Singapore’s Civil Service

A Tenuous Beginning:Independence in 1965

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)

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: 1st in 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

Fast Forward …Today

Unique Mental Model Singapore’s Civil Service quickly developed a unique

mental model characterized by:

1) Sense of urgency that galvanized all for our survival was (and still is) at stake

2) Accountability where upon excuses are not accepted with no letting up on continuous fast paced improvements

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

At the CORE:The Singapore Administrative Service:

► 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.

Singapore Administrative Service:

Peter Ong Boon Kwee

Head of Civil Service

Finance & Taxation1.Permanent Secretary, Ministry of Finance2.Chairman of Inland Revenue Authority of Singapore 3.Director of Monetary Authority of Singapore4.Director at DBS Bank Ltd 5.Director at TIF Ventures Pte Ltd

Security1.Permanent Secretary (National Security and Intelligence Co-ordination) 2.2nd Permanent Secretary of Ministry of Defence

National Development1.Permanent Secretary of Ministry of Trade & Industry (age 38) 2.Director at Singapore Telecommunications Ltd 3.Singapore Power Ltd

PSD, PSC, and CSC

Management Associates Programme

2) Serving Officers1) Scholarship Holders

(main source)

3) Open Market recruits

The Administrative Service

Public Service Leaders

Identify, Attract & Recruit

Specialist track leaders

Mid-career entrants

In-service nominations

Highlights -- Nurturing talent:

Highlights -- Appraisal System:

H elicopter

A nalysis

I magination

R eality

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.”

CEP

Permanent Secretary

Director

MAO

"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

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

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

1. Bankers

2. Lawyers

3. Accountants

4. Engineers

5. Employees of Multi-National Corporations

6. Local manufacturers

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

Whole-of-Government Approach

Future-oriented, horizon-scanning, planning for the unknown

“Networked government” the catchphrase of the Public Service in the 2000s

Homefront Crisis 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

Service in Civil Service One-pass country;

Singpass enables ordinary Singaporeans to use it for multiple activity sessions

filing taxes

checking provident fund status

Publicized service performance standards & contact details

eGovernance Efficiency gains from implementation of OBLS

Improvements

Reduction of licenses 11

Conversion of licenses into ‘life-time licenses” (e.g. factory licence)

2

Energy Market AuthorityLicence for electricity generation

Application process reduced6 months 6 weeks

Agri-Food and Veterinary AuthorityFish culture farm license

Application process reduced3 months 3 days

Accounting & Corporate Regulatory Authority

Company registration process5 days 2 hours

Reduction in license fees Flat fee of S$300, down from S$1,200

Reduction in average approval processing time

65%; from an average of 21 to 8 days

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)

Thank You

Presented bySukhvinder Singh Chopra

colsschopra@gmail.com

In partnership with