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n o ve m b e r
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www
.ps2
1.gov
.sg/challenge
www.ps2
.ps21.gov
1.gov.sg/challenge
Public Service for the 21st Century
The more the merrier
The Cut Waste Panel welcomes your
ideas on how to cut costs and wastage
9
Bringing heritage
to the people
4
MOE ExCEL Day 2003
6
IDEAS begin with ‘I’
15
Find out about
the Challenge
Online contest
and a brandnew game!
1
Challenge is published monthly by the PS21 Office, Prime Minister’s Office (Public Service Division),
29 Heng Mui Keng Terrace, Singapore 119620. Tel: 6874 7558 • Fax: 6775 3461
Email: LEONG_shih_yeng@psd.gov.sg • Website: www.ps21.gov.sg
Editor: Leong Shih Yeng, PS21 Office Editorial Advisors: Lim Huay Chih and Tan Chee Seng, PS21 Office
Editorial Team: Pauline Mah, Organisational Review Committee • Josie Kang, Quality Service Committee •
Annie Goh, Staff Well Being Functional Committee • Inthira Mailvaganam, PS21 Office Publishing Consultant:
Pagesetters Services Pte Ltd Printed in Singapore: National Photo Engravers
VOLUME NINE ISSUE TEN
We would like to hear your views and suggestions on the cover story,
“Smorgasbord of ideas on waste cutting”. Please write to the Editor of
Challenge at PS21 Office, 29 Heng Mui Keng Terrace, Singapore 119620,
fax to 6775 3461 or email to LEONG_shih_yeng@psd.gov.sg.
Give your name, ministry, ministry address and telephone number.
Published contributions will receive an exclusive gift from the PS21 Office.
VIEWPOINT
n o ve m b e r
2 0 0 3
CONTENTS
3 A LINE FOR YOU
There is always a better way
4 WHAT’S HOT
HOTM creates a new buzz
Bringing heritage to the people
Challenge Online poll results
6 AT THE MINISTRIES
MOE ExCEL Day 2003
8 ECONOMY DRIVE
Pumps get a new lease of life
9 COVER STORY
Smorgasbord of ideas on waste cutting
We are listening
12 AT YOUR SERVICE
Improved IT system in Customs Call Centre
New AGD Intranet system
14 INNOVATION IN ACTION
The myths about innovation
IDEAS begin with ‘I’
16 STAFF MATTERS
Healthy Weight, Make It Happen
‘Happy Hour’ at MOT
Colours@MITA for staff
18 A DAY IN THE LIFE OF A PUBLIC OFFICER
TNT is dynamite!
19 HEALTHY BODY, ACTIVE MIND
Coping with diabetes
20 CHALLENGE QUIZ
You can savour juicy updates, bite-size stories, fresh tips, choice ideas and
plenty of food for thought. What’s more, you’ll love the new, challenging online contest
as well as today’s special — the Chomp Chomp online game!
So hurry, don’t miss out!
Log on to www.ps21.gov.sg/challenge now!
THERE IS ALWAYS
A BETTER WAY
A blind boy sat on the steps of a
building with a hat by his feet. He held up a
sign which said: “I am blind, please help.”
There were only a few coins in the hat.
A man was walking by. He took
a few coins from his pocket
and dropped them into the
hat. He then took the
sign, turned it around,
and wrote some words.
He put the sign back so
that everyone who walked by
would see the new words.
Soon the hat began to fill up. A lot more
people were giving money to the blind boy.
That afternoon the man who had changed the
sign came to see how things were. The boy recognised his footsteps and asked,
“Were you the one who changed my sign this morning? What did you write?”
The man said, “I only wrote the truth. I said what you said but in a different way.”
What he had written was: “Today is a beautiful day and I cannot see it.”
Do you think the first sign and the second sign were saying the same thing?
Of course both signs told people the boy was blind.
But the first sign simply told people to help by putting some money in the hat.
The second sign told people that they were able to enjoy the beauty of the day, but
the boy could not enjoy it because he was blind.
The first sign simply said the boy was blind. The second sign told people they
were so lucky that they were not blind. Should we be surprised that the second sign
was more effective?
There are at least two lessons we can learn from this simple story.
The first is: Be thankful for what you have. Someone else has less. Help where
you can.
The second is: Be creative. Be innovative. Think differently. THERE IS ALWAYS A
BETTER WAY!
Lim Siong Guan Head, Civil Service
What’s Hot
4
HOTM creates a
new buzz
Visitors enjoy interactive exhibits that teach values, history, geography and science through story-telling.
By NHB
ntroduced this year, Heritage on the Move
or HOTM is an innovative project of the
National Heritage Board (NHB).
HOTM provides a mobile heritage experience
as Singapore’s history and heritage are
showcased through interactive and hands-on
exhibits housed in a converted SBS Transit Ltd
bus. This way, visitors are transported back to a
time when Singapore was very different from
today, and they experience the joys of discovering
tales of courage, wisdom, loyalty, filial piety and
unconditional love.
Interesting local myths, legends and facts are
explored in the bus. They include the legend of
Bukit Timah, Badang the Magnificent, the snake
I
in the banyan tree, stories about Sisters’ Island
and Kusu Island and the hot springs of
Sembawang.
While viewing the exhibits, visitors can draw
links from what they see in the charming stories
with actual events or incidents that happened
in Singapore. Children can also learn about
values, history, geography and science through
these stories. Whenever available, accompanying
workshops encourage children to shed their
reserve and think out of the box and interact
with one another.
Bringing heritage
to the people
By NHB
c h a l l e n g e
n o v e m b e r
HB’s vision is to make Singapore’s heritage
an enriching part of everyone’s life as well
as to bring heritage to people. The bus makes
heritage more accessible to people and shows that
heritage can be fun and relevant to our lives.
N
A design challenge
A team of designers, educators and adminis-
trators worked hard to ensure that the bus would
be a hit with younger children and the young
at heart.
It was certainly a challenge as our designers
had never designed an exhibition to be housed in
a bus before. The team had to decide on the best
way to showcase and arrange the stories and
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What’s Hot
5
ensure that at least 20 children could be in the
bus at any one time.
