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SPECIAL PUBLIC SERVICE WEEK EDITION WWW.CHALLENGE.GOV.SG MAY-JUNE 2009
OUR STORIES
PERSPECTIVES FROM FIVE DECADES
OUR ENDEAVOURS
PUTTING WHOLE-OF-GOVERNMENT
INTO PRACTICE
OUR ASPIRATIONS
THREE WISHES FOR A BETTER
PUBLIC SERVICE

Contents
01
02
04
09
MayJune2009
Foreword
THE TIES THAT BIND
Over the years, the Public
Service has worked
with the Government
to build Singapore into
what it is today.
Short Takes
Public Service news and
happenings at a glance.
Public Service Week
OUR STORIES
Capturing fi ve decades
of Public Service.
Feature
WOG THE TALK
Putting Wholeof-Government
into practice.
14
18
22
26
I Say
My three wishes for a
better Public Service.
Challenge polls public
offi cers for their views.
Feature
WORLD•SINGAPORE
Hub creation – enhancing
Singapore’s position
as a regional and
global hub in services,
knowledge and ideas.
Feedback
SUGGESTION BOX
Public opinion on what
the Public Service is
good at, and the areas
for improvement.
Feedback
INSIGHTS FROM THE OUTSIDE
Find out how public
sector leaders from other
countries view Singapore.
28
29
32
THE
LAST PAGE
Opinion
ONE GOVERNMENT, ONE BILL
What are the limits
of the Whole-of-
Government initiative?
Volunteerism
HEARTWARE ZONE
Three public offi cers
who take time to
make a difference.
Lifestyle
KEBAYAS, SPICE AND
ALL THINGS NICE
Celebrating “nonya mania”.
Trivia Quiz
PUBLIC SERVICE
WEEK SPECIAL
Are you Public
Service savvy?
COVER PHOTOGRAPHY
WONG WEILIANG

PHOTO: VERONICA TAY
TheTiesThatBind
This month we celebrate Public Service
Week. But the mood is more sombre this
year. The global economic downturn
looks set to continue for some time, and
we are bracing for what might be the
worst recession since independence.
In such challenging times, the mission
of the Public Service remains unchanged
– to build a peaceful, progressive and
vibrant Singapore.
But in the face of the challenges of the
downturn, expectations of the Public
Service are higher. All of us will have to
put in that extra effort to help Singapore
and Singaporeans ride out this downturn
and achieve an early and strong recovery.
Our values – Integrity,
Service, Excellence – are
as relevant as ever.
Integrity means being committed to act
in the national interest and being true to
the citizens we have pledged to serve. It
does not mean we rigidly apply principles,
precedents and rules. We should be
open to new ideas, new perspectives
and new possibilities – to help our nation
overcome the challenges and to position
Singapore for the future.
We are committed to serve our country.
To this end, we must understand the
needs, concerns and aspirations of the
people we serve. We cannot satisfy
every request, as we serve the collective
interest – but we must show a caring
face and demonstrate genuine empathy
with the diffi culties that some fellow
citizens are facing. Through empathy and
hard work, we can maintain
Singaporeans’ trust in the Public Service.
Singapore is an extraordinary country.
It demands and deserves a Public Service
that strives for excellence. The Public
Service can excel only if each of us does
our best. The Public Service must also
perform better than the sum of its parts.
That can happen only when we work
together towards the common purpose
of creating and sustaining a better future
for Singapore and Singaporeans.
Over the years, the Public Service has
worked with the Government to build
Singapore into what it is today. This is
something all of us can be proud of,
regardless of the organisation we belong
to and the role we play. This is what binds
us together: being a fi rst-class Public
Service, worthy of Singapore.
As we celebrate the 2nd Public Service
Week, let us renew our commitment to
public service and reaffi rm our
adherence to Public Service values.
I wish you a meaningful Public
Service Week.
Peter Ho
HEAD OF CIVIL SERVICE
1 Foreword
OVER THE YEARS, THE PUBLIC SERVICE HAS WORKED WITH
THE GOVERNMENT TO BUILD SINGAPORE INTO WHAT IT IS TODAY.
THIS IS SOMETHING ALL OF US CAN BE PROUD OF, REGARDLESS
OF THE ORGANISATION WE BELONG TO AND THE ROLE WE PLAY.
THIS IS WHAT BINDS US TOGETHER – BEING A FIRST-CLASS
PUBLIC SERVICE, WORTHY OF SINGAPORE.

PEOPLE • PERSPECTIVES • POSSIBILITIES ⁄ WWW.CHALLENGE.GOV.SG⁄ MAY-JUNE 2009
PUBLISHER
PS21 Offi ce, Prime Minister’s Offi ce
(Public Service Division)
The Treasury, 100 High Street #02-03 Singapore 179434
Tel: 6332-7251 Fax: 6333-4010
E-mail: psd_challenge@psd.gov.sg
Website: www.challenge.gov.sg
EDITOR
Tay Li Shing
ASSISTANT EDITORS
Wendy Goh and Edmund Soo
EDITORIAL ADVISOR
Calvin Phua
PS21 OFFICE EDITORIAL ASSISTANTS
Joann Lau, Ng Shu Zheng and Amy Sum
For enquiries or feedback on Challenge,
Please write to the Editor at PS21 Offi ce,
The Treasury, 100 High Street, #02-03, Singapore 179434.
Tel: 6332-7251 Fax: 6333-4010
E-mail: psd_challenge@psd.gov.sg
A former journalist
with The
Straits Times,
Tan Ee Sze has
extensive experience
in developing
and managing
publications.
She is also the
author of several
commemorative
books and children’s
publications.
PUBLISHING AGENT
SPH Magazines Pte Ltd
MANAGING DIRECTOR
Dennis Pua
GENERAL MANAGER
Christopher Tay
GROUP EDITOR
Joanna Lee-Miller
SENIOR EDITOR
Azreen Noor
CONTRIBUTING EDITOR
Tan Ee Sze
WRITER
Foo Yong Han
EXECUTIVE SUB-EDITOR
Esther Lew
ASSOCIATE CREATIVE DIRECTOR
Alex Goh
ART DIRECTOR
Ginny Gay
BUSINESS DEVELOPMENT MANAGER, CUSTOM PUBLISHING
Sharon Chan
EXECUTIVE, CUSTOM PUBLISHING
Jessie Kek
SENIOR EXECUTIVE, PUBLISHING SERVICES
Mustapha Mohamed
Anna Yap has been
using the Internet
since she was given
a copy of the fi rst
browser – Mosaic –
in 1993. Since then,
she has been writing
about IT and Internetrelated
topics. She’s
also held the position
of senior associate
with a leading PR
agency.
CONTRIBUTORS
Previously a journalist
with The Straits Times
and The Business
Times, Susan Tsang
was also news editor
for technology news
portal Singapore.
CNET.com. She was
also one of the writers
behind Singapore: The
Encyclopedia.
James Gerard Foo, Ye Dejing
Lianne Tan is a
freelance writer and
Singapore Tourism
Board-licensed
guide. Prior to this,
she spent more
than 14 years
as a marketing
communications
professional in the
technology sector.
Challenge is published bimonthly by SPH Magazines Pte Ltd (Registration No: 196900476M)
for PS21 Offi ce, Prime Minister’s Offi ce (Public Service Division). Copyright of the materials
contained in this magazine belongs to PS21 Offi ce. Nothing in here shall be reproduced in
whole or in part without prior written consent of PS21 Offi ce. Views expressed in this magazine
are not necessarily those of PS21 Offi ce nor SPH Magazines Pte Ltd and no liabilities shall be
attached thereto. All rights reserved. Editorial enquiries should be directed to the Editor, PS21
Offi ce, The Treasury, 100 High Street, #02-03, Singapore 179434. Tel: +65-6332-7251, Fax:
+65-6333-4010, E-mail: psd_challenge@psd.gov.sg Unsolicited material will not be returned
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reasonable care will be taken by the Editor, no responsibility is assumed for the return of
unsolicited material. All information correct at time of printing. Printed in Singapore by Times
Printers (Registration No: 196700328H).
STB
TopInAsia
Singapore was the highest-ranked country in Asia, and 10th
out of 133 countries measured for the attractiveness of their
environments in developing the travel and tourism industry,
according to the World Economic Forum’s latest Travel &
Tourism Competitiveness Report 2009.
Improving six places from its overall ranking in the 2008
report, Singapore placed fi rst for its policy environment,
indicating that its rules and regulations are highly conducive to
the development of its travel and tourism industry. Such
policies include those that facilitate foreign ownership and
Foreign Direct Investment, well-protected property rights,
few visa restrictions and transparency of policy making.
Singapore also came in fi rst in human resources, scoring
high in the quality of its education system, extent of staff
training, ease of hiring foreign labour, as well as hiring and
fi ring practices.

