PUBLI C SE RV I CE FO R THE 21ST CENTURY
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W W W.CH A LL ENGE.GOV.SG
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NOVEMBER-DECEMBER 2008
SYSTEMUPGRADE REBRANDING TO STAY RELEVANT. ® CRYS
NEW RELEASE
AGENCY 2.0
® ®
TA AND STLLISE GOALS RATEG Y ALIGN STAKEH PERCEP O TIONS LDER ADOPT IN APPRO TEGRATED ACH
® COMM
UNICAT E W AND REFINE
® REVIE
REBRANDING
A TOTAL TRANSFORMATION
OUT NOW! NEW WITH VED IMPRORES FEATU
RETIREMENT REINTERPRETED
REDEFIN E, REALIG N, REINV ENT.
34 361 974 8 0 0
THE “OFFICIAL” RETIREMENT AGE MEANS LITTLE TO SOME PUBLIC OFFICERS
THE RACE OF THEIR LIVES HOW PUBLIC OFFICERS BEAT THE CLOCK TO PREPARE SINGAPORE FOR F1
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Contents
NovDec2008 01
Foreword SHAPE UP OR SHIP OUT
Rebranding yours truly.
04
Short Takes
05
Cover Story
Tell us about your own customer service experience with other agencies.
SYSTEM UPGRADE
18 20
AGE-OLD QUESTIONS
22
WORK IN PROGRESS
Challenges in communicating government policies.
14
Feature
WINDOW OF OPPORTUNITY
Face2Face NO HALF-HEARTED SOLDIERS
Feedback TALES FROM THE “DARK SIDE”
Five interns discover the light.
24
Backstage THE RACE OF THEIR LIVES
34
Food FOOD@GOV.SG: WEST
How public officers beat the clock for F1.
ADRENALIN FIX
The action heats up in Singapore’s extreme sports scene.
Learning
Dr Tan Kim Siew of the Ministry of Defence talks about the importance of holistic planning.
Four good reasons for hiring retirees.
10
DIPLOMAT IN DOHA
Helping support officers learn new skills to take on higher value work.
Opinion
Feature
On The Job
Life as a Political Secretary with the Singapore Embassy in Qatar.
Public Service news and happenings at a glance.
Rebranding to stay relevant.
09
17
29
Back To Work RETIREMENT REINTERPRETED
The “official” retirement age means little to these three public officers.
32
Food recommendations for the west side.
THE LAST PAGE
02
I Say
Trivia Quiz F1 TEST DRIVE
Fast facts about Formula One.
Health NOTHING TO LOSE BUT PAIN
Managing pain through Traditional Chinese Medicine.
PUBLI C SE RV I CE FO R THE 21ST CENTURY
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W W W.CH A LL ENGE.GOV.SG
NOVEMBER-DECEMBER 2008
⁄
SYSTEMUPGRADE REBRANDING TO STAY RELEVANT. ® CRYSTALLISE
NEW RELEASE
AGENCY 2.0
GOALS AND STRATEGY
® ALIGN
COVER
STAKEHOLDER PERCEPTIONS
® ADOPT
INTEGRATED APPROACH
® COMMUNICAT ® REVIEW
E AND REFINE
REBRANDING
A TOTAL TRANSFORMATION
KELLY LOH/123RF.COM OUT NOW! NEW WITH VED IMPRORES FEATU REDEFINE,
RETIREMENT REINTERPRETED
REALIGN,
REINVENT .
008
134 97436
THE “OFFICIAL” RETIREMENT AGE MEANS LITTLE TO SOME PUBLIC OFFICERS
THE RACE OF THEIR LIVES HOW PUBLIC OFFICERS BEAT THE CLOCK TO PREPARE SINGAPORE FOR F1
Challenge Cover Nov-Dec.indd 1
IFC-01 Contents-tp.indd IFC2
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1
Foreword
ShapeUpOrShipOut BRANDING, CONTRARY TO COMMON BELIEF, IS NOT JUST ABOUT PACKAGING, A SNAZZY NEW LOGO OR A CATCHY TAGLINE. IT IS ALSO ABOUT DEFINING CLEAR GOALS AND A STRATEGIC PLAN TO ACHIEVE THEM, AS WELL AS REACHING OUT TO STAKEHOLDERS TO COMMUNICATE THE BRAND’S
PHOTO: DARREN CHANG
UNIQUE SELLING POINTS.
IFC-01 Contents-tp.indd 1
SPORTS AND I ARE UNEASY BEDFELLOWS. Really uneasy. Kind of like a porcupine and a puffer fish. I go for the odd swim or midnight jog around the estate, and I even learnt to dive in a moment of foolhardiness, but it’s not likely that I’ll be abseiling off cliffs or jumping off planes anytime soon. Especially since my last attempt at strenuous activity (bashing through the jungles of McRitchie in the rain) resulted in permanent toe-nail injury. But with middle age fast approaching (I turned 28 last month), the corresponding increase in weight and waistline forced to me rethink my lifestyle choices. I decided that it was high time to scale down on the beerfuelled suppers, and reinvent myself as a scrubbed up muesli-eating, gymgoing health nut. But “rebranding” myself didn’t prove just a simple matter of buying squeaky new trainers and a dri-fit T-shirt. If the type of birthday wishes I received are anything to go by (mostly along the lines of “Happy birthday! Did you have a big night out?”), most of my friends still see me as a (ageing) party girl. A tag that is largely undeserved, by the way. I guess I really should take a leaf from some agencies’ book – those that have taken a holistic approach towards branding. Branding, contrary to common belief, is not just about packaging, a snazzy new logo or a catchy tagline. It is also about defining clear goals and a strategic plan to achieve them, as well as reaching out to stakeholders to communicate the brand’s unique selling points. Take the Institute of Mental Health for instance.
It has long since cast off the notorious “Woodbridge Hospital” tag and reinvented itself as a world-class institution for mental health through a multifaceted approach that involved far more than a glitzy launch or a corporate communications offensive. Having said that, one should never underestimate the importance of a strong communications plan, whether it is to sell a brand or bring an important message across. Read this month’s cover story to learn from MOH, MOM, CPF and NPS, which have employed various means to communicate difficult or complicated policies to the public— from extensive consultation exercises to media engagement to getting the Prime Minister to talk about it during the National Day Rally! So while its not likely that my personal brand is going to change from Couch Potato to Sports Girl any time soon, I sure am going to take a good hard look at my diet (liquid or otherwise) and sleeping habits and make exercise a regular part of my week. I’ll also be making my intentions known on my Facebook status, so that like-minded friends can ask me out for running dates or provide much needed encouragement and nagging. Hopefully, once healthy living becomes my second nature, my new gym gear will fit better (in more ways than one) with my new and improved personal brand. And in the spirit of encouraging my fellow Public Officers to keep fighting fit, I’ll like to invite all you health nuts out there to send in your photos and tell us how YOU keep healthy for our “Sports Bods” feature in a coming issue of Challenge.
Rachel Quek EDITOR
11/5/08 6:18:17 PM
PUBLICSERVICEFORTHE21STCENTURY⁄ WWW.CHALLENGE.GOV.SG⁄ NOVEMBER-DECEMBER2008
PUBLISHER
PS21 Office, Prime Minister’s Office (Public Service Division)
The Treasury, 100 High Street #02-03 Singapore 179434 Tel: 6332 7251 Fax: 6333 4010 E-mail: psd_challenge@psd.gov.sg Website: www.challenge.gov.sg EDITOR
TOP SHOT! Send us a photo of the best-dressed cubicle in your office. E-mail your photo, together with a caption by 10 December 2008 to psd_challenge@psd.gov.sg You could stand to win a $20 Borders voucher!
Rachel Quek ASSISTANT EDITOR
Edmund Soo Lip Jin EDITORIAL ADVISORS
Calvin Phua, Tay Li Shing PS21 OFFICE EDITORIAL ASSISTANTS
Amy Sum and Jagdish Kaur For enquiries or feedback on Challenge, Please write to the Editor at PS21 Office, The Treasury, 100 High Street, #02-03, Singapore 179434. Tel: 6332 7251 Fax: 6333 4010 E-mail: psd_challenge@psd.gov.sg
PUBLISHING AGENT
SPH Magazines Pte Ltd MANAGING DIRECTOR
Dennis Pua GENER AL MANAGER
Christopher Tay ASSOCIATE GROUP EDITOR
Joanna Lee-Miller SENIOR EDITOR
Azreen Noor CONTRIBUTING EDITOR
Tan Ee Sze EXECUTIVE SUB-EDITOR
Esther Lew SENIOR ART DIRECTOR
Alex Goh ART DIRECTOR
Ginny Gay CONTRIBUTING DESIGNER
Kelly Loh BUSINESS DEVELOPMENT MANAGER, CUSTOM PUBLISHING
Sharon Chan EXECUTIVE, CUSTOM PUBLISHING
Diana Li SENIOR EXECUTIVE, PUBLISHING SERVICES
Mustapha Mohamed CONTRIBUTORS
A former journalist with The Straits Times, Tan Ee Sze has extensive experience in developing and managing publications. She is also the author of several commemorative books and children’s publications.
A journalist and wordsmith, Melissa Heng has worked for The Straits Times, The Bus Times and TODAY. She was also a senior editor with Marshall Cavendish International Asia, previously known as Times Publishing Group.
Previously a journalist with The Straits Times and The Business Times, Susan Tsang was also news editor for technology news portal Singapore. CNET.com. She was also one of the writers behind Singapore: The Encyclopedia.
Anna Yap has been using the Internet since she was given a copy of the first browser – Mosaic – in 1993. Since then, she has been writing about IT and Internetrelated topics. She’s also held the position of senior associate with a leading PR agency.
Gerard James Foo, Leong Shih Yeng, Li An Challenge is published bimonthly by SPH Magazines Pte Ltd (Registration No: 196900476M) for PS21 Offi ce, Prime Minister’s Office (Public Service Division). Copyright of the materials contained in this magazine belongs to PS21 Office. Nothing in here shall be reproduced in whole or in part without prior written consent of PS21 Office. Views expressed in this magazine are not necessarily those of PS21 Offi ce nor SPH Magazines Pte Ltd and no liabilities shall be attached thereto. All rights reserved. Editorial enquiries should be directed to the Editor, PS21 Office, The Treasury, 100 High Street, #02-03, Singapore 179434. Tel: +65-6332-7251, Fax: +65-6333-4010, Email: psd_challenge@psd.gov.sg Unsolicited material will not be returned unless accompanied by a self-addressed envelope and suffi cient return postage. While every reasonable care will be taken by the Editor, no responsibility is assumed for the return of unsolicited material. All information correct at time of printing. Printed in Singapore by Times Printers (Registration No: 196700328H).
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3
I Say
TELL US ABOUT YOUR OWN CUSTOMER SERVICE EXPERIENCE WITH OTHER AGENCIES.
