Chreod Corporate Profile
24
Managing Change in Urbanizing Regions Chreod’s Services for the Public Sector March 2011
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March 2011 update to Chreod Corporate brochure
Transcript of Chreod Corporate Profile
Managing Change in Urbanizing Regions
Chreod’s Services for the Public Sector
March 2011
2
1
What We Do
2 Cities and Urbanizing Regions
3 Key Issues5 Our Services6 Analysis and
Evaluation7 Strategy and Policy8 Programs and
Plans9 Project Preparation
What We Have Done
10 Analysis and Evaluation
11 Strategy and Policy12 Programs and Plans13 Project Preparation
Company Profile
Who We Are
1 Chreod Ltd.
Who We Work With
14 Our Public Sector Clients
15 Strategic Alliances16 Our Team
2
Toronto: 5.6 million max. 9,300 inh/km2
Shanghai: 19.6 million max. 45,000 inh/km2
Chreod Ltd.
Suite 20750 Prince Arthur AvenueToronto, OntarioCanada M5R 1B5
T: 01.416.9661144F: 01.888.2691288W: www.Chreod.com
Edward [email protected]
Chreod Ltd.
Shanghai Representative OfficeSuite 702, Lidu Building500 Zhongshan Nan Yi RoadShanghai 200023China
T: 86.21.530113701F: 86.21.530113702W: www.Chreod.com
Zhang RufeiManaging Director, [email protected]
1
Chreod is a consulting and research firm that supports decision-making on the sustainable development of cities and urbanizing regions. Established in 1985, we work in Canada and internationally with governments, development agencies, research organizations, businesses, and public-private partnerships.
We support efforts to realize benefits of urban and regional development that are economically, environmentally, socially, culturally, financially and institutionally sustainable.
While Chreod has worked in small communities across Canada and in remote villages and towns in Asia, most of our experience has been in supporting the development of cities and systems of cities. We have worked in over 110 cities in North America and Asia of which 67 are metropolitan regions with populations ranging from 1 million to 20 million residents.
In Canada, Chreod has provided services to federal, provincial and local governments, associations, and Canadian and international companies and investors.
Internationally, Chreod began working in the US in 1987, and then in China in 1988. We have since supported our clients across China and in Vietnam, Thailand, Philippines, Indonesia, Bangladesh, Pakistan, Sri Lanka and Malaysia.
Who We Are
Chreod Ltd.
Through our work on more than 260 research and consulting projects, Chreod has acquired unique knowledge and expertise to:
• address functionally and spatially complex urban and regional development issues in cross-cultural settings undergoing rapid change;
• integrate economic, social, cultural, environmental, financial, and governance perspectives in urban, metropolitan, and regional development policy and programs;
• facilitate the understanding of multi-faceted development processes over time and at varying spatial scales;
• communicate clearly on complex processes and issues with diverse stakeholders and decision-makers;
• implement focused and relevant stakeholder participation, and effectively imbed these practices into local decision-making processes; and
• integrate innovative approaches into existing institutional frameworks and cultures to facilitate meaningful, sustained, and incremental change.
Chreod is based in Toronto. Our Asia Region office has operated from Shanghai since 1997.
2
Chreod focuses on cities, metropolitan regions, and regional systems of cities because they are:
• the engines of local, national, and global innovation, economic growth and prosperity;
• where the greatest social and cultural pressures are likely to be experienced well into this century;
• where the majority of the world’s population now lives and, according to UN estimates, where 60% of humankind will agglomerate by 2030;
• the sources of most of the world’s pollution – especially climate-changing greenhouse gases – and where most of the world’s natural resources are consumed, including water, energy and arable land;
• where global climate change will have the greatest impacts this century;
• where global financial capital is pooled, and from which it is invested.
Cities and Urbanizing Regions
In recent years our work has particularly focused on metropolitan regions: large, complex and dynamic urban areas, with more than one million residents, that are expanding into suburban areas across municipal boundaries, compounding governance, management and environmental challenges.
Metropolitan regions are the major drivers of global economic, social, and environmental change. If managed effectively, they can be highly productive, creative, inclusive and enriching environments. If allowed to grow uncontrollably, they invariably consume valuable agricultural and ecologically-sensitive land, spread pollution, undermine produc-tivity due to rising congestion and environmental costs, dissipate agglomeration economies, raise the costs of service delivery and intensify social inequities.
Our ongoing research has identified 446 metropoli-tan regions around the world. Most are growing rapidly. How they are managed and governed will determine the speed, depth and extent of global development during this century.
What We Do
3
What We Do
Key issues
Restructuring Economies to Strengthen CompetitivenessGlobalization is forcing the restructuring of metropolitan and regional economies around the world. Accessibility to input and output markets is changing rapidly at the regional and global scales, dramatically altering cities’ competitive advantages. For the Shanghai Municipal Government, Chreod recently prepared a global-city strategy to strengthen the city’s integration in global finance, producer services, trade and logistics, innovation-based manufacturing, and cultural services. We recently advised OECD and China’s Guangdong Provincial Government on economic restructuring in the Pearl River Delta – considered by many to be the ‘World’s Factory’ – which began to lose its competitiveness well before the most recent global economic downturn.
Strengthening Social InclusionMetropolitan regions are magnets for migrants, both from within a country, and from other nations. The degree to which migrants are welcomed into communi-ties and enjoined into metropolitan life is critical not only to their welfare but also to the stability, creative dynamism and productivity of the metropolis as a whole. Many migrants are economically vulnerable, and join low-income households already attempting to integrate into metropolitan life. Social inclusion of migrant and vulnerable residents is a critical issue in most metropolitan regions, one that Chreod has specifically addressed in the formulation of development strategies for China’s Pearl River Delta, Shanghai, Chengdu, four other metropolitan regions in China, and East Java Province in Indonesia.
Fostering Cultural DevelopmentCities and systems of cities and towns are more than economic engines. They are the places within which local cultures are expressed and celebrated, both through diverse heritages and in the creative articulation of societies’ values and aspirations. Yet the cultural dimension of urban life is often ignored or taken for granted in urban and regional development policy. Chreod recently advised the Shanghai government on a new Cultural Development Strategy for the munici-pality that targeted the removal of constraints to creativity and cultural expres-sion. We also recently designed a World Bank-supported project to maintain and enhance the natural and cultural heritage of Gansu Province along Asia’s historic Silk Road.
Managing Urban Growth Urban sprawl has become a critical issue for most metropolitan regions. Valuable land is consumed by low-density, inefficient suburban development that is poorly served by public transport and infrastructure services. The consequences are longer travel-times to work and services, higher emissions of greenhouse gases, dispersed pollution, and distortions to local land markets. Chreod has conducted extensive analysis of metropolitan growth patterns in major cities around the world, and the economic, social, and environmental impacts of this growth. Our extensive knowledge base on international practices enables Chreod to localize a wide range of policies and policy instruments to better manage urban growth in metropolitan regions.
