Li & Yang - Rebuilding a Sustainable Han Wang

Rebuilding a
Sustainable Han Wang
ASSESSING THE REPLICABILITY OF
GREENSBURG, KANSAS, IN CHINA’S
EARTHQUAKE RECOVERY CONTEXT
Client Organization:
Dr. Zhang Qiang, General Secretary
Wenchuan Earthquake Taskforce (WET)
PAE Faculty Advisor
Professor Anthony Saich
PAC Seminar Leader
Professor Stephen Peterson
2009
Prepared by Minghua Li and Lin Yang
Policy Analysis Exercise
Harvard Kennedy School
3/31/2009

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RebuildingaSustainableHanWang|3/31/2009
Table of Contents
ACKNOWLEDGEMENTS ..................................................................................................................................... 2
EXECUTIVE SUMMARY...................................................................................................................................... 3
INTRODUCTION............................................................................................................................................ 3
METHODOLOGY AND MAIN FINDINGS .......................................................................................................... 3
RECOMMENDATIONS.................................................................................................................................... 3
PART I - INTRODUCTION................................................................................................................................... 4
PART II – METHODOLOGY................................................................................................................................ 5
PART III - THE CASE OF GREENSBURG.............................................................................................................. 7
THE TORNADO AND ITS AFTERMATH ............................................................................................................ 7
RUMBLINGS OF GREEN – HOW THE COMMUNITY CONVERSATION BEGAN..................................................... 7
BUILDING COMMUNITY SUPPORT AND INCORPORATING LOCAL DECISION-MAKING ......................................8
CRAFTING THE STORY: HOW GREENSBURG ATTRACTS NATIONWIDE ATTENTION.......................................... 9
FROM THE GROUND UP: CONTRIBUTIONS TO SUSTAINABILITY FROM EACH SECTOR.................................... 10
REDESIGNING AND REBUILDING THE LOCAL ECONOMY ..............................................................................20
LONG TERM ECONOMIC VISION AND SOCIAL IMPACT..................................................................................20
KEY CHALLENGES AND UNCERTAINTIES IN GREENSBURG’S PLAN.................................................................21
PART IV - OBSERVATIONS FROM HAN WANG ...................................................................................................21
GOVERNMENT PERSPECTIVE ...................................................................................................................... 22
PRIVATE SECTOR PERSPECTIVE .................................................................................................................. 25
CIVIL SOCIETY PERSPECTIVE ...................................................................................................................... 27
HAN WANG CITIZENS’ PERSPECTIVE ..........................................................................................................28
PART V - COMPARATIVE ANALYSIS..................................................................................................................29
DIFFERENCES BETWEEN THE TWO CASES ...................................................................................................29
SIMILARITIES BETWEEN THE TWO CASES.....................................................................................................31
PART VI - RECOMMENDATIONS ...................................................................................................................... 34
RECOMMENDATION #1: FORM A STEERING COMMITTEE TO ALIGN STAKEHOLDER INTERESTS ...................... 34
RECOMMENDATION #2: ESTABLISH A LONG-TERM RECOVERY PLAN............................................................ 35
RECOMMENDATION #3: BUILD ALL PUBLIC BUILDINGS TO LEED CERTIFICATION STANDARDS..................... 35
RECOMMENDATION #4: INCORPORATE FEASIBLE RENEWABLE ENERGY AND GREEN TECHNOLOGIES. ........... 37
RECOMMENDATION #5: DEVELOP HAN WANG’S ECOTOURISM POTENTIAL.................................................. 39
RECOMMENDATION #6: ORCHESTRATE A PUBLIC RELATIONS CAMPAIGN..................................................... 39
RECOMMENDATION #7: ENGAGE IN COMMUNITY EDUCATION .....................................................................40
RECOMMENDATION #8: STRENGTHEN WET’S ADVOCACY ROLE...................................................................41
VII - CONCLUSION .........................................................................................................................................42
REFERENCES.................................................................................................................................................. 43
ARTICLES................................................................................................................................................... 43
REPORTS AND STUDIES ..............................................................................................................................44
ACADEMIC PAPERS.....................................................................................................................................44
INTERVIEWS ..............................................................................................................................................44
OTHER ONLINE SOURCES........................................................................................................................... 45
APPENDIX I – LEED NEW CONSTRUCTION SCORING CRITERIA.......................................................................46
APPENDIX II – NEW KIOWA COUNTY MEMORIAL HOSPITAL CONSTRUCTION BUDGET.....................................48
APPENDIX III – NREL ANALYSIS ON GREENSBURG’S WIND AND SOLAR POTENTIAL .......................................50
FIGURE I: SOLAR ENERGY POTENTIAL........................................................................................................50
FIGURE II: WIND ENERGY POTENTIAL .......................................................................................................50
APPENDIX IV – SICHUAN PROVINCE PROJECTED RENEWABLE ENERGY POTENTIAL .........................................51
APPENDIX V - HAN WANG HIGHEST RESOLUTION SOLAR ENERGY ESTIMATES................................................ 52
HAN WANG: (31.45 N. LATITUDE, 104.16, E. LONGITUDE) ........................................................................ 52

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Acknowledgements
We would like to extend our deepest appreciation for the Ash Institute for Democratic Governance
and Innovation for providing us the financial support to undertake this research in both China and
Kansas. Their support was instrumental in allowing us to perform this detailed comparative study across
the Pacific. We would also like to thank our PAE advisor, Prof. Anthony Saich, who provided us with
helpful advice on how to frame our analysis, as well as knowledgeable contacts for us to interview in
China.
We extend our gratitude to our client, the Wenchuan Earthquake Taskforce (WET), for
commissioning this study and being such excellent hosts during our stay in China. Their General
Secretary, Mr. Zhang Qiang, provided us an in depth look at the progress of the rebuilding plan and
engaged us in discussions on how some of the ideas we brainstormed could feasibly be implemented in
China. In addition, Wu Yu and Zhang Yu Yi took care of most of our logistics, making sure that we did not
get lost in Beijing and Sichuan. We would also like to thank Zhang Huan, who assisted us during our
research in Greensburg.
To the staff of the Jianan Social Services Center, with whom we spent an entire week in Sichuan, we
thank them for hosting us and permitting us to observe their work to organize the temporary housing
camp community. We wish them the best of luck on their work.
We are grateful to Wang Ling of Beijing Green Cross, who spent two days taking us to project sites in
rural Sichuan Province. Her hospitality and insights allowed us to gain a first-hand view of sustainable
development in China’s context, and awakened our imagination to the possibilities of scaling up such a
project to a more urbanized town.
We would like to thank Greensburg GreenTown for the instrumental role that they played in putting
the idea of sustainable rebuilding on our table. Mason Earles, GreenTown’s Program Manager, gave us
the first overview of what became our case analysis of how Greensburg implemented its rebuilding
strategy. We would also like to thank John Wickland for hosting us in his home during our stay in
Greensburg.
Finally, to all the wonderful people we interviewed in Greensburg and China. The basis of this report
comes from the stories, experiences, and insights of key stakeholders in both locations. We could not
have written our report without you.
Thank you so much in enabling us to write this Policy Analysis Exercise.
非常感谢你们的帮助。

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REBUILDING A SUSTAINABLE HAN WANG
ASSESSING THE REPLICABILITY OF GREENSBURG, KANSAS, IN
CHINA’S EARTHQUAKE RECOVERY CONTEXT
Executive Summary
Introduction
After a major earthquake hit central Sichuan Province in 2008, the Chinese government is working to
develop a reconstruction plan that includes providing new housing and physical infrastructure for 3.9
million refugees. The National Development and Reform Commission states that China must invest a total
of $147 billion to pay for the plan, which is equal to the entire economic output of Sichuan in the previous
year.1 The purpose of this Policy Analysis Exercise is to assess whether a sustainable redevelopment
approach employed by the town of Greensburg, Kansas, can be applied in the reconstruction of Han
Wang, a town in the prefecture of Deyang that was leveled by the earthquake. After signing an Eco-
Partnership agreement with representatives from Greensburg to promote environmental sustainability
and energy security, local officials in Sichuan are eager to learn from Greensburg’s experience. Our
research identifies Greensburg’s strategies and policy process for rebuilding green and evaluates whether
these findings can be transferred to the context in China.
Methodology and Main Findings
The methodological framework for our research includes: i) a case study of Greensburg’s
redevelopment policy process and a review of green technologies used in the town, ii) a case study of Han
Wang, focusing on the rebuilding challenges of key stakeholders, and iii) a comparative analysis of the two
cases to identify sustainable ideas that can be adapted from Greensburg to Han Wang. A substantial
amount of information used to prepare the case studies was collected during interviews with government
officials, citizens, businessmen, and non-profit leaders in Sichuan Province and Greensburg.
Our research supports the following findings: i) there are significant similarities with respect to the
kinds of organizations providing technical assistance, community organizing, and resource procurement
in both Greensburg and Han Wang; ii) both towns face economic decline if they do not fundamentally
alter their development strategies; iii) The policy processes for rebuilding Greensburg and Han Wang are
distinctly different, with Greensburg employing a model of direct community participation in rebuilding
that might not be possible in Han Wang; and iv) town leaders in both communities are committed to
rebuilding differently to restore balance between the environment and human activity.
Recommendations
Our recommendations for Han Wang leaders are:
 Form a local government steering committee to align stakeholder interests in Han Wang.
 Establish a long term recovery plan that emphasizes long term sustainability targets.
 Build all public buildings to LEED certification standards.
1
Sichuan Quake: China’s earthquake reconstruction to cost $150 Bn, The Guardian, August 15, 2008,
http://www.guardian.co.uk/world/2008/aug/15/chinaearthquake.china

