Challenge May - June 2010

Pu b l i c

e S e r v i c

Groove to the beat!

S PLU

Stripped of their inhibitions, officers show off their moves

Special 15 years of Challenge: A Retrospect

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36

26

12

CONTENTS 02 Your Say

Serving the Nation

& Proud of It!

Readers tell us why in pictures

04 Highlights

05

What happened and what’s next

Feature

Chronicling 50 Golden Years

A new book on the history of the Public Service gives you insights on the lives of public officers

08 Feature

15 years of Challenge:

26 A Cuppa With…

A Man of Good Ideas

We find out more from Deputy Prime Minister Teo Chee Hean about leadership and altruism

28 Innovation: The BIG Idea

The world’s first

creativity test

Find out how playing with bricks helped pilots evade bullets

30 Level Up

Back to School

Meet four individuals who have found time to return to the classroom

32 Letters to a Young Public Officer

It’s in your hands

A Retrospect

We trace its evolution and

12 Cover Story

Public Service. Are you

34 Word on the Street Integrated resorts:

transformation – from serious newsletter to glossy magazine

really lovin’ it?

Challenge explores what spurs and stifles passion in public officers.

17- The Challenge Pull Out 24 THE FASHION BIBLE

8 pages of tips to get you ahead.

Pull this out and keep it handy!

25 Thinking Aloud

Good Work!

(Pretend I never said that)

Colin Goh, of TalkingCock.com, says public officers are scaaary!

34

08

Mr Peter Ho, Head of Civil Service, writes about the events that have shaped his outlook in life

Two sides of a coin

The good, bad and ugly of casinos

in Singapore

36 Life.Style

They’ve got the groove

Five public officers shed their inhibitions to show off their moves

40 The Irreverent Last Page

Rock on!

The Challenge editorial team reveals

their alter egos

PLUS

Cover Illustration by

Forange Pte Ltd

Hello!

Gahmen & proud of it!

OK, I confess. I’m proud of being a civil servant. When I stride into other government agencies to do “citizen-related” stuff, like renewing my passport, I proudly flash my Public Service card – and hope the other person *hint hint wink wink* will register that I’m “family”. Unlike most lawyers who left the law to become restauranteurs, bakers or playwrights, I left to become a civil servant. I can’t decide whether theirs or mine was the braver decision. In fact, a friend of mine warned I would get “brain rot” if I joined the Civil Service. Fact or fiction?

The jury is still out.

In my short stint as a civil servant so far, I have been able to be a part of policy making and developments that would have an impact on Singapore and Singaporeans. At the Ministry of Community Development, Youth and Sports, it was my privilege to listen to young, medal-winning Singaporean extreme sports enthusiasts share their woes about having to train overseas due to a lack of facilities in Singapore, and be part of the team that developed Singapore’s first international standard Xtreme SkatePark at East Coast Park. When crowds cheered and tears flowed at Jacques Rogge’s announcement that Singapore would host the first-ever Youth Olympic Games, it was a sweeter victory for the multi-agency team, who worked long hours and in double quick time to put together Singapore’s bid.

And now, I get to be part of a great team that’s shaping and making Challenge. In line with our mandate to promote change and creativity in the Public Service, we have taken on the challenge to bring Challenge to new heights. You will still get content from across the Public Service, showcasing our work, our people and how we work across agencies to bring benefit to our country.

But we hope to continue to be able to ask ourselves the hard questions that many think of but may not articulate, so that we improve as a Public Service. And we hope to unearth the gems in the Public Service – the people, the projects – so that collectively, we can celebrate our talent and our dedication. Our new sections include The Big Idea, our creativity page to inspire you and let you test out your inventiveness; our revamped Face2Face section now called A Cuppa With..., where we continue to chat with senior management and unveil some of their more personal moments; and finally, our Irreverent Last Page where we get to be irreverent – because we are allowed to laugh at ourselves even though we are civil servants, right?

We hope to continue to be able to ask ourselves the hard questions that many think of but may not articulate.

Challenge celebrates its 15th year in print this year. While we celebrate how far we have come since 1995, what remains important to us is whether our dedication to quality resonates with you. Tell us whether you like what you are seeing with this revamp. We would love to hear from you. This is your magazine, and the Challenge Team is dedicated towards making you proud to call it your own. Enjoy this issue and Happy Public Service Week!

Editor

Tay Li Shing

Publisher PS21 Office, Public Service Division, Prime Minister’s Office 100 High Street #07-01 The Treasury Singapore 179434 Tel : 6835-8350 Fax : 6333-4010 Email : psd_challenge@psd.gov.sg Web : www.challenge.gov.sg For enquiries or feedback on Challenge, please write to the Challenge Editorial Team at psd_challenge@psd.gov.sg.

Editor

Tay Li Shing Assistant Editors

Edmund Soo & Shaun Khiu Editorial Advisor

Agnes Kwek

Editorial Assistants

Amy Sum, Ellice Wong & Tiffany Ong Tuber Productions Pte Ltd 298 River Valley Road Level 2 Singapore 238339 Tel : 6836-4030 Fax : 6836-4029 Email : weiling@tuberproductions.com Web : www.tuberproductions.com

of it!

NG W I NN IRY T EN

Management Director

Lee Han Shih Managing Director

Weiling Wong Project Director

Liew Wei Ping Editorial Contributing Editor

Bridgette See Sub-Editor

Bernice Tang

Editorial Assistant/Writer

Gurprit Kaur Contributors

Loh Chee Kong, Alexis Ong, Susan Tsang, Clare Tan & Sheralyn Tay

Happy and proud to play a part in making Singapore a safe and sound nation for all.

Norsharifah Binte Omar

Singapore Prison Service

Creative Creative Director

Ashik

Associate Art Director

Jasmine Tan

Graphic Designers

Vanessa Lim, Cindy Anggono, Marilyn Ang & Eva Sunarya Associate Photographer

Chris Ong

Production Manager

Nurul Malik

Studio Manager

Ria Silbernick Design Intern

Germaine Chen Photographers

Lumina Studios (www.animulstudio.com) John Heng (john@daphotographer.com) Challenge is published bimonthly by Tuber Productions Pte Ltd (Registration No: 200703697K) for PS21 Office, Public Service Division, Prime Minister’s Office.

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 Office or Tuber Productions Pte Ltd and no liabilities shall be attached thereto.

All rights reserved.

All information correct at time of printing.

Printed by KHL Printing Co Pte Ltd (Registration No: 197801823M) 57 Loyang Drive Singapore 508968

Officers tell us in pictures what makes them proud to be in the Public Service.

The “unsung and unmasked” heroes behind every educational campaign revealed.

Chong Seok Kuen

National Environment Agency

Your Say

03

I’ll protect Singapore when I grow up!

Mrs Nguyen Thanh Loan Ministry of Education

Moulding the next generation for the maritime industry through the Youth Skipper Flotilla, an interdisciplinary yachting uniform enrichment and co-curricular programme at Bendemeer Secondary School.

Tham Wei Yang

Bendemeer Secondary School, Ministry of Education

Congratulations to Mr Tham Wei Yang who wins a pair of tickets to Universal Studios Singapore worth $144. All other published articles win shopping vouchers worth $30 each. All winners will be contacted via e-mail.

Inspiring the young to be part of Singapore’s Total Defence.

Pauline Low

Ministry of Home Affairs

Team-bonding is a piece of cake in the Public Service. It is the team spirit that keeps us baking more goodies for the nation!

Cai Shan

Ministry of Manpower

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Highlights

Coming up...

S W NE the from

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E C ERVI

Have ideas?

Share them with JTC

Cities of the future

Where meritocracy rules A strong message against discrimination at workplaces was put across at the recent “Fair & Inclusive Employment Practices: Challenges & Opportunities” conference, presented by the Singapore Tripartism Forum, in partnership with the Tripartite Alliance for Fair Employment Practices (TAFEP).

JTC Corporation is seeking from institutions of higher learning, as well as private and public organisations, ideas on how to intensify land use and create new industrial space. The maximum funding for each project proposal is capped at $1 million, for the duration of a year.

Deputy Prime Minister Teo Chee Hean said at the April 7 event that “to ensure that meritocracy continues to flourish, there is therefore no place for discrimination in any form in the workplace”.

This was announced by JTC’s Chief Executive Officer, Mr Manohar Khiatani, at the Organisational Excellence Fiesta held March 11-12, 2010, to showcase JTC’s innovations. Customers had a glimpse of the exciting projects that JTC has in the pipeline, such as the Jurong Rock Cavern, Mediapolis and Clean-tech Park.

Four organisations were presented the inaugural TAFEP Exemplary Employer Award for their effective implementation of progressive and fair employment practices at the workplace. They were the Cherie Hearts Group International Pte Ltd, FedEx Express, Maybank Singapore, and Philips Electronics Singapore Pte Ltd.

T h e Wo r l d C i t i e s S u m m i t i s back for its second run, themed “Liveable and Sustainable Cities for the Future”. With more than a thousand delegates coming from America, Europe, Africa, the Middle East and Asia, the conference will focus on leadership and governance, building sustainable and eco-friendly cities, and fostering a harmonious and sustainable community. The event, from June 28 to July 1, is jointly organised by the Centre for Liveable Cities and the Civil Service College.

