An Asia Pacific Forum for the Establishment of an Urban Infrastructure Network

Home , Ziggy Switkowski

REPORT

The Australian APEC Study Centre RMIT University, Melbourne, Australia 1-2 September 2014

Contents

Executive Summary ...... 2 Introduction...... 4 Discussion outcomes ...... 5 Next Steps ...... 12

Annexure 1: Forum Program and Participants and Speakers………..…………….……...14

Executive Summary

Introduction

The Asia Pacific Forum for the establishment of an Urban Infrastructure Network Forum, held at RMIT University on 1-2 September 2014, was organised by the Australian APEC Study Centre and was funded by Department of Foreign Affairs and Trade (DFAT) through the Government Partnership For Development (GPFD) facility.

The purpose of the Forum was to discuss the formation of an Urban Infrastructure Network (UIN) to develop a holistic policy framework for meeting the infrastructure development challenges arising from the rapid urbanisation in the Asia Pacific region.

The Forum facilitated discussions of highest quality between experts from various disciplines involved in urban infrastructure and it involved specialists from government agencies, researchers, businesses, think tanks, financing groups, reflecting a central objective of private and public partnerships that need to be involved in promoting thinking on holistic approaches to urban development, planning and financing.

Discussions were structured around critical themes for sustainable urbanisation. Collectively these themes were central to an understanding of the urbanisation process and how to more effectively manage the myriad processes it involves. Internationally recognised experts in these fields provided examples of good practice to highlight the relevance and potential for use across the Asia Pacific region.

Discussion outcomes

A key outcome of the high level discussions was the need for effective and sustainable urban infrastructure planning, where infrastructure development not only focuses on addressing economic, financial and environmental challenges posed by rapid urbanisation, but also takes into account the societal and cultural facets of urban infrastructure design, form and use. Key points:

- Contemporary challenges of urbanisation and city growth should have a central place in national policy based on the fact that an estimated 80% of GDP is produced in urban areas, and that urban form and infrastructure determines outcomes not just for city economies but for those of regions and nations.

- Cities and their positive role in national economies are challenged by rapid, unregulated growth, often resulting in inefficient spatial layout and exacerbating the barriers between people and access to the basic services they need; left unmanaged they can become sources of exclusion, limit access to opportunity and generate large negative externalities.

- New systems of cities are emerging based on specialisation, internationalisation and competitiveness, replacing the traditional importance of cities based on hierarchy of population size.

- Holistic policy and implementation frameworks for urban development are needed in response to challenges. Well-designed approaches may assist in building durable legitimacy for projects that often outlast a single term of government

- Sustainability and resilience are real issues for cities with the impact of natural disasters and climate change having design implications. Design approaches need to enhance resilience to natural disasters and deal effectively with carbon emissions. Urban resilience is also about managing disruption by a range of shocks and stresses, which can be social, environmental and/or economic in nature.

- Successful planning of urban development requires whole of government, integrated and inclusive approaches. Investment in planning provides the ability to define the network-level problems that infrastructure projects can solve, and robust planning is also important in making projects attractive to the private sector.

- Project analysis, development and implementation should be derived from a rigorous and inclusive planning methodology with a set of spatially-defined infrastructure performance targets for density, mobility, basic service levels.

- Publicly funded infrastructure is declining relative to that of private capital and so governments have to find different models to channel private savings into infrastructure projects. The key to accessing global savings is not in the selection of one funding model over another but in gaining an understanding of the range of funding tools that are available, including from multinational development banks, and in sustaining dialogue between the public and private sectors to mobilise funds.

- Getting the right governance arrangements in place is central to implementing any of the proposed actions in the above areas; transparency is a major determinant of the quality of governance outcomes and is measured not only by access to data but also by the quality of information available which can lead to more effective solutions.

Next steps

Participants supported the establishment of the Urban Infrastructure Network as having vital enabling role through structured high-level dialogue, the implementation oriented knowledge of best practices and peer to peer learning. The Network will comprise three working streams on:

• Policy and Planning for Sustainable Urban Development • Project Development, Procurement and Management and Good Practice • Financing for Sustainable Urban Development

The immediate overall objective of the Network is to develop a guideline of best practices that can be agreed at the second biennial forum of the Network in early 2016 so that it can be presented to APEC Leaders and other key stakeholders later that year.

Introduction

The Forum was organised by the Australian APEC Study Centre at RMIT University and supported by the APEC Business Advisory Council (ABAC) and by China, in collaboration with representatives from economies across the Asia Pacific region, regional and international organisations with funding from the Australian Department of Foreign Affairs and Trade through the Government For Partnership for Development (GPFD) facility.

It brought together urban planning and infrastructure development experts to develop a holistic policy framework for meeting the infrastructure development challenges arising from the rapid urbanisation of the region.

This was the first biennial Forum to discuss the recommendation by ABAC to APEC Finance Ministers that an Urban Infrastructure Network (UIN) be established to provide key stakeholders with practical solutions to ways of handling urban development network challenges, on linking cities to partners important for implementing solutions, and on facilitating the involvement of private and public sector financial groups and multilateral development banks and other development assistance agencies to mobilise financial support.

A second biennial Forum will be convened in early 2016 at which the ideas and recommendations developed by various work-streams of the UIN will be considered and agreed for presentation to APEC Leaders and other key stakeholders. The issues that will be considered by work-streams and developed in the period before the second Forum are discussed in this report under “Next Steps”.

The Chancellor of RMIT University, Dr Ziggy Switkowski, welcomed participants highlighting that the objectives of the Forum aligned well with RMIT’s strategic vision. He noted RMIT is University urban in orientation and creativity, with goals to provide students with a global passport to learning and work, as well as to shape sustainable cities through partnerships with professions, industries and research groups. In his role as chairman of Australia’s Nation Broadband Network (NBN), the Chancellor also outlined the strategies in establishing a nationwide broadband network and the engineering, social and financial challenges in building the appropriate infrastructure.

In his opening remarks, John Denton, and Australian member of the APEC Business Advisory Council (ABAC) and chair of ABAC’s Finance and Economics Working (FEWG) Group, noted the support for the Forum by FEWG. In welcoming participants he noted in particular the involvement fellow ABAC members Mdm Wang Lili (ABAC China), Mr. Guillermo Luz (ABAC Philippines), and Sir Rod Eddington (ABAC Australia). He acknowledged the Forum’s strong from the Australian Government and referred to a meeting in Beijing in August when the APEC community agreed a new Asia Pacific Partnership for Urbanisation and Sustainable City Development. He noted that the Forum was an integral component of that partnership.

In his key note address, Guillermo Luz of ABAC Philippines noted that President Acquino made infrastructure a key priority for the Philippines early in his Presidency and that an increase in infrastructure development and finance are powerful forces behind the improving growth performance of the country. He added that a whole of government approach to formulating the

policy framework is needed for sustainable development and that is why building a regional urban infrastructure network is particularly relevant and important.

At a networking event hosted by RMIT University at the Victorian Government’s Investment Centre, the Parliamentary Secretary to the Premier of Victoria, Craig Ondarchie MP, welcomed participants and outlined the role of public private partnerships in infrastructure development in Victoria. At a lunch at the State Library of Victoria, Professor Ron Wakefield of RMIT University and Andrew McDougal, Principal of SGS Economics and Planning discussed the impact of jobs availability on urban infrastructure planning.

To conclude the Forum, a panel of experts (chaired by Donovan Storey of UNESCAP) considered the key components of enabling frameworks and to discuss further, views that had been presented at the Forum on holistic policy frameworks. A second panel (chaired by Australian ABAC Member, Sir Rod Eddington) considered the specific issues that work-streams of the UIN might consider over the coming period in building guidelines for APEC leaders, ministers and city and municipal leaders. A list of participants and the Forum program is annexed to this report.

Discussion outcomes

The Forum facilitated discussions of highest quality between experts from various disciplines involved in urban infrastructure, development, planning and financing and it involved specialists from government agencies, researchers, businesses, think tanks, financing groups. Discussions reflected a central objective of private and public partnerships that need to be involved in promoting thinking on holistic approaches to urban development, planning and financing.

Participants supported the establishment of the Urban Infrastructure Network as having a vital enabling role through structured high-level dialogue, the implementation oriented knowledge of best practices and peer to peer learning. They noted the value of groups like the ABAC Asia Pacific Infrastructure Partnership, multilateral development banks and the G20 in helping capacities in governments in the region in managing the challenges of urbanisation and infrastructure development. Key points from discussions included:

Contemporary challenges of urbanisation and city growth

• Major challenges are based around the proposition that an estimated 80% of GDP is produced in urban areas and that urbanisation shapes the livelihood of urban settlements and that good infrastructure transforms not just city economies but those of regions and nations

• The transformation involved is not without costs; social displacement and degradation on environments and population expansion require governments to accord priority to managing the impacts of urbanisation

• Decision makers need to engage their communities to understand the needs of societies and to gain consensus on ways to bridge gaps between what is available and long-term societal needs. Governments require these inputs to guide logical critical processes and investment over long-term horizons

• Complex decisions are not entirely free of systematic biases, but improved transparency, governance and engagement are key to improving infrastructure outcomes; improvements in these areas will help narrow the gap between political and economic imperatives

Cities and their role in national economies

• Almost all economic activity relies on inputs or outputs that travel through a city or cities at some point and as economies are increasingly interconnected by trade and technology, infrastructure projects become integral nodes in much larger networks; to understand the performance of the node there needs to be reference to the whole system

• In areas of rapid, unregulated growth, urban systems configure themselves around user preferences, often resulting in inefficient spatial layout and exacerbating the barriers between people and the basic services they need; left unmanaged they can become sources of exclusion and they can limit access to opportunity and generate large negative externalities

• Efficient systems for responding to and integrating unplanned settlements are critical to the ability of governments to maintain social conditions for growth

The changing shape of city development

• New systems of cities are emerging, based on specialisation, internationalisation and competitiveness, replacing the traditional importance of cities based on hierarchy of population size

• National economic development is heavily reliant on a competition system of cities that are balanced, well connected managed and have efficient urban systems

• Corridors of activity form between urban centres leading to deindustrialisation or hollowing out of cities and what happens in clusters between cities and the peri-urban fringes is key to competitiveness and increasingly needs to be the focus of enabling infrastructure

• Governments play a critical role in supporting the development of productive corridors through policy, planning and development; planning land use is an important aspect of government intervention

• While economics will always favour projects with the greatest net benefit, it is only one input to decision making; however, it is not the role of economics to choose the vision of cities and societies, nor to forge the consensus necessary to reach them; both roles are rightly in the domain of the market for ideas in political exchange; institutions ought to build rigour into infrastructure thinking so that problems and proposed solutions are needs led and their implications well understood

Holistic frameworks for urban development

• Clarity in frameworks and processes helps to demonstrate the capacity of a government agency’s approach to planning and the engagement of stakeholders; well-designed approaches may assist in building durable legitimacy for projects that often outlast a single term of government

• While frameworks serve as check-lists to guide public agency staff, their real utility is to provide a platform for structured thinking about key issues in infrastructure; by helping business units to develop a common language and problem solving tools, frameworks play a key role in the consistent provision of services

• Frameworks are subject continuous evolution and most recently they are marked by a shift to more nuanced systems of measurement, for example, the Circles of Sustainability, an empirical framework for assessing sustainability of urban settlements on a range of criteria in economics, politics, ecology and culture

• Individual framework models vary but have the common base of providing structure and sensitising users to areas that need to be addressed in understanding problems of planning pathways to change

Sustainability and Resilience

• Cities are experiencing the impact of natural disasters and climate change and this reality has design implications, first to enhance resilience to natural disasters and second, to deal effectively with carbon emissions. Urban resilience is also about managing disruption to a range of shocks and stresses, from direct impacts to the ongoing consequences of failing urban systems, which can be social, environmental and/or economic in nature.