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 Incorporate feasible renewable energy and green technologies into all community sectors.
 Develop Han Wang’s ecotourism potential.
 Orchestrate a public relations campaign that will project Han Wang’s story through traditional
and new media.
 Engage in community education to change citizen attitudes and gain local buy-in.
 Work to strengthen WET’s advocacy role.
Part I - Introduction
Following a major earthquake that hit Sichuan Province in China on May 12, 2008, over 5.5 million
homes were destroyed with many more citizens left homeless.2 The quake completely leveled major towns
including Beichuan and Han Wang, rendering them permanently uninhabitable. The total economic loss
sustained by this earthquake is estimated to be
around $75 billion USD, without taking into account
any indirect economic costs.3 In the months after
this disaster, the Chinese Central Government, in
collaboration with provincial level officials and
international and domestic experts, are actively
working to formulate a detailed master
reconstruction plan for devastated areas.
The broad contours of this plan for the county of
Mianzhu, which includes Han Wang, have been set.
The local government has decided to rebuild Han
Wang in a new location while preserving the ruins of
the original town as a memorial site for visitors and
tourists. Other features of the redevelopment plan
are still being discussed and explored. To add to
these discussions, the region has signed an
international Eco-Partnership agreement with the
city of Greensburg, Kansas, as part of the cabinet-level
U.S.-China Strategic Economic Dialogue program.
Greensburg was destroyed in 2007 by an EF-5 tornado and is widely recognized for rebuilding with the
aim of becoming America’s greenest community. In the spirit of environmental sustainability, the Eco-
Partnership was forged to help Mianzhu and other surrounding towns incorporate green technologies and
eco-friendly concepts into their rebuilding. Our client, the Wenchuan Earthquake Taskforce (WET), is
advising the local government on Han Wang’s redevelopment plan. This report will assist WET with the
following tasks:
 Present WET and its Chinese counterparts with a detailed case study of how Greensburg has
implemented its Green Initiative.
 Analyze the key similarities and differences between the recovery environments of Greensburg
and Han Wang.
2
“Focus – The Sichuan Earthquake”, June 19, 2008
http://web.worldbank.org/WBSITE/EXTERNAL/COUNTRIES/EASTASIAPACIFICEXT/CHINAEXTN/0,,conten
tMDK:21809870~pagePK:141137~piPK:141127~theSitePK:318950,00.html
3
“Experts Estimate Over $75 Billion Economic Loss from Sichuan Earthquake” May 26, 2008
http://en.epochtimes.com/news/8-5-26/71022.html
MAP SHOWS TOWN OF HAN WANG, COUNTY SEAT
OF MIANZHU, AND PREFECTURE CITY OF DEYANG

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 Provide recommendations on how a sustainable rebuilding strategy can be feasibly implemented
in Han Wang.
The example of Greensburg reinventing itself through sustainable redevelopment is innovative and
unusual, and has gained it nation-wide attention, including a mention at President Obama’s joint address
to Congress on February 24, 2009. As our case will show, Greensburg’s success comes from a holistic
approach towards community redevelopment that captures synergies between the local government, its
citizens, and businesses. It also demonstrates the power of having a smart public relations strategy and a
unified community vision that captures the imagination of the entire nation.
Whether their strategy can be adapted and replicated in China’s context is the key question that this
report will try to answer. In proposing recommendations for the sustainable redevelopment of Han Wang,
this paper also provides useful information for our client to advise the local Chinese government to
identify areas of future collaboration in its Eco-Partnership with Greensburg.
Part II – Methodology
Since the earthquake happened less than one year ago, academic research on the rebuilding process in
China has been very meager thus far. Many communities have just begun their design and planning
process for their new towns. We approached this problem by attempting to find facts for ourselves in trips
we took to Sichuan and Greensburg.
We decided on sustainable redevelopment after assessing China’s policy and civil society
environments, as well as available international best practices to draw from. Civil society advocacy for
environmental protection and sustainability has had more support from the Chinese Central Government
in recent years, especially since the government has acknowledged that environmental damage has costs
China as much as 10% of GDP per annum.4 This idea gained ever greater relevance after the approval of
the Eco-Partnership agreement. This report represents one of the first information sharing endeavors
between the two towns.
Our framework for analysis starts with a detailed case study of the policy development and
community decision-making process for Greensburg’s Green Initiative, and then describes how key
stakeholders have implemented this community vision. Next, we devote an entire section to the case of
Han Wang, focusing on the challenges and opportunities in which the government, business community,
civil society, and citizens face. We also describe important observations from these stakeholders’
perspectives that could support a rebuilding strategy focused on sustainability. We then compare key
similarities and differences between the two cases that would heavily influence how a sustainable
rebuilding plan would be implemented in Han Wang’s context. Finally, we offer recommendations, with
detailed descriptions of their reasoning and their implementation process, of how Greenburg-like policies
and strategies can be implemented in Han Wang.
We used snowball sampling to identify and interview key stakeholders in the recovery and rebuilding
process. In China, we relied mostly on our client, WET, to arrange the interviews, especially since, as
foreign researchers, it is extremely difficult to find Chinese contacts at the government and civil society
level on our own. Our interview questions surrounded four general themes: earthquake rescue and
survival experience, current activities and/or living conditions, plans for recovery and rebuilding, and the
capacity and needs of individuals to follow through with their plan. Our goal was to record the current
4
Pollution costs equal 10% of China’s GDP, China Daily, June 6, 2006, http://www.chinadaily.com.cn/china/2006-
06/06/content_609350.htm

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conditions, future ideas, and greatest constraints in the rebuilding process. For the government, civil
society, and industry-related interviews, we tested a fifth theme with them: sustainable re-development,
which includes ideas on smart planning, green technologies, and environmental protection.
We interviewed representatives from the following organizations. Their names have been removed
for confidentiality purposes, but we do report some names further in our report, with expressed
permission from the interviewees themselves.
 Research Center for Philanthropy and Social Enterprise, Beijing Normal University
 NGO Research Center, Tsinghua University.
 Environmental Defense Fund, China Office.
 Center for Entrepreneurship in International Health and Development (CEIHD), University of
California at Berkeley.
 Worldvision, Beijing Office.
 Cisco Systems, Inc., Beijing Office.
 China Social Enterprise Foundation.
 Bright China Foundation.
 Mercy Corps.
 Hill and Knowlton, Beijing Office.
 Chinese Ministry of Civil Affairs.
 Sichuan Committee of the Chinese People’s Political Consultative Conference.
 5/12 Volunteer Relief Center.
 Sichuan Xuping Rabbit Co. Ltd.
 Deyang Earthquake Bureau
 Deyang Tourism Bureau
 World Culture Travel Agency Co. Ltd.
 Beijing Green Cross.
 Two families of Han Wang refugees in Jianan Temporary Housing Camp in Mianzhu.
In Greensburg, we sought interviews with key decision-makers and stakeholders from the
government, non-profit, business, and civil society. We identified these people mostly from internet
research, conversations with a local non-profit, Greensburg GreenTown, and snowball sampling when we
traveled to Greensburg. We spoke with the following stakeholders in Greensburg, of which all have
expressed their permission to be cited in this study.
 Mason Earles, Greensburg GreenTown
 Lynne Billman, National Renewable Energy Laboratory (NREL)
 Darin Headrick, Superintendent of Greensburg School District.
 Gene West, Kiowa County Commissioner.
 Mary Sweet, Kiowa County Hospital Administrator.
 Bob Dixson, Greensburg Mayor.
 Dan Wallach, Executive Director, Greensburg GreenTown.
 Jeanette Siemens, Director of Economic Development, Kiowa County.
 TJ Lawson, Pastor, First Christian Church.
 Ron Shank, Owner, Shank Chevrolet.
 Mike Gurnee, Greensburg City Planner.

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Part III - The Case of Greensburg
The Tornado and Its Aftermath
In the Midwest, tornadoes are frequent visitors during the spring. The tornado that hit Greensburg,
Kansas in May 2007 was the first one to receive an EF5 rating, the highest on the Enhanced Fujita scale, since
1999, packing winds over 200 mph. A small town located in the south central part of Kansas, Greensburg was
about 1.5 sq miles in size, with a population of 1,398.5 The EF5 tornado that passed through the town had a
width of 1.7 miles and lasted 30 minutes on the ground. No part of the Greensburg was spared. When residents
emerged from their basement storm shelters, they discovered that almost everything, from local government
buildings, to their homes and vehicles, were destroyed. Two of the only remaining structures that did not
collapse were the county courthouse and the grain elevator. At the John Deere dealership in town, some large
pieces of machinery weighing 25,000 pounds each were lifted and launched like projectiles half a mile away.6
Since the townspeople heeded the tornado warning that was issued 20 minutes in advance, only 10 people
were killed by the storm, while over 1000 residents were left homeless. The Federal Emergency Management
Agency (FEMA) arrived on the scene to coordinate a large scale emergency response. After several days of
search and rescue, FEMA and other government agencies, such as the US Army Corps of Engineers, removed
over 388,458 tons of debris.7 The town experienced a mass exodus in which several hundred residents moved
away to live temporarily with friends and family in other towns. The remaining 210 families were given FEMA
trailers for up to two years while they rebuilt their homes.8
Residents were also keenly aware of the economic and demographic factors that contributed to
Greensburg’s gradual decline prior to the tornado. As a small rural town with few businesses that offered jobs,
Greensburg had been unable to provide opportunities for its younger population. High school students
typically moved away after graduation. The per capita income was $18,054. Since 1960 the town’s population
has fallen from a peak of 1,988 to just 1,398 in 2005, while the median age of residents has risen to 45.6 years;
more than 10 years above the median age in the U.S.9 Given this downward trend, town leaders saw an
opportunity to galvanize the entire community and encourage residents to build a better town.
Rumblings of Green – How the Community Conversation Began
The town’s leaders recognized early on that if Greensburg was rebuilt to replicate the town that existed
before, it would continue to decline due to the lack of sufficient employment opportunities. This realization
inspired a group of town leaders to engage in active discussion and reflection about the future of the town.
With 95% of the town destroyed, residents were left with the freedom to “re-imagine” what their community
would look like. Among those who started the discussions was Dan Wallach, a non-profit specialist from a
neighboring county who came up with the idea to transform Greensburg into a model town for sustainable
development. He envisioned Greensburg as a “living laboratory,” with an eco-friendly energy infrastructure to
help attract green businesses, and maximizing energy efficiency for its residents. Greensburg and Kiowa
County possess significant potential with respect to wind and solar power.10 Investing in green technologies
and smart building practices would help defray future high energy costs, especially in light of increasing oil and
5
US Census Bureau, 2005
6
In wake of disaster Kansas town is rebuilding green, CNN
7
Greensburg Six Month Anniversary Recovery Update, http://www.fema.gov/news/newsrelease.fema?id=41597
8
Greensburg Six Month Anniversary Recovery Update, http://www.fema.gov/news/newsrelease.fema?id=41597
9
US Census Bureau, http://www.kake.com/news/headlines/7347256.html
10
See Appendix III.

