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香港特别行政区政府 专业服务发展资助计划 Hong Kong Special Administrative Region Government Professional Services Development Assistance Scheme (PSDAS) 中国内地专业规划服务市场研究 研究报告书 Market Research Study for Professional Planning Services in Mainland China -Final Report – 香港规划师学会 中国城市规划学会 香港理工大学 建设及地政学院 建筑及房地产学系 北京大学 城市与区域规划学系 2004 年 2004 Hong Kong Institute of Planners; The Hong Kong Polytechnic University ISBN: 962-367-431-7 中国内地专业规划服务市场研究 — 研究报告书/ 邓宝善,冯长春 等著 —香港:香港理工大学, 2004 Market Research Study for Professional Planning Services in Mainland China Final Report/ TANG Bo-sin, FENG Chang-chun and others (authors) Hong Kong: The Hong Kong Polytechnic University, 2004. 查询联络: 香港规划师学会 香港 铜锣湾 百德新街 恒隆中心 1901 室 电话: (852) 2915-6212 传真: (852) 2915-7616 网址: www.hkip.org.hk 电邮: hkiplann@netvigator.com 香港理工大学 建设及地政学院 建筑及房地产学系 香港 九龙 红磡 电话: (852) 2766-5816 传真: (852) 2764-5131 电邮: bsbstang@inet.polyu.edu.hk 研究小组成员 香港理工大学: 邓宝善 (项目统筹) 杨志威 黄建持 William Seabrooke 李泳 黄小慧 余雅翠 周慧贤 梁显达 北京大学: 冯长春 金晓哲 赵静 目录 致谢 英文摘要 (English Summary) 第1章 第2章 第3章 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 i-xvii 引言 研究课题的理论架构和研究思路 香港本地调查研究结果分析 香港规划专业的概况 香港本地调查研究 公司基本资料和状况 内地规划服务情况,项目资料和性质 内地客户情况和性质 内地规划项目的回报情况 对拓展内地规划服务的意向 内地市场工作面对的困难与障碍 对学会和政府可提供协助的意见 1 2 7 7 8 9 10 11 12 13 14 16 18 18 18 20 20 23 24 25 26 30 31 33 34 39 41 42 第4章 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12 4.13 4.14 4.15 内地市场访查结果分析 内地市场访查的目的 中国内地城市规划发展历程 规划服务市场的形成 内地规划法律法规 规划业务类型 规划管理机构 规划相关的社会团体 内地规划设计机构 内地规划设计院业务 市场拓展 内地城市规划人才培养 内地规划服务市场发展现状分析 内地规划设计院对香港同业的观感 中国入世与外资进入对规划服务市场的影响 内地市场客户调查 4.16 4.17 4.18 4.19 4.20 4.21 4.22 4.23 4.24 4.25 4.26 受访者的地域分布和工作单位背景 受访者使用城市规划服务的情怳 未来对专业规划服务的需求程度 聘用专业城市规划服务公司的主要考虑因素 最有可能需要的规划专案类别 最有可能涉及的土地物业发展类型 交付成果 专业城市规划服务需要具备的知识和技术要求 工作发放形式 对聘用香港的专业城市规划服务公司的兴趣 接触香港专业城市规划服务公司的途径 42 44 45 46 47 48 49 49 50 52 53 第5章 5.1 5.2 5.3 5.4 5.5 5.6 综合分析和总结 目的 香港规划专业的核心才能/营运操作 内地竞争环境分析 内地市场需求分析 香港专业规划服务在内地市场的竞争力和发展空间 香港专业规划开拓内地市场的策略建议 56 56 56 58 59 60 61 主要参考文献 65 附录 1 附录 2 附录 3 附录 4 附录 5 附录 6 附录 7 访查香港规划人员名单 香港本地规划顾问公司访查问卷 外商投资城市规划服务企业管理规定 建设部关於外商投资企业办理城市规划服务资格证书有关事项的通知 访查内地城市规划设计院名单 内地城市规划设计院访查问卷 内地规划市场需求调查问卷 66 67 72 76 78 79 82 致谢 此研究项目得以顺利完成,有赖於香港和内地不少专家和同业的帮助.首先,香港规 划师学会的林筱鲁先生和李启荣先生督导项目的推展和运作,中国城市规划学会的耿 宏兵先生全力协助香港理工大学在内地不同城市进行实地访查,并提供了不少宝贵的 建议和支援,研究小组对他们深表感激.此外,香港贸易发展局的黄燕女士提供内地 市场研究的资料,和理大科技及顾问有限公司协助研究的行政管理事宜,我们谨此致 谢. 研究小组对以下人士在不同阶段协助我们完成此项目,也深表谢意(排名不分先后): 梁焯辉先生 邓文雄先生 伍谢淑莹女士 潘国城先生 叶嘉安先生 叶袓达先生 张袓霖先生 麦凯蔷女士 邓兆星先生 何智荣先生 谭小莹女士 罗达邦先生 方国荣先生 陈炳钊先生 何小芳女士 陈剑安先生 杜立基先生 李杰先生 谢凯仪女士 Andrew Baldwin 先生 Michael Anson 先生 Tim Bellman 先生 Phil Black 先生 Jonathan Beard 先生 Michael R. Fowler 先生 Mark Harrison 先生 Keren Seddon 女士 Queenie Chan 女士 马正源先生 吴永辉先生 王以琳女士 郑炳麟先生 郑德耀先生 曾正麟先生 姚立基先生 孙骅声先生 杨保军先生 张文奇先生 宋家明先生 王金先生 李风禹先生 袁昕先生 丁建先生 曹亮功先生 费麟先生 许迎新女士 沈国平先生 沈永祺先生 钱中强先生 屈文清先生 邢忠先生 王燕女士 于亚滨先生 耿云松先生 张继东先生 苗展堂先生 易峥女士 英文摘要 (English Summary) Background 1. This Market Research Study for Professional Planning Services in Mainland China was commissioned by the Hong Kong Institute of Planners (HKIP) in collaboration with the Urban Planning Society of China (UPSC). The research work formally commenced on 1 August 2003 and finished by May 2004. It was undertaken by the Hong Kong Polytechnic University, in collaboration with Peking University. In accordance with the Project Brief (in Chinese) issued by theHKIP in February 2003, this study has two major emphases: (a) illustrating the key differences between Hong Kong and mainland China in terms of the scope of their urban planning services, and analysing the competitive advantages and disadvantages of the Hong Kong professional planning service industry in providing services in the mainland Chinese market; and exploring the possible demand for Hong Kong professional planning services from the different mainland Chinese cities, and investigating their market potential and relative degree of openness to cross-boundary services. 2. (b) 3. This study addresses three major issues: (a) (b) (c) market attractiveness of the mainland Chinese market to the Hong Kong professional planning service industry; market competitiveness of the Hong Kong professional planning firms in the mainland Chinese market; and appropriate market entry, development and competitive strategies of the Hong Kong professional planning firms in mainland China. 