NLB
TheLibraryShop
Ever wanted a memento to relive your memorable
experiences at NLB’s libraries? Souvenirs can now be
purchased online from The Library Shop (http://shop.nlb.gov.
sg), which offers a wide range of unique gifts such as
publications, collectibles, accessories, apparel and
stationery.
One of the latest products available online is the book
Singapore: The First Ten Years of Independence, which
includes rarely seen photographs of the fi rst Cabinet
Ministers. The selection of souvenirs also includes pewter
name card holders, coasters, postcards, pixel print ties and
scarves, and framed
woodcrafted art pieces.
The online mall offers
a delivery service at
attractive rates, which
also covers most
overseas destinations.
MTI
Singapore-EUICTPact
Singapore and the European Union (EU) have signed a
Memorandum of Understanding (MOU) which provides a broad
framework for ICT research and development (R&D). This
involves collaborations among entities from Europe and
Singapore, including companies, public and private research
institutes, universities and other R&D organisations.
The MOU was signed by the European Union Commissioner
for Information Society and Media, Ms Viviane Reding, and
Singapore’s Minister for Trade and Industry, Mr Lim Hng Kiang.
In Europe, the ICT sector has been given a €1 billion (S$1.95
billion) boost as part of the EU’s Economy Recovery Plan. This
will complement the existing European Union funding
programme for ICT research, which will spend €9 billion (S$17.5
billion) over a seven-year period, from 2007 to 2013.
In Singapore, the Government recently announced its
commitment to set aside S$230 million in funding over fi ve
years for the Singapore Media Fusion plan to develop the local
media industry.
BCA
GreenAndGracious-
BuildersAward
The Building and Construction
Authority (BCA) is ramping up
efforts to encourage
sustainability and
environmental protection
during the construction phase
of buildings with the new
Green and Gracious Builders
Award. The award recognises
the efforts of builders in
addressing environmental and
public concerns arising from
construction works.
“Given the high visibility and
impact of construction works,
it is important for builders to
go green and adopt ‘friendlier’
construction site management
and practices,” said Dr John
Keung, Chief Executive
Offi cer of BCA. “Together
with the BCA Green Mark
Scheme, the Green and
Gracious Builders Award will
form part of the holistic
framework to shape a
sustainable built
environment.”
3
Short Takes
CAAS
RecognisingService-
Excellence
At the Annual Airport
Reception organised by the
Civil Aviation Authority of
Singapore (CAAS) in March,
airport staff from the entire
airport community were
recognised for their efforts in
delivering excellent service and
contributing to Changi Airport’s
success. Twenty awards were
presented to airport staff who
had provided exemplary
service. The event was graced
by Mr Raymond Lim, Minister
for Transport and Second
Minister for Foreign Affairs.
The “Service Personality of
the Year” accolade went to
CAAS’ Customer Service
Offi cer under P-Serv,
Ms Sarah Jane Casama, for
providing over three days of
assistance to a Tagalogspeaking
passenger who had
missed his fl ight due to a
medical condition.
SUPREME COURT
TheLivingCourthouse
The Supreme Court of Singapore opened its doors to visitors
as part of “The Living Courthouse”, an event which took
place on 14-15 March 2009. Over the weekend, enactments
of court hearings, interactive activities and exhibitions
brought the work and operations of the Supreme Court to life
so visitors could participate, have fun, experience its
proceedings and have their “day in court”. “The Living
Courthouse” is aimed at demystifying the work of the
Supreme Court and educating the public on the current
operations of the courts and how
aspects of its work may impact
them. Highlights included
enactments of civil and criminal
proceedings, exploratory tours
around the building, legal talks
as well as legal clinics.

PS Week
84
1960s
MS WOO AI DEE
Defence Executive Assistant,
Republic of Singapore Air Force, Ministry of Defence
Joined: March 1967
I JOINED THE PUBLIC
SERVICE because… I was
intrigued by an advertisement
in the newspapers promoting
the Singapore Armed Forces
(SAF) in a recruitment drive.
I’m proud to be among
the pioneer batches of
female SAF personnel.
Then and now
I have served in the SAF for
42 years. My fi rst role was
to man the front counter
registering full-time National
Servicemen (NSF) for Basic
Military Training. Over the
years, I have been given many
opportunities to develop my
career. I am now working
in the People Management
Department handling NSmen
administration in the RSAF
Airbase where I work.
In the past, the focus
was on nation building and
the SAF was a “top-down”
organisation. However, as
time went by, the SAF
started to embrace the idea
of people development.
Today, there are plenty of
opportunities for staff to take
ownership of their work, and
events that aim to create a
greater sense of belonging.
My fondest memories
Being part of the SAF
Women’s Contingent for the
1968 National Day Parade
at the Padang. It rained and
we had to march all the way
from the Padang to Bukit
Merah and we were soaked!
I remember that day clearly
as it was Singapore’s third
year of independence and I
was honoured to play a
part. Another wonderful
memory is when I received
the SAF Long Service
Award and the Long Service
Medal on National Day in
1993 – both in recognition
of my service in the SAF.
As we celebrate Public Service Week, Challenge
captures personal perspectives of life in the Public
Service over the past fi ve decades. By Anna Yap
OURSTOR
Frilly jacket and fl are pants - Promod, Metallic grey long-sleeved blouse - Raoul

