Final Report - Asian Development Bank

6
ADB TA 4271 Shaanxi Qinling Biodiversity Conservation and Demonstration Project
Final Report Appendix 19
� Strategy before function, before organizational structures, before “technical” inputs:
ISPs must follow the lessons from successful public sector and organizational reform
projects. Without a clear sense of direction, clear priorities, and aligned with the
tourism and conservation sector and QNBG staff, the project will not yield the planned
outcomes. Technical aspects have received most attention because traditionally this
has been the donor role. A technical focus will not provide sustainability for QNBG.
Corporate and sector planning and organizational development must precede the
technical inputs for sustainable benefits.
� Match absorptive capacity of QNBG with the proposed inputs. The QNBG is a new
organization and there is a real risk that the Project activities could overwhelm staff.
Either the QNBG work program or the project will suffer – commonly both will be
compromised. Overcoming the limitation of absorptive capacity will be achieved by
aligning the SQBNG and project work plans in a strategic planning framework.
� Capacity building inputs must not create a dependency: The ISP advisers should
facilitate the development of QNBG staff, but they must not undertake tasks on behalf
of the staff. Sustainability of the QNBG requires that the focus is upon developing the
skills and knowledge of the QNBG staff to more effectively fill their respective roles
and achieve the goals of the Corporate Plan.
� Effective partnerships must be created with partners: private sector, community-based
organizations, small holders, and government agencies: Development of the QNBG
role as a commercial manager requires the development of strong and effective
partnerships with the other members of the tourism and conservation sector. It is
important that the QNBG is strategic in its approach.