At my convenience No wrong door LETTER OF THE MONTH
Intelligent use of technology Technology has opened up new channels of communication, allowing customers access to public services via SMS, webchat, online bookings of appointments, etc, on top of the traditional email and phone. Being in customer service myself, I am keen to explore the use of technology to improve the customer service experience, as we have often heard grouses from customers that they have difficulty getting through to public agencies’ hotlines. Recently I tried the “Quick Feedback through SMS” service offered by the National Environment Agency (NEA). I sent a text message to NEA to report on a dirty public toilet in the estate where I live and almost immediately, I received an acknowledgement informing me that an officer had been assigned to the case and that I would hear from him soon. Indeed after one or two days, I received a message that the officer had conducted the site investigation and found the condition of the toilet satisfactory. Although I did not quite agree with the findings, the convenience of SMS and the speed of the response was impressive. This is a good example of the intelligent use of technology to serve customers better. Lyria Goh
Singapore Land Authority LYRIA GOH WINS A KENWOOD ICE CREAM MAKER WORTH $100. ALL OTHER PUBLISHED ARTICLES WIN SHOPPING VOUCHERS WORTH $30 EACH.
I emailed the Land Transport Authority (LTA) recently about motorists using an underpass near my residence, which posed a danger to residents. Subsequently an LTA staff called me and said that though this matter was not under their jurisdiction, they will assist in forwarding the feedback to the Traffic Police. The Traffic Police now constantly monitors the situation at my place and the situation has improved greatly. What I experienced was a good example of the “No Wrong Door” policy among Government agencies. The LTA staff could simply have asked me to contact the Traffic Police myself but she went the extra mile and her little action made my day.
Being a busy working adult in hectic Singapore, there were instances in the past when I would forget to process or renew important documents such as my income tax forms and passport. This resulted in unnecessary hassle and inconvenience for me, not to mention the potential penalties I could have faced for the oversight. I am therefore delighted that the Public Sector has taken action to send reminders for such updates and to streamline certain processes to improve efficiency. For example, it helps that I receive a letter reminding me to renew my passport a few months before its expiry date. And it really helps that the filing of the income tax has evolved through the years from mandatory paper filing to options for phone-filing or e-filing.
Teo Sue Pei
Housing and Development Board
Constance Leong
Public Service Division
THE PHOTO OF THE MONTH WILL WIN A SWATCH WATCHWORTH $100. ALL OTHER PUBLISHED ARTICLES WILL WIN
SHOPPING VOUCHERS WORTH $30 EACH.
Have your say... ’I SAY’ goes pictorial for January 2009. Send us a photo that best depicts your New Year Resolution. The most creative entries will stand to win attractive prizes! Email “I Say “ at psd_challenge@psd.gov. sg. Please include a caption for your photo (maximum 50 words) together with your name, email address, agency and telephone number. Entries should reach us by 10 December 2008. You can also discuss this at forum.challenge.gov.sg.
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ShortTakes
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CAAS
TropicalCity ITE
Graduation Ceremony2008
MINDEF
GreenElectricity An innovative idea to link Pulau Tekong’s electricity grid with that of mainland Singapore has resulted in savings of $8 million and it has won the Best Economy Drive Committee Project Award and the Work Improvement Teams Award (Green Category) during Army Pride Day 2008. The project by the Power House Work Improvement Team from Pulau Tekong Service Support Unit, 9 Division/Infantry, also won the Silver award at National Innovation Quality Convention 2008. The implementation of the electricity link has enabled Pulau Tekong to eliminate power failure due to its aging base-load generators, which were also a source of pollution on the island. The project involved building a substation at the SAF Ferry Terminal in Changi to tap into the national power grid, and linking this via two submarine cables to another new substation near Ladang jetty on Pulau Tekong. From there, the power could be distributed to the buildings and facilities on Pulau Tekong.
Over 700 top ITE graduands were honoured at the ITE Graduation Ceremony on 29 July 2008. Among them was Timothy Jung Ming, winner of the prestigious Lee Kuan Yew Gold Medal, who graduated with a Nitec in Culinary Skills (Western). Guest of honour at the event was RADM Lui Tuck Yew, Senior Minister of State for Education and Information, Communications and the Arts. In all, 121 graduands were awarded Course Medals for excellent performance in their respective courses. Other top honours that were presented at the event were the Tay Eng Soon Gold Medal, Sng Yew Chong Gold Medal and Singapore Labour Foundation Gold Medal. The graduation ceremony was held at the National University of Singapore’s University Cultural Centre.
The Civil Aviation Authority of Singapore (CAAS) is upgrading the 27-year-old Changi Airport Terminal 1. Centred around a “Tropical City” concept, the works will improve passenger flow and enhance passenger experience while refurbishing the terminal’s interior design and finishes. One highlight will be the creation of a new “lantern” structure along Terminal 1’s roofline. When illuminated at night, it will form a prominent feature and focal point for passengers travelling towards Terminal 1. Another prominent feature will be the “Orchid Library” in the Departure Check-In Hall. This will comprise potted orchids in bloom hovering in a frame, rising from the Arrival Hall to the Departure Hall. Takenaka Corporation is undertaking the works at an estimated cost of $500 million. The upgrading is scheduled to be completed in the third quarter of 2011.
HDB
SQAWithSpecialCommendation HDB has been presented the Singapore Quality Award with Special Commendation or SQA(SC) – the highest-level national award that an organisation can receive in recognition of business excellence. The prestigious award, which is now into its second year, also recognises past SQA winners for demonstrating sustainable global leadership in key business areas, products or services. HDB was the first public sector organisation to receive the SQA in 1997. And this honour and affirmation in HDB’s work has been further reinforced with the SQA(SC). Receiving the award, HDB’s Chief Executive Officer Tay Kim Poh said: “The accolade belongs to our staff who are committed to excellence in their work areas, and have risen to the occasion to give of their best. It is an added bonus that our efforts have culminated in a winning entry.”
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Cover Story
SYSTEMUPGRADE Rebranding to stay relevant. By Li An
REBRANDING NEW VERSION 4 .0
INSTITU OF MENTTAEL HEALTH A TOTAL TRANSFORM ATION
RED EFIN E, REA LIG N, REI NV ENT .
NG ANDISION REBR VER ENDED EXT SINGAPORE PRISON SERVICE
OUT NOW! NEW WITH VED IMPRORES FEATU
A MINDSET CHANGE
G REBRRADAEDNVEDRSIN ION UPG L ATIONA INTERN PRISE ENTER ORE SINGAP
PROVEN FORMULA
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IS THERE A GAP BETWEEN WHAT YOU ARE AND WHAT THE PUBLIC THINKS YOU ARE? Worse still, do people confuse you with some other agency? If that is the case, a branding exercise may be in order. “When the stakeholders of an organisation are unclear about what the organisation stands for, it is time for it to consider a re-positioning or re-alignment exercise,” said Mr Dominic Mason, a strategist and partner at cultural brand consultancy Code. Branding, simply put, is an organisation’s goals and strategy crystallised into a form that all
W NO H DUAL
WIT RE N SECU FOCUS O AND Y D CUSTO ITATION REHABIL
TED LEMEN EW IMP AIMED AT N H IT W IVES AMMES PROGR MING THEIR L R O F S N TRA
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Cover Story
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stakeholders can easily understand. A brand tells external stakeholders what the organisation is all about and how it is unique. It also guides internal stakeholders to work together towards a common goal. In fact, a branding initiative may be the best time to get the “ground truth” from various sources in order to piece together the reality of what the organisation stands for, said Mr Tay Kae Fong, senior brand consultant at FutureBrand. Branding is a continuous process and should be treated like a strategic plan. This means reviewing it annually and revising it every three to five years. And for branding to resonate with customers and stakeholders, organisations need to embrace branding as an important and integral part of the business process. Agencies like the Singapore Prison Service (SPS) and Institute of Mental Health (IMH) have successfully rebranded themselves by deploying their rebranding campaigns beyond communication to all aspects of operations. For instance, SPS, in reinventing its service, reached out to prison officers and made sweeping changes to its
The success of IMH’s rebranding effort was the result of comprehensive planning.
programmes before targeting ex-convicts, their families and the public. In an earlier interview with Challenge, Director of Prisons Ng Joo Hee explained, “We want to totally transform the idea of a prison officer. In the past, when you joined the prisons, you were a jailor... Now, we implement programmes aimed at transforming their lives. It’s a mindset change, with a dual focus on secure custody and rehabilitation of offenders.” For IMH, its success is the result of comprehensive planning. Dr Chua Hong Choon, who heads the Adult Psychiatry unit and helms the initiative to rebrand
“WHEN THE STAKEHOLDERS OF AN ORGANISATION ARE UNCLEAR ABOUT WHAT THE ORGANISATION STANDS FOR, IT IS TIME FOR IT TO CONSIDER A REPOSITIONING OR REALIGNMENT EXERCISE” Mr Dominic Mason (right), with Mr George Ng.
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the Institute said, “IMH’s rebranding campaign has been a success because we had an integrated plan in sync with our rebranding – from our business strategy to our wellness programmes and outreach activities. We had to align our programmes and staff to believe in our rebranding strategy before we can successfully reach out to external parties such as our patients, their families and caregivers and the public.” Unlike their private sector counterparts, public agencies usually find branding a greater challenge due to the diverse stakeholders they have to serve. As Mr George Ng, research partner with Code, pointed out, “These stakeholders frequently have very different needs that must be satisfied by the same agency. As such, it is a huge challenge to remain focused and relevant to everyone at all times, unlike private sector corporate brands, which can afford to be more targeted about who they choose to serve.” Public sector organisations also need to account to the public on the branding initiatives they embark on and justify the use of taxpayers’ money on such initiatives. “While commercial entities also need to maintain their public reputation, they don’t quite face the scrutiny that public sector organisations do,” said Mr Tay. Internal stakeholders may also have different expectations on the results of the branding initiative. Some perceive branding simply as having a new logo,
11/6/08 1:32:36 PM
OUT ! WEW NO ITH N
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tagline, name or corporate identity. They fail to recognise that a brand is a key idea that represents the essence and aspirations of the organisation, and needs to be infused into all aspects of the company and delivered through all stakeholder touch points. As for rebranding, an agency may sometimes face the added challenge of “shaking off” the old brand. In 2002, when the then Trade Development Board (TDB) rebranded itself as International Enterprise (IE) Singapore to communicate a new expanded role for the agency, it found the TDB brand name well ensconced in the minds of most Singaporeans. While TDB was focused on facilitating and promoting trade, IE Singapore would have the additional mandate of helping Singapore-based enterprises grow and internationalise, thereby developing Singapore’s external wing and economic space. “The rebranding exercise aimed to communicate the new role of the organisation through a more representative agency name, and an accompanying corporate brand identity supported by a new corporate logo and visuals. We also wanted to highlight the new products and services we had developed arising from this new area of focus,” said Ms Liane Ong, Head of the Corporate Communications Group at IE Singapore. Recognising rebranding as an ongoing effort, IE Singapore conducted a corporate image survey in 2007 – five years after the rebranding – and found that “although our key stakeholders were aware of our role in promoting internationalisation, the TDB brand name which had been around since 1983, was clearly strongly imprinted in the minds of many”. “Some respondents remained more familiar with the TDB brand name than with IE Singapore, and with the uniqueness of IE Singapore’s enlarged role,” said Ms Ong, who is also Assistant Director, China Strategic Relations at IE Singapore’s International Operations Group.
