Managing Change inUrbanizing RegionsChreod’s Services forthe Public SectorMarch 2011
2
Company ProfileWho We Are        What We Do                   What We Have Done Who We Work With1   Chreod Ltd.   2   Citi...
Chreod Ltd.                         Chreod Ltd.    Suite 207                           Shanghai Representative Office    5...
Who We AreChreod Ltd.Chreod is a consulting and research firm that      Through our work on more than 260 research andsupp...
What We DoCities and Urbanizing RegionsChreod focuses on cities, metropolitan regions, In recent years our work has partic...
What We DoKey issuesRestructuring Economies to Strengthen CompetitivenessGlobalization is forcing the restructuring of met...
What We DoKey issues...                                                                         FINAL REPORTEnsuring Envir...
What We DoOur ServicesChreod provides four sets of services addressing the chart below. Projects have ranged from short,se...
What We DoAnalysis and EvaluationRigorous analysis and evaluation are integral to Our analytic work is based on statistica...
What We DoStrategy and PolicyChreod has advised on development strategies            Defining the causes of problems and t...
What We DoPrograms and PlansChreod takes strategic planning to the next impor- Chreod has considerable experience in assem...
What We DoProject PreparationChreod has considerable experience in preparing          selected. Specialists on our teams a...
What We Have DoneSelected Projects: Analysis and EvaluationMulti-hazard City Risk IndexWorld BankThe World Bank retained C...
What We Have DoneSelected Projects: Strategy and Policy           Global City Strategy for Shanghai to 2020           Shan...
What We Have DoneSelected Projects: Programs and PlansShenzhen Coastal Management Program, ChinaShenzhen Municipal Governm...
Chreod Corporate Profile
Chreod Corporate Profile
Chreod Corporate Profile
Chreod Corporate Profile
Chreod Corporate Profile
Chreod Corporate Profile
Chreod Corporate Profile
Chreod Corporate Profile
Upcoming SlideShare
Loading in …5
×

Chreod Corporate Profile

1,161
-1

Published on

March 2011 update to Chreod Corporate brochure

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
1,161
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
5
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Chreod Corporate Profile

  1. 1. Managing Change inUrbanizing RegionsChreod’s Services forthe Public SectorMarch 2011
  2. 2. 2
  3. 3. Company ProfileWho We Are What We Do What We Have Done Who We Work With1 Chreod Ltd. 2 Cities and Urbanizing 10 Analysis and 14 Our Public Sector Regions Evaluation Clients 3 Key Issues 11 Strategy and Policy 15 Strategic Alliances 5 Our Services 12 Programs and Plans 16 Our Team 6 Analysis and 13 Project Preparation Evaluation 7 Strategy and Policy 8 Programs and Plans 9 Project Preparation 1
  4. 4. Chreod Ltd. Chreod Ltd. Suite 207 Shanghai Representative Office 50 Prince Arthur Avenue Suite 702, Lidu Building Toronto, Ontario 500 Zhongshan Nan Yi Road Canada M5R 1B5 Shanghai 200023 China T: 01.416.9661144 T: 86.21.530113701 F: 01.888.2691288 F: 86.21.530113702 W: www.Chreod.com W: www.Chreod.com Edward Leman Zhang Rufei President Managing Director, Asia Leman@Chreod.com Zhang@Chreod.com Shanghai: 19.6 million max. 45,000 inh/km2 Toronto: 5.6 million max. 9,300 inh/km22
  5. 5. Who We AreChreod Ltd.Chreod is a consulting and research firm that Through our work on more than 260 research andsupports decision-making on the sustainable consulting projects, Chreod has acquired uniquedevelopment of cities and urbanizing regions. knowledge and expertise to:Established in 1985, we work in Canada andinternationally with governments, development • address functionally and spatially complexagencies, research organizations, businesses, urban and regional development issuesand public-private partnerships. in cross-cultural settings undergoing rapid change;We support efforts to realize benefits of urbanand regional development that are economically, • integrate economic, social, cultural,environmentally, socially, culturally, financially and environmental, financial, and governanceinstitutionally sustainable. perspectives in urban, metropolitan, and regional development policy and programs;While Chreod has worked in small communitiesacross Canada and in remote villages and towns • facilitate the understanding of multi-facetedin Asia, most of our experience has been in development processes over time and atsupporting the development of cities and systems varying spatial scales;of cities. We have worked in over 110 cities in NorthAmerica and Asia of which 67 are metropolitan • communicate clearly on complex processesregions with populations ranging from 1 million to and issues with diverse stakeholders and20 million residents. decision-makers;In Canada, Chreod has provided services to federal, • implement focused and relevant stakeholderprovincial and local governments, associations, participation, and effectively imbed theseand Canadian and international companies and practices into local decision-making processes;investors. andInternationally, Chreod began working in the US • integrate innovative approaches into existingin 1987, and then in China in 1988. We have since institutional frameworks and culturessupported our clients across China and in Vietnam, to facilitate meaningful, sustained, andThailand, Philippines, Indonesia, Bangladesh, incremental change.Pakistan, Sri Lanka and Malaysia. Chreod is based in Toronto. Our Asia Region office has operated from Shanghai since 1997. 1
