[Added: 2022/02/02] [Last Updated: 2022/04/11]
PMU/NIMOS and MNR 2022/06 Overdue-Initiated Discussions with MNR/ GMD/ NIMOS/ OGS/PMU on producing LULCmaps; pilot project NRTM is ongoing History
NIMOS/ EPIO to continue discussion with key actors, such as General Bureau of Statistics, Ministries, Planning Office, related District Commissioners Offices as part of Suriname Environment Information Network (SMIN) as well as its responsibilities under the New Environmental Framework Law
[Added: 2022/02/02] [Last Updated: 2022/04/11]
NIMOS/EPIO 2022/09 Initiated PMU started discussions with NIMOS/EPIO History
Operationalize multi-layered Monitoring and Evaluation framework taking into account existing monitoring frameworks (e.g. Suriname Geospatial data platform named GONINI, SMIN, SBB Forestry Statistics database (KOPI) and complementarity with ongoing efforts for monitoring National Environmental and Social Impacts to enable next PIR 2022 reporting due Aug 2022.
[Added: 2022/02/02] [Last Updated: 2022/04/11]
NIMOS and MNR/GMD 2022/12 Initiated Discussions with SBB - GMD- EPIO on platform/ portal for monitoring have started History
7. Recommendation:

Put in place operational guidelines in terms of timeline and decision making for a proper implementation of activities. These guidelines should define clear responsibilities and deadlines to approve decisions and deliver responses and documents.

Management Response: [Added: 2022/02/02]

Agreed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Draft and share EMSAGS operational guidelines, including PMU, NIMOS and MNR responsibilities and agreed timelines for formal or no objection approval where needed and thresholds for scaling up to PB with a view to expediting decision making and project implementation.
[Added: 2022/02/02]
PMU/NIMOS/MNR 2022/03 Overdue-Not Initiated
Submit operational guidelines to PB for adoption
[Added: 2022/02/02]
PB 2022/04 Overdue-Not Initiated
Review functioning operational guidelines on quarterly basis in 2022 and thereafter on biannual basis and report to the PB
[Added: 2022/02/02]
MNR, NIMOS/PMU 2025/05 Not Initiated
8. Recommendation:

The UNDP Country Office needs to enhance the project oversight on bi-monthly or quarterly basis to support implementation acceleration. It is a very high-risk project in the sense of its underperformance, and UNDP has to keep the pressure also on a governmental level

Management Response: [Added: 2022/02/02]

Partially Agreed (based on the nuance of language). Agreed to increase UNDP oversight at technical and strategic (Ministerial) level Key Action(s)

Key Actions:

Key Action Responsible DueDate Status Comments Documents
.Results oriented quarterly reporting to complement HACT and FACE forms will be organized with new PMU and sessions will be hosted by UNDP to facilitate
[Added: 2022/02/02] [Last Updated: 2022/04/11]
NIMOS/PMU and UNDP 2022/02 Overdue-Initiated Hact completed March 31; Micro Hact for NIMOS pending History
Request from PMU regular (quarterly) updates and evidence on status of co-financing
[Added: 2022/02/02] [Last Updated: 2022/04/11]
UNDP CO and NIMOS/PMU 2025/05 Initiated Format on status co-financing developed and included in updated M&E Plan 2022. PMU to request session with UNDP CO on reporting of co-financing. History
UNDP to continue engagement with government of Suriname at the highest level, including meeting with Ministers
[Added: 2022/02/02] [Last Updated: 2022/04/11]
Unit UNDP/DRR/RR 2023/12 Initiated Copied from PB Feb 2022: UNDP CO will continue to provide the first layer of oversight to ensure timely implementation of the Management Response and implementation of the project activities History
Participation in field visits and project visits of the Environment Programme Assistant, Environment, Programme Specialist or other relevant UNDP Staff member on bi-monthly basis during 2022
[Added: 2022/02/02] [Last Updated: 2022/04/11]
UNDP CO 2022/12 Completed UNDP staff invited for field visits; Participation confirmed by Environmental Progr. Specialist (PB Aprl7th, 2022) History
Participation of UNDP Environment Programme Assistant or Environment Programme Specialist in monthly Technical Committee Meetings to be organized by PMU with technical staff of implementing partners for oversight of project outputs/activities implementation.
[Added: 2022/02/02] [Last Updated: 2022/04/11]
UNDP CO 2025/04 Completed UNDP Environmental Programme specialist and Assistant attending the monthly TC meetings History
9. Recommendation:

Project implementation activities should not only focus activities on the outcomes related to the MTECs (Outcome 3), rather also include work under the other outcomes, including analysis and realization of synergies and complementarity between the World Bank Suriname Competitiveness and Sector Diversification (SCSD) project and this project and what this project will need to advance under Outcome 2.