I JOINED THE PUBLIC
SERVICE because… My
parents always told my
siblings and me that working
in the Civil Service was like
having an “iron rice bowl”.
Three of my siblings are in the
Civil Service and, like me, two
of them have clocked more
than 30 years of service.
Then and now
My fi rst role was as a
temporary offi ce assistant
with the City District
Secretariat (Prime Minister’s
Offi ce), a position I held for
three months. Then I became
a permanent staff at the
Ministry of Communications
and held various positions
such as typist and clerical
offi cer. In 1998, I was
transferred to the public
relations section, which is
now known as the Corporate
1970s
MS DEVISHINI DEVARAJA
Corporate Communications Assistant,
Corporate Communications Division,
Ministry of Transport
Joined: September 1977
IES Short-sleeved
Communications Division.
Previously, there was an
age limit when one worked
as an offi ce assistant. Once
you hit 23, you had to either
upgrade your skills or leave
the service! Technology has
changed offi ce work, too.
I bet no one remembers
cyclostyling machines and
Harvard Graphics software…
We used to work six and
a half days a week. Today, in
line with work-life harmony,
we have a fi ve-day week.
When I fi rst started, the
pace was much slower,
processes were simpler and
less complicated and there
was no fl exi-time. We had
to report to work punctually
and leave the offi ce at the
appropriate time, too.
My fondest memories
Getting my Long Service
and Effi ciency medals in
recognition of my contribution
to the Civil Service.
I also remember serving
the then Minister of State
for Communications, Mr
Ong Teng Cheong, who
later became the President
of Singapore. Mr Ong was
a humble and kind minister
who always had a smile for
me, and never forgot to ask
me if I’d had my breakfast
or if my day had been good.
Another fond memory is
of an incident that happened
during lunch in 1978. I was
reading the newspaper
when Mr Lim Kim San, who
was then the Minister for
Communications, walked
past my seat and told me
not to read the newspaper
in the dark as it would ruin
my eyesight. In those days,
most lights were switched off
during lunchtime to conserve
electricity. But Mr Lim had the
lights switched on for me.
shirt - Raoul, Off-white racing-inspired jacket and off-white three-quarter pants - Gant

PS Week
I JOINED THE PUBLIC
SERVICE because… I was
inspired by all the caring,
sincere and nurturing
teachers I have had in my
life. They had such great
passion for their profession
and were full of life, and I
wanted to be just like them.
Then and now
I have gone through several
key milestones in my 21-year
career as a teacher. I started
out as a mother-tongue
language teacher teaching
the Malay language, and
Civic and Moral Education.
Besides teaching, my job was
also to help pupils discover
more about their language,
traditions and heritage, and
how all that fi t within the
unique Singapore culture.
Since then, I have taken
advantage of the numerous
opportunities and generous
support provided by the
Ministry of Education to
upgrade myself – through
training, study leave to
pursue higher education
and various mentoring
86
1980s
MR MOHAMED KHIR BIN
MOHD SAPUAN
Senior Teacher,
Corporation Primary School,
Ministry of Education
Joined: June 1988
programmes – and am now
a teacher developer. This
means that I mentor trainee
teachers, untrained teachers
and new appointment holders
in my school and beyond.
The image of the Public
Service has certainly gone
through a transformation. If
Public Service was previously
associated with “iron rice
bowl” and “nine to fi ve”,
today’s Public Service is
associated with quality service
and customer orientation.
My fondest memory
It was a day in 2004. I was
enjoying my usual cup
of coffee at my favourite
sarabat stall in Pahang Street
when I realised there was a
large man seated at a table
nearby staring intensely at
me. Just as I was about to
leave, he came and placed
a big hand on my shoulder. I
was stunned and wondered
if this meant trouble. The
man politely asked me for my
name. As soon as I said it, he
just grabbed me and hugged
me! It turned out that he
was one of my ex-students
from the 1990s. Only then
did I recognise him as the
student who almost gave up
on his studies and himself,
but changed his mind after I
had intervened. He thanked
me for having confi dence in
him – for making him the class
leader despite his reputation.
More importantly, I had taught
him to read. I am glad to have
made a difference to him.
Short-sleeved shirt and khaki jacket - Celio

Vest and gold trim striped shirt - Promod, Metallic grey skirt - Raoul
1990s
MS MALATHI MUTHUVERAN
Head of Operations & Training,
Tanglin Police Division, Singapore Police Force,
Ministry of Home Affairs
Joined: July 1999
I JOINED THE PUBLIC
SERVICE because… My
parents are both police
offi cers and they have
instilled in me the interest
and passion for police
work. I also believe it’s a
career suitable for a peopleoriented
person like myself.
Then and now
When I graduated from
Training Command, my fi rst
post was as an investigation
offi cer at Ang Mo Kio Police
Division. Since then, I’ve been
an intelligence offi cer at the
Police Intelligence Department
at the Head Planning unit
at Bedok Police Division, a
staff offi cer at the Planning
& Organisation Department,
and the commanding
offi cer of the Kampong Java
Neighbourhood Police Centre
at “E” Division. I’m presently
head of Operations & Training
at Tanglin Police Division.
I think the Public Service
has improved over the years.
We are now more service
driven and have a common
goal of satisfying “customers”
– who are essentially
members of the public.
My fondest memories
The sense of camaraderie,
the close friendships and
the bonds that have been
built among fellow police
offi cers after having overcome
considerable challenges
together. I am also most
encouraged by the times
when offi cers made personal
sacrifi ces so as to meet
challenges as a team.

Cover PS Week Story
8
2000s
MR ADRIAN NG
Executive, Youth Outreach, Culture & Education Programme Division,
Singapore Youth Olympic Games Organising Committee,
Ministry of Community Development, Youth and Sports
Joined: October 2006
I JOINED THE PUBLIC
SERVICE because… I was
looking for a career that would
allow me to make a difference
in young people’s lives.
Then and now
I fi rst joined the Public Service
as a Youth Development
Offi cer at the Youth Division
of the Ministry of Community
Development, Youth and
Sports (MCYS). Having
been an active volunteer in
my church’s youth group,
it was fascinating to be
handling youth issues from
a very different perspective
– that of a policy-maker and
also on a national scale.
In 2007, several of us at
the Youth Division were
roped in to help out with
the conceptualisation for
Singapore’s Youth Olympic
Games (YOG) bid. When
Singapore was awarded the
right to host this inaugural
event, we were invited to join
the Singapore Youth Olympic
Games Organising Committee
(SYOGOC). My current role
at SYOGOC involves working
with various stakeholders
to create opportunities for
young people to participate
in the Singapore 2010 Youth
Olympic Games.
My fondest memory
On February 21, 2008, more
than 5,000 people gathered
at the Padang to fi nd out
if Singapore was awarded
the honour of hosting of the
fi rst-ever YOG. When the
result was announced that
we were chosen, the whole
crowd erupted into cheers.
Strangers were hugging one
another, people were cheering
and dancing, and celebrations
extended long into the night.
That was an unforgettable
night – I witnessed how
an event such as the YOG
can bring a whole nation
together. I’m looking forward
to more of such unforgettable
experiences as we move
closer to August 2010!
Long-sleeved shirt with black trim on collar, tie and grey chequered pants - Gant, Jacket - Celio
STYLING: ARTHUR.T HAIR AND MAKEUP: EMILY ENG PHOTO: WEI LIANG

