Project Facts

• A bilateral governmental co-operation international development project between Canada and China.
• Canada International Development Agency (CIDA) contributed CAD $5 million during the project period 2003-2007.
• TTA, as the Canadian executive agency, assisted the Chinese Ministry of Communications (MOC) in improving road development and services in the 17 western provinces of China.
• The project was delivered through two types of activities: technical assistance (TA) in China, and capacity building and training in China and Canada.
• Canadian experts reviewed MOC’s existing policies/standards/techniques, identified areas for improvements, made specific recommendations, and developed technical guidelines and manuals for MOC’s adoption.
• TTA provided capacity building workshops, train-the-trainers programs, and on-the-job trainings to the selected managerial and technical staff involved in western roads development in China.
• A total of 287 selected Chinese officials and technical personnel in 19 groups were trained in Canada in management and technology for road planning, design, construction, operations and maintenance.
• All the project’s technical assistance and capacity building and training activities focused on these specific areas:

- Local road network planning and management
- Low cost roads design & construction
- Hazard mitigation technology
- Environmental impact assessment and management
- Road maintenance
- Low-cost road maintenance
- Management capacity building
- Technical capacity building
- Gender equality

Project Results

• The impact of the western road development on the growth in economic activities in the Western and Central regions of China was reflected by the annual increases in GDP by 12% and in trade volume by 26% in weighted average from 2003 to 2007 in the 17 western provinces.
• The improved access conditions in the selected impoverished counties, comprising of 86 poor counties in Gansu province, 51 in Guizhou province, 4 in Jilin province, 27 in Xinjiang Autonomous Region, 20 in Hunan province, 49 in Guangxi Autonomous Region and 8 in Hubei province that benefited from improved access conditions through this project.
• The adoptions and applications of the project TA's outcomes in terms of procedures, guidelines, and techniques inroad design (for example, 17% of the total road projects in Ziyang County and 40% in Bazhong County of Sichuan, 5% in Jilin, 40% in Hunan, and 46% in Hubei were completed through this project).
• The applications of the alternative approaches developed and recommended by the Canadian specialists in the maintenance contracts (for example, the 93 km of Chuankou to Guanting Road in Qinghai province, 70% of the total road maintenance work in Ziyang County and 50% in Bazhong, Sichuan, 90% in Hubei province since 2006).
• The new technical standards developed under this project (for example, the Inner Mongolian Highway Drifting Snow Hazard Mitigation Technology Standard, which was expanded to a national technical standard in 2008 by MOC).
• The increase of women's influence in the decision making for road development projects.
• The technical assistance provided to 13 provinces.
• The seven guidelines/manuals, three technical reports and one standard maintenance contract developed and applied in the pilot projects.
• The eleven pilot projects implemented in seven provinces (Gansu, Guizhou, Sichuan, Inner Mongolia, Yunnan, Qinghai and Heilongjiang);
• The dissemination of these guidelines and technical results given to a wide audience and to all of the participating provinces (hard copies and CDs containing all the technical guidelines/ manuals/ technical reports distributed among the 17 provinces).
• The seven project conference/ forum/ wrap-up seminars held with a total of 433 attendees.
• The training of 286 people (including 54 females) in Canada through 19 study-tour/ training programs.
• The project website www.westernroads.cn developed and maintained on an ongoing basis.

Canadian International Development Agency (CIDA) contributed CAD $8.6 million for this bilateral governmental co-operation international development project between Philippines and Canada.