For more information: www.worldcities.com.sg

YOG wants YOU!

The 100-day countdown to the world’s first Youth Olympic Games (YOG),which will take place in Singapore from August 14 to 26, has begun!

With 3,600 young athletes from around the world competing in 26 sports at 18 venues on the island, Singapore will transform into an exciting sports arena. There will also be some 1,200 media representatives, 20,000 local and international volunteers, and more than half a million spectators at the Games.

DID YOU K NOW ?

If you see this MBS@Gov sticker at your doctor’s clinic, it means you won’t need to submit medical claims through the PaC@Gov system.

MBS@Gov is a medical billing system that allows general practitioners (GPs) to directly bill the government’s share of the medical expenses incurred by civil servants and their dependants.

A list of participating clinics is available at www.pac.gov.sg. If your GP’s clinic is not on it, do encourage your doctor to register at www.mbs.gov.sg.

You can catch all the updates of the Games at www.singapore2010.sg.

Even better, be a part of the historic event by joining the organising committee as a Short Term Assigned Regular Staff. Please contact your HR department for more details.

Feature

A new book on the history of the Public Service offers a fascinating and humbling insight into the lives of public officers, and their love for their work.

by Clare Tan

05

SENIOR journalist Chua Mui Hoong has had her fair share of excitement in her 19-year career, covering politics and public policy in Singapore. But even for this Straits Times veteran, writing a book on the history of the country’s Public Service has been an eye-opener.

“Many of us have the impression that public service jobs are boring, nine-to-five and deskbound…This is a myth, as there is actually a whole range of interesting careers,” Ms Chua tells Challenge.

Take, for instance, government chemist Bosco Chen Bloodworth. Now a senior scientific advisor at the Health Sciences A u t h o r i t y, P r o f e s s o r B l o o d w o r t h ’s responsibilities over the past 30 years have included monitoring the food and drugs that arrive in Singapore.

part of the project was finding out more about his fellow officers.

research. She describes the experience as “enlightening”.

“An outstanding example is the Istana gardener Hamid Sudi, who takes so much pride in seemingly trivial grass – he cuts them down to precisely 10 millimetres day in and out for more than 30 years,” the researcher at the Civil Service College (CSC) notes.

“I really had to take a closer look at the history of the Public Service and learn more about the people behind policies that invariably influence my life as a Singapore citizen,” she says.

Such duties “may appear trivial and inconsequential in the broader development of the nation, but it is these everyday people whose attention to detail through the years that actually make up the Public Service, serving the public,” he says.

Ms Joanne Yip, a part-time assistant archivist at the National Archives of Singapore, was also involved in the

Notes from the top

But perhaps what was most insightful was the candid sharing by senior public officers.

“Many of us have the impression that the job of a Permanent Secretary is that of a paper pusher, vetting papers and making policies,” says Ms Chua.

“What we don’t get to see is the wealth of experience that some of these senior officers have: the operational crises they had to manage, the stresses they went through, which tested them in different ways.”

She cites the example of Head of Civil Service, Peter Ho. As a young commanding officer in the 1970s, one of his tasks was to stop Vietnamese boat people from landing in Singapore. But he faced a “real dilemma” as many of these refugees had suffered immensely while at sea.

His expertise has also been tapped to solve crimes. In 1988, a spate of robberies in Bukit Timah shocked Singapore. Burglars used the same modus operandi – stunning the guard dogs by feeding them poisoned beef steaks.

Professor Bloodworth and his team were called upon. They identified the poison used, thus helping the police to solve the case.

Sense of pride

Entitled “Pioneers Once More”, the book, published by the Public Service Division (PSD) and Straits Times Press, recounts the history and evolution of Singapore’s Public Service from 1959 to 2009. It tells Singaporeans how their public officers have served the country with passion and commitment.

“We hope this book will help articulate the sense of pride of belonging to the Singapore P u b l i c S e r v i c e , ” P S D ’s P e r m a n e n t Secretary, Ms Lim Soo Hoon, says.

For Mr James Low, who co-ordinated the research for the book, the most “fascinating”

Troops clear burnt cars at the junction of North Bridge Road and Arab Street during the Maria Hertogh riots, 1950

Feature “There were hard decisions to make,” Mr Ho reveals in an interview with Challenge. “It was especially tough on the young National Servicemen who were affected by the plight of these boat people. So eventually I had a group of the older, more mature guys just to deal with the refugees.”

“All these encounters took place out of sight from the ordinary Singaporean,” he adds.

“Today, most people won’t know what my generation went through in the 70s. What we now take for granted is not assured.

The experience of Vietnamese boat people showed how uncertain life can be.”

PSD’s Director of Communications and International Relations, Ms Toh Su Fen, says they chose Ms Chua to write the book as she has the ability to “make the narrative compelling without sacrificing on the seriousness of the subject”.

Ms Chua, who is also the author of “A Defining Moment: How Singapore Beat Sars”, spent one and a half years on “Pioneers Once More” while juggling

Whipping up a good book

From left: Ms Joanne Yip, Ms Chua Mui Hoong, Mr James Low, and Ms Stella Kao were part of a team that put the Public Service book together

her commitments as a writer for The Straits Times. She was assisted by a PSD and CSC team and former Straits Times journalist, Ken Kwek, who helped conduct interviews.

Evolved with the country

The Public Service is a massive outfit, with some 120,000 officers working in 15 ministries and more than 50 statutory boards.

Ms Chua says: “The challenge for me was to take a step back to see how the Public Service has evolved with the country.”

Ms Stella Kao, a PSD Communications and International Relations manager who managed the project, says: “Like the title of the book, I felt like a pioneer in this project... And although I have been in the Public Service for almost 20 years, I realised I didn’t know much about its history.”

“Pioneers Once More” will be launched during this year’s Public Service Week at the Excellence in Public Service Awards Ceremony on May 21. The book will be available for sale at major bookstores.

Public officers can place their orders through their agencies.

After talking to senior public officers, she came up with a thematic approach to tell the story of the Public Service in each decade.

In the 1960s, the need for economic and political survival forced the Public Service to be enterprising and street-smart. By the industrialising 1970s, there was a need for a more systematic way of doing things. The boom-and-bust years of the 1980s were a watershed for the Public Service, sparking a soul-searching that helped it modernise quickly.

The drive towards greater public excellence prevailed in the 1990s. In the 2000s, globalisation and a more uncertain environment led the Public Service to learn new skills of managing risks and preparing for the unexpected.

All in all, it was an educational and enjoyable experience for those involved in the book.

A primary school adopted by the Institute of Education in the 1970s to introduce new teaching programmes to make learning more interesting

Archival pictures on pages 6 and 7: Pioneers Once More: The Singapore Public Service 1959-2009 © Singapore Press Holdings Limited.

Reproduced with permission.

07

by Sheralyn Tay

A Retrospect It is said that to go forward, one must also look back. Thus we trace the evolution of Challenge from its first issue 15 years ago, its transformation from serious newsletter to glossy magazine – and hear from the people behind those precious pages.

They had a hand in Challenge

Ms Rachel Quek Editor (2007-2008)

Mr Boo Chong Han

Editorial Advisor (2004-2006)

Mr David Ma

Pioneer Chairman, Editorial Committee (1995-1996)

Mr Lim Siong Guan

former Head of Civil Service who mooted the PS21 movement in 1995

The date: December 1995. The cover story: Sunny Start to PS21 Public Sector WITS Convention. The catch phrase: “Excellence through Continuous Enterprise and Learning”.

This was one of the stories in the first issues of Challenge – then a 12-page newsletter launched in conjunction with a key movement aimed at spurring innovation in the Public Service, known as PS21.

Challenge, in fact, became a “critical medium” for communicating PS21 and the Public Service’s core values, said Mr Lim Siong Guan, the former Head of Civil Service who mooted the movement.

The magazine helped to “encourage and inspire participation in PS21 by sharing examples of ideas and achievements from across the Public Service,” Mr Lim explained. This meant articles on awards, reports on the programmes undertaken by Ministries, and highlights on service improvements.

Feature Quiet Rebel

Notably, the sea change that would redefine Challenge came about four years ago when the magazine went through its “teenage” years, taking on a questioning and self-referential tone in the search of its own voice and style.

The magazine’s name, recalled Mr David Ma, the pioneering Chairman of Editorial Committee from 1995 to 1996, was an acknowledgement of the challenges of making PS21 a sustainable movement.

“PS21 is not about the destination, a change to an end state; it is about a journey to excellence, a journey that is never-ending.

I proposed that we named the newsletter ‘Challenge’, and the bosses agreed. That was a good beginning,” said Mr Ma.

The Changing Public Service

As PS21 gained momentum and evolved, so did the magazine. Reflecting the new culture of the Public Service, it became more introspective, proactive, and attuned to the changing needs of its stakeholders.

Initially focused on PS21 and reporting events and schemes, Challenge went on to include in-depth features and profiles.