• The resilience of human capital is improved by developments in information management and planning capacity to respond to disruption – to continue to provide services when physical infrastructure is impacted by disasters.

• Repairing physical infrastructure is essentially a technical challenge and relatively well understood, but maintaining the availability of soft infrastructure such as health and education, often involves more complex challenges and specific resource skills; while resilient physical infrastructure contributes to the capacity of communities to adapt and recover from significant impacts, it is not sufficient in itself; open dialogue with affected communities is a key driver to ensuring sustainability and resilience.

• Investing in infrastructure which builds resilience, or at the very least does not create additional vulnerability, should be a critical decision making factor in any investment evaluation – public or private.

Planning urban development

• Whole of government, integrated planning is profoundly important and critical to success; investment in planning is vital in understanding the network-level problems associated that infrastructure projects can solve and building strong planning capability ought to be a priority of governments; robust planning is important in making projects attractive to the private sector

• Planners should avoid the tendency to invest in projects based on the availability of information and avoid a “top down” bias, rather, they should have regard to user preferences

• Local governments and community-based non-government groups may have distinct natural advantages in knowing community needs and should be involved in planning processes

• No one approach to planning is applicable across the diverse cultures, nations and geographies of the region but substantial learnings can be gained from agencies with a demonstrated record of delivery; used carefully, best practice models can help in avoiding repeating mistakes

• Establishing platforms for inclusive dialogue helps reduce silo planning approaches and gives governments the information needed to improve the performance of urban networks; on a regional scale, the formation of the Urban Regional Network should ensure that the unique insights of participants will contribute to governments’ capacity to leverage better quality planning outcomes and, ultimately, more bankable projects

• Stakeholder engagement will vary at different stages of planning and infrastructure life- cycles but setting clear reporting and consultation expectations will help maintain a positive stakeholder environment

• Cloud sourcing data can help create meaningful dialogue, thereby involving stakeholders in problem definition and option generation

Project analysis, development and implementation

• Deriving from a rigorous and inclusive planning methodology, a set of spatially-defined infrastructure performance targets for density, mobility, basic service levels etc as a basis for prioritizing projects within an infrastructure program.

• Based on quality prefeasibility and feasibility studies which are ‘technology agnostic’, good practice in such prioritisation has three phases:

 Profiling: provides a coherent argument as to why the investment is being considered and what it is trying to achieve;

 Appraisal: using monetised cost benefit analysis as its core tool, complimented by ‘non-monetised’ analysis to include economic, environmental and social merits of proposals; and  Selection: prioritises projects according to a balanced view of a project’s productivity, strategic fit and sustainability.

• Cost benefit analysis, carried out in a rigorous and transparent manner by an independent agency, is critical in project selection; it accounts for quantifiable (but uncertain) returns such as cash flow and costs (such as debt repayment) and revenue from user charges and also places a monetary value on non-market goods and network effects.

• The prioritisation process within an infrastructure program should allow the government to answer three key questions for each project:

 The Investment Decision: Should the project be funded?  The Procurement Decision: How should the project be delivered (including financing)?  The Governance Decision: What governance arrangements should be put in place?

• To undertake these tasks a variety of project development mechanisms are extant. The design of such mechanisms will be dependent on the institutional structure in which they must work. But there are key common elements of such a structure on which decisions must be made. These decisions are:

 What is the host organisation for such a facility? Does it have the mandate needed?  What skills are required of the staff, where will they come from and how will they be paid? How does this mesh with entrenched human resources policies?  What will the division be between facility management and project teams?  Who pays for the facility services and on what basis? How much, if any, cost recovery will be from projects? At what stage is the facility paid?  How much flexibility will management have in the operation of the facility? Will the facility be tied to government projects or can it supplement its income with other work?

• Project procurement processes greatly influence the cost and efficient delivery of infrastructure. Whether government implemented or through Public Private Partnership (PPP) models, procurement process should be structured to encourage tenderers to minimise life cycle costs of the project. Achieving a low ‘headline’ number for the initial cost of the project does not necessarily mean this will be achieved.

• Project governance structures are generally the main determinate of the effective operation and maintenance of an infrastructure asset. Whether government or privately operated, such structures have a large influence on quality of maintenance and efficiency of operation through the effectiveness of their working relations with contractors, funders, regulators and the community.

Financing Infrastructure

• The scale and demand for infrastructure far exceeds the capacity of public sector budgets; publicly funded infrastructure is declining relative to that of private capital and so governments have to find different models to channel private savings into infrastructure projects

• But barriers to private investment in infrastructure are significant; risk allocation between public and private sectors is often difficult to manage; investments are highly concentrated, long-term and projects are often subject to construction and regulatory delays

• As regards public finance, this comes through equity support and other mechanisms such as viability gap guarantees and transfer payments to project operators and in other fourms.

• Modes of infrastructure delivery are changing and while the share of projects built through public financing is declining, governments must retain a central role in managing the changing shape of cities

• The advantage of public private partnerships (PPPs) is that well-constructed and collaborative partnerships facilitate risk-sharing in the delivery of capital intensive projects

• PPPs may also be seen as a reform mechanism to change the delivery model of services that a government might find difficult to deliver and PPPs may also deliver efficiencies in building and operating and in the design of infrastructure though partnership with the private sector

• PPPs based solely on access to capital may well involve higher costs of debt and notwithstanding efficiency benefits, governments clearly have to weigh the advantages of efficiency gains against costs

• User charging can be an equitable and efficient way for the community to pay for infrastructure but is often challenging where the community has enjoyed a service as a free public good; the perception of a free public good however is a misnomer since payment for the delivery of a service is made through fiscal outlays and borne by taxpayers

• Clear and realistic price signals help avoid distortions in the allocation of resources to infrastructure; it is common for transport users for example to pay some of the costs of services through the purchase of tickets but this may cause a skew toward increased use of their own transport by individuals which may add to social and health costs caused by emissions leading to increased environmental degradation; while some proportion of any subsidy enjoyed by own car usage may be recovered by vehicle registration and licensing, the absence of price signals can cause economy wide costs and distortions

• Different funding models tend to serve broadly similar purposes but they vary in their suitability for certain project types; the key to accessing global savings is not in the selection of one funding model over another but in gaining an understanding of the range of funding tools that are available and in sustaining dialogue between the public and private sectors

• Dialogue will identify local capability strengths and weaknesses and contribute to improving the efficiency of the infrastructure market as a whole

• Capital markets tend to seek to secure short-term gains which may not optimise the allocation of credit for longer-term development purposes and so other avenues of credit need to be exploited; these include concessional aid finance, the varied tools available to multilateral development banks to enhance credit and finance from micro- finance groups; the issuance of revenue bonds may be a source of credit where the issue may be supported by a stream of revenues from a project involving user charges

• Other examples of fund raising include pooled finance based on leveraging collective credibility by municipalities in India; special purpose vehicles help isolate an investor from project specific risks and which can generate securities that can be traded in financial markets

Governance and Transparency

• Getting the right governance arrangements in place is central to implementing any of the proposed actions in the above areas. Governance is also critical in the planning stage to ensure justice and equity. Multiple stakeholder participation and access to information for informed dialogues are crucial in planning process and implementation

• Building effective governance within and across infrastructure agencies is a key challenge to governments; governance encompasses financial and organisational disciplines that business units commit and adhere to; however, it is not limited to internal, administrative functions of agencies but must be seen as a system of known commitments that embed fairness, efficiency and transparency in an agency; governance specifies and enacts the social contract between an agency and the community.

• Governance should constrain improper actions but it should also provide systems and processes in the way things ought to be done, for example, the resolution of contractual disputes, robust feedback and cost benefit procedures and transparency arrangements

• Innovative models of e-governance schemes can help to integrate governance into the organisations that interface with it, for example, JNNURM in India.

• Transparency is a major determinant of the quality of outcomes in urban infrastructure; it is measured not only be access to data but also by the quality of information; before solutions to specific technical problems can be considered, information about the

performance of urban and inter-urban networks enables problems to be identified, discussed and understood

• Transparency is driven in large part by institutional and policy frameworks of government; building institutions with a strong culture of probity helps reduce information asymmetry and creates demand for transparency in civil society which can be driven by disclosure laws and strong engagement processes; a bias toward disclosure is highly relevant and can be facilitated by clear commitments, formalised into rules and processes embedded through incentive structures for agency staff

• Quality of data is about relevance, reliability and completeness; quality data not only supports project selection, planning and development but it also contributes to lower risk, the avoidance of cost overruns in construction and maintenance and in assessing asset performance

• Information should be subject to public scrutiny and public contestability by diverse stakeholder groups and disclosure should occur throughout the infrastructure life-cycle

• Innovation in information management and smart city technology present extraordinary potential for improved data and insight, for example through the use of the “GeoSocial Intelligence Framework” developed by SMART Infrastructure Facility

Next Steps

Strong expressions of interest were received at the Forum for the establishment of the Urban Infrastructure Network. The immediate overall objective of the Network is to develop an action plan and guidelines of best practices that can be agreed at the second biennial forum of the Network in 2016 so that it can be presented to APEC Leaders and other key stakeholders later that year. Reflecting the suggestions of participants in the Forum as to the future focus of the Network, the Forum organisers have proposed three work-streams for the Network:

• Work-stream 1: Policy and Planning for Sustainable Urban Development Key themes: planning for sustainable economic development of cities; infrastructure for sustainable development; policy coordination at national, subnational and city and municipal levels of government; good governance

• Work-stream 2: Project Development, Procurement and Management Good Practice Key themes: Project structuring and appraisal; design of project development facilities; transparency and information flows; Project procurement practices; design of project organisation and methodologies

• Work-stream 3: Financing for Sustainable Urban Development Key themes: Project finance; enhancing credit facilities and financing innovation options; mobilising long-term finance

The cross-cutting nature of good governance is well recognised and will be a common theme perhaps of relevance to all work-streams but in particular to Work-stream 1.