4. This study comprises three main parts/stages: (a) (b) Hong Kong Study and Survey - completed mainly by means of structured interviews with the Hong Kong professional planners; Mainland Chinese Market Study and Surveys – completed mainly through background research, structured interviews with mainland urban planning & design institutes, and paper/web-based questionnaire survey on potential clients; and Consolidated Analysis, Conclusions and Recommendations. i (c) Key Study Findings Hong Kong Study & Survey 5. At present, the HKIP has about 400 full members (excluding student members). Most of the Hong Kong professional planners are working in the public sector organizations. According to the Registered Professional Planners (RPP) Register 2003 of the Hong Kong Planners Registration Board, about 75% of the RPPs worked in government departments and public organizations while only about 25% worked in private organizations. Public sector professional planners are mainly involved in planning tasks such as long-term territorial development, land-use strategy formulation, development control and coordination of land development. Professional planners working in the private sector engage in various aspects of planning consultancy studies (e.g. urban design, infrastructure investment, urban development strategy, feasibility study, survey and analysis, technical support, etc.) and other planning services (e.g. project feasibility, planning objection, application and appeal, etc.) for private land owners and real estate developers. The Hong Kong Study and Survey aimed to examine: (i) whether the Hong Kong professional planning firms had already worked in the mainland market, and if so, where and what kinds of services; the difficulties and obstacles they had encountered in the mainland market; their strategies and methods in resolving these difficulties and obstacles; and their opinions about the possible role of the HKIP and the Hong Kong SAR government in promoting Hong Kong professional planning services in the mainland. 6. 7. (ii) (iii) (iv) 8. Twenty Hong Kong professional planners from eighteen organizations (one is a Shenzhen planning institute) were interviewed and the results of the survey are summarized as follows: Company Profile 9. The Hong Kong professional planners in private practice worked in two major categories of organizations: (I) professional planning firms which provided planning consultancy services as their core business; and (II) other companies which provided a whole range of business services such as architectural design, landscaping design, real estate consultancy, education and training, software development, etc. ii 10. Out of the seventeen Hong Kong organizations, eight of them can be classified as among the first category of companies. They were of different company sizes, ranging from several to about seventy staff members. Four companies had less than ten workers. The other three companies had less than thirty workers and only one company had about seventy. The other nine companies belonged to the second category. Three of them were operated by their proprietors who, apart from their planning qualifications, also possessed other professional credentials. 11. Hong Kong Planning Services in Mainland China 12. All the interviewees and their organizations had working experiences in the mainland. Out of the eight organizations in the first category, five of them were actively working and exploring the market opportunities in the mainland at the time of our interviews. They took various approaches in providing services in the mainland. These approaches included setting up their own branch companies/liaison offices in the mainland Chinese cities; developing joint venture/strategic alliances with the mainland firms; serving as sub-consultants; and, providing cross-boundary services from the Hong Kong headquarters by flying in and out of the mainland as and when necessary. There was a wide geographical distribution of the Hong Kong professional planning services within the mainland. Our interviews revealed that Hong Kong planners had provided services in more than 4 cities in northern China, more than 8 cities in southern China, more than 10 cities in eastern China and about 4 cities in western China. Overall, the coastal regions, such as the Pearl River Delta and the Yangtze River Delta Regions in particular, were more popular, while northern and western China were penetrated to a lesser extent. The mainland planning projects of the Hong Kong professional planners included: master planning strategy, planning studies (e.g. urban development policy analysis and regional