GLOBALISATION AND THE RISE OF THE
GLOBAL VILLAGE HAVE BROUGHT
MANY OPPORTUNITIES. But with these
come greater competition as countries
are competing with the best in the world.
No longer can solutions be cobbled
together by a single agency. Issues have
become so complex, they overlap the
perimeters of several agencies.
This has given rise to a Whole-of-
Government (WOG) approach to handling
such cross-agency projects – a
“networked government” working
seamlessly to provide solutions from the
customer perspective.
In this issue of Challenge, we
showcase several projects that were
entered for this year’s Ministry of Trade
and Industry’s Borderless Award, which
celebrates innovation through
collaboration across agencies.
We capture the voices of public offi cers
who have brought these initiatives to
fruition, and get a view of what working
with a WOG approach is like.
Putting Whole-of-Government into practice. By Susan Tsang
WOGTHETALK
9
Feature

Feature
810
Volvo Ocean Race:
Singapore Inc in action
The Volvo Ocean Race, held every three
years, is the world’s most prestigious
international yacht race. The nine-month
event covers 39,000 nautical miles
around the world and features a fl eet of
world-class yachts manned by highly
skilled sailing teams. The course of the
2008-2009 race included Asia and the
Middle East.
The Singapore Tourism Board (STB),
the Sentosa Development Corporation,
the Singapore Sports Council and
private stakeholder ONE°15 Marina Club
worked closely to clinch the hosting rights
and stage the fi rst-ever Volvo Ocean
Race Stopover in South-east Asia,
making Singapore one of only 11 host
cities worldwide.
“Several government agencies – truly
Singapore Inc – pooled resources to
realise the event right from the onset,”
says Ms Lynette Pang, Director of
Entertainment, Sports and Arts, STB. She
also hails “the spirit of openness, risktaking
and collaboration” that went into
the effort.
Taking STB itself as an example, she
notes that, traditionally, STB approaches
an event purely from a tourism angle.
But in this case, the agency went beyond
its role as a sponsor to facilitate
discussions among the event organiser,
ONE°15 Marina Club and other
government agencies.
One of the yachts at the fi rst-ever Volvo
Ocean Race Stopover in South-east Asia.
The collaboration went beyond securing
the event for Singapore. “Although the
Singapore Stopover took place over 11
days, preparations went far beyond this,”
explains Ms Suzanne Ho, Deputy Director,
Communications, Sentosa Leisure Group.
She adds that the event came with
challenges that “only multi-agency
collaboration could overturn”.
For instance, the Maritime and Port
Authority of Singapore (MPA) worked on
clearing the Eastern Anchorage for the Inport
Race. Meanwhile, PSA made
provisions for the yachts to be hauled out
of the waters for repairs by dozens of
shore crew, who raced against time to get
the boats ready for the In-port Race as
well as the next leg to Qingdao.
“The government agencies were very
supportive, resolving issues quickly and
effi ciently, and also going the extra mile,”
says Ms Pang. “For instance, as the East
Coast waters are heavily used by
commercial ships, MPA initiated the
cleaning of the waters to ensure the
health and safety of the race teams.”
To maximise exposure for Singapore
with the staging of the race, STB also
shared with the project team its
knowledge and the lessons gleaned from
its Formula One (F1) experience.
The Volvo Ocean Race was expected to
reach a cumulative television audience of
2 billion worldwide. To ensure the best TV
coverage, STB arranged for the project
team to meet with contacts made from
F1, whose clearance had to be sought
when fi lming aerial photography (namely
the Ministry of Defence, the Civil Aviation
Authority of Singapore and the Singapore
Police Force), says Ms Pang.
Colleagues from the F1 Project team
also provided their inputs on the more
optimal angles to shoot from.
The speed with which everything came
together was quite remarkable. “The
agencies rose to the occasion together
and got down to understanding the
intricacies of the race quickly, in order to
facilitate all the unique requirements in a
span of 10 to 12 months,” says Ms Ho.

FusionFest 2008: Common
goals and a common vision
After three years of planning, one detail
threatened to derail the offi cial opening of
Fusionopolis, Singapore’s latest R&D
development at One-North: a delay in the
completion of the building.
This gave the Organising Committee
of FusionFest 2008 – the week-long
festival of outreach activities to mark
the Fusionopolis opening – very little
room to manouevre.
“We had planned some big,
sophisticated events, but had very little
time to walk the ground because the
building was not ready until three or four
months before the event,” recalls
Professor Lye Kin Mun, Deputy Executive
Director (Research) at A*STAR’s Institute
for Infocomm Research, and Chairman of
the Fusionopolis Opening Committee.
“We had to plan blind.”
Fortunately, buy-in from participating
stakeholders saw the team through this
and other potential roadblocks during the
entire process, from planning to execution.
“To get everyone to cooperate, I think
you need to establish common goals and
a common vision,” says Prof Lye. This
was achieved by focusing on the
“national” goal of attracting foreign
dignitaries and top-level industry partners
to Singapore for the event.
“Fusionopolis was envisioned to provide
an excellent platform for a Whole-of-
Government approach to transforming
Singapore’s economy and furthering
public-private sector collaboration,” notes
Sharon Tan, Manager of Communications
at the Media Development Authority.
“Thus, it was only natural for multiple
government agencies like A*STAR, JTC
Fusionopolis, Singapore’s latest R&D
Development, opens at One-North.
Corporation, Economic Development
Board and ourselves to come together
and work towards staging a successful
opening ceremony.”
Ms Tan also points out that operating
across agencies on the project “also
made fi nancial sense”, as adopting a costsharing
model helped bring down costs.
At any rate, the grand opening went
smoothly. There was holographic
technology that seamlessly combined
avatar musicians on a stage with real
performers, a robotic lion dancer that
could do hip hop moves, and even a
robotic butler who could serve drinks to
guests without bumping into them.
“In the end, it boiled down to great
teamwork, openness and trust,” says
Prof Lye. Downplaying his own role, he
adds: “The members of my planning
committee were really very dedicated. I
rarely interfered – we just divided up the
responsibilities.”

