PDF - Challenge Online

12
UNE 20
MAY / J
PLUS
The value of musty archives unveiled p5 Weeding out black sheep p30
The skinny on the best meeting venues p42
Cover STORY
08growing the right culture
Everyone’s gotta chip in to live out values
Baa~
32
FEATURES
05
MORE THAN JUST
OLD SCHOOL MEMORIES
The work of the National Archives
of Singapore, documented
30
WEEDING OUT BLACK SHEEP
A cheat sheet on spotting and
reporting sneaky behaviour
32star power
Five extraordinary individuals who
go the extra mile – always
37
DO YOU REMEMBER WHEN POLICEMEN WORE SHORTS?
Share recollections with the
Singapore Memory Project
HIGHLIGHTS
04
NEWS FROM THE SERVICE
VIEWPOINTS
02
Inbox
Your views on the Mar/April issue
of Challenge
03
Your Say
OFFICE SUPERHEROES Readers nominate the superheroes
of their workplaces
18
Thinking Aloud
SOCIAL MEDIA IS NO
WONDER DRUG
Focus on relationships to succeed in social business says Keith Nakamura
27
Letters to a Young
Public Officer
Speak your mind
Aw Kum Cheong from the Manpower
Ministry explains why
44
30
28
A Cuppa With…
“LEADERSHIP MAKES OR BREAKS
AN ORGANISATION”
Leo Yip, Chairman of the
Economic Development
Board, on the qualities
of a leader
m
r
o
t
S
A
p
Cooking U
ON THE JOB
14the big idea
UNNECESSARY CREATIONS
They boost creativity and passion
36
LEVEL UP
KNOW YOUR TEAM’S “COLOURS”
This will help you work better with others
lifestyle
28
16
Officers with a passion
HE’S A SUPER TROOPER
19
The Challenge PullOut
MONEY MONEY MONEY
8 pages of tips to triple your $$$
38
life.style
SERVING UP A
NATIONAL OBSESSION
Top spots for great cuisine and sights
42
directory
GETAWAY PLACES
A list of venues for retreats and meetings
44
The Irreverent Last Page
public officer
14
Meet the architect who’s a Star Wars geek
Our take on the “What I really do”
Internet meme
38
19
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Your Say03
2012
/ APRIL
MARCH
Publisher
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Sufiah Mohd Salleh,
National Parks Board
Suf iah is the heroine of
the Lifestyle Business Division.
Beneath her shy
and unassuming
exterior is a superwoman who produces
high quality work under
minimal supervision. She
makes the task of assisting
eight managers and the
director look easy. With
her built-in Google search
engine, she always has
answers to our queries. A
manager said recently: “I
really don’t know what I’ll
do without her.” She is the
division’s heartbeat, No. 1
in her work and No. 1 in
our hearts.
Mark Teo
Yan Chui Ping
NEA
Arthur Ng,
Immigration and
Checkpoints
Authority
Arthur is our unsung
hero who ensures that all
court forms are accountable for Court mention
even if it’s not his duty.
It’s our fortune and
pleasure to work with
him. Always remember
that when you need help
just call the name “Arthur” and
he’ll be there. Do you ever wonder why
you can sleep soundly at night? It’s
because the great superhero “Arthur”
has done his rounds.
Sam Samudra Mizzy
ICA
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Cont ributing Photog raphers
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o has
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l
e
t
s
r
day
R eade
ng the
i
v
a
s
been
es.
rk plac
o
w
r
i
the
Leelavathi,
National Environment Agency
Customer Service Off icer Leelavathi has been
with NEA since 1976. She’s always consistent
in her work. At the peak of the election
campaigns last year, our unit received a high
number of appeals and feedback. Leelavathi
went the extra mile, despite the increased
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Eric Pok & Ryan Hong,
People’s Association
One Saturday at the Toa Payoh East Community Club, children
having tuition were interrupted by a huge husky on the premises.
Unaware of possible risks, they crowded around the dog. Constituency Manager Eric Pok and Constituency Management Executive
Ryan Hong were concerned for their safety and ushered them back
to class. The duo lodged a missing dog report, bought dog food,
and took the dog to a vet to scan for an embedded identif ication
microchip. This helped to reunite the husky with its owner. Their
actions were truly commendable.
Jeffery Lim
PA
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for
04 Highlights
NEWS
from the
SERVICE
Feature05
Coming up...
Asian
F
Childr estival of
en’s C
onten
t
ALL ABOUT KIDS
The sky’s the limit when it comes to creating
content for Asian children. The Ar ts House
will be hosting the Asian Festival of Children’s
Content for the third time this May 26-29. Get
the buzz on an untapped industry for young
readers with big potential, as the festival brings
together content makers, international buyers
and readers look ing for books and related
materials for children.
www.afcc.com.sg
Building plans awaiting digitisation.
NAS has more than 238,000 building
plans of colonial buildings, government
buildings and residential houses, many
of which are no longer in existence.
HONOURING INFOCOMM CHAMPIONS
The search is on for organisations using infocomm technology to attain
organisational excellence and improve public service delivery. The Infocomm
Development Authority of Singapore (IDA) and Singapore infocomm
Technology Federation (SiTF) are calling for nominees for the National
Infocomm Awards (NIA) 2012. The Most Innovative Use of Infocomm
Technology (Public Sector) award category recognises public agencies that
have effectively and innovatively deployed infocomm technology to enhance
productivity or competitiveness. NIA 2012 winners will be honoured at a
gala dinner in October 2012. Nominations close June 30, 2012.
www.nia.sg
MTI FAMILY AWARDS
The MTI Firefly Family celebrated the ExCEL spirit (Excellence through Continuous
Enterprise and Learning) with the annual MTI
Awards recognising teams and individuals exemplifying these values. Ten teams and nine
individuals were presented with prizes and certificates by Minister for Trade and Industry Lim
Hng Kiang at the MTI Firefly Symposium on
24 April 2012. The Borderless Award and Innovation Award celebrate the
best teamwork across agency boundaries and continuous innovations and
improvements. The 10 winning projects spanned the following areas: measures for developing local industries, technological innovations to improve
land and energy use, and longer-term economic planning. Nine individuals
across the MTI Firefly Family were recognised for their significant contributions to continuous innovation and outstanding effort in promoting ExCEL, through the Ideas Champion Award and Outstanding Efforts Award.
Award winners spanned different levels of seniority and were exemplary in
their passion to improve and lead in their areas of work.
WATER WONDERS
In conjunction with International Water Week,
a series of activities will be organised by the
community for the community, to generate
greater awareness and ac tion to preser ve
Singapore’s water resources. Events such as
Singapore International Water Festival and
Primary School Water Festival will be held from
June 30 to July 8. For more information, write
in to pub_watershowcases@pub.gov.sg.
More Than Just
Old School Memories
Ryandall Lim revisits his days of yore at the National Archives of
Singapore and learns the value of preserving the past for the future.
Photos by
SELF-DISCOVERY THROUGH THE ARTS
This year’s Singapore Arts Festival (May 18 – June
2) centres on the theme of “Our Lost Poems” to
take audiences on a journey of self-discovery
through stories, legends and myths of the past.
The festival will have a strong repertoire of
contemporary works rooted in Asian history and
culture, as well as projects and collaborations
with over 500 artists and groups from Singapore
and the world.
www.singaporefest.com
Justin Loh
I remember the recess
bell, and the shouts and laughter from
hundreds of unruly little boys that followed soon after. I remember standing
in the corner – punished for having
long hair – and having my book thrown
onto the plant outside for forgetting to
do my corrections.
Collectors of memories
More than two decades later, the centre
of mischief that was Anglo-Chinese
Primary School is long-gone. And even
though part of the building remains,
there’s not a whimper from it, at least
from the outside. But inside, a much
bigger part of history is being retold.
From restoring tattered, bookwormeaten records, to converting old videos
from lost formats, to interviewing guests
for the Oral History collection, these
unsung heroes work diligently, some
almost silently, meticulously preserving
our collective past. Their work is tedious
On a quiet stretch of Canning Rise,
between the Singapore Philatelic Museum and Registry of Marriages, sits
the National Archives of Singapore
(NAS). Its quiet, unassuming exterior
hides a labyrinth of rooms where over
70 staff are busy at work.
– converting copious oversized maps
and town plans into more accessible
microfilm that will last hundreds of
years, or separating thousands of fragile,
torn pages from century-old books to
strengthen them with paper pulp.
