3
Before we examine the proposals it is worth putting them into perspective. As advisers to Government on how to improve its machinery, we have had to focus our efforts on those areas where the potential for improve- ment is greatest; we cannot give corresponding weight to areas that are working well. Thus, we must dispel at the outset any impression the report may give that the Hong Kong Government is open to censure. This is not the case. The need for change in Government machinery stems primarily from growth. In the main we have found staff to be hard-working and dedicated administrators one has only to look out of the window at Hong Kong's prosperity and vitality to recognise their contribution but they need to adopt some new attitudes and develop more managerial skills to cope with the expanding activities. Most have been open minded and have given us every cooperation in identifying the problems and in seeking new ways to overcome them.
1. STRENGTHENING
EXISTING MACHINERY
By any standards the Hong Kong Government is a large and complex operation. The rapid growth rate of the Colony also means that a new dimension is added to the problem.
L
In a situation of this kind, the demands made on the machinery of Government i. e., the day-to-day processes and procedures - are continually developing and changing, and, not surprisingly, improvements are possible at any point in time.
When we looked first for ways to strengthen Government machinery without making fundamental changes, five opportunities stood out as offering the most worthwhile benefits. However, to gain the full benefits, and to create an atmosphere where staff will be continuously looking for further improvements, some changes in the working environment will also be
necessary.
Changes in Machinery
The five recommended changes are:
At present,
1. Standardise submissions. When departments wish to change Government policy, or when they need more resources, they send a sub- mission to the Secretariat describing and justifying the proposal. for a variety of reasons, the submissions are frequently incomplete. Excessive delays occur and effort is wasted while Secretariat and department staff resolve the difficulties. For the bulk of submissions a checklist can be provided - some are already being tested that should largely resolve the problem.
McKinsey & Company, Inc.