development studies), concept planning, landscaping design, urban design, tourism planning, transport and infrastructure planning, traffic impact and environmental impact assessments, development project feasibility studies, project finance and property market analyses. Project durations were generally short, ranging from 1.5 months to 6 months. Physical planning was the key content of the planning jobs in the mainland. The deliverables were mostly physical plans, physical models, supplementary reports and powerpoint slides/animation. The clients of these mainland projects included: international organizations (such as the World Bank), local governments and departments, mainland planning & design institutes, mainland Chinese developers and Hong Kong developers. 13. 14. 15. 16. 17. iii 18. Local governments, departments and the mainland planning & design institutes were the clients most favoured by the Hong Kong planners. They were the key providers of planning work in the mainland and tended to default less in the payment of fees to the planning consultants, when compared with mainland property developers. Direct appointment, private negotiation, invitation and personal referral were some common ways whereby the Hong Kong planners gained mainland planning work. Some larger-scale planning firms also participated in open tendering for planning projects and competitions for planning awards, but their involvement tended to be selective due to cost reasons. Most interviewees revealed that the monetary returns of providing mainland planning services had generally been much lower than those in Hong Kong. They chose to participate in the mainland because local business opportunities had been contracting whereas the planning service market across the boundary had expanded rapidly in recent years. Nonetheless, all interviewees confirmed that their mainland planning projects tended to provide a high degree of job satisfaction because of their variety, creative opportunity, and good professional image. 19. 20. Market Strategy of Hong Kong Professional Planning Firms 21. Four Hong Kong planning firms established their branches in Shenzhen. There were different views regarding their future market strategy in the mainland: (a) Focus on planning projects in medium and small cities because the clients in many large Chinese cities such as Shanghai, Beijing and Guangzhou tended to favour well-known foreign consulting companies from Japan, USA and Canada Adopt the " Hong Kong Brandname; Shenzhen Production " kind of strategy with a view to combining the technical strengths of Hong Kong planning firms with low production costs in the mainland Position the company as "Architect-Planner" in order to enhance profit margins Set up offices in large Chinese cities such as Beijing, Shanghai and Shenzhen, where they can have easier access to market information and the network of clients Promote planning services to district-level governments and equivalent authorities because of their market potential in offering planning projects (b) (c) (d) (e) Difficulties and Obstacles 22. Hong Kong professional planners had difficulties in exporting their services to the mainland for a number of reasons at the individual, company and institutional levels respectively. iv 23. At the individual level, their professional strengths did not match perfectly with the general requirements of the mainland projects, which usually required physical (technical) planning skills. The strengths of the Hong Kong planners lied in conceptual planning, planning ideas, policy formulation and analysis. The professional training they had previously received focused on report writing skills and the application of social sciences, rather than on drawing techniques and the application of physical sciences. Furthermore, the lack of proficiency in Putonghua and Chinese report writing were also weaknesses. There were great differences in the planning systems of Hong Kong and the mainland. Hong Kong planners lacked sufficient knowledge about the relevant mainland planning regulations, jargon and technical terms, and local knowledge and connections. Many experienced planners in Hong Kong were not willing to work in the mainland and many could not adapt to its different working culture and styles. They also faced enormous difficulties in collecting the relevant planning data which was not easily made available in the mainland. At the company level, many Hong Kong planning firms were