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To address this gap in perception, IE Singapore has unveiled a new series of visuals that is being carried across through print advertisements and posters to strongly reinforce its enlarged role of promoting overseas growth and international trade via the theme of international travel. It has also incorporated the new look and feel into its marketing collaterals and latest corporate video. In addition, it is strengthening its engagement with associations, exporters, and the media to further communicate its work and offerings to the business community and other stakeholders. Ultimately, to ensure that branding efforts are successful, the “followthrough” of the brand is vital, said Mr Tay. It is important to remember that brands are fragile and run the risk of not getting traction with stakeholders when unaccompanied by visible change.
“COMMERCIAL ENTITIES DON’T QUITE FACE THE SCRUTINY THAT PUBLIC SECTOR ORGANISATIONS DO.” Mr Tay Kae Fong
WHAT BRANDING IS NOT 1. IT’S NOT A PANACEA A new brand doesn’t solve any underlying weaknesses or problems of the organisation, just like a nicer gift wrapper doesn’t really change the present underneath. 2. IT’S NOT A SHOPPING LIST OF ATTRIBUTES Traditional approaches and frameworks to branding often risk being overly attribute focused. The output is frequently a ‘shopping list’ of words that fail to evoke an engaging mental image on a deeper level and doesn’t resonate culturally. 3. IT’S NOT A CORPORATE COMMUNICATIONS INITIATIVE Branding should be driven by the leaders of the organisation because it will actively shape what customers and stakeholders think of the organisation. 4. IT’S NOT TOTALLY RATIONAL Branding consists of rational and
emotional components. It would be a mistake to ignore the emotional aspect. For public services to satisfy the rational and emotional needs of the constituents, agencies need to understand the socio-cultural meaning that people attach to their everyday life experiences, public services and policies. Only then can they hope to understand what make sense to their stakeholders and create a brand relevant to them. 5. IT’S NOT GOING TO EVOLVE ITSELF Branding needs to be an ongoing process to stay on top of new organisational directions, competitive pressure and stakeholder needs. 6. IT’S NOT GOING TO BE PAINLESS Successful branding will drive change in the entire organisational culture; some changes will be more painful than others.
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Cover Story
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Changing the mindset on mental health
ANYONE WHO STEPS INTO BUANGKOK GREEN MEDICAL PARK will find it hard to believe that this is the place which houses the Institute of Mental Health (IMH) and where patients with mental illnesses are treated. The 25ha campus comes with recreational facilities like a jogging track, children’s playground and exercise stations, as well as F&B outlets like Secret Recipe café and 7-Eleven. Launched in April 2006, Buangkok Green Medical Park is part of the IMH’s strategy to rebrand itself as a world-class medical institution for mental wellness. With a change in structure and governance, the new management team wanted to fulfill IMH’s mission of transforming the understanding and treatment of mental illnesses, paving the way for prevention, recovery and cure. IMH adopted a multi-prong strategy encapsulated in the acronym “TOPS” – Transformation, Outreach, Partnership and Service improvement. First, the grounds were transformed to become more open to the community, with the addition of recreational facilities and retail and F&B outlets. The campus also took on its present name, in line with plans to turn it into a bustling medical park, said Mr Lim Chee Ming, Director, Facilities Planning and Development. As part of its outreach and partnership programmes, IMH stepped up initiatives to create awareness about mental health care services. Carnivals and forums were organised to bring visitors in and to promote mental health. The Institute
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also set up a club where patients can relax and engage in activities aimed at aiding their recovery and reducing the occurrence of relapse. IMH has also created a workplace emotional health programme that reaches out to corporations to help employees manage their mental and emotional well-being and to deal effectively with daily stress. Meanwhile, close collaboration with community partners helps ensure seamless and integrated care for the patients. “Our multidisciplinary team of doctors, nurses, psychologists, therapists and counsellors provide support through case management, training and education. This close collaboration with the community reduces the stigma of institutional care,” said Dr Tan Weng Mooi, Chief Operating Officer, IMH.
OUT ! NOW NEW
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Another key strategy adopted by IMH is to de-stigmatise mental health issues through the continuous improvement of its patient services. These efforts include creating programmes that reach out to the elderly with mental health problems, and partnering with schools to reach out to students. In the 2007 Ministry of Health Customer Satisfaction Survey for national centres, IMH came in tops in terms of customer satisfaction and customer willingness to recommend the centre’s services to those who might need it. The public is now more receptive towards IMH and mental illness, with over 10,000 people attending its public forums and workshops in 2007. “Transforming mental health care takes time and commitment, “ said Mr Leong Yew Meng, Chief Executive Officer, IMH. “We need to continuously believe in our passion to innovate and enhance our services, and to hold fast to our vision to be the leading mental health centre in Asia.”
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LET’S BE HONEST; OLDER WORKERS ARE SLOWER THAN YOUNGER WORKERS. And unfortunately, if there is one thing that Singaporeans prize, it’s speed. We spent pots of money to build Southeast Asia’s longest underground road tunnel so that people can get from A to B 10min faster. We spent billions of dollars so that Fernando Alonso can hurtle past the Fullerton Hotel at 300 km/h. We prize speed so much that we hate waiting. But speed, unfortunately, is one thing that we all lose with age, and older people tend to do things more slowly. So why then should we hire retirees or mature workers? I can think of four good reasons. One, not all septuagenarians are doddery old codgers. Anyone who’s worked with Professor Tommy Koh knows that he’s usually the smartest guy in the room, has his fingers in more pies than he has fingers and has the energy of a man half his age. He may be 71, but I would defy anyone to lump him in the category of “old people”. Secondly, mature workers have more experience and are risk-averse, which is a good thing to have to counterbalance young risk takers. A team that has both youth and experience is better than one with just one or the other. Thirdly, retirees deserve the chance to work too. I take taxis a lot and I’ve lost count of the number of taxi drivers I’ve met who decided to take up driving after they retired. The story is invariably the same. These guys retired after 40 years on the job. They spent the first year going on holidays with the wife. They sat around and watched a lot of TV shows when they weren’t on holiday. And then bored out of their skull, they decided that they had to do something with their lives or they would succumb to an early grave. Driving a taxi gives them a bit of pocket money; it allows them to meet new people; it keeps their brains active; and it gives them a reason to get out from under the watchful eyes of their wives. The fourth and most important reason that mature workers deserve a chance to work is self-interest. It may be hard to imagine now, as you juggle the demands of your job, your 1.9 children, the mortgage payments, the car
p9 Opinion.indd Sec1:9
payments and as you plan your holiday to Phuket or Tuscany, but someday, you’re going to hit retirement age. Some day, it will be you on the wrong side of 60, feeling like you still have lots to contribute but feeling unwanted because people see the liver spots, the thinning hair and the wrinkled hands and they decide just based on this, that you’re too old for the job. I don’t know about you, but I plan to keep myself busy for as long as possible. Which is why I want to create a culture that values people for what they can contribute, and not by how much hair they have. After all, when exactly does “old” begin? When I was a callow teenager, I thought people in their 40s were old and out of touch. When I was in my 20s, people in the 40s no longer seemed too old but I was convinced that people in their 50s were ancient. Now that I’m 40, I’m thinking that septuagenarians still have a lot to contribute to society. Octogenarians, on the other hand, still seem pretty old to me but ask me again in 10 years. With an additional decade of experience under my belt, I’m sure I’ll be able to give you a better answer.
Opinion
Jimmy Yap has spent 14 years in the media industry in Singapore, during which he pioneered the Internet beat for The Straits Times. He was also the founding editor of CNET Asia.
AgeOldQuestions BY JIMMY YAP
11/4/08 10:55:22 AM
Feature
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THE MARRIAGE & PARENTHOOD PACKAGE: THE BUFFET APPROACH 17 August 2008. In his National Day Rally speech, Prime Minister Lee Hsien Loong announced significant enhancements to the government’s marriage and parenthood package to provide more broad-based support for couples to get married and to raise and care for their children. The measures addressed areas such as getting married, having children, raising and caring for children, and worklife support. These, in turn, touched on a whole gamut of government initiatives and issues – from the merger of the Social Development Unit and the Social Development Service to the Medisave maternity package, tax benefits, the baby bonus, the quality of kindergarten
education, concessions on the foreign maid levy, paid maternity leave, paid childcare leave and many more. It was a complex and comprehensive package of incentives. In order to benefit as many Singaporeans as possible, it was critical to communicate the package clearly and effectively to its target audience. As early as April, when the overall structure of the package was being put together, the wheels of the corporate communications machinery were already being set in motion, says Mr Roy Quek, Director of the National Population Secretariat (NPS) in the Prime Minister’s Office.
An inter-agency effort To drive the communications programme, an inter-agency committee was set up comprising corporate communications directors of agencies such as the Ministry of Manpower (MOM), Ministry of Education (MOE), Ministry of Finance (MOF), Ministry of Health (MOH) and the Ministry of Community Development, Youth and Sports (MCYS), as well as their policy-making colleagues. The strategy was to draw on the experience of the relevant agencies, which had been
The communication of government policy often begins way before an official announcement is made and may continue long after the policy has been implemented. We examine the communication challenge behind three key policies – the Marriage and Parenthood Package, CPF LIFE and means testing.
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those who wish to get married and have children. It offers a buffet spread of measures; each one can then pick what is relevant to him.”
Clarity is key involved in the rollouts of earlier marriage and parenthood packages in 2001 and 2004. The inter-agency nature of the committee, coordinated by NPS, ensured that the messages were aligned across the various organisations. “As this is the second enhancement since the 2001 package, we have built up quite a bit of institutional knowledge. We didn’t use any public relations consultants as we have the expertise in-house: the corporate communications personnel in our key agencies are all experienced Information Officers trained by MICA (Ministry of Information, Communications and the Arts),” says Mr Quek.
Identifying the gaps The first thing the committee did was to identify the gaps in the agencies’ communication outreach channels. Aside from conventional advertisements in the newspapers, the committee also placed web banners in online media, including less traditional platforms such as STOMP to reach out to a wider audience. A key decision was made to tap on SingPower in order to reach out to all households. Working in collaboration with SingPower, information on the marriage and parenthood package was mailed out together with each household’s utilities bill. “The reach was comprehensive without being intrusive. It ensured that at least one person in each household would see our brochure,” says Mr Quek. The committee also leveraged on the Internet to disseminate information and to get feedback. For example, there was a dedicated website for information on the marriage and parenthood package and the NPS also worked with REACH to gather feedback from the public via e-mail. “Our goal was not to start another campaign,” says Mr Quek. “The Marriage and Parenthood Package is not a campaign. There is no compulsion; the package seeks to support and facilitate
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The “buffet spread” approach meant that the details of the wide-ranging and complex package had to be made very clear. The language was simplified and a local cartoonist was enlisted to convey certain concepts through images. For example, a cartoon of a father changing nappies was used to bring home the message that men had to help in caring for the children and not leave it all to their wives. Another challenge facing the communications team was to convey the flexibility of the measures without giving the impression all exceptions would be catered for. Thus, the public was engaged in feedback so that special situations could be highlighted and addressed if necessary. To handle public response, a dedicated national hotline and websites were set up to complement traditional feedback channels at the agency level. This dual system helped remove potential bottlenecks and gave the public options that they were familiar with. An additional advantage was that it allowed the agencies to see the big picture and fostered a stronger sense of involvement in the project.