Participants in the Network will work on the understanding that their involvement in work streams will be on a voluntary and self-funded basis. Secretariat services for the work streams of the Urban Infrastructure Network will be provided by the Australian APEC Centre at RMIT University. The following next steps are proposed:

1. Formal invitations will be issued to work stream participants by the end of October 2014 outlining guidelines for formulating each work stream agenda.

2. This report will be presented to the fourth ABAC meeting of 2014 to be convened in Beijing in November 2014 and will be mentioned in ABAC’s dialogue with APEC Leaders at that time.

3. It is intended that work-streams will be established by the end of November 2014. Work-stream participants will be asked to advise the way in which they will operate and communicate with each other. A work stream coordinator will be selected and will determine a program of work and time-lines leading to completion of various stages of work set out below. Meetings of work-stream participants or their coordinators will be convened through the period of November 2014 – May 2015 at times convenient to participants and when reports and ideas have been developed to a stage when they can usefully be discussed with other work-streams.

4. The Australian APEC Study Centre will advise stakeholders of work stream progress, including ABAC at its first meeting in Hong Kong late January 2015.

5. Work-stream participants will be invited to meet in Melbourne in the week beginning 10 August 2015 (exact date of meeting TBC) in conjunction with the third ABAC meeting to finalise the first report on a holistic planning framework. The final draft holistic planning framework will be presented to the ABAC Finance and Economics Working Group (FEWG).

6. Work streams will produce draft policy action plans for holistic planning framework over period of August 2015 - October 2015.

7. Meeting of work streams in Philippines in October 2015 to finalise action plan drafts (TBC).

8. Second biennial forum of the Network to be held in early 2016 (location TBC) to discuss ways forward for policy implementation of holistic planning framework and action plans as well as financing of future work.

Developing and Financing Infrastructure for a Sustainable Future

An Asia Pacific Forum for the establishment of an Urban Infrastructure Network 1 - 2 September 2014 Emily McPherson Building RMIT University Melbourne, Australia

In partnership with

in partnership with

The Australian APEC Study Centre

Contents

Introduction...... 4

Program...... 6

Participants...... 8

Presenters...... 12

www.apec.org.au 3 The Australian APEC Study Centre

Introduction This Forum is organised by the Australian APEC Study Centre at RMIT University in collaboration with representatives from economies across the Asia Pacific as well as Australian, regional and international organizations with funding from the Australian Department of Foreign Affairs and Trade through its Government Partnerships For Development (GPFD) facility. The Forum aims to bring together urban planning and infrastructure development experts from regional economies to develop a holistic policy framework for meeting the infrastructure development challenges arising from rapid urbanisation in the Asia-Pacific. Background and objectives The interest in urban development and infrastructure has gained momentum in recent years within APEC and the APEC Business Advisory Council (ABAC). China, as APEC Chair in 2014, listed urban development as a priority, with work on this issue being led by ABAC’s Finance and Economic Working Group. The Australian Government, through this GPFD program, is supporting APEC’s agenda in sustainable urbanisation and urban infrastructure provision.

The Australian Presidency of the G20 has also given infrastructure a high priority and the B20 business group of the G20 has also emphasised infrastructure as a core agenda item. The Forum aims to provide an ongoing focus for support to cities in these areas as they are the primary implementation agents.

Asia Pacific cities, some already nation-sized in terms of their economy, will be major determinants in the future of the regional and global economy, and the environment. They are the new workshops of the world. Their growth has lifted millions out of poverty, but they are also home to millions of the world’s most vulnerable poor. Urban populations are a major contributor to intensifying environmental degradation, while also having the technical and financial potential to be the catalyst of change to a more sustainable future.

Infrastructure is the key to delivering these sustainable outcomes. The central question is how, while maintaining a competitive economy, the needed infrastructure investments can be made to ensure all Asia Pacific urban citizens can enjoy an improved quality of life with access to resilient basic services, shelter and employment?

An alliance between the public and private sectors is critical in analysing urban development needs and in mobilising infrastructure investment capital. There is a need to examine what approaches are necessary to achieve sustainable city/urban developments in areas such as housing, health, communications, transportation, a clean environment and what financing mechanisms exist at both national and international levels to facilitate public-private partnerships. How can cities and urban agencies at the ‘sharp end’ of implementing infrastructure access these funds? How can the private sector be induced to participate more proactively in developing and funding urban infrastructure projects?

This Forum aims to discuss these questions and to explore the range of best practice in project development, structuring and funding through:

»» Dialogue on experience with enabling frameworks and with planning, project development and financing systems for urban infrastructure investment; and »» Explaining, and discussing examples of, new modes of project development and of financing structures and investments.

An Asia Pacific Forum for the Urban Infrastructure Network 4 Introduction

Approach and participation This tightly focused two-day event, limited to 70 senior policy makers, thinkers and leading practitioners in both public and private sectors in the Asia Pacific Region, has been designed to ensure participants are able to fully engage in the discussions. The participants have been drawn from agencies fostering urban infrastructure investment in Asia Pacific cities, their network organisations, private sector financiers, and regional/international organisations.

Participants will discuss, in a structured way, approaches to addressing the complexities of building inclusive and competitive cities in the 21st Century. In particular, the Forum will explore how building partnerships for innovative planning, project development and financing mechanisms can support and promote more environmentally friendly, energy efficient, competitive and inclusive cities. The approach of the Forum will be to:

»» Generate a whole-of-government framework for urban infrastructure investment, linking national and city efforts to achieve sustainable economic growth; and »» Break through organizational silos to achieve a more integrated approach to infrastructure development in urban areas, including through the use of PPP modalities In depth discussions on the policy and operational implications of involving public and private sector financial institutions, multilateral development banks and development assistance agencies will be an integral part of the forum. Outcomes Under the chair of China in 2014, ABAC recommended to APEC Finance Ministers and Leaders, that a Network be established as an Australia/China initiative to develop best practices for urban development and financing. This Forum is the first biennial meeting to establish the Network. The Network will aim to provide key stakeholders with practical solutions to ways of handling urban development challenges, on linking cities to partners important for implementing solutions, and on facilitating the involvement of private and public sector financial group and multilateral development banks and other development assistance agencies to mobilise financial support.

In line with the APEC leaders’ agenda on urban infrastructure, the focus of the Network will be to develop a structured framework to:

»» Support the capacity of urban institutions to provide the strategic infrastructure they need on a sustainable basis; »» Develop appropriate project development processes and to help mobilise funding to build the infrastructure needed; and »» Build the capacity and partnerships required to implement infrastructure programs and projects with the private sector and the community. And will provide opportunities for:

»» Structured high-level dialogue on cutting edge issues »» Gaining implementation-oriented knowledge of best practices »» Peer to peer learning »» Linkages with private and public agencies, including multilateral development banks (MDBs) regarding potential funding support Network participants will benefit from this program in a number of ways, including having the opportunity to collaborate with experts from the region and globally through the formation of work-streams to develop research and proposals over the next 12 months for consideration at the next biennial forum in 2016, as well as continued participation in the building of the Network.

www.apec.org.au 5 Program Day 1: Developing Strategic Infrastructure For Urbanisation and Inclusive Growth

Time Session and Speakers

0900-1015 1.1 Welcome and Introduction: Mr Ken Waller, The Australian APEC Study Centre at RMIT

Welcome Remarks: Dr Ziggy Switkowski AO, Chancellor of RMIT University

Opening Address: Mr John WH Denton, ABAC Australia, CEO Corrs Chambers Westgarth

Keynote Address: Mr Guillermo M. Luz, National Competitiveness Council, the Philippines 1015-1045 Morning Tea

1045-1215 1.2 Moderator: Mr Ken Waller, The Australian APEC Study Centre at RMIT

Urbanization in the 21st Century: Infrastructure for Sustainability Presenter: Prof Paul James, University of Western Sydney

Economic Corridors: Strategic Infrastructure for Competitiveness Presenter: Prof Brian Roberts, University of Canberra

Challenges facing developing economies in the region Presenter: Mr. Bernardus Djonoputro, President Indonesian Association of Urban & Regional Planners (IAP)

1215-1345 Lunch Seminar: ‘Implementing Infrastructure for a 21st Century City’ State Library of Victoria, Queens Hall, 328 Swantson St. Introduction: Professor Ron Wakefild, RMIT University Speaker: Mr Andrew McDougall , Principal, SGS Economics and Planning

1345-1515 1.3 Moderator: Prof Paul James, University of Western Sydney

Urban Infrastructure Strategies and Markets Presenter: Dr Garry Bowditch, SMART Infrastructure Facility, University of Wollongong

Efficiencies in Urban Infrastructure Presenter: Dr Jan Mischke, McKinsey Global Institute

1515-1545 Afternoon Tea

1545-1715 1.4 Moderator: Dr Garry Bowditch, SMART Infrastructure Facility, University of Wollongong

Integrated planning and financing for resilient cities Presenter: Mr Sam Kernaghan and Mr Mark Vassarott, Arup

Enabling frameworks for private sector involvement in infrastructure Presenter: Ms Marcela Allue, COPSA, Chile

PPPs for Implementing Urban Infrastructure Presenter: Mr Richard Foster, Foster Infrastructure

1800-1930 ‘Infrastructure PPP Financing and Sustainable Urban Development in the Asia Pacific’ Networking Event Sir Redmond Barry Room, the Investment Centre, Level 46, 55 Collins Street Program Day 2: Enabling Frameworks of Strategic Infrastructure

Time Session and Speakers 0900-1030 2.1 Moderator: Prof Andrew MacIntyre, RMIT University

National Enabling Policy For Sustainable Urbanisation: Case Study of China Presenter: Dr Qiu Aijun, China Centre for City Development

Chinese private sector’s engagement in sustainable urbanisation Presenter: Ms. Lu Zhiying, Tsinghua Tongfang Co., Ltd.