small in scale and they lacked the resources to develop their business networks in the mainland. They were also less competitive in pricing as they needed to charge higher professional fees than many mainland planning institutes in order to cover their operational costs. The Hong Kong planning firms often faced difficulties in getting appropriate staff to implement mainland projects for two key reasons. First, many Hong Kong planners, especially planning graduates, were unwilling to work in the mainland because their working experience in the mainland was not professionally recognized by the HKIP in qualification assessment. Second, it was difficult to employ local planners in the mainland as most of them were already engaged by the governmental departments and other local employers. The Hong Kong Special Administrative Region (HKSAR) government did not provide sufficient assistance and support for the Hong Kong planning firms to conduct their business in the mainland. The rules and regulations in establishing companies in the mainland were found ambiguous and cumbersome. Taxation and currency remittance issues, contract disputes with and default payments of the clients were other common operational difficulties faced by the Hong Kong planning firms in the mainland. At the institutional level, many interviewees pointed out that competition in the mainland planning market was intense as a result of the increase in the number of mainland planning institutes. These planning institutes had competitive advantages in terms of operational costs and business networks. Many of them were large in organizational scale and tended to dominate the market in many mainland Chinese cities. Some mainland governments and organizations tended to prefer foreign planning firms to Hong Kong planning firms because of their international brand names and reputations. It was suggested by an interviewee that some foreign governments had v 24. 25. 26. 27. 28. 29. offered substantial assistance and subsidies to their local planning firms in entering the growing mainland market. With such support, many well-known international planning firms have already entered into the mainland market, making it increasingly difficult for the Hong Kong planning firms. 30. The recent promulgation of Decree 116 by the China Ministry of Construction (MOC) created a major market entry barrier to the Hong Kong professional planners. According to Decree 116, external (including Hong Kong) planning firms were not allowed to directly participate in government planning projects unless they had formally set up branches in the mainland. To comply with the requirements of the Decree, most Hong Kong planning firms would have to expand their mainland companies substantially to no fewer than 20 employees at the minimum. The residence requirement for expatriate workers of the company in the mainland was also too long. Moreover, other clauses such as the certification of company business and the relevant procedures for application required further clarification. Suggestions to the HKIP and HKSAR Government 31. Almost all interviewees considered that the Hong Kong professional planners had to strengthen and upgrade their skills in order to better serve the mainland market. While they put forward a number of suggestions, they did not express a strong demand on the HKIPor the government to help their business expansion in the mainland. They suggested that the HKIP should: seek cooperation with other professions such as architects and surveyors in order to provide more comprehensive professional services for the mainland Chinese clients promote mutual recognition of professional planning qualifications in the mainland and Hong Kong promote Hong Kong's planning profession by organizing study tours and visits to the mainland, especially the developing regions enhance communication with the mainland professional planning institutes through regular meetings set up a "China Services Division" to be responsible for mainland China affairs set up a database of mainland planning information and add a "China Corner" in the Newsletters provide members with the contact details of potential clients (i.e. municipal governments and universities) in mainland China 32. vi accept an Urban Design programme as a professionally accredited programme offer training courses such as a Postgraduate Diploma in China Urban Planning to help Hong Kong planners enhance their knowledge of mainland