An ongoing endeavour Through these measures and based on feedback from the public and media, Mr Quek and his colleagues believe they have achieved the reach that they were looking for – most people do know about the marriage and parenthood package. But Mr Quek accepts that there will still be gaps. “Judging from some of the feedback and responses, more can be done to help the public understand the details of the package and the rationale behind the measures.” These gaps are being plugged through greater interaction with the public via media stories, feedback sessions and the use of FAQs in the marriage and parenthood website. “Public communications is an ongoing endeavour; it does not stop,” says Mr Quek. “We have to continuously find ways to better communicate our policies and intentions. It is important to be open to ideas and suggestions, while ensuring that policy objectives and outcomes remain in focus.”
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Feature People
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CPF LIFE: A SUCCESSFUL ‘NON-EVENT’ As Singaporeans begin to enjoy longer lifespans, and choose to have smaller families, fundamental changes to the CPF system were studied, and later announced by Ministry of Manpower (MOM) and the Central Provident Fund Board (CPF) in 2007. The aim was to help Singaporeans to work longer, and to ensure adequate retirement funds. The National LIFElong Income Scheme, or CPF LIFE annuity scheme formed a significant part of this reform. Those involved in the National Longevity Insurance Committee (NLIC) realised that the project was a major policy undertaking “that would affect a wide spectrum of Singaporeans and their retirement savings”, says Ms Jean Tan, former Director, Corporate Communications, MOM. “Hence, we had to target our communications in phases and on several levels – from explaining to help the public understand the need for change, to consulting on the product design to strengthen policy formulation and engender public acceptance, to engaging and connecting with members so they can pick a plan that best suits their retirement needs.”
While CPF LIFE was aimed at the public good, MOM recognised that it was an emotional issue “as it touched on an individual’s life savings.” Many CPF members, Ms Tan notes, were unsure what annuities were and how such a scheme would impact their life savings. There were also those who felt they would not live past the age of 85, and therefore thought that they would not live long enough to benefit from a mandatory scheme.
A consultative approach In view of these concerns, a more open, consultative approach was used. “Where appropriate, and because we do not know it all, we have found it useful to consult, ” says Ms Tan, who is currently Executive Director, Singapore International Foundation. “Consultation can contribute to better policy formulation or better implementation.” The Committee embarked on a public consultation exercise to gather public feedback and address the needs of a wide range of Singaporeans. “We sought the views of over 600 members of the public and experts via dialogue sessions, e-mail, phone and the media. Once we understood stakeholders’ needs and concerns, we were able to draw up a robust scheme that was basic, fair and affordable, and that garnered broad public support when eventually announced.” What they learned from consultation was useful and encouraging. “We found that most people actually supported the scheme, recognising that it would provide them with an income for life,” says Ms Tan. “However, they wanted flexibility such as refund of premiums should they die early. This feedback was eventually addressed in the design of the scheme.”
Tackling complexity Another challenge was communciating the complex nature of the policy to those impacted by it, including the less educated. One solution that they hit upon was to use cartoons, both in CPF’s In Touch newsletter, and a humorous DVD called “Money, Got Enough”.
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Another solution was to release information in bite sizes so that the policy intent would be clearly understood by all. This was done via phased curtain raisers, interviews, doorstops and statements on various platforms. Yet another communication route was to go to the ground directly, to explain the scheme and address any doubts. Multiple dialogue sessions, many in the vernacular, were held at various CCs. “Nonetheless, we were mindful of the need to strike a balance between overwhelming the public with too much detail while communicating just enough for a sound appreciation of the policy,” says Ms Tan. “If we had to select one shortcoming, it would be that we subsequently “oversold” the flexibility of the scheme offered to members. By announcing 12 insurance policy options, some members of the public felt overwhelmed by too much choice! This was even though we had explained that the Standard plan would be a default choice for most Singaporeans.” Their efforts seem to have paid off. “When the government finally announced CPF LIFE, it was a ‘non-event’,” recalls Ms Tan. “To us, this meant the policy had gone down well, there was minimal adverse reaction, and broad public support. However, we are mindful that it is still work in progress because CPF LIFE still has some way to go before implementation.”
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MEANS TESTING: NEITHER MEAN NOR DEMEANING Health care and the question of how much we should pay for it are touchy topics everywhere, but the Ministry of Health (MOH) has found that communicating health care policies thoroughly goes a long way towards gaining public acceptance and understanding. Most recently, the Ministry has been reaching out actively to the public on the principles and criteria of means testing in public hospitals. As hospital services in Class B2 and Class C improve, higher income patients who have been going into Class A and B1 wards may opt for Class B2/C wards, despite being able to afford the better class wards. Means testing is a way to share limited resources by targeting the subsidies at the lower income group. From January 2009, higherincome patients will co-pay more than lower-income patients, if they choose to stay in subsidised Class B2 or C wards. “Like many other health care issues, means testing is an emotional issue and we need to address the hearts and not just the head,” notes Ms Karen Tan, Press Secretary to Minister for Health and Director of the MOH Corporate Communications Division. “In our communications efforts, we have to recognise people’s concerns on affordability, especially if they were to have some catastrophic illnesses that could spiral their hospital bills. Fundamentally, we have to build a consensus on these two key issues: What are subsidised wards for and who are the lower-income group? Another question is: Will implementation be fair?”
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Public dialogues
Working with the media To address these issues, MOH relied heavily on the media, with whom it built up a good relationship during the SARS crisis. “The media in fact could be very helpful in translating our policies into simple terms for public understanding,” says Ms Tan. “For means testing, our media contacts gave some good suggestions on the areas in which we could give more public assurances, for example, retirees, pensioners and middleincome groups, and how to mitigate any negative impact of the policy announcement.” Since the new policy was quite complex and affected people differently, it was decided that a calibrated and incremental approach in the release of information would be better than a “big bang” approach. “In communicating a complicated policy, it is important that we drill down the messages to what it really means for the people and be very patient in explaining and re-explaining,” explains Ms Tan. By leveraging on its relationship with the media, and keeping things simple, two core messages stood out. Firstly, that means testing in hospitals would be kept hassle-free and non-intrusive, and secondly, that MOH would err on the generous side, being flexible when it comes to taking care of people in unique circumstances. This communications strategy goes a long way in assuring the public that means testing will neither be “mean nor demeaning”.
Aside from leveraging on the media, MOH also conducted some 21 public dialogues and road shows, involving some 3,500 to 4,000 Singaporeans from all walks of life. “It is worth the effort as by and large, Singaporeans supported the criteria.” So far, the message seems to have gone down quite well. MOH is satisfied that it has managed to build a general consensus on the need for means testing thus far, and is pleased that the media coverage has tended to be positive. However, it is not ready to rest on its laurels yet. “The job of communicating is not completed after policy announcement or in fact many years after implementation,” cautions Ms Tan. “Right now, our focus is ensuring that means testing kicks off without too much fuss, come 1 January 2009. This means ensuring that our internal communications process, IT systems, databases, work flows and frontline staff and financial counselling staff are ready for the implementation.”
11/5/08 6:45:22 PM
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The action is set to get hotter in Singapore’s extreme sports scene. By Gerard James Foo
OVER THE LAST FEW YEARS, PEOPLE IN SINGAPORE HAVE BEEN FALLING FROM THE SKY, throwing themselves off bridges and defying gravity on wheels. Meet the emerging breed of extreme sports enthusiasts – those who engage in spectacular acts that send participants’ adrenalin pumping and spectators’ pulse racing. Indeed, extreme sports has come a long way since 2004, the year which saw divers plunging from planes at the Samsung Skydive Festival in Marina South, and over 300 athletes displaying their daredevilry at various local landmarks during Action Asia Challenge, a prestigious international extreme sports event held here for the first time. The momentum carried over to 2005 when the People’s Association Youth Movement organised the Asian Xcursion extreme sports tournament featuring extreme sports on land and sea. This was followed by Xtreme Singapore 2006 and 2007, which were organised by the Singapore Sports Council (SSC). Xtreme Singapore is a series of competitions that includes skateboarding, aggressive inline skating, BMX Park and BMX Flatland.
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Even as these events give extreme sports a leg-up in Singapore, efforts are being made to shed its “dangerous” image through public education. Dr Bervyn Lee, SSC’s director of Sports Culture, said, “We explain to people that participants in extreme sports are not reckless show-offs or irresponsible risktakers. While there are elements of danger, we point out that such dangers can be minimised through responsible risk-management behaviour. These include knowing one’s own ability and skill level, understanding the course that one is performing on, and wearing protective gear.” Despite the fact that there are now Singapore representatives at international events, extreme sports still have some way to go, acknowledged Dr Lee. “The sport is still in its early stage of development. What we are trying to do is to enhance the interest of the general public in the sport and the desire of the fraternity to better themselves and attain high standards of training and performance,” he said. Next year, aficionados in Singapore can expect a boost in this direction, with the official opening of the Extreme Skatepark in the East Coast, which will coincide with the SSC’s third instalment of Xtreme Singapore. The Extreme Skatepark will be Singapore’s first international standard skatepark to cater to extreme sports enthusiasts. The park will definitely draw in many
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Who did you learn the tricks from? “It was DIY all the way. I got my hands on some magazines and I tried to visualise how the guys in the photos did it. My friends and I experimented with all the stunts we saw in the photos, and it didn’t quite matter if we executed the moves the wrong way. As long as we managed to pull off a trick, we were happy. The number of hours we spent perfecting a trick was quite incredible, not to mention the cuts and bruises we picked up along the way. But everything seems worthwhile once you’ve succeeded in pulling it off. The feeling is super shiok!” And that is how you got hooked? “Absolutely! When you are good at something, you want to pursue it further. When I found that I could pick up a trick quite easily, I started improvising. Copying other people’s tricks is easy; creating your own is extremely difficult. You have to do something no one has thought of or done before. You don’t want it to be so simple that it can be copied within minutes. A certain level of difficulty is a must. There is no end to striving for such moves. This is what keeps me going.” curious Singaporeans who are new to extreme sports, said public officer Simon Lim, a BMX freestylist. “The skate park must also be a unique attraction in itself, so that professionals from around the world would want to come to Singapore to ride in it,” he said.
PHOTO: D6 STUIDO ILLUSTRATION: GETTY IMAGES
HOOKED FOR LIFE CHALLENGE CATCHES UP WITH PUBLIC OFFICERS SIMON LIM, A BMX FREESTYLIST, AND TAN HONG CHUN, A MOUNTAIN BIKER, TO FIND OUT MORE ABOUT THE ATTRACTION OF EXTREME SPORTS. That “super shiok” feeling Mr Simon Lim, 39 and married with a son, is a staff with the Singapore Navy. He took up BMX freestyle in the 1980s and has not looked back since.