4
Enabling Sustainable FinanceLocal governments’ fiscal capacities to sustain capital and recurring financing of public and infrastructure services are stretched in most cities around the world. Chreod has advised China’s Ministry of Finance on municipal finance reforms and on public infrastructure investment policy; our final reports on both these assignments were published as books in China. Chreod recently designed the first pooled credit facility for urban environmental infrastructure financing in China; we were subsequently asked by the Asian Development Bank to assess its replica-bility for Karachi, Pakistan’s principal metropolitan region. We have also assisted in the preparation of a long-term enterprise bond issued by Shanghai’s largest infrastructure investment company, Shanghai Chengtou Corporation.
Managing and Governing Metropolitan RegionsOne of the biggest challenges facing metropolitan regions around the world is putting in place – and sustaining – effective forms of governance and manage-ment that cross traditional administrative boundaries. While most planning and service delivery needs to be done at the most local level possible, crucial respon-sibilities must be exercised at the metropolitan scale if these regions are to realize their inherent agglomeration economies, become socially inclusive, and if disaster risks are to be managed effectively. Chreod has prepared regional service deliv-ery programs for metropolitan areas, and developed frameworks for rationalizing functional responsibilities among governments in rapidly-growing regions.
Managing Risks from Disasters and Climate ChangeUrban systems are at greatest risk to effects of natural and anthropogenic disasters, including earthquakes, hurricanes, floods, landslides, heatwaves and drought, chemical and nuclear accidents, and terrorism. Most natural hazards will be exacerbated by global climate change. Chreod’s recent risk-related projects include: for the World Bank, development of a multi-hazard city risk index (includ-ing future risks arising from climate change) and testing in Bangkok, Manila, and Ningbo; and, for ADB, modeling changes in carbon emissions arising from alternative land use and transport strategies in Ho Chi Minh City, Dalian, and Colombo. Chreod has worked extensively for the World Bank on the Wenchuan Earthquake Reconstruction Project in China’s Sichuan Province.
Ensuring Environmental SustainabilityUrban systems consume the bulk of the world’s non-renewable natural resources, especially water and carbon-based fuels. They also produce the greatest volumes and concentrations of liquid, aqueous, and solid wastes. Environmental quality is often the lowest priority in periods of rapid growth. Chreod’s work on environmen-tal sustainability has ranged from ten years of advisory and advocacy support to an Aboriginal community downstream from ‘Chemical Alley’, Canada’s highest concentration of petrochemical industries, to designing environmental decision support systems for rapidly urbanizing regions, provinces and cities in China.
Chreod Group Inc. Chreod Group Inc. Suite 207, 50 Prince Arthur Avenue Shanghai Representative Office Toronto, Canada M5R 1B5 Suite 702, Lidu Building 500 Zhongshan Nan Yi Road Shanghai 200023, China Tel: 01 (416) 966-1144 Tel: (86-21) 5301-3701 Fax: 01 (416) 848-0885 Fax: (86-21) 5301-3702 e-mail: [email protected] e-mail: [email protected]
Present to International Finance Corporation
FINAL REPORT
May 2009
What We Do
Key issues...
5
Analysis + Evaluation
Strategy + Policy
Programs + Plans
Project Preparation
Regional + Metropolitan Development
•
•
•
•
development trends analysisprojections and development scenariosimpact analyses (social, environmental, fiscal)regional, metropolitan, and urban research
•
•
•
•
••
metropolitan developmentstrategiesprovincial and regional development strategiesurbanization and urban development policiesgrowth management policiesurban rehabilitationpractice guidelines
•
•
•••
regional development planningmetropolitan development planningcoastal zone planningurban land use planningUrban Decision Support Systems (UDSS)
••••
master planningurban designsite planning plan reviews
Economic Development
•
•
•
•
market demand assessmentseconomic baseline studieseconomic projections and scenarioseconomic impact assessments
•
•
•
regional and local economic development strategiesregional innovation strategiespolicy impact assessments
•
•
investment attraction programsarea marketing programs
•••
market demand reviewsBenefit-Cost AnalysesLeast Cost Options Reviews
Human + Social Development
••
social surveysurban and suburban poverty assessments
•
•
regional poverty reduction strategiesurban/suburban poverty mitigation strategies
• stakeholder participation programs
•
•
Resettlement Action Plans (RAP)Social Impact Analysis (SIA)
Infrastructure •
••
social, economic, and environmental impact assessmentsbenefit-cost analysisservice delivery assessments
•
•
•
•
•
national infrastructure policiesprovincial infrastructure development strategiesmetropolitan infrastructure strategiesPublic-Private Partnershippoliciespractice guidelines
•
•
•
capital investment programming infrastructure benchmarking Infrastructure Management Information Systems
•
•
Sector Master Plan reviewsFeasibility Study and design reviews
Environment •
•
•
regional resource supply and demand assessmentsStrategic Environmental Assessments (SEA)environmental impact assessments
•
•
•
Integrated Water Resources Management Strategies (IWRM)air and water pollution control strategiespractice guidelines
• Environmental Decision Support Systems (EDSS)
•
•
Environmental Impact Assessments (EIA) Environmental Management Plans (EMP)
Public Finance •
•
fiscal capacity assessmentsdebt management assessments
•
•
•
municipal finance and credit policiesinfrastructure finance policiespractice guidelines
•
•
financial intermediaries and pooled credit institutionsmunicipal budgeting support
•
•
Project Financial AnalysesFinancing Plans
Governance, Management + Implementation
•
•
•
institutional capacity assessmentsregulatory compliance reviewsurban management reviews
•
•
•
•
metropolitan governance optionsinter-governmental functional responsibilitiesregional service delivery strategiespractice guidelines
•
•
•
Urban Management Information Systems (UMIS)education and training programstwinning and partnering programs
•
•
•
•
Project Design FrameworksProject Implementation PlansInstitutional Strengthening and Training PlansProcurement Plans
Our Services
Chreod provides four sets of services addressing seven themes of development. We have conducted assignments in all of the areas of work shown on
the chart below. Projects have ranged from short, focused advisory assignments to multi-year initia-tives conducted by large, multi-disciplinary teams.
What We Do
6
Our analytic work is based on statistical analysis, advanced geo-spatial analysis, and social surveys conducted on the ground. Two of our most recent surveys were of transient migrant workers in three cities in the Pearl River Delta, and of migrant households in Shanghai’s suburbs.
Our metropolitan work is supported by an in-house program of comparative global research on metro-politan regions that Chreod began in 2001. This research is ongoing, and has so far assessed key development trends, policies and systems of gover-nance in 15 metropolitan regions in China and Tokyo, Seoul, London, Paris, New York, San Fran-cisco, Los Angeles, Boston, Atlanta and Toronto. As resources allow, we are expanding this set of metropolitan regions to include major cities in South and Southeast Asia, and in Latin America.
Chreod has been retained to conduct objective and comprehensive evaluations of development strate-gies, policies and their impacts, and development programs. For example, we recently conducted an evaluation for the Asian Development Bank’s Operations Evaluation Department of the effective-ness of ADB’s Urban Sector Strategy in China.
What We Do
Analysis and Evaluation
Rigorous analysis and evaluation are integral to our work and have also become distinct services that we provide to our clients.