practices assist graduates to seek employment in mainland China and recognize mainland working experience as relevant when considering application for professional membership 33. They suggested that the HKSAR government should: identify planning services as one of the "creative industries" and promote it to mainland China export professional services to mainland China by means of exhibitions, open forums, workshops and conferences and organize them through existing channels such as the Trade Development Council and the Representative Offices of the Government of HKSAR promote the benefits of CEPA to the planning profession assist in gathering information through the Representative Offices of the Government of HKSAR in mainland China assist Hong Kong planning firms in solving problems related to taxation, regulatory and currency remittance issues in mainland China Mainland Chinese Market Study and Survey 34. The Mainland Chinese Market Study and Survey aimed to: (i) analyze the competitive environment of the mainland planning market with particular emphasis on the nature of services and market expansion of the mainland planning & design institutes; and investigate the market demand of the mainland Chinese clients with special emphasis on their recognition and acceptance of the services provided by Hong Kong planning profession. (ii) Evolution of Mainland Chinese Planning System 35. Development of the urban planning system in mainland China can be divided into four stages: (i) The first stage (1950 – 1957) was the initial period in which its main planning concepts were borrowed from the Soviet Union. In line with vii the national strategy to pursue rapid industrialisation, urban planning was used as a tool to promote the development of industrial cities and to facilitate national economic development. (ii) At the second stage (1958 – 1965), the urban planning process was expedited and streamlined in order to support the national "Great Leap Forward" development policy. At the third stage (1966 – 1977), the development of urban planning in China was largely suspended as a result of the " Cultural Revolution". During this period, a large number of young people were sent to the remote rural areas. Urban planning was excluded from national socio-economic development plans. The fourth stage began in 1978 when the open door policy was adopted as the guiding principle for the development of the country. Urban planning was revived and adjusted to integrate social and economic considerations and to facilitate economic growth and urbanization. (iii) (iv) 36. Although urban planning in the mainland has had a history of more than 50 years, the planning services market did not emerge until the 1980s. Diversification of the investment sources in the economy, the emergence of an architectural design industry and the split of some mainland planning & design institutes from the government planning authorities all contributed towards the growth of such a market. Planning activities began to shift gradually from being entirely a government function to becoming a market service that satisfied the needs of not only the government but also the community. Regulatory Framework 37. A series of laws and regulations have been formulated since the 1990s to regularize the planning practice in China. Urban planning laws at the national level aimed at coordinating urban planning and national economic development through governing the functions and the authorities of the planning system. Under the guidance of these laws, administrative regulations were made to stipulate the roles, the obligations and the responsibilities of governments at all levels in the process of urban planning and management. Urban planning laws and regulations at the local level were made by the local governments concerned. They aimed at integrating local economic, social and political considerations with urban development and coordinating the relevant planning regulations in neighbouring administrative regions. Apart from urban planning laws and regulations, different related regulations associated with land management, environmental management, landscaping management and historic heritage protection also exerted great influence on planning practice in mainland China. In addition, technical standards and guidelines have been developed to regularize planning policy making at all levels. viii 38. Types of Plans 39. Based upon national legislation and its interpretations by