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How did you get into BMX freestyle? “Back in the early ’80s, the most popular bicycles were racing bikes (now called road bikes) and BMX. Being young and small built, my legs were too short for racing bikes, so it was the BMX or nothing. I got my first BMX in Secondary 1. It was the rage then and almost every kid had one. I think the BMX became popular because of the 1979 hit movie ET. But for me, it was not the movie or the chance to race around the block that got me hooked. It was the high I got from pulling off those daring tricks on my bike.” Was it difficult to pick up the sport? “Not at all. You can do BMX freestyle at your own pace. You don’t need a team or partner to start. You just need a bike but you can’t attempt a trick without first figuring out the best way to do it. Muscles without brains do not work.”
Any advice for people who are contemplating BMX freestyle? “Start early. The later you start, the harder it is to learn the techniques and the more fearful you will be of injuries. You tend to be more cautious and it will take you longer to push yourself to the limit. At this stage, when you feel the adrenalin rush, it can mean one of two things – you’re getting the fright of your life and you’re quitting, or you’re experiencing an unprecedented ‘high’ and you’re about to be hooked to the sport for life. A beginner should start slowly and master the basics of balance and control before trying anything. There are risks in every sport, but if you do it gradually, you will minimise the chances of injury. It’s important to have a clear mind before you attempt a trick. Finally, patience and guts will definitely help you learn faster.”
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What were some of the best and worst moments you’ve had? “Winning the Tasik Kenyir International this year was my best moment. It was all the sweeter because it made up for the worst moment – not making the SEA Games squad in 2007. I hope there will be many more sweet moments to come... and soon!”
TWO LOVES WHEN COMMANDO TAN HONG CHUN WAS SENT TO NEW ZEALAND TO TAKE PART IN THE IRONMAN TRIATHLON IN 2005, LITTLE DID HE KNOW THAT THE EXPERIENCE WOULD LEAD HIM TO THE TWO LOVES OF HIS LIFE. How did you get into downhill mountain biking? “In 2005, my commando unit sent me and 10 others to take part in the New Zealand Ironman triathlon. As the place was mountainous, we had to cycle over mountain trails with bikes. So you can say I went into it by default. My family has been very supportive of my sport. I suppose it’s not surprising since my wife is also a mountain biker. She represents Indonesia while I represent Singapore.” What is so addictive about the sport? “The adrenalin rush. The sensation of overcoming undulating terrains and steep inclines on your bike. The feeling that you have not been intimidated, that you have conquered your fears and come up on top.”
Any advice for people starting off on this sport? “Three golden rules. Rule No 1: WEAR protective gear! Rule No 2: WEAR PROTECTIVE gear! Rule No 3: WEAR PROTECTIVE GEAR!”
Have you taken part in competitions? “Yes. I represented Singapore in the ASEAN championships, the Asian championships and also the pre-SEA Games trials. I came in 4th at the preSEA Games trials in 2005, and was also the national champion from 2005 to 2007. I have also won a couple of regional races this year and made many friends along the way. In fact, I met my wife during the 2005 ASEAN championships in Indonesia. Mountain biking has really been a blessing to me.”
What do you think is the best thing about downhill mountain biking? “This sport builds character! It teaches you how not to give up and to pick yourself up after every failure to try again till you succeed. As the saying goes, ‘Everybody fails but champions pick themselves up and try again. They persevere and prevail. ’ This sport is the perfect example of that!”
What are the dangers and how do you avoid them? “A bad crash can hurt – from a couple of broken bones to severe concussion. But if you are not rash and only take calculated risks, accidents will be few and far between. Before you attempt a slope, you must do some mental planning and preparation. Don’t just rush into it. As for precautions, I would advise that you ride within your limits. Know yourself and your confidence level. Take only calculated risks where you think the chances of success are reasonably high. And finally, wear protective gear. It makes the difference between minor bruising and serious injury.”
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OnTheJob
For instance, during Ramadan, practically all shops are closed during the day, and dinner starts late, often lasting into the early hours of the morning! Describe your job.
I work as a diplomat in the Singapore Embassy in Doha, Qatar, a post I assumed in January 2008. I joined the Foreign Service in May 2005. Prior to my posting to Doha, I was an officer in the Malaysia branch of the Southeast Asia Directorate in the Ministry of Foreign Affairs Headquarters.
What do you like about your work? What has given you the greatest satisfaction?
It is an extremely gratifying and important responsibility to represent Singapore and to promote a good image of my country to the outside world. I have had the opportunity to meet with foreign Ministers to present Singapore’s position on various issues such
Mr Ken Siah talks about life as a Political Secretary with the Singapore Embassy in Qatar.
DiplomatInDoha The job of a Political Secretary is multifaceted and unique. My main responsibilities are analysing and reporting on political and economic developments; making recommendations on foreign policy; cultivating and maintaining good bilateral ties between Singapore and my host country; and representing Singapore at official functions and events. What were your expectations when you first took it on?
The job has turned out to be more varied and wide-ranging than I expected it to be. Besides political and representational work, being a diplomat also entails a lot of meticulous groundwork and planning, especially when preparing for visits by government leaders. What are some of the challenges that you face in your job?
as the Free Trade Agreement between the Gulf Cooperation Council and Singapore. I’ve also gained a lot of satisfaction from being part of the team that helped start and staff the embassy in Doha. It was established in December 2006 with three people – the first embassy that Singapore had set up in over 10 years. I joined about a year later as its first political secretary. Here in Qatar, we are helping to break new ground for Singapore in an exciting growth region. It is a source of pride for me that my work here has some influence on policy-making in headquarters. What are some of the low points?
Although living in a new environment and learning about different cultures is rewarding and stimulating, the prolonged periods I have to be away from my family and friends in Singapore is a drawback to an otherwise exciting experience overseas.
For me, it was a culture shock coming to the Middle East. I had to learn how to adjust to the climate, lifestyle and working habits here.
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Learning People
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FOLLOWING A SUCCESSFUL PILOT IN THREE MINISTRIES, the job redesign effort for support officers has been rolled out to the rest of the Civil Service from October. The effort to help support officers learn new skills to take on higher value work involves some 4,000 Corporate Support Officers (CSO) and 2,000 Operations Support Officers (OSO). Announcing this on 6 October 2008, Minister for Defence and Minister in charge of the Civil Service, Mr Teo Chee
Hean, said, “By acquiring new skills and competencies, both the individual officer and his organisation benefit. The organisation has an officer who is more able to contribute to its current and future needs, and the officer will remain employable and deployable. This is what job redesign is about. Job redesign gives our officers new skills and new challenges so that they can grow in their careers.” Mr Teo was speaking at a ceremony to recognise 72 civil servants who had attained the national-level Career Readiness Certificate (CRC). Over the past few months, the Public Service Division (PSD) has been working closely with the National Trade Unions
“BY ACQUIRING NEW SKILLS AND COMPETENCIES, BOTH THE INDIVIDUAL OFFICER AND HIS ORGANISATION BENEFIT. THE ORGANISATION HAS AN OFFICER WHO IS MORE ABLE TO CONTRIBUTE TO ITS CURRENT AND FUTURE NEEDS, AND THE OFFICER WILL REMAIN EMPLOYABLE AND DEPLOYABLE. THIS IS WHAT JOB REDESIGN IS ABOUT.”
Congress and the Amalgamated Union of Public Employees, as well as three pilot ministries – Ministry of Manpower (MOM), Ministry of Education (MOE) and Ministry of Home Affairs (MHA) – on job redesign for support level jobs. “The redesign of jobs will help ensure that the Civil Service continues to be efficient and effective, and that work continues to be challenging and meaningful for our support officers. Officers can look forward to an upgrading of skills that will greatly enhance their job satisfaction and development,” said Ms Bernadette Sim, Director of Personnel Policy Department at PSD. During the pilot phase, MOM, MOE and MHA took the lead in redesigning jobs for some 500 of their support officers, with assistance from PSD. While MOM centralised its general office administrative jobs under a shared services concept, streamlined work processes and enhanced job scopes have given support officers the opportunity to specialise and to be involved in higher-level work at MOE and MHA. Ms Maryam Bee Binte Alla Pakshi, a CSO with Haig Girls School, Ms Maryam used to carry out Bee Binte Alla Pakshi disparate transactional
Job redesign helps support officers learn new skills to take on higher value work.
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Literacy and Numeracy (WPLN Level 5) and then complete seven Workplace Skills modules under the Employability Skills System. Coupled with Ms Tan Ee Hwa her good performance, and the fact that WPLN Level 5 is one of the prerequisites for promotion, Ms Tan was promoted to the higher grade of OSO Grade II in June this year. Mr Thomas Sim, a CSO at PSD, is another CRC recipient who sees the value in upgrading his skills to prepare for new responsibilities. “I believe that with adequate training in areas such as problem-solving and decision-making, I can look forward to a more challenging job scope. I will also be in a better position to handle any challenges that might Mr Thomas Sim come along,” he said.
ILLUSTRATION: GETTY IMAGES
tasks such as facility booking, document verification and data entry for Primary 1 registration. With job redesign, she now also provides administrative support for school events and projects, like monitoring implementation details and organising transportation for pupil events. The enhanced job scope has given her a greater sense of ownership over the process. “I feel like I have more autonomy to complete my work and I can move forward because I understand my job, the enhanced scope, and the rationale behind what I am doing,” she said. Many of the officers who took part in the pilot like Ms A Saralah, a CSO at MOM, attributed the success of the job redesign Ms A Saralah exercise to the support of supervisors and colleagues. “When I was first told about the job redesign, I was worried and concerned about my work,” she said. But her concerns were unfounded. “I learnt to ask when I was not sure and my supervisor was always there to guide me. Even though I made mistakes, I actually learnt from them. I treat them as part of my learning journey,” Ms Saralah added.
Ms Eng Cui Fen, a Personnel Officer with the Police Headquarters, agreed that good communication between the Ms Eng Cui Fen supervisors and staff was key to a successful job redesign. “I have seen supervisors and staff helping each other along the way. Our supervisors gave us a lot of support, and this has contributed to the success of the job redesign in my unit.” With the rollout of the job redesign initiative to the rest of the Ministries, support officers and supervisors will be working together to discuss how the support jobs can be enhanced. Support officers will be given the training they need to perform the redesigned jobs. At the ceremony, Mr Teo commended the certificate recipients for their hard work and spirit of continuous learning. The officers were the first batch of civil servants to attain the Workforce Development Agency’s CRC. Among the recipients was Ms Tan Ee Hwa, an OSO at MOE. She received a training incentive of $200 upon obtaining the certificate. Ms Tan had to pass a computer adaptive test in Workplace
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Face 2 Face
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Tell us about your Public Service journey and how it has led to your current posting.
I was awarded the Singapore Armed Forces Overseas Scholarship in 1973. Since then, my tour of duty has included postings in various organisations. Before joining MINDEF in 2003, I was Deputy Secretary (Policy) in the Ministry of Finance and before that, from 1996 to 2001, I was the chief planner and CEO of the Urban Redevelopment Authority. I also held an appointment as director of the Defence Material Organisation in MINDEF, which dealt with acquisition project management and systems integration. That was probably a key transition that resulted in my current job.