“As the Service become more diverse and the ‘Y-generation’ emerged, the focus again grew to include sharing of individual officers’ perspectives and views,” noted Mr Boo Chong-Han, Principal of Bedok View Secondary School and a former editorial committee member (2004-2006).

Significantly, one man’s views stood out – in the form of letters no longer than 500 words each. Written by Mr Lim, the insightful pieces were to become a distinct part of the magazine from 1999 to 2005.

Looking back, Mr Lim said those letters – about 60 in all – were aimed at public officers, “everyone [of whom] can play a part and be an activist for change”. They expressed the values and aspirations of PS21, which included being “the best it can be, harness the creativity of its people, and be in time for the future”.

Challenge has certainly taken these messages on board. Today, it embodies the growing diversity and confidence of the Public Service.

“We are more able to be self-critical,” Mr Boo said. “From being seen as a mere mouthpiece of the PS21 movement, the magazine today reflects the dynamism and the pulse of the Public Service.”

At the helm from 2007 to 2008 as editor was Ms Rachel Quek. “[When I took over], Challenge had a reputation for being boring and propagandist. It was just another free publication in your in-tray that will go unread or just a placemat for your chicken rice at lunch.”

Breaking from tradition, stories began to feature more personalities and took on an edgier and more analytical tone, adding energy, value and depth for a more accessible and interesting read.

And this – as can be expected – was not easy.

One memorable example was the Member of Public (MOP) series where Challenge writers would experience first-hand – and incognito – the services provided by different agencies. “We got a lot of flak from agencies for that!” Ms Quek recalled. “That series embodied where we wanted to go – pushing boundaries but more importantly, setting people thinking on how things could be improved in the Service.”

Ultimately, the re-haul was an important direction to take, she said, even though “it was extremely difficult to walk the fine line between pushing the line and yet not alienating anyone”.

Voices and faces

Also, “Challenge has to reach out to a very diverse group of people,” said Ms Quek. “How do you be something to everyone?”

And so, a “concerted” effort was made to interview “real people”, said Mr Boo. A wide spectrum of public officers has graced the pages of the magazine, from award winners, public officers from different sectors, to permanent secretaries and CEOs. After all, “people love to read about those they know, or about themselves,” said Ms Quek. “This could be seen as frivolous and departing from the conventional in-house government magazine, but it was precisely what was needed to create some buzz.”

The inclusion of people “just like me” in the magazine appeals to readers such as Mr Lee Khum Thong, a Senior Prison Officer.

“I’ve noticed that an increasing number of ordinary civil servants are being invited to share their perceptions or lifestyles, or even be fashion models for a day. It is nice to give them a platform and debunk the myth of the straight-laced civil servant,” he said.

Challenge for the future

Taking the magazine onto its next phase is Editor Tay Li Shing, who came on board in 2009. Ms Tay and her team hopes to build an even wider readership and continue improving. “[We need to] keep pushing the boundaries, while staying true to our values, in line with the genesis and ethos of Challenge!”

“The aim,” she said, “is to build a real sense of camaraderie and help our officers see how we are all part of a larger organisation called the Public Service.” This means being unafraid to talk about problems, as well as being just as ready to showcase the achievements of the Public Service.

From newsletter to magazine, a carrier of campaign messages to meaty read – the evolution of Challenge is reflective of the Service, noted Ms Quek. “It shows that the Service is not boring or staid, and that there’s a different dimension to the Service and the people.” Ms Tay added: “We want to have a chance to reflect, be engaged and to grow.

And, we are starting to lighten up and be able to laugh at ourselves too.”

Everyone loves (a) Challenge!

“Many times [Challenge] is relevant and thought-provoking. For example the March/April 2010 issue which focused on silver generation set me thinking about the things that I would like to do when I reach old age.”

Mdm Ong Tian Nah

Curriculum Planning & Development Division, MOE

“The most memorable article for me was the interview with our former Police Commissioner. He touched on corruption within the police force years back which involved a syndicate of senior police officers – It provided a wake-up call that ‘infernal affairs’ is not only restricted to the movies. It’s as real as it gets, even in corruptionfree Singapore.”

Mr Ng Junqi,

Public Service Division, PMO

11

Staff Officer Lee Eu Tuin, 67, has a secret that even her husband does not know: For 42 years, she has kept her first pay packet, still sealed, in a box meant for jewellery.

The square envelope, now yellow with age, is a proud souvenir of her first contribution to the Public Service in 1968, at the then Girls Hostel.

Mrs Lee, who works at the Destitute Persons Service (DPS) at the Ministry of Community Development, Youth and Sports, cites “passion” as the key motivating force in her work.

“I want to help people,” she tells Challenge.

After battling ovarian cancer in 2000, Mrs Lee returned to work at the Boys Home. In 2003, she joined DPS, taking on duties that include night foot patrols to pick up vagrants and beggars off the street. She has even had to clean up a vagrant whose clothes were soiled with excreta.

“I had to count the soiled money from his pants, piece by piece, in front of him,” recounts Mrs Lee. “At first I was quite angry but I soon felt very sorry for him to be in such circumstances.”

The theme of this year’s Public Service Week is

So driven is Mrs Lee in her work that she has renewed her contract with DPS every year after officially retiring in 2005.

Such dedication is not unheard of in the Public Service. Every year, awards are given out to recognise the contributions of outstanding officers, many with equally moving stories.

Challenge explores what spurs and stifles passion in public officers.

The DNA of a public officer

Chairman of the Public Service Commission Eddie Teo believes it is a certain ethos that drives public officers like Mrs Lee to help others.

by

bri

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ee

In his speech “Is the Public Sector Leadership Ethos a Myth or Reality?” at the FIREFLY Leadership Programme in January 2010, Mr Teo said of the ideal public officer: “His incentive is not material but [from] the internal satisfaction of doing good in serving the public.”

(See Pg 16 for more excerpts)

Cover Story A Listening Ear MOM customer support officer Umeer Hydeer, 29, has encountered many difficult cases at work, including a distressed and suicidal foreign worker.

Mr Umeer went beyond the call of duty to counsel the worker, and gently broke the bad news that local labour laws could not support his claims.

According to HCLI’s Mr Kwan, there are some basic questions that all employees, whether in the public or private sector, ask themselves periodically.

They are: What am I doing here? Do I have enough resources to do my work? Does my boss tell me what is going on? Does he respect me? If I do well, do I know how I will be rewarded? Am l learning on the job? Do I have a career?

The Singapore Public Service ethos, which is largely unwritten, is based on the principles of meritocracy, incorruptibility and impartiality; and the core values of integrity, service and excellence.

“Therefore a good public officer must be someone who has the right ethos and qualities and attributes that make him capable, efficient and effective. He must have his heart in the right place, and care about the people and the country he serves,” says Mr Teo, in an interview with Challenge.

Ms Bernadette Sim, Director of Personnel Policy at the Public Service Division, agrees that the values of integrity, service and excellence need to be in every public officer’s DNA. “A public officer needs to understand that his role is to serve… and that it requires humility, there is no ‘glamour’, and that most times we have to be prepared for brickbats,” she says.

Mr Kwan Chee Wei, Executive Director of the Human Capital Leadership Institute (HCLI), adds that anyone who wants to thrive in the Public Service needs to think with a long-term horizon. HCLI was set up by the Ministry of Manpower (MOM), in alliance with the Singapore Management University, in February 2010 to raise human capital capabilities in Asia.

“Public-service jobs are different from private-sector jobs because typically you don’t see tangible results in the short term,

perhaps with the exception of teachers,” says Mr Kwan, who has more than 20 years of Human Resource experience in both sectors, including the Defence Ministry. He gives the example of policy planning, which could take months or years of effort before any tangible results become apparent.

What sPUrs passion?

Apart from intrinsic factors such as one’s DNA, there are also three external key drivers of engagement that the Civil Service College (CSC) has identified over the years: leadership and culture, career advancement, and job motivation and growth.

The findings are based on the five-year results of the college’s Public Service Employee Engagement Survey (EES), which helps public agencies gain deeper understanding of their organisational culture and employee-related issues.

“This might seem oversimplifying it, but if a supervisor can answer all these questions and communicate to the person all these things, and give a sense of career advancement, then I think you will have a more engaged employee,” he says.

The role of leaders

“We need strong and enlightened leaders who can inspire people working under them to do better, leaders who give people the space to experiment and explore, leaders who have the confidence and sound judgment to know when and how to take a chance with untested ideas,” said Mr Peter Ho, Head of Civil Service, in his 2007 speech “PS21 – Empowerment, Experimentation and Enlightened Leadership”.

And leadership, he stressed, is not limited to Permanent Secretaries and Chief Executive Officers. “Change and improvement cannot happen without strong leadership at every level. We will

I had to count the soiled money from his pants, piece by piece, in front of him.

“An officer who feels that he is not learning new things and developing professionally, and is not confident about achieving his career goals, is less likely to stay on in an organisation in the longer term,” says Mr Low Chee Seng, Director of CSC’s Centre for Organisation Development, which developed the EES.

need everyone who is a supervisor…to play their roles as leaders to empower their people,” he said.