  6. 6. What We DoCities and Urbanizing RegionsChreod focuses on cities, metropolitan regions, In recent years our work has particularly focused onand regional systems of cities because they are: metropolitan regions: large, complex and dynamic urban areas, with more than one million residents,• the engines of local, national, and global that are expanding into suburban areas across innovation, economic growth and prosperity; municipal boundaries, compounding governance,• where the greatest social and cultural management and environmental challenges. pressures are likely to be experienced well into this century; Metropolitan regions are the major drivers of global economic, social, and environmental change. If• where the majority of the world’s population managed effectively, they can be highly productive, now lives and, according to UN estimates, creative, inclusive and enriching environments. If where 60% of humankind will agglomerate by allowed to grow uncontrollably, they invariably 2030; consume valuable agricultural and ecologically-• the sources of most of the world’s pollution sensitive land, spread pollution, undermine produc- – especially climate-changing greenhouse tivity due to rising congestion and environmental gases – and where most of the world’s costs, dissipate agglomeration economies, raise natural resources are consumed, including the costs of service delivery and intensify social water, energy and arable land; inequities.• where global climate change will have Our ongoing research has identified 446 metropoli- the greatest impacts this century; tan regions around the world. Most are growing• where global financial capital is pooled, rapidly. How they are managed and governed will and from which it is invested. determine the speed, depth and extent of global development during this century.2
  7. 7. What We DoKey issuesRestructuring Economies to Strengthen CompetitivenessGlobalization is forcing the restructuring of metropolitan and regional economiesaround the world. Accessibility to input and output markets is changing rapidly atthe regional and global scales, dramatically altering cities’ competitive advantages.For the Shanghai Municipal Government, Chreod recently prepared a global-citystrategy to strengthen the city’s integration in global finance, producer services,trade and logistics, innovation-based manufacturing, and cultural services. Werecently advised OECD and China’s Guangdong Provincial Government oneconomic restructuring in the Pearl River Delta – considered by many to be the‘World’s Factory’ – which began to lose its competitiveness well before the mostrecent global economic downturn.Strengthening Social InclusionMetropolitan regions are magnets for migrants, both from within a country, andfrom other nations. The degree to which migrants are welcomed into communi-ties and enjoined into metropolitan life is critical not only to their welfare but alsoto the stability, creative dynamism and productivity of the metropolis as a whole.Many migrants are economically vulnerable, and join low-income householdsalready attempting to integrate into metropolitan life. Social inclusion of migrantand vulnerable residents is a critical issue in most metropolitan regions, one thatChreod has specifically addressed in the formulation of development strategiesfor China’s Pearl River Delta, Shanghai, Chengdu, four other metropolitan regionsin China, and East Java Province in Indonesia.Fostering Cultural DevelopmentCities and systems of cities and towns are more than economic engines. Theyare the places within which local cultures are expressed and celebrated, boththrough diverse heritages and in the creative articulation of societies’ values andaspirations. Yet the cultural dimension of urban life is often ignored or taken forgranted in urban and regional development policy. Chreod recently advised theShanghai government on a new Cultural Development Strategy for the munici-pality that targeted the removal of constraints to creativity and cultural expres-sion. We also recently designed a World Bank-supported project to maintainand enhance the natural and cultural heritage of Gansu Province along Asia’shistoric Silk Road.Managing Urban GrowthUrban sprawl has become a critical issue for most metropolitan regions. Valuableland is consumed by low-density, inefficient suburban development that is poorlyserved by public transport and infrastructure services. The consequences arelonger travel-times to work and services, higher emissions of greenhouse gases,dispersed pollution, and distortions to local land markets. Chreod has conductedextensive analysis of metropolitan growth patterns in major cities around theworld, and the economic, social, and environmental impacts of this growth. Ourextensive knowledge base on international practices enables Chreod to localizea wide range of policies and policy instruments to better manage urban growthin metropolitan regions. 3