Chreod’s analytical services include analyzing and describing economic, demographic, social, envi-ronmental, fiscal, and governance conditions at spatial scales ranging from towns to cities, metro-politan and sub-provincial regions, provinces, and at the national level. We have developed advanced protocols for projecting development trends and assessing their impacts.
Chreod has assessed downtown and waterfront redevelopment policies and practices in six major cities in the US. We have analyzed and project-ed development trends across China’s Yangtze Basin, stretching from Shanghai to the border with Myanmar; in the burgeoning Pearl River and Yangtze River Deltas; and along three large river basins in China’s Greater Bohai Economic Region. We have analyzed urban development trends in over 70 cities in China, all cities and major towns in Indonesia’s East Java Province, and in Manila and Bangkok. We have recently compiled a global database on all 446 metropolitan regions and are assessing their vulnerability to effects of climate change.
7
What We Do
Strategy and Policy
Chreod has advised on development strategies and policies at the national, provincial, sub-provin-cial, metropolitan region, city, and town scales. Our approach to strategic development planning is systematic – and goes well beyond lofty ‘vision’ statements that are quickly forgotten.
The spatial and temporal scales over which stake-holders can exert effective action need to be care-fully determined at the outset of the strategic plan-ning process. This provides a useful discipline for establishing and prioritizing realistic development goals.
But goals alone are not enough: strategies need to be informed by a clear and objective defini-tion of problems and opportunities. Many strate-gic planning efforts bog down through extensive and expansive analysis of strengths, weaknesses, opportunities, and threats (SWOT), an approach that has not advanced in decades.
The objective of analysis should be to clearly iden-tify and define the specific problems that prevent or constrain the meeting of stakeholders’ goals, and the existing and latent opportunities that could be harnessed to meet these goals. This requires considerably deeper analysis and stakeholder consultation than is typically conducted in most urban and regional strategic planning.
Defining the causes of problems and the constraints to realizing opportunities enables realistic priorities to be set when filtered through the scope of actions that stakeholders can feasibly pursue. Only when causes and constraints are clearly defined and well understood can effective policy be formulated.
The final step in our approach to strategic plan-ning is to define policies and policy instruments. We help to articulate clear policy statements that can be easily understood and objectively measured by all stakeholders, and to select and apply practi-cal instruments for implementing policies. For local governments, we assist in defining programmatic budget envelopes and financing options.
Our most recent strategic planning assignment was the preparation, over a two-year period, of a Global City Strategy from 2010 to 2020 for Shang-hai’s municipal government.
8
What We Do
Programs and Plans
Chreod takes strategic planning to the next impor-tant step: design of concrete action programs and plans.
Our programming services have been applied to the design of investment attraction and area marketing programs in key industrial and economic zones, and the preparation of capital investment programs in several metropolitan regions.
Chreod’s programming has extended to the design of more non-traditional programs in stakeholder participation, education and training, and manage-ment information systems to support decision-making by local governments.
Our work on management information systems has gone beyond traditional MIS to focus on Decision Support Systems (DSS) using geo-spatial technol-ogies. We have designed DSS to support envi-ronmental, land management, and infrastructure investment decision-making at the regional level in China’s Pearl River Delta, at the provincial and municipal levels in Sichuan, and at the metroplitan scales in Shanghai and Tianjin.
Chreod has considerable experience in assembling and validating investment programs by govern-ments and international development agencies. These have included: designing overall program frameworks for several World Bank infrastructure loans in Indonesia and China; preparing investment programs for industrial zones; validating strategic benefits and costs of water-supply programs in Bangladesh; and designing a long-term investment program for municipal infrastructure in Karachi.
Chreod only conducts spatial planning for complex projects at large spatial scales. For example, for the Shenzhen Municipal Government, Chreod prepared a development management program and area plans for the metropolitan region’s entire 260-km coastline adjacent to Hongkong.
No 2 Long distanceBus Terminal
GY_15
Expansion and Dam Height Increasingof Huaxi Reservoir
GY_11
Sanqiao Freight Yard
GY_18
Erqiao Sewage Treatment Plant
GY_7
Dayinpa Bus Parking &Maintenance Station
GY_1
Baiyun Sewage Treatment Plant
GY_9
Guiyang Beijiao Water Plant
GY_4
Northwest section ofExpress Ring Road
GY_16
Huaxi Sewage Treatment Plant
GY_8
Sewage Collection and Landscapingof Nanming River
GY_10
Guikai RoadUpgrading/Improvement
GY_17
Potable Water Resource Projectof Aha Reservoir
GY_3
NT
HS
(Chongqin
g-Z
hanjia
ng)
Rail
ChuanQ
ian
LongdongbaoAirport
HS (Shanghai-Ruili)
NTHS (Shanghai-R
Rail XiangQ
NT
HS
(Chongqin
g-Z
hanjia
ng)
ail GuiKuang
built-up area 1996
built-up area 2010
built-up area 2050
national trunk highway
regional highway
urban rapid road
urban major road
subway / LRT
Infrastructure Projectsin Huaxi Scenic Resort
GY_19
INTERNET/WAN
Shared Software
Shared Data
Warehouse
Mapping StrategicPlanning
UPM UC
EPB SUPDI SMI CITY CITY
UMIS CENTRE
Non-spatial Semi-spatial
InfrastructureInvestment
& Operations
OASOFFICE AUTOMATION
SYSTEM
SPCC/ CMISSPCC
MOC PG
SPCC
Innovative financing components are structured in an integrated way for implementation under the APL
ShanghaiUDIC
APL forSuburbanEnv. Infra:Y .5 bn15 + 5 yrs
SWAOD
SH UDICSubsidiary
Y .5 bn for 15+5 yearsfrom APL
for Suburban Districts’ env. infra.
debt financing (no equity)
Private EquityInvestment
IPO
APL Phase 2 Phase 3 future
IPO
future Bond Issues
Syndicated EnvironmentLoanY ?15-20 yrs
DistrictOperating Cos.
DistrictUDICs
PPIProject
Companiesfuture Bond Issues
APL for SWOADWWT:Y 2 bn15 + 5 yrs
ShanghaiUDIC
APL Phase 1
Income fromAsset SalesY ?
SWAOD
Bond> Y 2 bn15-20 yrs
on-lending of Y 2 bn15-20 yrs to match UDIC bond tenor
on-lending of Y .5 bn15-20 yrs to match UDIC bond tenor
351
9
What We Do
Project Preparation
Chreod has considerable experience in preparing individual projects for lending by the World Bank and ADB, and in assessing the adequacy of prepa-ration by borrowers.
The projects that we have prepared have been multi-faceted and complex: the World Bank’s first province-wide cultural heritage project in support of local economic development in China; preparation of the first municipal development fund financed by the World Bank in China; preparation of urban and environmental information management systems in three of China’s largest cities; and preparation for ADB of an agro-food industries credit support facility for multiple enterprises dispersed across Yunnan Province.
