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)