The advent of managerialism in social welfare: the case of Hong Kong

Abstract

Non-governmental organizations (NGOs) have been the major provider of social welfare services in Hong Kong. Facing an economic downturn, the Hong Kong government decides to enhance cost-effectiveness and accountability in social service through the introduction of market values land business management practices. Market-oriented practices include contracting out, competitive bidding, performance monitoring and lump-sum grant. The appeal of these practices lies in the possibility of lowering costs, but their long-term effect on quality and stability of services is largely uncertain. With the emergence of competition and deregulation in social welfare, NGOs have to face formidable challenges to change their traditional philosophies and mode of operations. The reform implicates the redefinition of the relationship between the government and NGOs, and between social workers and their NGO employers. This paper points out the need to adopt a cautious and consensus approach to introduce welfare reforms.