Sheer dedication and perseverance are
unspoken prerequisites for a job at the
Archives, an institution of the National
Heritage Board. But as the archivists
will tell you, it is the pride of fulfilling
a form of national service that keeps
them fuelled on the job. They are, after all, entrusted with the honour of
maintaining the annals of Singapore.
Old playback machines
painstakingly maintained
so that obsolete AV
media (right) can be
converted for use.
Feature07
“ When the results were announced
on May 2008, there was a great sense
of relief and jubilation from the team
members. We felt that the time spent
ploughing through the voluminous
records was worth every ounce of our
energy and effort,” says Mrs Ng Yoke Lin,
Senior Archivist of the Audio-Visual
Archives Division who was among those
who helped out in the case.
Preparing to bind conserved
records dating back to the 1800s.
Conservation
Officer Salimah
Binte Ismail
prepares to
bind conserved
records dating
back to the
1800s.
Senior Conservation Officer Wah Jum checking pH
(acidity levels) of documents in the Conservation Lab.
NAS moved to its
current location at
1 Canning Rise
in 1997.
Primarily, NAS appraises and maintains
public records of national and historical
significance, and serves as custodian of
Singapore’s memories. To date, it has an
impressive collection of information in
various media, termed archival holdings,
dating back to the early 1800s. Among
these are original handwritten copies of
Straits Settlements manuscripts.
As part of its outreach, NAS organises
exhibitions and heritage activities, and
manages two interpretative centres –
Memories at Old Ford Factory and
Reflections at Bukit Chandu. (Read
‘Reliving the Past’ in Challenge Jan/
Feb 2012)
NAS
Facts &
Figures
NAS was established in
1968 and has close to:
Conservation brushes.
Public records
awaiting
digitisation at
the Imaging
Preservation
Lab.
Senior Conservation Officer Jennifer
Lim, who oversees the Archives Conservation Lab, is one of two dozen
staff who painstakingly fumigate, dismantle, wash, mount, stitch, press and
hot-stamp records and other archival
holdings every day. To her, it is not
just about sharing and knowing the
past; it is about learning from it. “I
recall being taught during my school
days that the history of a nation will
impact its future. The good parts should
be remembered while the pitfalls should
not be forgotten, but avoided.”
Helming the NAS is its director
Mr Eric Tan who remains constantly
inspired by his colleagues’ work.
4.5
million
f ile records from
public agencies
Helping Singaporeans learn and remember bygone days is another of
NAS’ main functions, stresses Mr Tan,
for the archives’ intrinsic value becomes
apparent as memories of the past live
on for future generations.
He proudly shows off two neat rows of
NAS publications on a low bookshelf
in his simple office and picks up a copy
of The Causeway, a recent collaboration
with the National Archives of Malaysia.
Critical role of history
“In the past, there was no Causeway.
Trains were shipped on barges across
from Johore where they would continue
on a track in Singapore,” explains
Mr Tan.
6,000
hours of audiovisual recordings
2,400
volumes of Straits
Settlements
manuscripts
19,000
hours of oral
history recording
For Archivist Cindy Yong, part of the
seven-officer team handling matters pertaining to Bukit Brown Cemetery, who
also assists with front desk enquiries at
the Archives Reading Room, the hard
work pays off when she’s able to help
make the “connection”. “There is a sense
of fulfilment for me at the moment when
families find their ancestors.”
Senior Conservation
Support Officer
Jeremy Lam
Koy Shin at the
pristine Archives
Conservation Lab.
“For sure, I am truly privileged to be
able to work here. My colleagues have
been doing a wonderful job, and all for
the benefit of Singaporeans. It’s tough
work, which requires much discipline,
self-motivation and passion.”
76,000
More recently, plans to build an expressway through part of Bukit Brown
Cemeter y are under way, and many
Singaporeans have come forward to find
out where their ancestors might have
been buried. Once again, NAS’ support
has become vital because of its record
of burial registers.
posters including
those from old
government
campaigns
50,000
private records
But NAS’ value is also very current. Its
support was pivotal during Singapore’s
fight for Pedra Branca, an outlying
island claimed by Malaysia. Ms Kwok
Toi Chi, Assistant Director, Records
Management, relates how NAS staff
spent countless days and nights scrutinising records in search of documentary
evidence to support Singapore’s territorial claims.
And...
On average, NAS
preserves about
10
per cent of public
records, of which
one per cent are in
original hard copy
NAS manages a
database called
Access to Archives
Online, or a2o,
with online public
access
24/7
It’s tough work,
which requires
much discipline,
self-motivation
and passion.
Often, people seek school or marriage
records – not just for posterity but
sometimes for material evidence for
legal proceedings.
Among the key finds was a letter dated
September 21, 1953 from the Acting
State Secretary of Johore, stating that
his government did not claim ownership of Pedra Branca. This gem helped
the International Court of Justice rule
in Singapore’s favour.
NAS has organised close to
30
travelling exhibitions,
published nearly
50
books and produced about
10
historical documentaries.
Nowadays, most walk-in search requests
come from schoolchildren who need
information for history projects. It has
thus come full circle: a place where
children once sought information, has
come to serve this purpose, once again.
And though the noise of Canning Rise
has faded, a different life is being nurtured within those walls – our history
that will live on.
From 2003 to 2007, about 15
NAS staff worked on one of its
most extensive projects – the Pedra
Branca case – spending over
25,000
hours researching, and working
with the archives of India,
Indonesia, United Kingdom, the
Netherlands, Australia and
New Zealand.
In late 2011, NAS
uploaded maps of Bukit
Brown Cemetery’s
burial plots and other
vital information
online. All one needs is
the full name and year
of death of the deceased
to f ind the exact
burial location.
Cover Story09
I n 1 9 9 6 , the C anadian
government set up a programme to
raise awareness of industries in Quebec
province. It seemed to run well, until
widespread corruption was discovered
in 2004. Investigators found serious
fraud, including funds channelled back
to the ruling Liberal Party, and millions
paid for work never done. The scandal
cost the Liberals the 2006 election.
Subsequently, the Canadian government decided to focus on strengthening
public service values to prevent another
slip-up. An independent office was set
up for faster reporting of wrongdoing,
and for annual reports on integrity in
the public service.
The Canadian experience shows the
need to build a strong culture of public
service values. Because when values are
thrown into question, public distrust
festers. When a government strengthens its values, public confidence can be
restored and grow stronger.
Singapore’s Public Ser vice has not
been infallible. In recent months, the
question of values has emerged more
strongly than ever, with convictions of
public officers for cheating and other
investigations for alleged misconduct.
Head of Civil Service Peter Ong said
in March 2012 that “episodes like these
undermine our reputation as a Public
Ser vice that ’s clean and incorrupt.
It makes some wonder if the Public
Service and the values we espouse are
being eroded. There are officers who’ve
felt let down by these episodes. I share
the same disappointment.”
The only way to preserve trust and
ensure that individual failings do not
lead to systemic weaknesses, he said,
is to take firm, decisive action against
those in the wrong.
He reiterated that his “faith in the
integrity of public officers and the
Public Service has not wavered”, noting that most officers continue to earn
public trust.
The Singapore
Public Service values
The Singapore Public Service’s current
set of core values – Integrity, Service
and Excellence – was developed in 2003
to strengthen Public Service identity
and reflect shared ethos. Despite the
recent incidents, Mr Ong says the
current Public Service values are still
“relevant today”.
But he admits that the “communication of the values, what they mean, and
how they should guide our everyday
decisions and behaviours can be improved”. Not in a top-down approach
but through increased conversations
between Public Service leaders and
their teams.
“So there’s a better understanding of
how changing operating environments
could have implications on how the
values are lived out,” he explained.
Formally, the Civil Service College
(CSC) – the Public Service training
arm – has a systematic curriculum to
cover values and ethos in the induction
programme for every new officer. CSC
Dean Lionel Yeo said that trainers
use case studies and scenario cards
to trigger discussions about desirable
mindsets and behaviour. “Fireside chats”
with public sector leaders let officers
– incumbent and new – engage them
directly on issues.
When Challenge asked some officers to
recall the Public Service values, there
was an even mix of those who could
and those who couldn’t (see below).
An officer said: “I don’t recall anyone
specifically highlighting these values to
me at any point of my 14-year career
in the Public Service. Yet she felt that
many are already living out the values.