8
natural gas prices in 2007-2008. He wrote these ideas down in a concept paper and brought it to the first town
hall meeting, which took place in a FEMA tent.11
When he approached Greensburg officials about this idea, Mr. Wallach found that they were also open
to it. Both the mayor, as well as city manager Steve Hewitt, wanted to rebuild a more sustainable
community, and their notion received further support from Governor Kathleen Sebelius of Kansas.
However, at the town hall meetings, Wallach and Hewitt encountered strong skepticism from many local
residents, who were preoccupied with just putting a roof above their heads. In this rural, heartland town,
it took creative reframing of the concept of sustainability to win community support. Town leaders had to
convince citizens that sustainability was not simply a liberal idea that hippies embraced to fight global
warming. It was also about cutting wasteful use of resources and saving on their energy bills at the end of
the month. When residents learned that building sustainably could translate to a 40% savings in utility
costs, they became more receptive. Hewitt also helped place this idea in the context of Kansan culture,
citing how farmers and ranchers took care of the land and utilize wind energy to draw water from wells to
irrigate farmland.12 The conversation about sustainability further invoked the notion of intergenerational
justice. The leaders encouraged the community to contemplate the legacy they would wish to leave for
future generations, emphasizing that replication of the past is not a viable strategy for the future. The
vision statement which the residents eventually adopted after a community retreat reflected their
acceptance of this logic to make their community more resilient and vibrant for future generations.
Building Community Support and Incorporating Local Decision-Making
During the initial stages of engaging
the community, FEMA’s Long Term
Community Recovery Team helped
town leaders establish the Public
Square Steering Committee. This
committee focused on forging
partnerships and encouraging
cooperation between leaders of the
business, education, health/human
services, and government sectors.
Steering Committee members met twice
every week with town planners to
deliberate and share concerns and
comments from the community about
different aspects of the master plan.
Public input was also solicited at
various stages, with the town convening
several large, town hall meetings, in
which over 300 residents attended, to
develop a cohesive vision and long-term
recovery plan for the community. It
was in these initial planning meetings
that the town decided to rebuild green,
and they created the Long-Term
Community Recovery Plan by August
11
Interview with Dan Wallach, Executive Director, Greensburg Greentown
12
Interview with Ron Shank, Owner of Dwane Shank Motors Inc., Greensburg’s Local GM Dealership
PLANNING PROCESS FOR GREENSBURG

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2007 that laid out broad principles on how to implement sustainable rebuilding.13
Afterwards, town officials established a planning team to conduct further research and plan many of
the projects in greater detail. This team consisted of city officials, who then hired BNIM Architects, a
national architecture firm known for its high profile projects, such as the Greening of the White House, to
develop a Sustainable Comprehensive Plan. The firm helped to turn the ideas from the Long-Term
Recovery Plan into building specifications, schedules, and sustainability targets. The process was divided
into two phases. In the first phase, the planning team established the design goals for the town’s
reconstruction. BNIM collected their design preferences for the downtown and surrounding areas and
merged them with their energy-efficiency policy recommendations to develop a conceptual design scheme
for Greensburg. The second phase started in late January 2008, and included a more detailed analysis of
issues, such as recreational parks design, tourism development, economic development, and housing
policy. At the same time, town officials began to implement the recommendations that were made during
Phase 1 of the plan. The final Sustainable Comprehensive Plan was released on May 19, 2008, a full year
after the tornado.14
Further technical assistance was provided by FEMA, who helped to identify federal funding sources to
help cover the construction costs, and the National Renewable Energy Laboratory (NREL), which
provided technical expertise on renewable energy. NREL conducted a study to evaluate how Greensburg’s
power needs could be met, especially with renewable energy sources. 15 The study concluded that
Greensburg could install wind turbines to generate enough energy to meet the town’s needs, and when the
wind is not blowing, the city would purchase hydro power from a local utility. The extra energy generated
during the windy season would be sold to the utility company, enabling the city to earn federal tax credits.
Additional government assistance and funding also came from the United States Department of
Agriculture’s Office of Rural Development, the Environmental Protection Agency, and various other state
agencies.
Concurrently at grassroots level, a non-profit organization called Greensburg GreenTown was
founded by Dan Wallach to serve a dual role as the town’s marketing arm and sustainable development
education center. GreenTown gathers information from the town’s residents about their rebuilding
priorities and educates them about eco-friendly reconstruction methods. Perhaps the most important role
of GreenTown is its community outreach program. Its staff and volunteers frequently engage residents in
conversations about green development and help spread local enthusiasm for this endeavor. Wallach
believes that the community organizing activities undertaken by GreenTown to inspire the public in the
aftermath of the tornado was critical to obtaining local resident buy-in.
Crafting the Story: How Greensburg Attracts Nationwide Attention
In order to make their cause known to a wider public, the town’s leaders launched a concerted
publicity campaign to put Greensburg back on the map. The citizens’ openness to reinvent the town using
a green approach offered a story of hope that was picked up by media groups all around the country. The
public relations approach employed by Greensburg involves articulating a compelling common vision of
the town’s redevelopment by emphasizing the dynamic possibilities that are in store for its future.
13
Greensburg Long-Term Community Recovery Plan, August 2007, http://www.greensburgks.org/recovery-
planning/long-term-community-recovery-plan/GB_LTCR_PLAN_Final_HiRes.070815.pdf
14
Greensburg Sustainable Comprehensive Plan, May 19, 2008. http://www.greensburgks.org/recovery-
planning/Greensburg%20Comprehensive%20Master%20Plan%2001-16-08%20DRAFT.pdf
15
See Appendix III for some of NREL’s analysis.

10
Nearly every major media outlet such as National Public Radio, the New York Times, and CNN sent
its media crews to report on the town’s rebuilding efforts. The Discovery Channel even launched a reality
TV show, called Greensburg, to document the ongoing progress from the perspective of individual
residents. Although nearly two years has passed, the town continues to remain in the media spotlight,
especially with a recent mention in President Obama’s joint address to
Congress. Greensburg’s residents are not shy about sharing their
personal struggles, as well as how they fit into the town’s overall
sustainability strategy, with visitors who come to witness the
rebuilding progress. Such attention has undoubtedly attracted offers
of support from corporate sponsors, neighboring universities, and
non-profit organizations. When the town launched a new business
incubator, Frito-Lay donated $1 million towards construction costs,
while Leonardo DiCaprio, the producer of the Discovery TV show,
donated another $400,000 to close the funding gap. The town hopes
that such media attention would also attract green technology
businesses and more tourism in the future.
The town employs a multi-pronged approach to perform its public
outreach. The mayor currently travels around the country to promote
the town in conferences and business events. He focuses on attracting
more businesses to Greensburg, and to serve as a public ambassador
for his town. Greensburg GreenTown pursues strategies to broadcast the
town’s progress as well, using its website and publishing a blog that
covers the town’s most up-to-date green developments. It also helps to raise financial and in-kind
donations from companies and foundations. Construction companies have been particularly generous
with donating construction supplies because it enables them to advertise their products.
From the Ground Up: Contributions to Sustainability from Each Sector
As a way to obtain official recognition for their efforts, Greensburg decided to use the U.S. Green
Building Council’s LEED® Green Building Rating System to put the official stamp of approval on the
efficiency of their new buildings.
LEED ® Certification
The U.S. Green Building Council (USGBC) is a consortium of over 15,000 organizations in the
American building industry that developed an internationally recognize sustainable building code called
Leadership in Energy and Environmental Design (LEED). The LEED program has different guidelines for
different types of buildings, including new construction, schools, homes, healthcare facilities, and retail
buildings. However, the rating systems are very similar.
For each type of building, LEED has a checklist of green technologies, designs, and considerations
with point values attached. It rates these designs within five categories:
 Sustainable sites.
 Water efficiency.
 Energy and atmosphere.
 Materials and resources.
 Indoor environmental quality.
 Innovative design process.
NEW WINDMILL

11
For example, in the materials category, if 10% of the materials used in construction was extracted and
manufactured within 500 miles of the construction site, the building is awarded 1 point.16 As another
example, if a building can achieve a level of renewable energy usage of 12.5%, it can earn 3 points. Once
the building has accumulated a certain number of these designs and gained enough points, LEED will
certify the building. As the points increase, the stature of the certification increases as well. The lowest is
simply “LEED Certified,” but it increases to LEED Silver, LEED Gold, and LEED Platinum, the highest
rating on the scale.
In order to help facilitate the design and building process, USGBC maintains a database of LEED
certified builders and architects throughout the country. Once the design and building has finished, the
owner of the building can then apply for LEED certification by submitting an application. USGBC will
then refer a third-party inspector to score the building based on their LEED criteria, and then officially
certify the building after the scoring is complete.
LEED certification can be expensive. USGBC currently lists the rate for non-members at $2,250 for
both design and construction review of a building that is less than 50,000 sq ft., and can cost more than
$7,500 for a building larger than 500,000 sq ft. However, because the process requires repeated testing
of the building and may yield unexpected changes in the design and construction throughout the building
process, some organizations that have committed to build LEED Platinum buildings budget much more
money than the mere certification fee. For example, Mary Sweet, the Kiowa County Hospital
Administrator, has budgeted $105,569 to run the necessary tests on the equipment and systems of her
new hospital building, and to gain the LEED Platinum rating.17 As far as benefits, besides the energy
savings, reduction of waste, and energy conservation, LEED certified buildings also have increased asset
value, and qualify for tax rebates and zoning allowances in hundreds of American cities.18
Government Response
As one of the main initiators of Greenburg’s efforts
to rebuild green, both the mayor and city manager felt
they had to take a leading role to demonstrate the city’s
commitment. In December 17, 2007, the city passed a
resolution to rebuild all public buildings above 4,000 sq
ft as LEED Platinum, becoming the first city in the U.S.
to have such a mandate.19 City officials have estimated
that LEED Platinum specifications would make these
buildings about 40% more energy efficient than
conventional buildings.20 BNIM released the plan in
May of 2008, a full year after the tornado, laying out
principles of rebuilding, the design for Greensburg’s
Main Street streetscape, and architecture blueprints for
the new city hall, city museum, and school.21 The majority of the funding for these projects comes from
five sources: insurance payout, Federal Emergency Management Agency (FEMA), State of Kansas, U.S
16
See Appendix I.
17
See Appendix II.
18
US Green Building Council, Project Certification, http://www.usgbc.org/DisplayPage.aspx?CMSPageID=64
19
A Green Reincarnation, October 2008, Cathy Swirlbul, Newsletter of the America Public Power Association
http://www.appanet.org/newsletters/ppmagazinedetail.cfm?ItemNumber=23000&sn.ItemNumber=0
20
http://www.greenerbuildings.com/news/2008/01/03/devastated-ks-city-chooses-leed-platinum-future
21
Greensburg Sustainable Comprehensive Plan, May 19, 2008. http://www.greensburgks.org/recovery-
planning/Greensburg%20Comprehensive%20Master%20Plan%2001-16-08%20DRAFT.pdf
GREENSBURG CITY HALL CONCEPTUAL DRAWING