Incentive Financing For Sustainable Development - Case Study of JNNURM India Presenter: Prof Jagan Shah, National Institute of Urban Affairs India

1030-1100 Morning Tea

1100-1230 2.2 Moderator: Mr Ken Waller, The Australian APEC Study Centre at RMIT

Project Development Facilities: Case of PIMAC Korea Presenter: Prof Myeongjoo KIM, Ministry of Finance, Republic of Korea

Project Development Facilities Compared: Key elements for Effectiveness Presenter: Mr Joe Lufkin, IFCL/ ADB

Australian AID Program Perspective Presenter: Ms Tracey Austwick, Australian Department of Foreign Affairs and Trade

1230-1330 Lunch

1330-1500 2.3 Panel: Enabling frameworks of Long Term Financing Structures Moderator: Michael Lindfield, Forum Coordinator

Panellists: Dr Allan Wain, Hastings; Mr Bill Streeter, Hastings; Mr Duncan Hogg, Executive Director Investment Banking, JP Morgan; Mdm Wang Lili, ABAC China, Industrial and Commercial Bank of China; Mr Gordon Noble, SMART Infrastructure; Mr Paul Horrocks, Australian Treasury

1500-1545 2.4 Moderator: Mr Donovan Storey, UNESCAP

Panel Discussion with representatives from Forum Participants on Holistic policy framework recommendations

1545-1615 Afternoon Tea

1615-1730 2.5 Panel: Discussion on Ways Forward

Moderator: Sir Rod Eddington AO, ABAC Australia, JP Morgan

Panellists: Ms Sinthya Roesly, Indonesia Infrastructure Guarentee Fund; Mr. Seethapathy Chander, Asian Development Bank; Mr Bill Streeter, Hastings; Mr Joris van Etten, Cities Development Initiative for Asia (CDIA)

Closing Remarks: Dr Michael Lindfield and Mr Ken Waller The Australian APEC Study Centre

Participants

Australia Prof Paul James University of Western Sydney Mr Alexander van Amelsvoort Policy and Research Manager Mr Sam Kernahan Committee for Melbourne International Development Associate ARUP Ms Tracey Austwick Assistant Director Mr Duncan Hogg Infrastructure Section Executive Director, Investment Banking Economic Engagement Branch JP Morgan Trade and Economic Diplomacy Division Department of Foreign Affairs and Trade Mr Michael Lindfield Lead Facilitator Dr Garry Bowditch Director Mr Liu Hongbin SMART Infrastructure Facility General Manager University of Wollongong Sydney Branch ICBC Mr Niall Boyd Infrastructure Policy Branch Prof Andrew MacIntyre Department of Infrastructure and Regional Deputy VC International and Vice President Development DVC Office - International RMIT University Prof. Tony Dalton Deputy Director Mr Gordon Noble Global Cities Research Institute Senior Research Fellow RMIT University SMART Infrastructure Facility University of Wollongong Mr John W.H. Denton Partner and Chief Executive Officer Prof Brian Roberts Corrs Chambers Westgarth Emeritus Professor ABAC Australia University of Canberra

Sir Rod Eddington AO Mr Stan Roche Chairman Trade Advisor - Infrastructure Finance and Australia and New Zealand, JP Morgan Professional Services ABAC Australia Australian Trade Comission (AUSTRADE)

Mr Kai Everist Mr Mark Switkowski Planning Analysis Branch Director Department of Infrastructure and Regional Capital Projects and Infrastructure Development PricewaterhouseCoopers

Mr Richard Foster Dr Ziggy Switkowski AO Director Chancellor Foster Infrastructure RMIT University

Mr Paul Horrocks Mr Mark Vassarotti Principal Adviser Leader of Economics Consulting Infrastructure, Industry, Environment and Defence ARUP Division Australian Treasury

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Dr Allan Wain National Development and Reform Commission Investment Director (NDRC) Head of Strategic Development Hastings Mdm. Lili Wang ABAC China Prof Ron Wakefield Former Senior Executive Vice President Head of School and Deputy PVC International ICBC School of Property, Construction and Project Management, RMIT University Dr Shi Weina Director Mr Ken Waller Division of American and Oceanian Affairs and Director International Organizations The Australian APEC Study Centre Office of International Cooperation Mechanisms RMIT University National Development and Reform Commission (NDRC) Bangladesh Mr Song Wei Mr Syed Afsor Hassan Uddin Senior Manager CEO Financial Research Center Public Private Partnerships ICBC Prime Minister’s Office PPP Office Prof. Yang Chunni Cambodia Vice Dean Honors College Tianjin Foreign Studies University Mr Suon Vansar Deputy Director Mr Yang Weifeng Waterways Department Section Chief Ministry of Public Works and Transport International Department Ministry of Finance Mr Tat Sun Huot Deputy Director Ms Zhang Yuwei Waterways Department Branding Planning Specialist Ministry of Public Works and Transport Tsinghua Tongfang Company Limited

China Dr Zhao Xiaoyang Lecturer Ms Chen Xi Honors College, Tianjin Foreign Studies University Program Manager International Economic Cooperation Office Chile Academy of Macroeconomic Research National Development and Reform Commission Ms Marcela Allué Nualart General Manager Ms Lu Zhiying Association of Infrastructure Public Works Vice Chair and Chief Branding Officer (COPSA) Tsinghua Tongfang Company Limited China Germany

Mr Joris van Etten Deputy Program Coordinator Dr Qiu Aijun Cities Development Initiative for Asia (CDIA) Deputy Director in General Deutsche Gesellschaft für Internationale China Centre for Urban Development Zusammenarbeit (GIZ) GmbH

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India Peru Mr Rakesh Ranjan Joint Secretary and Adviser Mr Javier Eduardo Arrieta Freyre Housing and Urban Affairs Division Vice Dean Ministry of Planning Council for the Department of Lima Peruvian National Association of Engineers Prof. Jagan A. Shah Director Mr Ivo Darky Diaz Ortega National Institute of Urban Affairs Transport Systems Specialist General Office Budget Planning (OGPP) Indonesia Ministry of Transport and Communications

Mr Bernardus Djonoputro Philippines Secretary General Indonesian Association of Urban and Regional Mr Joe Lufkin Planners Founder and Executive Director IFCL Group Ms Aradita Priyanti Head of Facility Monitoring Mr Guillermo M. Luz PT Sarana Multi Infrastructure (Persero) Private Sector Co-Chairman National Competitiveness Council Ms Sinthya Roesly President Director Mr Oscar Moreno Indonesia Infrastructure Guarantee Fund Mayor of Cagayan de City

Mr Freddy Rikson Saragih Mr Jeremy Nishimori Head Urban Challenge Team Leader Centre for Fiscal Risk Management Liveable Cities Design Challenge Ministry of Finance Papua New Guinea Mr Agus Iman Solihin Head of Research and Business Development Mr Eric Sikam Division First Assistant Secretary (Design Services) PT Sarana Multi Infrastructure (Persero) Department of Works and Implementation

Multilateral Organisations Singapore

Mr Seethapathy Chander Mr Bill Streeter Special Senior Advisor Head of Infrastructure Debt Asia Infrastructure and Public Private Partnerships Hastings Office of the Vice president Knowledge and Sustainable Development South Korea Asian Development Bank Prof Myeongjoo Kim Mr. Seethapathy Chander Director Special Senior Adviser (Infrastructure and PPPs) PPP Policy Division Asian Development Bank Ministry of Strategy and Finance Ms Joyati Das Senior Director, Urban Programs Mr Youngsob Yoo World Vision International Deputy Director PPP Policy Division Mr Donovan Storey Ministry of Strategy and Finance Chief Sustainable Urban Development UNESCAP

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Switzerland

Dr Johannes (Jan) Mischke Senior Fellow McKinsey Global Institute

Thailand

Dr Thongchai Roachanakanan Senior Architect, Department of Public Works and Town and Country Planning Ministry of Interior, Department of Public Works and Town and Country Planning

Dr Pakamas Thinphanga Programme Manager Thailand Environment Institute (TEI)

Vietnam

Ms Dang Thi Xuan Senior Official Department of Infrastructure and Urban Development Ministry of Planning and Investment

Dr Du Phuoc Tan Head Urban Development Studies HCMC Institute for Development Studies

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Session 1.1

Dr Ziggy Switkowski AO Chancellor, RMIT University

Dr Switkowski is Chairman of NBN Co, SuncorpGroup and a Director of listed companies Tabcorp Holdings and Oil Search Ltd (from which he is currently on a leave-of-absence). Dr Switkowski is a former Chairman of the Australian Nuclear Science and Technology Organisation and of Opera Australia. He has previously held positions as Chief Executive Officer of elstraT Corporation Limited and Optus Communications Ltd and is a former Chairman and Managing Director of Kodak Australasia Pty Ltd.

He is a Fellow of both the Australian Academy of Technological Sciences and Engineering, and the Australian Institute of Company Directors. Dr Switkowski was appointed Chancellor in October 2010 for a term of 5 years commencing 1 January 2011 and concluding 31 December 2015. In 2014, Dr Switkowski was made an Officer of the Order of Australia in recognition of service to tertiary education administration, scientific organisations and the telecommunications sector, to business, and to the arts.

Mr John W. H. Denton Partner and CEO, Corrs Chambers Westgarth ABAC Australia

Corrs Chambers Westgarth, is a premium independent law firm based in Australia committed to driving Australia’s economic engagement with Asia.

Mr Denton is an originating member of the B20, the G20 business reference group, a Board Member of the Business Council of Australia and Chair of its Global Engagement Task Force. He is a Board Member of Asialink, Chairman of the Experts’ Group on Trade and Investment in Indonesia and a founding member of the Australia-China CEO Roundtable meetings. A former diplomat and Harvard Business School alumnus, Mr. Denton holds a double degree in Law and Arts. His legal expertise focuses on international trade, government, and workplace relations.

Mr Guillermo Manuel Luz Private Sector Co-Chairman, National Competitiveness Council, The Philippines

Guillermo Manuel Luz the Private Sector Co-Chairman of the National Competitiveness Council, a public-private sector body which develops strategy for the long-term competitiveness of the Philippines through policy reforms, project implementation, institution-building, and performance monitoring.

He is Associate Director of Ayala Corporation, the holding company of one of the oldest and largest business groups in the Philippines, with business activities in real estate development, banking and financial services, telecommunications, water infrastructure development and management, automotive dealership and distribution, business process outsourcing, electronics manufacturing solutions, and new investments in power, renewable energy and infrastructure.

He was Executive Vice President and Chief Operating Officer of Ayala Foundation from December 2006 to May 2011, a foundation which manages projects in education, environment, entrepreneurship, arts and culture, and community development. He also served as Director of Ayala Museum from January 2010 to May 2011 he was Executive Director of the Makati Business Club, a leading business organization and think tank, from 1987 to 2006 and served on its staff since 1983.

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Session 1.2

Mr Ken Waller Director, The Australian APEC Study Centre at RMIT University

Ken Waller is the Director of the Australian APEC Study Centre at RMIT University. He is also Director of the Melbourne APEC Finance Centre, and Chairman of the Study Centre’s Advisory Board for Capacity Building in Financial Services.

He is the Coordinator of the APEC Business Advisory Council (ABAC) Finance and Economics Working Group and co-ordinator of the Asia-Pacific Infrastructure Partnership and the Advisory Group on APEC Financial System Capacity Building. His work covers trade and investment, financial market connectivity and other regional integration and structural reform issues at the centre of APEC’s agenda.