“[Officers] may not know them collectively as ‘the Public Service values’,
but I’m almost certain these values have
become second nature to many.”
Ch all en ge spo ke to som e pu bli
c off ice rs:
An of fic er
sa id sh e
kn ew th e
im po rta nc e
of va lu es bu t
“I’m sw am pe d
by da ily
wo rk to ev en
in te gr at e an d
ca re ab ou t
th e va lu es
an d cu ltu re .”
D r M ar ie ta
C h an o f th e
ce s
H ea lt h Sc ie n
SA)
(H
ty
ri
Au th o
o re
m
at
th
th in ks
d er s”
in
em
“r
t
freq u en
es
o f th e va lu
od
wo u ld b e g o
hen
w
y
“e sp e ci a ll
ed
rk
o
rw
we’re ove
om
fr
t
u
o
d
o r st re ss e
y ca n
wo rk a s th e
o o st ’ to
g ive m e a ‘b
th a t my
re m in d m e
wo rk h e lp s
.
th e p u b li c”
A M e d ia
D e v e lo p m
ent
A u th o ri ty
(M D A ) o ff
ic e r
s a id : “O u
r core
v a lu e s a
r
in te g r a te e
d in to
our appr
a is a l
fo r m . T h
e y ’r e
h a r d to m
is s
and now
to ta ll y
in g r a in e
d in
s ta ff p s y
c h e !”
A n o th e r
ho
o ff ic e r w
d h is
e
ll
a
o n ly re c
v a lu e s
a g e n c y ’s
d
s u g g e s te
e
th
g
n
ti
s
po
c
P u b li
S e r v ic e’s
o re
v a lu e s m
tl y
n
e
in
p ro m
s’
ie
c
n
e
g
on a
.
In tr a n e ts
Cover Story11
Another officer said that while it may
not seem “very cool” to be regularly
reminded of the vision and mission, “it
bears repeating and reminding people
why they chose to be in the Public
Service in the first place.” She added
that her Permanent Secretary has a
knack of making speeches that inspire
staff and remind them of the Public
Service values without coming across
as preachy.
Brand Finance picked it as one of the
world’s 10 fastest-growing nation-brands,
and said the ranking reflects Singapore’s
clean government, efficient infrastructure, low corruption, hospitable business
environment, well-educated Englishspeaking workforce and pro-business
values. Transparency International ranked
Singapore on par with Denmark and
New Zealand for the world’s highest
transparency and accountability.
The importance of culture
and values
Values and culture are prized in the
private sector too. Much research has
shown how strong corporate culture
and values make a big difference to
organisations.
Values, according to Michael Henderson and Dougal Thompson from
consulting firm Values At Work, are
“ ‘ideas’ of what gives a sense of meaning or worth”. Values are then applied
within an organisational culture. John
Purcell from the Chartered Institute of
Personnel and Development (CIPD)
in Europe said that “organisational
culture is a system of shared values and
beliefs about what is important, what
behaviours are appropriate and about
feelings and relationships internally
and externally.”
The importance of values and culture are
increasingly being recognised. Singapore’s
Public Service values, for instance, have
contributed to the country’s success.
Business guru Jim Collins wrote in
his book Built to Last that culture is a
key determinant of sustained superior
performance for successful companies.
Mr Collins said that “architects of
visionary companies don’t just trust in
good intentions or ‘values statements’;
they build cult-like cultures around
their core ideologies.”
Former World Bank Values Coordinator
Richard Barrett said that “creating a
corporate culture that aligns with the
values of all stakeholders, employees,
customers, shareholders and society is
the critical issue for business in the
21st century.”
Professor David Giacalone of Temple
University told Challenge that “both
consumers and potential employees
want to be associated with organisations
with the right values.” This means strong
values help organisations attract the
right talent, and also boost bottomlines.
One of the best-known examples of
a successful culture built around core
values is technology giant HewlettPa c k a rd ( H P ) . Fo u n d e r s W i l l i a m
Hewlett and David Packard built
the company around the values of
technological contribution, superior
performance, hiring the right staff,
contributing to the community, and
integrity that became known as ‘The
HP Way’.
For decades HP followed ‘The HP
Way’, using everything from stories and
rituals to rewards to reinforce values,
to become a high-tech success. When
HP veered off-course and made “a
series of decisions incompatible with
the fundamental precepts that made the
company great”, as Collins described it,
the company started downhill towards
mediocre results.
SAS Institute
Leadership training consultant Michael Stallard writes on
his website (www.michaelstallard.com) that SAS co-founder
Dr Jim Goodnight (left) has long believed that “work environments
affect employee productivity and retention”, and that “the work
culture is key to the creativity inherent in knowledge work”. From
the get-go, he treated SAS employees as he wanted to be treated.
In return, he expected they would be more likely to stay, align
their behaviour with organisational goals, and give their best.
Staff perks include a health club, subsidised cafeteria and child
care facility onsite. SAS has no dress code, no set work hours
nor any limit on sick days. There is a culture of informality and
openness, and Dr Goodnight holds “Java with Jim” sessions for
employees to have coffee with him and ask any question. Mr
Stallard observed that “the culture works because it meets human
needs that are necessary to thrive at work: respect, recognition,
belonging, autonomy, personal growth and meaning. When these
needs are met, people thrive, individually and collectively”. Singapore Prison Service (SPS)
Up till the late 1990s, SPS focused on secure custody of offenders.
After Mr Chua Chin Kiat (left) became head of SPS in 1998 after
a long career in the police force, he visited many prisons and
“realised how little we did for the inmates”. As he told the Wall
Street Journal, he knew “we needed to change”. After studying
prisons overseas and analysing academic research, Chua came
up with an entirely new approach. Prison officers would become
“captains in the lives of offenders committed to our custody”.
This required officers to get to know the prisoners and make a
difference in their lives, something which upended past practices
and made some officers uncomfortable. But recidivism dropped
50 per cent between 1995 and 2005, and SPS has been named
Singapore’s top employers twice.
Cover Story13
For staff to imbibe the
right values, leaders
must openly model the
values at the work place.
Close the “loop” by
clearly and effectively
rewarding individuals
whose behaviour
integrates the values.
Having effective
recruitment and selection
practices help bring in
individuals whose values
are aligned with their
employers.
Nurturing a values-based
organisational culture
Research has begun to indicate the
fundamental steps organisations have to
take to strengthen values. Having the
right human resource (HR) practices
is critical. Prof Giacalone listed four
important ones (see above).
Consulting firm Accenture says values
can be “brought to life” through rituals, lessons, images and stories that top
management uses to show how values
translate into action. Over time, these
strategic messages become shared
mindsets permeating the organisation.
Online retailer Zappos.com’s CEO
Tony Hsieh wrote in online media
Huff ington Post that “if you get the
culture right, then most of the other
stuff, like delivering great customer
ser vice or building a long-term
Economic Development Board Chairman Leo Y ip advocates living out
values in daily decision-making. “It’s
one thing to talk about [values] but
another to be doing it every day. Very
few decisions are straightforward. When
you make that decision, [you first]
weigh different factors to trade off. If
there’s a trade-off between integrity
and something else, and if integrity
doesn’t win the day, then your value
isn’t meaningful.”
He said this has an impact on staff
as they can see clearly if their leader’s
decisions are aligned with the organisation’s values.
Create rituals, tell stories
enduring brand or passionate employees
and customers will happen naturally
on its own.”
Culture, he wrote, starts with the hiring
process, so all recruits go through two
rounds of interviews; the first to assess
technical skills, the second for “culture
fit”. Zappos.com has rejected highly
competent people who did not “fit ”
into its culture. After hiring, everyone
undergoes four weeks’ training on company history, vision and philosophy, as
well as customer service training (regardless of their designations) as this is
the core of Zappos.com. Commitment
to core values, added Mr Hsieh, is being
“willing to hire and fire based on them”.
Leaders have to exemplify values
To put the concepts outlined by Prof
Giacalone into practice in the Public
Service, there are three critical steps.
The first is for leaders to acknowledge their role. Deborah Rhode and
Amanda Packel wrote in the Stanford
Social Innovation Review that “often, the most critical determinant of
workplace culture is ethical leadership.
Employees take cues about appropriate behaviour from those at the top.
No organisational mission statement
or ceremonial platitudes can counter
the impact of seeing leaders withhold
crucial information, play favourites,
stifle dissent, or pursue self-interest at
the organisation’s expense”.
