Collaborative Planning in an Undemocratic Setting: What Can We Learn from a Short-Lived Experiment in Hong Kong?
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| Title: | Collaborative Planning in an Undemocratic Setting: What Can We Learn from a Short-Lived Experiment in Hong Kong? |
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| Authors: | Ng, Mee Kam1 (AUTHOR) meekng@cuhk.edu.hk |
| Source: | Planning Theory & Practice. May2025, Vol. 26 Issue 2, p223-232. 10p. |
| Subjects: | Communication planning, Civil society, Reforms, Hongkongers, Coalitions, Cooperation, Totalitarianism |
| Geographic Terms: | Victoria Harbor (China), Hong Kong (China) |
| Abstract: | At the turn of the millennium, Hong Kong had a collaborative planning experiment inspired by Healey's communicative planning approach. The executive-led government, facing challenges from the Asian financial crisis and a collapsed property market, had to halt harbour reclamation following a court ruling. Subsequently, the government agreed to a civil society initiative to establish a tripartite partnership involving public, private and civil society sectors to collaboratively re-design the Victoria Harbourfront. The experiment was short-lived because the political landscape quickly reinforced the dominant undemocratic governance culture. Nevertheless, it demonstrated that transformative changes are still possible in a top-down mode of governance. [ABSTRACT FROM AUTHOR] |
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| Database: | Engineering Source |
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| Abstract: | At the turn of the millennium, Hong Kong had a collaborative planning experiment inspired by Healey's communicative planning approach. The executive-led government, facing challenges from the Asian financial crisis and a collapsed property market, had to halt harbour reclamation following a court ruling. Subsequently, the government agreed to a civil society initiative to establish a tripartite partnership involving public, private and civil society sectors to collaboratively re-design the Victoria Harbourfront. The experiment was short-lived because the political landscape quickly reinforced the dominant undemocratic governance culture. Nevertheless, it demonstrated that transformative changes are still possible in a top-down mode of governance. [ABSTRACT FROM AUTHOR] |
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| ISSN: | 14649357 |
| DOI: | 10.1080/14649357.2025.2463240 |