12
Department of Agriculture’s (USDA) Rural Development office, and donations from individuals and
corporations.
City Hall – One of the jewels of Greensburg’s initiative is the new City Hall. Built to LEED Platinum
specifications, the city hall design features roofs that are oriented to maximize natural lighting as well as
create greater surface area for photovoltaic solar panels. It also has a wind turbine that will provide
renewable energy for the building’s use. The bricks for the building are completely recycled, some coming
from the old buildings destroyed by the tornado. A large cistern next to the building collects rainwater for
onsite landscaping use. The building is slated to be finished in July, 2009, with a total cost of $2.95
million.
Main Street – The Main Street Streetscape is an effort to redesign the main downtown street to
maximize walkability and landscape aesthetics, but minimize the resources required to maintain these
features. The Streetscape features rain gardens, which are special plant troughs that use gutters on the
street to channel rain water for its irrigation. Incorporating trees on both sides of the street will also
reduce the temperature on portions of the street by 5-15˚F, making it more comfortable for pedestrians
and lowering energy costs for buildings in main street corridor. BNIM also designed the overall downtown
development plan to include all major commercial and governmental buildings in a ¼ mile radius to
encourage citizens to walk, rather than drive.
School - The new school will be LEED Platinum and accommodate students from Kindergarten through
12th grade. Right after the tornado, the USGBC took Superintendent Darin Headrick to visit green schools
that they approved in North Carolina. When he came back, he proposed the idea to the locally controlled
Board of Education, which then decided on the LEED Platinum goal. They finally settled on a school with
large, sloped, north-facing windows for natural lighting, geothermal pumps for heating and cooling, and a
50,000 gallon water capture system for
collecting and reusing rainwater. Currently, the
school district is also working with UTC Power,
a Connecticut-based utilities company, on a
renewable energy science curriculum that uses
the school as a living laboratory for learning.
The total cost of the project is $49 million. The
new school will open in September, 2010. Right
now, students are going to classes in trailer
classrooms, and a temporary gym has been
erected to serve as multi-purpose exercise,
school assembly, and cafeteria space. A group
of students have already started a Green Club to
develop student activities surrounding
education and advocacy of sustainability.
The Kiowa County Government, whose seat is in Greensburg, also plans to renovate the County
Courthouse into a LEED Gold building, build a LEED Silver County Jail, and a LEED Platinum Kiowa
County Commons. When we asked Gene West, a Kiowa County Commissioner, why he did not rebuild all
of the buildings to LEED Platinum, he explained that the costs were prohibitively high for many of these
projects, and that most energy savings can be achieved between the LEED Gold to LEED Silver range.
County Courthouse - The Courthouse was the only building in downtown Greensburg that was not
destroyed by the tornado. After remodeling, it will have a geothermal heating/cooling system, as well as
computer-controlled lighting, and a rainwater capture system. Although official estimates have put
GREENSBURG'S NEW SCHOOL FEATURES NATURAL
LIGHTING

13
energy savings at 38%,22 Kiowa County Commissioner Gene West believes the new building will use 60%
less energy than the old building, and estimates the payback on added “green” costs through energy
savings will be five years.23 The courthouse will open for business in July, 2009.
Kiowa County Commons – Designed by the architecture firm McCluggage Van Sickle & Perry , the
Commons is a new space that will house a library, media center, a disaster museum, the offices of Kansas
State Extension (the state agriculture research service), and a soda fountain for the community to gather
socially. Unfortunately, because this building did not exist before the storm, FEMA and the state
government would not provide any support. The current funding sources from the county, Kansas State
Extension, and individual and corporate sponsors have not been able to cover the $8.8 million price tag,
so the project is currently on hold until the county can close the remaining $2.7 million gap.24
Kiowa County Hospital – When the hospital opened for operations on May 21, 2007, it was one of the
first public sector entities to recover after the tornado. Still operating out of M.A.S.H. tent units, the
hospital has broken ground on a new, $25 million LEED Platinum facility, licensed for 15 acute-care beds,
that will be completed in March of 2010; the first LEED Platinum critical care hospital in the United
States.25 The decision to build LEED Platinum rested ultimately with the hospital’s local board of
directors, with input from the Kiowa County Government and the Great Plains Health Alliance, a private
firm that the hospital contracts many of its management services with. The hospital is financing this
project using FEMA support, insurance payout, State of Kansas, USDA, private grants, and donations.26
The building will replace what was previously three buildings, and utilize a wind turbine, lighter building
colors, a bio-swale wastewater filtration system, a rainwater collection system, and natural day-lighting.27
Mary Sweet, the hospital administrator, estimates 40% utilities cost savings, compared with the old
building, and a 15-20 year payback on the wind turbine.28
Business Initiatives
Although not mandated to do so, several businesses have also rebuilt with green ambitions,
incorporating energy saving and environmentally friendly innovations.
John Deere – When President Bush visited Greenburg after the tornado, he stood in the rubble of the
old John Deere dealership and asked co-owner Mike Estes what he was going to do. Mr. Estes replied that
he will rebuild.29 Reopened in January 2009, the new John Deere dealership is built to LEED Platinum
specifications, and incorporates well-insulated metal panels for the exterior, solar tube lighting, motion
detector lights, radiant slab heating, and waste oil and natural gas water heating boilers. The new
building is projected to save 42% on energy costs compared with a normal building of its size. John Deere
traditionally sells mechanized farm equipment, but the owners have expanded their business by founding
BTI Wind Energy, LLC, a company that will sell wind turbines and generators.
Kwik Shop/Dillons – Reopened on February 12, 2009, with a visit from Governor Sebelius and
Homeland Security Secretary Janet Nepolitano, Kwik Shop/Dillons is the only grocery store and gas
22
Kiowa County Courthouse, In Depth Case Study, Greensburg Greentown.
http://greensburg.buildinggreen.com/overview.cfm?projectID=1352
23
Interview with Gene West, Kiowa County Commissioner.
24
Interview with Gene West, Kiowa County Commissioner.
25
Interview with Mary Sweet, Kiowa County Hospital Administrator.
26
See Appendix.
27
Kiowa County Memorial Hospital, In Depth Case Study, Greensburg Greentown
28
Interview with Mary Sweet, Kiowa County Hospital Administrator.
29
Rebuilding Greensburg Green, Smithsonian Magazine, February 29, 2009, http://www.smithsonianmag.com/science-
nature/Rebuilding-Greensburg-Green.html

14
station in Greensburg. Designed as a national prototype for a sustainable grocery store, it contains
skylights, motion sensor refrigerator lights, and high-efficiency coolers.30 However, the store has not
sought LEED certification, nor has it opened itself for tours of its facilities in order to protect its
proprietary innovations.
Chevrolet Dealership – Ron Shank, the co-owner of the Chevrolet dealership in town, had a contract
for rebuilding his dealership on his desk when Chevrolet’s headquarters called him with an idea. They
wanted to help him build the first prototype green Chevy dealership in the United States. Funded by
Chevrolet, the insurance payout, and the Shanks themselves, the $500,000 building is built to LEED
specifications. However, Mr. Shank does not plan to pay the fees to get the official certification. Reopened
in November 2008, the dealership features radiant floor heating, low-emittance double-pane windows,
solar tube lighting, efficient faucets and toilets, and a rainwater collection system, with the water used to
wash cars. Mr. Shank estimates that his new building uses 1/3 the amount of energy per cubic foot of
space than his previous dealership, and predicts that he will earn the payback on the extra investment
within five years.
So far, Chevrolet has included the dealership in its Jam-Next blog. It has used the dealership to roll
out the Chevrolet Volt, a new, plug-in hybrid vehicle slated for production in 2010. The dealership has
also received extensive exposure in Discovery Channel’s reality TV show on Greensburg, which represents
free advertising for the U.S. automobile brand.31
Business Incubator – The city was able to get a $1 million sponsorship from Frito-Lay, a $2 million
grant from USDA, and a $400,000 donation from actor Leonardo DiCaprio, to help fund a business
incubator on Main Street.32 LEED Platinum by design, the incubator will offer low-rent office space for
ten small and emerging businesses. It will feature solar panels, geothermal heating and cooling, natural
daylighting, rainwater collection, and a gray-water system that takes water from incubator sinks and
showers and uses it to flush toilets.33 Currently, a stain glass art studio, two massage therapists, the town
newspaper, an attorney, a psychologist, and a business finance group have signed on to move into the
building after it is completed. A paint company that is developing eco-friendly paint is also exploring the
possibility of moving into the incubator.34 The incubator will be completed in May 2009.
Non-Profits and Civil Society at Work
Greensburg GreenTown – GreenTown has played several key roles to help Greensburg rebuild.
Through its website, it serves as the main media outlet to the world for all sustainable activities happening
in town. Their website contains a live blog, a detailed database of green buildings in town, a volunteer
registry, and a donations interface. Website traffic averages 910 views per week, and increased to 1,765
hits the week after President Obama mentioned Greensburg in his speech.35 In the week of March 15 to 21
alone, GreenTown will coordinate 250 volunteers from across the country to help build homes.
30
Rebuilding Greensburg Green, Smithsonian Magazine, February 29, 2009, http://www.smithsonianmag.com/science-
nature/Rebuilding-Greensburg-Green.html
31
Interview with Ron Shank, Owner of Dwane Shank Motors Inc., Greensburg’s Local GM Dealership.
32
Cost of Incubator Swells to $2.8 Million, Kiowa County Signal, April 17, 2008.
http://www.kiowacountysignal.com/archive/x1041573005, & Interview with Lynn Billman, Senior Project Leader,
National Renewable Energy Laboratory.
33
Greensburg Business Incubator, In Depth Case Study, Greensburg Greentown.
34
Interview with Jeanette Siemens, Greensburg Economic Development Director.
35
From Mason Earles. Project Manager, Greensburg Greentown.

