Public-Private Collaboration in Public Service Delivery : Hong Kong's Experience

Research output: Journal Publications and ReviewsRGC 21 - Publication in refereed journalpeer-review

View graph of relations

Detail(s)

Original languageEnglish
Pages (from-to)148-161
Journal / PublicationAsian Review of Public Administration
Volume15
Issue number1-2
Publication statusPublished - 2003

Abstract

IN CONSONANCE WITH the global transformation of public administration, New Public Management (NPM) has been adopted that aims to re-engineer the delivery of public service. In essence, the NPM brought in business concepts and private practices into the domain of public sector management. The NPM has brought in corporate concepts and private business practices into the domain of public sector management. The NPM initiatives include innovations in delivering service, refining performance measurement, managing programs, improving efficiency, managing public finances, managing human resources, managing support services, decentralizing the administrative structures, and developing a new culture of service. These changes have emerged from both the introduction of business practices into public administration and the takeover by private business of certain public services.

The aim of the paper is to evaluate the public-private collaboration in public service delivery in Hong Kong. The Hong Kong government believes that the public and private sectors complement each other in providing services to the public. On the one hand, the public sector brings (a) experienced and dedicated staff, (b) significant public policy knowledge and skills, and (c) commitment to public interest. On the other hand, the private sector brings (1) experience and innovation to the provision of services, (2) a culture of identifying and managing risks and efficiency, and (3) strong awareness of expanding markets. Based on this belief, the Hong Kong government builds close public-private relationships for the delivery of certain public services. These include the sales of shares in government enterprise, contract out projects, trading funds, provision of services through the market, and withdrawal of public services. Looking closely at how these practices have been implemented, the paper will discuss (a) how the government and private sector have worked to achieve economy and efficiency in the provision of public services; (b) what positive or negative outcomes have resulted from these practices; and (c) what important insights may be gained from these experiences.

Bibliographic Note

Full text of this publication does not contain sufficient affiliation information. With consent from the author(s) concerned, the Research Unit(s) information for this record is based on the existing academic department affiliation of the author(s).