the relevant planning authorities, plan making in the mainland was described as a process involving "two stages and five levels". "Two stages" included comprehensive planning (zongti guihua) and detailed planning (xiangxi guihua) while "five levels" referred to 'regional plan' (chengzhen tixi guihua), 'comprehensive urban plan' (chengshi zongti guihua), ' district plan ' (fenqu guihua), ' detailed control plan ' (kongzhixing xiangxi guihua) and ' detailed construction plan ' (xiujianxing xiangxi guihua). Compared with the western countries, the mainland planning system was more complex as it was closely linked with the political and administrative system. Furthermore, as a result of the recent changes brought about by the economic and social reforms, new types of planning projects such as urban design, strategic planning, spatial planning, tourism planning, specialist planning and planning studies were growing rapidly. 40. Professional Training and Registration 41. Professional training and education in urban planning practice has expanded substantially in the mainland. There were more than 100 tertiary educational institutions and universities providing planning related programmes, generating more than 800 planning graduates annually to serve the planning services sector in the mainland. The Ministry of Construction commenced the registration of the Professional Planners in mainland China in 2000. According to its statistics, there are about 9,100 mainland Registered Professional Planners at the moment. The mainland planning industry comprises about 40,000 workers. 42. Mainland Urban Planning & Design Institutes 43. Mainland urban planning & design institutes mostly emerged in the mid-1980s and expanded rapidly thereafter. They were categorized into five levels: (a) planning organizations at the national level which were subordinate to the Ministry of Construction; (b) planning organizations developed by architecture and planning related faculties of the mainland universities; (c) planning organizations set up by provincial governments; (d) planning organizations set up by municipal governments; and, (e) planning services consultancy firms. Mainland urban planning & design institutes were classified into three grades (i.e. Grades A, B and C) in accordance with their staff qualifications, working experience and resources. Grade A organizations were allowed to undertake all types of planning projects throughout the country. Grade B organizations were only allowed to undertake planning projects in cities with a population of less than 200,000 people. Grade C organizations were subject to more restrictions and were only allowed to undertake certain planning projects within their own provinces or cities. ix 44. 45. According to the 2002 statistics, there were 888 mainland urban planning & design institutes. 11% were Grade A, 24% Grade B and the rest Grade C organizations. Grade A institutes were more evenly distributed across the various provinces whist Grade B and C institutes tended to concentrate in some regions and cities. In 2003, the number of institutes increased to 899 and the overall grade distribution remained largely similar. Their planning projects were divided into three major categories: (a) all sorts of spatial land use planning work such as comprehensive urban planning, detailed planning, regional planning, urban design, municipal services planning, transport planning, heritage and conservation planning, etc.; (b) urban planning and development studies and research on topics such as population mobility, "urban villages" reform, technical planning standards and guidelines, etc.; and, (c) other businesses such as architectural and construction design, land surveying, geological survey, development of applied technology, etc. The grade classification, background, location, expertise, staff resources and organizational structure of the institutes were some key factors influencing the specialism and geographical coverage of their planning work. Many of them were still quasi-governmental bodies funded (partially or wholly), supervised and administrated by the relevant governmental departments. Thus, they were not private organizations as in a market economy. In view of China's entry into the WTO, many mainland planning & design institutes were currently undergoing various forms of organizational restructuring and reforms in order to enhance comp |
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