Getting PPP Right: Using West Kowloon Cultural by Civic Exchange

Getting PPP Right: Using West Kowloon Cultural District as a Case Study

October 2005

Contents A.

Introduction............................................................................................................................... 3

Case Studies from Australia.................................................................................................... 4

Q&A Session............................................................................................................................. 6

Group Discussion: The WKCD as a Case Study.................................................................... 7 PART I:

What Factors Contributed to the Current WKCD Situation? .......................................... 7

PART II: Scenario I: Scenario II: Scenario III:

“What If” Scenarios........................................................................................................ 9 “Start All Over Again” – Restarting the Planning Process for WKCD .................... 9 “Maintaining the Status Quo” – Project Proceeds in its Current Form................. 10 Ordinary Citizens’ “Wish List” for the WKCD....................................................... 12

Participant Feedback.............................................................................................................. 14

Appendix ................................................................................................................................. 15

For further enquiries, please contact: YIP Yan-yan Researcher & Project Manager Civic Exchange Room 701, Hoseinee House 69 Wyndham Street Central, Hong Kong Tel: (852) 2893-0213 Fax: (852) 3105-9713 Email: yyip@civic-exchange.org

Vincent WONG Associate Director APCO Asia Limited 9/F, Cambridge House Taikoo Place, 979 King’s Road Hong Kong Tel: (852) 2866-2313 Fax: (852) 2866-1917 Email: vwong@apcoasia.com

Introduction

Public-private partnership (PPP) is an arrangement between public and private sector actors to develop and maintain public services, facilities and/or infrastructure. Through collaboration, parties leverage a wealth of pooled resources, including capital, expertise and capacity, to achieve a more successful outcome that benefits government, business and society. Early forms of PPP were more traditional contracting agreements in which the private sector and civil society were engaged to accomplish specific, tangible outcomes and paid for achieving these; e.g., road or building construction, social services etc. Ideally, and typically, the public benefited from, faster, better and more cost effective infrastructure and services. Today, governments are entrusting the private sector to manage integrated services as well as their related infrastructure. Recent PPP models involve more complex financing structure, often involve government equity, with private sector partner generating revenue directly from public users of the services. Rather than a prescriptive approach based on quantitative and qualitative measures, broad outcomes are targeted and the private sector assumes responsibility for what had previously been the governmentâ&#x20AC;&#x2122;s domain, such as housing, education and healthcare. To examine this trend and its implications, Civic Exchange, APCO Asia Limited and Hawker Britton coorganised a workshop on PPP on Saturday, 10 September 2005. Workshop organisers used the West Kowloon Cultural District (WKCD) development initiative as a case study. The workshop included a review of PPP case studies in other countries, analysis of media coverage of the WKCD in Hong Kong, and discussion about how the Government could better manage and leverage PPP. The following report provides an overview of the workshop, including research findings, perspectives and recommendations offered by participants.

Case Studies from Australia

Bruce Hawker, managing director of Australia-based Hawker Britton and former chief of staff to Bob Carr, former Premier of New South Wales, was invited to share his experience in advising government on public-private partnership (PPP) in Australia. Mr. Hawker addressed the benefits of using PPP in development projects, and highlighted the key factors necessary to execute these projects successfully. He began by addressing reasons why government would like to involve private sector partners in selected infrastructure projects. Although the benefits are not always clear, he noted that PPP, when properly managed, can benefit all stakeholders. For the public sector, PPP enables projects to be completed in a shorter period of time, limiting government’s risk and debt exposure, and enabling newer infrastructure, often at a higher quality, to be constructed. For the private sector, PPP is a business investment opportunity with potential for long-term profitability. Together, they enable the general public to benefit form higher quality facilities. Despite these benefits, PPP is not the most popular model for all development projects. Citing research conducted in Australia, Mr. Hawker noted that support for PPP is strongest when they are used on social or cultural projects, such as community or athletic facilities. Support decreases, however, when PPP is used for public services, such as hospitals, schools or correctional facilities, where the private sector is not always seen as an Darwin Waterfront and Convention Centre appropriate partner. Mr. Hawker identified the following critical factors for successful PPP: ¾ ¾ ¾ ¾

Mutual trust; Openness and accountability; Sufficient public consultation; and Clearly defined policy objectives.