15
GreenTown also serves as the main consultant on green rebuilding for residents. Its walk-in office
contains information on green technologies, a library, and a free home energy rater who measures the
energy efficiency homes. GreenTown runs classes on how
to incorporate green features into a new home, and
provides technical assistance on site. It also solicits
monetary and materials donations. A walk into their office
will reveal piles of donated buildings materials, such as
dual-flush toilets, plastic water pipes, and insulation, ready
to be distributed to homeowners.
Finally, GreenTown has started a project called the Chain
of Eco-homes. Building 12 LEED Certified demonstration
homes throughout the town, GreenTown has billed this
project a “living laboratory” that will feature homes with a
variety of architectural designs, green building techniques,
products and services, and prices. GreenTown has been
successful in finding corporate sponsorship to pay for the first
two eco-homes, and architectural firms and architecture schools to design them. Their first Silo Eco-
home will be completed by the second anniversary of the Tornado, in May 2009. It features a green roof,
a water collection system, a solar panel array, native vegetation, and a system of outdoor rooms. Energy
Star, a U.S. energy rating company, has given the home a HERS rating of 47, which means it is projected
to be 53% more energy efficient than a normal home of similar size.36 GreenTown plans to located its
offices into the Silo Home, provide tours, and open the home to overnight eco-tourists who want to pay to
stay and experience the facility.
5.4.7 Arts Center – When the Arts Center opened in May 2008, it was the first LEED Platinum building
in the entire state of Kansas. Initiated by a local non-profit organization and designed by architecture
students from University of Kansas, the arts center features three, 600-watt wind turbines, eight solar
panels on the roof, geothermal heating and cooling, skylights, a green roof, and a 1,500 gallon rainwater
collection cistern. The exterior of the building is made from tempered glass that blocks sunlight to keep
the building cool during the summer.37 The Arts Center aims to promote arts awareness throughout the
community with changing exhibits, and provides the town with a venue for social gathering. Recently, a
St. Patrick’s Day party was hosted at the Arts Center and featured live music.
First Christian Church – After the tornado, First Christian Church hired a young, energetic pastor
named TJ Lawson to oversee the rebuilding and run the congregation. Pastor Lawson decided not to
rebuild their church to LEED certification. The church has only insurance money, and cannot afford to
tackle on additional debt, nor can it receive any funds from the government. For them, incorporating
wind turbines, solar panels, or geothermal energy would have been prohibitively expensive. However, the
new building will be smaller with a more open floor plan. Its low-emittance windows and low flow
plumbing fixtures will yield some energy and water savings. Pastor Lawson is very passionate about
sustainable agriculture, and plans to contribute to the Green Initiative by starting an organic fruit orchard
on church grounds.38
36
Greensburg Chain of Eco-homes, In Depth Case Study, Greensburg Greentown ,
http://greensburg.buildinggreen.com/overview.cfm?projectid=1215.
37
5.4.7 Arts Center Building Sustainable Features, http://www.547artscenter.org/facility/the-building.
38
Interview with TJ Lawson, Minister of First Christian Church, Greensburg.
SILO ECO-HOME UNDER CONSTRUCTION

16
Residents Joining In
Some residents have taken up the initiative and built high efficient homes, while others, although refusing
to go too far, have incorporated more sustainable building materials and fixtures into their building plans.
Below are examples of what residents have done:
Prairie Point Townhomes – Completed in July 2008, the sixteen unit townhouse complex has been
certified LEED Platinum, and provides rental housing for families and elderly individuals with limited
incomes. Owned by Prairie Point Townhomes, LLC, the three buildings feature compact fluorescent
lights, low-flow toilets, showerheads, energy star appliances, low-VOC paint, and bio-based tiles. The
buildings reduce energy costs by 36% compared with normal buildings of similar size.39
Individual Green Homes – Five individual homes have been listed in Greensburg GreenTown’s
Sustainable Building Database, with energy savings between 47-53% based on the HERS scale. Many of
these homes look normal from the outside, but contain resource-saving technologies inside that make
them more efficient. For example, the Haney Home has radiant floor heating, low-emittance windows, a
three-foot overhanging roof on the south side of the house that blocks the sun, geothermal heating and
cooling, and a dirt raised ground around two sides of the house for extra, natural insulation.40
Other homes have incorporated green features into their design, such as low-flow toilets, insulated
concrete walls, water-saving plumbing fixtures, and water collection systems, because as they rebuild,
residents realize that some of the technologies simply make economic sense. 41 Although most
homeowners cannot afford to get LEED certification, they can obtain services from GreenTown’s home
energy rater. The town’s leadership also adopted a welcoming attitude to residential efforts by
encouraging, not forcing, residents to build as green as they can, and recognizing every bit of effort that
residents have put in.
Applicable Green Technologies
Greensburg has become a hotbed for implementing new building practices and sustainable
technologies. For almost all of these technologies, the city pays higher upfront costs. Several studies have
been done to measure the long-term cost-effectiveness and payback of these technologies, with a wide
range of results, depending on the climate and environment in which the studies were done. Greensburg
leaders and residents admit that they are relying on some
faith that these technologies will pay back in the long run.
According to Darin Headrick, Superintendent of
Greensburg School District, “It’s not a risk. Burning natural
gas, day after day, year after year, or use electricity to heat,
that’s a risk. What happens to your energy costs when gas
prices go up? Geothermal heat pumps, we have control over
that heat source. We don’t know how long that return is going
to be, because we haven’t built it yet. But we think there will
be a return.”
LED Streetlights – Greensburg replaced all 303 city
streetlights with LED streetlights, becoming the first city in
the United States to switch to 100% LED streetlighting. Light
39
Greensburg Prairie Pointe Homes, In Depth Case Study, Greensburg Greentown,
http://greensburg.buildinggreen.com/overview.cfm?projectid=1437
40
Greensburg Haney House, In Depth Case Study, Greensburg Greentown,
http://greensburg.buildinggreen.com/overview.cfm?projectid=1211
41
Interview with Mason Earles, Project Manager, Greensburg Greentown.
LED STREETLIGHTS

17
Emitting Diodes (LED) streetlights use the same type of bulbs found on flashing road signs, flashlights,
and traffic lights, concentrating dozens of small LED bulbs towards the streets. These LED streetlights
are 40% more efficient than traditional street lights, and last two to three times longer.42 Greensburg
estimates about 70% in total energy and maintenance savings by making this switch.43 However, LED
streetlights have a higher initial cost at about $1000 per streetlight versus $250 for regular streetlights.44
Studies on the payback period for new LED street lights have varied, with estimates from 2-3 years to 11-
15 years, depending on assumptions about energy and maintenance costs.45 Many American cities,
including San Jose, Anchorage, and Ann Arbor, have tapped into Obama’s economic stimulus package to
replace their streetlights with LED.
Geothermal Heat/Cooling – Many Greensburg buildings utilize geothermal heat pump technology to
aid in heating and cooling. Taking advantage of the near constant temperature of 10 to 16°C of the earth,
these systems conduct the ground’s warmer temperature into the building during winter and draw out the
heated air and pump it into the cooler ground during the summer. An open loop system directly draws
water from an underground aquifer, runs it through a heat exchanger, and releases the water back down
to the aquifer. Closed loop systems run a water and antifreeze solution through a system of pipes, using
this water to conduct heat between the ground and the building. Depending on thermal conductivity, soil
moisture, deepness of the aquifer, and the system design, wells as shallow as 10 feet, and as deep as 400
feet, may need to be dug in order to make the system work. For example, the Kiowa County Courthouse
project required thirty-two geothermal wells, each dug 330 feet deep, to provide enough conductivity to
heat and cool the building. According to the U.S. Department of Energy, geothermal pump systems use
25-50% less electricity than conventional, air pump systems.46 But upfront costs are high. A typical home
can expect to spend about $17,000 to $30,000 on a geothermal pump system.47 Estimates have ranged
from three to twelve year payback periods, depending on whether a geographical region is suitable for this
technology.48
Solar Tube Skylights – Both the John Deere and Chevrolet dealerships utilized solar tube skylights to
supplement conventional, fluorescent lights in their facilities. These skylights collect sunlight from the
roof of the building, channel the light through a series of highly-reflective mirrors, and project the light
through tubular glass bulbs in several directions into the room. Each skylight costs between $300 to
$1000, depending on the size of the light.49 For commercial buildings, the payback could be fast. Since
commercial buildings typically open during day, solar tube lighting can significantly cut the electricity cost
for operations.
Rainwater Collection Systems –These systems use roofs, gutters, and pipes to channel water into a
cistern, and utilize the water for non-potable purposes, such as landscape irrigation, toilets, and, in
42
Lighting the Big Apple with L.E.D.s, New York Times, August 20, 2008,
http://bits.blogs.nytimes.com/2008/08/20/lighting-the-big-apple-with-leds/
43
Greensburg LED Street Light Installation, In Depth Case Study, Greensburg Greentown
44
More Cities Tap Stimulus Package for LED Streetlights, USA Today, March 3, 2009,
http://www.usatoday.com/tech/news/2009-03-02-streetlights_N.htm
45
DOE Releases Oakland LED Streetlight Demo Report, LEDs Magazine, January 31, 2008,
http://www.ledsmagazine.com/news/5/1/30
46
Tapping the Earth for Home Heating and Cooling, CNet News, January 14, 2009, http://news.cnet.com/8301-11128_3-
10131539-54.html
47
Tapping the Earth for Home Heating and Cooling, CNet News, January 14, 2009, http://news.cnet.com/8301-11128_3-
10131539-54.html
48
Costs and Payback of Heat Pumps Systems. http://www.house-energy.com/Heat-Pumps/Costs-Payback-
Pumps.htm
49
Solar Tubes, Planet Green, July 28, 2008. http://planetgreen.discovery.com/home-garden/solar-tubes.html