‘yes’ men. We want our personnel to first understand why we do certain things in certain ways. If you merely order people to their tasks, they will do it, but do it grudgingly. On the other hand, if you take the trouble and the time to educate and explain, people will be more likely to become interested parties to the plan on hand. With buy-in, people will do things not out of command, but because they see themselves as stakeholders. In a big organisation, that’s a challenge to achieve, but we must try to achieve it, because we must move together as a team. We do not want half-hearted soldiers.
Working within a nation of scarce resources, Singapore’s Civil Service has to constantly think out of the box in order to come up with creative solutions to address various constraints. Challenge speaks with Dr Tan Kim Siew, Permanent Secretary (Defence Development) of the Ministry of Defence (MINDEF) to find out how MINDEF works its plans. By Melissa Heng
NoHalf-HeartedSoldiers What are some of the challenges facing MINDEF today?
MINDEF is a very large and complex organisation. Due to its size, there is a danger that creativity gets stifled and people become “lost” within the organisation. We don’t want our staff to become mere cogs in the wheel – just doing what they have to do and no more. The challenge here is to encourage an innovative spirit. We want people to feel a sense of ownership when they make plans. A related challenge is the importance of “buy-in”. True, in the military, there’s a clear hierarchy. But we do not merely want
Manpower issues aside, there are other challenges. The first is budget. We are a small country with limited resources. We get about six per cent of the national budget but in real figures, this is a modest amount compared to other countries with more resources. So the question is: “How are we to be adequately provided?” We have to innovate and exploit technology. This does not mean merely buying the latest toys or defence gadgets. It means we have to integrate the appropriate hardware with our software and find a balance that works. That is the challenge that requires good, holistic planning.
There are two key considerations that make holistic planning imperative for MINDEF. The first is our limited pool of resources in terms of manpower and finance. The second is Singapore’s
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PHOTO: D6 STUIDO
How do you plan holistically?
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vulnerable geo-strategic position. The various complexities in our region means we have to continuously adjust our defence posture in order to ensure Singapore’s security. For MINDEF, this means we must constantly update and modify our strategies. To do this, we have a structured, longterm planning process, done once every three years. Such planning lets us review our strategic directions in response to technology advances. We also practise a “total system” approach. This requires all factors, such as technical performance, system availability, sustainability and ownership costs to be considered upfront. How do you see MINDEF evolving as we go forward?
Going forward, we must effectively tap on technology to aid our troops on the ground. Technology cannot be a total replacement for our soldiers. After all, wars are won by people, not machines. But technology can make our men more effective and reduce their vulnerability. It is a good servant, because it can provide the necessary tools. At a higher level, it can provide the best system while at an operational level, it can provide the best equipment. Going forward, therefore, I see more unmanned systems, and more system-assisted, knowledge-based fighting machines. On the manpower level, we will continue to work on maintaining and increasing the commitment of our NSmen in the face of globalisation. We need to constantly impress on the population that without defence and security, there would be no Singapore. Ironically, the longer we stay successful in keeping the peace, and the better the economy performs, the harder it becomes to convince the public of how vulnerable we really are! But my message is clear – MINDEF will do its best to keep Singapore safe. We will give Singaporeans the environment in which to live and prosper, but we hope Singaporeans will not become complacent. As a people, we must stay vigilant.
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“GOING FORWARD, WE MUST EFFECTIVELY TAP ON TECHNOLOGY TO AID OUR TROOPS ON THE GROUND. TECHNOLOGY CANNOT BE A TOTAL REPLACEMENT FOR OUR SOLDIERS. AFTER ALL, WARS ARE WON BY PEOPLE, NOT MACHINES.”
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Meet the interns Ted Chen: Pursuing a Master of Science in Journalism at Columbia University, United States. Interned at Public Service Division. Kelvin Goh: Reading History and International Relations at the University of Exeter, United Kingdom. Interned at the Ministry of Defence.
Lee Ting Jun: Studying Aeronautical Engineering at Imperial College London, United Kingdom. Interned at Casino Regulatory Authority. Chernise Neo: Studying Politics and Sociology at the University of Warwick. Interned at the Ministry of Community Development, Youth and Sports. Minnie Yung: Studying Biology of Fertility and Embryo Development at University College London. Interned at the National Research Foundation.
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multiple levels of approval and “safety checks” are necessary when we’re discussing matters on a national scale, but timing is also critical.
First impressions Overworked and underpaid Ting Jun: I used to think of Civil
Service employees as overworked and underpaid, with chances for promotion slim and rare to come by. I also used to think civil servants were assured of job security, and since their monthly salary would be the same whether they did more or less – might as well do less! Boring but efficient Ted: The biggest stigma was that the Civil
Service was dry and boring…That’s not to mean I didn’t think the government was efficient. Maybe I felt it was too efficient, pushing a large group of automatons to work – people who didn’t necessarily understand the impact they would have on the citizens, if any at all. Challenging work Chernise: I think all the scholarship talks
and careers fair exhibits must have had an effect, because I did expect the people to be very competent and the work to be very
Some have even worked in big companies. The system is merit-based; anyone who is ambitious and hardworking is given ample opportunity to lead and shine! Never a dull moment Kelvin: Having spent slightly more than a
month in the Defence Policy Office, I’ve realised that the Civil Service is much more dynamic than what it appears to be. The most commendable aspect of working in MINDEF would be the sheer spirit of the office. I am especially amazed to see how everyone is extremely dedicated and passionate about their jobs. Although Policy Office is divided into different sections, everyone is extremely helpful when it comes to assisting one another. Open to ideas Ted: PSD was keen to pick up best
practices from private companies while
Bonding across the service Minnie: It would be great if we can
have more social activities together. This will promote friendships, bonding, and develop civil servants’ sense of belonging in the Public Service.
On reflection Behind the scenes Ting Jun: I think members of the public do
not see the effort and hard work put in by the civil servants. We tend to focus on the negative aspects rather than the positive aspects. There is a lot of work going on behind the scenes. Without competent and hardworking civil servants, Singapore would definitely not be where she is on the international stage right now. On the go Kelvin: There is much more than what
Five students go on internship programmes at various agencies and discover the light. By Lim Zhi Wei
TalesFromThe“DarkSide” challenging. Also, as with most jobs in Singapore, I knew the hours would be really long...
Kudos Merit-based Ting Jun: I realise civil servants are
appraised according to their performance, and how much they earn depends on how well they perform. Many of my colleagues do more than what is required of them and have been especially helpful whenever I encounter problems. The issue about being overworked and underpaid is certainly not true as the government pays civil servants competitive salaries and strives to achieve work-life balance. Opportunity to lead Minnie: My colleagues at National
Research Foundation are scientists and engineers. Many graduated from established universities around the world.
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attracting none of the brutal office-room politics those companies are notorious for. The ability to operate effectively when needed while being completely goofy with each other at other times is solid proof that the working environment here is healthy and meaningful for everyone.
meets the eye when it comes to the Singapore Civil Service. The sheer dynamism of the job and the pace at which things happen certainly requires one to be on the go at all times. The lengths and measures that we take to defend our country are highly commendable.
Meaningful work Chernise: The work I did wasn’t just
Minnie: People in the Civil Service are
challenging, it was also meaningful because I could see how it would make a difference to the lives of senior citizens in Singapore. I really appreciated that my supervisors were very open to my ideas and opinions, even though I was just an intern with no practical policymaking experience and rather little knowledge of the elderly in Singapore beyond my grandmother!
Always improving driven by their desire to contribute to the country. They strive for improvement all the time. Bright sparks Ted: The experience certainly provided me
a rare chance to “go over to the dark side” and see the world from their eyes. Public officers are not the government’s puppets or slave workers. Some of Singapore’s brightest talents work in the Civil Service.
Room for improvement Red tape Ted: The biggest stumbling block, in my view, is the slow pace at which policies, changes or new initiatives are implemented. Going through
Striving hard Chernise: Contrary to popular belief, civil
servants do care and they mostly try really hard.
11/5/08 7:24:24 PM
24
Backstage
How public officers beat the clock as they prepared Singapore for the world’s first Formula One night race. By Anna Yap
TheRaceOf TheirLives
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BEHIND THE GLITZ AND GLAMOUR OF THE FORMULA 1 SINGTEL SINGAPORE GRAND PRIX was a cast of thousands working together to make the world’s first Formula One (F1) night race a success. From the 12 May 2007 announcement that Singapore had acquired F1 rights to the inaugural practice session on 26 September 2008, it was a race against the clock to complete a myriad of tasks, from deciding on the lighting contractor and recruitment of the volunteer marshals to road surfacing works and the construction of the Pit Building. There were just so many things to be done. It was the biggest Whole-ofGovernment project ever, and the amount of cross-agency work was enormous. Led by the Singapore Tourism Board (STB), many agencies including the Land Transport Authority, Singapore Police Force, Singapore Sports Council and the People’s Association lent their support to make the race a success. For example, the STB worked with the Singapore Land Authority (SLA) to identify and make available the parcels of land required for the street circuit and the supporting infrastructure such as grandstands, car parks and event areas, as well as for F1related ground crew accommodation and holding areas. In this role, SLA became a one-stop coordination centre for some 20 government agencies, smoothening the processes involved and slashing the time taken to approve plans from seven days to a mere one or two days. As Mr Lim Kok Hwa, Manager, Land Lease (Public), Land Operations Division, SLA, said, “Never before have so many agencies come together with a common goal – that of making this first F1 night race in the world a success.” The level of cooperation and support
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demonstrated by the SLA was replicated across the public sector by each and every agency involved in the F1 event. Away from the glittering lights, officers from agencies such as the National Environment Agency (NEA) and the Public Utilities Board (PUB) worked to ensure the safety of the event and that strict sanitation standards were adhered to. From assuaging the concerns of retailers and hoteliers whose businesses were situated next to the F1 race circuit to creating a party atmosphere and spearheading the publicity blitz for the events, it was all hands on deck as Singapore worked towards ensuring the success of the historic first night race in the F1 series. In this issue, we capture some of the voices of public officers who were working behind the scenes. Mr Leong Yue Kheong, Director F1 Project, Singapore Tourism Board “The preparation for the race has been in itself, a race against time. My project team felt a sense of accomplishment when construction of the Pit Building was completed in record time – 11 months from the ground-breaking ceremony in August 2007! It was only through the strong support of the various government agencies and industry partners from the private sector that this was made possible.” Mr Zatan Tan, Head of Youth Movement, People’s Association “The People’s Association (PA) played an important role in generating excitement, local participation and community ownership in the F1 event. We did this by staging activities for fellow Singaporeans, activities such as a series
11/4/08 3:19:01 PM
Backstage People
26
“IN ORDER TO FACILITATE THE F1 PROJECT, MY TEAM’S EFFORTS WERE NOT ENOUGH. I NEEDED TO LIAISE AND COORDINATE WITH AT LEAST SEVEN DIFFERENT DEPARTMENTS WITHIN SLA TO MANAGE THIS PROJECT EFFECTIVELY.”