Mr Leo Yip, Chairman of the Economic Development Board (EDB), agrees that leaders have a crucial role in spurring passion and pride.

13

No Regrets

Her main job is to stay back and lock up the school gates but for three years now, Woodgrove Secondary School’s Operations Support Officer Mdm Ang Siew Lan, 65, has volunteered to prepare food and drinks for students staying back for the school’s night study programme.

“My parents never allowed me to study,” she said. “So I always tell the students ‘Don’t be like me, study hard so that you can become a principal in future and hire me.

Don’t have regrets like Auntie.’”

“In the Public Service, we all serve a higher purpose, one that is above and beyond the individual and the organisation,” he tells Challenge. “This is something leadership must communicate and emphasise regularly. I do this at town hall meetings and in regular communication with staff.

It must also be something that leadership should live and exemplify.”

He adds: “Celebrating successes, recognising organisational and individual accomplishments and their impact on Singaporeans are [also] important.

Leadership must feel proud about what their staff are doing, and convey this.”

Mr Kwan points out that “the work itself could be really boring; you can’t change that but you (the leader) could change the environment. There’s nothing to stop you from engaging your people and organising social activities to bring them together, because the work environment plays a big part as to why people like to come to work”.

What stifles passion?

Ms Ng Hwee Koon, 33, who spent seven years in the Public Service, says she knows of many whose passion was “killed” owing to a punishing work culture.

I’ll never go back to Public Service. I’m just not cut out for it, I’m just not a rules follower, and I speak my mind openly.

“The Ministry [I worked for] can be a harsh task master and sometimes, I think it takes pride in that. If you don’t thrive, it must be because you’re weak.

If your boss is unreasonable, it must be because you aren’t good at managing him.

There’s no use complaining because that reinforces the impression that you can’t handle it. It can be very unforgiving that way,” she says.

Internal climate surveys such as the EES throw light on such issues, says Mr Low. The survey, which is conducted every two years, gets all staff to complete a questionnaire designed to measure engagement and drivers of engagement. Agencies would then implement interventions to close the gaps identified by the survey.

customers. This included counselling a suicidal foreign worker.

His sincerity prompted a member of the public to e-mail MOM, saying: “Despite all the efficiencies of your system, it generally lacks humanity and warmth. Mr [Umeer] was the exception to this rule.”

“The satisfaction from helping others motivates me as I am doing something meaningful to help people in need. This is an experience that cannot be easily replaced,” says Mr Umeer, who expects to be in the Public Service for a long time.

Younger breed

While Mr Umeer is clear that his future is with the Service, other young officers may not feel quite the same way.

“At MOM, for instance, all their heads of departments take ownership and… work out action plans to deal with areas of concern highlighted in their climate survey and the ministry has consistently demonstrated improved engagement scores over time,” he explains.

Observes a former public officer, 37, now in marketing: “You see a younger generation of questioners but…these people also get frustrated with the system…

Hence you see many leaving the Service after a while.”

A strong sense of empowerment is certainly a reason why Mr Umeer Hyder Abdul Rahman, 29, is so driven at work.

Challenge asks a former Management Associate (MA) why he left after six months.

“Although I am not a senior officer, the management has given the support by allowing me to approach certain higher channels directly for my work. So I don’t feel burdened by hierarchy,” says the team supervisor of MOM’s Customer Responsiveness Department’s counter operations.

“I’ll never go back to Public Service,” says the 25-year-old who declined to be named. “I’m just not cut out for it, I’m just not a rules follower, and I speak my mind openly.”

Although he has been in the Service for less than four years, Mr Umeer has already earned the reputation of being able to handle the most challenging

Realising that he was more businessminded than “policy-minded”, he quit after six months, and sold his car to fund his own start-up.

“Unless you’re at the top, the decisions you make are very small on an everyday

Their greatest satisfaction comes from…

Cover Story “My pupils – that explains why I am still in the Service.”

33-year-old primary school teacher

“From knowing that whatever you do will probably have a national impact.”

37-year-old Senior Officer, Immigrations & Checkpoints Authority of Singapore

“That I am contributing to the safety of Singapore.”

37-year-old Marketing Manager who was in Public Service for 10 years

basis,” he says. “But now that I am out on my own, every decision I make will mean something.”

The former MA falls under the growing Generation Y workforce (born in the 80s) that Mr Kwan describes as having “little patience”.

Ms Sim from PSD agrees: “We have found from our fresh graduate surveys that ‘development’ is key for the younger generation. They would consider that after one year that they’ve been ‘developed’ and have had ‘experience’ and can move on. But I think many current leaders in private and public sectors feel that it does take time to develop real experience and wisdom.”

Leaders, she adds, will therefore have to help younger staff manage their expectations, and understand the importance of gaining wisdom, not just experience, as it helps them to make better decisions on the job.

There is also a trend that Gen Y employees like to be engaged as friends and have more face-to-face communication with their supervisors, and prefer more autonomy in decision making.

“They also seem to be able to work late into the night but are not early risers,” says Ms Sim, adding that more flexible working arrangements, such as telecommuting would resonate with these officers.

Additionally, organisations, in private and public sectors, have responded to the needs of the younger workforce by conducting regular feedback and developmental planning sessions for officers, drawing up individual personal development plans, and implementing job rotations.

More managers are also being groomed to become better communicators and mentors so that they can engage their staff better.

Fostering trust

One way of engaging staff (young or old) is to foster a culture of trust that would encourage them to express their opinions and frustrations more openly.

In his speech, Mr Teo highlighted the case of an MA who was the only one who spoke up against a decision taken by her Ministry. The other more senior officers in the room agreed with her but kept silent.

“What was implied was that as you become more senior, you learn to keep quiet and not contradict decisions you disagree with,” said Mr Teo in his speech.

“I find this rather sad and I hope that the episode was an aberration rather than the prevailing mindset of our senior publicsector leaders.”

He added: “I hope the young officer will not shut up the next time she disagrees.

The one redeeming feature of the episode was that the Permanent Secretary saw the officer’s action as something positive. So there is still hope.”

While Mr Teo’s point was to highlight the need for officers to “speak the truth to power”, the example underscores the fear (real or imagined) that some staff have in openly expressing their opinions and frustrations.

“It depends on your supervisor,” says a Senior ICA Officer in his 30s. “Most of the

time it doesn’t work if you’re stuck with a supervisor who is not approachable.” “[Trust] has to be built over time and how you react to the feedback. If staff feel threatened they will not give feedback,” says Mrs Dolly Ong, Principal of ZhongHua Secondary School, adding that there must also be adequate followup action; otherwise staff will not want to give feedback again.

A 33-year-old officer from the Ministry of Information, Communications and the Arts tells Challenge that she has been encouraged by the culture of openness at her workplace. “My Permanent Secretary told me his door was open right from the start. I’ve disagreed with my boss without fear. In fact, I think he appreciates it,” she says.

But if you fear you might over-step the fine line between courage and career

suicide, Mr Teo had this advice: Choose the manner and occasion you speak, for example by bringing up your views to supervisors in a more discreet manner.

Clichéd as it sounds, it does take two hands to clap. So while leaders need to work harder to reach out to their staff, employees will also have to rise to the challenge to create change at the workplace.

Editor’s Note Why did you join the Public Service? What keeps you in the Service? Share your thoughts so we can explore in greater depth this complex matter of Public Service and its ethos.

Write to us at:

psd_challenge@psd.gov.sg

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16

Cover Story

“Is The Public Sector Leadership Ethos a Myth or Reality?”

by Public Service Commission Chairman Eddie Teo at the FIREFLY Leadership Programme on January 19, 2010.

Mr Teo argued that the confusion between myth and reality arises due to the perception of what ethos is. For him, the Public Service ethos is really a benchmark against which public officers should strive to measure themselves, rather than a description of what actually exists.

In his speech, Mr Teo gave his interpretation of the different segments of ethos, based on the Singapore Public Service’s principles of Meritocracy, Incorruptibility, and Impartiality and values of Integrity, Service and Excellence. He explained their impact on public officers and discussed the tensions faced by ethos in recent times due to changes in the demands on public service. Here are excerpts from his speech.

On Leadership

Leaders and managers often fail to realise how important a role they play in passing values down to their staff.

Your officers not only listen carefully to what you say but also watch closely what you do, and very often they take the cue from you. And because there are good and bad leaders, leaders can be a good or bad influence.

On Meritocracy

Dr Kenneth Paul Tan (of the Lee Kuan Yew School of Public Policy) argues that a system of meritocracy as practised in Singapore is unequal because the “winners” define “merit” and this in turn breeds elitism. He thinks that the idea of meritocracy is unsustainable for the long term because the elite class will become “increasingly narrow, exclusive, and dismissive towards others” and as public sector careers become more lucrative, public officers and politicians will become preoccupied with staying in power mainly for the money. He concludes that our meritocratic system is starting to show signs of becoming a victim of its own success.