Other concerns were the space constraints,
running costs and the limited manpower.
Working well with partners
We wanted to drive the project and work with
partners who would help to execute the
programme.
We were fortunate to get some start-up
capital from the Ministry of Information,
Communications and The Arts’ innovation fund.
We then approached SBS Transit Ltd for the
sponsorship of the bus and its maintenance. We
also asked SBS Transit to provide a driver.
The next step was to identify a responsible
and reliable project manager who could also
troubleshoot and help with some of the creative
elements of the project. We identified ACT 3
International, which we had worked with for our
schools’ programmes. For a fee, they would
Visitors discovering that learning about our
heritage can be really fun!
create and run the workshops and take care of
the activity sheets, fabrication of the exhibits,
scheduling and logistics.
Besides featuring hands-on elements, we
thought introducing IT elements would be helpful.
We approached Nanyang Polytechnic’s School of
Design and commissioned the final-year students
to produce two animation clips. Our officers worked
with the lecturers and students on the clips.
Enriching learning experience
The mobile exhibition has helped to bring the
heritage message and experience to the
community, especially the schools.
The project has also created an opportunity
for NHB to deploy our cultural capital in many
ways. Our NHB staff and local talents learnt
about Singapore’s heritage through creative and
innovative ways. Our exhibition designers and
fabricators had to think out of the box when
designing the interactive exhibits, and find ways
to overcome the space constraints. The artists
had to stretch their imagination to bring our
myths and legends to life. Likewise, our drama
teachers, facilitators and writers had to think of
creative ways to engage the children and entice
them to return.
To date, HOTM has been fully booked by
primary schools. It has also visited Sentosa, the
Istana, our museums and shopping centres. Since
its launch earlier this year, HOTM has reached
out to 102,600 people.
Challenge Online poll results
total of 504 readers participated in the
Challenge Online Readership Poll held from
mid-July to mid-September 2003. Highlighted
here are some of the results (check out
www.ps21.gov.sg/challenge for the details):
Sixty-five percent of the respondents read it
monthly. This is a jump compared to 26% in the
2002 survey (for both online and hardcopy versions).
Over 90% of those polled found the website
easy to use. The readers are also satisfied with
the quality of the articles and the layout. The three
most popular sections are the Cover Story, Healthy
Body, Active Mind and What’s Hot.
The respondents contributed many ideas for
improvement such as the following:
• “Include management tips and motivational
stories.”
• “Highlight key points.”
A
• “More contests, quizzes, freebies for readers.”
• “The toggling between past issues and the
current issue is not so user-friendly and needs
to be improved.”
To improve Challenge Online, the PS21 Office
will include more games and contests. It will also
make the website more user-friendly, for example,
by improving the navigation of the site. A reader
requested for the online articles to be print-friendly
and for a “forward this article” service. These and
other feedback sent in by readers will be taken into
consideration when the website is refreshed in 2004.
The Challenge editorial
more
team wishes to thank
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all who participated Becau e subscribing t
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At The Ministries
MINISTRY OF EDUCATION
6
MOE ExCEL
Day 2003
By Kelly Chong, MOE
r Tharman Shanmugaratnam, Acting
Minister for Education, opened MOE
ExCEL Day 2003 held on 27 September
at Hwa Chong Junior College. This year’s theme
was “ExCEL Fiesta: Celebrating Innovation
and Learning”.
M
Protocol. The Minister shared the key principles of
the Innovation Protocol:
• Re-perceive — By redefining an existing
problem, we open up possibilities for solutions
that are very different from those used in the
past, and these new solutions have the
potential to produce leaps in progress.
• Ideate and evaluate — Divergent thinking
ensures that we leave no stones unturned in
our search for possible solutions. It is
important to be comfortable with ambiguity
The new innovation landscape
In his opening address, Mr Shanmugaratnam said
that the WITS movement has helped to raise
the quantity and quality of innovative ideas and
improved work processes. More importantly, it
has helped to inculcate
a culture of continuous
improvement
and
“Our future challenges demand that we move
learning
amongst
beyond incremental change and improvements. As
officers at all levels in
we enter a new and more challenging environment,
the Education Service.
This spirit of seeking
we will require bold and occasionally audacious
continuous improvement
improvements.” — Mr Tharman Shanmugaratnam,
is crucial, because
Acting Minister for Education
innovation is a continuous search for new
value so as to maintain
in order to find new patterns and connections;
our competitiveness and relevance in the new
globalised world.
the key is not to rush to judge and evaluate.
In view of the need to broaden our repertoire
The ideas and possibilities that emerge from
of innovative tools and principles, MOE introduced
initial brainstorming are necessary for
a pilot project called InnoWITs in eight schools
developing potential breakthrough solutions.
and two HQ divisions this year. InnoWITs applies • Prototype — Space is needed to experiment
a new process methodology called the Innovation
and fail. Try out untested ideas that are
unusual. There will be some level of risk but
this should be managed and not avoided
because of a fear of failure.
• Collaborate — The sharing of ideas, whether
across departments or schools or with
external parties, is invaluable for “crossfertilisation” to take place. We need to go
beyond sharing best practices to achieving
greater focus on value creation.
c h a l l e n g e
n o v e m b e r
A student explaining the ecology board game to
Mr Shanmugaratnam.
Innovations galore!
The ExCEL Fair showcased projects by the winners
of the National IQC Carnival GOLD Award, 2003
Innergy Awards, MOE and School Innovation Fund
Awards. Exhibitors were engaged in describing
their projects to the guests and giving live
demonstrations of their prototypes.
At the classrooms, the guests were amazed
and inspired by the sheer array of displays and
gems of ideas that the InnoWITs and the
Innovation Journey teams had developed.
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At The Ministries
7
Using the Innovation Protocol and its related
tools, the InnoWITs teams produced many
innovative ideas and products for schools. Three
teams shared about their innovation journey
during the ExCEL Day launch ceremony.
• A team from Hai Sing Catholic and Temasek
Secondary first set out to tackle the challenges
teachers faced when teaching Normal
(Technical) students by focusing on the issue
of self-discipline. However, they soon found
their problem morphing into that of finding
ways to make the students feel valued and to
make learning fun for them. This change in
perspective led to novel solutions.