For six years until 2006 he was Group Economic Advisor to the Commonwealth Bank of Australia on regional and global economic issues and financial regulatory matters. Prior to that, he was Group Economic Advisor to the Colonial Group (1998-2000). Ken had an extensive career at the Australian Treasury. He was Assistant Secretary for Financial Institutions Division during a period of major financial reforms in the 80’s and subsequently advised on relations with the IMF, World Bank and EBRD. He was senior Australian Treasury representative in London (1978-82) and Beijing (1994-98), and Executive Director for Australia on the Board of the ADB (1988-92). He is a graduate of London University with a B.Sc. (Econ), and honorary professor of Finance and Economics at Zhongnan University, Wuhan, China.

Professor Paul James Professor of Globalization and Cultural Diversity, ICS, University of Western Sydney

Paul James is Research Director of Global Reconciliation, an international organisation based in Australia that has been doing work in zones of conflict around the world including Sri Lanka and the Middle East, bringing people together in ongoing dialogue. He is on the Council of the Institute of Postcolonial Studies, and a Fellow of the Royal Society of the Arts (London).

He is an editor of Arena Journal, as well as an editor/board-member of nine other international journals, including Globalizations and Global Governance. He has delivered invited addresses in over thirty countries and is author or editor of 26 books including most importantly, Nation formation (Sage, 1996) and Globalism, nationalism, tribalism (Sage, 2006). He has been an advisor to a number of agencies and governments including the Helsinki Process, the Canadian Prime Minister’s G20 Forum, and the Commission on Reception, Truth and Reconciliation in East Timor. His work for the Papua New Guinea Minister for Community Development became the basis for their Integrated Community Development Policy.

Presentation Synopsis – Professor James will cover understanding the needs of, and developing policy frameworks and planning for, a sustainable city development. He will set out the key elements of sustainability for cities and their inter-relations addressing the difficulty of these issues if all levels of government and sectoral agencies do not work together. Prof James will also give practical examples of good practice in respect of such collaboration in planning for sustainable urban development.

Professor Brian Roberts Emeritus Professor, University of Canberra

During the past 35 years, as a professional planner, project manager, academic and adviser, Professor Brian Roberts has been involved in a wide range of urban and regional planning, urban management, institutional capacity building, land management and administration and economic development projects in 30 countries. He has held senior positions with the United Nations Centre for Human Settlements, Queensland state government (Australia), two academia institutions and the consulting industry. Many of these

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positions have involved responsibility for the management of very large and complex multi-discipline projects, overseeing national and regional institutional reform programs, developing national urban management policy, higher level education and training, and the briefing heads of State and ministers in several countries. During his professional career, he has been involved in teaching & research, authoring or co-authoring 100 conference papers, journal articles, book chapters and books, including a text book on regional economic development. He has supervised and examined Masters and PhD theses.

Presentation Synopsis - The evolution of cities is undergoing dramatic changes. Historically, cities served the needs of local communities, regions and countries. Most were small, and there was a clearly define hierarchy of a national system of cities. Today cities are large, and becoming larger, and more networked and integrated through trade, investment, knowledge, communications and travel. The hierarchy of cities is being replaced by to network system of cities which are engaged in international trade, investment; are more functional and specialization, and integrated into global supply chains and production systems.

Comparative advantage is no longer a guarantee to the successful economic growth and development of cities. For cities to prosper and develop, they have to compete for jobs, investment, knowledge and skills based on the efficiency of their strategic infrastructure, physical, economic, social and governance systems. As a result of these changes in the new economic geography of cities, local governments need to find ways to develop trade, connections and business opportunities through cooperation, collaboration, association, and linkages. The expansion of these linkages has resulted in the phenomena of economic development corridors. These are corridors where, infrastructure, business, trade, investment, supply chains and governance systems have become more integrated and systematized in order to attract development. In large metropolitan regions, the development of clustered or polycentric cities has given rise to more localised urban economic development corridors.

To ensure economic corridors develop sustainably, nations and cities need to collaborate on the building of strategic infrastructure. Strategic infrastructure is the physical, social, human, and economic and governance assets and capital need to underpin long term sustainable growth and development of cities and regions. The challenge for countries and cities where economic corridors are developing is to define the type of strategic infrastructure needed to support their development. This presentation will examine the emergence of City, trans and international economic corridors, and the strategic infrastructure needed to support their development.

Mr Bernardus Djonoputro President, Indonesian Association of Urban & Regional Planners (IAP)

Mr. Djonoputro has had more than 25 years of experience in business and the professional services industry. He had worked extensively as advisor to many central and local governments on planning and infrastructure projects. From 2010 to 2013 he served as Managing Director of publicly listed PT Nusantara Infrastructure Tbk, one of the leading Indonesian infrastructure investor and operator, managing concessions in toll roads, port, water and power sectors. Bernardus Djonoputro has a degree in Urban and Regional Planning from the Bandung Institute of Technology. He started his career as Planning Engineer intern in Brisbane, Australia. He then held various positions in American Express, Director of Marketing for Ernst & Young and Director of Business Development for PriceWaterhouse Coopers, until he co-founded HD Asia Advisory.

He was awarded the American Express Worldwide Best Performer Award in 1993, the highest chairman’s award for performance and customer service (he remains the only Indonesian to have received the award).

Mr. Djonoputro is an alumni of the Indonesia-Australia Intergovernmental Youth Exchange Program. During the peak of reform in 1997, he co-founded SPUR (Solidarity of Professionals for Reform), a loose association of young pro-reform professionals set up to support the student movement that pushed for reformasi in Indonesia.

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Currently, he is the Secretary General of the Indonesian Association of Urban and Regional Planners, and is also active as Asia Pacific’s Council Member of the Eastern Region Association for Planning and Human Settlement (EAROPH). He is also well knowledgeable in Public-Private Partnership (PPP) schemes for Indonesia and is a regular public speakers in many local and international conferences.

Lunch Seminar: Implementing Infrastructure for a 21st Century City

Professor Ron Wakefield Deputy PVC International and Head of Property Construction and Project Management School, RMIT University

Ron is currently Professor of Construction and Head of the School of Property, Construction and Project Management and Deputy Pro Vice-Chancellor, International at RMIT University, Australia. Dr. Wakefield researches and teaches at RMIT in the areas of process simulation and modelling, residential and commercial construction and uses of information technology in construction management.

Ron has degrees in Civil Engineering, PhD and BE from University of New South Wales and an MSE from Princeton University, USA. Prior to joining RMIT, Dr. Wakefield was the William E. Jamerson Professor of Building Construction in the Department of Building Construction and the Associate Director for Building Technology Research at the Center for Housing Research, Virginia Tech, USA. Dr. Wakefield is a Director with Hanover Welfare Services and a member of the Victorian Building Practitioners Board.

Mr Andrew McDougall, Principal SGS Economics and Planning

Andrew is an economist with a strong track record in advising clients on the potential and performance of government programs, infrastructure investments and urban development/ planning initiatives. In doing this, Andrew often leads projects centered on business case development, cost benefit analysis, socio-economic impact analysis, socio-economic and land use profiling and forecasting, regional economic strategy development and action planning, project governance arrangements, and program evaluation.

Andrew has completed projects for all tiers of government and across all of Australia’s states and territories, and has also worked with the private and not for profit sectors. Outside of Australia, Andrew has successfully delivered projects in New Zealand, Saudi Arabia, United Arab Emirates, Oman, and Malaysia.

Andrew has also worked extensively with public library stakeholders over recent years. These projects have assessed the net community welfare contributions and local economic impacts of public libraries across Victoria, Queensland and most recently, Australia. These projects brought rigorous economic techniques to the previously qualitative descriptions of the benefits conferred by public libraries, better enabling library stakeholders to support funding bids. Andrew has also undertaken numerous economic assessments of spatial planning frameworks and urban renewal projects across New South Wales, Victoria, South Australia and Queensland in recent years.

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Session 1.3

Dr Garry Bowditch CEO of SMART Infrastructure Facility, University of Wollongong

Garry Bowditch was appointed the inaugural CEO of the SMART Infrastructure Facility at the University of Wollongong in May 2010. Garry has a unique mix of government and private sector experience in building greater partnership among the key stakeholders involved in infrastructure provision, public service delivery and foreign investment.

Garry has previously worked as a senior Commonwealth Treasury official and at the Department of Foreign Affairs and Trade. He has also held senior executive roles in commercial organisations including Tenix and TAB Limited. In 2005, he was appointed the Foundation Executive Director of Infrastructure Partnerships Australia, which became the nation’s peak industry body on infrastructure matters under his leadership. Garry is an appointed member of the Australia Pacific Economic Cooperation Committee (PECC) to advise on regional trade and investment initiatives in APEC. He also works closely with APEC on initiatives to strengthen local capital markets to meet Asia’s long-term infrastructure needs. In 2008, he established vmax Consulting, a boutique consultancy firm specialising in international public/ private/partnerships, particularly in the Asian market.

Garry holds a Master of Business Administration from Macquarie Graduate School of Management and an Honours degree in Economics from the University of Wollongong. He also studied at the Paul H. Nitze School of Advanced International Studies, Johns Hopkins University, Washington DC.

Presentation Synopsis - Australia and New Zealand are nations with a strong commitment to a vigorous infrastructure future. In the quest to build and provide better infrastructure in the shortest possible time, are we paying enough attention to long term planning and reform of governance processes in this sector? Drawing on SMART’s Green Paper**, Infrastructure Imperatives for Australia a litmus test for best practice infrastructure will be presented to assist the participants to assess and compare how our jurisdictions perform.

Dr Jan Mischke Senior Fellow, McKinsey Global Institute

Dr Jan Mischke is a senior fellow at the McKinsey Global Institute (MGI), McKinsey’s business and economics research arm, based in Zurich. He joined MGI in 2010 to lead its work on competitiveness in advanced economies. Beyond research on economic development and growth in around 10 countries, he recently led specific efforts on manufacturing, infrastructure, trade, and housing.

Prior to joining MGI, Jan worked for 10 years as a consultant and associate partner with McKinsey. During that time, he gained broad exposure to the European market landscape. He served clients in 12 European countries in a broad range of industries, including telecoms, logistics, high tech, automotive, media, and financial services. Jan completed a Master’s degree in Electrical Engineering after studies at Aachen Technical University and Imperial College London. He earned a PhD (Dr. sc.) from the Swiss Federal Institute of Technology, ETH Zurich.

Presentation Synopsis: By 2030, the world will need to invest $57 trillion in infrastructure. For many countries, this means increasing their rates of investment by 1 to 3 percentage points of GDP. Private investment can help but will not suffice; project finance volumes never came close to those gaps even in the boom time pre-crisis. National, state, and urban governments will hence need to improve the effectiveness and efficiency of their spend; and our research shows they have an opportunity to save 40 percent just by applying global best practice on five dimensions: planning, delivery, and management of existing assets, governance, and finance.

