Editor’s note: Gong Ke is the chair of the Special Task Force for Engineering Capacity Building for Africa Program (ECBAP), World Federation of Engineering Organizations (WFEO). The article reflects the author’s opinions and not necessarily the views of CGTN.

A view of the Pinglu Canal under construction, Qinzhou, south China’s Guangxi Zhuang Autonomous Region, August 7, 2025. /VCG
At a high level dialogue marking the fifth anniversary of the Global Development Initiative (GDI), Chinese Vice President Han Zheng announced China’s new engineering capacity building program. Over the next five years, China will train 10,000 engineers from developing countries across transport infrastructure and information and communications technology (ICT).

An aerial view of the Huajiang Grand Canyon Bridge, southwest China’s Guizhou Province, May 4, 2026. /VCG
Why engineering capacity matters for sustainable development
With fewer than five years left to fulfill the 2030 Agenda for Sustainable Development, the world faces severe hurdles: mounting climate pressures, widening development gaps, persistent cycles of poverty, inadequate infrastructure and limited development capacity across the Global South. At the root of these difficulties lies a major shortfall in engineering capacity.
Engineering applies scientific knowledge and technical methods to solve real development problems in local economical, societal and environmental context. More than mere technical specialists, engineers are architects of sustainable development. They translate scientific and technological innovation into tangible goods, services and infrastructure – roads, bridges, energy systems, water pipelines and digital networks – which underpin economic growth, social inclusion and environmental protection.
Sustainable Development Goals (SDGs), ranging from clean water and sanitation to affordable clean energy, resilient infrastructure and sustainable cities, cannot be realized without sufficient skilled engineering talent. Engineers drive renewable‑energy transitions, advance urban planning, mitigate waste and pollution, and build low‑carbon, climate‑proof infrastructure. Engineering capacity therefore represents a fundamental enabler of green, inclusive, sustainable growth, rather than purely technical know-how.
Closing engineering capacity gaps is critical to bridging overall development divides. Many Global South nations lack institutional and human resources to plan, execute and maintain complex infrastructure. They also struggle to harness digital and AI tools for digital‑green transitions in safe, equitable and ethical ways. While artificial intelligence empowers engineers to forecast energy demand, boost agricultural yields and spot infrastructure risks early, it also poses risks such as unreliable outputs and heavy resource consumption. Maximizing these technologies depends on guiding them toward collective global benefit.

A train on the Chinese-built railway that connects the Lao capital to the Chinese city of Kunming, Vientiane, Laos, December 3, 2021. /VCG
A timely and much‑needed undertaking
China’s engineering capacity building program offers a practical response. Building on precedents including the African Engineering Capacity-Building Initiative and China-Africa talent training schemes, it directly addresses local skill shortages constraining Global South progress. Its focus on transport infrastructure and ICT supports connectivity, trade, digital inclusion and economic transformation.
The China-Laos Railway has created over 100,000 local jobs, carrying 43 million passengers and 48.3 million tonnes of goods in three years. The Addis Ababa-Djibouti Railway generated more than 55,000 local positions and strengthened cross-border links.
Digital infrastructure cooperation has meanwhile mitigated digital divides and opened international markets for small- and medium-sized enterprises. Transport connects rural producers to markets and expands access to education and healthcare; ICT enables e-governance, remote learning and telemedicine. Both sectors underpin inclusive sustainable development.
This initiative embodies international cooperation built on solidarity and shared prosperity, advancing people to people exchanges, technology transfer and the vision of a community with a shared future for humanity. By investing in young engineers, it cultivates home grown sustainable development leaders.

