Final Report - Asian Development Bank

5
ADB TA 4271 Shaanxi Qinling Biodiversity Conservation and Demonstration Project
Final Report Appendix 19
responsible for implementing conservation spatial planning, conservation and social forestry,
biodiversity conservation through habitat restoration, and forest-based livelihood promotion. These
changes are significant changes that need to be undertaken and completed in a structured and timely
manner. The nature of these changes will be demanding on management and staff and there is clear
evidence that such changes required planned and effective change management processes to be
successful. To date few, if any, senior management staff of QNBG has change management
experience or training. Most have not experienced any significant public sector reform programs from
which to design, lead and implement an effective change management process within the three
enterprises and the QNBG.
17. Qinling Botanical Garden as a totally new enterprise with no management or commercial
expertise or track record will employ over 250 staff and operate assets valued in excess USD 35
million. While acting as a determined Project Champion the leadership of the Qinling Botanic Garden
does not have the prerequisite skills to operate large commercial enterprises. This has been
highlighted throughout the entire PPTA including the Qinling Botanic Garden attempt to complete the
feasibility report without technical expertise, and with no recognition of the commercial needs relating
to marketing, business development, commercial outlet management such as retail outlets, ticketing
systems, cash management systems etc.
18. SARC management has a more sophisticated existing business than the other enterprises in
QNBG. The current management does however recognize its lack of experience in commercial
management through the inclusion of contracting costs for commercial tourism management. While
this is provides important additional capacity it does not address the need for strategic operational
management that guides the strategic planning and development of SARC into an international
standard animal exposition and rare animal protection and breeding center. SARC management
needs to introduce major improvements to the standards of animal welfare while also integration the
SARC into the wider conservation and endangered species management programs in both the Qinling
Mountains and the PRC national programs. To achieve this will require a far wider strategic approach
to the future management and growth of the SARC.
19. The success of QNBG will be defined in terms of the achievement of commercial objectives
yet the proposed senior management was appointed based on highest graded official from existing
cadres in the three enterprises. Seniority is not considered to be the best indicator of managerial
capability and may result in additional and significant risks to establishing a successful commercial
operation. The proposed management do not have commercial or tourism sector experience with all
individuals coming from technical and research driven public sector backgrounds.
20. Existing staff within the current enterprises have little knowledge or understanding of the
Project beyond their own enterprise interest other than the awareness raised through consultative
processes. They have less understanding of the requirements of a commercial entity and have no
experience or training in the range of institutional procedures that will be necessary to operate SNBG
successfully. The impact of the consolidation and the expected requirements of the QNBG are likely to
be daunting at best - threatening at worst. As a consequence the proposed organization changes will
be slowed and even side tracked as staff resent or oppose necessary change. Effective change
management leadership will be essential however as mentioned above this is unlikely to evolve form
the existing management without significant support and strengthening. Without committed and skilled
staff QNBG will fail.
B. IS Approach
21. Experience and the lessons learned from institutional strengthening programs (ISPs)
identifies main principles that need to be applied if the goal, purpose and other development outcomes
of the Project are to be achieved. Lessons learned and suggested priorities for ISP are:
� Start with the end in mind: Sustainability must commence with the design of the
project, featuring an explicit exit strategy. By the end of the project staff need to have
the confidence to deliver service without support and the project must provide this
opportunity. Assessment of staff competencies and the subsequent capacity building
program will be undertaken in association with senior staff.