He also noted that projects initially should be opened to multiple contractors so as to maintain a credible and balanced bidding process. Public consultation, Mr. Hawker went on to explain, is an essential factor in the process. By using discussion opportunities (such as reference groups, public consultations, community gatherings, etc.) and communication materials (such as newsletters and community surveys) government can ensure that all channels are leveraged for information exchange and feedback. Ongoing consultation also establishes clear targets, goals and milestones, and provides for a system for building buy-in and ensuring checks and balances during implementation.

The Issue In 2002, Australia’s Northern Territory government aimed to redevelop the Darwin Waterfront, developing new commercial and convention facilities in an area formerly zoned for industrial use. The Approach The project called for development of residential and commercial areas, public space and world-class convention facilities. Recognising the valuable contribution that a private sector partner could bring to the project, the government pursued a PPP model to achieve its objectives. The public consultation period lasted for about three years when the project was approved in May 2005. The Result Although the project is currently under development, initial feedback from key stakeholders has been largely positive since project approval. The development goals are being supported by the community, and the process is being managed in an open and transparent manner. Project managers continue to hold public consultation forums and information sessions, convene stakeholder briefings, assemble public models, and facilitate stakeholder workshops. These measures are helping to build public trust and keep the Waterfront Masterplan on schedule for completion.

The Australian and United Kingdom Experience Bonnyrigg The Issue Bonnyrigg was an 80-hectare estate in Western Sydney containing 974 mix dwellings, mostly social housing projects. Recognising the need to upgrade facilities, local housing department announced an AU$500 million renewal plan in partnership with the private sector. In late 2004, a corporate partner was introduced to finance, plan, construct, refurbish, and maintain residential units, as well as infrastructure, parkland and community facilities, through a five to ten-year period. The partner received tenancy and management rights for 30 years. The Approach To encourage participation and feedback, the department held more than 40 public sessions. Members from the local community were also invited to participate on a Bonnyrigg Community Reference Group and Bonnyrigg Residents Group to advise on the development of the renewal plan and its implementation. The Result As a result of these efforts, local residents will have an ongoing important say in the development of their community. The project is yet to be finalised but will be evaluated according to benchmarks and standards defined at the start, thus ensuring that all expectations were met.

Australia’s experience in managing PPP serves as an important model worldwide. Citing successful cases, such as the Darwin Waterfront and Convention Centre and the Bonnyrigg housing project, as well as controversial ones, including the Sydney Air Rail Link and the Spencer Street Station in Melbourne, highlighted a number of approaches to PPP. These experiences have enabled Australian government to improve its partnerships and establish a policy framework for PPP. “Working with Government,” developed in 2001 by the New South Wales Government, outlines clear lines of authority, processes and methodology for executing and evaluating PPP in New South Wales. This has allowed government to manage risk more effectively. The side-boxes entitled “Darwin Waterfront and Convention Centre” and “Bonnyrigg” are examples of successful PPP in Australia, based on “Working with Government”.

Although not in Australia, Mr. Hawker shared one additional case study with the group, illustrating the Dudley Grid for Learning in the United Kingdom. These case studies illustrate the importance of connecting with stakeholders. In understanding the concerns of all related groups, most notably the general public, government can build support and enable objectives to be defined, supported and achieved. Dudley Grid for Learning The Issue In January 1999, the Dudley Metropolitan Borough Council aimed to improve the quality of education through the use of information and communication technology (ICT). To achieve this goal, the Council signed a groundbreaking ten-year Private Finance Initiative contract with a private partner, Research Machines (RM). The Approach According to the scheme, the contractor would provide and maintain ICT systems, facilities and support for administrators and faculty. Further, remuneration for these services would be based on specific measurement criteria, including: • Availability – quality and frequency of support services and maintenance provided by the partner; • Usage – volume of usage by students and faculty; and • Educational impact – progress benchmarked by a third party to measure quantifiable results. The Result The private partner had specific incentives to support the community to achieve its development goals. Compensation was therefore based on qualitative input, and not on monetary investment. Measurement of RM’s services revealed that students and teachers had improved their competency in ICT. Today, Dudley Challenges, a learning model designed to stimulate thinking about ICT, has become an internationally acclaimed resource used in 28 countries. 5 Getting PPP Right: Using West Kowloon Cultural District as a Case Study Prepared by Civic Exchange, APCO Asia Limited and Hawker Britton All rights reserved.

Q&A Session

What are some of the challenges of PPP?

Mr. Hawker: Often, stakeholders are not comfortable with the fact that the private sector may stand to profit substantially from a PPP. Moreover, PPP is not applicable to all projects, and government should not seek private sector engagement where corporate involvement may be inappropriate. Notably, this includes social services, like education, healthcare, etc. Although these can also be successful as PPPs, they require a more sophisticated response from government â&#x20AC;&#x201C; particularly when it comes to community engagement. How can government build trust in PPP?