But the burden doesn’t rest only on
top honchos. Mr Ong told Challenge
that those in supervisory roles must
lead by “living” the Public Ser vice
values daily. Even middle managers can
help cascade values down, for a sense
of ownership.
The second step is to tell stories,
creating rituals and images that reinforce Public Service values. Leaders
who hear heartwarming stories about
officers who exemplify the values can
talk about them over lunch or at sessions
like “Java with Jim” (refer to page 11).
Mr Ong did just this at the recent
Administrative Service Dinner when
he spoke about NParks officer Yang
Shufen’s dedication to excellence, how
she “sometimes has to go out to Pulau
Tekong on a boat in the wee hours of
the morning”, and how “getting kneedeep in mud and fighting swarms of
mangrove insects are just part and
parcel of her job”.
Carrots and sticks
The third step is to reward exemplary
staff or take quick corrective action
when behaviours are not aligned
with values.
Mr Yip told Challenge that in com-
mitting to values at organisations that
he has led, he’s had to make tough
calls. “I have asked people to leave,
where there are clear actions that are
visible to staff – not only when there
was misconduct, but also when their
behaviour didn’t reflect our values.”
While the Public Service gives annual service awards to officers who
go the extra mile, social worker Ben
Teo (who won the 2009 PS21 Star
Service Award) thinks exemplary officers and best practices should be
given more “air-time”. “We need to toot
our horns once in a while. The Police
have Crime Watch to boost public
confidence and education, so could
we raise the profile of Public Service
via a TV show to share heartwarming
stories and challenges?”
Chipping in to make it work
Making values like Integrity, Service
and Excellence “come alive” will always
be a challenge, especially when staff
struggle with daily work pressures. It
is also why they can be easily taken
for granted. Yet, experience shows how
embedding values in staff and turning
them into reality can create superior
performance.
It also means officers of every level
must also take tangible action to put
Public Service values into practice at
work and in the community.
Whether it’s telling a story to a colleague, stopping to help a person in
need, rewarding staff who demonstrate
superior service or other daily practices,
taking values to heart and spreading
them can make the difference that
actually creates leading-edge results.
With additional reporting by Bridgette See
Training and
development help to
embed values within
the organisation.
The Big Idea15
16 Officers With A Passion
Readership Survey17
He’s a
super
trooper
So what’s architecture got to
do with Star Wars? For one,
they are about space. And for
Clement Lim, 39, executive
architect at the Architecture
and Urban Design Excellence
Department, Urban Redevelopment Authority, and a major
Star Wars fan, both his passions
are a way to see life, have fun
and explore new personal and
professional limits. The costuming enthusiast has the habit of
lugging his trusty Stormtrooper
helmet with him everywhere
he travels. “It all started as a
reaction to those typical holiday
shots, you know, pictures of
people with the same angle
and smile posing in front of
buildings. I wanted to satirise
these ‘clones’ by being one
myself ! So the helmet followed
me on my honeymoon, and the
rest, as they say, is history,” he
explained. Clement now has
a collection of unique travel
photos of him in the distinctive
helmet. For him, it’s all part of
the adventure that is life. “It
tells a story about my passions
and links all the cities I travel
to,” he said. “As an architect,
you’re always trying to connect
and engage with people. When
you dare to do something different outside of work, you see
things in new perspectives and
also remember to inject some
fun into the everyday.”
This is a new series where we
feature officers who have a passion.
If you are one, or know of one, email
us at psd_challenge@psd.gov.sg.
Text Sheralyn Tay Photography Justin Loh
Architect is a Star Wars geek
18 Thinking Aloud
Letters to aYoung Public Officer 27
Organisations must remember
that their businesses are about
relationships, says social business
consultant Keith Nakamura
Speak
your Mind
SOCIAL
MEDIA is no
Wonder Drug
WHEN IT COMES TO SOCIAL
media, organisations tend to see it
as a wonder drug. There’re audacious
promises that it’ll bring great marketing and PR results at a fraction of the
cost. Oh, and also revolutionise the way
organisations are run and bring about a
new world order. But social media can
be nothing more than another marketing channel when it’s used superficially.
It’s about relationships and strategy
Business (including the business of
public services) is about relationships.
Social media, when you strip away the
hype, simply enables organisations to
Organisations have to go beyond the
superficial application of social media
if they want significant results. The
new connected customers are savvier
and more demanding. They want more
authentic and transparent form of
communication with brands. But many
organisations, both private and public,
are still stuck in the early stages of what
the industry is calling Social Business.
A change in mindset
Becoming a social business means introducing structural and cultural transformations that
connect an organisation
with its external partners to
enhance relationships. This
increases shared value for
all stakeholders. Social media is embraced holistically,
requiring a fundamental mindset shift.
Customers want more
authentic and transparent
communication.
reach a broader audience and engage
them in a more personable way. But, in
the quest for fancier marketing tactics,
such as YouTube video campaigns,
many organisations sacrifice having
a strategy and overlook the basics of
building meaningful and lasting relationships, with horrific consequences
in some cases.
by
Here’s an example of the old mindset:
In a recent discussion with a public
agency, we spent 75 per cent of the time
debating if they should use Facebook,
Twitter or blogs, and 25 per cent of
the time planning campaigns to get
more “likes”.
Recently, during the prolonged breakdown of SMRT trains, the company was
criticised for having a Twitter channel
that was manned only during operating
hours. In the world of new media where
users expect 24/7 responses, this showed
a lack of understanding of the medium
and, more importantly, its users.
What should have been done was to
discuss staff training on social media,
inter-departmental coordination and
community engagement plans. But
these were quickly dismissed due to the
lack of time.The powerful relationshipbuilding capabilities of social media
were hence ignored.
If SMRT had paid more attention
to knowing its users and had a well
thought-out social media and customer
If that public agency valued relationships with its constituents, having a
comprehensive community plan that
Aw Kum Cheong,
Divisional Director,
Foreign Manpower Management Division,
Ministry of Manpower
engagement strategy, it wouldn’t have
rushed to set up a Twitter account.
goes beyond “likes” and ensuring the
entire organisation is customer-facing
should have been top priorities.
On the positive side, there’s a small but
growing number of the “enlightened”.
IBM is a great example. Besides selling
business solutions to organisations keen
to deploy social business, it is also empowering all IBM staff to be customer
touch points. Everyone is trained on
skills ranging from insight-generation
to customer relations. As IBM puts it,
“Social Business starts with People” and
they are serious about it.
Marketers and business leaders are starting to demand greater integration and
internalisation of social media with core
infrastructures. But this will only come
with a change in culture and mindset.
All these have to happen from the top
and with a real commitment to building
relationships with customers.
In future articles at Challenge Online
(www.challenge.gov.sg), I will elaborate
on case studies and challenges as we
look at going beyond merely tapping
social media and towards building a
truly social business.
Keith Nakamura is co-founder of Creo Inc., a
social business consultancy, with more than
10 years of online and digital marketing
experience. Previously, he was the digital
marketing lead at Microsoft Singapore
and Windows Live lead at Microsoft APAC.
DEAR YOUNG OFFICER,
I was a young officer once. Just like
some of you. It’s hard to believe, I know.
To you, people like me may seem like
relics from another era (of typewriters
and carbon paper); who’re afraid of
Facebook (yes, I’m averse to it) and
not getting with it (is this expression
passé already?). Or worse, just getting
in the way of real change.
That’s the strength of youth. The young
believe they are unique, that no one
else gets it, that life is full of infinite
possibilities and they have the power
to change the world. All this was true
of me too when I started out in the
Service. Through a combination of
circumstance and ambition (or the lack
thereof, at least in the private sector), I
somehow decided my primary mission
in life would be to help people. Actually that’s not entirely true; my primary
motivation was to not spend my time
working hard making money for other
people. Also, I wanted something tangible as the fruit of my labour, instead
of just adding zeroes to the bottom
line. I wanted to make a meaningful
contribution, and my work to make a
real difference. And life in the Civil
Service seemed a good way to do that.
But it doesn’t really matter how you
came to be in the Service today. What
matters is how you intend to continue,
every day for the rest of your career.
What matters is when you look back
on your time in Service, you are able
to say that you did some good and take
some pride in what you have accomplished, for the public you have served
and helped, the lives you have touched.
