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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

or

if

local

issues,

such

as

managing

the

relationship

with

Beijing,

transcend

global

issues.

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

over

a

decade

later.

The

review

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).

present.

However,

the

implementation

of

the

This structure has

recommendations

in

1974

faced

civil

service

conservatism

and

negative

public

reactions

and

the

net

result

was

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

to co-ordinate

and monitor

up this role

as ‘political

19

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