Mr. Hawker: Trust must be built at the grassroots level. By engaging with all stakeholders, notably the general public, a foundation of trust and support can be built. How are the benefits of PPP measured?

Mr. Hawker: To assess the benefits of a project, specific metrics and benchmarks must be established through which progress and output can be evaluated on an ongoing basis. What institutional changes would normally occur as a result of PPP, specifically for government?

Mr. Hawker: Government must learn from its mistakes and take necessary measures to correct its course and improve future approaches. This is illustrated in the case of the Sydney Air Rail Link and the Spencer Street Station in Melbourne, after which the Australian government established their policy plans for PPP. Government must also assess whether or not private sector involvement is welcomed or appropriate. What collateral should be developed?

Mr. Hawker: Communication channels are an important and necessary factor in establishing working channels and processes. It is important to share information and receive solicited and unsolicited feedback on PPP ideas, and share this information with all related stakeholders. Some collateral developed in Australia includes newsletters and surveys, which can be distributed at community forums and discussion sessions. How can the risk of negative media coverage be mitigated?

Mr. Hawker: To limit negative media attention, Australiaâ&#x20AC;&#x2122;s approach has been first to secure grassroots support. Once the local community and general public support a project, it is significantly easier to gain media support and buy-in.

Group Discussion: The WKCD as a Case Study

PART I:

What Factors Contributed to the Current WKCD Situation?

In considering the WKCD project as a case study, participants reflected on key issues leading to the project’s current situation and suggested a wide range of factors critical to managing a successful PPP. Issues fall into three broad categories: policy and strategy, process and implementation, and social considerations. The following is a summary of the issues. 1.

Policy and Strategy

Ambiguous Policy Objectives Without a clear government position on arts development, the objectives behind the WKCD were not widely understood or sufficiently persuasive to gain broad support. The project appears to exist within a “policy vacuum”. Controversial Project Elements The Government’s formation of the project, notably the “single-developer” approach and canopy design, has been controversial. The Invitation for Proposal specifications suggested that the Government had preconceived ideas about selected but significant aspects of the project, leaving little room for alternative options to be considered.

“The experience of Cyberport has left the public unwilling to trust a private developer to design and manage public facilities.”

Flawed Business Model Despite WKCD being Hong Kong’s largest PPP, the Government did not follow its own procedures for assessing such projects. The Government was also criticised for being too developmentoriented and facility-driven, with inadequate consideration of arts development and sustainability.

Process and Implementation

Limited Public Consultation The planning process lacked broad public consultation. While the timeline for consultation had been extended during the consultation-cum-exhibition stage, only limited discussion occurred with the general public following official announcement of the project. Moreover, the consultation process did not allow for an in-depth discussion and favoured the developers by letting them answer the questions they chose. The voting process was unstructured and allowed for tampering, making it ineffectual. The Government failed to seize numerous opportunities to facilitate discussion and address public concern. Inadequate Involvement of Key Stakeholders The selection criteria listed in the Concept Plan Competition and Invitation for Proposals were developed without adequate consultation with various key stakeholders, in particular professional bodies, the Legislative Council (LegCo) and the Executive Council (ExCo).

Social considerations â&#x20AC;&#x153;The Government promoted only a

single view and tried to persuade Misinterpretation of Public Sentiment the public to accept it. Hong Kong Given limited public consultation, the Government mistakenly took people do not like to have ideas media reports to represent the public voice. Although media imposed on them.â&#x20AC;? opinion provided important feedback, it is not an accurate gauge of public response. Given the size and scope of the WKCD project, stakeholder mapping and engagement should have been a priority. The Government failed to identify key stakeholders, resulting in mistrust and misperception at later stages.

Lack of Transparency and Accountability The public believed property developers were overly influential in defining the project scope. This led to a breakdown of trust in the Government and criticism of the project.