Never lose that perspective. It is easy
to get lost in the
bureaucracy and
forget that what
we do affects many
people directly and
indirectly, ever y
day. It is easy to
focus on the big
picture, on the
KPIs that affect
how you and your
team look because that’s your bottom
line, and forget that the numbers are
about real people out there. Find a way
to see and hear their stories periodically
if you can. Get on the ground.
tolerance. When I sometimes catch
myself being uncharitable, I remind
myself that as a young officer, I had
also made my fair share of mistakes.
I spoke my mind and was fortunate
enough to have good bosses who
As for my own stories, what I treasure
most are not the personal successes, but
rather, the memories and camaraderie
of those I served alongside, and the
battles we fought together. So as you
move forward in your career, remember
that you did not make the journey alone.
Many others within the Service have
contributed to your success through
their work, guidance, influence and
So speak your mind, but always check
yourself to see if you are doing it for
the right reasons. And if you do that
often enough, you will gain far more
than simply treading the safe, conservative path that leads to mediocrity.
When I sometimes catch
myself being uncharitable, I
remind myself that as a young
officer, I had also made my
fair share of mistakes.
overlooked my youthful naiveté and
occasional unwitting impudence. But I
was always motivated by good intentions and I think that was what people
could see and forgive.
And as you progress in your career,
remember this: you were also a young
officer once.
A Cuppa With...29
Which begs the question: Can a scholar
who has a privileged
education and accelerated career path relate
to, and empathise with,
staff at the lowest rung
of the organisational hierarchy and the
man-on-the-street he
is trying to serve?
“Leadership
Makes or
Breaks
Mr Yip asks, why not?
an organisation”
In his case, he credits
his stint as an Investigation Officer at the now defunct
Queenstown Police Station as an
eye-opener to life. “I saw situations
of distress and pain, I understood
victims of crime, witnesses of crime
and offenders, I developed a sense
of empathy,” says Mr Yip, who chose
a police scholarship to have a closer
connection to the ground.
At a time when the values
and ethos of the public service
have been hauled into the
spotlight, EDB Chairman
Leo Yip says it all comes
down to good leadership.
Text by
Wong Sher Maine
Norman Ng
Photos by
IT IS NOT OF TEN THAT a
leader in the Public Service gets
to helm a startup. But that was exactly what Leo Yip, 48, had to do
when he was tasked to kickstart the
Workforce Development Agency
in 2003.
the SARS crisis, to help the workforce through training and skills
upgrading, and the unemployed
find jobs.
Then fresh from the Ministry
of Manpower, the current Chairman of the Economic Development Board says that was probably
the most “acute” challenge he has
encountered in his 30-year public
service career.
It is one of many leadership challenges he has had to tackle, which
have made him who he is today:
The man tasked with enhancing
Singapore’s position as a global
business centre. And it is the theme
of leadership which dominates
Challenge’s interview with Mr Yip,
whose belief is that “leadership
makes or breaks an organisation”.
“The organisation was set up with
some people from the Manpower Ministry, some from SPRING,
some from outside, and we had to
build up a united team that had
to deliver ‘from yesterday’,” he
says on the urgency of setting up
the WDA, in the wake of the post
911 economic downturn as well as
It can be said that his route
to public service leadership was
fairly typical: A Catholic Junior College student who took up
a Singapore Police Force overseas
scholarship, he was a police officer on the ground before working
his way up the ranks, then in the
Manpower Ministry and EDB.
This people connection, he feels, is
a necessary trait of a good leader,
along with intellect and the ability to make decisions. “If all you
do every day is think ‘task’ then it ’s
hard for you to think ‘people’,” he
says. “It ’s about communication to
large groups and individuals, respecting people, making them feel
that I value them as we talk.”
He also seeks to inspire. That, to
him, is one of the key tasks for public service leaders today. “There must
be a sense of aspiration or a sense of
stretch in the organisation, to attain,
create or build something which is
better for the people of Singapore.”
The other two prongs in his trident of tasks for leaders is the need
to ensure that people work with a
“sense of connection to something
bigger”, and the importance of creating a “sense of belonging in the
workplace where people find meaning and fulfilment ”.
One way that Mr Yip has tackled
these tasks, in nearly every organisation he has led, is to go through
a visioning exercise where the staff
“collectively create a sense of the
It’s about
communication
to large groups
and individuals,
respecting people,
making them feel
that I value them
as we talk.
future”. Think workshops and discussions, where there is plenty of
brainstorming on ideas of where the
organisation should go.
Indulgent and time-wasting? No,
says Mr Yip. “The process of talking
through collectively, discussing and
co-creating is a very powerful one,
and it gets people to think about the
future first of all.”
Amidst his daily tasks of inspiring
his people, meeting CEOs, selling
Singapore to investors and delivering on his promises and travelling
about 10 times a year, the father of
two teenagers manages to carve out
time for himself by slipping on a
pair of jogging shoes.
He finds his thinking moments in
long solo jogs of up to 20 km. When
he is in Singapore, he hits the road
straight after work at 8pm about
twice a week, around the Changi
area, and returns home two hours
later for dinner.
He says: “It keeps my mind clear. We
all need solitude for self-reflection,
and in doing so, we become more
anchored, and more humble.”
Just 15 months ago, he led the EDB
in such an exercise which culminated in the organisation’s first internal
vision statement: “A great organisation. A home. And a global leader in
what it does.”
Some results from that exercise
include initiatives to make EDB
a stronger home for its officers,
ideas on how the design of office
space can nurture a stronger sense
of community, as well as a redesign
of work processes. “As we try to do
new things, it ’s also important that
leadership is cognizant that there
are things we should stop doing.”
What’s usually in your cup?
Our trusted PUB product.
Your favourite flavour or brand?
PUB water, with nothing added.
Where do you usually have
your cuppa?
I carry a flask of water with me in
the office.
Infographics31
Feature33
star
powe r
You know they’re special the moment you meet them. That
sparkle in the eyes when they talk about their work; that
infectious enthusiasm in sharing stories of satisf ied customers…
These off icers – nominees of the PS21 Star Service Award
2012 – are living, breathing examples of public off icers who
use their hearts and hands to deliver sterling service.
Text by
Star-studded cast from left: Kamarudin bin Fadilah, Quek Yi Hui Eleanor, Hariharan Dharmarajan, Salamah Yusop and Soh Guan Thong
Bridgette See and Muhammad Irwan Shah
Photos by Charles Chua
Feature35
Soh Guan Thong
Hariharan Dharmarajan
Technical Support Off icer,
Christ Church Secondary School
Lecturer-Mentor, Institute of Techical
Education (ITE) College East
With his salt and pepper hair, it ’s
easy to assume that Guan Thong is a
stern, no-nonsense guy. Instead, he’s
been described as a “thinking and
learning officer” who delivers service
with “great joy”. So much so that he’s
gone beyond his job scope to (take a
deep breath) being a nursing officer, emergency team leader, school
photographer, chief handyman and
“active economic drive officer” who’s
helped the school save thousands of
dollars with refurbished furniture
and equipment. He’s even helped
to extend the school’s Science curriculum to incorporate astronomy
and environmental education. This
is an officer whose imagination
is not limited by his job title. The
school attributes its strong culture
of care to this “gem of an officer”,
who once took a student to hospital
for a fractured arm when the parents
couldn’t. Asked what drives him,
Guan Thong says: “I work not for
money or for promotion. I work for
my students.”
This witty and chatty lecturer knows
no boundaries when caring for
students. His bosses say for Hari (as
he is known), “a student in hospital
is not merely ‘visited’” as he makes
sure the socio-emotional needs of the
student and his family are taken care
of. This compels him to go the extra
mile, even to the extent of finding jobs
for former students and their parents.
On many occasions, the bachelor, who
came here 15 years ago from Mumbai, makes personal visits to students’
homes if they had been absent. Ten
years since he started teaching at ITE,
Hari remains available 24/7. He thinks
nothing of spending weekends and late
nights to counsel and coach students
who come with assorted academic and
emotional woes. “I can have a peaceful
sleep only when I know I’ve done a
good job,” he says. This genuine care
has touched students and parents, with
many saying he’s helped to turn their
lives around. In a touching letter to
ITE, a pair of parents whose daughter
died in 2009 referred to the lecturer as
a “messenger from God” for his generous
support and encouragement during
their bereavement.
Kamarudin has been described as having “unfathomable commitment” by his
bosses. Married with two children, he
still works extra hours, sacrificing much
of his weekends and after-office hours to
attend to emergency flooding and urgent
feedback from PUB’s call centre. It’s no
wonder he’s won several service awards
since joining the Service four years ago.