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A thorough analytical approach and granular diagnostic is the starting point for any transformation journey. We have started assessing and benchmarking countries and cities along the five dimensions outlined above, with the granularity of 80 levers and 400 criteria of what top performers are doing derived from extensive case study review. It turns out that even neighboring high-performers have vast improvement opportunities and can still learn much from each other.

Session 1.4

Mr Sam Kernaghan Associate, International Development, Arup

Sam Kernaghan has almost 15 years’ experience providing strategic advice to Government, business and the international donor community on projects and programs which create sustainable and resilient urban communities across the Asia-Pacific. Sam’s background as an urban planner includes developing spatial and economic development strategies at local, city and national scale, with a particular focus on the role that natural hazards play in creating risk, and constraining human development.

Since 2008, Sam has worked closely with the Rockefeller Foundation to support the design and delivery of the US$60m Asian Cities Climate Change Resilience Network. ACCCRN is working in over 20 small and medium cities to identify strategies, models and actions for assessing and addressing risk that will collectively improve the ability of the cities to withstand, to prepare for, and to recover from the projected impacts of climate change.

Sam is currently working as a consultant to the Asian Development Bank in the design and delivery of a new US $150 Urban Climate Change Resilience Trust Fund, supported by the USAID, DFID and the Rockefeller Foundation. The Trust Fund supports incorporating climate change and disaster risk thinking into city plans, and provides investment grants for climate resilient infrastructure projects which benefit the poor.

Sam holds a Masters of Environmental Management (2006), a Bachelor of Economics (2000) and is a qualified Programme Manager (MSP) and certified practicing planner (CPP).

Mr Mark Vassarotti Leader of Economics Consulting, Arup

Mark Vassarotti is the cofounder of Strategic Economics Consulting Group (SECG) which has since been acquired by ARUP. He now leads Economics Consulting at ARUP where he shares his significant experience in advising clients on major infrastructure developments. Prior to the establishment of SECG Mark worked with PricewaterhouseCoopers’ economic advisory group. Mark’s experience has been as a practising economist for over 8 years. His experience has extended across a range of industries and countries.

Mark’s roles have included the development of business cases, cost benefit analysis, economic analysis and economic impact projects.He has also worked in key regulatory roles in establishing and managing economic, regulatory and commercial arrangements in the Australian telecommunication, electricity, natural gas, water, postal and rail industries. Mark has had considerable experience working with public and private sector clients particularly around investment analysis.This work has included the preparation of businesses cases for public sector investments in hospitals and reviewing the effectiveness of infrastructure investments such as the national broadband network.

Mark has extensive knowledge of the PNG economy having worked across a number of industries over the past six years. Mark’s most recent role has been working the Independent Consumer and Competition Commission (ICCC) on the review of the PNG Ports regulatory contract. Mark’s other experiences throughout PNG have included reviewing the industry structure of the wholesale

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and retail consumer market, aviation, shipping, forestry, and importantly to this engagement telecommunications.

Presentation Synopsis - Cities face long term challenges in their ability to create wellbeing; particularly for urban poor communities. These challenges are in part a result of direct and indirect impacts generated by climate change, and are often compounded by pre-existing vulnerability.

Urban infrastructure is critical both to addressing existing deficits in existing service provision, and creating the capacity of cities to function, so that the people living and working in cities – particularly the poor and vulnerable – survive and thrive no matter what disruption they encounter.

From experience working with cities across the Asia-Pacific, this presentation will introduce approaches to designing a more resilient city and to financing the investments required. Key to this is the importance of infrastructure design going beyond ‘climate-proofing’ to consider the role that infrastructure can play in creating more resilient urban systems. The financial benefits or ‘dividend’ to city stakeholders (business, government and the community) will be highlighted through practical examples. Finally, emerging frameworks for the analysis, measurement and planning and financing resilience investments will be introduced.

Mrs Marcela Allué Nualart General Manager, Association of infrastructure public works, COPSA

Mrs Marcela Allúe Nualart born in Chile, she developed undergraduate studies in Economics and Business Engineering at the Pontificia Universidad Católica de Chile, later obtaining her Masters Degree in Business Administration at the Universidad del Desarrollo. Throughout her 24 year career she has been involved in the planning, direction and management of projects, activities and studies for the development of the private and associations in Chile. Among its various activities, Mrs Allué has served as an International Senior Consultant for the Econsult company, Director of the Center for Research in Business and Economics at the Universidad del Desarrollo and as Studies Manager of the Insurance Association of Chile.

Currently, and since 2011, she serves as Chief Executive Officer at the Concessionaires Association of Public Infrastructure - COPSA, where she has been in charge of direct support to the President of the association and its board on all matters relating to the management and monitoring of the agreements and resolutions of the association. Among her functions she coordinates the activities studies and workshops of the association with various private and government agencies, which have contributed to the positioning and strengthening of the Public Private Partnership (PPP) in Chile. Along with that, she is responsible of the organization of the National Congress of Concessions, body bringing together key national stakeholders related topics provision, management and financing of public infrastructure. In that same instance, Mrs. Allué has served as General Editor of the annual publication brings together papers from each of the conferences in which she has participated as General Manager at COPSA.

Presentation Synopsis - The presentation discusses about the key aspects of what has been the experience of Public Private Partnership (PPP) in Chile in the last 20 years. First, it provides a context of Chile as a country and its international image as an example of political and economic stability worldwide. Then, different examples are given of the positive influence that the PPP has had on the modernization and development of public infrastructure in Chile, including the case of the earthquake of 27 February 2010. The following section presents the key aspects that have enabled the success of the PPP in the Chilean case and the future challenges in the development of public infrastructure to the private sector. Finally, having in account our own and international experience, it summarizes main recommendations in order to generate the necessary conditions for private participation in the development of public infrastructure.

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Mr Richard Foster Director, Foster Infrastructure Pty Ltd

Richard Foster commenced his career as lawyer. In 2002, he was recruited by the Partnerships Victoria Unit within the Department of Treasury and Finance (Victoria, Australia) to take a key role in the development of the Partnerships Victoria Contract Management Framework. He then led the Partnerships Victoria Unit’s involvement in a wide range of public private partnership infrastructure projects and policy initiatives, and spent extended periods as Acting Director of Partnerships Victoria. He also contributed to the formulation and delivery of a variety of broader infrastructure and procurement policy initiatives.

Richard formed Foster Infrastructure in March 2011 to leverage his skills and experience by providing commercial and risk management advisory services, and related training services, for project teams and policy makers in the infrastructure and PPP sectors. Assignments undertaken by Richard since forming Foster Infrastructure include:

»» Advising government agencies and central PPP units on the suitability of specific projects for PPP delivery, developing procurement and market engagement strategies, and advising on project resourcing and governance »» Conducting independent reviews of the management and outcomes of PPP programs and PPP projects »» Advising government agencies and multi-lateral organisations on best practice PPP policies and delivery strategies.

Presentation Synopsis - they must be seen as components of solutions to society’s needs and society’s problems. To ensure the most effective use the limited funds provided by society through the tax system, user charges and other means, governments must identify the problems, ascertain the benefits of solving those problems, develop strategic responses that will best deliver those benefits, and identify the changes and assets required as part of the preferred solution. Governments can then prioritise investment of the limited funding available by choosing the projects that are the most effective solutions to resolving the identified problems.

Once a decision has been made to fund a project, government must decide how the project will be financed and delivered. Public private partnerships (PPPs) are a project delivery mechanism that can, for some projects, offer more effective outcomes by leveraging private sector capabilities in areas such as finance, innovation and risk management. PPPs are a continually evolving concept, offering a wide variety of financial structures. The Southern Cross Station Redevelopment Project in Melbourne illustrates the benefits that PPPs can deliver and the challenges that they can face in an urban environment.

Session 2.1

Professor Andrew MacIntyre Deputy Vice Chancellor, International & Vice President, RMIT University

Professor Andrew MacIntyre is the Deputy Vice-Chancellor International and Vice-President of RMIT University. In this capacity, he is responsible for international strategies in support of the University’s overall strategic plan, with specific portfolio responsibilities for international development, partnerships and student recruitment.

Prior to joining RMIT, he was Professor of Political Science at the Australian National University, where he also served as Dean of the College and Director of the Research School of Asia & the Pacific (2008-2014), and earlier founding Director of the Crawford School of Public Policy (2002-2009). Earlier in his career, he was also Professor at the Graduate School of International Relations & Pacific Studies at the University of California, San Diego where he also served as the Associate Dean

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(1994-2002). His first academic appointment after graduating from the Australian National University was at Griffith University in Brisbane (1989-2002).

Professor MacIntyre is a Fellow of the Academy of Social Sciences in Australia and has served on the editorial committees of an array of scholarly journals. He has published widely on Southeast Asian politics, international relations in the Asia-Pacific region and, more recently, enhancing universities. He was the founder of the Australia-Indonesia Governance Research Partnership, and serves on the editorial board of the Bulletin of Indonesian Economic Studies. He is the recipient of the Japanese Foreign Minister’s Commendation for contributions to the promotion of relations between Japan and Australia (2006) and also a recipient of the Presidential Friends of Indonesia award (2010).

Among board roles, Professor MacIntyre currently sits on the boards of directors of the Australian- American Leadership Dialogue and the Asia Foundation - Australia. He is also currently Deputy Chair of the Australian Committee for Pacific Economic Cooperation (AusPECC). He has served as a consultant to government institutions and companies in Australia, the United States and China, as well as international agencies such as the World Bank, the Asian Development Bank and the ASEAN Secretariat.

Dr Aijun Qiu Deputy Director in General, China Centre for Urban Development, National Development and Reform Commission (NDRC)

Dr Aijun Qiu, born in 1966, attended the one-year Graduate Level Economics Course in Johns Hopkins University-Nanjing University Center from September, 1999 to June, 2000. She has been working for CCUD ever since she received her Ph.D. in economics from Beijing Normal University in 2001.

Before being Director of the Division of Urban Development Planning, she was Director of the Division of International Cooperation. She focuses her research on urban development and urban policy, especially on sustainable development of small towns in China. She has been the team leader or coordinator of many domestic and international research projects, such as China: Review of Town and Regional Development Plans (World Bank), Managing Asian Cities ---- China Case Study (ADB), Study on Urban Planning to Promote the Sound Development of Towns and Cities (Ford Foundation) and Strategic Study on the Development of Key Towns and New Villages in Beijing during the 12th Five-year Plan Period (Beijing Development and Reform Commission). Besides, she is a consultant of the World Bank and ADB. She has been granted awards by NDRC for several research projects.