We pay particular attention to understanding the end borrower and its legal status, the existence and adequacy of onlending arrangements, and the adequacy and risks attached to counterpart funding. We assess the market rationale for the project by identifying supply and demand gaps, assessing linkages of the proposed project to larger investment programs, and identifying atten-dant risks, especially to meeting the lender’s social, environmental and procurement policies.
We work closely with local counterparts to review all technical and institutional options for the project, and to understand why the proposed option was
selected. Specialists on our teams assess finan-cial and economic costs and benefits, supported by sensitivity analyses, and review the adequacy of procurement plans and borrowers’ procurement capacities.
We clearly define the social and environmental impacts of the proposed project, the adequacy of Environmental Management Plans, Resettlement Actions Plans, and Indigenous Peoples Plans, and responses to other applicable safeguards policies. Chreod addresses institutional issues surrounding project implementation, especially related to prop-erty rights, monitoring and management capacities of proponents and local regulatory agencies, and avenues of recourse in the event of disputes during project implementation and operation.
Chreod has been asked to join World Bank and ADB teams in identifying, reviewing preparation, pre-appraising, and appraising investment propos-als. Our work has included technical, economic, financial, and institutional assessments. Most recently, we were part of the World Bank’s team in appraising a $710 million emergency recon-struction loan for areas affected by the Wenchuan Earthquake in 2008 in China’s Sichuan Province in which almost 90,000 perished and 5 million were left homeless.
Chreod
Gansu Cultural and Natural HeritageProtection and Development Project
While every effort has been made to obtain precise information on proposed investments, ChreodLtd. does not warrant the precise accuracy of locations and dimensions of these investments asshown on this map. Feasibility Study reports from proponents, and detailed design yet to beundertaken, should take precedence over this map which is meant to be schematic at this stage ofproject development.
Jiayuguan FortressJiayuguan Great Wall: JYGW JYGW3
roads + bridges
parking
walkways + lookouts
landscaping + fencing
visitor center
administration building
training facility
dams + embankments
water supply
wastewater treatment
drainage
solid waste coll/disposal
power
safety +security systems
environmental monitoring
restoration
reconstruction
preservation/protection
relics inventory
archaeological excavationEXC
INV
PR
REC
RES
EM
SS
�
SW
WW
W
A
V
P
T
exhibition facilityE
heating facilityH
6 July 2007
West Gate
r = 100 m
20 30 40 50 60 70 80 90 1000 m0 m
JYHER_11 PR
JYHER_8RES
2
3
4
1
5
8
1011
12.1
13
14
12.2
6
7
9.1
9.2
9.3
PR JYHER_12, 6, 10 WW
JYINF_8(septic tank)
JYINF_8(fire controlwater supply)
Satellite Image Date: 13 September 2004
10
What We Have Done
Selected Projects: Analysis and Evaluation
Greater Bohai Urban Water Demand StudyWorld Bank (Rural Development Department) Chreod was commissioned to assist in the preparation of China’s National Water Resources Strategy to the Year 2020 by assessing likely urban water demand based on urban and regional development trends. Building on its Yangtze Basin research, Chreod assessed urbanization and economic development trends in over 200 cities in the Huang, Huai, and Hai River basins in the Greater Bohai Economic Region. This analysis provided the basis to project urban residential, municipal, and industrial demands across the Greater Bohai to 2020 as inputs to the Strategy.
Urbanizing Regions in China’s Yangtze BasinChina National Development and Reform Commission/CIDA INC With support from CIDA INC and the World Bank, Chreod conducted a two-year study for the central government of regional, urban, economic, demographic, and environmental trends along the Yangze River basin from Shanghai to Yunnan in the west. Analysis of trends in over 900 counties and cities identified 14 regional urban systems for which population and economic projections were prepared to 2020. Environmental infrastructure demands and investment requirements were projected for each regional urban system to inform the targeting of World Bank support.
PRC Special Evaluation Study: Urban Sector Strategy + Operations Asian Development Bank (ADB), Operations Evaluation Department (OED)A Special Evaluation Study on Urban Sector Strategy and Operations (SES) was launched by OED to support ADB’s revision of an Urban Sector Strategy (USS). To inform the overall SES, OED commissioned case studies of urban operations and the application of the USS in three countries: PRC, India, and the Philippines. Chreod was retained to conduct the PRC study which included assessment of urbanization trends, an evaluation of the application of the USS in China, and a review of urban loan and technical assistance operations in six cities.
Metropolitan Development Trends in Shanghai and the Yangtze Delta World BankThe World Bank has been working with China on urban development issues for two decades, both through lending and economic sector work. Reflecting a gradual shift to more metropolitan-wide assistance, a sector study in 2007 explored the linkages between land consumption, land use, and public transport in China’s metropolitan regions using Shanghai, Tianjin and Zhengzhou as case cities. Chreod was commissioned to conduct the Shanghai case study which examined dynamics of industrial location in the lower Yangtze Delta and within the Shanghai metropolitan region.
Urban Trends and Policies in ChinaOrganization for Economic Cooperation and Development (OECD)OECD commissioned Chreod to prepare a working paper on urban trends and policies in China for the information of member countries and the OECD secretariat. Chreod’s working paper included policy recommendations on attaining and sustaining the global competitiveness of China’s cities, managing environmental quality, ensuring equity in the urbanization process, and implementing more effective urban governance over China’s principal economic engines. The paper was reviewed by China’s National Development Reform Commission, and subsequently published by OECD in 2009 as its first ‘Regional Development Working Paper.’
Multi-hazard City Risk IndexWorld BankThe World Bank retained Chreod to design a methodology for calculating present and future risks to cities from natural hazards, including those arising from climate change. The final risk model comprises five modules: assessment of metropolitan elements at risk; calculation of hazard probabilities; exposure analysis; vulnerability analysis; and individual risk calculation and aggregation. The model was tested extensively in Bangkok (Thailand), Ningbo (China), and Manila (Philippines). The World Bank is preparing to roll the model out to a larger number of cities to enable inter-city comparisons of multi-hazard city risks.
11
What We Have Done
Selected Projects: Strategy and Policy
Chongqing Metropolitan Development Strategy to 2020Asian Development Bank/Chongqing Municipal GovernmentChongqing is developing rapidly into a core metropolitan region in western China. From a moribund, antiquated industrial center, it has transformed over the last 15 years into a robust and modern metropolis, attracting over 3 million migrant workers. ADB retained Chreod, in association with the Shanghai Development Research Center, to advise the Chongqing municipal government on metropolitan development strategies that would manage urban growth, increase accessibility across the region, integrate migrants into the metropolitan economy and social systems, and improve public health and safety.
East Java Provincial Infrastructure Development StrategyWorld Bank (East Asia Infrastructure Department)To support the East Java Regional Development and Reform Project, the provincial government decided to prepare a Strategic Infrastructure Development Strategy (SIDS), the first such provincial strategy in Indonesia. Chreod was retained to work with provincial and municipal agencies to prepare the SIDS which outlined: development goals to be supported by infrastructure investment; policies and actions to improve enabling environments and investment management; capital investment requirements to 2030; and a financing program for provincial and municipal investment.
