Final Report - Asian Development Bank

TA 4721-PRC: Preparing the Shaanxi-Qinling Mountains Integrated Ecosystem Management Project
Final Report Appendix 7
� A report should be produced on year two to summarize results of the fund raising
approach used by Public Benefit Funds inside China and other environmental funds
world-wide.
� A report should be produced on year four of the project to recommend the
replenishment system used by the Eco-fund. The report should include :
� Summary of the fund raising system recommended to maintain / increase the Ecofund’s
capital size to achieve its objectives in the broader Qinling area. A set of
methods should be included such as annual appeal workshop inviting all the tourism
operators in the Qinling area.
� Legal status of the recommended fund raising activities
� Operation procedure and guidelines
358. The term of sub-contract will be for three years from year one of the project implementation.
Inputs in each year will be three month. Total budget will be CNY696,000.
b. Training and Capacity Building
359. The overall training program is incorporated within each Project subcomponent so that each
Implementing Agency or enterprise is clear in what is proposed. In addition, to the proposed training
the PPTA has proposed an institutional strengthening program be supported by ADB through
additional technical assistance grant funding.
360. The TA will support the strengthening of the QNBG which will be newly formed prior to loan
effectiveness. The strengthening program is described in Table 23 and seeks to develop the internal
capacity of QNBG to operate in a commercially efficiency manner. A final plan will need to be
prepared once final staffing and structural issues are agreed. At the Time of the PPTA Final Report
the SPG was seeking to form QNBG in the first year of the Project while ADB had rejected the
organizational proposal. During loan fact finding ADB changed its position to one of supporting the
proposed institutional reforms and requested its inclusion. A final institutional strengthening program
needs to be designed based on the staff included, the structural and management responsibilities and
authorities created. These remain undecided.
361. The proposed Institutional strengthening approach is based on developing agreed
responsibilities, job descriptions, operational procedures through corporate strategy and work planning
development and then using a work planning model to implement these strategies. The Project will
facilitate the necessary processes for deciding on these and then support through training the building
of capacity for QNBG to undertake and implement the agreed plans. In this respect the majority of
institutional strengthening is achieved through facilitated guidance and leadership development that
can then use the training programs and planning systems within the Project design to build the
implementation capacity. The institutional strengthening ADTA is therefore targeted at the
Management of QNBG and the Divisional Directors. The TA will assist the SPG in providing the
following outputs:
� SBP corporate manual and operational procedures
� Governance structures
� Financial systems and reporting capacity
� Information systems and MIS
� HRD development plan
� Business Group Plans and annual work programs
� Reporting and management information
� Commercial procedures and quality controls
362. The overall training and institutional investment is summarized in Table 23 below. The
inability to confirm additional TA grant funding is however a major weakness ion the Project Design as
without the institutional strengthening program the PPTA considers the Project not to be feasible due
to implementation capacity constraints.
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