of motor sports carnivals held at heartland locations since last year, leading up to a finale at the Pit Building of the F1 circuit park on 26 and 27 July 2008. There, go-kart races were held on the same tarmac that the F1 drivers later raced on.” Mr Willie Tan, General Manager, Central Regional Office, National Environment Agency “Many of the complexes at the fringe of the event site were affected by road closures and the erection of barriers and fences. So we had to make the necessary changes to the barriers to facilitate the easy movement of refuse collection and road cleaning vehicles as well. NEA also ensured that the some 50 odd food and beverage stalls selling a large variety of food at the event met high public health standards. We also worked with the STB and the race promoter to assess and manage the impact of noise from the F1 race, and to put in place pollution control measures to prevent any accidental spillage of oil from the pit area and the race circuit into the Marina reservoir.” Mr Lim Kok Hwa, Manager, Land Lease (Public), Land Operations Division, Singapore Land Authority “SLA’s main task was to help make available the land required for F1, and to explore and share experiences of how land resources could be optimised. Also, we had to articulate a system of proper revenue collection for land resources being used. While balancing the requirements by various agencies, SLA had to ensure that fair value of the State was extracted. There was much communication, education and
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awareness-generation for all parties involved in this national project. SLA also provided consultancy to other fellow agencies, not only with regard to land legislation issues but also in the provision of institutional knowledge of past best practices. For example, STB was proposing to do reclamation works near the revetment to expand the width of the F1 circuit between the NDP Seating Gallery and floating platform, so I invited them to bring in a hydrographic specialist from Jurong Town Corporation. The specialist gave expert advice to STB on the structural safety of the seawall revetment.” Ms Charlene Lim, Principal Executive, Land Lease (Public), Land Operations Division, Singapore Land Authority “In order to facilitate the F1 project, my team’s efforts were not enough. I needed to liaise and coordinate with at least seven different departments within SLA to manage this project effectively. Luckily for me, my colleagues in these departments, especially from valuation, mapping and legal, were very willing to go the extra mile to help me, despite the volume of work they had at hand. I remembered one occasion when I had to work over the weekend with Ms
Agnes Pang of the valuation department to come up with indicative bulk TOL (Temporary Occupation Licence) fees for the use of State lands, so as to facilitate the planning of the Race Promoter, Singapore Grand Prix. I was still discussing this issue with her at 10 pm on a Sunday night! Fortunately, we did manage to provide the required information on time.” Ms Margaret Teo, Assistant Chief Executive (Leisure), Singapore Tourism Board and Chair of the F1 Events and Festivities SubCommittee “There were three working groups under the Events and Festivities SubCommittee. The Corporate Working Group comprised representatives from the Monetary Authority of Singapore (MAS), Economic Development Board (EDB) and Ministry of Trade and Industry (MTI). It worked closely with various banks and financial institutions to host top clients and VIPs from overseas, and helped facilitate the development of potential business events and conferences during the Grand Prix Season. The Lifestyle Working Group, which comprised the STB, National Arts Council (NAC), National Heritage Board, Singapore Sports Council and the Urban Redevelopment Authority (URA) worked closely with the private sector on the development of lifestyle and leisure events and promotions. Agencies such as NAC timed the Singapore Biennale with the Season. The Community Working Group comprised PA, NTUC, SAFRA and the Ministry of Education, and it worked closely with schools as well as community clubs and centres to increase awareness of the race and to
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Trackside action As the Ministry of Trade and Industry’s (MTI) F1 Project Team Leader, Mr Teh Hua Fung oversaw the ministry’s involvement in the project at the working level. This is his account of the F1 experience: The run up to F1 “My team and I worked hand-in-hand with other MTI divisions, the Singapore Tourism Board, partner agencies, and the race promoter, Singapore GP, to get approval for, plan and implement the project. The many parties involved and operating in untested waters made the exercise a very complex one, and it was hardly a walk in the park. We were certainly excited, but at times and especially towards the end, people were extremely fatigued as well. Thankfully, everyone managed to push through and get the job done. Things ended on a very high note!” Race days “During the race days, I was involved in managing one of the hospitality suites and the programmes of various VIPs and Government guests coming to the suite. I was also communicating via walkietalkie with the government operations centre outside the circuit park so as to provide an update and decision link to principals in the suite. I had been to other F1 races before so I knew what an F1 race felt and smelled like. However, to see it happening on home soil was out of this world. I kept telling myself, “I can’t believe this is happening”. I felt really giddy when I saw Singapore’s skyline being captured on international TV!” No Chicane “A pregnant colleague who was with me during the race was due in a few days, and we had to ensure that we had a plan to evacuate her in the event she went into labour early. Luckily she held off giving birth till after the race (phew). One of the bosses suggested, tongue-in-cheek, that she give her baby (who has since entered this world) an F1inspired name like “Chicane”. She kindly declined!” Respecting relationships “F1 was, and will continue to be a big and complex project involving a multitude of parties, interests and temperaments. So solutions are often found not by pointedly managing the issue, but by understanding and respecting the relationships that come with it.”
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11/5/08 7:25:49 PM
Backstage People
28
bring motor sports to the heartlands. Singapore GP also sat on this committee to address any concerns from members, as well as to share their plans for the race, in particular the planned events and activities within the Circuit Park. This helped the committees ensure that there were no conflicting events.”
Mr Ken Low, Assistant Chief Executive (Brand & Communications), Singapore Tourism Board and Chair of the F1 Publicity & Media Sub-committee “The Publicity & Media Sub-committee worked to maximise media coverage, both locally and internationally...One of the key challenges we faced was the need to have a broad view of all aspects of the race and its preparations, which then enabled us to develop a strategic and comprehensive communications plan to publicise the event. Multi-agency involvement was essential as each member helped to provide communications expertise specific to their respective domain. For instance, in preparation for the announcement of the traffic and transport
24-28 Behind the scenes.indd 28
management plan, the LTA advised the committee on the best way to present a significant amount of traffic information so that it could be easily understood by the public.” Mr Tan Nguan Sen, Director (Catchment & Waterways Department), PUB, Singapore’s National Water Agency “One of the biggest challenges we faced was to work within the tight time schedule. We had to ensure that PUB’s water, drainage and sewerage systems in and around the F1 race site are in good condition. For example, we had to make sure that the area, including the race tracks, would not be flooded and that water and sanitation requirements of all the essential buildings and structures were fully met. Another important work was to replace or bolt manhole covers along the F1 circuit so as to enhance the safety of the F1 drivers.
Mr Aloysius Arlando, Assistant Chief Executive (BTMICE), Singapore Tourism Board and Chair of the F1 Stakeholders Sub-committee “The role of the Stakeholders Subcommittee was to address the concerns of various property and business owners in and around the F1 event area, which included the hoteliers, retail and food and beverage tenants, as well as that of the transport companies. We worked with various agencies to help stakeholders work out their business continuity plans to minimise any negative impact on their businesses. For instance, we worked with LTA to develop a traffic and transport management plan that helped facilitate stakeholders’ and the general public’s access to their properties during the road closure period. Our challenge was in managing the stakeholders’ expectations and developing as much goodwill, understanding and support from them as possible.”
11/4/08 3:19:55 PM
29
BackToWork
The “official” retirement age means little to these three public officers.
Retirement Reinterpreted
Be your own boss Mr Lee Hui Huan spent 39 years in the Civil Service as an interpreter before retiring. Then, he put his own interpretation on his golden years, and went back to work, but on his own terms. The best part about working during retirement, he says is that “you can be more selective”. Working on a freelance basis, he only takes on the assignments that suit him. Long before his retirement on 1 January 2007 (“on my 60th birthday”), Mr Lee’s path was clear, having done freelance work even during his Public Service career. “In 1977, I started working as a freelance simultaneous interpreter for the Parliament while serving as a senior interpreter at the Supreme Court, with the blessings of my bosses in the Public Service.” he explains. “In 1992, I was the first Singaporean invited to join the pool of freelance interpreters in the United Nations (UN), and was called to service for the ESCAP (Economic and Social Commission for Asia and the Pacific), UNEP (UN Environment Programme),
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UNDP (UN Development Programme), WIPO (World Intellectual Property Organisation), World Bank and the ADB (Asian Development Bank).” In fact, his sideline proved to be so lucrative that Mr Lee opted for early retirement rather than staying in the service until 62. “At the point of my retirement, I had assignments lined up all the way to the second half of the year,” he says. These included conferences, seminars, and meetings, both in Singapore and overseas. Other assignments for Mr Lee, who worked in the Parliament as the resident simultaneous interpreter from 1990 until his retirement, included interpreting for the Prime Minister, Minister Mentor, Deputy Prime Minister and Ministers in their visits to China and meetings with high-ranking visitors from China. When asked to describe his Civil Service career, Mr Lee says simply, “I have been doing the same job – interpreting. Interpreting is my lifelong career and indeed my first and last job in the Public Service.”
In fact, in 2007, while interpreting for a Singapore Minister in Beijing, a ViceMinister who led the Chinese delegation during Singapore’s negotiations with China on the establishment of diplomatic relations in 1990, recognised him and remarked, “You are still interpreting! Your counterpart, the then interpreter for the Chinese side, is already the Chinese Ambassador in the United Kingdom now!” Far from wanting to enter the world of diplomacy as a player, Mr Lee is content with what he is doing. “It is always a joy to realise that you are still wanted and your skills can be put to good use and be appreciated.” Not surprisingly, Mr Lee supports retirees who are contemplating returning to the job market. “If your skill is still relevant, and your body and mind are still functioning well,” he says, “don’t waste it.” However, he adds a word of advice. “Take those jobs you enjoy, turn down those you don’t enjoy doing. As a retiree, this is your prerogative. You are your own boss.”
11/6/08 1:42:53 PM
BackToWork Face 2 Face
30
“MDM NICHIMI, A DIV IV OFFICER WHO HAD SPENT HER ENTIRE 15-YEAR CIVIL SERVICE CAREER WITH THE SCHOOL, WAS ONLY TOO HAPPY TO RETURN. “I LIKE TO WORK,” SHE SAYS. “OTHERWISE, IF I STAY AT HOME, I GET VERY LAZY.”
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11/6/08 1:43:00 PM
Don’t worry, be happy Mdm Nichimi d/o Kuppusamy worked in Chua Chu Kang Secondary School as school attendant from the time of its establishment 15 years ago, and after she reached the retirement age, she carried on working in the school as a member of its cleaning force. The operations officer, who turned 62 in November last year, experienced just one day of “retirement” before going back to the school on the same terms as before. “She has a good attitude and a happy disposition,” says Mr Francis Lim, VicePrincipal/Administration of the school. “She is well-liked by the staff because of her personality, and because she is very forthcoming in helping teachers who feel they are well supported.” Mdm Nichimi has no qualms about working beyond her 9am - 6.30pm work hours when staff stay late, in order to lock up after them as part of her duties. Besides maintenance of the estate, cleaning and setting up furniture for events, she goes the extra mile, cooking for the school’s funfair. “Mutton, chicken, fish curry, all also can,” she says, smiling shyly. And the bougainvillea which blossom so prettily around the school are also her handiwork. Her hardworking, willing personality did not escape the notice of the Chua Chu Kang Secondary’s principal, Ms Rosalind Sim. Six months before Mdm Nichimi was due to retire, the school approached her about extending her career with them, on the same terms as before retirement. “It was because of her good service, and the school does support re-employment of workers, rather than sourcing from outside” explains Mr Lim. Mdm Nichimi, a Div IV officer who had spent her entire 15-year Civil Service career with the school, was only too happy to return. “I like to work,” she says. “Otherwise, if I stay at home, I get very lazy.” When asked about what she would say to other civil servants who are contemplating working after retirement, she flashes that shy smile again. “It’s better to work. If you are able to work, that is a good thing.”