• A group of teachers from Meridian and Park
View Primary Schools wanted to develop
entrepreneurial skills in their students.
Initially, they focused on teaching them core
skills like finance and economics. Later, they
realised it was more important to focus on
some values of entrepreneurship, such as
passion, perseverance and responsibility.
• A team from Springfield Secondary wanted to
improve the cleanliness and efficacy of the
school canteen. When they began to see that
the canteen was more than just an eating
place, they changed their approach and
started looking into how to create a utopian
canteen for the enjoyment of both students
and staff.
The Innovation Journey teams, which learnt
the Innovation Protocol experientially, also
developed solutions for their schools. Many found
their problem statements changing in the process,
and this helped them to come up with
unconventional but effective solutions.
Exciting activities
This year’s activities were distinctly experiential and
involved private companies as well. Popular café
Starbucks and design firm Phylia-Lilian Design were
roped in to help out with the programme.
While Starbucks’ Baristas shared about their
innovation culture, the design experts conducted
a workshop which saw participants having a hand
at designing beautiful and functional items,
including signages, lockers, lounge chairs and a
collapsible rubbish bin.
Through these two activities, the participants
drew relevant connections with their own work
contexts and brought valuable insights back to
their respective schools and divisions.
More highlights
Over at a little cosy theatre, participants viewed a
group of students coming up with original and
innovative ideas as they were guided along with
the Innovation Protocol.
Another highlight was a talk by Dr Kirpal Singh,
who teaches creativity and innovation at the
Mr Shanmugaratnam and Director of Organisation
Development Chan Tee Miang (first and fourth
left) viewing an InnoWITs exhibit.
Staff from Starbucks were invited to help out at the
fiesta. The friendly Baristas shared their corporate
culture with the crowd.
One of the many vibrant booths.
Singapore Management University. He shared his
thoughts on the need for the right mindset for
innovation and creativity based on his experiences
overseas and his many years of experience. Those
who attended the session left feeling recharged
and inspired to make innovation work in their
respective schools and organisations.
A feast for all
Undoubtedly, the ExCEL Fiesta offered a buffet
of activities that provided much food for thought.
This grand feast opened the hearts and minds
of visitors, MOE officers and educators alike to
new perspectives. With this, we can look forward
to likely benefits in schools.
Indeed, our Acting Minister, Mr Shanmugaratnam, said, “It is this spirit of learning and
innovation that will excite our students and inspire
them to develop their own ideas.”
EconomyDrive
8
Pumps get a new
lease of life
efore the Public Utilities Board (PUB)
introduced its pump refurbishment
programme, they practised preventive
maintenance by replacing their pumps every 20
to 25 years. The assumption was that the pumps
would have deteriorated to an unsatisfactory
level of performance and efficiency by then.
As there was no accurate means of
measuring their performance in-situ, and there
was no known technology to restore their
performance, PUB just replaced the pumps when
they reached the end of their “useful” lifespan.
As a fact, replacing pumps at fixed intervals
is still the predominant practice in the
industry today.
B
Adopting a new approach
When PUB acquired know-how from an overseas
supplier, it began to consider the feasibility
of implementing a pump refurbishment
programme. Subsequently, adopting new
technology, such as pump performance
measuring equipment, also contributed to the
success of the programme.
When a pump is refurbished, its physical
appearance is renewed, and more importantly,
its performance and efficiency are restored. This
is akin to giving the pump a new lease of life.
And how is this done? This is achieved by
applying a layer of performance enhancement
coating on the internal surfaces of the pump
and keeping wear ring clearances as small as
possible. The former reduces fluid friction and
the latter keeps internal leakage in the pump
to a minimum.
As PUB gained more confidence in the
feasibility and viability of refurbishing pumps, it
changed its maintenance strategy from replacing
big capacity pumps every 20 to 25 years to
refurbishing them.
c h a l l e n g e
n o v e m b e r
Many benefits
The pump refurbishment programme offers many
benefits. As the lifespan of pumps is extended,
replacement and hence capital expenditure can
be delayed.
Another major benefit is that PUB can now
operate its pumps at an optimal level for a longer
period by regularly monitoring their performance
and refurbishing them when the need arises. In
other words, their performance deterioration
A pump before it was refurbished.
The same pump after refurbishment.
curve is much more gradual as compared to that
of a pump which has not been refurbished. This
second benefit has enabled PUB to save
substantial energy costs in its pumping
operation.
Impressive savings
The idea for the pump refurbishment programme
was first mooted in the mid-1990s. Since its
successful implementation, the “useful” lifespan
of some 56 pumps has been extended, and PUB
has enjoyed significant capital expenditure
savings of up to $12.7 m.
This year, savings in capital expenditure are
estimated at $0.6 m. This is in addition to the
estimated annual savings of $1 m in energy costs
from the refurbishment of some 126 pumps.
Over the next three years, additional savings
in capital expenditure amounting to $10.6 m
can be expected from extending the operating
life of 44 additional pumps.
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Cover Story
9
Smorgasbord of ideas
on waste cutting
When it comes to where and how the public
sector can cut waste, Singaporeans are a jolly
vocal lot. Since opening its doors to ideas from
the public on how the public sector can
optimise its spending, the Cut Waste Panel,
chaired by the Head of Civil Service, has
received more than 750 suggestions via the
Cut Waste website. Launched in early
September, the website receives an average
of 37 responses a day. Some of these
suggestions are featured in this issue of
Challenge. More can be found on the website.
By Cut Waste Panel Secretariat
oming in fast and furious, the suggestions
cover a wide range of issues. They include
asking civil servants to travel by Economy
Class for official overseas trips, questioning the
need for lucky draws to reward those who e-file
their tax returns, and requesting for civil servants
to be paid according to their performance rather
than their seniority. (See the following pages for
some examples.)
Working behind the scenes to process these
suggestions is a lean team of three Ministry of
Finance officers. These officers double up as the
Panel Secretariat and are directly assisted by 16
policy analysts.
The Secretariat’s task is to
quickly and systematically
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which can identify the
suggestors, and then send the
suggestions to the policy analysts
responsible for issues concerning those agencies.