The interior of a data center, Jiujiang, north of China’s Jiangxi Province, May 22, 2022. /VCG
An African experience in global cooperation
Aligning with these efforts, the World Federation of Engineering Organizations (WFEO) Engineering Capacity Building for Africa Program (ECBAP), supported by the China Association for Science and Technology (CAST), strengthens African engineering capacity, focused on digital and AI capabilities, through improved engineering education, professional upskilling and collaborative innovation.
Launched in Kenya in March 2025, ECBAP has delivered “AI for engineering” training across Kenya, Uganda, Cabo Verde and Tanzania, and will cover more African countries in the coming years. Recently, Its inaugural “AI + Engineering” Challenge drew 141 practical proposals from countries in all African subregions targeting African priorities including energy transition, food security and resilient water infrastructure, with promising solutions earmarked for entrepreneurial incubation.
From ECBAP practices, we have learnt that there are strong demands on engineering capacity development, especially digital engineering capacity in African countries for accelerating the implementation of the SDGs, and there is high interest of African engineers in harnessing digital technologies in their engineering practice to promote sustainable development. The newly announced engineering capacity building program by China emerged and meets the urgent needs of vast developing countries. As an important pragmatic step of deepening the implementation of the Global Development Initiative, the new program gives ECBAP fresh impetus to expand training and translate skills into local real world impact.
As the 2030 SDG deadline draws near, investment in human capital and engineering excellence will decide whether global sustainable development pledges succeed. Action cannot wait, progress must be built through skilled expertise and shared global commitment.
.
.
An undated photo of the Beijing Citizen Service Hotline Center, which operates around the clock. /Xinhua (Courtesy of the interviewee)
.
Editor’s note: Yan Yu, a special commentator for CGTN, is a lecturer at the School of Government at Beijing Normal University. The article reflects the author’s opinions and not necessarily the views of CGTN.
.
As cities around the world embrace artificial intelligence, big data and digital platforms, the idea of the “smart city” is often associated with sensors, algorithms and connected infrastructure. Yet a more fundamental question deserves equal attention: How can a city actually hear its people and turn their everyday concerns into effective government action?
This question will be especially relevant when this year’s Beijing Forum on Swift Response to Public Complaints convenes in Beijing on October 12 and 13 under the theme “Digital Intelligence Era and People’s City.” Beijing’s experience suggests that the future of smart urban governance depends as much on institutions and collaboration as on technology.
Beijing’s 12345 citizen service hotline represents an important experiment in making government more accessible and responsive. It allows residents to report problems, seek public services and communicate directly with the municipal government. The city has expanded these services through websites, mobile applications and other digital channels.
But digital access alone cannot make a city responsive. Our comparative research on Beijing and New York City helps explain the institutional arrangements behind this responsiveness. The two cities have developed different forms of internal government collaboration.
New York follows a horizontal mode of collaboration, with technology-oriented leadership, a relatively fragmented institutional framework and contractual cooperation among city agencies. NYC311 has been especially strong in technological development and accessibility. Its customer relationship management systems, mobile applications, open interfaces and data tools allow residents to submit and track requests through multiple channels. Cooperation with municipal agencies is organized largely through Service Level Agreements, which establish response standards and expected time frames. Regular communication among agencies further supports coordination.
Beijing has built what we describe as a vertical mode of collaboration, characterized by administration-oriented leadership, a comprehensive institutional framework and cross-level cooperation. Its approach illustrates an important feature of urban governance: Citizen demands are connected directly to the administrative system and can mobilize coordination across organizational levels. Since the launch of the Swift Response to Public Complaints reform in 2019, Beijing has treated the 12345 hotline as more than a communication channel. Requests received through the hotline are assigned to responsible agencies and local governments, while performance in responding to residents is incorporated into government evaluation.
The Regulations of Beijing Municipality on Swift Response to Public Complaints promulgated and implemented in 2021 further institutionalized the process, covering the reception, classification, assignment, handling and feedback of citizen requests, together with evaluation and accountability arrangements.
International guests visit the Beijing Citizen Hotline Service Center to learn about the city’s “Swift Response to Public Complaints” reform, Beijing, China, June 26, 2026. /VCG
This institutionalization matters because many urban problems do not fit neatly within the boundaries of a single agency. A complaint about a neighborhood environment, a public facility or a local service may involve several departments and different levels of government. Beijing’s cross-level coordination mechanism enables grassroots governments to request assistance from higher-level authorities when a problem exceeds their own jurisdiction or capacity. Relevant agencies are then required to participate in resolving the issue. The result is an organizational mechanism that connects local knowledge with resources and authority located at different levels of governments.
Beijing offers a broader lesson for urban governance in the digital age. Technology can help governments sense social needs, process information and connect citizens with public agencies. But the ability to transform information into action depends on how authority, responsibility and resources are organized inside government.
This is where Beijing’s experience adds a distinctive perspective to the global discussion on smart cities. Its practice demonstrates how digital platforms can be embedded within administrative reform, legal rules, performance evaluation and cross-level coordination. Citizen input consequently becomes part of the routine operation of urban government rather than remaining simply a stream of data collected by a digital platform.
For cities searching for ways to govern increasingly complex societies, there is no single institutional model that can simply be transplanted across political and administrative contexts. The more transferable insight is the importance of aligning technology with governance. Smart technologies can expand the capacity to sense the city, while institutions determine whether and how governments respond to what they sense.
Beijing’s practice ultimately points to a broader question for the digital-intelligent era: What makes a city truly smart? The answer may lie less in the sophistication of its technologies than in whether those technologies help governments understand people’s needs and translate them into meaningful action. A people-centered city, in this sense, is one in which digital intelligence is ultimately measured by its capacity to make urban governance more responsive to citizens’ everyday lives.
.
.