Management Response: [Added: 2022/02/02]

Agreed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Host the first meeting with the World Bank SCSD project by Feb 2022 and approve action list to be taken forward by WB SCSD project and by EMSAGS project in terms of policy-related work, and regularly (at least bi-annually) review and update the PB on progress
[Added: 2022/02/02] [Last Updated: 2022/04/11]
PB and PMU 2025/05 Completed Meeting held, WB project documents received and comparative analysis on Output 2 done by PMU and presented in PB Feb 2022. PB approval to move ahead with proposed plan of action History
PB to consider hosting similar joint meeting as relevant with current or future ASGM targeted or related projects in Suriname, for e.g. Suriname ASL2, Suriname GOLD+ to advance implementation of activities and maximize synergies
[Added: 2022/02/02] [Last Updated: 2022/04/11]
PB and PMU 2025/05 Not Initiated Preferably to be planned when projects have started/ PMUs fully operational History
10. Recommendation:

Facilitate cooperation of Chief Technical Advisor (CTA) and Environmentally responsible mining (ERM) experts with local team of consultants together with MNR staff to start field work as preparation for establishing MTECS

Management Response: [Added: 2022/02/02]

Agreed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Mobilize further site selection field work as necessary and complete site selection
[Added: 2022/02/02] [Last Updated: 2022/04/11]
PMU, CTA, ERM 2022/03 Overdue-Initiated Discussions held between MNR-NIMOS-PMU to discuss site selection. For the MTEC buildings proposed are existing buildings: School of Mines at Snesi Kondre and Grassalco Building at Brownsweg or facilities at Maripaston; Currently discussions with legal owners of buildings. For cooperation on site selection: First meeting held with WWF on Feb. 28th; further discussions on cooperation on site selection and (joint) establishment of MTECs held on working level. PMU to arrange meeting with ARM/ NIMOS-MNR on Management/ Operationalization of MTEC. History
Evaluate findings of the 4 site selection field visits and expand regions targeted by the Project Board to ensure sufficient gold reserves to support both whole mine lifecycle demonstrations as well as tailings reprocessing.
[Added: 2022/02/02] [Last Updated: 2022/04/11]
PMU, CTA, ERM 2022/02 Completed Change in views. Field work completed in Brokopondo, but findings do not support sufficient reserves to set up demonstrations on the sites sampled. New view is to jointly set up of ERM demo-site with WWF/ ARM in Brokopondo and Paamaka. MTECs will be on government land; demo-site can be within existing third-part concessions. Discussions with WWF/ARM ongoing History
Document and have accessible how the sites were selected for transparency and learning purposes by other teams.
[Added: 2022/02/02] [Last Updated: 2022/04/11]
PMU, CTA, ERM, M&E and Communications specialist 2022/06 Overdue-Not Initiated To be updated after completion of 10/1 and 10/2 History
11. Recommendation:

Initiate actions to re-establish the stakeholder platform and ensure the full cooperation of all the project actors as soon as possible, however no later than 2 months of MTR report.

Management Response: [Added: 2022/02/02]

Agreed

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Organize regular meetings – at least once every quarter with the SP to present information on project objectives/ outcomes/outputs, project status, AWP, role and active engagement of SP within EMSAGS project.
[Added: 2022/02/02] [Last Updated: 2022/04/11]
PMU/NIMOS/MNR 2025/04 Initiated 1st SP meeting held, next meeting date already determined (May 26th) History
.Request to partners of the stakeholder platform (SP) for (re)appointment of representatives
[Added: 2022/02/02] [Last Updated: 2022/02/10]
PMU/NIMOS 2022/02 Completed Completed and meeting of SP 24 Feb 2022. History
Develop and maintain database with current information of the SP, e.g., organizations, representatives, roles, contact information.
[Added: 2022/02/02] [Last Updated: 2022/02/10]
PMU 2022/02 Completed Completed and meeting of SP 24 Feb 2022. History
12. Recommendation:

Set up of MTECs should not only be in areas where there are tailings, operationalization per project document should also be given to demonstration of full mine life cycle, without supporting expansion of ASGM locations.

Management Response: [Added: 2022/02/02]

Agreed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
CTA and ERM consultants, based on field data collected, with support from local technical team and PMU MTEC operationalization and roll out plan will also include 1 full life cycle site in line with recommendation
[Added: 2022/02/02] [Last Updated: 2022/04/11]
PMU, CTA, ERM 2022/04 Overdue-Initiated See MR10/2 Site selection will be based on jointly setting uo demo-sites with WWF/ARM. Site selection data provided by WWF/ARM, which will be used after internal review and approval. Operational – and roll out plan to be jointly developed. History
Support operationalization and partnership for full mine life cycle at targeted site
[Added: 2022/02/02]
PMU, CTA, ERM 2022/12 Not Initiated
13. Recommendation:

Ensure the effectiveness of local mining environmental activities, it is vital to introduce a stronger coordination between the EMSAGS implementing partners and the local governments. It will also allow making sure final beneficiaries owns the project results.