To ensure that every suggestion is taken
seriously and processed expeditiously, the
suggestions are sent directly to the Deputy
Secretaries and CEOs of the ministries and
statutory boards respectively. If the Secretariat
receives no answer from them within two weeks,
it will bring the matter to the attention of the
respective Permanent Secretaries and Head of
Civil Service.
The underlying philosophy behind how the
Government is going about cutting waste is best
summed up by Head of Civil Service Lim Siong
Guan who said: “In some cases, waste can be
quite obvious. In many instances, however, it is
not clear cut. What is excessive quality to one
person, may be just satisfactory to another. What
are frills to one may be necessary to another.
“If everything is simply cut down to the bare
bones, then a lowering of service standards, and
even an overall lowering of quality of life as
provided through public services, would be the
result. This is not the outcome we seek.”
Public officers probably know the best and most
effective ways of reducing waste. So we should do
our part to help our
agencies get
better value for
money. What are
you waiting for?
Log on now to www.
cutwaste.mof.gov.sg
and tell us how to cut
waste!
Cover Story
10
Featured in this issue of Challenge are just a few of the suggestions and responses that have been
contributed by members of the public. Visit www
.cutwaste.mof.gov
.sg for more suggestions and to
www.cutwaste.mof.gov
.cutwaste.mof.gov.sg
give your ideas on how public agencies can save costs and cut wastage.
On minimising travel expenditure
Suggestion: All officers, regardless of rank, should
fly Economy Class. Furthermore, there is no need for
officers to have individual rooms. Shared rooms where
available should be used. Five-star accommodation
at the venue may also be unnecessary if suitable
accommodation is available within reasonable
distances.
c h a l l e n g e
n o v e m b e r
Reply: Generally, all public officers travel by Economy
Class. A small group of senior civil servants and
statutory board employees is eligible for Business Class
travel, while only a handful of very senior officers are
eligible for First Class travel. This is similar to the class
of travel accorded to senior employees in big private
sector organisations.
During this period, all government agencies have
been asked to have their officers travel by a lower
fare class, especially on regional flights. This in
effect would mean that almost all civil servants
would travel by Economy Class especially on
regional flights.
Some agencies have adopted a more stringent
approach and decided that for study trips, all
officers regardless of seniority will travel by
Economy Class.
We have asked all agencies to consider having
their officers share rooms whenever possible,
especially for study trips. Some agencies are already
practising this. Please continue to send in your
suggestions to help the Government trim its costs.
On working alternate Saturdays
Suggestion: Currently, most departments are already
on the alternate Saturday scheme. Almost half the
normal staff strength is in the office every Saturday.
However, most of the time, the air-con, lighting, etc,
are still used at almost the same capacity as that on
a normal working day. To cut utility costs, I suggest
that you consider adopting a five-day work week
during the economic downturn, and maybe public
officers can work longer hours on weekdays.
Reply: Deputy Prime Minister Lee Hsien Loong has said
that now is not the time to switch to a five-day work
week. Private sector companies are now facing
difficulties arising from the SARS outbreak earlier this
year and the economic downturn. They need to tide
over this difficult period. Going for a five-day work week
should not be a top priority for them or the Civil Service.
The public sector provides essential services to
the public, for example, health/medical and security,
and these services should be made available round
the clock. The fact is that Singapore is living in a
“24/7 economy” and with globalisation, even the
private sector has moved towards a 24/7 working
mode to meet customers’ demands.
The Government’s approach is to give ministries
some flexibility in deciding on their working hours,
i.e. adjusting the working hours within the overall
framework of the 42-hour work week so long as
their level of services to the public and their
productivity are not adversely affected.
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Cover Story
11
There is no general rule to switch to a five-day work
week as doing so would also send the wrong signal that
since the Government is now working fewer days, we
have now arrived and it is alright for workers throughout
the economy to shift to a less intense pace.
Our government agencies will continue to look at
ways to reduce their utilities consumption. For
instance, many of our government buildings have
put in place energy saving devices in the washrooms.
And some of the lights in the Treasury Building are
switched off during lunch hours.
On reducing the number of
compulsory training hours
Suggestion: Each civil servant is required to attend
100 hours of training each year. As the result, many
officers are attending courses that are not relevant
to their work just to meet the 100-hour target. At
the same time, other officers are asked to perform
overtime duties to cover their duties, especially those
at the front-line and shift duties.
The Government has to pay for the courses that are
not relevant to the officer’s duties and pay another officer
to perform the overtime duties.
Reply: The 100 training hours that each civil servant
has per year serves as a guide for our officers to go
for continuous training and upgrading of their skills.
Each agency sets its own training targets and
closely monitors the cost effectiveness of their
training programmes. Many of these agencies have
already adopted a people development framework
which requires them to ensure that training plans
are aligned to organisational goals, and the
effectiveness of the courses is evaluated after the
officers have attended the training programmes.
Officers and agencies know that the objective is
not to clock up 100 training hours per officer blindly,
but to have an effective training road map that will
result in an effective workforce to help their
organisations meet future challenges. If you know
of specific cases of organisations blindly clocking up
training hours and wasting the Government’s money,
please let us know and we will follow up on this.
For your information, the training provided also
does not have to be structured. Informal sharing
sessions and organisational learning fora are typically
organised by organisations to develop their officers
and these cost the organisations very little. The Civil
Service values our people and believes that every
officer has talents and abilities that should be
developed to the fullest. We will continue to improve
the way this is carried out.
On having fewer golf courses
in Singapore
Suggestion: Singapore is one of the countries with
the highest percentage of land allocated for golf courses.
Aren’t we supposed to be land scarce? Shouldn’t we
cut down on the number of licenses being issued? I
really feel we could put our land to better use, for
instance, by building more water treatment plants.
Reply: In order to make Singapore an attractive place
to live, work and play, we need to provide a wide array
of recreational and sporting activities at locations such
as green spaces, parks, sports stadiums and golf
courses for people to choose from.
Golf courses in Singapore are located within
constrained areas where the development potential of
the land is limited, e.g. water catchment areas and the
areas under flight paths. Hence, most of the land used
for existing golf courses cannot be developed for other
intensive uses like residential or industrial development.