Presentation Synopsis - Dr Qui Aijun will introduce Chinese approaches to the development and implementation of national urban infrastructure policies, with specific reference to the main issues currently seen as a priority in China, and to the mechanisms, both administrative and financial, used to promote the implementation of these policies. She will provide an assessment of remaining ‘gaps’ and ‘shortfalls in performance’ with reference to practical examples of good practice in respect of the four core elements of infrastructure policy.

Ms Zhiying Lu Vice President, CBO, Tsinghua Tongfang Co., Ltd

Ms Lu Zhiying is a local Shanghainese currently positioned as the Vice-president and Chief Brand Officer of Tsinghua Tongfang Co.,Ltd. She is the Distinguished Professor of Qingdao University as well as a branding expert in Brand China Industry Alliance. During her tenure, Tongfang achieved a constant rise of brand value and was successfully listed in Top 500 of World Brand. The company has received a slew of honors, including “Chinese Image Award”, “Global Social Contribution Award”, etc. Moreover, under the promotion of Ms. Lu, Tongfang firstly released ‘Corporate Social Responsibility Report of 1997-2007’.

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From 2007 to 2009, Ms. Lu was constantly entitled as the “Annual Global Most Valuable Chief Brand Officer”, which was an exceptional honor in Asia. She was granted the “Ten Chinese enterprise spokesman” in 2009 and awarded as the “China Top Ten Chief Brand Officer” in 2012.

Professor Jagan Shah Director, National Institute of Urban Affairs, New Delhi

Jagan Shah is Director of the National Institute of Urban Affairs, New Delhi, since April 2013. He is a professional architect, historian and theorist trained at the School of Planning & Architecture, New Delhi, the University of Cincinnati and Columbia University, New York. He has served as Director of the Sushant School of Architecture and has taught in the departments of Architecture, Urban Design and Architectural Conservation at the School of Planning & Architecture, New Delhi. He has been Chief Executive of Urban Space Consultants and an independent consultant to Sir Ratan Tata Trust, India Foundation for the Arts and the Jaipur Virasat Foundation. He is the author of Contemporary Indian Architecture, 2008, and co-author of Building Beyond Borders, 1995. He is a founding member of the Modern Asian Architecture Network established in 2001.

Shah’s oeuvre includes designs, writings, films and theatre works, and he brings to all his activities an integrated approach and a holistic vision, emphasizing the relationships between ideology and form, the significance of social sustainability and the critical role of public space in shaping a democratic polity. Under Shah’s leadership, NIUA, established in 1976, has embarked on a programme of consolidation and innovation. New initiatives are focused on developing an urban data centre and conducting research and knowledge exchange on smart cities, climate change resilience and adaptation, decentralized waste management and sanitation and E-learning.

Presentation Synopsis - Following in the wake of India’s economic liberalization, the Jawaharlal Nehru National Urban Renewal Mission (JNNURM) was launched in 2005 and exemplified a ‘bottom-up’ approach to urban development. A reforms-linked investment program, it promoted the development of cities through participatory planning, innovative finance, new infrastructure, efficient and transparent governance and improved service delivery. The front end of the JNNURM was the City Development Plan, a road map for achieving a shared vision of the city over a 25-year time frame. Deriving from a SWOT analysis of the city, the CDP includes a City Investment Plan that combines various financing mechanisms, such as fiscal transfers, enhanced revenues, efficiency savings, user charges and private investments.

Despite its holistic design, the JNNURM did not deliver the anticipated results. While it created an environment for critical municipal reforms, a big-city bias prevailed. Debilitating capacity constraints had prevented the smaller cities and less developed states from formulating bankable projects, adhering to reforms and ensuring sustainability of the assets created. The analysis confirms that the sustainability of cities is predicated on the leveraging of social, economic, political and cultural forces. This characteristic of sustainable cities is common to the models and good practices that were generated over the past decade and are now finding replication.

Session 2.2

Professor Myeongjoo KIM Director, PPP Policy Division at the Ministry of Strategy and Finance, The Ministry of Strategy and Finance of Korea

As Director of PPP Policy Division at the Korean Ministry of Strategy and Finance, Mr. KIM is in charge of making PPP policies, coordinating PPP projects, training and capacity building of PPP stakeholders, and international cooperation on PPP. He is also responsible for revisiong PPP Act and Enforcement Decree on PPP Act. Mr. Kim is an Economist with specialty in Budget formulation, and holds a Master’s degree in Business Administration from University of Missouri and a Master’s degree in Public Policy Management from KDI(Korea Development Institute) School.

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He has 19 years of working experience in the public sector, mainly in the area of budget formulation, long-term national agenda setting. He also served at the Presidential Office for civil society affairs. He worked at AfDB Headquarter in Tunis for four years as Senior Advisor to the Board of Directors. After his service at the AfDB, he wrote a series of books on Africa’s history and economy, which made him one of the most renowned Africa expert in Korea.

Presentation Synopsis - After a brief overview of Korea’s PPP history, basic statistics and main stakeholders, the presentation will highlight developing viable PPP projects by explaining i) eligible types of facilities ii) how projects maybe initiated by procurement methods and iii) how projects are tested to decide whether they are investment worthy. Following the procedure of project development, various incentives by the state to support efficient implementation of PPP projects will be introduced. As a case study, the presentation will illustrate development and implementation of PPP projects in environment sector, division of labor among central-, local government and PPP unit (PIMAC) in infrastructure development and implementation.

Mr Joseph C. F. Lufkin Founder & Executive Director, IFCL Group

Joe Lufkin is founder and Director of IFCL Group, a development and financial consulting firm. He has been active as an entrepreneur in international finance since 1981, when he became Managing Director and Chairman of HSBC asset management subsidiaries Marine Midland (C.I.) Ltd. and InterCurrency Fund Limited. From 1985-9, he ran Hopwood Investments Limited, an equity hedge fund active in UK and US corporate takeovers and special situations, and advised US banks including Boston Safe (now Mellon Trust), Fleet Norstar, State Street, and First Union on securities trading and processing systems.

In 1989, he founded Boston-based Global Proxy Services Corporation (GPSC), which represented major investors and institutions including CalPERS, JP Morgan, S G Warburg, Morgan Stanley, Bank of Ireland, GT Global, Citibank, Cedel, Bank of New York, Brown Brothers Harriman & Co., inter alia as legal proxy and corporate governance advisor over $200BN+ in listed equities internationally.

Mr. Lufkin sold GPSC to Fortune 100 company ADP in 1997, to focus on emerging markets private equity and development finance in Asia. He has served the Asian Development Bank (ADB) as a consultant since 1998, working on privatizations, private equity and infrastructure funds, trust funds and technical assistance facilities in urban infrastructure and utilities, project and investment evaluation, and other areas.

He is the co-author of Market Survey of Subnational Finance in Asia and the Pacific, (Asian Development Bank, Manila 2008), and author/editor of both editions of International Corporate Governance (Euromoney Books, London: 1991 & 2004) and wrote “Models for Development of Shari’a-Compliant Private Equity and Venture Capital Funds”, in Islamic Asset Management (Euromoney Books 2004), as well as numerous articles on corporate governance and international finance for various publications, and has been featured widely over the years in the international financial press.

A Yale graduate (BA 1976), Mr. Lufkin worked at Sotheby’s and at Christie’s in London and New York before going into finance. He served several terms on various international committees of the Republican National Committee in Washington DC and advised the US Treasury on corporate governance aspects of the US-Japan Strategic Impediments Initiative (SII) talks in 1990-91. He enjoys horses, dogs, music, food & wine, books and antique cars, and lives in Manila and Negros.

Presentation Synopsis - Although they are all dedicated to moving projects from concept to implementation, PDFs and PPFs come in a range of styles and colours - one size does NOT fit all! This presentation, based in part on a study currently ongoing at the Asian Development Bank in Manila, will identify principal facility types found in Asia Pacific, highlight some key design considerations, and discuss how their designs and ‘fitness for purpose’ have determined their relative success (or lack thereof). Six facilities will be described in detail, including four national-level ones from India, Pakistan and the Philippines, plus two with regional mandates.

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Ms Tracey Austwick Assistant Director, Australian Department of Foreign Affairs and Trade

Tracey moved from Tathra, a small coastal town in New South Wales, to study at the Australian National University, Canberra in 1989. Upon gaining her Bachelor of Commerce degree Tracey worked in accounting roles in Canberra and in London, before commencing work with the Department of Foreign Affairs and Trade in 1999. Tracey transitioned from finance related roles in 2004 to international development roles within the Australian aid program and has worked on the Pacific and Africa regional programs, including at the High Commissions in ongaT and South Africa.

Tracey is currently working in the Infrastructure Section of the Department with policy responsibility for increasing the Australian aid program’s focus on urban development. As part of her commitment to better understanding the capacity of cities to contribute to sustainable economic and social development, Tracey is currently undertaking a Masters of Urban Planning. Tracey is a student member of the Planning Institute of Australia and is a strong believer in the power of networks to create coalitions of developmental leaders who will implement positive changes in organisations, cities and nations. Tracey is married to Ian and they have two children: Martin aged 11 and Gwendorlyn aged 7.

Presentation Synopsis - The current national Government of Australia has given infrastructure a high priority. The Australian aid program, managed by the Department of Foreign Affairs and Trade, has launched a new development policy and performance framework, the two core pillars of which are human development and private sector development. Further, Australia currently holds the G20 presidency through which we have promoted a focus on issues such as trade, financial inclusion and infrastructure.

In this context the more effective development of cities and their infrastructure encompass many policy priorities. The presentation will discuss the priorities of the Australian aid program; how we choose our partners; provide examples of the types of activities we feel are in line with the current priorities; and outline the next steps in the reformulation of the aid program.

Session 2.3

Dr Allan Wain Head, Strategic Development, Hastings

Dr Allan Wain’s research interests include the meaning, relevance, and application of infrastructure to pension funds and to society, incorporating how infrastructure is informed by and is informing of societal values, employment opportunities, government policy, and market behaviour.

He has written several essays investigating the social, environmental, and investment value of infrastructure to a transitional economy and is the co-author of The Valuation of Benefits of Hydrologic Information (Melbourne University Press). Allan is the Head of Strategic Development for Hastings, a fiduciary infrastructure manager, and is a LWP Fellow at Harvard Law School, Harvard University. He has undergraduate and post-graduate qualifications in economics, engineering, and business administration, including a Ph.D. from The University of Melbourne.

Mr William (Bill) Streeter Head of India, Head of Emerging Market Debt, Hastings

William (Bill) joined Hastings in 2011 and brings over 30 years of relevant infrastructure and public finance experience. Bill is the Head of India and serves as a member of the Hastings Debt Investment Committee and as a CEO and Director of the Hastings Singapore entity, Hastings Funds Management Asia Pte Limited.

