Final Report - Asian Development Bank

10
ADB TA 4271 Shaanxi Qinling Biodiversity Conservation and Demonstration Project
Final Report Appendix 19
and the QNBG management team followed by a workshop through which the strategy
can either be confirmed or defined in the form of a mission or vision statement that
specifies the scope of business for QNBG.
� Role and functions of the QNBG: Defining the role of functions of the QNBG will
occur in the preparation of the Corporate Plan. This needs to be reviewed, especially
if the strategic direction is modified. The project purpose highlights the need to clarify
the role of QNBG in the tourism and conservation sector. The TA will need to hold
enterprise / QNBG division level workshops to confirm the role and functions of each
unit and how these contribute to the overall QNBG mission statement. Once the
enterprise workshops are completed each enterprise management team will prepare a
enterprise function statement that will be presented to the senior management team.
The Senior management team will consolidate the function statements into the
beginning of a corporate plan and will work closely with the enterprise mangers to
develop a complete corporate plan for the next five years.
� Review organizational structure: Alignment of the organizational structure to its role
and function is essential. The internal structure of the organization must be designed
to meet the new role and functions. Further reorganization may be required as the
project evolves and the focus moves from investment to operational capacity and
growth. The QNBG mission, strategy and corporate plan will then be used to review
the QNBG structure and how the structure fits to the agreed function and strategy. A
structural reform program will be outlined where necessary for example, it may be
more efficient to move marketing and commercial management arrangements into the
senior management team of QNBG and have these resources provide a collective
response.
� Assess internal operational processes: Assessments of the main functional areas
including: financial management; HR management; planning, reporting and
monitoring; technical services; etc. These need to be assessed and a program to
strengthen them prepared. Once the structural program is complete the necessary
organizational systems required to operate the division and the QNBG in totality will
be assessed and strengthened. A critical aspect of this is the need to review staffing
and training needs. Once programs are agreed each Division will prepare an annual
work plan as part of the IS program.
� Capacity of the staff: The QNBG staff must have the skills to implement the
Corporate Plan. Assessing their current skill levels and matching that to skills needed
for the QNBG delivery capacity will lead to the preparation of a HR development plan.
The Training need assessment will be used to build a HR policy and HRD plan for
QNBG and its Divisions. This will be facilitated through assessment of work
requirements within the enterprise divisions and the senior management team, the
training needs once identified will be reconciled against proposed Project investment
into training and the training programs adjusted accordingly.
o The assumed number of staff for training are:
� Qinling Botanic Garden 20 management and 230 field operations staff
yet to be appointed
� SARC 18 management and approximately 130 field staff
� Louguantai Forest Farm 20 management and 130 field staff
(assuming all SARC staff are part of Louguantai Forest Farm)
� Performance measure systems: The IS will develop a M&E system for the QNBG,
but the QNBG needs to develop performance measures that assess its performance.
The Corporate Plan should contain indicators and these need to be reviewed and
further developed. Through the development of the QNBG mission, strategy,
corporate plan, annual work plans the process will identify performance indicators for
inputs, outputs, and impacts. These will be reviewed by senior management and a
reporting system developed for each level of the organization that clearly indicates the
status and impacts of each divisional work plan.
� Prepare and implement a communications strategy: Communications, both
internally and external, is essential. Internally, communication is essential to get buy-in
and co-operation for the impending change management. It is also important that the
QNBG clients and stakeholders gain a clear understanding of the project and what it
will deliver so they know how they will benefit and therefore willingly participate.