18
Chevrolet’s case, car washes. Typically, these systems run several thousand dollars for residential, and
upwards of $100,000 to $200,000 for large commercial projects. Although, in the U.S. and Canada,
many studies have cited negative net present values for these systems, they could be utilized cost-
effectively in China, where water shortage remains a huge problem.50 Of course, the results depend on
local climate and water utility rates.
Green Roofs – The City Hall, Arts Center, and Silo
Eco-home will all feature partial green roofs. These
roofs are green because they support grass and
vegetation. In order to create this feature, a roof
must have adequate structural support to hold
vegetation, soil, a filter membrane, a drainage layer,
a waterproof and root repellant layer, a support
panel, thermal insulation, and a vapor control layer.
Retrofitting a green roof in U.S. typically costs
between $14-$25 per square foot for extensive roofs
that are not designed for foot traffic, and $25 - $40
per square foot for intensive, rooftop garden-like
installations.51 Potential benefits include protection
of roof membrane to extend its life, additional
insulation to reduce heating and cooling costs,
reduced storm water flows, and the lowering of
urban heat island effects. One study by the National
Research Council of Canada estimated that a green
roof achieved a 75% reduction in average daily
energy demand on their 400 sq ft test roof.52 Again, payback period estimates have varied depending on
the project and methodology, from as low as 4 years53 to as high as 400 years.54
Insulating Concrete Forms (ICF) – A new and innovative building method, ICF involves pouring
concrete in between two thick pads of plastic foam, and then covering the inside with insulation and dry
wall, and the outside with brick. The plastic foam adds another layer of wind protection, insulation, and
stability to the structure. The foam material costs about an additional $1.75 to $3.50 per sq ft,55 and adds
about 5 to 10% onto a typical home’s construction cost.56 However, these homes average 44% less energy
50
Hicks, Bill. A Cost-Benefit Analysis of Rainwater Harvesting at Commercial Facilities in Arlington County,
Virginia, Bill Hicks, Masters Thesis submitted for fulfillment of MA Degree in Environmental Management,
Duke University, 2008, http://dukespace.lib.duke.edu/dspace/bitstream/10161/512/1/MP_wdh11_a_200805.pdf,
Rainwater Harvesting in Greater Victoria, Capital Regional District Water Services, February 27, 2007,
http://www.waterdsm.org/pdf/crd_rainwater_harvesting.pdf
51
Faq’s, Greenroofs.com, 2007. http://www.greenroofs.com/Greenroofs101/faqs.htm
52
Report on Green Roofs, Federal Technology Alert, Federal Energy Management Program, US Department of Energy,
September 2004. http://www.nrel.gov/docs/fy04osti/36060.pdf
53
Payback Time: Multifamily firms discover which green features make sense, Ecohome Magazine, February 15, 2006.
http://www.ecohomemagazine.com/building-envelope/payback-time.aspx?page=2
54
The Cost of Green Roofs vs. Conventional Tar Roofs, Danielle Payne, Mario Christner, Quontay Turner, and
Greg Sapochetti, Worcester Polytechnic Institute Student Project,
http://www.wpi.edu/Images/CMS/UGP/quantay-turney-2-poster_for_AFC.pptx.pdf
55
Information on Insulating Concrete Forms, Toolbase Services, http://www.toolbase.org/Technology-
Inventory/walls/Insulating-Concrete-Forms
56
Cost and Benefits of Insulating Concrete Forms for Residential Construction, HUD Publications, US Department of
Housing and Urban Development, August 23, 2007, http://www.huduser.org/publications/destech/ICFbenefits.html
COMPONENTS OF A GREEN ROOF

19
to heat, and 32% less energy to cool, than comparable frame homes.57 Payback estimates have ranged
from as little as three years to as much as twelve years.58
Radiant Floor Heating – Used in both the Chevrolet and John Deere buildings, as well as in individual
homes, radiant floor systems represents a mainstream heating/cooling technology for home and
commercial building in the U.S. The most cost effective is type is hydronic: a system where heated water
is pumped from a boiler through tubes buried beneath the floor of each room. Thick concrete slabs or
ceramic floors are best for conducting this heat into the room. Radiant floor heating runs more efficiently
than traditional air pump systems because the room heats more evenly and allows the heat to rise. One
also feels warmer because the heat comes from the ground, allowing a homeowner to turn the thermostat
and boiler temperatures lower. A radiant floor system costs about 40-50% more than conventional
heating systems.59 Paybacks vary. Some have estimated that radiant floor heating can save 15-40% on
energy costs compared with conventional radiator heating.60 However, Environmental Building News, in
an article published in 2002, considers radiant floors unnecessary if a home has very tight insulation,
because it can still keep considerable heat within the home from convention air pump or radiator systems.
For buildings with conventional levels of insulation, large open spaces and tall ceilings, or when building
occupants may have allergies from outdoor air, radiant floor heating would make more sense.61
Donations
After Greensburg’s announcement to rebuild green, a steady stream of donations has flowed in, both
monetary and material. The town has raised over $750,000 from corporate sponsorships and private
donations for its rebuilding fund so far.62 Clorox donated $500,000 to help build the LEED Platinum
school.63 Caroma, an Australian company that produces toilets, has pledged 400 free, dual flush toilets for
residents. 64 According to Caroma, these toilets use 67% less water than traditional toilets.65 Viega, a
Wichita-based water, heating, and plumbing company, pledged to donate a MANAGLOC homerun water
distribution system for every home being rebuilt in Greensburg; a donation worth about $300,000.66
Greensburg GreenTown has managed to secure nine corporate sponsors for each of the two eco-homes
currently under construction, including AT&T, Armour Homes, and Mother Earth News. AT&T
contributed $50,000 for the project.67 The University of Colorado also donated its Solar Eco-Home, which
won the 2005 Solar Decathlon, to Greensburg. According to Mayor Dixson, “If we didn’t go Green, we
would not have had the media coverage to get all those donations.”
57
About ICFs, Insulating Concrete Forms Association, March 29, 2009. http://www.forms.org/?act=energysaving
58
Insulated Concrete Forms, ICF Builders Network, February 28, 2008. http://www.icfresource.com/, Home
Building with Insulated Concrete Forms, Handy Canadian, March 29, 2009,
http://www.handycanadian.com/articles-building-insulated-concrete-forms.asp
59
Radiant Floor Heating Buying Guide, Galt Home, March 29, 2009, http://www.galttech.com/research/household-
DIY-tools/radiant-floor-heating.php
60
Benefits of Underfloor Heating, Heating + Plumbing Central, 2009,
http://www.heatingcentral.com/boilers/plumbers/underfloor-heating-benefits
61
Radiant Floor Heating, Oregon Department of Energy – Conservation Division, 2002,
http://www.oregon.gov/ENERGY/CONS/RES/tax/Radiant.shtml
62
Interview with Mayor Dixson, Mayor of Greensburg
63
Interview with Mayor Dixson. Mayor of Greensburg
64
Green Newsletter, IAPMO Green, May 2008, http://www.iapmo.org/Green%20Issues/2008-
05%20Green%20Newsletter%20May.pdf
65
Dual Flush Toilets from Caroma, Treehugger.com, March 1, 2005,
http://www.treehugger.com/files/2005/03/dual_flush_toil_1.php
66
Viega Donates MANABLOC to Greensburg, Plumbing & Mechanical News, November 14, 2008,
http://www.pmmag.com/CDA/Articles/Green/BNP_GUID_9-5-2006_A_10000000000000469414
67
AT&T Collaborates with Greensburg Greentown to Build First Model Green Town, AT&T Press Release,
September 22, 2008, http://www.att.com/gen/press-room?pid=4800&cdvn=news&newsarticleid=26100

20
Redesigning and Rebuilding the Local Economy
Before the tornado, Greensburg was a town in gradual decline as the natural gas and oil companies
that employed a large portion of its population downsized or relocated elsewhere. Currently, agriculture is
an important economic driver for the area while the oil industry continues to be a secondary source of
jobs for local residents. The area around Greensburg is a major producer of wheat, corn, soy beans and
cotton. Greensburg’s decision to build green is aimed at diversifying the local economy and attracting
investment from eco-friendly businesses and light manufacturing companies from other parts of the
country. It has hopes to create jobs in the renewable energy sector and create additional employment
opportunities in the field of research and product design. To create incentives for business to relocate, the
town will provide high quality green infrastructure, including a new hospital, school, industrial park, and
county-wide wireless internet service. Greensburg plans to build a wind farm that will meet 100% of the
town’s electricity needs.
According to the economic development director of Greensburg, most of the businesses will return in
some form. The town has plans to fully restore the main street business district into a mixed use, diverse,
and pedestrian friendly area with broad sidewalks and retail store fronts. In addition to rebuilding the
core business district infrastructure, Greensburg is also actively aiming to remake itself into a leading
ecotourism destination in the Midwest. Before the disaster, the town was already a tourism site that was
home to the world’s largest hand dug well and the largest pallasite meteorite. GreenTown’s Chain of Eco-
homes will hopefully attract tourists who want to experience sustainable architecture and technologies
first hand, and see how sustainable design can be incorporated into residential buildings in an affordable
and creative way.
In order to support the recovery of area businesses,
the local government collaborates with the Kansas Small
Business Development Center to provide management
consulting to citizens interested in establishing new
businesses. Training sessions are also provided on internet
marketing and grant writing. The local economic
development director hopes downtown will eventually be
populated by small, niche businesses.
Over the course of rebuilding, Greensburg has forged
partnerships with a variety of corporate sponsors and state
and federal agencies. It has also reorganized its local
Chamber of Commerce into a county-wide chamber and is
in the process of establishing a county level economic
development authority to help recruit new businesses into
the area and help provide access to loan financing. All these
steps serve to reposition Greensburg and enhance its long term economic development opportunities.
Long Term Economic Vision and Social Impact
When town officials and residents were asked about their long term vision for Greensburg, they were
all in agreement that Greensburg would remain committed to harmonizing its innovative environmental,
social, and economic priorities. They hope to leverage Greensburg’s reputation to attract a growing
population and encourage higher technology, environment-oriented businesses to locate in the area. They
believe that having an attractive downtown area, a wireless corridor, and a high quality school are keys to
achieving their target population of 2,000-2,500 residents over the next twenty years. The construction of
MAIN STREET CONCEPT DRAWING