Driven by a “sense of ownership” to serve
the public, Kamarudin is known to have
a way with tough customers. “Sometimes
they expect magic,” he says of the unreasonable ones. When this happens, he takes
a deep breath to stay calm and tries his
best to step into their shoes. On many
occasions, Kamarudin has made magic
happen. Once, he skipped his night class
to help a distraught couple retrieve their
camera from a river. Unable to find the
camera (which had the couple’s wedding
pictures) in the dark, Kamarudin returned
the next morning to try again. Overtime:
Many hours. Reward: Priceless.
Quek Y i Hui Eleanor
Teacher, Mee Toh School
to be everything for them,” she says,
explaining her passion for teaching.
“When I was young, I had a group of
good teachers, I want to give the same
experience to my students.” Eleanor has
also earned praise for her efforts in helping two students deal with their anger,
behavioural and delinquency issues. Her
dedication is well-recognised, given
that she has won the Most Inspiring
Teacher Award at Mee Toh twice in
her four years.
Senior Off icer,
Human Resource Services, Vital
Mdm Salamah is known as the “walking
dictionary” of HR records at Vital. Her
vast knowledge in processing retirement
cases has had an impact on retiring officers. Once when a public officer tendered
her resignation due to poor health, the
alert Mdm Salamah realised the officer
would lose her pension and benefits if
she did so. Mdm Salamah notified the
relevant Ministry and the officer was
advised to apply for optional retirement
instead, without forfeiting her benefits.
At Vital, Mdm Salamah reviews and vets
pension papers to ensure that retirement
benefits are computed correctly. As the
sole person handling retirement cases for
41 agencies, she often works long hours
to help retirees get their benefits on time.
She’s even visited those who lack mobility to save them the trip down to Vital
for retirement briefings. Her customer
service philosophy is simple: “If they’re
happy, I’m happy.”
Clothes: Hansel (Eleanor Quek) and Uniqlo (Kamarudin bin Fadilah, Hariharan Dharmarajan and Soh Guan Thong)
Salamah Yusop
I can have a peaceful
sleep only when I know
I’ve done a good job.
This extroverted and energetic young
teacher has won kudos for using creative
methods to keep her class motivated
and engaged. Once, she decorated her
classroom to look like a scene out of
Roald Dahl’s Charlie and the Chocolate
Factory – all in the name of getting
students to fall in love with the written word. During recess, she bonds
with students by playing basketball
and having meals together. “Children
have unlimited potential, and I want
Kamarudin bin Fadilah
Technical Support Off icer,
Public Utilities Board
36 Level Up
Feature 37
Know your
Do you
remember when
team
Colours
policemen
wore
shorts?
Understanding team styles can help you work
better with others.
H AV E YO U EV ER H A D N EW
work improvement ideas but your teammates preferred established procedures?
Have you been frustrated when they don’t
value your ideas? Do you know what you
can do to present the proposal in a more
palatable way to different teammates?
Or, do you work with people exactly
like you but senior management says
your team needs broader perspectives?
What is lacking in your team? A Devil’s
Advocate, perhaps?
The Team Management Profile (TMP)
is one of several research-based assessments designed for this, a useful tool to
understand why communicating ideas
in a particular way would make one
person tick, while doing nothing for,
or even irking, others.
A 60-item questionnaire focuses on
how you relate to others at work, how
information is gathered and used, how
decisions are made, and how you organise yourself and others. Charles Margerison and Dick McCann, founders of
Team Management Systems, identified
eight distinct roles – colour-coded for
easy reference – that people tend to
specialise in due to their preferences,
work experience and assigned function.
Yellow – The Explorer Promoter
This person is so persuasive, he could
sell ice to Eskimos. He has high-energy,
knows lots of people and is good at
getting resources. He is a visionary and
a good communicator. Easily bored, he
likes varied, exciting and stimulating
work. He’s influential and outgoing.
Pink – The Thruster Organiser
She thrives on making things happen
and seeing results. She enjoys analysing issues, organising and implementing new projects through setting up
systems, and making decisions quickly.
She will exert pressure on others, and
may overlook others’ feelings.
Dark Blue – The Controller Inspector
He is meticulous and detail-oriented, a
great enforcer of rules and custodian of
SOPs. He is strong on control, critical
of inaccuracies, and has a low need
for contact with people. Quiet and
reflective, he can dive deep into a few
issues at once.
Knowing the “colour” of your teammates
can help you adapt your communication, generate greater buy-in and resolve
conflicts. Colour-coding your team can
help you tap individual strengths, and
invest time to build specific skills lacking in your team.
Dark Green – The Reporter Adviser
This person loves to collect information, and is known as the “H: drive”
(historical drive – she knows as much
as a shared drive). Tolerant and usually
not aggressive, she is a good helper and
supporter who is flexible with timelines. She dislikes being rushed into
making decisions, enjoys finding out
more information, and has a tendency
to interpret issues personally.
Here’s a sampling of four colours from
the Margerison-McCann Team Management Wheel.
What happens when opposing colours
meet?
The Pink Thruster Organiser seeks re-
sults impatiently, but the Dark Green
Reporter Adviser needs time to collect
information to decide. Balancing both
perspectives is important for quality
team solutions. If team members are
unaware of, or biased against, certain
work styles, conflicts will arise. Without
a language to describe the differences
more objectively, conflicts can be taken
personally and team effectiveness adversely affected.
What can team leaders do to facilitate
effective teams?
Invest time to understand your team
and facilitate team development. Describe how the team will work together,
establish decision-making norms and
have a process for giving and receiving
feedback. You may want to read Jerry
Garfield and Ken Stanton’s Harvard
Business Review artic le “Building
Effective Teams in Real Time” (2005)
for more tips for a positive tone and
environment, especially for new teams.
Colours in the Public Service
Looking at Civil Service College workshops using the TMP tool, most public
officers are Pink Thruster Organisers,
followed by Dark Blue Controller
Inspectors and Yellow Explorer Promoters. Dark Green Reporter Advisers
are rarest.
The Civil Service College offers the workshop
“Team Discovery – Building a Cohesive and
Successful Team” to discover your Team
Management Profile and design a plan for
team development. The next run is Oct 24-25,
2012. Find out more at www.cscollege.gov.sg
Now you can share such recollections
with the Singapore Memory Project
What major changes have you experienced in
the Public Service through the years? Are there
moments in your career as a public officer that have
left an indelible impression?
We want to hear from you! We want to know about
the significant projects, people and events that have
defined your time as a public servant.
There is no limit to the number of memories you
can contribute. Log on to SingaporeMemory.sg to
open your personal memory account and deposit
your stories with accompanying photos (if available).
Use the tag “Public Service 2012” (don’t miss this
important step!) for each of your memories. The five
most interesting memories win a $50 book voucher
each. Don’t wait any longer; the contest closes on
Friday, June 15, 2012.
Curious about us?
irememberPublicService collects personal memories
from officers in the Public Service. This is part
of the larger, nationwide Singapore Memory
Project (SMP). SingaporeMemory.sg is the online
platform for SMP that will enable everyone who
has experienced Singapore to discover, share and
contribute their personal memories of all things
Singapore. Deposit your memories and let them live
on for future generations.
Terms & Conditions
• Minimum of 100 words per memory
• Memories posted on the SingaporeMemory.sg will be made available
for access and use by members of the public. Please read the terms
and conditions on the website for more information.
*Photo donated
by Yesudian Pon
Thomas to the
National Library
Board. He is
dressed in the uniform of the then
Singapore Harbour
Board Police, 1953.
Life.Style39
national
obsession
W h a t b e t te r w a y
t h f ood ?
to s
to r s t h a n w i
I n s t e a d o f j u s t s h o w o f f S i n g a p o r e t o v i s i t h e s e e a t e r i e s t o o,
ticking
, tr y
w h e r e g r e to N e w to n C i r c u s r e s e r v e d .
at cuisine and sights a
Te x t by
Ryandall Lim
P h o to s by
Norman Ng
Authentic hawker fare, in comfort
StraitsKitchen
Clockwise
from far left:
Traditional
Peranakan dish
Nasi Ulam; a
kaleidescope
of colourful
and flavourful
ingredients from
the kitchen; and
apom berkuah
pancakes that are
coloured with the
natural dye of
blue pea flowers.