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The ‘go-to’ gal If the Guinness Book of Records noted service records, Miss Dorothy Wong would be in for a mention. Altogether, Miss Wong notched up 51 years of service in the PSC Secretariat, from 1957 to 2008. She recalls how it all started. “Armed with only a Standard VIII educational qualification, I went to the Ministry of Labour to register for a job. Fortunately, I was selected for appointment as a Clerical Assistant and I assumed duty on 1 June 1957.” In those days, before most of the current batch of civil servants were even born, it was a different world. “We had no computers, Internet or air conditioning,” remembers Miss Wong. “We had only typewriters to work on. During lunch hour, we used to go round switching off the fans to conserve energy. We would use and re-use envelopes and carbon paper over and over again.” She worked her way up to stenographer, and finally to Personal Assistant, which could be described as her calling. Altogether, Miss Wong spent 46 years serving four consecutive PSC chairmen. In fact, when she reached the compulsory retirement age of 60 in 1995, her boss, Mr Lee Hee Seng, persuaded her to continue working under him until he saw out his second term of office. This ended on 31 July 1998, but Miss Wong stayed on for another decade, as Personal Assistant to his successor, Dr Andrew Chew. She retired on 11 August 2008, shortly after Dr Chew’s retirement. Her secret to working well with her various bosses and colleagues? “Be the ‘go-to’ person. Go above and beyond to make your job and the manager’s job easier. Anticipate the needs of your department and try to address them before they arise.”
Although she has seen the era of typewriters and fans give way to e-mail and air conditioning, Miss Wong has taken the changes in her stride. “In the strong team environment of the PSC Secretariat, we all helped each other adapt. This made the process of adapting to change a less difficult one.” For officers who are considering a return to work after retirement, she offers this thought, “Don’t think that you will not be valued. Experience will allow you to quickly spot and anticipate problems and opportunities a more junior colleague may not foresee or detect.” Her years of experience have only increased Miss Wong’s devotion to the job. “When you are working for the government, any improvements you can make will benefit your fellow citizens. There are not many jobs which offer such an opportunity,” she notes. Even now, the septuagenarian has no plans to hang up her feet totally. “I’m not really retiring because I will still be around to help out,” she says. “I did not like retirement the first time round, and the second time round, I still dislike it. So I will likely find some way to continue to contribute to the PSC Secretariat.”
11/5/08 8:14:10 PM
Health
32
PHOTO: PHYSICIAN TEH SIEW CHOON PRACTICES AT EU YAN SANG SPECIALIST TCM CENTRE AT PARAGON/ GETTY IMAGES
“IS ACUPUNCTURE PAINFUL?” That’s usually the first question that patients ask Physician Teh Siew Choon of Eu Yan Sang Specialist TCM Centre at Paragon. “And the answer is maybe,” laughs Physician Teh. “But different patients perceive pain differently. There are those who feel little sensation. And then there those who are psychologically expecting a great deal of pain, and feel pain even when I haven’t put the needles in yet!” Acupuncture, Tui Na (Chinese method of massage therapy) and herbal medication are the three main methods by which pain is managed in Traditional Chinese Medicine (TCM). Acupuncture is particularly effective for the treatment of pain involving the soft tissues, joints and the skeletal, muscular and nervous systems. Physician Teh and his fellow colleagues at Eu Yan Sang treat many patients for ailments such as arthritis, sciatica nerve pain, migraine, stiff neck, frozen shoulder, lower back pain, knee pain, sports injuries and other pain-related ailments. “Acupuncture relieves pain by restoring smooth blood circulation, clearing the blockage of qi and increasing metabolism. Once blockage and stasis
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Managing pain through Traditional Chinese Medicine. By Anna Yap
NothingT Nothin 11/4/08 3:42:20 PM
are cleared, the pain and discomfort will also cease,” says Physician Teh. He sees two types of patients: the first comprises folk from the older generation who have always benefited from TCM treatment. The second type, of which Physician Teh and his colleagues are seeing more of these days, are younger professionals who are turning to TCM to complement Western medicine. “What the younger generation likes is that TCM treats the body holistically, with the view that all problems stem from an imbalance of yin and yang in the body.” Herbs, which are ground from roots, leaves and stems of plants, have little side effects when combined appropriately in a herbal prescription, according to Physician Teh. Certain Chinese herbs have a role in pain management, by promoting blood circulation and increasing metabolism, thus aiding in the repair of soft tissue injuries, and at the same time speeding up recovery. Herbs also help relieve exhaustion and pain. If used together with herb therapy, acupuncture can provide effective therapy for pain management for patients who come to Eu Yan Sang, according to Physician Teh. Based on his own clinical experience, 70-80 per cent of patients experience relief from pain if acupuncture is used alone. A World
“ACUPUNCTURE RELIEVES PAIN BY RESTORING SMOOTH BLOOD CIRCULATION, CLEARING THE BLOCKAGE OF QI AND INCREASING METABOLISM.“
Health Organisation (WHO) report on controlled clinical trials state that the proportion of chronic pain relieved by acupuncture is about 55-85 per cent. According to TCM theory, acupuncture involves the application of needles of different lengths and thickness to a selection of “acu-points” along the meridians (channels) that form a network throughout the body. There are a few hundred “acu-points”. “Patients may experience swelling, bloatedness and numbness during the course of treatment. These sensations are called ‘deqi’ in TCM,” says Physician Teh. Deqi is a dull, heavy, or electric sensation that patients feel at the site of the acupuncture needle and along the lines of the meridians. Once the patient experiences deqi, it means the treatment is working. According to Physician Teh, the degree to which it is successful depends on how long the patient has been suffering from the ailment, his or her bodily constitution, and very importantly, the patient’s expectations. According to Physician Teh, patients who complain of sprained ankles (without added complications such as fracture), for example, can feel relief
from the pain after five to six sessions. Ailments such as rheumatism may never see a complete cure, though each visit to the acupuncturist would bring about instant relief for varying time periods. Acupuncture also claims to slow down the rate of degenerative diseases like arthritis. Despite this, some people still shy away from acupuncture. “It’s the fear of needles,” says Physician Teh. Acupuncture needles are very thin, filament-like needles that are between half an inch (1.25 cm) to 4 inches (10.16 cm) long. “The pain from acupuncture is mild, comparable to ant bites.” One last note though, from Physician Teh, “Make sure you go to a licensed acupuncturist and/or TCM physician who is well qualified to take care of your condition.”
gToLos LoseButPain Pain Be a sport!- As part of a series on Health & Fitness, Challenge would like to feature public officers who exemplify an active lifestyle. If you are into sports (or know of someone who is), do write to us – psd_challenge@psd.gov.sg - with contact details and some information on your favourite sporting activity. Better still, send us a photo of yourself in action
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11/5/08 8:06:47 PM
Food
34
Food@Gov.SG:WEST
D’Garlic Western Food Address: Blk 10 Ghim Moh Road GIM Food House Singapore 270010 Cuisine: Western Food Price Range: $6 - $8 SPECIALITY: We tried the
chicken and bacon roll and you should too. Oven baked chicken wrapped with slices of bacon and lightly pan fried, served with a generous serving of fries and a side of vinegary coleslaw. Absolutely mouth-watering and sinfully good!
chalenge_34_35_food.indd 34
4/11/08 15:48:44
The Challenge team journeys to the West to bring you delectable delicacies to pique your taste buds. This is the final instalment of the Challenge food trail that has brought us around the island. We hope that you have enjoyed the reviews. By Leong Shih Yeng
Cheng Heng Kway Chap and Braised Duck Rice Address: Blk 44 Holland Drive #02-05, Market and Food Centre Singapore 270044 Cuisine: Kway Chap Price Range: $3 - $5 SPECIALITY: Choose from an
array of side dishes which include braised hard-boiled eggs, pork belly, taupok, taukwa, braised preserved veggies and innards. The flat noodles are served in a piping hot bowl of flavourful broth which is lightly fragrant and not overpowered by herbs.
Ragazzi the Italian Kitchen
Heaven’s Indian Curry
Address: Blk 10 Ghim Moh Road GIM Food House Singapore 270010 Cuisine: Italian Price Range: $5.50 - $11 SPECIALITY: You can tuck into a
Address: Blk 20 Ghim Moh Road, #01-15, Ghim Moh Market & Food Centre Singapore 270020 Cuisine: Indian Price Range: $2.50 - $3.50 SPECIALITY: A must-try item is
hearty plate of carbonara pasta or Aglio Olio il Funghi (aka garlic and wild mushroom) pasta at kopitiam prices while sitting next to ‘uncles’ enjoying their bak chor mee or teh siew dai. Pay a little more for a set that includes pasta and soup.
the masala thosai. The crisp and light crepe encases a dollop of spiced potato and tastes divine with its accompanying sauces and dips. Finish off with a fluffy apom with a generous dusting of desiccated coconut and orange sugar.
Festive treats!- Challenge would like to invite all the culinary wizards out there to share with us your favourite recipe for the festive season! The best recipes – and their contributors – will be featured in our January issue. E-mail us at psd_challenge@psd.gov.sg.
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11/6/08 1:44:24 PM
25 The Short Takes Last Page
F1TestDrive 1) Where was the Singapore Formula One night race held?
4) How many races are there in the 2008 Formula One season?
A) Marina Bay Street Circuit B) Serangoon Road Circuit C) Chinatown Circuit
A) 17 B) 18 C) 19
2) How long is each loop of the Singapore circuit?
A) 4.067km B) 24km C) 5.067km
5) How many tyre suppliers are used by the teams for the 2008 Formula One World Championship season?
Send in your answers today! Online: www. challenge.gov.sg Email: psd_challenge@ psd.gov.sg Fax: 6333-4010 Post: PS21 OfďŹ ce, The Treasury, 100 High Street, #02-03, Singapore 179434 Include your name, email, agency and telephone number. All winners will be informed via email.
A) 1 B) 2 C) 4
Deadline for submission: 10 December 2008
3) Which country has the most drivers participating in the 2008 Formula One World Championship season?
6) Who is the youngest driver competing in the 2008 Formula One World Championship season?
COMPILED BY JAGDISH KAUR MS JAGDISH KAUR IS A DEVELOPMENT OFFICER WITH THE TEC UNIT, PS21 OFFICE
A) Brazil B) Germany C) Finland
A) Nelsinho Piquet B) Sebestian Vettel C) Lewis Hamilton
IBC Trivia(subbed)-tp.indd 25
ll thse a t e G swer d an ect an cortrand toie s ov ! winum hers c o v
11/4/08 4:00:20 PM
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