Management Response: [Added: 2022/02/02]

Agreed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Engage the Ministry of Regional Development and relevant District Commissioners of Paamaka and Brokopondo and Traditional leadership in Paamaka and Brokopondo on full participation in EMSAGS.
[Added: 2022/02/02] [Last Updated: 2022/04/11]
PMU/NIMOS 2022/03 Overdue-Initiated The Ministry of RD&S was contacted for participation in SP- meeting. The Director of RD&S is appointed as representative in the SP. He participated in the SP-meeting of Feb. 24th, where a presentation on the status update of the EMSAGS Project was given by the PMU. As part of field work, the PMU had meetings with the DC of Paamaka and staff of the DC of Brokopondo on the EMSAGS Project. As part of the Stakeholder Engagement Plan 2022, activities will be implemented on engagement of local communities/ traditional authorities/ DCs of Brokopondo and Paamaka History
Build on initial discussions between PS Regional Development of the Ministry of Regional Development and Sports and UNDP Programme Specialist on partnership around the Targeted Scenario Analysis (TSA) under the EMSAGS and the draft TSA roll out plan
[Added: 2022/02/02] [Last Updated: 2022/04/11]
PMU/NIMOS 2022/03 Overdue-Initiated Draft TSA TOR shared with TC for review and comments on March 23rd History
PMU with UNDP TSA support to finalize and submit TSA roll out plan to PB for approval and subsequently implement during 2022 to 2023.
[Added: 2022/02/02] [Last Updated: 2022/04/11]
PMU/NIMOS and UNDP 2023/12 Initiated Draft TSA TOR shared with TC for review and comments on March 23rd History
14. Recommendation:

Organize other visits to the pilot sites areas by end of January 2022, to select and ensure the execution of alternative technologies for responsible mining pilot interventions and create more involvement with miners.

Management Response: [Added: 2022/02/02]

Agreed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
PMU/CTA and local team prepare timely field visits and submit request cash advance and report on field visits and use of funds
[Added: 2022/02/02] [Last Updated: 2022/04/11]
PMU/CTA/NIMOS/UNDP 2022/02 Overdue-Initiated As per current practice: All requests for cash advance, including detailed budgets, for activities outside Paramaribo (field work, engagement etc) are prepared by the PMU and approved/ sent by NIMOS to the UNDP CO at least 2 weeks prior to the planned activities. Within 1 week after execution of the activity the report of the act, including invoices, are sent by the PMU to the UNDP CO; remaining funds are deposited on the account of the UNDP History
UNDP CO processes cash advance with GSSU support and makes funds available and ensures timely reconciliation
[Added: 2022/02/02] [Last Updated: 2022/04/11]
UNDP CO 2022/03 Overdue-Not Initiated Vendors waiting too long for payment; some field trips require immediate availability of funds;. NIMOS not always able to advance funds History
With HACT/Cash Advance not in place, UNDP as stop gap measure to assess the feasibility to transfer funds to NIMOS account for field visits and work
[Added: 2022/02/02] [Last Updated: 2022/04/11]
UNDP CO 2022/02 Overdue-Not Initiated Micro Hact for NIMOS to be completed asap. UNDP CO and NIMOS to formalize and have cash advance/ revolving fund established in order to ease field work and activities outside Paramaribo History
15. Recommendation:

Start implementation activities at the 2 sites as agreed within the PB and initiate activities at the third site at a later stage, benefiting from the experience of the first two sites.

Management Response: [Added: 2022/02/02]

Agreed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
CTA and ERM consultants, based on field data collected, with support from local technical team and PMU to finalize draft MTEC operationalization plan and roll out and submit to PB for approval.
[Added: 2022/02/02] [Last Updated: 2022/04/11]
PMU/CTA/NIMOS/ MNR 2022/02 Overdue-Initiated Changed. Site selection will be based on cooperation with WWF/ARM on joint establishment of demo-sites; data on site selection is shared by ARM/WWF, to be reviewed by PMU and IPs and decision made on details of collaboration History
Procurement of Goods and Services for MTEC operationalization in line with the approved MTEC operationalization and roll out plan
[Added: 2022/02/02] [Last Updated: 2022/04/11]
PMU/CTA/NIMOS/ MNR and UNDP CO 2022/08 Initiated Draft equipment list prepared and sent to UNDP CO; Equipment list further detailed in 3 lots (depending on the type of technology that will be chosen (together with the stakeholders in the ASGM). MTEC equipment with lead time will be purchased with UNDP support and other equipment for daily use can easily be purchased locally(such as buckets, PPE, etc.) History
. At least 2 MTECs operational and providing critical services and collection of ASGM data
[Added: 2022/02/02] [Last Updated: 2022/04/11]
PMU/CTA/NIMOS/ MNR 2022/12 Initiated Development of Joint cooperation with Grassalco, WWF/ARM and SMMP for establishing and management of MTECs in advanced stage History

Latest Evaluations

Contact us

1 UN Plaza
DC1-20th Floor
New York, NY 10017
Tel. +1 646 781 4200
Fax. +1 646 781 4213
erc.support@undp.org