TNAG-0364-FCO40-410-McKinsey-Report-on-strengthening-the-machinery-of-government-1973 — Page 17

Inducing a controlled earthquake

A 20-page summary of a long and detailed report by a team of management experts who have been working 11 months on ways and means of improving the machinery of Government can provide only the briefest of glimpses into the reforms that can and should be introduced.

But that summary, prepared by McKinsey & Company and tabled in the Legislative Council yesterday, offers some tantalising and exciting prospects on how the Government should not only "realise cash and manpower savings but do more for the public it serves, do it better and at greater speed.”

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This is obviously the goal that any self- respecting government sets itself and the one our own was struggling to attain.

But it was evident that no amount of well- intended but amateurish advice from a variety of sources would help. What was needed was a group of professional experts with an outstand- ing record in reorganising big institutions suffering serious growth problems.

The report while restrained in its general tone is unsparing of faults and weaknesses.

But it has outlined a number of ways in which aspects of glaring inefficiency and bad organisation can be overcome including simple clerical reforms, such as the introduction of standard checklists for departmental submissions for staff and expenditure, far greater use of computers and trained computer staff, and major structural changes in the Secretariat.

The experts have traced the symptoms of malaise to one underlying problem "trying to expand services in the face of a continuing decline in the proportion of skilled and experienced staff, and the resulting dilution of efforts.'

But putting their fingers on the problems and outlining remedies is one thing; making sure they see the light of day and that they work effectively in the public interest, something else again.

And if there is any weakness evident in the report it is the machinery or lack of it to ensure just that.

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It is not of course the role of the consultants to ensure that their recommendations are carried out, but that of the clients. It is, however, in the consultants' interest, and this they admit, that their recommendations should be seen to be producing the desired results.

And without casting any aspersions on the officer or officers saddled with this massive task of cracking the whip to ensure that the McKinsey reforms are not just introduced but retained and improved, it does seem that some stronger organisation, some permanent watchdog body, is needed. .

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Preferably this body should include McKinsey man for a period of, say, five years, capable of making independent and objective assessments of progress and formulating additional recommendations.

Reading the 20-page summary will convince anyone that the task is akin to inducing a controlled earthquake.

Human nature, once the initial enthusiasm wears off, can be expected to set up a resistance and we could so easily end up with the shadow of reforms without the substance.

This is a matter which transcends the mere pursuit of getting value for our $2.6 million fee to the consultants. We have a unique chance to make worthwhile changes for the better and the McKinsey team have already demonstrated this in many small ways.

Let us make sure the opportunity is seized and the goal of better and more effective government rigorously pursued.

SOUTH CHINA

MORNING POST MAY 24th 73.

HICK

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