  8. 8. What We DoKey issues... FINAL REPORTEnsuring Environmental Sustainability May 2009Urban systems consume the bulk of the world’s non-renewable natural resources,especially water and carbon-based fuels. They also produce the greatest volumesand concentrations of liquid, aqueous, and solid wastes. Environmental quality isoften the lowest priority in periods of rapid growth. Chreod’s work on environmen-tal sustainability has ranged from ten years of advisory and advocacy supportto an Aboriginal community downstream from ‘Chemical Alley’ Canada’s highest ,concentration of petrochemical industries, to designing environmental decisionsupport systems for rapidly urbanizing regions, provinces and cities in China.Managing Risks from Disasters and Climate ChangeUrban systems are at greatest risk to effects of natural and anthropogenicdisasters, including earthquakes, hurricanes, floods, landslides, heatwaves anddrought, chemical and nuclear accidents, and terrorism. Most natural hazards willbe exacerbated by global climate change. Chreod’s recent risk-related projectsinclude: for the World Bank, development of a multi-hazard city risk index (includ-ing future risks arising from climate change) and testing in Bangkok, Manila,and Ningbo; and, for ADB, modeling changes in carbon emissions arising fromalternative land use and transport strategies in Ho Chi Minh City, Dalian, andColombo. Chreod has worked extensively for the World Bank on the WenchuanEarthquake Reconstruction Project in China’s Sichuan Province. Present toManaging and Governing Metropolitan Regions International Finance CorporationOne of the biggest challenges facing metropolitan regions around the world isputting in place – and sustaining – effective forms of governance and manage- Chreod Group Inc. Suite 207, 50 Prince Arthur Avenue Toronto, Canada M5R 1B5 Chreod Group Inc. Shanghai Representative Office Suite 702, Lidu Buildingment that cross traditional administrative boundaries. While most planning and Tel: 01 (416) 966-1144 500 Zhongshan Nan Yi Road Shanghai 200023, China Tel: (86-21) 5301-3701service delivery needs to be done at the most local level possible, crucial respon- Fax: 01 (416) 848-0885 e-mail: info@chreod.com Fax: (86-21) 5301-3702 e-mail: zhang@chreod.comsibilities must be exercised at the metropolitan scale if these regions are to realizetheir inherent agglomeration economies, become socially inclusive, and if disasterrisks are to be managed effectively. Chreod has prepared regional service deliv-ery programs for metropolitan areas, and developed frameworks for rationalizingfunctional responsibilities among governments in rapidly-growing regions.Enabling Sustainable FinanceLocal governments’ fiscal capacities to sustain capital and recurring financing ofpublic and infrastructure services are stretched in most cities around the world.Chreod has advised China’s Ministry of Finance on municipal finance reformsand on public infrastructure investment policy; our final reports on both theseassignments were published as books in China. Chreod recently designed the firstpooled credit facility for urban environmental infrastructure financing in China; wewere subsequently asked by the Asian Development Bank to assess its replica-bility for Karachi, Pakistan’s principal metropolitan region. We have also assistedin the preparation of a long-term enterprise bond issued by Shanghai’s largestinfrastructure investment company, Shanghai Chengtou Corporation.4
  9. 9. What We DoOur ServicesChreod provides four sets of services addressing the chart below. Projects have ranged from short,seven themes of development. We have conducted focused advisory assignments to multi-year initia-assignments in all of the areas of work shown on tives conducted by large, multi-disciplinary teams. Analysis + Strategy + Programs + Project Evaluation Policy Plans Preparation Regional + • development trends analysis • metropolitan development strategies • regional development planning • • master planning urban design Metropolitan • projections and • provincial and regional • metropolitan • site planning development scenarios development strategies development planning • plan reviews Development • impact analyses (social, • urbanization and urban • coastal zone planning environmental, fiscal) development policies • urban land use planning • regional, metropolitan, • growth management • Urban Decision Support and urban research policies Systems (UDSS) • urban rehabilitation • practice guidelines Economic • market demand assessments • regional and local economic development • investment attraction programs • market demand reviews • Benefit-Cost Analyses Development • economic baseline strategies • area marketing programs • Least Cost Options studies • regional innovation Reviews • economic projections and strategies scenarios • policy impact • economic impact assessments assessments Human + Social • social surveys • urban and suburban • regional poverty reduction