Taking the 13 years pure artificial forest Phoebe chekiangensis and heterogeneous mixed forests in Tiantong mountain, Zhejiang Province as the research object, the characteristics of stand development, tree competition differentiation, tree height/breast diameter ratio and dominant wood growth were compared and analyzed from the perspective of ecology. The results show that compared with pure forests, the growth advantages of heterogeneous mixed-age forests were significant. Average breast diameter growth of stand increased 1.8%; the growth of single plant wood accumulation increased 7.4%. The relationship between tree height and diameter showed that the high growth of Phoebe chekiangensis individuals in the heterogeneous mixed forest was significantly promoted, and the high growth of the tree was 8.4% higher than that of pure forest. 1–5 grade wood scale sizes Phoebe chekiangensis in heterogeneous mixed forests and pure forests are ranked grade 3 (43.7%) > grade 2 (26.5%) > grade 4 (15.7%) > grade 1 (12.9%) > grade 5 (1.2%); grade 3 (34.7%) > level 2 (25.6%) > level 4 (20.0%) > level 1 (18.2%) > level 5 (1.2%); the straight-diameter structure shows a normal distribution, and the degree of differentiation of pure forests is greater than that of heterogeneous forests. The dominant trees of Phoebe chekiangensis pure forest and heterogeneous forest accounted for 18.2% and 12.9% of the total number of plants respectively, providing a reserve of 51.1% and 35.4% respectively, reflecting the contribution of dominant trees caused by the self-thinning effect.

Using the rank scale rule, taking 47 major port cities in China from 2001 to 2015 as research samples, this paper discusses the rank scale characteristics and hierarchical structure of coastal port city system from a multi-functional perspective, and divides the coupling type of multi-functional development based on shipping logistics. The research shows that: 1) from 2001 to 2015, the scale-free area of manufacturing function order scale distribution in the coastal port city system appeared bifractal structure, the hierarchical segmentation characteristics appeared, and the other functions were single fractal; From the perspective of long-term evolution, only the order and scale distribution of shipping logistics function has developed from centralization to equilibrium, while the business function, manufacturing function (scale-free region I), modern service function and population distribution function are in a centralized situation. 2) The hierarchical structure of coastal port city system has gradually changed from pyramid structure to spindle structure, and generally formed five levels: national hub, regional hub, regional sub center, regional node and local node. 3) From the perspective of multi-functional coupling types, the traditional functions of port cities are generally ahead, while the high-end service functions lag behind, and the improvement speed of urban functions is slow and tends to be flat, indicating that the multi-functional development of China’s coastal port cities is still at a low level, and the industrial system structure needs to be further optimized. 4) From the perspective of port cities at different levels, the functions of regional hub cities and regional sub central cities are in the stage of rapid growth; regional and local node cities are still in the growth stage of traditional functions such as industry and commerce.

Our intention in assembling this special issue of the Journal of Infrastructure, Policy and Development is to offer a state-of-the-art tour through the political economy issues associated with the provision of public infrastructure, and with the use of Public-Private Partnerships (PPPs) in particular. Anyone who is familiar with PPPs cannot fail to be impressed by the diversity of positions and claims regarding their properties. Some scholars maintain that PPPs are an efficient tool to enhance productivity due to their ability to manage demand-side risk. In contrast, other scholars see in PPPs a scheme whereby the public assumes the risk while the private partner takes the profit.

Public-Private Partnerships (PPPs) can be an effective way of delivering infrastructure. However, achieving value for money can be difficult if government agencies are not equipped to manage them effectively. Experience from OECD countries shows that the availability of finance is not the main obstacle in delivering infrastructure. Governance—effective decision-making—is the most influential aspect on the quality of an investment, including PPP investments. In 2012, the OECD together with its member countries developed principles to ensure that PPPs deliver value for money transparently and prudently, supported by the right institutional capacities and processes to harness the upside of PPPs without jeopardizing fiscal sustainability. Survey results from OECD countries show that some dimensions of the recommended practices are well applied and past and ongoing reforms show progress. However, other principles have not been well implemented, reflecting the continuing need for improving public governance of PPPs across countries.

The provision of infrastructure and related services in developing Asia via public–private partnership (PPP) increased rapidly during the late 1990s. Theoretical arguments support the potential economic benefits of PPPs, but empirical evidence is thin. This paper develops a framework identifying channels through which economic gains can be derived from PPP arrangement. The framework helps derive an empirically tractable specification that examines how PPPs affect the aggregate economy. Empirical results suggest that increasing the ratio of PPP investment to GDP improves access to and quality of infrastructure services, and economic growth will potentially be higher. But this optimism is conditional, especially on the region’s efforts to further upgrade its technical and institutional capacity to handle complex PPP contracts.

Asian Infrastructure Investment Bank’s president Mr. Jin Liqun shares with JIPD Editor-in-Chief, Dr. Gu Qingyang, his passion for infrastructure finance, as he reflects upon his goal of steering an environmentally friend and corruption-free AIIB toward building social-impacting infrastructure across Asia.
From governmental departments to international financial institutes, Mr. Jin Liqun has undertaken almost every essential role in finance. With his vast experience across the private and public sectors, particularly in multilateral development banks, Mr. Jin Liqun currently serves as Asian Infrastructure Investment Bank (AIIB)’s first President since its founding in 2016, following a stint as Secretary-General of the Multilateral Interim Secretariat created to establish the bank. Beginning from his two decades of governmental experience at the Chinese Ministry of Finance, rising from the rank of Deputy Director General to Vice Minister, Mr. Jin was then called to serve as Vice President, and then Ranking Vice President, of the Asian Development Bank, and later as Alternate Executive Director for China at the World Bank and at the Global Environment Facility. Mr. Jin had also served as Chairman of China International Capital Corporation Ltd., China’s first joint-venture investment bank, in addition to serving as Chairman of the Supervisory Board of the sovereign wealth fund China Investment Corporation and as Chairman of the International Forum of Sovereign Wealth Funds.