[This is] useful as a warning of what could go wrong in Singapore. However, because we are already aware of the

risks, we can do something to prevent ourselves from going down the path he thinks we will go. And subscribing to a Public Sector Leadership Ethos is one way of ensuring this.

On Political Neutrality

In Singapore, where the same political party has been in power for 45 years, can and should the Public Service be “politically neutral”? After such a lengthy cohabitation, is the Singapore Public Service totally politicised and just an administrative arm of the People’s Action Party, as alleged by some critics?

Removing the Public Service ethos will pluck the soul out of the Public Service.

A former senior civil servant, J.Y.M Pillay, has argued that the Public Service should be impartial but not politically neutral because it must be pro-Government, in that it should serve the government in power. I think this argument is valid only if we make no distinction whatsoever between the government and the ruling political party and between national and party interest.

Even though the longevity of the PAP has made the distinction blurred, so long as public officers believe that the public interest does not always coincide with the party interest, the term “political neutrality” continues to be a useful reminder of their proper role.

On Moral Dilemmas

The idealism of some young officers sometimes cause them not to see reality in hues of grey but almost always in stark black and white. The hardest moral dilemmas are not those between right and wrong but between right and right and the most difficult policy decision is sometimes that between a bad option and a worse

option because there are no good options.

And even the brightest of our scholar public servants will have blind spots and may fail to see the bigger picture.

These are occasions which call for public sector leaders with good mentoring skills to help guide the young officer through the complexities of the policy issue so that he can see that while there may have been some compromise with the Public Service ethos, the overall outcome can still be in the public interest. But if the officer is still not convinced and feels very strongly about the matter, the most honourable recourse for him is to resign.

It will be a painful and difficult decision, and may cause material hardship, but living with one’s principles can never be easy, painless and without sacrifice.

On altruism

Our Public Sector Leaders are not prepared to accept that altruism no longer counts in the Public Service. They continue to believe that Public Service is a calling and not just another job.

Salaries are never touted as a selling point because we realise that if we do so, we are signalling to those seeking public service jobs that just as their loyalty can be bought, it can also be sold.

Conclusion

A Public Sector Leadership ethos continues to be relevant and important. Even in a pragmatic society like Singapore, we cannot ignore the need for strong values and principles in life as well as at work.

It would be a great shame if the altruistic aspect of Public Service is eroded and we stop regarding Public Service as a vocation. Removing the Public Service ethos will pluck the soul out of the Public Service and remove the true meaning and purpose of working for government.

Thinking Aloud I also think most of us would concede that even if liberalisation isn’t happening exactly in the way we’d prefer, there’s nevertheless been some progress over the years. So in that context, I think the Singapore Public Service is doing a pretty decent job compared to many countries.

By now, I’m sure some of you are thinking: why can’t those potty-mouthed bloggers or hysterical forum posters be similarly sensible and balanced? Why must they fire off choleric criticisms all the time?

Sure, we’re nowhere near being a liberal democracy, but isn’t it clear that we’re not North Korea either?

Good Work!

(Pretend

I never said that)

The brain behind TalkingCock.com finds public officers scaaary!

by Colin Goh This may surprise some of you, since I’ve poked fun at the Public Service in many of my projects, whether in my columns in the Sunday Times, my films or my website www.TalkingCock.com (currently on hiatus), but I don’t have a knee-jerk hatred of public officers.

I have relatives and close friends who are public officers, and, like most male Singaporeans, I’ve technically even been one. So I know that many public officers are sincere about trying to improve things, and not just lobos who signed on because which other job in today’s always-on economy allows you to take two tea breaks a day?

Also, being a Singaporean expat in the US and having survived eight years of the Bush Administration, I’ve moderated my views on the Singapore government somewhat. Sure, you’ve made some boneheaded mistakes, but at least you’re not wilfully breaching international law or attacking countries on false pretexts.

(I hope.)

Yet, despite my own nuanced perspective, I must confess I really struggled with whether to give you even the slightest pat on the head. This is owing to two fairly recent brushes with public officers.

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change our minds. Be part of the solution, not just raise problems!” It sounded very reasonable, yet also very wrong.

Because you really can’t expect the average citizen to give you a Powerpoint presentation with charts and citations of various studies, especially since they lack access to the data only you possess. But that doesn’t mean their feelings or experiences aren’t valid, or can be given short shrift. Besides, why should they do your homework for you?

Maybe I’ve just lived in New York for too long, and got used to seeing how public servants have to endure televised Town Hall Meetings before they enact policy.

Here, ordinary citizens are allowed to air their views, no matter how histrionic, and officials just have to suck it up, especially if they want to save their seats.

If one is simultaneously praised and shielded from criticism all the time, it’s inevitable that very warped views are formed…

The first happened several years ago, when the Wife and I completed production of our feature film, “Singapore Dreaming”.

Someone arranged for us to do a special screening for a group said to comprise “top public officers and their families”, and it was strongly suggested that I turn up to oblige the august audience with a Q&A session. I was happy to do so, but was stunned, when the houselights came on, to find that nobody had a single question.

“Weird,” I said to the organiser, also a public officer. “In every single screening we’ve done, the audience always had questions. Even if it’s ‘Your budget how much, ah?’”

I was then told, in all seriousness, “Well, Colin, you must understand. These are the most intelligent people in the country, so they probably know the answers already and don’t need to ask anything.”

I tried to pretend that my jaw didn’t hit the floor.

Then last year, I attended a dinner in New York, which included some visiting public officers. They were bemoaning the increasingly vitriolic tone of the criticisms being levelled at them, especially online.

“Don’t they know just complaining gets you nowhere?” groused one. “We want to help, honestly. But do your research. We’ve thought of all this stuff already. If you want things changed, give us facts and figures to

I doubt this will ever happen in Singapore, and more’s the pity. If one is simultaneously praised and shielded from criticism all the time, it’s inevitable that very warped views are formed – like assuming one is always more intelligent, or that only criticisms which come suitably gift-wrapped are entitled to a real response. Maybe you’re not all like this, but my two brushes sure scared me.

Because, over time, such behaviour breeds mistrust. In the US right now, distrust of government has become so great, it’s entering the realm of the irrational, and certain cynical parties are beginning to stoke those flames for their own ends.

If this is happening in a country where the feedback process is so open, I can’t imagine what might be simmering under the lid in Singapore.

So, yes, most of us think that by and large, you’re all doing a decent job. But please pardon us if we don’t tell you so very often, if at all. Consider it our act of public service.

Colin Goh is currently in New York, working on several international co-productions.

A Manof Good Ideas

Deputy Prime Minister Teo Chee Hean chats with Loh Chee Kong on the importance of pushing ideas through, leadership and altruism in public officers, in our new series, A Cuppa With…

A s a y o u ng N ava l o f f i c e r three decades ago, Deputy Prime Minister Teo Chee Hean, 55, was lamenting to then Minister of State for Defence Yeo Ning Hong about how “difficult” it was to see his ideas through.

And Mr Teo has this advice for young officers who sometimes feel that their proposals are hitting a brick wall: It is not just what idea you have, but also how you sell it – and sometimes it can even mean letting others take the credit for it.

Mr Teo, who is now also Minister in charge of the Civil Service and Minister for Defence, recounted: “He told me, ‘Look, if you feel you have a good idea and in the end, it doesn’t get implemented, it’s your fault, too… Either you did not feel strongly enough about it, or you were not able to make a sufficiently good argument why this proposal that you have was such a good idea.’”

“Sometimes you have a good idea and the way to get it implemented, is for the other person to become totally convinced that it was his idea in the first place... Then he will passionately pursue it, believing that it was his idea,” said Mr Teo, half in jest.

Those words have stuck with Mr Teo as he rose up the ranks, first in the Navy, and subsequently in politics – ingraining in him the belief that a person has to take some of the responsibility when his idea fails to come to fruition.

“But you achieve what you set out to do.

Better still, if you can persuade everybody that it was their idea collectively, they will all buy in and do it.”

“Organisational dynamics”

Ultimately, in order to effect change and move proposals forward, a public officer should not only have sound

A Cuppa With...

ideas, but also learn to understand the “organisational dynamics”.

“So these are very inspirational people because of their sense of duty… which comes from realising that the job they do is an important one, it means something to somebody if they do their job right and do their job well.”

Citing SPRING Singapore Chairman Philip Yeo as an example, Mr Teo said: “If you look at a person like Philip, it’s not [just] that he had ideas but he was able to persuade people of his ideas, and understood how to bring about change in organisations and get his ideas implemented.”

A f o r m e r P r e s i d e n t ’s S c h o l a r a n d Singapore Armed Forces Scholar who decided after his GCE ‘A’-Levels that he wanted to pursue a career that was “socially useful”, Mr Teo also stressed that the onus of igniting and sustaining the passion and drive of public officers is on their immediate bosses.

Not only do leaders set examples, they also shape an organisation’s working environment and culture, he noted. In short, leaders can either stifle or spark the passion public officers have for their work.

“Leadership is very important... It gives the people who work in the organisation the sense of mission, the sense of purpose and lets them know that they are appreciated for what they have done,” said Mr Teo, who shared that during his years in the Navy, he had been inspired by his superiors such as former Permanent Secretary (Defence) Lim Siong Guan who rose to become Head of Civil Service.