strategies • stakeholder participation programs • Resettlement Action Plans (RAP) Development poverty assessments • urban/suburban poverty • Social Impact Analysis mitigation strategies (SIA) Infrastructure • social, economic, and environmental impact • national infrastructure policies • capital investment programming • Sector Master Plan reviews assessments • provincial infrastructure • infrastructure • Feasibility Study and • benefit-cost analysis development strategies benchmarking design reviews • service delivery • metropolitan • Infrastructure assessments infrastructure strategies Management Information • Public-Private Partnership Systems policies • practice guidelines Environment • regional resource supply and demand assessments • Integrated Water Resources Management • Environmental Decision Support Systems (EDSS) • Environmental Impact Assessments (EIA) • Strategic Environmental Strategies (IWRM) • Environmental Assessments (SEA) • air and water pollution Management Plans (EMP) • environmental impact control strategies assessments • practice guidelines Public Finance • fiscal capacity assessments • municipal finance and credit policies • financial intermediaries and pooled credit • Project Financial Analyses • debt management • infrastructure finance institutions • Financing Plans assessments policies • municipal budgeting • practice guidelines support Governance, • institutional capacity assessments • metropolitan governance options • Urban Management Information Systems • Project Design Frameworks Management + • regulatory compliance • inter-governmental (UMIS) • Project Implementation reviews functional responsibilities • education and training Plans Implementation • urban management • regional service delivery programs • Institutional reviews strategies • twinning and partnering Strengthening and • practice guidelines programs Training Plans • Procurement Plans 5
  10. 10. What We DoAnalysis and EvaluationRigorous analysis and evaluation are integral to Our analytic work is based on statistical analysis,our work and have also become distinct services advanced geo-spatial analysis, and social surveysthat we provide to our clients. conducted on the ground. Two of our most recent surveys were of transient migrant workers in threeChreod’s analytical services include analyzing and cities in the Pearl River Delta, and of migrantdescribing economic, demographic, social, envi- households in Shanghai’s suburbs.ronmental, fiscal, and governance conditions atspatial scales ranging from towns to cities, metro- Our metropolitan work is supported by an in-housepolitan and sub-provincial regions, provinces, and program of comparative global research on metro-at the national level. We have developed advanced politan regions that Chreod began in 2001. Thisprotocols for projecting development trends and research is ongoing, and has so far assessed keyassessing their impacts. development trends, policies and systems of gover- nance in 15 metropolitan regions in China andChreod has assessed downtown and waterfront Tokyo, Seoul, London, Paris, New York, San Fran-redevelopment policies and practices in six major cisco, Los Angeles, Boston, Atlanta and Toronto.cities in the US. We have analyzed and project- As resources allow, we are expanding this seted development trends across China’s Yangtze of metropolitan regions to include major cities inBasin, stretching from Shanghai to the border South and Southeast Asia, and in Latin America.with Myanmar; in the burgeoning Pearl River andYangtze River Deltas; and along three large river Chreod has been retained to conduct objective andbasins in China’s Greater Bohai Economic Region. comprehensive evaluations of development strate-We have analyzed urban development trends in gies, policies and their impacts, and developmentover 70 cities in China, all cities and major towns programs. For example, we recently conductedin Indonesia’s East Java Province, and in Manila an evaluation for the Asian Development Bank’sand Bangkok. We have recently compiled a global Operations Evaluation Department of the effective-database on all 446 metropolitan regions and are ness of ADB’s Urban Sector Strategy in China.assessing their vulnerability to effects of climatechange.6
  11. 11. What We DoStrategy and PolicyChreod has advised on development strategies Defining the causes of problems and the constraintsand policies at the national, provincial, sub-provin- to realizing opportunities enables realistic prioritiescial, metropolitan region, city, and town scales. to be set when filtered through the scope of actionsOur approach to strategic development planning that stakeholders can feasibly pursue. Only whenis systematic – and goes well beyond lofty ‘vision’ causes and constraints are clearly defined and wellstatements that are quickly forgotten. understood can effective policy be formulated.The spatial and temporal scales over which stake-The final step in our approach to strategic plan-holders can exert effective action need to be care- ning is to define policies and policy instruments.fully determined at the outset of the strategic plan- We help to articulate clear policy