Hebei Provincial Development StrategyAsian Development Bank/Hebei Provincial Government Chreod, in association with the Shanghai Development Research Centre, was retained by ADB to assist the Hebei Provincial Government with the preparation of a new provincial development strategy. The project comprised nine sector studies and their integration into an overall economic and spatial development strategy that included measures to alleviate poverty in mountain areas north of Beijing and Tianjin. This first provincial development strategy supported by the ADB in China was selected by a Ministry of Finance Expert Panel as one of ADB’s most successful technical assistance projects undertaken in China.
City Development Strategy for Chengdu Metropolitan RegionMunicipal Government of Chengdu/Cities Alliance/World Bank After completing the first China City Development Stratgegies project in Changsha and Guiyang, Chreod was selected to prepare the second CDS project in China, focusing on five broad “city-regions”. The largest was Chengdu, capital of Sichuan Province. Extensive field research and stakeholder consultations led to a CDS for the Chengdu metropolitan region that focused on integration of strategic suburban cities and large towns into the metropolitan economy, measures to improve urban and suburban growth management, and actions to promote the development of innovation capacities in this major center in China’s Western Region.
China: Territorial Review of Guangdong ProvinceOECD, Guangdong Provincial Government Chreod was retained by OECD to analyse shifts in Guangdong’s competitiveness, and to recommend strategies for regional development that could better realize the province’s comparative advantages. This was OECD’s first Territorial Review in China. Our work enabled OECD to recommend far-reaching strategies to the provincial government for restructuring Guangdong’s economy, adjusting regional development policy, and focusing capital investment on improving accessibility to strategic centers, improving human capital, and strenghtening local innovation capacities.
Global City Strategy for Shanghai to 2020Shanghai Development Research Center/GTZ/The Cities AllianceShanghai’s rapid evolution into a post-industrial metropolis is transforming the city’s economy, social system and culture, and the metropolis’ linkages globally and with the wider Yangtze Delta Region, China’s principal engine of economic growth. The Cities Alliance provided grant financing to GTZ, the German Development Corporation, to conduct a strategic assessment of Shanghai’s global potentials for the Shanghai Development Research Center (SDRC), the government’s top policy think-tank. Chreod and the Shanghai Academy of Social Sciences were retained to jointly conduct the work over a two-year period.
12
Selected Projects: Programs and Plans
Shenzhen Coastal Management Program, ChinaShenzhen Municipal GovernmentChreod was retained by the Shenzhen Municipal Government to prepare: a development and management program for Shenzhen’s 260 km coastline; development plans for the western coastline focusing on transport connections between Hongkong and mainland China and, for the eastern coastline, on conservation and cultural heritage protection; and master planning of five strategic areas including Shenzhen Bay for which Chreod proposed cross-border transport alternatives, and a proposed protected wetland north of the airport.
TEDA Investment Promotion and Marketing Program, ChinaTianjin Economic and Technological Development Area Administration/CIDA INCThis assignment reassessed the comparative advantages of the TEDA zone, established in 1984, and refined economic, foreign investment, and urban development strategies to enhance the zone’s international competitiveness. Chreod prepared an international marketing program focused on improved branding, and identified essential capital projects required to improve TEDA’s attraction to foreign investors, including a power plant, water treatment plant, and a transit line connecting the zone to Tianjin. All projects were subsequently built.
Assessment of Water-Supply Program Options for Dhaka, Bangladesh KPMG/Bearing PointUnder a long-term CIDA project with the Government of Bangladesh managed by KPMG/Bearing Point, Chreod was retained to prepare and test a Strategic Benefit-Cost (BCA) Framework for a proposed major water-quality improvement program for Greater Dhaka. The assignment consisted of preparing the BCA framework, applying it to several water services delivery options, and extensive training of local government personnel in BCA and its potential applications to other infrastructure and development sectors in Dhaka.
Design of Pearl River Delta Management Decision Support SystemESRI Canada Ltd.The Guangdong Provincial Government completely updated its Pearl River Delta Development Strategy in September 2004. Chreod was part of a Canadian consortium (with ESRI Canada Ltd.) retained by Guangdong to design and test a GIS-based Decision Support System (DSS) that will enable the provincial government to monitor urban growth trends, assess compliance of municipal and sub-municipal development plans, and better regulate land uses that pollute coastal waters in the South China Sea.
Shanghai Urban Environment Project (APL)World Bank/Shanghai Municipal GovernmentThe Shanghai Municipal Government requested support from the World Bank for an eight-year Adaptable Program Loan Project on environmental management, urban upgrading, and infrastructure finance. Chreod was retained during preparation to assist SMG in preparing its Development Program as the foundation for the APL, and to assist in programming two innovative infrastructure financing elements – a 15- to 20-year enterprise bond with project financing characteristics, and a pooled investment fund for financing capital investments in suburban environmental infrastructure.
Programming of Karachi Mega City Project, PakistanAsian Development BankChreod conducted a short-term ADB consultancy, followed by participation in the ADB Fact-Finding Mission, for the proposed Karachi Mega-City infrastructure loan. The firm conducted a detailed analysis of the rationale and major features for a specialized financing facility to attract alternative non-government forms of investment to finance urban environmental and other urban infrastructure projects in Karachi, and to act as a catalyst for economic reform and capacity building in the metropolitan region’s urban infrastructure sectors.
ESRI Canada Limited
A.G.LevinsohnConsulting Inc
PRD DSS Component Functions Data APPLICATIONAccessibility Analysis: Guangzhou Drivetimes 2010
What We Have Done
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Selected Projects: Project Preparation
Gansu Cultural Heritage and Infrastructure Management ProjectGansu Provincial GovernmentThe Gansu Provincial Government proposed a project to the World Bank to promote sustainable local tourism development at high-priority cultural heritage sites. Chreod was retained by the government to: provide a strategic assessment of the developmental impacts of the overall project on Gansu; assist the 13 local Gansu proponents to complete preparation of their sub-projects to meet Bank standards (technical, financial, economic, safeguards, institutional); and advise the Gansu PG on organizational and implementation issues prior to World Bank Appraisal.
Preparation of Shanghai District Financing VehicleShanghai Chengtou CorporationChreod was retained by the Shanghai Chengtou Corporation, Shanghai’s urban development and infrastructure investment company, to design a revolving investment fund for environmental infrastructure in suburban areas of Shanghai. Chreod fully prepared this US $30 million component of the second phase of the World Bank’s Shanghai Urban Environment Project Adaptable Program Loan. A subsidiary of Shanghai Chengtou was subsequently formed and capitalized to invest in an initial portfolio of four wastewater and solid-waste projects in suburban districts.
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While every effort has been made to obtain precise information on proposed investments, ChreodLtd. does not warrant the precise accuracy of locations and dimensions of these investments asshown on this map. Feasibility Study reports from proponents, and detailed design yet to beundertaken, should take precedence over this map which is meant to be schematic at this stage ofproject development.