21
a new arts center and the Kiowa County Commons will help foster Greensburg’s local community culture.
Greensburg envisions tourism growth to play an essential part in the town’s long-term viability.
Key Challenges and Uncertainties in Greensburg’s Plan
There are several important obstacles affecting Greensburg’s current rebuilding plans. Residents and
town leaders cite the lack of affordable housing as the primary reason why many of Greensburg’s original
residents were forced to resettle in neighboring counties. After the tornado, 85% of the town’s housing
stock was destroyed. Many residents did not have adequate home insurance since their houses were
several decades old and were appraised at lower resale values. The real cost of rebuilding a house is
significantly higher now. Due to the economic downturn, residents who lost their jobs after the tornado
face difficulties in obtaining and servicing a mortgage. With the precipitous rise in new construction and
rental rates, the town is struggling to solve its housing problem.
Secondly, uncertainties persist about the economic benefits of building sustainably. While it is likely
that the town will be able to recoup its investment in green technology by reducing its energy costs, it is
unclear whether it can stimulate sufficient economic development to create high quality jobs and increase
the size of its population. The majority of successful high technology zones in the U.S. flourish due to
historical, cultural, and educational patterns. They are not a function of public policy but of preexisting
endowments in academic institutions, entrepreneurs, and the commitment of large corporations. As the
first town to build green, Greensburg has certainly attracted significant attention, but current economic
circumstances have made it much harder for companies to make firm commitments. The renewable
energy sector also remains in the developmental stage in the U.S., so it is risky to rely on this industry as a
main source of future growth.
Greensburg also has a remote location. While it is linked to other towns and through an active railway
network, it sits far from academic institutions and the headquarters of potential investors. The nearest
airport is two hours away in Wichita, Kansas. The lack of proximity to large cities makes it difficult for
Greensburg to leverage its social and business networks. Lastly, Greensburg faces the challenge of
upgrading its education system in order to prepare future generations to take on higher skilled jobs. The
future success of its green redevelopment strategy depends on the intensity of scientists and engineers in
the local workforce. Town leaders need to recognize their stake in education and its effect on regional
competitiveness.
Part IV - Observations from Han Wang
In the case of Han Wang, the local government
must create a viable plan that will put the town on
the map and create employment opportunities for
local citizens. Located in a county of Mianzhu,
Sichuan, Han Wang is located in a very scenic area,
framed by snow-capped mountains and rivers.
Following the earthquake, the town collapsed into
rubble and is no longer inhabitable. The main
manufacturing plant in the area, Dong Qi Foundary
Co., which employed about 40% of the local
population, was completely destroyed. 68 The
68
Interview with Zhang Qiang, Professor of Public Policy at Beijing Normal University, Secretary General of WET
DONGQI PLANT POST-EARTHQUAKE

22
surrounding coal and phosphorus mines that also employed many local inhabitants have been sealed off
due to safety reasons.
Currently, local officials have decided to rebuild Han Wang in a different location adjacent to its
former site. This new town will also absorb the population of Qing Ping, a remote town deep within the
mountains that was also destroyed. Since former sources of employment, such as Dongqi and mining, are
no longer reliable, the government wants to develop new ways to draw in investment. Some initial ideas
include setting up an earthquake memorial park by preserving the remnants of the old town. Another idea
is to establish an international crisis management training center and an earthquake data repository to
develop the region’s academic research potential.
This section on Han Wang analyzes the interests and capabilities of the local government, business
community, civil society, and individual citizens. Throughout these stakeholder perspectives, we identify
strands that could contribute to a strategy of sustainable rebuilding.
Government Perspective
Earthquake Safety
The failure of the Central Government to enforce earthquake building codes at the local level
highlights the challenge of implementing building codes through the bureaucratic structure. According to
most experts, China’s current earthquake codes are very up to date and rigorous when compared with
international standards.69 Unfortunately, implementing these guidelines remains the problem. Countless
schools, apartment buildings, and government complexes collapsed. In our project area of Han Wang,
over 95% of the structures collapsed,70 even though the regulations mandated buildings be built to
withstand at least 7.0 magnitude earthquakes, with some other buildings mandated to withstand upwards
of 8.0 quakes.71
A report by Caijing on the collapse of schools illuminates some the challenges of local
implementation. Cash strapped local governments are responsible for fundraising, collecting design and
construction bids, and ensuring quality by conducting their own inspections. As a result, local
governments tend to cut corners and not get caught. For example, the Fuxin School in Mianzhu was
constructed with several modifications to its original blueprint, including an extra floor and walls with a
thickness that was reduced from 37cm to 24cm.72 Even when the Central Government provides resources
to retrofit the school, it remains difficult to trace how local governments spend the money. Caijing cited
Juyuan Middle School receiving 200,000 yuan for construction quality improvements, but the school
spent the money on trees, paint, new classroom windows, and power line improvements instead.73
Residential buildings also lacked basic safety features. A reconnaissance report by Dr. Elizabeth Hausler
of Build Change, a U.S. based non-profit, found collapsed apartment buildings that had heavy, precast
concrete plank roof and floors that were ill-attached to the walls, and often with little or no frame
reinforcement on the ground floor.74 However, precast concrete plank roof and floors are illegal in China.
69
China’s Quake: Why did so many schools collapse? Christian Science Monitor, May 14, 2008,
http://www.csmonitor.com/2008/0514/p06s05-woap.html
70
Interview with Zhang Qiang, Professor of Public Policy at Beijing Normal University, Secretary General of WET
71
Wang Ling, Program Officer, Beijing Green Cross.
72
Why Did So Many Sichuan Schools Collapse? Caijing Magazine, June 17, 2008,
http://english.caijing.com.cn/2008-06-17/100070077.html
73
Why Did So Many Sichuan Schools Collapse? Caijing Magazine, June 17, 2008,
http://english.caijing.com.cn/2008-06-17/100070077.html
74
Report on Multi-Story Residential Buildings, Build Change Publication, Dr. Elizabeth Hausler, June 2008,
http://www.buildchange.org/PDFs/BC_WenchuanEQBUILDINGS.pdf

23
These examples highlight both the lack of oversight and the lack of incentives for local governments to
follow national standards. Any strategy for rebuilding, especially potential standards for sustainability,
must also have adequate oversight, preferably from a third-party certification body.
Economic Growth and Investment
Important questions remain as to what would sustain the local economy once rebuilding commences.
Before the earthquake, an estimated 40,000 workers were employed either at Dong Qi Foundary Co., or at
firms supporting Dong Qi’s operations; nearly two-thirds of Han Wang’s workforce.75 Dong Qi produced
electricity-generating equipment for Chinese power plants and power stations. The company campus now
contains only the ruins of factories, office buildings, and residential apartments. Several months after the
earthquake, Dong Qi decided to relocate to the city of Deyang, about 25 miles away.
We interviewed several local officials to capture their thoughts on what economic opportunities can
sustain Han Wang. According to both the Deyang Earthquake Bureau and Tourism Bureau, there’s
considerable interest in developing the earthquake site into a tourist attraction. Liu Bing, the President of
a travel agency in Deyang, informed us that the government plans to build a new road to Jiuzhaigou
Valley, Sichuan’s most popular tourist attraction, right through Han Wang, in the next three years.
Jiuzhaigou attracts over 2.5 million visitors a year, of which a significant number will travel from Chengdu
on this shorter route through Han Wang.76
So far, the province has declared Han Wang’s earthquake ruins as a protected area, to be developed
into an earthquake memorial park. Several of the ideas that have been openly discussed within the
government include setting up a crisis management and earthquake recovery training center, building a
disaster experience-related theme park for visitors, and developing wilderness-related tourism in the
breathtaking mountains behind Han Wang.77 In addition, current local products and cultural artifacts in
the surrounding area include Chinese liquor, New Year’s art, and Buddhist and Taoist temples.
The mountains northwest of Han Wang contain both phosphorus and coal mines before the
earthquake. However, most of these mines have shut down operations, citing significant quake damage to
their facilities. Phosphorus mining will probably commence once the roads are fixed, but coal mining
might not. According to one local miner we interviewed in the temporary housing camp, the coal mines
have experienced decreasing levels of production for years, and his employer has no plans to ever open
the mine again, leaving him unemployed.78
Social Stability
The government wants to rebuild as quickly as possible to prevent social instability. The provincial
government, local earthquake bureau, and WET have all expressed the desire to rebuild the entire town
within three to five years, and this effort is quite urgent, because several factors have developed that could
produce social turmoil.
Almost the entire population of Han Wang still resides in temporary housing camps around Mianzhu. In
many of these camps, unemployment runs extremely high, with some estimates of 80% unemployment.79
Through our conversations with WET, one neighborhood in Jianan Temporary Housing Camp has
poverty rates of over 90% because of previous land purchasing policies that undercompensated these
75
Interview with Zhang Qiang, Professor of Public Policy at Beijing Normal University, Secretary General of WET.
76
Jiuzhaigou Travel Guide, Asia Explorers, March 29, 2009,
http://www.asiaexplorers.com/china/jiuzhaigou_travel_guide.htm
77
Interview with Deyang Earthquake Bureau, Tourism Bureau, and Wu Yu, Operations Director of WET.
78
Interview with local family in temporary housing camp.
79
Long Wait for China Quake Survivors, Aljazeera News, November 11, 2008, http://english.aljazeera.net/news/asia-
pacific/2008/11/200811113633737623.html.

24
residents for their farmland. Within our own
research, we found a family in which both
adults lost their jobs in Han Wang, and another
family that is subsisting by opening a small
noodle stand in the camp. We also observed
that most of the middle-age to elderly women
and elderly men stayed at home during the day.
The government provides some welfare
benefits to these residents, but these benefits
are far from enough to help all of those that in
need. Currently, policies include merely 200
yuan (about $30) per month for the orphans,
disabled individuals, and childless elderly
persons.80 Some residents with previous jobs
receive a little bit of compensation from former employers. One family we met received 385 yuan ($56)
per month from their former employer, although they were not clear how much longer this would
continue. Although temporary housing is free, residents have to pay their own utilities. A large number of
men in the households work in temporary jobs, such as electrical wiring and construction, in order to help
make ends meet.
The financial difficulties of residents in the temporary housing camps have already sparked several
incidents that we recorded through our conversations with local residents. One group of farmers in the
Jianan camp had organized to protest their grievances against the local Ministry of Land and Resources.
Their complaint: the ministry promised, and then under-compensated them for their damaged pear trees.
In another case, we heard of a mass sit-in on a local highway by elderly residents who were
undercompensated with welfare payments, and complaining that the money was not enough for them
spend Spring Festival with.
On the macro-level, the global economic downturn has severely affected the Chinese economy, and
now, millions of migrant workers are now returning to the region, freshly laid off from factories in coastal
cities. A recent government report estimates that nearly 19.5 million workers are now jobless and
returning home.81 Sichuan accounts for at least one-tenth of the migrant worker labor force in China.82
These workers will now compete with current residents for the few jobs that exist in the earthquake
devastated region.
So the government has a vested interest in maintain stability by speeding up recovery. But where the
resources will come from remains a key question. Even though the Central Government has recently
announced a $586 billion stimulus package, much of it will require local governments or state-owned
enterprises to implement the spending.83 Unfortunately, local governments such as Han Wang have
almost no tax revenues, because the formal local economy has essentially stopped functioning. The
government also operates out of the temporary housing camp. The local government recognizes that
much of the resources for rebuilding must come either from provincial and Central government levels, or
80
Wenchuan Earthquake: Rebuilding Shattered Lives, Professor Xiulan Zhang and Dr. Xiaojiang Hu, Institute of
Development Studies, August 20, 2008, http://www.ids.ac.uk/go/about-ids/news-and-commentary/august-2008-
news/ids-and-china/chinese-perspectives-china-earthquake
81
China: Up to 26 Million Migrants Now Jobless, ABC News, February 2, 2009,
http://abcnews.go.com/Business/wireStory?id=6784398
82
Sichuan Learns to Help Itself, Newsweek Magazine, June 16, 2008, http://www.newsweek.com/id/140430
83
Reflating the Dragon, The Economist, November 13, 2008,
http://www.economist.com/world/asia/displaystory.cfm?story_id=12606998
JIANAN TEMPORARY HOUSING CAMP