statements thatning process. This provides a useful discipline for can be easily understood and objectively measuredestablishing and prioritizing realistic development by all stakeholders, and to select and apply practi-goals. cal instruments for implementing policies. For local governments, we assist in defining programmaticBut goals alone are not enough: strategies need budget envelopes and financing options.to be informed by a clear and objective defini-tion of problems and opportunities. Many strate- Our most recent strategic planning assignmentgic planning efforts bog down through extensive was the preparation, over a two-year period, of aand expansive analysis of strengths, weaknesses, Global City Strategy from 2010 to 2020 for Shang-opportunities, and threats (SWOT), an approach hai’s municipal government.that has not advanced in decades.The objective of analysis should be to clearly iden-tify and define the specific problems that prevent orconstrain the meeting of stakeholders’ goals, andthe existing and latent opportunities that couldbe harnessed to meet these goals. This requiresconsiderably deeper analysis and stakeholderconsultation than is typically conducted in mosturban and regional strategic planning. 7
  12. 12. What We DoPrograms and PlansChreod takes strategic planning to the next impor- Chreod has considerable experience in assemblingtant step: design of concrete action programs and and validating investment programs by govern-plans. ments and international development agencies. These have included: designing overall programOur programming services have been applied frameworks for several World Bank infrastructureto the design of investment attraction and area loans in Indonesia and China; preparing investmentmarketing programs in key industrial and economic programs for industrial zones; validating strategiczones, and the preparation of capital investment benefits and costs of water-supply programs inprograms in several metropolitan regions. Bangladesh; and designing a long-term investment program for municipal infrastructure in Karachi.Chreod’s programming has extended to the designof more non-traditional programs in stakeholder Chreod only conducts spatial planning for complexparticipation, education and training, and manage- projects at large spatial scales. For example, forment information systems to support decision- the Shenzhen Municipal Government, Chreodmaking by local governments. prepared a development management program and area plans for the metropolitan region’s entireOur work on management information systems has 260-km coastline adjacent to Hongkong.gone beyond traditional MIS to focus on Decision 35Support Systems (DSS) using geo-spatial technol- APL Phase 1 APL Phase 2 Phase 3 future 1ogies. We have designed DSS to support envi- Income from Asset Sales Y? Syndicated Environment Loan Y? APL for Suburban Env. Infra: Y .5 bn APL for SWOAD WWT: Y 2 bn Bond > Y 2 bn 15-20 yrsronmental, land management, and infrastructure 15-20 yrs 15 + 5 yrs 15 + 5 yrsinvestment decision-making at the regional level Shanghai UDIC Shanghai UDICin China’s Pearl River Delta, at the provincial and on-lending of Y 2 bn 15-20 yrs to match UDIC bond tenor future Bondmunicipal levels in Sichuan, and at the metroplitan SWAOD SWAOD Issuesscales in Shanghai and Tianjin. on-lending of Y .5 bn 15-20 yrs to match UDIC bond tenor IPO for Suburban Private Equity SH UDIC Districts’ env. infra. Investment Subsidiary Y .5 bn for 15+5 years from APL debt financing (no equity) IPO District District PPI UDICs Operating Cos. Project Companies future Bond Issues Innovative financing components are structured in an integrated way for implementation under the APL ian nQ jiang) Chua GY_9 GY_4 (Chongqing-Zhan Rail Baiyun Sewage Treatment Plant Guiyang Beijiao Water Plant SPC NTHS C Non-spatial Semi-spatial UPM UC GY_18 Sanqiao Freight Yard GY_17 Guikai Road OAS Upgrading/Improvement GY_1 OFFICEBus Parking & AUTOMATION Dayinpa Infrastructure SYSTEM Maintenance Station Shared Mapping Investment Shared Strategic GY_10 Data & Operations Software Planning Sewage Collection and Landscaping Warehouse i-Ruili) of Nanming River HS (Shangha GY_7 Erqiao Sewage Treatment Plant GY_3 Longdongbao Airport Potable Water Resource Project of Aha Reservoir GY_16 Northwest section of GY_15 NTHS (Shanghai-R UMIS CENTRE SPCC/ Express Ring Road No 2 Long distance Bus Terminal CMIS SPCC GY_11 Expansion and Dam Height Increasing INTERNET/WAN of Huaxi Reservoir Rail XiangQ GY_8 Huaxi Sewage Treatment Plant ail GuiKuang built-up area 1996 regional highway MOC PG SUPDI SMI CITY CITY NTHS (Chongqin GY_19 built-up area 2010 urban rapid road EPB Infrastructure Projects built-up area 2050 urban major road g-Zhanjia in Huaxi Scenic Resort national trunk highway subway / LRT ng)8