Feature
812
Clean energy: Creating a
Living Lab in Singapore
In 2007, the Clean Energy industry was
identifi ed as a key economic growth
sector in Singapore. To develop a vibrant
and comprehensive ecosystem in this
area, one key strategy of the inter-agency
Clean Energy Programme Offi ce was to
leverage on Singapore as a Living Lab.
This is so that companies can use it as a
test bed to develop new solutions before
exporting these solutions globally.
Towards this end, two schemes were
launched under a nationwide Clean Energy
test-bedding initiative – the $17 million
Clean Energy Research and Testbedding
Programme (CERT) to support the public
sector, and the $20 million Solar Capability
Scheme for the private sector.
For Mr Goh Chee Kiong, Director,
Cleantech, Economic Development Board
(EDB), the work involved engaging both
private and public sector agencies, and
persuading them to participate in the
Grid-tied solar power systems
being test-bedded by HDB.
initiative. “My team and I are like the
matchmakers,” he says, pairing potential
technology providers with government
agencies and private sector “receptacles”.
At the initial stages, the challenge was
to convince the various agencies to make
their premises available for test-bedding,
says Mr Goh. This was not an easy task,
as most agencies were not familiar with
clean energy technologies. And so, even
through they were primarily an economic
agency, Mr Goh’s team found itself
having to study various clean energy
technologies to the point where they
could explain the costs and benefi ts of
installing clean energy systems.
As part of the collaborative effort,
Singapore Polytechnic, the lead R&D
organisation for the CERT programme,
tapped its own experiences to provide
technical advice and consultancy services
to government agencies that were
implementing solar energy projects.
Singapore Polytechnic had installed its
fi rst solar energy system on campus in
1993, and a wind turbine was
subsequently added.
“We are expanding our clean energy
installations on campus with the creation
of a test-bedding facility, where the
performances of over 10 different types of
photovoltaic modules will be assessed
under local climatic conditions,” says Mr
Lim Peng Hun, Deputy Principal
(Technology & Industry), Singapore
Polytechnic. “This will help identify which
technologies work best in Singapore.”
Singapore Polytechnic provides services
such as choosing an ideal installation site,
drafting technical specifi cations and
helping to evaluate tenders.
Another agency that was involved in the
test-bedding initiative was Housing and
Development Board (HDB). “Where
energy is needed to power the common
services, we actively explore new
technologies and solutions to improve
energy effi ciency,” says Dr Johnny Wong
Liang Heng, Deputy Director
(Sustainability & Building Research),
Building Technology Department, HDB.
Grid-tied solar power systems were also
test-bedded in two demo precincts under
the CERT programme.
As a cross-agency effort, the solutions
derived had to meet the objectives of all
parties involved and address their
concerns, says Dr Wong. But the “we’re
all in it together” spirit proved to be a key
strength. “Most of the challenges were
overcome through good teamwork with all
parties involved in the project.”
The Energy Market Authority (EMA),
which regulates the electricity industry
through the establishment and
maintenance of market rules, codes of
conduct and performance standards,
facilitates those who are interested in
adopting solar photovoltaic systems. It
has launched a Handbook for Photovoltaic
Systems to outline the relevant licensing,
market and technical guidelines.
“We ensure that the regulatory
framework and technical requirements
are favourable for new and emerging
forms of energy technology, such as solar
photovoltaic systems, to be deployed and
connected to the grid,” explains Mr David
Tan, Deputy Chief Executive, Energy
Policy and Planning Division, EMA.

International Energy Week
The Energy Market Authority (EMA)
was certainly in the thick of the
action as the organiser of
Singapore’s inaugural International
Energy Week (IEW), which took
place on November 3-7, 2008. The
project involved 37 strategic
partners who organised or hosted
39 conferences, workshops, site
visits and networking opportunities.
These covered a range of energy
topics from conventional energy to
clean and renewable energy
(including nuclear energy) across
the value chain.
“It wasn’t easy working across
different agencies because each
had specifi c mandates and their
own objectives,” recalls Mr David
Tan, Deputy Chief Executive, Energy
Policy and Planning Division, EMA.
Sharing his experiences, Mr Koh
Kok Hong, Director, Special Duties
(Energy), Ministry of Foreign Affairs
(MFA), says: “Initially, we had to
manage the different expectations
from the various stakeholders.
There were also concerns about
how we can make IEW relevant for
the industry, think tanks, and the
wider public.”
The key, Mr Tan found, was to
“come together around the table,
discuss the issues with forthcoming
views and an open mind, and sort
them out with outcomes that were
aligned with the overall objectives.”
Mr Koh agrees: “Once we were
clear about the objectives and
deliverables for IEW, it was pretty
smooth-fl owing.”
The team also leveraged on the
experience of other agencies. EMA
consulted PUB, the main organiser
for the Singapore International
Water Week. PUB readily shared
their experience of organising the
international event and EMA was
invited to attend some events.
Another agency that was involved
in the IEW effort was the Ministry of
Information, Communication and the
Arts (MICA), who, together with
MFA, played a role in publicising the
event. “One big challenge of interagency
collaboration was how to
effectively coordinate the
communications messages and
publicity initiatives of various
participating agencies to achieve
greater impact,” says Ms Grace
Cheung, Information Offi cer, MICA.
But she was glad for the chance to
help in public communications and
marketing for the event.
“IEW was a great opportunity for
my team to collaborate with EMA to
profi le Singapore to the international
audience,” she says.
Plans are underway for Singapore
International Energy Week 2009
(SIEW 2009) to be held on
November 17-20, 2009, right after
Singapore’s hosting of the 2009
APEC Economic Leaders’ Meeting.
EMA is collaborating with a range of
partners, both existing and new, to
build on the momentum of the
inaugural event and to develop
SIEW into a premier brand.

I Say
814
Challenge polls public offi cers for their
views on a better Public Service.
MYTHREEWISHES....