Hungry while sightseeing away in the
heart of Singapore’s shopping belt?
Head down to the Grand Hyatt Singapore, where its lively buffet restaurant,
StraitsKitchen, serves up a sumptuous
spread of more than 60 lip-smacking
dishes. These include perennial hawker
favourites such as satay, rojak, popiah,
char kway teow, fried carrot cake, laksa
and roti prata, to tasty treats like roast
duck, sambal stingray, tandoori chicken
and prawns masala. The dessert section
is well-stocked with colourful nyonya
kueh, ice kacang, mango pudding, Chinese snacks and traditional biscuits.
Designed with show-kitchens, this plush
halal-certified restaurant allows diners to
gawk (and pick up some culinary tips)
while eating. As far as popular, valuefor-money buffets go, StraitsKitchen is
it. International celebrity chef Anthony
Bourdain makes it a point to eat here
whenever he visits. It’s no wonder the
place is often packed with very eager
and hungry Singaporeans, families and
business groups. Do come early to enjoy
as much of the spread as you possibly
can because, with the number of mouthwatering dishes, it’s literally so much
food, so little time!
Nyonya food cooked with love
PeraMakan
Growing up in a Peranakan household,
Chef Kathr yn Poh Neo learnt that
“well-bred Nyonya girls must learn to
cook, sew and keep house”. So, while
most children were playing masak-masak,
little Kathryn was actually preparing
food. Today, the owner-chef of two
PeraMakan restaurants holds strongly
to her belief that good Peranakan food
comes only from a Nyonya’s home. Her
restaurants – one at the idyllic Keppel
Club and another in the Peranakan
enclave of Katong – are extensions
of her home, where each dish is lovingly cooked and tasted to ensure that
they stay true to the originals passed
down by her mother and grandmother.
Such love enables Chef Poh Neo and
her chefs to laboriously soak, clean and
dig out the buah keluak nuts, add spices,
then diligently fill them back in before
cooking. The same goes for sourcing and
extracting the natural dye from blue pea
flowers to colour the fluffy apom berkuah
pancakes. PeraMakan’s regulars swear by
favourites like ayam buah keluak ($16),
babi pongtay ($14), beef rendang ($16),
petai sambal udang ($12), nasi ulam ($16,
advance order required) or ikan garam assam ($16). My pick from the selection of
desserts is the durian pengat ($6) which
is definitely the one made for me to love.
Address:
Grand Hyatt Singapore
10, Scotts Road
Singapore 228211
Opening hours:
Buffet lunch (with free flow of
selected juices): $44++ (adult),
$24++ (child)
12 pm – 2.30pm (weekdays)
12.30pm – 3pm (weekends &
public holidays)
Address:
Level 3, Keppel Club
10, Bukit Chermin Road
Singapore 109918
(Main Outlet)
Opening hours:
11.30am – 3pm,
6pm – 10pm daily Buffet dinner:
$52++ (adult), $28++ (child)
6.30pm – 10.30pm (weekdays)
6.30pm – 10.30pm (weekends &
public holidays)
Reservations:
6738 1234
Reservations:
6377 2829
Website:
www.peramakan.com
Clockwise from top left:
Guests of StraitsKitchen; roast duck and satay;
bottles of olive oil double up as decor; and a
chef making a prata.
Website:
www.singapore.grand.
hyattrestaurants.com/
straitskitchen
Life.Style41
Seafood in the village
Ubin First Stop Restaurant
Tucked away at the eastern tip of Singapore, in rustic Changi Village, is Ubin
First Stop Restaurant. Despite being a
little far from town – perhaps a draw in
itself – this popular seafood restaurant
sees many loyal diners, from fishermen
to well-known personalities including
former Foreign Minister George Yeo,
as documented in photos adorning its
walls. Owner Allaan Tan started the
restaurant in 1990 on Pulau Ubin, in a
simple building that used to be a prison,
near the Ubin jetty. It was a “first stop”
for hungry visitors, hence its name. In
2008, he relocated his business to Changi
Village, next to the renovated Changi
Point Ferry Terminal. Most of the seafood, however, still comes fresh off Ubin’s
waters. The restaurant, whose signature
dishes include home-made sambal chilli
crab ($45/kg), deep-fried crispy baby
squid ($12), garlic bamboo clams ($8/
piece) and my favourite, ultra-fragrant
salted egg-batter prawns ($20), can now
seat up to 350 people. It somehow retains
its laid-back charm, and diners can still
see bumboats coming and going while
enjoying their chilli crabs, just like in
the old days.
Address:
57, Lorong Bekukong
Changi Village
Singapore 499173
Opening hours:
11.30am – 11pm daily Reservations:
6546 5905
Website:
www.ubinfirststoprestaurant.
com.sg
A feast for the senses
One on the Bund
Clockwise from
top: Pictures of
famous guests such
as former Foreign
Minister George
Yeo adorn the walls
of the restaurant;
sambal chilli crab
with deep fried
mantou; signature
garlic bamboo
clams; and the
kitchen where staff
in bright orange
uniforms whip up
the dishes.
W ithin historic Clifford Pier’s refurbished façade is the resplendent
Shanghai-themed One on the Bund.
Here, past meets present, where lavish
contemporary fittings harmonise with
Chinese antiques like old suitcases,
birdcages, medicine cabinets and even
an entire bed chamber. Two stone guards
greet diners at the start of an expansive
lantern-lit walkway, leading to an al
fresco dining area where a magnificent
view of Marina Bay awaits, especially
at dusk. Melodic strains of old Chinese
tunes and the pleasant scent of burning
fruit-wood wafting in the air are unmistakable, the latter a signature preparation
step for One on the Bund’s Traditional
Wood-fired Peking Duck ($88). Other
exquisite dishes include the aromatic
Crispy Soft Shell Crabs in a Sea of
Szechuan Red Peppers ($48) and meltin-the-mouth One on the Bund Crispy
Deboned Lamb Ribs ($56). Each is a
visual masterpiece, and tastes as heavenly
as it looks. Owner, executive chef and
creative brain Calvin Yeung, from Hong
Kong, is also an avid fashion designer,
and a section is dedicated to showcasing his chic cheongsams and tangzhuangs
(Chinese jackets). So after visiting old
Shanghai through a multi-sensorial culinary experience, Chef Yeung can also
help you look like you’ve just been there.
Address:
80, Collyer Quay
Clifford Pier
Singapore 049326
Opening hours:
12pm – 2.30pm daily,
6pm – 10.30pm (Sun – Thu), 6pm – 11.30pm (Fri & Sat)
Reservations:
6221 0004
Website:
www.wws.com.hk
Clockwise from
top left:
One on the
Bund’s signature
Crispy Deboned
Lamb Ribs; the
architectural
trademarks of
the historic
Clifford Pier like
the concrete
arches have
been preserved;
traditional thermos
flasks add a touch
of chinois chic; and
a prime location
for great sunset
scenes of Marina
Bay and the city’s
financial district.
Directory43
Getaway
PLACES
Out of ideas on where to hold that special retreat
or meeting? Challenge presents a cheat sheet of
venues run by the Public Service.
Central.
sq ft of empty space that you can
customise into whatever you want
– seminars, meetings or retreat
activities; the only limit is your
imagination.
Plus Point:
Easy public transport access
(Somerset MRT)
Address:
2 Orchard Link
Singapore 237978
Contact:
6521 6565
Email:
venue@scape.com.sg
Website:
www.scape.com.sg
*SCAPE
Botanic Gardens Burkill Hall
Botanic Gardens
National Museum
A magnificent garden dating
back to 1859, this is a beautiful
place to relax and unwind into
nature’s tender arms. In addition
to flora and fauna, there are also
unique facilities for rent, such
as Burkill Hall, a British colonial
bungalow built in 1866. Renovated
and currently used as an exclusive
venue for weddings and special
occasions, it is the perfect place
to hold a quiet, intimate retreat.
Burkill Hall overlooks the National
Orchid Garden, adding to its
natural splendour. Also amidst the
lush greenery, the Function Hall is
available for use, equipped with an
in-built audio-visual (AV) system.
A cultural and architectural icon
of Singapore, the National Museum
provides a range of facilities which
cater to different types of events.
One example is the Glass Atrium,
an architectural marvel with huge,
beautiful glass walls and a glass
passage which allows guests to
see the exterior of the atrium.
The 694 sq m space can hold
large-scale banquets. Guests will
have an unforgettable experience.
