Final Report - Asian Development Bank

9
ADB TA 4271 Shaanxi Qinling Biodiversity Conservation and Demonstration Project
Final Report Appendix 19
38. Prepare for the unexpected and adapt. Effectively managing change requires continual
reassessment of its impact and the organization’s willingness and ability to adopt the next wave of
transformation. Fed by real data from the monitoring and evaluation framework activities are
supported by solid decision-making processes, IS TA technical advisers and QNBG management can
then maintain momentum and drive results.
39. The TA Needs to Facilitate, Negotiate, and Consult through ensuring participation in the IS
process by stakeholders being involved in decisions that affect their lives. Three types of participation
are required:
� Process participation: the direct involvement of people in specific development
interventions, e.g. through the choice of issues for analysis, the collection of data
(quantitative and qualitative), to a degree in the analysis, and in the design and choice
of the intervention.
� Democratic participation: the influence citizens exercise over decisions made by the
state bodies and organizations which represent them and/or control the territory in
which they reside. In the Project QNBG needs to be seen to be responsive to these
participants in terms of resettled land use right holders, visitors and CDA local
residents
� Systemic participation: the creation of institutions and conditions that foster and
promote participation broadly in society.
40. Incentives: Primary stakeholders will participate if it is their interest to do so, and if there is
low political or economic risk. Projects must be designed to provide appropriate incentives to motivate
active participation
41. Participatory Research: A range of participatory methodologies can be used to enhance
primary stakeholder participation in analyzing farmer issues and needs, program planning, and
evaluation of program impact. Participatory Rural Appraisal (PRA) is often used for assessing needs,
context, and impact at the village level. Other methods include a range of participatory and more
conventional research approaches such as socio-economic surveys, mapping, conflict analysis,
stakeholder analysis, and ecological studies.
42. Consensus-building strategies: Central to reaching consensus is forming business
linkages with industry partners and the enterprises it controls. The QNBG must be seen as partners
with the local industry be it tourism, agricultural enterprise or conservation and not simply competitors.
43. Training and capacity building: Capacity-building activities themselves can be a
mechanism to catalyze participation. Activities can be implemented to increase participants’
understanding and practical skills in conflict resolution, SLM education, participatory research
methods, and project monitoring. The conservation programs in the CDA are all designed on planning
systems that build involvement and consensus and QNBG will need to the vision and capacity to lead
these processes.
44. Information sharing: Printed materials such as research reports, workshop proceedings,
and training materials, as well as accessible maps and posters, designed to reach different audiences,
from policymakers to local villagers, are crucial for dissemination of results, education and extension
efforts, as well as for stimulating discussion and negotiation over conservation and corporate
management decisions.
D. Strategic IS tasks to be completed
45. The following tasks need to be undertaken in an ISP approach. The QNBG will need to
develop the capacity building response to the initial findings, and emerging understanding derived
from:
� Strategy for QNBG confirmed: As part of the inception phase the QNBG strategy as
outlined in the Corporate Plan needs to be confirmed with the stakeholders. If
modifications to the overall strategic direction of the QNBG are required these should
be highlighted and an action plan prepared. This will involve meetings with the SFD