With regards to your suggestion to use such land for
water treatment plants, we would like to assure you that
there is already sufficient land safeguarded for this purpose.
We would also like to clarify that golf courses are
not issued any licenses. Rather, golf courses operate
on sites which are given specific lease periods for
such use. This gives us more flexibility to use the land
for other purposes when the leases run out, should
there be a need to do so. However, the leases for
existing golf courses have not run out yet and we do
not need to put the land to other uses for now.
On having lucky draws for
those who e-file their tax returns
Suggestion: I totally do not see why IRAS should offer
a lucky draw year after year for those who e-file. Isn’t
filing our income tax returns a responsibility, be it by
e-filing or otherwise? The worse thing is that the
amount of prize money is so substantial. At least
S$150,000? And what about the admin fees used for
promoting this? Isn’t that all taxpayers’ money? Why
should even a cent be spent this way? I don’t think
any other country resorts to such tactics to induce
their people to pay taxes. Singapore is too much into
having lucky draws for every single thing!
Reply: Thank you for your suggestion that IRAS should
not conduct lucky draws to encourage people to e-file.
You are absolutely right that IRAS, as a government
agency, should be prudent in the way we spend our
money and cost-effective in collecting taxes, which
goes towards nation-building.
Cost effectiveness is precisely why we put in place
incentives, including the e-filing cash lucky draw, to
encourage taxpayers to e-file when e-filing was first
implemented. As a result, the number of e-filers
increased to more than 900,000 in 2003.
Do you know that each e-filed return saves IRAS
$2.70? We save on manpower for mail processing, the
screening of tax returns, data entry, image preparation
and records management, as well as on postage.
Nonetheless, we will take your suggestion into
account when we review our programmes and
incentives for the next filing year. We are heartened
by your sense of social responsibility in fulfilling your
tax obligation. If the incentive is not needed, we would
be the first to have the incentive removed. Our goal is
for every taxpayer to file and e-file his tax return
voluntarily and in the most cost-effective way.
Thank you for sharing your views with us. We
look forward to continue being a partner with you in
nation-building!
At Your Service
12
Improved IT system
in Customs Call
Centre
By Customs
he Customs Call Centre enables members
of the public and the trading community
to obtain answers to their enquiries on
matters such as trade declarations, clearance and
other customs matters by calling a single
telephone number: 6355 2000.
The Call Centre was set up in December 1998.
Its infrastructure was in line with the PS21 vision
to exploit IT to bring about new levels of
efficiency and productivity within Customs, and
also to provide better services to the public.
T
The need for a new system
In 2001, Singapore Customs took proactive
measures to acquire a simpler system for the
Call Centre prior to the expiry of the previous
contract on 31 March 2002. A study was made
with the dual objectives of reducing the high
annual recurrent cost for the Call Centre and
providing the most convenient services to the
public and the trading community.
An open tender was called in September
2001. It was awarded in October 2001. The new
system for the Call Centre was successfully
implemented on 16 March 2002.
Comprehensive features
The new Call Centre comprises a PABX system,
an Interactive Voice Response (IVR) system
and front-end telephony devices.
re
ll Cent
The Ca
ndles
a
tly h
n
e
r
r
u
c
0 calls
13,00
t
u
o
ich is
b
a
th, wh
n
o
m
calls
every
to 60
t
n
e
l
a
The PABX system
equiv
aily.
ficer d
per of
provides key functions such
as automatic call distribution,
call handling and voice
response integration. With the IVR system, the
public can make enquiries through the voice
response system or by speaking to a customer
service officer (CSO).
Better service, great savings
With the new system, the annual maintenance
costs have been reduced by a whopping 92% or
about $440,000 per year.
At the same time, service levels have
improved. Real-time information such as the
duration of the longest call in the queue, number
of calls in the queue, number of CSOs available,
and the service levels attained is shown on an
electronic display board within the Call Centre
for easy monitoring.
The Call Centre’s Manager can also generate
real-time and historical statistical reports on the
Call Centre’s operations. Access to real-time
information is vital to the Call Centre Manager
who has to ensure that all incoming calls are
answered in the shortest time possible.
The new Call Centre system also provides
CSOs with direct and quick access to the system’s
resources through their individual desktop
computers.
The new system enables CSOs to access various resources through their individual desktop computers.
c h a l l e n g e
n o v e m b e r
0 3
At Your Service
13
New AGD
Intranet system
In early September 2003, the AccountantGeneral’s Department (AGD) launched its
Intranet system as part of its ongoing efforts
to meet the needs of its clients more
effectively and efficiently.
By AGD
he AGD Intranet system provides a
o n e - stop portal where users can
enjoy the following:
• direct access to the central systems for
conducting financial transactions easily
• an integrated helpdesk
• direct access to all the accounting and
financial information they need
• a channel for giving feedback on AGD’s
central financial and accounting systems as
well as its professional services
AGD’s Intranet system provides users with
easy access to the following central systems
and features:
• NFS@Gov is about the New Financial System
for managing the finances of the
Government.
• PaC@Gov is the comprehensive payroll and
claims system that ensures employees are
paid accurately and on time. It also enables
civil servants to find out about their salaries
and to make claims for reimbursement
electronically.
• SAS@Gov allows users to evaluate how well
they have complied with financial
procedures. This system also allows a ministry
to compare results across its departments
and with other ministries.
• The eLearning feature provides users who
wish to improve on or reinforce their
knowledge of financial procedures with a set
of interactive exercises designed for that
purpose.
Another special feature of the AGD
Intranet system is Helpdesk One, which is a
consolidated helpdesk for the various AGD
systems. This way, customers no longer have
to visit different sites to seek help for their
problems. Moreover, the Helpdesk One team
has been trained to be efficient and consistent
in their responses.
When users click on Customer Reference
on the AGD Intranet menu, they can learn
T
Users can find out more about AGD’s systems at
www.intranet.gov.sg/agd.
how other users have assessed the services
provided by AGD. From time to time, AGD will
conduct customer surveys on the services it
provides. The survey findings will be published
in this section.
