It could be argued that the political issues surrounding reunification with China and that Hong Kong’s economy was relatively globalised when compared to similar
economies in the east Asia globalisation on Hong Kong. governance, including NPM, to
region makes it difficult to quantify the impacts of Thus, the next section analyses recent changes to look for evidence of globalisation on local policy-making
4. CHANGING GOVERNANCE IN HONG KONG
When assessing changing governance in Hong Kong, it appears obvious that reunification in China was a dominant consideration which served to dissipate other potential reforms in governance. However, four mutually reinforcing phases of policy reform can be identified: the debate and implementation of the McKinsey review in the early 1970s; the
publication of Public 1990s and the Tung administrative change
Sector Reform in the late 1980s; reforms. The McKinsey review of
the Patten reforms of the mid- 1972-3 created the climate for was prompted by a perceived
necessity failure of with new
to conduct a thorough investigation of government operations and an apparent the colonial government structure and generalist personnel to cope adequately policy demands. McKinsey and Co. was employed to seek improvements to the
structure, procedures and human resources of the their review of a government machine that was range planning was neglected (Miners 1991: 88). 1973.
civil service. In 1972, McKinsey began becoming overloaded, and where long- Their report was presented to Legco in
The most significant recommendation made by McKinsey was to change the organizational structure of the government by dividing it into branches (responsible for
policy formulation) remained until the
and departments (responsible for implementation).
This structure has
little real effect or overall introduced a ‘policy layer’ policy and implementation.
change to civil service practices.
above the heads of departments New policy secretaries took
McKinsey had basically
up this role