PART II:

“What If” Scenarios

Participants were asked to work in groups to develop recommendations to the Government under three scenarios, as follows. Scenario I:

“Start All Over Again” – Restarting the Planning Process for WKCD

Revisit Project Objectives The Government should define its objectives and long-term goals before developing the entire West Kowloon area. This way, the Government could identify tasks, set milestones and formulate a roll-out plan. The Government also needs to be flexible in mitigating changing project needs, and should consider alternatives to developing the entire project at one stage. Separate Land Development from Cultural Development The Government should separate land development from cultural development goals, as the two do not need to be intertwined. Explore Whether the Cultural District Should Be in West Kowloon The Government should not limit its options to West Kowloon, or try to pre-determine the types of art facilities that should be developed. Given the potential for renovating other areas for arts facilities, the West Kowloon land could be used for alternative development purposes, such as, commercial complexes or public parkland as was the initial intent when reclamation was approved. Some participants highlighted the Swire proposal, which took into consideration development of other areas in addition to West Kowloon.

“Timing of the consultation counts. Back when the project first came to light, the Government needed money to fill its fiscal gap while a pervasive bad feeling brewed among the public toward the Government. The situation may be very different now that the society is on a positive incline.”

Involve Community at All Stages to Build Trust, Raise Aspiration and Ensure Buy-in The Government should nurture an open and extensive consultation process to gauge support for the WKCD that is at the same time properly focused and structured. The process needs to include key stakeholders such as the public sector (e.g. LegCo and ExCo), urban planners, constituents, arts groups, as well as the general public. Public buy-in would minimise some resistance and suggest ways the community could monitor and be involved in the project. “When it comes to development, revenue plays a key role. Culture and other supplements would follow once revenue streams in. Consider SoHo in Central as an example.”

Reconsider Financing Models The Government should reconsider the original PPP model (i.e. to use property developers as the sole funding source for arts facilities and programmes). Real estate developers should not be expected to engage in cultural development, and the Government should not “sub-contract” arts programmes to developers.

Consider What is Most Appropriate for Hong Kong The Government can study examples from other cities that have developed similar facilities, particularly in using a PPP model. These might serve as models for identifying a cultural development scheme appropriate for Hong Kong. Getting PPP Right: Using West Kowloon Cultural District as a Case Study Prepared by Civic Exchange, APCO Asia Limited and Hawker Britton All rights reserved.

Scenario II:

“Maintaining the Status Quo” – Project Proceeds in its Current Form

Focus on Process by Enhancing Transparency The Government should improve the consultation process by enhancing transparency. Information provided at exhibitions and public forums must be clear and all stakeholders should be able to access details, such as developers’ financial plans, collaborative arrangement with other institutions, etc. Engage Stakeholders to Ensure Maximum Usage Some participants expressed concern that WKCD facilities would not be used by the local arts community because the proposed venues may not serve their needs or public interests. Consultation with the arts community to assess their needs and expectations could enable future WKCD facilities to meet their plans. This process would further help to ensure support and buy-in for the project. Retrofit Cultural Policy The Government’s objectives for arts and culture are unclear and no apparent links could be identified as to how the WKCD project would contribute to long-term development. First, the Government should adopt a more elaborated vision for the arts in Hong Kong before proceeding to prescribe facilities.

“The previous artificial engagement of the arts community is more like a damage control and tokenism rather than well-planned consultation.”

“Models, such as the Sydney Harbour Committee, should be referenced to identify appropriate people for involvement and their responsibilities.”

Establish an Independent Agency to Liaison with Stakeholders Roughly 15 government departments were involved in the WKCD project, causing conflicting leadership and some inter-agency coordination challenges. Establishing an inter-agency body to liaise with all stakeholders, including government departments, the arts community, property developers, professionals and advocacy groups, would enable one organisation to be accountable and responsible for all areas, including management and planning, implementation and long-term operation. Ideally this would be an independent body that could realise holistic harbour planning vision. (Participants were unable to identify an ideal body to play this role, however. Some suggested the Chief Secretary or another government official. Others opted for a non-governmental official. Some suggested the Sydney Harbour Committee model). Assess Case Studies from Various Stakeholders’ Perspectives Other cities’ case studies should be considered and evaluated from the perspective of all stakeholders. LegCo’s visit to Bilbao, Spain did not adequately represent all stakeholders’ interests, and insufficiently evaluated other museums and cultural facilities worldwide. “However, splitting up the contract without specifying in advance what is to be built may lead to uncoordinated development with a ‘mish-mash’ of architecture.”

Overcome Suspicion of Collusion The public remains suspicious of collusion between the Government and property developers, since the development model would benefit only one developer. Adopting a multi-developer approach and dividing development projects into smaller “parcels” might lift some of the suspicion.