Users who click on InfoLinks on the menu
can access the following:
• an archive containing all AGD circulars
• resource accounting (RA) manuals, which set
out the accounting principles that apply to
preparing a full set of resource accounts
• RA Infohub, which offers the latest
information on resource accounting
• NFS@Gov Infohub, which provides updates
on the New Financial System
Also available in the AGD Intranet system is
information on the suite of services provided by
the Department including accounting and
financial services; financial administration,
assurance and advisory services; resource
management and financial competency and
education services.
Innovation In Action
14
The myths about
innovation
By Service Quality Centre Pte Ltd
hat are some common myths about
innovation? Firstly, many people
believe that it is the individual that
drives innovation. This is a fallacy as one of the
most important ingredients of innovation is
teamwork. An individual’s work is futile as
harmonious effort is necessary to achieve
innovation within an organisation.
Secondly, it is a misconception that
innovation begins with brainstorming. Many
wonderful inventions and ideas were developed
during a person’s leisure time. For example, the
famous Archimedes developed the concept of
buoyancy while sitting in his bathtub! All too
often, innovations are inspired by day-to-day
events rather than through brainstorming.
Next, people seem to assume that innovation
requires creative people. Creative people certainly
do help in the process, but it requires a whole
team for an innovation to be brought to
completion. Business success begins with
understanding the customer. This is followed by
effective problem-solving (not just by creative
people), and finally the innovation process. Both
creative people and individuals who are detailsoriented are needed to see an innovation from
conception to final exploitation.
One other myth is that the innovation
process will produce the results you need. While
the innovation process is important for fostering
a creative culture, just implementing the process
will not work. Other critical factors that are
needed for a business to succeed are
motivation, vision, support, organisational
culture and a leadership that “walks the talk”.
With proper leadership support, an innovative
culture sets in and it is that culture that enables
the company to grow and reach new heights.
W
c h a l l e n g e
n o v e m b e r
Factors that drive innovation
Renowned author and quality management
consultant Paul Plsek once described five factors
that drive the need for creativity and innovation
in organisations today.
Firstly, superior long-term financial
performance is associated with innovation.
Most organisations will agree that
Inno
vatio
innovation, change and new
not
n
a ma is
ideas are essential ingredients
t
chan
ter o
ce
f
in the recipe for success.
choi , but o
f
ce.
0 3
Gera
rd G
a
ynor
Secondly, customers are increasingly
demanding for innovation. Technology is shaping
the way organisations provide products and
services. As customers experience innovations in
the most mundane transactions, such as banking
and online transactions, their needs become more
complex. Customers must be continually satisfied
otherwise they will shift their loyalty.
Thirdly, competitors are increasingly better
at copying innovations. Regardless of the
industry, the rate at which competitors are able
to copy and re-modify a product or service is
alarming. Some organisations have even set up
two creative design teams — one to work on
improving a current product, and the other to
develop a new product. This staggered design
approach enables new or innovative products
to be produced at a faster rate. So by the time a
competitor copies their existing version, the new
version is ready to be rolled out. Thus the
question is no longer “Should we innovate?” but
rather “How fast can we innovate?”
Fourthly, new technologies enable
innovation. We are living in an era where the
world is connected and communication and
business transactions are practically seamless.
This provides ample opportunities for business
and interpersonal interaction.
Finally, in an increasingly complex world, what
used to work doesn’t anymore. All products have
a life cycle. Hence we need to change and move on
to improved versions. If we don’t make the effort
to change, we stand to become a thing of the past.
Innovation is critical
So why innovate? We innovate because we need
to. If we don’t, someone else will and they will
beat us to the profits. We need to innovate and
we need to do it faster than anyone else or the
delay, even if it is a slight one, could cost us dearly.
The bandwagon waits for no one.
Innovation In Action
15
IDEAS begin with ‘I’
JTC’s recent initiatives include an online iPortal
where staff can catch up on the latest innovation
news in JTC and an Idea Bank for staff to contribute
ideas online.
I-Hab is a popular place for teams to gather for
brainstorming.
JTC staff had a chance to unleash their creativity.
Making innovation a habit in the I-Habitat
One of the highlights of JTC’s inaugural
Innovation Day 2003 was the opening of its
I-Habitat. This is a cosy corner located within the
JTC premises where staff can go to seek inspiration
and to get their creative juices flowing.
The I-Habitat or “I-Hab” as it is affectionately
called is created by staff for staff. It has different
zones and each zone aims to stimulate the five
senses of sight, sound, smell, taste and touch.
Not surprisingly, the I-Hab has become a popular
spot for various project teams to retreat to for
brainstorming sessions.
By JTC
Obsessed with IDEAS
Another interesting activity organised on
Innovation Day was the painting of the
Innovation Mural.
JTC staff were divided into teams which
included senior management members. Each team
was allocated a section of the mural and given
freedom to unleash their creative potential. They
could paint and design anything they wished based
nnovation is not just about creativity or
generating ideas. Nor is it merely about
interesting inventions. Innovation is about
bringing good ideas to
fruition — be it a new
“Innovation and good ideas come from staff. We
product, service or work
must build up a culture in JTC where staff are ready
process. It is only when
good ideas become
to do things differently, bold enough to defy
reality
that
an
traditional conventions and try out new ways to
organisation benefits.
create value for the organisation. Going forward,
JTC Corporation’s
this will be the key to success for JTC.”
(JTC) innovation framework stems from the
— JTC’s Chief Innovation Officer and Assistant Chief
concept “IDEAS begin
Executive Officer Seah Kee Pok
with ‘I’”. This means that
every individual in JTC
has the potential to contribute good ideas to help on the theme “Obsessed with Ideas”.
the organisation grow.
When each section was completed and joined
JTC’s challenge lies in creating a conducive together, the result was a surprisingly colourful
environment for these ideas to take flight, which and visually attractive mural.
is why it has set aside a special day annually,
known as Innovation Day, to create staff
This masterpiece was the
awareness of the importance of innovation in
result of great
teamwork!
the organisation.
Innovation Day also provides an excellent
opportunity to update staff on the latest
innovation initiatives implemented in the
organisation and to encourage their active
participation.