Qingcheng Central: 45 Courtyard Houses Investment (QCHER_2)Lanzhou Qingcheng Ancient Town LZQC3 Chreod
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Appraisal of China Southwestern Poverty Alleviation ProjectWorld BankChreod was retained by the Agriculture Operations Division, China Department, to assess trends and carrying capacities of cities in Guangxi Province to accommodate large rural-urban migrations associated with a contemplated US $250 million integrated development project in one of China’s poorest provinces. Chreod reviewed underlying development trends and conditions, and assessed project proposals in Nanning, Beihai, and Fangchenggang, addressing employment generation, labour-support services, and migrant-worker housing.
Preparation of Yunnan Agricultural Industries ProjectLandcare Consultants/ADBContinuing its association with Landcare of New Zealand on work in Yunnan Province, Chreod provided the services of its Principal Economist as Team Leader for a preparation Technical Assistance assignment for the Asian Development Bank and the Yunnan Provincial Government. The assignment involved assessing the technical, environmental, financial, and market feasibility of 10 proposed investments in agro/food processing across Yunnan in western China.
Preparation of Qingdao Urban Rehabilitation ProjectCommonwealth Historic Resource Management Ltd./Qingdao Municipal GovernmentChreod was part of a consortium of Canadian firms that conducted a detailed technical, economic, financial and market feasibility study for the comprehensive restoration and rehabilitation of the Zhongshan Road neighbourhood in the center of Qingdao, one of China’s historic treaty-port cities. The municipality wished to explore the potential for preserving the neighbourhood in a cost-effective manner. Chreod conducted all of the economic and financial analysis for the project, including detailed cost estimates, calculation of the financial internal rate of return, and preparation of a financing program.
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Wenchuan Earthquake Reconstruction ProjectWorld BankThe 8.0 Richter earthquake that centered on Wenchuan County on May 12, 2008 left almost 90,000 people dead and over 5 million homeless. Chreod has been retained five times by the Bank and IFC (the Bank’s private-sector arm) to assist in the reconstruction effort. We prepared a Policy Note on guidelines for urban and town planning for reconstruction; conducted a baseline analysis of socio-economic conditions prior to the earthquake; and conducted the economic analysis for a proposed $710 million Loan. Our latest assignment is to review the transition efforts of the government, and the developmental impacts of reconstruction efforts.
What We Have Done
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Who We Work With
Our Public-Sector Clients
Chreod has provided services to a wide range of clients and counterparts.
National GovernmentsCanada • Department of Foreign Affairs and International Trade • Industry Canada• Canadian International Development Agency• Canada Mortgage and Housing Corporation• Indian and Northern Affairs Canada• National Round Table on the Environment and
Economy
China• Ministry of Finance• National Development and Reform Commission• Ministry of Lands and Natural Resources• Ministry of Construction• Ministry of Environmental Protection• Ministry of Water Resources• State Administration for Industry and Commerce• State Council Leading Group for Poverty Reduction• State Council Leading Group for Economics and
Finance
Germany• GTZ: German Development Corporation
Indonesia• National Development Planning Agency (through PT
Hickling)
United Kingdom• Department for International Development (through
PASS Programme: HTSPE Ltd.)
Provincial and Municipal GovernmentsCanada• Government of Ontario• Forestry Innovation Investment (FII), Government of
British Columbia
China• Gansu Provincial Government• Guangdong Provincial Government• Guangxi Provincial Government• Hebei Provincial Government• Henan Provincial Government• Hunan Provincial Government• Sichuan Provincial Government• Yunnan Provincial Government• Shanghai Municipal Government• Shanghai Chengtou Corporation• Tianjin Municipal Government
• Tianjin Economic and Technological Development Area (TEDA)
• Changsha Municipal Government• Chongqing Municipal Government• Erdos Municipal Government• Chengdu Municipal Government• Guiyang Municipal Government• Harbin Municipal Government• Lanzhou Municipal Government• Qingdao Municipal Government• Shenzhen Municipal Government• Wuhan Municipal Government • Xinxiang Municipal Government• Zhengzhou Municipal Government• Zhuzhou Municipal Government
Southeast Asia• East Java Provincial Government, Indonesia• Bangkok Metropolitan Administration, Thailand• Metropolitan Manila Development Authority,
Philippines• Ho Chi Minh Municipal Government, Vietnam
South Asia• Government of Sindh Province, Pakistan• Colombo Municipal Government, Sri Lanka
Public-Sector OrganizationsAsian Development Bank• East Asia Department• South Asia Department• Operations Evaluation Department
Canada• Federation of Canadian Municipalities• Global City Indicators Facility, University of Toronto• Rotman School of Management (Asian Executive
Program), University of TorontoOECD• Local Economic and Employment Development
Programme• Directorate for Public Governance and Territorial
Development
United Nations• United Nations Centre for Human Settlements• United Nations Development Programme
World Bank• East Asia Urban Sector Unit• East Asia Infrastructure Department• East Asia Agricultural Department• International Finance Corporation• Poverty Reduction and Economic Management Unit
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Strategic Alliances
Who We Work With
Chreod has formed strategic alliances through project-specific joint ventures and association arrangements with the organizations listed below. We are actively expanding such alliances to add value and breadth to our consulting and research work.
Australia • URS Ausino: environmental engineering• KBR (formerly Kinhill Engineers Pty. Ltd.):
municipal engineering• Parsons Brinckerhoff (formerly PPK
Consultants Pty. Ltd.): transport engineering
Canada • Commonwealth Historic Resources
Management Ltd.: heritage preservation• DPS International Inc.: environmental
management• ESRI Canada Ltd.: GIS consulting• Global Cities Program, University of Toronto:
governance• R.V. Anderson Associates Ltd.: municipal
engineering
China • Finance and Economics University of China,
Beijing: public finance• Nankai University, Tianjin: management and
economics• Renmin University, Beijing (Dept. of National
Economic Management): micro-economics and regional development
• Shanghai Academy of Social Sciences: economic development
• Shanghai Development Research Center: development planning
• Tianjin International Engineering Consulting Company, Tianjin: civil engineering
• Tongji University, Shanghai (Department of Urban Planning): urban planning
• Tsinghua University, Beijing (Economics Department): macro and regional economics
France• Sogreah Consultants (Artelia): water resources
and environmental management
New Zealand • Landcare Research New Zealand Ltd: rural
development
Philippines • School of Urban and Regional Planning,
University of Philippines
U.S.A. • AMS Planning and Research: arts and culture• E-Cubed Institute: economic development • The Urban Institute: municipal management
and finance
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Our Team
Management
Edward Leman, PresidentEdward Leman established Chreod in 1985 and has led the Group’s consulting and research activity in more than 110 cities. Consulting assignments led by Mr. Leman include: design of an approach to measure city risks to multiple natural hazards (including from climate change) and testing in Bangkok, Manila, and Ningbo; design of a rapid assessment approach for calculating city-wide carbon emissions from transport and energy, and testing in Ho Chi Minh City, Colombo, and Dalian; preparation of metropolitan development strategies for Shanghai and nine other metropolitan areas across China; regional development policy in East Java, Indonesia, and China’s Yangtze and Pearl River Deltas; and regional economic and settlement planning support to earthquake reconstruction efforts in Wenchuan, China. Mr. Leman has published widely on urban and regional policy, including co-authoring two books on development finance and governance, and OECD’s first Regional Development Working Paper. He is a Senior Fellow at the Global Cities Program in the Munk School of Global Affairs, Univer-sity of Toronto. Mr. Leman manages the firm from Chreod’s Toronto head office. Zhang Rufei, Managing Director (Asia)Zhang Rufei has been Managing Director (Asia) of Chreod since 1997, and manages the Group’s Asian operations from its office in Shanghai. A gradu-ate in Urban Planning from Tongji University, Mr. Zhang acquired considerable professional experi-ence through successively senior positions in the Shanghai Municipal Government’s Urban Planning and Design Research Institute. At Chreod, he has worked on metropolitan and regional policy and planning projects in over 35 cities in China and Indo-nesia. He manages Chreod’s China-wide GIS at the city and county scales that has been updated annu-ally by our Shanghai staff since 1997. Mr. Zhang has co-authored a book (with Edward Leman) on urban governance and finance in China, and OECD’s first Regional Development Working Paper (2009); he also wrote the chapter on Shanghai in OECD’s book on Designing Local Skills Strategies, published in 2009. Mr. Zhang manages Chreod’s Shanghai office of researchers and GIS specialists.