ToHaveSOUL
The Singapore Public Service is known around the world for its integrity and
impartiality, and has won acclamation for its effi ciency and effectiveness. Beyond its
fi rst-class reputation, I wish for a Public Service that has Spirit, is Outward looking, and
Understands and Listens to the people it serves with compassion and genuineness – a
generation of leaders and civil servants with SOUL.
Spirit: The English word “spirit” comes from the Latin word spiritus, meaning “soul,
courage, vigour”. The Public Service of my dream would have the courage and vigour
to spearhead and carry out bold measures that transform the well-being of the nation.
Its leadership sets bold goals, measures progress and removes barriers to achieving
these goals. It nurtures a culture that encourages people from diverse backgrounds and
social classes to explore ideas and options, and to learn from their mistakes.
Outward-looking: I envisage a generation of civil servants who, instead of being
complacent, are constantly scanning the horizon for opportunities and keeping track of
global changes that may have implications for our tiny country.
Understands and Listens: I would like to see a compassionate Public Service that is
very much in touch with the ground, is humble and not afraid to acknowledge its
mistakes. It would be an organisation where strength and humility of character are just
as important as academic merit and performance. I dream of a generation of public
offi cers who roll up their sleeves to engage people from all walks of life in the planning,
decision making and execution of national policies and initiatives.
Dr Koh Yang Huang
Health Promotion Board
DR KOH YANG HUANG WINS A 2D,1N WEEKEND STAY AT SILOSO BEACH RESORT, SENTOSA.
ALL OTHER PUBLISHED ARTICLES WIN SHOPPING VOUCHERS WORTH $50 EACH.
ToPut“NoWrongDoor”IntoPractice
I have been working as an HDB customer
service offi cer for eight years. My top
three wishes are:
1. Greater emphasis on “No Wrong Door”
policy
In the eyes of the general public, we are all
“government people”. Any feedback or
suggestions that are under the jurisdiction
of another agency should be quickly
forwarded for them for immediate action.
This will make Singaporeans’ lives easier,
and things will also be done faster.
2. Training opportunities
This is important as it will provide
individuals the culture of continuous
learning, thereby improving their skills.
This translates into enhanced service to
members of the public and an increase in
the lifelong employability of the individual.
3. Greater transparency
With greater transparency, staff members
are able to voice their feedback, opinions
and suggestions freely to higher
management. This is important, as any
staff feedback may facilitate changes that
will improve the lives of Singaporeans and
add to the competitiveness of the
economy. The Singapore Public Service
needs to remain relevant and responsive,
and to have the courage and initiative to
“make a change to do things better”.
Jennifer Teo Sue Pei
Housing and Development Board
ToRememberThePower
OfTheHumanTouch
My fi rst wish for a better Public Service
would be for all staff to remember the
power of the human touch while
maintaining service standards. Let’s not
forget about this basic gift while we go by
the book.
My second wish for a better Public
Service would be for all of us to attend
training wholeheartedly – not for the
purpose of fulfi lling training hours, but for
knowledge sharing within our generation
and the next.
My fi nal wish would be for all staff to be
proud of being part of the community,
because it is the collective contributions
from each of them that make Singapore a
fi rst-class Public Service.
Bai Huilan
Civil Aviation Authority of Singapore

I Say
816
ToAdoptAHolistic
Perspective
My three wishes for a better Public
Service are:
1) Angst-free IT systems
That secure and robust IT systems would
be developed by intelligent and wise
systems analysts who meet our needs
with effi cient use of resources and
technology. That procurement or approval
committees realise that “cheapest” may
not necessarily be the best, but that we
should choose the best provider who
meets our needs.
2) Fuss-free online Government
engagement with public
That secure and robust Government web
portals/blogsites can be set up by public
agencies to engage the public or our
customers, without having to engage
external web-hosting or web-development
companies. That content can easily and
cheaply be disseminated to internal or
external customers, without having to
submit time-wasting Service Requests
that cost agencies and departments time,
effort and money.
3) A holistic perspective towards serving
Singapore
That agencies would adopt a Whole-of-
Government perspective towards their
intellectual assets, data resources and
technologies, and wholeheartedly
embrace knowledge-sharing across the
entire Public Service. That small and big
ideas alike would be shared with the
whole Public Service when they’re proven
workable, so that agencies with similar
problems would realise that someone out
there has already thought of their problem
and solved it for them.
Joan Lee Siok Tin
Singapore Land Authority
ToCreateMoreOpportunities
ForPeopleDevelopment
I have been in the Public Service for nearly
13 years, and March 5, 2009 marks my 10th
year in the Prison Service. I have seen the
transformation of the Prison Service from an
institution that was spread throughout the
ulu parts of Singapore into the high-tech
maximum security Changi Prison Complex.
Policy and methods have changed, from
ensuring no communication between
inmates and staff to the current Housing
Unit Management System (HUMAN), where
we are encouraged to talk to our “clients” –
the inmates – so that we will know them
better for a seamless incarceration.
I have three wishes to help offi cers
respond better to this transformation and
further develop their careers in the Public
Service. I would like to see:
1) A more transparent appraisal system to
tell us of our Current Estimated Potential
(CEP) in the line that we are in. This will
help the staff develop their potential, if they
want to expand their capabilities in the
Public Service, or help them make informed
decisions about their career paths.
2) An easier transition of job scope within
the same ministry, as a process of staff
development rather than a manpower
exchange. For example, a police offi cer
should be able to switch his or her career
to that of a prison offi cer to expand his or
her capability in the Public Service. This
will help to develop more well-rounded
civil servants who will better understand
the overall mission of their ministry.
3) Last but not least, let me talk about
sponsored courses or other opportunities
for the upgrading of staff in the Public
Service. For example, staff who want to
attain higher levels of education, such as a
diploma or a bachelor’s or master’s degree,
can have easier access to such
opportunities. This will enhance the skills
and professional development of the
Public Service.
Mohd Adhha Jimari
Singapore Prison Service

ToDisplayGreaterSensitivity
My three wishes for a better Public
Service are:
1) That we display sensitivity towards the
wider organisation’s objectives, and to the
concerns of our key customers – the public.
Many of us specialise in a specifi c role
within our ministries and agencies, be it in
policy, enforcement, audit or dissemination.
As a result, in carrying out our day-to-day
jobs, we are sometimes blinded to the
needs of other key stakeholders. We
should always remain aware and sensitive
of the broader context in which we operate,
and bear this in mind when formulating our
decisions and actions.
2) That we cooperate across ministries and
agencies. There are many statutory boards
in this country, each taking care of a
specifi c area. Hence, it is inevitable that
we’d have to work together to solve the
many issues that confront the Public
Service from time to time. We should
transcend our individual job scopes and
embrace the concept of One Government,
and always bear in mind that whatever the
outcome, it should be one that is in the
interests of our key customers.
3) That the Public Service continues to be
nimble and responsive in dealing with
present and future concerns and diffi culties.
The Public Service can operate very
differently from the private sector, with the
need for accountability in our actions and
decisions requiring a certain degree of
checks and balances. Yet, even with this
constraint, we must strive to be quick and
effective in responding to an ever-changing
environment, and in meeting the high
expectations of the public.
Ko Zhihong
SPRING Singapore
THE
LETTER OF THE
MONTH WILL WIN
A A GOODWOOD
PARK HOTEL DINING
VOUCHER WORTH $100.
ALL OTHER PUBLISHED
LETTERS WILL WIN
SHOPPING
VOUCHERS WORTH
$30 EACH.
ToTrulyEncourage
Upgrading
My three wishes for a better Public
Service are:
1) That we can truly become a “paperless”
Civil Service. For example, documents
submitted through electronic platforms like
Pac@Gov, Training Adminstration System
On Intranet (TRAISI) and PRAISE no longer
need to be printed out and fi led in hard copy.
Approvals for payments and such, obtained
through offi cial e-mails, should not have to
be printed and attached to forms for fi ling.
2) That civil servants can be more
conscious of the benefi ts of energy and
water conservation. More can be done to
educate offi cers on how to help save
electricity and water for their organisations.
For example, turning off electrical
equipment at the mains when they are not
in use, as well as lights when we leave
offi ces, meeting rooms and pantries,
especially for the weekends. Every drop
makes an ocean, and every little bit saved
would help the ministry keep operating
costs down in the long run.
3) That the Civil Service would be more
willing to fi rst look inwards to their existing
offi cers – who have gone for upgrading
courses and obtained certifi cates of higher
learning – to fi ll leadership or supervisory
posts, before advertising for fresh
graduates to come in and take up these
positions. This would certainly be a greater
“pull” factor in encouraging offi cers to go
for upgrading, knowing that it would help
them move up the ladder.
Ms Fiona Tan Su-Queen
Ministry of Education
ToAchieveWorld-
ClassServiceStandards
My three wishes for a better Public
Service would be:
1) To improve service quality so that we
can attain world-class service standards,
which will put us in a stronger position to
take on future challenges.
2) To encourage all public offi cers to
cultivate a passion in their daily work,
and to create an awareness that Public
Service is not just a job but an
honourable duty to serve the citizens of
Singapore. This will help create a strong
identity and a sense of commitment
among all public offi cers.
3) Being in the Public Service, we must
always be cautious and aware of the
impact that we have on the environment
around us. We can create an eco-friendly
environment, and practice the 3Rs (reuse,
renew and recycle) daily throughout
the Public Service. By doing this, we
can reduce our spending, cut down on
waste and, at the same time, do our part
for the environment.
Gary Lim Wei Lun
Singapore Customs
HAVE YOUR SAY...
Take part in any of the offi cial activities organised for Public
Service Week 2009, and tell us about your most memorable
moments or interesting lessons learnt and why!
E-mail “I Say” at psd_challenge@psd.gov.sg. Please limit your
comments to 300 words and include your name, e-mail, agency and
telephone numbers. All entries should reach us by May 25, 2009.
You can also discuss this at forum.challenge.gov.sg.