Plus Point:
Peaceful environment,
yet close to the city
Address:
1 Cluny Road
Singapore 259569
Contact:
6471 7374
Email:
nparks_sbg_venues@nparks.
gov.sg
Website:
bit.ly/botanicgardens
Plus Point:
Awe-inspiring architecture
Address:
93 Stamford Road
Singapore 178897
Contact:
6332 0120
Email:
oh_li_li@nhb.gov.sg
Website:
sg.sg/national_museum
*SCAPE
Located in the heart of Orchard
Road, *SCAPE is the representation
of vibrant youth today. Just like
versatile young people, *SCAPE
offers an array of “flexible” venues.
Take Gallery, for example – 2,100
Civil Service Club:
Tessensohn
This iconic clubhouse for the
Civil Service Club is located on
the fringe of the city centre.
A major facelift has given
Tessensohn a new breath of life
since March 2011. It offers an array
of sports facilities like badminton,
tennis and a 20-lane bowling
centre, most suited for corporate
games. For corporate functions,
Tessensohn has rooms of varied
sizes for meeting, training and
workshop needs. There is also an
auditorium with AV and sound
equipment that can accomodate
188 persons.
Plus Point:
Conveniently located,
near town and within
walking distance to Farrer
Park MRT station
Email:
events@csc.sg
Website:
www.csc.sg/csc_
facilities.htm
Email:
facilitybooking@bsf.a-star.
edu.sg
Website:
bit.ly/Biopolis
Civil Service Club:
Bukit Batok
Civil Service Club Tessensohn ClubHouse
North.
Republic Polytechnic
With an array of modern
facilities catering to students
of the 21st century, the campus
opened in 2006. Designed by
renowned Japanese architect
Fumihiko Maki, the polytechnic has
become a cultural landmark in the
north of Singapore. Among the
most intriguing facilities are the
Agora Halls, fully-carpeted,
air-conditioned exhibition
halls which can accommodate
up to 500 people each, for
banquets and retreats. Two halls
can be merged to take up to
1,000 people.
Plus Point:
Up-to-date modern facilities
Address:
9 Woodlands Ave 9
Singapore 738964
Email:
Help-EstateEvents@rp.sg
Website:
sg.sg/republic_poly
Singapore Sports School
The only school in Singapore
dedicated to developing talents
for sports, this venue is equipped
with an air-conditioned auditorium,
theatrette and meeting rooms. If
you want to stay overnight during
your retreat, the school provides
hostel facilities from dormitories to
studio apartments available during
scheduled school holidays.
Plus Point:
Provides sports facilities
as well
Address:
60 Tessensohn Road
Singapore 217664
Address:
1 Champions Way
Singapore 737913
Contact:
6391 5613
Contact:
6766 0100
Email:
enquire@sportsschool.edu.sg
Website:
bit.ly/sports_school
Other facilities include public car
parks, restrooms, showers and soft
drink vending machines.
The newest addition to the
clubhouses run by the Civil
Service Club, this one, opened
in 2007, offers a lot of facilities,
from a huge signature two-tier
swimming pool to a 24-lane
bowling centre. There are also
facilities for corporate events,
meetings or retreats, including an
elaborate ballroom for functions.
Plus Point:
Value for money
Plus Point:
A respite from the city’s concrete jungle with fairly
new facilities
Address:
No. 22 Punggol Road
Track 19 off 24th Avenue
Singapore 828871
Address:
91 Bukit Batok West
Avenue 2
Singapore 659206
Located amidst the serene
natural environment of Mt Faber,
this SAFRA club has three function
rooms for a variety of uses. The
Crystal and Diamond Rooms
can cater for small team meetings
and seminars for 30 people,
or be reconfigured to host
larger corporate events for up
to 150 persons. The ballroom is
suitable for banquets for up to
300 persons.
Contact:
6545 9008
Contact:
6391 5613
Email:
PA_Outward_Bound@pa.
gov.sg
Email:
events@csc.sg
Website:
bit.ly/rc_punggol
Plus Point:
Flexibility in catering to
organisers’ needs
Biopolis
Address:
2 Telok Blangah Way
Singapore 098803
Contact:
6377 9141
Website:
bit.ly/safra_mtfaber
South.
SAFRA Mount Faber
East.
West.
A scientific facility located at onenorth, a business development
park, Biopolis focuses on
research and development
for biotechnology. Aside from
scientific activities, there are
facility services for the public,
including 10 meeting rooms fully
equipped with a conference table,
chairs, writing panels and AV
equipment. It has five theatrettes
that can accommodate 170 to 340
guests, as well as a foyer and a
600 sq m multi-purpose open area.
Outward Bound
Singapore Reception
Centre (Punggol)
Plus Point:
Good quality meeting equipment in all facilities
lf you fancy a peaceful night by
the sea singing songs while having
a barbecue, this place is ideal. RC
Punggol is alongside the Punggol
Point Jetty. Great for a corporate
retreat on a budget. Here you can
find a community hall, air-conditioned classroom, BBQ area with
two pits and an open campsite.
Address:
30 Biopolis Street
Matrix #B2-14
Singapore 138671
Contact:
6407 0135
Website:
www.csc.sg/csc_
facilities.htm
HortPark
HortPark is part of the Southern
Ridges, a series of parks south of
Singapore. The park is a gardening
hub which brings together
recreation, education and research.
The park is popular with family,
nature enthusiasts, and people
who crave a serene environment.
It hosts a Butterfly Garden set up
in 2009 to breed butterfly species
that are vulnerable to urbanisation.
HortLawn
HortPark also has multiple facilities
such as meeting rooms in many
different sizes for 25 to 50 people.
For a team-building activity, the
HortLawn, an outdoor area of 800
sq m, is available, accommodating
up to 600 people.
Plus Point:
Unique garden feel,
sense of tranquillity
Address:
33 Hyderabad Road
Singapore 119578
Contact:
6376 3909
Email:
Nparks_HortPark@nparks.
gov.sg
Website:
www.nparks.gov.sg/
hortpark
National Community
Leadership Institute
(NACLI)
NACLI, under the People’s
Association, offers an excellent
place for patrons to relax and feel
as if they’re on holiday. The facility
offers a resort-like ambience with
overnight accommodation for 164
people. NACLI also offers training
and conference facilities, halls and
an auditorium.
Plus Point:
Everything is here:
Facilities for meetings,
accommodation for retreats
Address:
70 South Buona Vista Road
Singapore 118176
Email:
nacli@pa.gov.sg
Website:
bit.ly/pa_facilities
44 The Irreverent Last Page
PUBLIC OFFICER
We couldn’t resist coming up with a version of the “What I really do”
Internet meme. Do you agree?
The three core values of the Singapore Public Service are
and
.
,
a. Impartiality, Courtesy, Service
b. Innovate, Co-create, Excellence
c. Service Excellence, Organisational Excellence, Personal Excellence
d. Integrity, Service, Excellence
is the organ of state that serves as the independent
The
custodian of the integrity and values of the Singapore Civil Service.
a. Singapore Public Service Commission (PSC)
b. Corrupt Practices Investigation Bureau (CPIB)
c. Internal Security Department (ISD)
d. Supreme Court
What my friends think I do
What my mum thinks I do
Monday of May
a. First
b. Second
c. Third
d. Fourth
during the Public Service
Public officers recite the
Observance Ceremony to serve our nation and our people.
a. Oath of Public Service
b. Public Service Pledge
c. Public Officer Pledge
d. Pledge of Service
Need We Say More?
What I think I do
What I really do
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?
Email us: psd_challenge@psd.gov.sg
place in the Corruption Perceptions
Singapore occupies
Index 2011 published by Transparency International.
Illustration by Mindflyer
What my boss thinks I do
a. 1st
b. 3rd
c. 5th
d. 7th
Movie
Vouchers
To Be Won
Submit your answers by
JUNE 15, 2012 at:
Challenge Online
www.challenge.gov.sg
What citizens think I do
Public Service Week (PSW) starts on the
every year and lasts for the entire week.
Pairs of
Please include your name,
email address, agency and
contact number.
All winners will be notified
by email.
CONGRATULATIONS
to the winners of the
March/April 2012
Trivia Quiz
Elaine Goh
NHCS
Muhamadnoh Wandy
LTA
Angie Yeo
DOS
Jasmine Ho
NHCS
Amanda Ho
DOS