Citizens, too

At the individual level, Mr Teo believes that people who are drawn to the Public Service have “a certain amount of altruism”.

The public officer must get satisfaction from seeing others happy or better off as a result of his work.

And that quiet – but immense – sense of satisfaction would be felt by all public officers, not least those working in sensitive departments such as the intelligence services. Said Mr Teo:“For those kinds of jobs, you derive your satisfaction from knowing that what you have done has served your country and kept the people in your country safer.

And nobody will ever know, not even your closest friends.”

And regardless of rank and stature, all public officers would keenly feel the impact of their work, he added.

If you can persuade everybody that it was their idea collectively, they will all buy in and do it.

“Every public officer is a citizen also,” Mr Teo said. “He has a family and they benefit from or are affected by the policies that are laid out and executed. So each of them, if you like, is both a producer and consumer of public services.”

Asked to comment on the level of passion for their work among the public officers he has come across, Mr Teo noted that some officers will be very passionate about their work. Others will take a more functional approach that means they “do their job because it provides them with a decent living and a good salary to help them bring up their families”.

Said Mr Teo, “They do their work well, and they enjoy their jobs because they have good workmates and a good workplace – I think that’s fine, too.”

But he has certainly come across those who view their work as a calling.

“I’ve met officers, a few specific persons I know, who work in the area of work inspection and safety. They are not necessarily high-flying officers, but they are very motivated and passionate. They go about their work very meticulously because they know that what they do really has an impact on the lives of their fellow public officers and members of the public,” he added.

The official “A Cuppa With…” Cup

So what do you usually have in your cuppa?

I used to drink large amounts of coffee when I was going to sea.

But when I stopped going to sea regularly, I started to drink large amounts of tea. Then I concluded that I really didn’t need to drink large amounts of tea either, so now I drink water mainly.

What is your favourite beverage?

English Breakfast Tea.

Where do you normally head for your cuppa?

I don’t normally head anywhere for my tea or coffee. I have it either in office or at home.

27

Dubbed as the father of modern creativity, J.P. Guilford’s interest in the subject had fascinating origins.

As a psychologist during the Second World War, Guilford conducted intelligence tests, grading systems and personal interviews to select bomber pilots. Alongside Guildford, the U.S. Air Force also assigned a retired Air Force pilot without psychological ere shot down ford w d il u training to aid in the selection process.

G by and killed more lected Both had diff e chosen ilots se erent selectio p d e h i t than thos s t y n criteria and tl cov tha n e u q fre ered it was soon by the retired pilot.

Guildford, who contemplated suicide upon learning that he could have indirectly caused their deaths, decided to find out the root of the problem by studying the retired pilot’s selection process.

Candidates were asked a simple question: “What would you do if your plane were shot at by German anti-aircraft when flying over Germany?” Instead of hiring those who answered correctly according to the manual, the retired pilot did otherwise. For him, following the manual meant acting in a predictable manner – a dangerous thing

to do since the Germans could also foresee those moves.

Guildford realised that the creative pilots survived more often than those who, although intelligent, stuck by the rules. He thus understood that thinking differently and creatively was a talent. One of his first creativity tests for the Air Force was to ask candidates to find as many uses for a brick as possible. And yes, this time, he looked for those who were creative and improvised to come up with unexpected solutions.

Adapted from Fredrik Härén’s “The Idea Book”. Founder of Interesting.org, Härén speaks and writes on business creativity.

He currently resides in Singapore and can be contacted at: fredrik.haren@interesting.org

Innovation: The Big Idea

To kick-start your creative skills, let’s create a tangram puzzle. The rules are simple: rearrange the seven forms to create the most creative animal shape and stand a chance to win attractive prizes!

Step

Step

Step

01

02

03

Follow the dotted lines and cut out the tangram

Create an animal shape with the seven pieces

Take a picture of your image

Write a story (not more than 100 words) to tell us why your animal tangram is most unique and creative.

Email to: psd_challenge@psd.gov.sg

The top three entries will win our limited edition designer Mimobot USB thumbdrives, so do leave us your name, contact number and e-mail address when sending in your entries!

Closing Date :

June 30, 2010 We’re giving away three Mimobots! Get your hands on a limited edition designer USB thumb drive, and stand out during presentations. No more boring thumb drives! Say hello to your new Mimobot. *Actual prize may differ from shown.

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Back to School

by Gurprit Kaur

It is never too late to hit the books again, as four public officers tell Challenge. Armed with new skills, these motivated individuals have become better and more efficient at what they do.

Learning is not a product of schooling, but the lifelong attempt to acquire it. – Albert Einstein The Enforcer Ten foreign workers are living under the same roof in a small, filthy flat. An eyewitness lodges a complaint and Mr Lim Chin Tiong, 37, a Housing Enforcement Inspector with MOM appears at their doorstep to investigate. When he is done, he heads back to his office to churn out a report and takes necessary action to resolve the matter speedily.

But his day does not end there. Mr Lim is also pursuing a part-time Diploma course in Administration and Management at Ngee Ann Polytechnic.

“I feel there’re many more skills I can pick up to expand my horizons”, said Mr Lim, who has a GCE A-Level certificate. “The government is also constantly emphasising the importance of lifelong learning.” So when the opportunity arose, he signed up for the Diploma course with his bosses’ blessings, becoming part of the pioneer batch of MOM staff to do so.

It is a fine balance between work, studies and family for Mr Lim. Sometimes, he even finds himself devoting longer hours to his school assignments than playing with his daughter.

Fortunately, he is blessed with an understanding wife and colleagues. He has also been able to tap on flexible working arrangements at MOM to cope.

Mr Lim said, “I don’t want to be left behind in this ever-changing and dynamic society. As such, I would need to make sacrifices to keep up.”

Well said for a man whose mantra is that the “40s is the new 20s”.

Level Up The Transformer Mrs Jagdish Kaur, an Assistant Executive in the Transformation Department (PSD), found it hard to pick up her books and retrain her mind after nearly 20 years of having left school. Being a wife, mother, employee – and now a student in HR management – has been a challenging feat.

“I have to balance all aspects of my life – work, home and studies – and sometimes the stress really gets to me,” said Mrs Kaur, who is in her late 30s.

“I have to fetch my kids from school and then rush them home before going back to SIM (Singapore Institute of Management) for my discussions or lectures. I have to ensure that everything is sorted out before I can make time for my studies.”

Her husband has been Mrs Kaur’s pillar of strength. Fondly known as the “Iron Man” (as ironing is what he does best), he helps pick up the slack at home.

The Science Student Mdm Ong Bee Choo, 37, aspires to call herself an O-Level holder one day. She has taken the first step by pursuing courses recommended by her employer, Casuarina Primary School. She also recently completed the Workforce Development Agency Career Readiness Certificate at Civil Service College during the school holidays.

“During the course, I learnt about time management, problem solving, customer management, and computing skills. It has helped me become more confident and I am given more responsibilities now,” said Mdm Ong. Before, Mdm Ong used to do stock check and data entry by hand. After attending the course, she is now able complete her work with Excel.

The Science Lab Assistant certainly enjoys her work. She sees it as an opportunity to learn something new every day. “When I am in doubt about how or what apparatus to set up, I turn to books or surf the Internet to help me. I also approach my HOD (Head of Department), Miss Joyce Soon, and she will show me how to do it.”

What keeps Mdm Ong staying positive?

“I believe in the Chinese saying, 活到 老学到老 (lifelong learning). For me, I will want to learn as much as I can.

I can’t live my life with just a PSLE certificate to my name,” she said.

Mrs Kaur said: “PSD has a culture that promotes upgrading and learning for all staff. I’m grateful that I’m given the opportunity to embark on my studies through PSD’s scholarship.”

The new skills from school have given Mrs Kaur a leg-up at work. “I can understand and appreciate HR principles and terms better than before,” she explained.

With a supportive family and employer, it is little wonder Mrs Kaur is scoring A’s and B’s at school.

The Web Whiz Ever heard of someone who likes studying because it is a challenge?

Mr Pang Poh Thiam, 33, a MICA Information Officer currently posted to the Prime Minister’s Office, is one such individual. Despite already possessing a Bachelor of Arts degree, Mr Pang went on to pursue a post-graduate diploma and, subsequently, a Masters degree in Mass Communications, sponsored by MICA. “I like to feel challenged mentally,” he said. “Studying does that for me, especially after working for a long time, you start to get into a routine.

In order to break out of that, I choose to study.”

Mr Pang has also picked up specialised communication skills that have helped him to plan and carry out public campaigns better.

What about those who feel that they are “too old” to study, because they are afraid of failure? According to Mr Pang, “failing is better than not even trying”.

“When you try, whether or not you make it, you know that you took the first step. There is also a learning lesson in that,” said the officer, who credits his colleagues and supervisors for encouraging him to keep on learning.