Feature
818
SINGAPORE IS A GLOBAL AND
REGIONAL HUB FOR MANY THINGS.
Since its founding, it has been an
important trading and maritime hub
between East and West. It is also a
leading manufacturing location, the
world’s third-largest oil refi ning centre, and
a sizable petrochemical hub. It is a major
connector in international aviation, and a
key node in the global fi nancial system.
But history has shown that hubs come
and go. How, then, can Singapore sustain
its hub status and avoid being relegated
to a footnote in history?
“Long-term urban success does not
depend on perpetual, uninterrupted
growth, but on successfully responding to
challenges,” says Mr Peter Ho, Head of
the Civil Service in Singapore.
“World•Singapore is our growth formula
for the future – a strategic public service
initiative of great signifi cance for
Singapore’s future. We have to boost
Singapore’s connections with global and
regional networks. Not just in the
traditional domains of maritime, air and
telecommunications, but also in other
domains as well, such as in our efforts to
develop Singapore as a medical hub, an
R&D hub, an intellectual hub, and even a
cultural and entertainment hub.”
Unveiled at the opening of Economic
Development Board’s International
Advisory Council Meeting in 2007,
World•Singapore represents Singapore’s
new growth strategy and an organising
idea for the Civil Service.
While it is still early days, the strategy
has made progress in the positioning of
Singapore as a hub for human resource
(HR) developments in Asia, for premier
inter-governmental organisations (IGOs)
and international non-governmental
organisations (INGOs), and for security
and civil defence expertise.
A hub for talent and ideas
Singapore’s vision to become a hub for
individuals and organisations engaged in
the generation, exchange, development
and commercialisation of ideas has led to
initiatives such as the setting up of the
Challenge examines efforts to enhance Singapore’s position as a leading regional
and global hub in services, knowledge and ideas. By Anna Yap
WORLD•SINGAPORE:
HUBCREATION

Singapore Welcome Centre (SWC) under
Contact Singapore. The SWC aims to
attract “queen bee” individuals to
Singapore’s shores.
“SWC’s target group is the segment of
top global talent who are economic value
creators,” says Ms Ng Siew Kiang,
Executive Director, Contact Singapore.
“These are individuals who can create
economic activities and jobs in Singapore
by leveraging on their skills, experience,
wealth and infl uence.”
According to Ms Ng, such individuals
are established business leaders,
entrepreneurs or skilled talent, and would
bring with them business activities and
investments that generate economic
wealth and good jobs for Singapore.
The SWC aims to provide a one-stop
“concierge service” to such individuals.
“These services include facilitating the
business interests of these individuals in
Singapore, as well as their personal
interests,” says Ms Ng.
Another initiative that enhances
Singapore’s position as an HR hub is the
establishment of premier conferences,
including signature
events such as the
Singapore Human
Capital Summit. The
2008 Summit drew
some 760 C-suite
participants from
over 20 countries to
discuss issues in
human capital
Ms Ng Siew Kiang
development that is
signifi cant to Asia.
“We can build on this successful
Summit to develop it as a world-class
event – one that business leaders can
look forward to each year for the best in
Asian human capital management,” says
Ms Low Peck Kem, Project Director,
National HR Capability, Ministry of
Manpower (MOM).
The introduction of the HR
Workforce Skills Qualifi cations
(WSQ) system – to improve
the skills and competencies of
HR professionals in Singapore –
is yet another approach in
efforts to maintain Singapore’s
competitive edge in talent
Ms Low Peck Kem
management and
workforce
development.
This
comprehensive
national system
facilitates entry into
the HR profession
and provides a clear
route of
advancement for HR
practitioners in terms of the skills and
competencies they need to further their
careers, with the option of specialising in
recruitment, compensation and benefi ts,
or talent management.
Employers can rely on this national
certifi cation system to recruit and
recognise HR professionals.
“Continuous upgrading is key to
maintaining skills
currency and
retaining
competitiveness,”
says Ms Lynn Ng,
Director, Community
and Professional
Services Division,
Singapore Workforce
Development
Ms Lynn Ng
Agency (WDA).
“Companies need competent HR
professionals who can apply human
capital practices that are not only relevant
across the Asian market, but also aligned
with their strategic goals.”