Project Facts

• PEARL Phase II was built on two previous CIDA projects, namely the Enterprises Support Project (ESP) and the Private Enterprise Accelerated Resources Linkages (PEARL) Project, which supported the development of sustainable networks of services for Small to Medium-sized Enterprises (SMEs), and worked to foster an enabling environment to allow dynamic Philippines SMEs to grow and to link up with Canadian SMEs.
• PEARL II took the following approaches: enhancing the capacity of Business Support Organizations (BSOs) by training their executive personnel, working with selected BSOs to provide sustainable services to SMEs, focusing on specific sectors and regions with growth potential, and working with organizations that are targeting enterprises with a clear orientation toward growth and increasing competitiveness.
• PEARL II has four components:
• Sectoral Enhancement: This involves support through training, market and export enhancement, policy studies and advocacy to labour-intensive sectors including furniture, food processing, wearables, natural and organic projects and gifts and housewares.
• Partnerships Development Facility: This is a cost-sharing mechanism to encourage the development and implementation of initiatives proposed by the Business Support Organizations.
• Capacity Development for Investment Promotion: This component focuses on strengthening the capability of the Board of Investment and the Investment Promotion Agencies to work with sectors with the potential to multiply employment and investment opportunities for the country (in particular, through enhanced information technology).
• Dissemination and Sustainability: This works at ensuring that project results are institutionalized and sustained beyond the life of the project.
  
  

Project Results

• Majority of the BSOs had a trained full-time Executive Director and a strategic plan to support members enhance competitiveness and increase membership.
• Over 100 Knowledge Products had been developed to enhance the capacity and sustainability of selected SMEs and BSOs.
• External libraries and partnerships with existing educational and governmental institutions had been developed for wider distribution and use of Knowledge Products throughout the country.
• Income-generating environmental projects and management systems had been implemented with increased environmental awareness and practices.
• Websites and customized management information systems had been built to make Investment Promotion Centres (IPCs) meet the needs of investors better.
• A Centre for Lean Systems and Management had been created to allow timely access to market information.
• A video and training program for gender equity in the workplace had been developed and distributed.
• Training materials on a business case for the use of Environmental Management Systems had been developed and distributed.

Project Facts

• A bilateral governmental co-operation international development project between Canada and China.
• Canada International Development Agency (CIDA) contributed CAD $6.5 million during the project period 2000-2007.
• TTA, as the project’s Canadian executive agency, designed, implemented and managed the project, in cooperation with the Chinese Executing Agency (designated by the Chinese Ministry of Commerce, CIDA's counterpart in China), i.e., the Bureau of Economic Operations of National Development and Reform Commission (NDRC) in China.
• The project contributed to the improvement of transport services to the poor interior provinces by promoting more efficient and less polluting intermodal transportation in China, specifically in the following areas:
• Improved national intermodal transport policy;
• Streamlined procedures for intermodal transport services (regulations, etc);
• Higher standards & quality of intermodal transport services;
• Reduced environmental impact from intermodal transport;
• Increased awareness amongst stakeholders in market-oriented policies, regulations, modern shipper logistics, and efficient intermodal services;
• Better understanding of the issues in intermodal transport to the interior and the initiatives necessary to improve them;
• Informed decisions to improve the management, operation and investment of intermodal transport services to the interior;
• Better awareness of environmental issues related to intermodal transport to the interior (advantages of rail/inland waterways over trucks & mitigation measures line-haul and at ICDs);
• Timely and efficient implementation of the project.
• The project was delivered through awareness building (AB) and training programs delivered in Canada and technical assistance (TA) provided in China to 17 interior provinces.
• The focus of both AB and TA was on officials, shippers and operators involved in providing intermodal transport services to the interior. Project activities took place in the provinces through regional centers and completed with the strong support of the participating provinces.
  
  