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by Peter Ho, Head of Civil Service

Letters to a Young Public Officer

Dear young officer, I am often asked what shaped my outlook in life. Family and friends, teachers and schoolmates, undoubtedly played a large part. But looking back, one event affected me more profoundly than most.

It was on my birthday, August 9, 1965, when I saw Prime Minister Lee Kuan Yew announcing Singapore’s separation from Malaysia. As an 11-year-old, I could not understand the implications. But through Mr Lee’s anguish, I could dimly see that

I felt like a fish out of water. What did I do? If I did not understand foreign policy, I knew a lot about defence and security.

So I involved myself in this area, and had the privilege of helping to create the ASEAN Regional Forum, which is now into its 17th year.

I believe that openness continues to define the Public Service to this day. It does not mean that everything will be accepted. But it does mean that those who are prepared to persevere, those who can marshal compelling arguments, will get a fair hearing.

So if you feel that you are out of depth in your work right now, you should stop focusing on the negative, but instead focus on your strengths and leverage on them.

To paraphrase George Bernard Shaw, “reasonable men adapt, unreasonable men change the world”. We have been fortunate to have had many “unreasonable men” in our midst. Otherwise the Singapore Story would have been very different.

Young officers today are probably no different from what I was like then – impatient and easily frustrated when things do not go your way. the world that I had known was going to change, and I could not be certain that it would change for the better.

That event and the emotions of that day have stayed with me all these years. From them I drew one important lesson – that life is full of uncertainties, and that we cannot take things for granted.

Our future is what we make of it. If we wish for a good future, then we must work hard to maximise the chances that it will be so. I have held this conviction throughout my career in the Public Service. I hope that young officers like you will also grow to share this same conviction.

I always felt that I had enough leeway to act in the best interests of the organisation.

From the day I started work as a junior officer in the Navy, I have always asked myself how I could make things interesting for myself, helpful to my organisation, and hopefully useful for the nation. I never felt that I needed to be told what to do. So I just did it. And it became a habit that I acquired in the days before PS21.

I remember being worried when I was first posted to the Ministry of Foreign Affairs in 1990. I had not asked for the posting. But I had been parachuted in as an outsider without any diplomatic experience to do policy work. I had no track record. As someone who had spent many years in the Navy and MINDEF,

When I size up our young officers these days, one quality I look for is tenacity. If you are convinced of something, you should not give up after the first “No”. Re-group, refresh and re-emerge to fight another day – and I say this from experience.

In the Public Service, we are driven by rules and process. These are not unimportant.

But it is more important that we are guided by a conviction that we are empowered to create a better Singapore, and that we feel that we can just do it.

I began my career in the Public Service in the Navy more years ago than I care to say. Eventually, I became responsible for planning the Navy of the future. But with a tight defence budget, MINDEF decided that priority should go to the Air Force. I now accept that it was the right decision. But it was quite demoralising then to be told that the Navy would get the crumbs, and that the defence dollar would be invested in F-16s rather than on missile gunboats.

If the pioneer generation of public officers had given up in the face of the enormous challenges that we faced then, if they had not persevered despite the uncertainties after Separation in 1965, I do not think I would be writing this letter to you.

Young officers today are probably no different from what I was like then – impatient and easily frustrated when things do not go your way.

Letters to a Young Public Officer

But the story did not end there. Instead of giving up in frustration, I persisted as I believed then, as now, that Singapore needed an effective Navy – not for egotistical reasons but for sound strategic reasons.

In this series, public sector leaders and veterans share their insights into life in Public Service. The series is inspired by Letters to a Young Poet, a compilation of letters written by poet and art critic Rainer Maria Rilke to a student at the Military Academy of Vienna in the early 1900s.

In the end, MINDEF was persuaded.

When I look at the Navy today, I see in it many of the plans that I helped to prepare in those days. It required persistence, but it also required an open mind on the part of the MINDEF leadership.

So don’t wait to be told what to do.

Create your own reality.

33

Integrated Resorts

n i o C a f o s e d i S Two

by Susan

Tsang

benefit ted Resorts will certainly ra teg In e th , ide as ts cos allenge.

Concerns over the social ssor Winston Koh tells Ch ofe pr cs mi no eco , ore ap ng Si

Since the government first mooted the idea of Integrated Resorts (IRs) in Singapore, the topic has generated heated discussion, with those opposed fearing the social costs while others were keen to have theme parks and casinos within a convenient distance.

Now that Resorts World Sentosa (RWS) has opened, with Marina Bay Sands Resort due to follow soon, a clearer picture is emerging.

Singapore Management University Professor of Economics, Winston Koh, observes that people are excited enough

by Universal Studios Singapore to express frustration when some of the best rides were not yet operational by March.

“To have such a theme park in your backyard – there’s the novelty factor, and it offers a place where you can spend a day and have a good time,” he says.

Prof Koh is the author of a paper on “An Integrated Resort-Casino for Singapore: Assessing the Economic Impact” for the IPS (Institute of Policy Studies) Forum on The Casino Proposal.

Certainly, according to him, the IRs have their advantages.

Jobs, revenue and buzz

The casinos will generate more jobs and revenue for the country, as Singaporeans who normally play overseas flock to the new premises at home. Gamers from abroad will also boost income.

And with Sands promising Las Vegas-type entertainment when it opens, the IRs will add a spark to the urban environment, in the same way the Esplanade did. “There will be a positive buzz,” says Prof Koh. “It makes Singapore a more interesting place to live and work.”

To me, the decision to allow casinos in Singapore constituted a very uncharacteristic act of “ hitting the panic button” on the part of our Government. I remain unconvinced that the casinos were absolutely necessary to lift Singapore out of the murky depths when the resorts have other facilities and attractions like Universal Studios that can draw the crowds. I hope and pray that the “ stop at two” mantra which my generation has had to live with, will, this time, be rigorously applied to the issuance of casino licenses in Singapore.

Foreign competition?

Ruth Chia, 68, retiree

“They make Singapore a more exciting tourist destination, and make us compare better with, say, Hong Kong, which has Disneyland,” Prof Koh says.

Challenge asked some Singaporeans for their thoughts

Word on the Street Still, he admits things could get ugly if there is severe competition between the resorts to maximise profits, and they push the gaming side of the business hard. IRs are never about the restaurants, facilities or shows, which are loss leaders. The real money – in some cases, over 50% of revenue – is generated from gaming, which subsidises the other operations.

Also, crime syndicates, loan sharking and prostitution come with the territory.

“It suggests the need for more law enforcement resources,” says Prof Koh. “I’m speculating that there will be more undercover people about, to nip this sort of thing in the bud.”

Perhaps Singapore will be able to minimise the downside of the gaming industry.

yes,

The question is, will we maintain our market share?

If it’s then we will see growth in the industry here.

“The effort of controlling problem gambling should remain a high-level responsibility, not just now, but in the future,” he says.

“The casino will affect some people’s productivity, and from news reports, it is clear that there has been an increase in the reported incidence of gambling addiction. While this is worrying, we should also be mindful that for every person who is negatively impacted, other people may enjoy their day at the IR, and be energised,” Prof Koh notes.

“Singaporeans sometimes complain they have nothing to do. If they can have a day at RWS and relax, it may help to increase their overall productivity.”

The queue to pay the levy, the queue to find a nice fruit machine, the queue to get a seat on some tables would put me off as it’ s a waste of precious minutes from my $100 levy!

I think the casinos are needed and are a welcome boost to this country’ s vibrancy. Let’s face it: even without them, there are lots of people who would still find some way to gamble…so what’s wrong in having them here to allow the inflow of all that wealth?

Thirunavukkarasu Marimuthu, 44, businessman

He points out that the government is moving to make sure the casinos have on-site counselling. There are also timeout rooms for players to cool down, and prominent signs reminding patrons not to lose control.

Joshua Sim, 25, undergraduate

Prof Koh’s view is that there are already avenues for people to gamble, including Toto, the Turf Club, cruise ships, and slot machines, “so it doesn’t mean that IRs worsen the problem”.

Christina Khoo, 48, life coach

On the negative side, there could be social issues: think of gambling addicts getting their families into debt, and retirees losing their shirts.

I feel that the casino is much less an economic investment and more a political symbol of change and ‘ liberalisation.’ By allowing Singaporeans to ‘choose’ rather than imposing a choice on Singaporeans, there is a marked difference in governance.

However, other countries in the region are studying the possibility of opening casinos as well. Will the IRs here be able to compete?

According to Prof Koh, the absolute size of the market should grow, as the world becomes more populated. There is also a growth in affluence, especially in Asia. “The question is, will we maintain our market share? If it’s yes, then we will see growth in the industry here,” he says.

“The most positive scenario is we manage to take away market share from other places, but that will be tough. On the other hand, if we have more places in the region opening casinos, this may create a clustering effect, pulling people into the region.”

In any case, Singapore has a lead as a pioneer.

“If other places open and we don’t, then we are playing catch-up. Now, we have several years of first-mover advantage.”

Have an issue that you hope we will discuss?