The multi-developer approach might also facilitate staged development of the WKCD project, enabling the Government to perfect the project over time and in step with long-term goals. This approach might also mitigate risks related to entrusting a single developer with all areas of work, namely, the private sector incorrectly assessing public needs. Some participants recommended greater transparency in project planning and management to address concerns about collusion. Moreover, dividing the project into â&#x20AC;&#x153;parcelsâ&#x20AC;? and not assigning preconceived design specifications would facilitate better development.

Scenario III:

Ordinary Citizens’ “Wish List” for the WKCD

The Government should enable all stakeholder groups to take part in the planning and consultation processes. In particular, trust and buy-in from the general public could be achieved through a focus on “clarity” of goals and purposes; giving the public a sense of “comfort” and “trust” that all aspects of the project have been thoroughly considered; and that the project can create community “excitement”. 1.

Clarity

“The Government should not take my support for granted. It needs to tell me what is going on with WKCD.”

The Government should provide essential information in a manner that enables the general public to understand the project’s goals and communicate their priorities. Clarity can come from --Establishing a Well-defined Purpose, Clear Direction and Strong Leadership “The Government should go back to the planning stage and use the traditional town planning process for developing the WKCD.”

The Government has to communicate the benefits of the project as they pertain to the general public. It needs to set the scene by defining the purpose of the project, presenting the direction to achieve these goals, and demonstrating its capabilities by providing essential information. In short, the Government should lead and assist – though not manipulate – stakeholders to reach a consensus.

Revisiting Model to Justify Project Concept and Details

The Government should reconsider the existing WKCD model and explain to the general public its plans. This includes identifying the motives behind selecting West Kowloon as the location and the specific cultural facilities necessary. 2.

Trust

Citizens need to feel comfortable with the Government’s plans and provisions for the WKCD project, including the overall development process, its costs and benefits, and the way it is managed. Holistic Harbour Plan

Considering the WKCD’s harbour front location, its development does not only impact the immediate neighbourhood but also the entire Victoria Harbour waterfront. In addition to planning for the immediate WKCD community, the Government should factor in the project as part of its overall Harbour development. This would maximise the function and appearance of waterfront facilities. Explain Costs and Identify Benefits

Financial arrangements and potential gains were amongst the most significant concerns of the general public. Naturally, the public wants to see tax dollars well invested. The Government should also be prepared to justify the costs and benefits to the Hong Kong public. 3.

Excitement

The Government will require sustained public support for the WKCD project in order to make it a successful PPP. Public engagement will foster a sense of ownership over the project Getting PPP Right: Using West Kowloon Cultural District as a Case Study Prepared by Civic Exchange, APCO Asia Limited and Hawker Britton All rights reserved.

“The Hong Kong Government has an international showcase syndrome.”

and enhance their sustained support. Generating excitement would help nurture demand for cultural facilities and increase incentives to private organisations to participate in the development process. Communicate Better

Apart from providing accurate and up-to-date information, the Government needs to build rapport with the general public and sustain their interest, which requires communication that is focused and delivered in a meaningful manner. The Government could engage the general public through dialogue and request feedback on arts and cultural development. Implement Phased Development Allowing Organic Growth

A phased development approach would provide for better use of available resources. This could further enable some areas of the WKCD project to be open to the community sooner and avoid delay by waiting for the full-scale project to be launched. Set up a Cultural â&#x20AC;&#x153;Think Tankâ&#x20AC;? as an Accountable Entity

In order to improve town planning, the Government should establish a think tank to facilitate comprehensive development of the WKCD and provide research guidelines and proposals. The think tank would incorporate participation from individuals representing diverse perspectives and interests.

Participant Feedback

Participants unanimously cited the workshop as an important means for considering next steps and potential scenarios in the WKCD project. Participants were able to discuss key issues with various stakeholder groups, including government, the arts community, property developers, businesses, academics, NGOs, and think tanks. The information sharing and discussion process provided deeper insights into PPP and the WKCD, as well as the challenges that lie before the Government in resolving the WKCD controversy. As an exploratory exercise, the group also considered how the Government could better communicate its WKCD plans and better engage with stakeholders. The event was designed to promote dialogue and encourage contributions of a diverse range of ideas; no one specific view or recommendation was to be endorsed. Despite differing positions on some key issues, including the establishment of a statutory body for arts development and WKCD management, participants were thoroughly engaged in the discussion process.

Appendix

The following report appendices include a copy of the presentation delivered by Bruce Hawker, and WKCD media analysis conducted by APCO Asia.