  13. 13. What We DoProject PreparationChreod has considerable experience in preparing selected. Specialists on our teams assess finan-individual projects for lending by the World Bank cial and economic costs and benefits, supportedand ADB, and in assessing the adequacy of prepa- by sensitivity analyses, and review the adequacyration by borrowers. of procurement plans and borrowers’ procurement capacities.The projects that we have prepared have beenmulti-faceted and complex: the World Bank’s first We clearly define the social and environmentalprovince-wide cultural heritage project in support of impacts of the proposed project, the adequacy oflocal economic development in China; preparation Environmental Management Plans, Resettlementof the first municipal development fund financed by Actions Plans, and Indigenous Peoples Plans, andthe World Bank in China; preparation of urban and responses to other applicable safeguards policies.environmental information management systems Chreod addresses institutional issues surroundingin three of China’s largest cities; and preparation project implementation, especially related to prop-for ADB of an agro-food industries credit support erty rights, monitoring and management capacitiesfacility for multiple enterprises dispersed across of proponents and local regulatory agencies, andYunnan Province. avenues of recourse in the event of disputes during project implementation and operation.We pay particular attention to understanding theend borrower and its legal status, the existence Chreod has been asked to join World Bank andand adequacy of onlending arrangements, and ADB teams in identifying, reviewing preparation,the adequacy and risks attached to counterpart pre-appraising, and appraising investment propos-funding. We assess the market rationale for the als. Our work has included technical, economic,project by identifying supply and demand gaps, financial, and institutional assessments. Mostassessing linkages of the proposed project to recently, we were part of the World Bank’s teamlarger investment programs, and identifying atten- in appraising a $710 million emergency recon-dant risks, especially to meeting the lender’s social, struction loan for areas affected by the Wenchuanenvironmental and procurement policies. Earthquake in 2008 in China’s Sichuan Province in which almost 90,000 perished and 5 million wereWe work closely with local counterparts to review left homeless. roads + bridgesall technical and institutional options for the project, P parking walkways + lookouts landscaping + fencingand to understand why the proposed option was V visitor center A administration building E exhibition facility T training facility dams + embankments W water supply WW wastewater treatment drainage JYINF_8 H heating facility (fire control RES JYHER_8 water supply) SW solid waste coll/disposal JYINF_8 � power (septic tank) SS safety +security systems PR JYHER_12, 6, 10 WW EM environmental monitoring RES restoration REC reconstruction PR preservation/protection INV relics inventory r = 100 m EXC archaeological excavation 6 9.1 2 12.1 9.2 12.2 9.3 14 10 11 7 13 West Gate 5 1 3 8 0m 20 30 40 50 60 70 80 90 100 JYHER_11 PR 4 Satellite Image Date: 13 September 2004 While every effort has been made to obtain precise information on proposed investments, Chreod Ltd. does not warrant the precise accuracy of locations and dimensions of these investments as shown on this map. Feasibility Study reports from proponents, and detailed design yet to be undertaken, should take precedence over this map which is meant to be schematic at this stage of project development. 9 Gansu Cultural and Natural Heritage Jiayuguan Fortress Protection and Development Project Jiayuguan Great Wall: JYGW 6 July 2007 JYGW3 Chreod
  14. 14. What We Have DoneSelected Projects: Analysis and EvaluationMulti-hazard City Risk IndexWorld BankThe World Bank retained Chreod to design a methodology for calculating present and futurerisks to cities from natural hazards, including those arising from climate change. The final riskmodel comprises five modules: assessment of metropolitan elements at risk; calculation ofhazard probabilities; exposure analysis; vulnerability analysis; and individual risk calculationand aggregation. The model was tested extensively in Bangkok (Thailand), Ningbo (China),and Manila (Philippines). The World Bank is preparing to roll the model out to a larger numberof cities to enable inter-city comparisons of multi-hazard city risks.Metropolitan Development Trends in Shanghai and the Yangtze DeltaWorld BankThe World Bank has been working with China on urban development issues for two decades,both through lending and economic sector work. Reflecting a gradual shift to more metropolitan-wide assistance, a sector study in 2007 explored the linkages between land consumption,land use, and public transport in China’s metropolitan regions using Shanghai, Tianjin andZhengzhou as case cities. Chreod was commissioned to conduct the Shanghai case studywhich examined dynamics of industrial location in the lower Yangtze Delta and within theShanghai metropolitan region.Urban Trends and Policies in ChinaOrganization for Economic Cooperation and Development (OECD)OECD commissioned Chreod to prepare a working paper on urban trends and policies in Chinafor the information of member countries and the OECD secretariat. Chreod’s working paperincluded policy recommendations on attaining and sustaining the global competitiveness ofChina’s cities, managing environmental quality, ensuring