I
Staff Matters
16
Healthy Weight,
Make It Happen
This year’s National
Healthy Lifestyle
Campaign was held
on 5 September
at Bishan Park.
The Campaign aimed
to encourage Singaporeans to measure
their Body Mass
Index (BMI) and
assess their health
risks.
he theme of
the event was
“Healthy Weight,
Make It Happen”. It was
launched when DeDPM Lee (front row, second right) joining participants for a rigorous
20-minute workout.
puty Prime Minister
(DPM) Lee Hsien Loong
Stick
ing
flagged off a two-kilometre jog. DPM Lee, who led Awards to 34 individuals who live
to a
diet
lo
and
the jog, was joined by Acting Health Minister healthy lifestyles and have
regu w fat
exer
lar
cise
is
Khaw Boon Wan and 1,500 participants from the promoted and supported healthy
way
to a the best
chie
heal
healthcare sector, community groups, schools and lifestyles in the community.
ve a
thy
weig
workplaces.
While 4,500 individuals
ht.
The jog was good warm-up exercise. After the were sweating it out at Bishan
jog, DPM Lee, Mr Khaw and the joggers joined Park, an exhibition on healthy weight
3,000 other participants for a 20-minute workout opened its doors to members of the public.
called funFITT. This new aerobic workout, which
The exhibition, held in conjunction with the
incorporates moves from karate, basketball and National Healthy Lifestyle Campaign, was
line dance, kept everyone in high spirits. It truly located at Ngee Ann City Civic Plaza from 5 to 7
brought out the fun in fitness!
September.
The highlight of the launch event was the
Besides viewing static and interactive
presentation of the Healthy Lifestyle Ambassador exhibits, visitors got printouts of their BMI and
free consultations from nutritionists. They also
won prizes from participating in quizzes and
enjoyed the best bargains from the stalls which
promoted healthier choice products ranging from
breakfast cereals to fruit juices.
T
c h a l l e n g e
Your Body Mass Index or BMI helps you
to determine if your weight is within the
healthy range. Calculate your BMI using
this formula:
n o v e m b e r
BMI = _____Weight (kg)_____
Height (m) x Height (m)
0 3
Staff Matters
17
‘Happy Hour’ at MOT
You may be surprised to learn that “Happy
Hour” happens regularly at the Ministry of
Transport (MOT). In fact, every second Friday
of the month, MOT staff will gather in the
cosy staff room to tantalise their taste buds!
By MOT
relaxing atmosphere is created with soft
lighting and soothing music. The wines
are generously sponsored by Assistant
Directors or Directors, who take turns to provide
a wide array of choices. There is often an
attractive showcase of reds and whites along
with a selection of non-alcoholic drinks such as
sparkling fruit juices or soda for the non-drinkers.
The event is also the occasion to celebrate
birthdays in the month. Besides the birthday
cake, popular snacks like chips and nuts are
offered and no fear of leftovers exists.
This chance for staff to meet up provides a
good opportunity for bonding. While the
conversation naturally begins with work, it
gradually drifts to light-hearted topics or
personal aspects of family life.
Since this special hour was allocated, it is
A
Besides sampling an array of drinks, staff also
celebrate birthdays during ‘Happy Hour’.
undeniable that the office space has been
stroked with the human touch. Working
relationships are redefined as we begin to relate
on different planes. In today’s fast paced working
environment, an office that encourages its staff
to take time to smell the roses is a refreshing
and welcome change!
Indeed, the efforts of our ministry have not
gone unnoticed and the quiet appreciation among
the staff is unanimous.
Colours@MITA for staff
By Corporate Communications Department, MITA
ave you wondered
why you no longer
receive MITA Matters,
our monthly newsletter?
This is because
the Ministry of
Information, Communications and The Arts (MITA) has replaced it
with two newsletters — a quarterly one targeted
at external customers and a fortnightly
newsletter for MITA staff called Colours@MITA.
We introduced the changes to serve our
audiences better.
As MITA Matters was distributed to both our
internal and external customers, it could not
adequately meet the needs of both audiences.
Our staff felt that they were not well-informed
about the happenings in MITA and we did not
want to provide irrelevant information to our
audiences outside.
The inaugural issue of Colours@MITA was
out on 7 March 2003. It contained information
H
on past events, upcoming events and staff
changes, parting words, comments/views from
staff and lots of pictures.
This e-newsletter offers many benefits:
• It provides timely information for staff.
• It is produced fortnightly, while MITA Matters
was distributed monthly.
• As it is produced in-house, the production
cost has been reduced tremendously.
• It is an interactive piece that allows staff to
give their comments/views.
One staff member said, “I find the online
version more interesting than the former printed
one. I make sure that I read every new copy as
soon as it is out to catch up on what’s happening
in other parts of MITA.”
While MITA continues to improve on this enewsletter, we are now planning the quarterly
newsletter for our external customers. You
probably will not see Colours@MITA but look
out for our exciting quarterly newsletter.
A Day In The Life Of A Public Officer
18
TNT is dynamite!
ay Nguan Tong never puts off till tomorrow
what he can do today. This explains his
nickname “TNT”, which he says stands for
“Today, Not Tomorrow”.
The Principal Trainer (Heritage) has been
working at the National Community Leadership
Institute (NACLI) for over 27 years.
In the course of his work, Nguan Tong has
trained more than 20,000 students, unionists,
grassroots leaders and public officers in skills such
as goal setting, time management, leadership skills,
creative thinking and strategic planning. He
specialises in about 50 topics, and he can teach
them in both English and Mandarin.
As a trainer, his job scope also includes
designing training modules, preparing, collating
and updating the course materials, as well as
providing training consultancy.
T
Taking on a fresh challenge
In late May this year, Nguan Tong was given a
new and challenging assignment. He had four
months to set up the Grassroots Heritage Centre
to showcase the development of the grassroots
movement in Singapore.
Together with his task force members, Nguan
Tong swiftly embarked on the project, which involved
converting a training facility into an exhibition hall,
conducting research, charting the milestone events,
crafting the text for the exhibition panels, searching
for photographs at the National Archives and
commissioning the artwork.
It was no mean feat to finish the job on time.