25
from philanthropies, non-profits, and the private sector. As a result, any recovery strategy must consider
how Han Wang can attract outside resources for the rebuilding process.
Private Sector Perspective
Private Sector Role in Earthquake Recovery
The earthquake has prompted a swift response from multinationals and domestic Chinese companies
who provided millions of dollars of technical assistance, equipment, emergency supplies, and financial
assistance. Companies were able to donate through several channels, including through provincial level
relief organizations and charities such as the Chinese Red Cross, and through the Ministry of Civil Affairs.
Currently, only about a third of donations have been disbursed for relief and recovery work, and it may
take several years for additional funding to reach their final target destinations.84 One main reason for
this delay is the difficulty facing corporate donors in finding suitable domestic Chinese partners to
support. With the massive influx of funds into the earthquake area, and the paucity of capable domestic
organizations to absorb such capital, corporate donors face a bottleneck for their charity.
Despite most of these donations going towards short-term, relief operations, some individual
companies demonstrate a long-term interest in the reconstruction process. Cisco, for example signed an
agreement with the Sichuan provincial government to donate $45 million over three years 85 . Our
discussion with an executive at Cisco revealed some interesting facts. Cisco entered China with the aim to
become deeply integrated in the local economy. It prefers to be viewed as a Chinese company rather than
a foreign multinational, and in this sense is eager to accept a higher level of social responsibility within
Chinese society. According to Jim Sherriff, CEO and chairman of Cisco China, “The central goal is to build
a comprehensive operational footprint that is fully aligned with Chinese society. That means developing a
tailored vision and strategy for China, a strong local management team, and local product offerings that
meet the specific needs of Chinese businesses.”86
Secondly, Cisco has identified several areas in need of improvement, such as education and healthcare
where it can leverage its core competencies in networking solutions to upgrade existing technologies and
equipment of schools and hospitals. In Sichuan Province, Cisco is planning to install 21st century
classrooms with internet connectivity in schools to bridge the urban/rural divide. In addition, according
to the Cisco executive, successful corporate social responsibility projects usually have a positive impact on
the company’s business years down the road. By offering free equipment and technical assistance, private
companies can carve out a market for their own products and services. This suggests that business leaders
in China are more willing to participate in earthquake reconstruction efforts if they have the opportunity
to engage the communities and showcase their products to the public.
Private Sector Involvement in Sustainable Development
The potential for attracting private companies to become involved in sustainable development
projects also depends on broad trends underlying the renewable energy and green technologies sector in
China. In light of the serious pollution affecting China’s major urban areas, the government is now
promoting renewable energy through a number of new policy initiatives. It has implemented a policy to
provide preferential tax treatment for foreign investment in the renewable energy. It has also doubled its
84
Interview with Wang Ming, Professor of Public Policy, Tsinghua University, Beijing.
85
“Cisco to Provide $45M for China Earthquake Relief”, July 2, 2008
http://www.champoli.com/cisco-to-provide-45m-for-china-earthquake-relief/
86
“Cisco Underscores Continued Commitment to China”, January 13, 2009,
http://newsroom.cisco.com/dlls/global/asiapac/news/2009/pr_01-14.html

26
target for wind power from 5 gigawatts to 10 gigawatts by 2010, and the current five-year plan has
established a new target for renewable energy consumption of 10% of total energy consumption by 2010.87
Based on our interview with John Holdren from Hill and Knowlton, domestic companies are getting
more involved in renewable energy and green technologies for the first time because there is a major
economic incentive for them to update their own production methods to maximize cost savings. In the
U.S., companies such as General Electric discovered a number of years ago that energy conservation
efforts led to an overall improvement of their entire manufacturing system and that savings amounted up
to 2% of revenues.88 However, Chinese companies, until now, have not been keen to improve the
efficiency of their production processes because they were flushed with capital raised from foreign
investors. As a result, many inefficient investment decisions were made. As the pool of cheap capital
begins to dwindle in the current financial crisis, domestic firms are becoming more aware of cost savings
generated from energy efficient production techniques.
Large companies like Haier and Cisco are pouring millions into this sector by building partnerships
with the Chinese government and domestic banks. In late 2007, Cisco signed an agreement with China
Development Bank to set up a $100 million fund that will invest in domestic Chinese companies with
strong growth potential in the sustainable development sector. 89 Cisco is especially interested in
promoting green technologies, such as the use of tele-presence for business meetings to substitute for
face-to-face meetings that require travel by plane. It is currently in discussions with the local government
of Wenchuan to incorporate green technology in the reconstruction of the town, and has plans to establish
a green technology center in Shanghai to develop technologies that promote energy efficiency and
emissions reductions.90
Small entrepreneurial companies are also becoming more involved. For example, we recently
interviewed a Fulbright scholar who is helping to pilot the use of energy efficient biomass stoves in rural
areas of China. The stoves were selected in a national stove designing competition in 2006. One of the
firms, Lao Wan, is distributing these stoves through a government subsidy that cover three-fifths of the
cost. The experimental research is funded by the Shell Foundation and the Chinese Bureau of Rural
Energy and Environmental Protection. The stoves enable farmers to burn biodegradable waste, such as
corn husks, to substitute for coal. This not only lowers the cost of purchasing fuel, but also reduces carbon
emissions.91 This experiment represents one type of public-private partnership in which the domestic
private sector can collaborate with government and outside funders to implement green technologies in
China’s context.
A cursory review of the sustainable development initiatives in China indicates that there is much
potential for private companies to become more involved, especially with reconstruction efforts in
Sichuan. Nonetheless, it is important to note that many of the companies involved are taking a very long-
term approach to developing green technologies. The costs of developing such technologies are high and
the potential profits are uncertain. Establishing more pilot projects and experimental sites to test the
application of these technologies would be the next step towards assessing their commercial feasibility.
87
“China’s Big Push for Renewable Energy”, Scientific American, April 4, 2008
http://www.sciam.com/article.cfm?id=chinas-big-push-for-renewable-energy
88
Interview with John Holdren, Managing Director of Hill and Knowlton
89
“Cisco to Increase Investment in China by $16 Billion”, November 1, 2007,
http://billing.tmcnet.com/topics/applications/articles/13649-cisco-increase-investment-china-16-billion.htm
90
“Cisco Underscores Continued Commitment to China”, January 13, 2009,
http://newsroom.cisco.com/dlls/global/asiapac/news/2009/pr_01-14.html
91
Interview with Ray Deng, Fulbright Scholar in China.

27
Civil Society Perspective
Access to Communities
An unprecedented wave of domestic and international NGOs entered Sichuan Province in China after
the earthquake to provide immediate relief services and supplies. At that time, the government invited
such assistance because they were overwhelmed and lacked the technical expertise to address the needs of
the people. NGOs such as Mercy Corps, World Vision, and the United Nations Development Program
(UNDP) all came to assist in the initial stages of recovery, but after a few months, the government began
to limit access for NGOs that were not properly registered with the Ministry of Civil Affairs. Government
regulations concerning NGOs in China are especially strict, and those without proper state sponsors are
frequently operating at the risk of being disbanded. Of the many NGOs that initially arrived in Sichuan,
the ones that can stay are either large international organizations or coalitions of small domestic NGOs
who found projects that justified their continued presence.
Based on our interviews with a number of NGOs, many discussed the importance of being granted
more access to local communities. After the earthquake, NGOs not only donated supplies and services to
stranded individuals, but they organized community programs for children and families. They also played
a critical role in coordinating volunteers that arrived from all around the country and abroad.92 As their
focus shifted from relief to recovery, some became more involved in helping with economic development
and agricultural initiatives. One researcher at Tsinghua University mentioned that NGOs play a critical
“democratic role” in helping to rebuild the affected communities’ social networks. NGOs that have direct
access to local populations often produce research which may inform public policy. They want to be active
participants in ongoing discussions about community redevelopment, but they are also sensitive to
China’s political reality. Some are willing to forge partnerships with the local government but are keen not
to fall under the government’s control. They advocate, organize, and design their own programs, but must
work within the constraints set by the government. Current government policy towards NGOs is a mixture
of ambivalence and suspicion. While they do not turn away NGOs that are widely recognized for doing
good work in earthquake areas, they are also reluctant to praise them for their positive efforts, as
demonstrated by the lack of NGO mention in media coverage during the earthquake.93
Environmental NGOs and Their Participation in Rural Reconstruction
The destruction left by the earthquake gave
some environmentally focused NGOs a chance
to help with rural reconstruction of earthquake
resistant buildings. In particular, a Chinese
NGO known as the Beijing Green Cross has
adopted an innovative model for rural
development that has already been tested in
other provinces. It currently operates in three
sites in Sichuan. The organization aims to help
rural villagers transition into a more sustainable
lifestyle by changing their habits through
education. Beijing Green Cross typically begins
its work in a location by incorporating eco-
friendly features in the redesign of local
community buildings, as well as village layout.
All construction materials are sourced locally
92
Interview with Guo Hong, Founder of the Sichuan 512 Voluntary Relief Service Center
93
Interview with Guo Hong, Founder of the Sichuan 512 Voluntary Relief Service Center
BEIJING GREEN CROSS DESIGNED VILLAGE LAYOUT

Li & Yang - Rebuilding a Sustainable Han Wang

Li & Yang - Rebuilding a Sustainable Han Wang

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