equity in the urbanization process, andimplementing more effective urban governance over China’s principal economic engines. Thepaper was reviewed by China’s National Development Reform Commission, and subsequentlypublished by OECD in 2009 as its first ‘Regional Development Working Paper.’PRC Special Evaluation Study: Urban Sector Strategy + OperationsAsian Development Bank (ADB), Operations Evaluation Department (OED)A Special Evaluation Study on Urban Sector Strategy and Operations (SES) was launched byOED to support ADB’s revision of an Urban Sector Strategy (USS). To inform the overall SES,OED commissioned case studies of urban operations and the application of the USS in threecountries: PRC, India, and the Philippines. Chreod was retained to conduct the PRC studywhich included assessment of urbanization trends, an evaluation of the application of the USSin China, and a review of urban loan and technical assistance operations in six cities.Urbanizing Regions in China’s Yangtze BasinChina National Development and Reform Commission/CIDA INCWith support from CIDA INC and the World Bank, Chreod conducted a two-year study forthe central government of regional, urban, economic, demographic, and environmental trendsalong the Yangze River basin from Shanghai to Yunnan in the west. Analysis of trends in over900 counties and cities identified 14 regional urban systems for which population and economicprojections were prepared to 2020. Environmental infrastructure demands and investmentrequirements were projected for each regional urban system to inform the targeting of WorldBank support.Greater Bohai Urban Water Demand StudyWorld Bank (Rural Development Department)Chreod was commissioned to assist in the preparation of China’s National Water ResourcesStrategy to the Year 2020 by assessing likely urban water demand based on urban and regionaldevelopment trends. Building on its Yangtze Basin research, Chreod assessed urbanization andeconomic development trends in over 200 cities in the Huang, Huai, and Hai River basins in theGreater Bohai Economic Region. This analysis provided the basis to project urban residential,municipal, and industrial demands across the Greater Bohai to 2020 as inputs to the Strategy.10
  15. 15. What We Have DoneSelected Projects: Strategy and Policy Global City Strategy for Shanghai to 2020 Shanghai Development Research Center/GTZ/The Cities Alliance Shanghai’s rapid evolution into a post-industrial metropolis is transforming the city’s economy, social system and culture, and the metropolis’ linkages globally and with the wider Yangtze Delta Region, China’s principal engine of economic growth. The Cities Alliance provided grant financing to GTZ, the German Development Corporation, to conduct a strategic assessment of Shanghai’s global potentials for the Shanghai Development Research Center (SDRC), the government’s top policy think-tank. Chreod and the Shanghai Academy of Social Sciences were retained to jointly conduct the work over a two-year period. Chongqing Metropolitan Development Strategy to 2020 Asian Development Bank/Chongqing Municipal Government Chongqing is developing rapidly into a core metropolitan region in western China. From a moribund, antiquated industrial center, it has transformed over the last 15 years into a robust and modern metropolis, attracting over 3 million migrant workers. ADB retained Chreod, in association with the Shanghai Development Research Center, to advise the Chongqing municipal government on metropolitan development strategies that would manage urban growth, increase accessibility across the region, integrate migrants into the metropolitan economy and social systems, and improve public health and safety. East Java Provincial Infrastructure Development Strategy World Bank (East Asia Infrastructure Department) To support the East Java Regional Development and Reform Project, the provincial government decided to prepare a Strategic Infrastructure Development Strategy (SIDS), the first such provincial strategy in Indonesia. Chreod was retained to work with provincial and municipal agencies to prepare the SIDS which outlined: development goals to be supported by infrastructure investment; policies and actions to improve enabling environments and investment management; capital investment requirements to 2030; and a financing program for provincial and municipal investment. Hebei Provincial Development Strategy Asian Development Bank/Hebei Provincial Government Chreod, in association with the Shanghai Development Research Centre, was retained by ADB to assist the Hebei Provincial Government with the preparation of a new provincial development strategy. The project comprised nine sector studies and their integration into an overall economic and spatial development strategy that included measures to alleviate poverty in mountain areas north of Beijing and Tianjin. This first provincial development strategy supported by the ADB in China was selected by a Ministry of Finance Expert Panel as one of ADB’s most successful technical assistance projects undertaken in China. City Development Strategy for Chengdu Metropolitan Region Municipal Government