“The whole place was a mess even up till July,”
said Nguan Tong. “Two days before the opening, I
was still rushing out the last five panels!”
Thanks to great teamwork, the first phase of
the project was completed on schedule and the
Grassroots Heritage Centre opened its doors on 4
October 2003.
In the following months, Nguan Tong and his
team will be adding even more features to the
exhibition, including audio clips of interviews with
grassroots leaders and more historical artefacts.
c h a l l e n g e
‘I like it because it is not a desk-bound job’
Embracing new challenges is part and parcel of
Nguan Tong’s job. In fact, he gave up his first
office job and joined the Institute in 1976 because
he disliked sedentary work and yearned for more
excitement.
And an action-packed job
age
Herit
s
was exactly what he
t
o
o
rassr
ore
got at NACLI, then
The G needs m have
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r
t
f you
Cen
called the National
ts. I tems,
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a
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e
ei
er
art
Youth
Leadership
itabl
Offic
ny su Heritage
a
Training Institute (NYLTI).
act
y at
cont
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Dube
Six a.m. wake-up
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i
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calls, arduous jungle hikes
shita 6470 44
l
l
and nightly campfires
or ca
consumed many of his waking
hours when outdoor camps were
more popular back in the 70’s and 80’s.
“We used to have three-day-two-night
camps at Tekong. We would hike some 16 km
with our gear and all the pots and equipment and
set up camp. I’ve hiked at Tekong more than 100
times — I dare say I know the place even better
than the SAF officers!” he said jokingly.
Besides stints at the People’s Association
Headquarters, Nguan Tong has also had many
overseas postings. He has received and conducted
training in countries like Australia, India, Indonesia,
Japan, Malaysia, Sri Lanka, Thailand and the US.
Today, even after countless camps, courses and
seminars, Nguan Tong still maintains a strong passion for training and making a difference to others.
Sharing his personal philosophy, he said, “Life
is not very long. Whenever there’s an opportunity,
we should make the effort to contribute and not
ask how we can benefit from the situation. From
my experience, I’ve found that when I contribute,
I benefit along the way.”
n o v e m b e r
0 3
Healthy Body, Active Mind
19
Coping with diabetes
Do your part to stay healthy and fit.
hen you have diabetes, many changes
will have to be made. These changes
may upset your lifestyle and you
may fear that diabetes may cause you serious
health problems. You may become sad, angry
or depressed and you may not accept that you
have diabetes.
W
How can you cope?
• The first step is to accept the diagnosis.
Acting like you do not have diabetes is a big
mistake. Learn to live with diabetes by facing
it squarely in the face.
• Seek the advice of doctors trained in the
management of diabetes (diabetologists or
endocrinologists). Before you visit the doctor,
make a note of the questions you want to
ask so you can clear your doubts. Beware of
comparing notes with others as the
management of diabetes may vary from
person to person.
• Heed proper dietary advice and take your
medication as instructed. Adopt healthy
eating habits such as having regular and
balanced meals daily. Include at least two
servings of vegetables and fruits and one
serving of whole grain in your daily meals.
• People with diabetes can still lead an active
lifestyle. Exercising improves muscle strength,
bone strength and insulin sensitivity, and also
reduces bad cholesterol. If you have not been
exercising regularly, consult your doctor before
starting on an exercise programme.
• Remember, you are not alone.
Join support groups and share
your worries with others in
the same situation. No one
understands your struggles better
than someone who also has
diabetes. Support groups can also
expose you to new diabetes
management ideas.
• Ensure blood pressure control
and weight reduction where
necessary. Aim to maintain
your cholesterol level within
recommended levels. Coping with
diabetes and living with it involves
a multi-pronged approach. It is
not just about blood sugar control.
• Stress itself can raise your
blood sugar level. Try to relax by
doing simple exercises such as
deep breathing, yoga or
meditation. Or write your thoughts in a journal to
relieve some of the pressure.
As overwhelming as it sounds, good control of
diabetes can be achieved with proper planning
and management. Eye tests and checks on
cholesterol levels are conducted yearly. HbA1C is
checked once in three to four months, and kidney
function tests are performed every six months.
Blood sugar is monitored on a daily/weekly/
monthly/bi-monthly basis depending on the
existing level of control and the brittleness of
diabetes. There is now a test of the urine for the
complication called microalbuminuria. Treating
this complication can reduce the risk and slow
down the development of kidney failure. Ask your
doctor about these tests.
With proper diabetes control, you can still live
a fulfilling and productive life. You can do your
part to stay healthy and fit and chase those
blues away!
CHALLENGEQUIZ
n o v e m b e r
2 0 0 3
ANSWERS
to October 2003 Quiz
1
Name the new column in
Challenge. Economy Drive
2. When will the PS21 ExCEL
Convention be held?
4 – 7 November
3. Name the new training
programme for managers in
the Public Service.
The Public Service
Management Development
Programme
Answer the following questions on the contents of
this issue of Challenge:
4. Which prestigious award did
IRAS and CAAS win recently?
SQA
1.
What does HOTM stand for?
5. How much did AVA staff
raise for the Courage Fund?
$5,000
2.
How many readers participated in the recent
Challenge Online Readership Poll?
3.
What is the address of the Cut Waste website?
4.
What is the name of MITA’s internal
e-newsletter?
WINNERS
of October 2003 Quiz
1. Goh Kheng Beng, URA
2. Koh Keng Soon, MHA, Prisons
5.
Can people with diabetes still lead an active
lifestyle?
3. Chng Lay Mui, HDB
4. Hairoon Bee, MOE
5. Saemah bte Khalid, PUB
6. Chua Boon Kiang, Nanyang Poly
7. Anthony Ng, MOE
8. Seow Guek Eng, SLA
9. Chia Kok Leong, JTC
10. Leong Ngan Yeng, NIE
Send your entries to PS21 Office, 29 Heng Mui Keng Terrace, Singapore 119620
by 2 December 2003. Email us at psd_ps21@psd.gov.sg or fax to 6775 3461.
Give your name, ministry, ministry address and phone number. The first 10
correct entries drawn will receive a token of appreciation from the PS21 Office.
Congratulations to the winners,
who will each receive a pen.