Good morning!
It has been very challenging, and yet exciting times for the public service. Changes have been sweeping through the public service, from the implementation of the 5-day work week which I am sure you were looking forward to for a long time, to the revamping of the WITS programme and Staff Suggestions Scheme (SSS). We have also come to know of ministry-based teams called amoebas, and inter-agency outfits called Strategic Issues Group (SIG for short) that try to come up with new ideas and solutions to do things better. What is common about these changes? While these changes might not affect all of us here to the same extent, one common message for all of us is that the seeds of change have been sown for a shift in the way things are done in the public service.
Change has always been part and parcel of governments, economy and the people. In fact, from the initial years of nation-building to the present, adaptability has been the crux of our survival. However, there are some components of changes that I would like to highlight which will affect the way things are done in the civil service. These components are:
1) the pace of change is quickening;
2) changes are complex; and
3) people desire a say in things.
Quickening Pace of Change
The pace of having to adapt and change has increased significantly. As we have often been reminded, we are now living in an age of globalization. What this means is that it is an intensely competitive global marketplace out there. Goods and services, people and capital, fashions and fads, flow freely and rapidly between countries and across continents.
To remain profitable, businesses now need to operate on a razor’s edge, otherwise they will disappear. Companies need to evolve constantly – through innovating new products, improving customer service, lowering costs - and yet deliver more value to consumers.
The challenges facing our successful Singapore Airlines are a good example. It is now facing a lot of competition from the new low cost airlines as well as its traditional competitors. Many companies that were thriving 5 to 10 years ago are no longer here. The reason? They are not fast enough in keeping up with the evolving needs of the economy.
To match this faster speed of change, governments need to formulate and implement nimble policies that complement the needs of corporations and businesses. How fast the Singapore economy can react to global circumstances also relies heavily on how quickly public services can identify emerging or new opportunities, and react accordingly. For example, we have identified biotech as the next wave of employment and economic boost to Singapore. In the past, we have moved into information technology and pharmaceuticals.
Increased Complexity
The changes that we face are also more complex. Globalisation interconnects countries, people and economies. One isolated event in one country can quickly propagate to affect multiple countries without respect for borders. One example was the Asian financial crisis. Another good example was the “globalization” of SARS. Our economy will be affected not only by our own policies, but also those of other countries. In addition, businesses operate across multiple countries these days. It has been the norm for multi-national companies for a long time. Singapore companies, too, have to operate across multiple countries. Witness the expansion of Temasek-linked companies globally. These mean that issues facing governments are now more complex and multi-faceted. Policies that the public service formulates will need to take into account inter-related implications across borders and industries.
Our public officers have started to look at solutions beyond the confines of Singapore and also existing constraints. Civil servants are continually encouraged to think outside the box. I would say now we have to peer at the neighboring boxes too. That is why we have “amoeba” and “Strategic Issues Groups”. Increasingly, we would have to do more. We would have to enlarge inter-agency learning, get closer to the business pulse and learn to look at problems from an international perspective.
A Participatory People
To add complexity to the changes, public service has to take into account a more questioning public. As we encourage a more risk-taking and entrepreneurial spirit among our people, we must expect to see a new generation of citizens.
People who like to question and who prefer to know more than less.
People who like to participate and play a role in changing Singapore.
Many of them will also like to see how the public sector is creating value for them. And these are legitimate demands, which the public service needs to attend to. This will benefit the public service in more ways that one. In the process of listening, the public service will hear new voices, see new angles and develop new ways of doing things.
For example, the civil service has the Cut Waste Panel which encourages the public to feedback on practices that are wasteful. I think that is an excellent idea.
I have spoken about some facets of the changes in the civil service that are happening. Now what do civil servants do? I believe both the management and staff have what it takes to adapt. What is required is a positive mindset and management participation.
Positive Mindset
Civil servants should continue to keep up its positive and forward looking mindsets. Singapore owes its past success in no small part to public service officers who were able to offer the leadership and hard work to navigate the turbulent seas of change. However, to remain relevant, the public service can no longer afford to adhere only to principles and policies that have served us well in the past. While our public service has done admirably well in terms of efficiency and integrity, more will be demanded of the public service. Constant change will form the corner-stone of the public service. Armed with a positive and forward looking mindset, I am sure that we would be better equipped to deal with these challenges.
Change in Management Style Needed
However, we must not forget that the ability to adapt and change should not be confined only to staff. The style of management too needs to change. Management needs to put aside their past practices and engage employees. For example, there is a need for better communication on policy changes. The public service now requires public consultations to be held before formulating and implementing any policies. The onus is therefore on the management to really hear what people want and achieve their buy-in, instead of treating public consultation as part of the procedures. The same concept applies to the employees. Management should attempt to engage their employees and seek their views.
AUPE’s Challenges
In addition to the challenges I have mentioned, AUPE would have to face its own set of challenges. For AUPE to remain vibrant and innovative, it will need to attract new members. How does it attract new members and at the same time retain existing members?
Last night, at the 50th Anniversary Dinner of the Singapore Bank Employees’ Union, I mentioned some of the new ways that we are using to engage union members. In the past, to keep in touch with members, we could depend on the branch network, members coming to the union’s headquarters, or members participating in union social activities like picnics, to keep in touch with them. Today we have to use the telephone, operate a call centre, maintain a website, and answer queries by email. We have social facilities that are in tune with the latest trends. What more can we do, for the member to feel that the union is in touch with them? Use this conference to brainstorm for new ideas.
Also, we will need leaders for the future, people who will be able to provide fresh perspectives and inject new directions for AUPE. The public service has good people. If we are able to tap on their talents in AUPE, I am confident extra horse-power will be added to drive AUPE forward.
On this note, I would like to wish you a successful conference ahead!