International Advisory Group
Chreod’s management is advised by a group of eminent and independent professionals working on urban and regional development issues around the world.
Gerhard BraunGerhard Braun is Professor of Urban Studies and Head of the Urban Studies Group in the Institute of Geographical Sciences at Freie Universität, Berlin. He was Vice President (Academic) of the Universität for four years, and is President of the International Geographical Union’s Commission on ‘Monitoring Cities of Tomorrow’. Professor Dr. Braun’s research addresses intra- and inter-urban systems, gover-nance, migration, and social segregation. He has conducted urban research in Canada, USA, Austria, Switzerland, Spain, England, Japan, and China, and has provided consulting services to organizations including Daimler and GTZ, the German Develop-ment Corporation.
David Dowall David Dowall is Professor of City Planning at the University of California (Berkeley). He was Director of the Institute of Urban and Regional Development (IURD) from 2004 to 2008, and has worked with IURD since joining the Berkeley faculty in 1976. Internation-ally, Professor Dowall has carried out policy research and designed technical and financial assistance strat-egies for cities and regions in over 40 countries for the World Bank and a wide range of international and national agencies.
Om Prakash Mathur Om Prakash Mathur is Principal Consultant and Professor of Urban Economics and Finance at the National Institute of Public Finance and Policy in New Delhi. Professor Mathur was previously Director of the National Institute of Urban Affairs, New Delhi; senior economic planner at the United Nations Center for Regional Development, Nagoya; and UN senior regional planning advisor to Iran. He is currently a member of the Finance Commission of Delhi and Punjab, and a member of the Planning Board of the Government of the National Capital Territory of Delhi.
Who We Work With
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Patricia McCarney Patricia McCarney is the Founding Director of the Global Cities Program at the Munk Centre for Inter-national Studies, University of Toronto. Before joining the Department of Political Science at the Univer-sity of Toronto, Professor McCarney was a profes-sional staff member at the International Development Research Centre in Ottawa, the World Bank, and the United Nations Centre for Human Settlements (UNCHS Habitat) in Nairobi. She has worked in over 30 countries in Asia, Africa and Latin America. Dr. McCarney’s research and professional work focuses on global cities, governance, climate change, urban management, poverty and shelter.
George Peterson George E. Peterson is retired Senior Fellow in Inter-national Public Finance from the Urban Institute, Washington, DC. Prior to that, he was Director of the Urban Institute’s Public Finance Center for 10 years. Dr. Peterson has written widely and advised more than 40 developing countries on national and sub-national tax policy, intergovernmental grants, infra-structure finance, capital budgeting, development of local credit markets, unlocking land values to finance infrastructure investment, as well as urban housing finance. Dr. Peterson has worked extensively in Latin America, Eastern Europe, and Asia, including in China and India.
Rémy Prud’homme Rémy Prud’homme has been Professor of Economics at the Universities of Phnom-Penh, Lille, and Paris XII (since 1977) where he is now Professor Emeritus, and also Visiting Professor at MIT (1982-83, 1988-89, 1998, 2002). He worked for several years with the OECD as Deputy Director of the Environment Direc-torate. His main interests are in public finance and in transportation economics. Dr. Prud’homme has been a frequent consultant to a number of governments, enterprises, and international organizations, partic-ularly the World Bank (where he was invited as a Visiting Research Scholar), the European Union, the OECD, and the Inter-American Development Bank. Ingrid Stefanovic Ingrid Stefanovic is former Director of the Centre for Environment and a Professor of Philosophy at the University of Toronto. She has served as Executive
Co-Director of the International Association for Envi-ronmental Philosophy, Chair of the United Nations University Toronto Regional Centre of Expertise, and Co-Chair of the Environmental and Architec-tural Phenomenology Network at the Environmen-tal Design Research Association. Her research and publications cover themes ranging from megalopolitan trends and environmental conditions in the Canadian Great Lakes to the philosophy of architecture and chil-dren’s perceptions of urban nature.
Richard Stren Richard Stren is Professor of Political Science and the former Director of the Centre for Urban and Community Studies at the University of Toronto. He is a specialist in the field of local and metropolitan governance. Over the years he has led several large urban research projects examining infrastructure and governance issues in Canada, Europe, Africa, Asia and Latin America. Professor Stren served as a chief planning officer for urban development in Tanzania and later coordinated several projects to study Africa’s crisis in urban infrastructure and services. He has worked as a consultant for USAID, the World Bank, SIDA, UN-Habitat and other international agencies. He has written or edited 18 books, and over 80 arti-cles and book chapters on issues relating to compara-tive urban development.
Wang Yizhi Wang Yizhi is a regional economist, and Director of the Information Institute in the Shanghai Academy of Social Sciences (SHASS). He has worked extensively on the post-industrial transformation of metropolitan regions in China and on regional innovation policy. Dr. Wang is a senior advisor to the Shanghai government on industrial innovation and clustering strategies, and has led SHASS teams on economic development assignments across China. In collaborative projects with Chreod, he led SHASS teams in the preparation of the Hebei Provincial Development Strategy and the recent Global City Strategy for Shanghai.
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Associated Consultants
Chreod’s project teams can comprise staff from our Toronto and Shanghai offices, members of our Advi-sory Group and the following associated specialist consultants.
Economic Analysis and Development
James GollubJames Gollub is the Founder and Director of E-Cubed Institute in San Francisco, an organization commit-ted to developing integrated solutions for sustainable economies. Mr. Gollub has 33 years of experience in economic strategy development, innovation manage-ment and institutional design, increasingly focusing on green economies and clean technology industry. One of the foremost practitioners of cluster-based economic strategy in the US, Mr. Gollub has person-ally directed competitiveness strategy and innovation initiatives in 50 nations, states and regions includ-ing in China, Osaka, Bangalore, Hongkong, UAE, South Africa, Brazil, Greater New York, Silicon Valley, San Francisco, Ottawa, and several communities in western Canada.