Email us at: psd_challenge@psd.gov.sg

35

Life.Style

Five public officers shed their inhibitions to show off their splendid dance moves for Challenge.

by Gurprit Kaur

37

FROM m a k i ng h i s r o u nd s around prison to providing a rehabilitation role to the inmates, Khairul maintains a stern and composed disposition. But once on the opposite side of the prison gates, he sheds his “game-face” and embraces his identity as a break-dancer.

With nothing to hold him back except the rhythm of the beat, he has taught himself to become the break-dancer that he is today.

“I picked up skills from wherever possible, one avenue being films,” he says proudly.

“Save the Last Dance, Stomp the Yard, Step Up inspired me to infuse breakdancing and hip-hop, which turned out to be a successful formula.”

When he started break-dancing, one of the many skills Khairul taught himself, like any other aspiring break-dancer, was the “Baby Freeze” – shoulders pressed against the floor, head bent, and legs lifted up in mid-air.

After 10 years of crazy dives, footwork and competitions, he is no longer a stranger to the local dance scene. Along

Bollywood Madness

Shalini Rai, a Communications Executive with NParks, finds herself in the middle of a Bollywood fantasy when she dances. with his crew, Styles from Beyond, he has bagged championships at the Anti Drug Dancework 2006, Avril Lavigne Best Damn Tour Dance Competition, and Groove Nation Street Style Slam.

He was also among the top 10 finalists of The Dance Floor 2006 – Singapore’s very own version of “So You Think You Can Dance”. Only a fantastic mover with a charisma to burn the dance floor can achieve that.

So what keeps this carefree BBoy (a name for break-dancers) going?

“I have maintained a never-give-up attitude,” he says. “In break-dancing, you stand on your hands, you end up falling.

But with practice and perseverance you will not fall so easily. I apply this in everything that I do so that there is a better outcome.”

This quality of his is true to that of his idol, Abang Hatta (“Big Brother”), who brought about change by going around tirelessly to various ministries to persuade them to change their perception of break-dancing. Once a banned sport in the 1980s due to its association with the “street” (gangsterism), break-dancing is now embraced by one and all.

O Bollywood! We are all familiar with its majestic sets, the elaborate and vibrant costumes, and the sometimes exaggerated yet heart-warming storylines. It is a world often far-fetched from reality, leaving us mesmerised.

For Shalini, her interest in Bollywood dance started when “as a young child, I used to watch Bollywood actresses dancing on TV”.

Her “break” came when she jumped at a request to perform a dance to the popular track Choli ke Peeche at her uncle’s Christmas party. She went on to pick up Bollywood dancing on her own while learning Bhangra, a traditional Punjabi folk dance, from two professional dancer friends.

The dhumkas and jhedkas of Bollywood and the bruaaahs of Bhangra make the dance forms seem larger than life. Yet, Shalini has mastered the moves.

Prison Break

Prison Officer Muhammed Khairul Jailani bended the rules 10 years ago when he started break-dancing, once a banned sport.

“Initially when I started doing stunts (mainly seen in Bhangra), I thought that it would be challenging, but I then realised that if I put my mind to it, it can be done. The stunts were not that hard to grasp,” she says.

Life.Style While Shalini looks upon her interest in dance as a form of leisure, Latin Ballroom dancer Le Yi has taken it to competitive heights.

Sitting at her office desk behind a PC, taking important calls, and marking down her boss’s calendar is not all that Maybell is about. Just as she is passionate about her job, her other fervour lies in dance.

Le Yi had her epiphany one day while marching drills in the National Cadet Corps during her teenage years. “I had to try very hard not to move to the beat of dancers practising in the hall nearby,” she recalls.

Maybell can be best described as a fiery and sensual dancer, who easily executes the sultry and expressive moves of Latin and belly-dancing. My hips felt the pinch as I watched her move; she made it look so effortless, almost like she had no hip bone.

This sparked her enduring love affair with dance, bringing her to competitions in various countries including Taiwan, Hong Kong, and Spain. In 2005, she emerged tops in Singapore.

The lanky dancer has literally knocked out her competition before. “Once, during [a competition], I was in the midst of a double spin when I elbowed one of the girls on my left and hit another girl’s chin on the other side during another spin. I felt bad but at the same time the dance had to go on,” she recalls.

Le Yi’s seemingly effortless kicks and leg work, shoulder shimmies and cheeky poses belie the hard work she has put in over the years. The girl who found dance by chance has grown into a confident dancer who also choreographs and teaches during her spare time.

When Latin meets Ballroom

With her poise and elegance, Zhong Le Yi, Manager of Corporate Communications at People’s Association, makes Latin Ballroom seem like child’s play.

“I like dance forms that involves hip movement, body flexibility, groovy steps and stylish poses,” she said. Little wonder why Maybell likes Belly-dance Flamenco so much.

Blues is my Middle Name

Keeping up with the different trends in dance, Cassandra Goh, Manager (Food), SPRING Singapore, has grown from a Lyrical Jazz dancer to a choreographer.

Cassandra’s petite demeanour fools many into thinking that there is not much she can do. However, when she starts to dance, she moves around effortlessly and shows power in her movements by executing powerful kicks while maintaining a delicate expression.

As much as she is into Latin and Bellydance Flamenco, Maybell has also attempted different dance forms such as Jazz, Ballet, Hip-hop, Contemporary, Lyrical, Ballroom, and competitive Line Dancing. “I enjoy trying out different dance moves because each dance style is expressively unique,” she said.

Like Maybell, the other public officers featured here all have their reasons for loving dance. For them, it is a passion that they choose to pursue, despite holding a day job. The reason is simple. As poet Bob Holman puts it, “When it’s pure dance, it’s pure faith.”

“I have been exposed to various dance forms – Chinese, hip-hop and modern. But among all, my favourite is Lyrical Jazz.

As I am stronger with my legs, I like the kicks and turns,” explains Cassandra.

Her passion for Lyrical Jazz has touched those around her. “I recently choreographed and danced to a light-hearted jazz piece entitled Hair for a dance recital at my church. Coupled with big yahoo hair wigs and glitzy costumes, this piece brought fun and laughter to some 800 people,” she says.

Hips Don’t Lie

When Maybell Koh, Personal Assistant to a Director at the Ministry of Manpower, sways her hips to the beat, it leaves many watching in awe.

Know of public officers who play music?

Email us at: psd_challenge@psd.gov.sg

39

40

The Irreverent Last Page

Rock On! Getting each issue of Challenge out is like an intense jamming session – ideas and opinions mash and grind to produce a final beat and rhythm we like. Here are our alter egos in action.

Agnes Kwek

Tay Li Shing

Being the voice of the magazine that represents the entire Public Service is no easy task, but as Editor of Challenge, Li Shing is more than happy to step up to the microphone and take the magazine to new heights.

Like her favourite 80s band, she hopes ‘A-ha!’ will be the readers’ reaction the minute they spot a fresh issue of Challenge.

As Editorial Advisor, Agnes is the champion, consultant and cheerleader for Challenge. Not only does she fully back up the aspirations of Challenge, she dares us to dream a little bigger! A woman of varied tastes, she is equally at home rocking out to Bon Jovi or busting her moves on the Mambo dance floor.

Shaun Khiu

As Assistant Editor overseeing design and the Web, Shaun’s love for fast and loud hard rock comes through in his uncompromising attitude to make Challenge the most cutting-edge publication of the Public Service. He strongly believes that Guns N’ Roses was both the best and the worst thing to come out of the 80s.

Edmund Soo

Need we say more?

Here’s where we let the humour loose, and learn to laugh at ourselves a little more. Have ideas or jokes about the Public Service? E-mail us: psd_challenge@psd.gov.sg

As Assistant Editor, Edmund coordinates the various stages of magazine production, from brainstorming new story ideas, to the distribution of the printed copies. With the breakneck pace of each production cycle and the countless deadlines at every different stage, he sometimes wishes he has more than two arms and legs. He listens to 80s retro pop music when he thinks nobody is watching.

THERE ARE PUBLIC 10 SERVICE WEEK 20

01.

When does Public Service Week 2010 officially take place?

A) 1 – 7 May B) 1 – 7 June C) 17 – 23 May D) 17 – 23 June

02.

What is the theme for Public Service Week 2010?

A) Journeying together B) Journeying with pride C) Serving with pride D) Serving the nation and proud of it

03.

What is the title of the book that recounts the history and evolution of Singapore’s Public Service from 1959 to 2009? a) A Defining Moment b) Pioneers Once More c) Pioneers of the Singapore Public Service d) A History of the Singapore Public Service

05.

PAIRS OF MOVIE vouchers TO BE WON

For the first time, a Public Service Carnival will be held in conjunction with Public Service Week. Where is the venue for this Carnival? a) Civil Service Club (Bukit Batok) b) Civil Service Club (Changi) c) East Coast Park d) Orchard Road

04.

five

How many years has it been since Challenge, the magazine of the Singapore Public Service, was first published? a) 1 b) 5 c) 10 d) 15

Submit your answers by June 17, 2010 at:

Website: www.challenge.gov.sg Email: psd_challenge@psd.gov.sg Fax: 6333 4010 Please include your name, email address, agency, and telephone number.

All winners will be notified by email.