Project Results

• A total of 459 people, who were either governmental officials or company managers involved in intermodal transportation in the 17 interior provinces, participated in the awareness building and training programs in both Canada and China. They were trained on the subjects of intermodal transportation policies and regulations, modern shipper logistics, efficient management and operations of intermodal transport services, and environmental practices in intermodal transportation.
• An integrated and linked approach for presentations, seminars and site visits was adopted for an effective and efficient training model. The presentations and seminars included Canadian transportation policy and regulations, legal framework, an overview of Canadian and international intermodal transport and modern logistics, freight forwarding and customs clearance, and the Great Lakes/St. Lawrence Seaway managing model. It also covered the subject of gender equality. The site visits included Transport Canada, the Canadian Transportation Agency, London Drugs Distribution Center, Port of Vancouver, Port of Montreal, CP and CN Intermodal Terminals, PBB Global Logistics and Apex Express Trucking Services. The wrap-up session was also conducted to summarize and discuss what was learnt and observed. The contents of seminars and workshops were carefully designed and the presentation materials were handed out to trainees. Digital copies were saved on CDs and distributed to participants. The training materials were also available and could be downloaded from the ITSIP website.
• The Canadian TA team conducted 16 TA missions, with each mission taking about two weeks to complete. During these missions, Canadian TA specialists conducted technical assistance and delivered advisory services and practical solutions to the technical problems for the Chinese companies including Sichuan Deyang Secondary Heavy Equipment Company, Jiangxi Changyun Group, Jiangxi COSCO, China Rail Container Transport Company Lanzhou Branch, Lanzhou Pacific Logistics Company, and Baotou International Inland Container Depot.
• Canadian TA team developed a new development strategy for the Yangtze River waterway intermodal transportation systems and a new model for managing the Xiangjiang River waterway transportation systems.
• Canadian TA specialists developed the following technical manuals for the managerial and technical personnel working in the intermodal transportation sector of the interior of China:
• Manual for Inland Container Depot (ICD) Operations and Management;
• Manual for Rail Intermodal Transportation;
• Manual for Freight Forwarding;
• Manual for Trucking Intermodal Operations and Management;
• Manual for Inland Water Intermodal Transportation.
• These manuals in hard copy or CD were distributed to the project's stakeholders and participants in the 17 provinces as reference material. To share the project results and achievements with the managers and government officials responsible for intermodal transportation in the interior provinces and the interested public, five conferences and forums were organized and held in China during the project duration. Additionally, a project website was developed and maintained as a portal for disseminating the results achieved by the project. A project newsletter was also published quarterly, with 16 issues in total to provide all the project participants with news updates on the progress of the project.

Project Facts

• Canadian International Development Agency (CIDA) contributed CAD $11 million to this bilateral governmental co-operation international development project between China and Canada, during the project period 1993-2002.
• TTA led the consortium, comprised of Hickling Corporation, Stanley Consulting Group Ltd., and CPCS International Ltd., to be the project’s Canadian executing agency, in co-operation with the project’s Chinese executing agency, i.e., the China State Development Planning Commission (SDPC), which was designated by the Chinese Ministry of Commerce (CIDA's counterpart in China).
• The project had assisted the Government of China in strengthening its transport management, planning and operational practices through the provision of specialized training, transfer of technology and supply of training-related equipment, and specifically assisted the State Development Planning Commission (SDPC) and the Ministry of Communications (MOC) in upgrading the skills of those responsible for transport in China through management training and technical assistance in comprehensive transport planning and feasibility studies.
• The project had assisted the World Bank Inland Container Depot (ICD) Project in intermodal and container transport in senior management training, financial management training and technical assistance in environmental guidelines for ICDs, policy and regulations in container transport.
• The project had provided the training programs in the following areas of:
  -  National transportation policy development and regulation;
  -  National transport database and transportation management information systems (TMIS);
  -  Transportation planning;
  -  GIS application for transportation planning and management;
  -  Intermodal transport operations and management;
  -  Feasibility studies involving investment decision-making for transport projects;
  -  Principles and practices of managing container transport and intermodal  facilities;
  -  Highway asset management systems;
  -  Highway quality management;
  -  Highway project evaluation and management;
  -  Highway and bridge inspection and evaluation techniques;
  -  Highway and bridge management systems;
  -  Highway operations and maintenance;
  -  Environmental protection during highway construction operation.

Project Results

• Four hundred and fifty people participated in these training programs in Canada, with their training period varying from three weeks to nine months depending on the topics. These trainees included senior and middle-level governmental officials, transportation planners, managers and engineers of different transportation modes, and managers of transportation companies.
• A transportation human resources development center was jointly established by the project and MOC and manpowered by the trainers trained under this project. The center had continued using the facilities and training materials developed under this project to provide the same kind of training in China beyond the project’s duration.