Derek Ireland Dr. Derek Ireland has worked as an economist, policy analyst and manager in the Canadian public and private sectors for over 40 years. His current consult-ing work focuses on how recent advances in econom-ic theory can be applied to better understand public policy issues and challenges in urban and regional development, competition, consumer and innovation policies, and regulatory reform and impact analysis in both advanced and developing countries. His interna-tional experience includes a large number of Chreod consulting assignments in China for the Asian Devel-opment Bank, World Bank and local governments, and extensive research, development planning and policy work in Malaysia, Bangladesh, Sri Lanka, Paki-stan, India, Indonesia and Yemen.
Social Development
Linda HershkovitzLinda Hershkovitz has a PhD in urban/economic geography and extensive applied experience in social development and gender equality. She has worked
in international development for over two decades, providing consulting services to a range of Canadian and international organizations on programs in South and East Asia (particularly China), North Africa and Eastern Europe, including a longstanding consultancy as Senior Gender Specialist with CIDA’s Asia Branch. She has applied her expertise in socio-economic research, gender analysis, evaluation, and social impact assessment across a broad range of disci-plines, economic sectors, and geographic regions. She has been a faculty member in the Department of Geography and Planning, University of Toronto, and served as Cultural Counsellor at the Canadian Embassy in Beijing.
Azim ManjiA development planner and economist by train-ing, Azim Manji has served in senior advisory and management roles in urban and regional development projects for a variety of donor agencies, multilateral organizations, and private-sector providers. With over 20 years of professional experience in infrastructure and development planning, Mr. Manji has coordinated economic and regional development programmes, brokered public/private/civil-society partnerships, and managed multi-year projects fostering social inclusion and poverty reduction. Aside from his project experi-ence in nearly 30 countries, he has served as the Chief Executive and Director of Com-HABITAT: The Commonwealth’s response to implementing the UN Habitat agenda in the 54 countries of the (British) Commonwealth. He has also recently completed long-term assignments for the U.K. Government’s DFID as Director of Operations for one of the most successful anti-poverty programmes in Bangladesh as well as the Chief Executive Officer for the largest Challenge Fund in Asia.
Metropolitan Management
Mats Andersson Mats Andersson has more than 35 years of inter-national professional experience in supporting and managing change and large development initiatives. He worked for 13 years with the World Bank as a municipal finance and urban management specialist, and was the Urban Development Sector Coordinator in its Beijing office for four years, where he coordi-nated the Bank’s project development, lending and
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advisory programs. He has led teams providing policy analysis and advice to the national and sub-national governments, and assisted governments in plan-ning and implementing municipal infrastructure proj-ects. Mr. Andersson also supported governments in Eastern Europe on municipal finance, land, housing, and municipal infrastructure. Prior to joining the World Bank in 1994, Mr. Andersson worked as a manage-ment consultant on financial, organizational, and strategic systems planning assignments in Canada, Sweden and Latin America. He is a Certified Manage-ment Consultant (CMC) of the Canadian Association of Management Consultants.
Hew McConnellMr. McConnell has over 30 years of Canadian and international experience in the planning, design, and operation of municipal infrastructure in both the public and private sectors. Formerly the Director of Greater Vancouver’s Sewerage and Drainage Department, he has extensive experience in metropolitan infrastruc-ture management, including: working with govern-ments, municipal councils and boards; strategy and policy development; consensus building; stakeholder involvement; and technical, operations and financial planning and management. He has extensive knowl-edge and experience in environmental management and has led the development and delivery of numer-ous infrastructure projects, including over 20 assign-ments in China. Mr. McConnell has worked exten-sively with Chreod in China, and co-authored with Edward Leman and Zhang Rufei a book on public infrastructure investment finance, published by China Economics and Finance Press.
Sustainable Infrastructure
Chris Kennedy Chris Kennedy is Associate Professor in the Depart-ment of Civil Engineering at the University of Toronto, where he teaches courses in Engineering Ecology, Infrastructure Economics and the Design of Infra-structure for Sustainable Cities. His work involves applying principles of Industrial Ecology to the design of urban infrastructure systems, including buildings, water systems, and urban transportation. Among his publications are studies of urban metabolism, and processes for developing sustainable urban transpor-tation systems. In 2004/05, Professor Kennedy was
a visiting professor at Oxford University and ETH Zürich. He has been a consultant on infrastructure economics for Infrastructure Canada and the Ontario Ministry of Finance. He has also conducted profes-sional work for Environment Canada, the National Research Council, the US National Science Foun-dation, and the World Bank. Professor Kennedy is leading innovative research for the World Bank on defining the contribution of cities and metropolitan regions to global greenhouse gas emissions.
Derek SmithDerek Smith is President of DPS International Inc., based in Ottawa. A hydrogeologist by training, he has managed over 5,000 consulting projects in Canada and over 20 countries in Asia, Africa and the Americas. He specializes in industrial audits, water supply and sanitation, solid waste management, sanitary landfill design remediation and operations, hydrogeological studies, training, public education and institutional strengthening. Over the past decade, Mr. Smith has focused on waste management problems in devel-oping tropical countries and island environments. He directed the Solid Waste Master Plan project for the Government of the Turks and Caicos Islands and designed solid waste management projects for the IDB in Northern Brazil. Mr. Smith has worked in five municipalities developing methods to privatize the solid waste management systems in Guatemala under contract to the World Bank. He has recently provided solid waste management advice to the IDB related to the rehabilitation and development of land-fills in Georgetown, Guyana.
Urban and Regional Panning
Erin NovakowskiDr. Novakowski is an urban/regional planner and Associate Professor of Geography at Memorial Univer-sity in Canada. He has worked with Chreod since the late 1980s, contributing to numerous urban, regional, and community development projects in China, the US, and Canada. Dr. Novakowski is a member of the Canadian Institute of Planners, and has extensive international experience in urban and environmen-tal issues in Canada, the US, Turkey (where he lived and taught for two years) and China. Dr. Novakowski has recent field experience in China’s Gansu Prov-ince (including communities in the Gobi Desert), and
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was the principal researcher on strategies for remote communities in Chreod’s assignment to prepare the Hebei Provincial Development Strategy. His recent published research has focused on constraints to the development of ‘knowledge cities’, supporting the planning of high-tech sectors, and evaluating how to re-orient service economies and cities to the knowl-edge and environmental economies. Zhao MinDr. Zhao is Professor of Urban Planning in the Department of Urban Planning at Tongji University in Shanghai. On secondment from Tongji, he recently served as Acting Deputy Director of the Shanghai Urban Planning Bureau. Dr. Zhao began working with Chreod in 1992, and has worked as a senior urban/regional development analyst on numerous projects for the firm in Shanghai, the Yangtze Delta, Hunan, Guizhou, and Guangdong. He has published widely on urban development and planning in China, and has conducted extensive planning in cities across China.