Prior to joining Hastings, Bill was Managing Director and Head of the Global Infrastructure Group, Asia Pacific, and of the International Public Finance Group, Asia Pacific of Fitch Ratings where he

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was responsible for the credit ratings of debt financings for infrastructure assets in the transportation, energy, water and social infrastructure sectors, as well as state and municipal ratings in India. Previously, Bill was Vice President, Public Finance Group at Moody’s Investor Service where he was responsible for ratings in public and infrastructure finance.

Bill holds a Master in City and Regional Planning from the Kennedy School of Government, Harvard University and a Bachelor of Arts in Political Science from the University of Houston. Bill is also a member of the Private Sector Infrastructure Advisory Group to the Asia Pacific Economic Co- operation (APEC) Finance Ministers, and of the International Private Water Association (IPWA).

Presentation Synopsis - Consultants and multi-lateral agencies like to trumpet the adoption of PPP models as the solution to the insufficiency of government finances and the inefficiency of government provided services. Both of these arguments have some merit. Nevertheless, the needs for investment in infrastructure are so great that governments should consider the broadest range of options for project ownership and operation.

Selecting the right model, however, is more complex than is usually described, since it also involves how the government perceives the social equity issues for the services to be provided by a project, how the public perceives its entitlement to those services, the sufficiency of project cash flows to meet the project’s current and expected operating and debt service requirements (whether those revenues come from user fees or government subsidies), and the impact that needed capital improvements will have on project cash flows as well as on the government’s and the public’s continuing perceptions about that service.

This model is fluid rather than static. The interactions of these variables change over time with economic development, with income growth, with changes in public policy, and with the development of a country’s debt and equity markets. Therefore, the government should also consider can and should migrate from one option to the next over time. The model in this essay is intended to provide policy makers with the context for making those initial choices and for thinking about their potential migration.

Mr Duncan Hogg Executive Director, Investment Banking, JP Morgan

Duncan Hogg is an Executive Director at J.P. Morgan who heads up its transport infrastructure investment banking coverage. He has over 15 years’ infrastructure and privatisation experience having initially advised the Commonwealth Government on the sale of Sydney Airport in 2002. More recently he has led J.P. Morgan’s advisory teams in relation to the buy side assignments of the Port of Brisbane, RiverCity Motorway and Queensland Motorways Limited. He was also involved in advising the Queensland Government on the scoping studies for the Ports of Gladstone and Townsville and the Mount Isa Rail Line.

Ms Wang Lili Former Senior Executive Vice President, ICBC, ABAC China

As Former Senior Executive Vice President of the Industrial and Commercial Bank of China Limited (ICBC Ltd), Ms Wang Lili is one of the most influential figures in China’s enormous banking and finance sector. Ms Wang is also Chairman of ICBC (London) Ltd and holds a wide variety of other positions, including: ABAC (APEC Business Advisory Committee) Member, Vice Chairman of the ABAC Women’s Forum, Member of WLN (Women Leaders Network of the World), and Board Member of the International Swaps and Derivatives Association, as well as Vice Chairman of the China Chamber of International Commerce, Vice Chairman of the China International Finance Society, Vice Chairman of the National Debt Association of China, and Deputy Chairman of the Hong Kong Mercantile Exchange.

Ms Wang received a B.A Degree from the prestigious Nankai University in Tianjin and an M.B.A in international banking and finance from the University of Birmingham. During the 1980s Ms. angW

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was among the first professionals in China to enter international finance after China’s reform and opening-up.

Prior to joining ICBC, Ms. Wang worked in various areas in banking institutions ranging from FX trading and derivatives to capital markets financing, credit risk management and corporate lending. She was Chairman of Bank of China (Canada) Ltd and Chairman of Hong Kong Yien Yieh Commercial Bank.

Presentation Synopsis - With the progress of urbanization in China, more and more capital will be contributed to the areas concerning the people’s livelihood such as construction of urban infrastructures and public services. As the largest commercial bank in China, ICBC will further shore up new urbanization from the following six aspects: Firstly, more financing support will be given to the urban construction and utilities projects under PPP mode or market-oriented enterprise mode. Secondly, prior financing support will be given to urban reconstruction projects in first-tier cities and developed second-tier cities. Thirdly, financing support to national industry cluster districts will be strengthened, to extend the financial service market for the enterprises in these districts or areas. Fourthly, utilities projects such as water treatment and gas will be propped up in an intensified manner. Fifthly, based on continued structural adjustment of LGFV loans, loans granted to different regions and customers will be treated differentially. Sixthly, project income notes will be positively facilitated.

Mr Gordon Noble Senior Research Fellow, SMART Infrastructure Facility, University of Wollongong

Gordon Noble is a former Director Investments and Economy in the Association of Superannuation Funds of Australia. He is also Former Senior Analyst with Innovest, where he focused on analyzing both companies and cross-cutting thematic issues in the Asia Pacific region.

Mr Noble spent 3 years with Innovest. He has previous experience with the UN Principles for Responsible Investment secretariat and National Australia Bank. He was also the principal advisor to the newly-created Responsible Investment Academy in Sydney. He holds Bachelor of Economics, Graduate Diploma in Applied Finance and Investment, Fellow FINSIA (formerly Securities Institute of Australia).

Mr Paul Horrocks Principal Adviser Infrastructure Financing, Australian Treasury

Paul is a Principal Adviser Infrastructure Financing at the Australian Treasury. In this role he works on developing policy options relating to Infrastructure as well as examining specific projects from a Treasury perspective.

Prior to this Paul spent a number of years working at the European Commission in Brussels dealing with the Infrastructure challenges of the EU. He focused in particular on developing innovative financial solutions needed to encourage the greater participation of the private sector in infrastructure projects. Paul has worked on transport issues in both the private and public sector. He is an economist having completed a BSc Econ at the University of Wales, MA at the University of Liverpool in the UK and MBA from Vlerick Business School in Belgium.

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Session 2.4

Mr Donovan Storey Chief of Sustainable Urban Development, UNESCAP

Mr. Donovan Storey is currently Chief of the Sustainable Urban Development Section, Environment and Development Division of the United Nations Economic and Social Commission for Asia and the Pacific (ESCAP). Before his current position he held the post of Chief of Social Policy and Population, Social Development Division, also at ESCAP. Prior to joining the United Nations he was a researcher and academic at several universities specializing in development management, social development and urban planning/governance.

Over his professional career Mr Storey has coordinated projects related to urban planning and governance, environmental management, social inclusion and sustainable development, principally in relation to the urban experience in Asia and the Pacific. He has authored or co-authored a number of journal articles, book chapters and books on his areas of specialization. Since joining ESCAP he has drafted and substantially contributed to several publications. He is currently coordinating preparation of the second State of Asia-Pacific Cities Report in partnership with UN-Habitat and the Quick Guide on pro-Poor Urban Climate Resilience in Asia and the Pacific in partnership with Rockefeller Foundation and UN-Habitat.

Session 2.5

Sir Rod Eddington AO Chairman (Australia and New Zealand) JP Morgan, ABAC Australia

Sir Rod Eddington AO is non-executive Chairman (Australia & New Zealand) of J.P. Morgan and non-executive Chairman of Lion.

Educated as an engineer at the UWA and then Oxford University as WA’s 1974 Rhodes Scholar, Sir Rod’s career began in transport and aviation and he went on to become CEO of Cathay Pacific, Ansett Airlines and British Airways, before retiring in late 2005 and returning to Australia.

In 2005, Sir Rod was awarded a Knighthood by the British Government for service to civil aviation, and in 2012 an Officer of the Order of Australia (AO) for service to business and commerce. In addition to maintaining non-executive directorships with 21st Century Fox, China Light & Power Holdings and John Swire & Sons, Sir Rod also serves as Chairman of Victorian Major Events Company and President of the Australia Japan Business Cooperation Committee.

Ms Sinthya Roesly President Director, Indonesia Infrastructure Guarantee Fund

Sinthya Roesly is the President Director of the Indonesia Infrastructure Guarantee Fund (IIGF). Prior to her current assignment, Ms. Roesly worked with PT PLN (Persero), a state owned electricity corporation for more than 16 years with various assignments ranging from corporate finance, funding, corporate planning and strategy, commerce, transmission and power system operations, as well as project construction. In PLN, She heavily involved in securing the financing from multilateral and bilateral agencies for PLN projects, as well as for 10,000 MW Fast Track Program, and Bank Loans involving domestic and international banks.

She is also actively involved in the development of electricity trading mechanism in Java-Bali system, setting up system for operations of the first generation of IPP in Indonesia in the late 1990s, in addition to her involvement in various process of corporate and power sector restructuring in Indonesia in the late 1990s and early 2000s.

Sinthya Roesly used to be the Head of Energy Market Reform Working Group, Indonesia National Committee - World Energy Council. She has a Master of Management degree from IPMI Business

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School and an MBA from Monash University, Australia; an MEngSc in Power Systems from the University of New South Wales, Australia, and a Bachelor’s degree in Electrical Engineering from the University of Indonesia

Mr. Seethapathy Chander Special Senior Adviser, (Infrastructure and PPPs), Asian Development Bank

Mr. Seethapathy Chander is a Special Senior Adviser, (Infrastructure and PPPs) in the Asian Development Bank. Prior to this assignment he was the Director General, Regional and Sustainable Development Department, and ADB’s Chief Compliance Officer. He is a power systems engineer, specializing in high voltage transmission lines and substations. He worked with NTPC, India’s largest power utility from 1977 through 1992, when he joined the Asian Development Bank in Manila. He has experience in both public and private sector operations and has significantly contributed to over 12 PPPs in the infrastructure sectors. He has written many technical and commercial articles, one of which was awarded by India’s Central Board of Irrigation and Power in 1987.

Mr Joris van Etten Deputy Program Coordinator, Cities Development Initiative for Asia seconded by Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH

Mr Van Etten is as GIZ Deputy Program Coordinator for the Cities Development Initiative for Asia (CDIA) based in Manila, the Philippines. CDIA is an international partnership initiative, established in 2007, by the Asian Development Bank (ADB) and the Government of Germany, with additional core funding support from the governments of Austria, Sweden, Switzerland and the Shanghai Municipal Government. The Initiative provides assistance to medium-sized Asian cities to bridge the gap between their development plans and the implementation of their infrastructure investments.

Previously Mr Van Etten worked with UN-HABITAT, the European Commission and the Institute for Housing and Urban Development Studies. He was based in Kenya, Vietnam, Indonesia, and the Netherlands but has worked with cities in over 25 countries to strengthen their urban management and infrastructure delivery.

Mr Van Etten holds a Bachelor Degree in Public Administration and Public Policy and a Master Degree in International Public Administration and Public Policy specializing in Urban Management in Developing Countries both from the University of Twente, the Netherlands. In 2014 Mr. Van Etten recognized as World Cities Summit Young Leader.