Singapore’s Civil Service

1. Singapore’s Civil Service

2. A Tenuous Beginning:Independence in 1965

3. The STRATEGY • - Link up with the Developed World • - Have them do their manufacturing in Singapore • - Transform Singapore from a 3rd World to a 1st World in a 3rd World Oasis (then)

4. Fast Forward …Today • Numerous accolades • Quality of Institutions: WEF ranked Singapore tops (2008) • Public housing: UN Public Service Award • Health system: Ranked 6th in 2006 by WHO • e-Government: 1stin e-government by Accenture (2007) • Public Utilities Board: Stockholm Industry Water Award (2007) • Infrastructure: Best infrastructure for cities by Mercer • Government spending: Least wasteful • Government regulation: Least burdensome • Policy-making: Most transparent

5. Unique Mental Model • Singapore’s Civil Service quickly developed a unique mental model characterized by: • Sense of urgency that galvanized all for our survival was (and still is) at stake • Accountabilitywhere upon excuses are not accepted with no letting up on continuous fast paced improvements

6. Relentless Strengthening of the Civil Service • There was and is a clear realization that the political leadership can only deliver on it promises through their Public Servants. • Hence, it is in the interest of the Government as well as the interest of the nation to have a Public Service that continues to be strengthened to perform and deliver services to its people. • This has been done RELENTLESSLY

7. At the CORE:The Singapore Administrative Service:Crème de la crème • Brain and the heart of the Civil Services. • The Division responsible is managed at the Prime Minister’s Office. • Strong focus that they be aware of 1) social issues 2) have a deep understanding from the experiences of other countries on policy making & its impact (especially the unintended consequences) and 3) appreciate the challenges faced by corporations, SME’s, etc. • For instance, the Head of the Civil Services.

8. Singapore Administrative Service:Crème de la crème Peter Ong Boon Kwee Head of Civil Service Finance & Taxation Permanent Secretary, Ministry of Finance Chairman of Inland Revenue Authority of Singapore Director of Monetary Authority of Singapore Director at DBS Bank Ltd Director at TIF Ventures Pte Ltd National Development Permanent Secretary of Ministry of Trade & Industry (age 38) Director at Singapore Telecommunications Ltd Singapore Power Ltd Security Permanent Secretary (National Security and Intelligence Co-ordination) 2nd Permanent Secretary of Ministry of Defence

9. PSD, PSC, and CSC

10. Identify, Attract & Recruit Public Service Leaders Specialist track leaders Mid-career entrants The Administrative Service In-service nominations Management Associates Programme 1) Scholarship Holders(main source) 2) Serving Officers 3) Open Market recruits

11. Highlights -- Nurturing talent:

12. Highlights -- Appraisal System: Performance = Efficiency & Effectiveness Current Estimated Potential (CEP) “The current estimate of the highest level at which an administrator can finally be expected to perform successfully, assuming unlimited opportunities.”

13. CEP Permanent Secretary Director MAO

14. "I am in favour of efficient service. The brighter chap goes up and I don't care how many years he has been in or he hasn't been in. If he's the best man for the job, put him there" - Lee Kuan Yew, 1961

15. Clean Wage • Govt’s financial liability to its officers is entirely discharged upon retirement • Hence, we have done away with Pensionable Schemes • In clean wage, we have also done away with benefits such as housing

16. Salary Benchmarking for Top Civil Servants • Salaries of Administrative Officers are pegged to salaries of top earners six professions in the private sector. • The six professions are • Bankers • Lawyers • Accountants • Engineers • Employees of Multi-National Corporations • Local manufacturers

17. Ethos of a Civil Servant: Civil Servants recognize that they will not and cannot let the public down. They cannot betray the trust of the public. Learn from the world, implement the best. And then, innovate. As a result, people’s expectations go up. The Civil Service embraces that. AND, they Keep grooming the next generation to meet the HIGHER EXPECTATIONS.

18. Examples of our Best Practices • Institutional memory • Whole of Government Approach • Root Cause Analysis by mid career Civil Servants • One pass Country • Email access from PM to Permanent Secretary and more • One point contact – lead agency • One stop business licensing portal • Inland Revenue Auto-Inclusion Scheme

19. Whole-of-Government Approach • Future-oriented, horizon-scanning, planning for the unknown • “Networked government” the catchphrase of the Public Service in the 2000s • HomefrontCrisis Management System • SARS Crisis • The National Security Coordination Secretariat • Terrorism • DPM Teo Chee Hean is Coordinating Minister • PS (National Development) Benny Lim, Perm Sec for NSIC

20. Service in Civil Service • One-pass country; • Singpassenables ordinary Singaporeans to use it for multiple activity sessions • filing taxes • checking provident fund status • Publicized service performance standards & contact details

21. eGovernance • Efficiency gains from implementation of OBLS

22. Conclusion • Compelling vision moved the willingness of the government to perform and the people to trust • Government/public service delivered • Key processes • Statistics (basis for logic and analysis) • Audit (ethics/financial impropriety) • Impact evaluation (keep improving) • Supervision (ensure implementation)

23. Singapore has been able to: PERFORMANCE = POTENTIAL – INTERFERENCE EXPECTATIONS = AWARENESS + ACCOUNTABILITY BUT We have still much to do …

24. Thank You Presented by • Sukhvinder Singh Chopra colsschopra@gmail.com In partnership with