Public Private Partnerships The Way Forward Bruce Hawker Managing Director Hawker Britton

PPPs – The Way Forward Agenda

A new type of PPP The Darwin Waterfront and Convention Centre Project The importance of trust Public consultation – The Bonnyrigg example Aligning public and private interest – The Dudley Grid example

Darwin Waterfront and Convention Centre

www.waterfront.nt.gov.au

Darwin Waterfront â&#x20AC;&#x201C; Innovation and Consultation

Private partner innovation

Public Consultation

The broad range of experience and skills of the Darwin Cove Consortium partners provides innovative solutions for the development.

The public consultations process ensures community support and guarantees that the benefits of the project match the communityâ&#x20AC;&#x2122;s needs.

Sydney Airport Rail Link

Working with government Working with Government Guidelines for Privately Financed Projects November 2001

Available from

www.treasury.nsw.gov.au/wwg

Bonnyrigg Public Housing Estate Regeneration working in partnership to create sustainable communities

Publicly accessible consultation Ongoing community participation

www.housing.nsw.gov.au/redevelopments/bonnyrigg_index.htm

Public Consultation - Bonnyrigg High profile and accessible public consultation events Regular updates through newsletters and fact sheets A well distributed household survey Ongoing participation through community groups Well established benchmarks

Trust

Community ownership

Meets public needs

Dudley Grid for Learning Scheme Availability Usage Educational Impact

www.rm.com/BSF/Generic.asp?cref=GP346336

Profits Tied to Outcomes – Dudley Grid Availability – encourages regular maintenance Usage – provides an incentive for services to be useful for students Educational impact – encourages innovation in educational programs Ensures socially beneficial outcomes because: Education is at the centre of the project’s goal The objectives of parents & teachers align with those of the contractor

The Making of a Good Second Phase PPP Clear social objectives

Transparency & Accountability

Public Consultation

Trust Private sector involvement Innovation Private Profit

Less Govt Debt

Social Benefit

AusCID polling: Appropriate projects for PPPs 80% 70% 60% 50% 40% 30% 20%

Suitable Unsuitable

10% 0%

Stadiums

Bus services

Airports

Light rail or trams

Motorways

Public schools Prisons Emergency Hospitals Services

The West Kowloon Cultural District Project

West Kowloon Cultural District Project Media Analysis 10 September 2005

Research Methodology

To investigate media trends and monitor the project development of WKCD

From 20 November 2004 to 7 July 2005 (covering government consultation period)

Total news examined: 1,588 articles (15 HK newspapers)

News classified into 23 issues

al co ns u lt ati on p

Go ve rn me n t-

roc Go ess ve r Pu nan c bli co e bu s in pin io De ess co n Si ve ll ng l le - ope usio rs' n de ve s lo p trat eg er y ap pr o Ar ts ach ed uc Ch a ti on ief Ex C an Mu Ad ecu o se tiv mi e e py um nis le tr a ma t io c t i o Su n ag n no sta em fW ina e ble KC nt ph D ar ilo ts s an o dc La ph y ult nd u Po us liti r al d ag ciz ev e ati e l op Pu on m rsu C o it o o m f the e nt po fp n e de b ro nts at f it vs of e .p urs WK CD Cu uit o f ltu ral cu lt hu u re bl oc Pu a ti bli o c-p Du n riv ty a te p a visit rtn er sh Ex E ip m h ib p l itio oy m ni mp ent re ss Ha ions Pr eex rbo u hib rf itio ro nt np o ll in g

Fo rm

Number of Articles per Issue

250

225

200

175

150

125

100

Number of Articles per Stakeholder 1200

1000

800

600

400

200

s ty rs ils tor ia ies es nt) nity e e i c ent Partie t c i i e u n p m t d c e m e n u o o m m S lo n l il S ern cad ict Co ivate ts E D eve l C om DB ve r ica v r t v i o A i C l o A C G a (G Po istr nd Pr WK ign erty ultur a D e ong l and p n r i o K C sa Fo i Ch Pr s d c ng n e n o a n u H usi Co r ts B A e v ti sla i g Le

dia iary Me Judic

Ko ng

Ch ina

Si ng

Ku ng

W en

M ing

M or nin g

Ta o

Pa o

Po st

W Ec ei on Po om ic Jo ur na l Th e St an da rd Ap ple Da ily Si ng Or Ho ien Pa ng ta o l Ko Da ng ily Ne Ec ws on om Ho ic ng Ti m Ko es ng Da ily Ne Ho ws ng Ko ng Th Co e Su m m n er cia lD ai M ly et ro po lis Da ily

Ho ng

So ut h

Number of Articles per Newspaper

200

180

160

140

120

100