of Chengdu/Cities Alliance/World Bank After completing the first China City Development Stratgegies project in Changsha and Guiyang, Chreod was selected to prepare the second CDS project in China, focusing on five broad “city- regions”. The largest was Chengdu, capital of Sichuan Province. Extensive field research and stakeholder consultations led to a CDS for the Chengdu metropolitan region that focused on integration of strategic suburban cities and large towns into the metropolitan economy, measures to improve urban and suburban growth management, and actions to promote the development of innovation capacities in this major center in China’s Western Region. China: Territorial Review of Guangdong Province OECD, Guangdong Provincial Government Chreod was retained by OECD to analyse shifts in Guangdong’s competitiveness, and to recommend strategies for regional development that could better realize the province’s comparative advantages. This was OECD’s first Territorial Review in China. Our work enabled OECD to recommend far-reaching strategies to the provincial government for restructuring Guangdong’s economy, adjusting regional development policy, and focusing capital investment on improving accessibility to strategic centers, improving human capital, and strenghtening local innovation capacities. 11
  16. 16. What We Have DoneSelected Projects: Programs and PlansShenzhen Coastal Management Program, ChinaShenzhen Municipal GovernmentChreod was retained by the Shenzhen Municipal Government to prepare: a development andmanagement program for Shenzhen’s 260 km coastline; development plans for the westerncoastline focusing on transport connections between Hongkong and mainland China and, forthe eastern coastline, on conservation and cultural heritage protection; and master planning offive strategic areas including Shenzhen Bay for which Chreod proposed cross-border transportalternatives, and a proposed protected wetland north of the airport.TEDA Investment Promotion and Marketing Program, ChinaTianjin Economic and Technological Development Area Administration/CIDA INCThis assignment reassessed the comparative advantages of the TEDA zone, established in1984, and refined economic, foreign investment, and urban development strategies to enhancethe zone’s international competitiveness. Chreod prepared an international marketing programfocused on improved branding, and identified essential capital projects required to improveTEDA’s attraction to foreign investors, including a power plant, water treatment plant, and atransit line connecting the zone to Tianjin. All projects were subsequently built.Shanghai Urban Environment Project (APL)World Bank/Shanghai Municipal GovernmentThe Shanghai Municipal Government requested support from the World Bank for an eight-year Adaptable Program Loan Project on environmental management, urban upgrading, andinfrastructure finance. Chreod was retained during preparation to assist SMG in preparingits Development Program as the foundation for the APL, and to assist in programming twoinnovative infrastructure financing elements – a 15- to 20-year enterprise bond with projectfinancing characteristics, and a pooled investment fund for financing capital investments insuburban environmental infrastructure.Programming of Karachi Mega City Project, PakistanAsian Development BankChreod conducted a short-term ADB consultancy, followed by participation in the ADB Fact-Finding Mission, for the proposed Karachi Mega-City infrastructure loan. The firm conducteda detailed analysis of the rationale and major features for a specialized financing facility toattract alternative non-government forms of investment to finance urban environmental andother urban infrastructure projects in Karachi, and to act as a catalyst for economic reform andcapacity building in the metropolitan region’s urban infrastructure sectors.Assessment of Water-Supply Program Options for Dhaka, BangladeshKPMG/Bearing PointUnder a long-term CIDA project with the Government of Bangladesh managed by KPMG/Bearing Point, Chreod was retained to prepare and test a Strategic Benefit-Cost (BCA)Framework for a proposed major water-quality improvement program for Greater Dhaka. Theassignment consisted of preparing the BCA framework, applying it to several water servicesdelivery options, and extensive training of local government personnel in BCA and its potentialapplications to other infrastructure and development sectors in Dhaka.Design of Pearl River Delta Management Decision Support SystemESRI Canada Ltd.The Guangdong Provincial Government completely updated its Pearl River Delta DevelopmentStrategy in September 2004. Chreod was part of a Canadian consortium (with ESRI CanadaLtd.) retained by Guangdong to design and test a GIS-based Decision Support System (DSS)that will enable the provincial government to monitor urban growth trends, assess complianceof municipal and sub-municipal development plans, and better regulate land uses that pollutecoastal waters in the South China Sea.12 PRD DSS Component Functions Data APPLICATION ESRI Canada Limited Accessibility Analysis: Guangzhou Drivetimes 2010 A.G.Levinsohn Consulting Inc

×