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Mineral Resources Management Capacity Building Project

PN10279 | Project Completion Report Review Note | 07-Nov-2010

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5) Experience in Mozambique with capacity building and public sector reform suggests that emphasis on beneficiary participation in project preparation, intensive supervision, organization and coordination in the field are critical for timely and effective implementation. The implementation of the project highlighted the importance of the adequacy and availability of highly skilled staff, ownership and political commitment to project objectives as key ingredients in ensuring strong local leadership, availability of counterpart funds, and clear delineation of ministerial authority and responsibilities

6) The Project was successful in in achieving its objective, however, it was overly ambitious, particularly in regard to the amount of procurement activities to be carried out from. Given the country’s general lack of capacity it should have been ideal to carry out only limited, prioritized activities. Activities should have been implemented in a phased manner so as to align the activities with project management capacity improvements. In order to build skills and reinforce government ownership and sustainability, future projects in the sector should integrate project coordination and management into government institutions rather than using a separate project implementation unit. This is because it is often difficult to retain the specific skills generates by the project after the project completion if project implementation unit is dismantled.

7) Because of the limited human resources in the sector and weak negotiations skills in many mineral resource-rich countries like Mozambique, it would be better to come up with a more standard mining agreements instead for the specific and individual mining project agreements as in this project. This is essential if the project is to contribute to transparency and accountability in the mining sector

8) The Project was effectively implemented. However, different parallel financing arrangements of each component required increased staff time and effort of the local staff. This is because the rules of involved funding agency are different. A common and more harmonized integrated approach could have been implemented, thus encompassing procurement, M&E, reporting , auditing and timing of implementation of each component.

2) Recipient(s): Bank : Regular and updated training of staff on procurement rules and guidance


Industry / Mining / Quarrying

Summary Report PN10279_SR_EN PN10279_SR_EN.pdf