Feature
820
Where international
organisations aggregate
A vibrant International Organisation (IO)
sector is also necessary to create global
mind-share and project a country’s
infl uence around the world.
“Leading IOs bring with them people,
knowledge and expertise – all of which
add to the intellectual vibrancy in
Singapore, increase our brand equity, and
strengthen our role as a marketplace for
ideas and talent in Asia,” says Ms Chen
Jia’en, a Policy Executive at the Ministry
of the Environment and Water Resources
and a member of the World•Singapore
team on attracting premier IOs to
Singapore. “Having their offi ces located
here will also add to the diversity of
careers for Singaporeans.”
In addition, a thriving IO sector
generates economic spin-offs through
business spending, events and
conferences. There are currently over 70
IOs in Singapore providing over 600 jobs,
including leading IOs like the World Wide
Fund for Nature and the International Air
Transport Association.
To facilitate a more concerted effort in
attracting premier IOs to Singapore and
growing the IO sector, the IO Programme
Offi ce has been set up under EDB as the
single contact point for IOs considering the
option of opening an offi ce in Singapore,
and for those already in Singapore.
Plans are afoot to greatly increase the
number of IOs here to 150 by 2015,
thereby creating 2,500 jobs and adding
about $650 million to the economy.
“We are particularly keen on working
closely with other government agencies
to identify IOs that are important to their
sectors,” says Mr Jonathan Kua, Director,
New Businesses, EDB. “This ensures
that the IOs based here will enhance the
work that our agencies do – for example,
the setting of technical standards,
environmental protection, encouraging
philanthropy, etc. Besides attracting
foreign IOs, it will also be important to
develop Singaporean-grown IOs in our
areas of strength, such as in water and
sanitation, and in education.”
One of the IO Programme Offi ce’s new
initiatives is the provision of offi ce space
at the Tanglin International Centre,
situated at Kay Siang Road. The Centre
will be ready in the latter half of 2009, and
will provide a conducive platform for IOs
to interact, share ideas and foster
collaborations among one another.
A hub for security and civil
defence expertise
World•Singapore provides a channel for
many public agencies to take the link
between their work and the broader
national strategy to a different level. An
example of this can be seen in the efforts
by the Ministry of Home Affairs (MHA) to
grow Singapore’s reputation and
international stature as a hub of safety
and security expertise.
“The Home Team departments have
always had a good reputation of
professionalism and are well-respected by
their foreign counterparts,” says Mr
Jackson Lim, Senior Director of Strategic
Planning and Development at MHA.
“What the World•Singapore strategy
has done is to expand this perspective by

adding a potential ‘business’ dimension –
whereby MHA serves as a professional
training provider.”
Various schools under the Home Team
Academy (HTA) already have courses that
are open to international participants.
Over the past few years, MHA has also
been providing training and consultancy
services to the Qatari Ministry of Interior.
This has led other Middle Eastern
countries to request for training and
consultancy services, too.
“There have been some spin-offs for
our local security industry as well,” says
Mr Lim. “Our partners have been able to
secure contracts not only with
government bodies, but also with private
sector partners overseas. This bodes
well for the growth of our domestic
security industry and our reputation as
an expert hub.”
This reputation sometimes translates
into speaker and trainer requests from
international organisations. For instance,
in 2008, the Singapore Police Force (SPF)
worked with Interpol to provide speakers
and trainers for their Cybercrime
Investigation Workshop.
Extending Singapore’s reach as a hub
also means a lot of pro-active marketing.
To that end, MHA participated in the
Milipol Qatar Exhibition.
The three-day event was the biggest
international
exhibition in the
Middle East
dedicated to internal
security. MHA
adopted a Singapore
Pavilion approach
and led the
Singapore Home
Mr Jackson Lim
Team booth. By
many counts, this
exhibition was a
successful effort, and MHA plans to
participate in a couple more in the
upcoming years.
Perhaps the best advertisement to the
credibility of Singapore’s expertise in the
security arena is October 2008’s election
of Singapore’s Chief of Police (CP) as
President of Interpol.
“This really underlines the international
recognition of Singapore’s competency
and enhances our global branding,”
says Mr Lim.
Threats and opportunities
Indeed, the current global fi nancial and
economic crises offer opportunities for
Singapore to reinforce its hub status. For
example, the premium on trust has
increased. The fi nancial crisis and China’s
milk contamination are only two of the
more recent examples, which clearly
demonstrate the defi cit of trust in the world
today. Singapore’s status as a trusted
reference is now more valuable than before.
“Through World•Singapore, we should
strive to fi nd more ways to build on our
advantages as a hub, and secure
Singapore’s position as a central node in
the new networks that may emerge,”
says Mr Ho. “That we operate in a much
larger strategic, political and economic
space reminds us that it is going to be a
constant struggle to maintain our position
and to stay ahead… we must re-invent
and reposition ourselves, and stay ahead
of the competition.”

Feedback
822
Tolerate alternative
viewpoints
Who: Mr Philip Chan is a student from
Hwa Chong Institution (class of 2008). He
is currently waiting to be enlisted for fulltime
National Service.
Interactions with the Public Service
My initial correspondence with the Public
Service was in the form of a letter to the
Cut Waste Panel. I was heartened by the
response (within the stated time period
the Panel had set), and by the fact that
various parts of my proposal on lighting
fi xtures were forwarded to the relevant
agencies: National Environment Agency
(NEA), National Parks Board (NParks),
Housing and Development Board (HDB)
and URA. Subsequent correspondence
with the NEA and NParks greatly
surprised me – the relevant personnel, in
phone conversations, explained their
positions and wanted to understand the
perspectives from the public’s point of
view. That was my fi rst instance of direct
interaction with the Public Service and it
was a positive experience, despite having
heard many comments that the Public
Service was like a “black box”.
What is the Singapore Public Service good at? How can it be improved?
Challenge garners some feedback from the public. By Ye Dejing
In what ways do you think the Public
Service is ahead of its time?
The emphasis on service excellence.
There are also various channels for
feedback for engagement with the public.
In what ways do you think it can
be improved?
The Public Service can be more
accessible to members of the public
(for instance, in correspondence and
decision-making). I believe the most
crucial aim in the next 10 years would
be to dispel the myth of the “wall”
between the public and the Government,
perhaps by focusing on a less top-down
external communications approach.
Where would you like to see the
Public Service 10 years from now?
A Public Service that actively listens
to the opinions of Singaporeans,
builds the cause for Singapore, and
is respected by Singaporeans and
people of other countries alike.
Ten years from now, there could also
be increased tolerance for alternative
viewpoints and maverick intellectual
opinions. Tolerance for such opinions are
two-fold – for opinions held within the
Public Service, and for opinions held by
members of the public. It is necessary to
develop more ways to accurately evaluate
the merits of such justifi ed opinions.
SUGGESTIONBOX

Understand commercial
realities
Who: Mr Willin Low is a lawyer turned
chef and restaurateur. He runs the Wild
Rocket, which serves modern
Singaporean cuisine; Relish, which
specialises in good quality burgers, beers
and weekend brunches; and Wild Oats
Bar, a chill-out cocktail and wine bar at
Mount Emily Hill.
Interactions with the Public Service
Due to our business, we have to interact
with many agencies, such as Ministry of
Manpower (MOM) for the employment of
foreigners, Central Provident Fund (CPF)
Board for CPF payments, National
Environment Agency (NEA) for licenses,
Singapore Police Force (SPF) for licenses
as well, Urban Redevelopment Authority
(URA) for Change of Use approval, and
SPRING Singapore for government grants.
In what ways do you think the Public
Service is ahead of its time?
Online applications! A lot of things can
be accessed and found online, which is
very good.
In what ways do you think it can
be improved?
Firstly, I hope that different agencies can
coordinate in such a way that businesses
will not need to run to different places just
to get one task done.
Secondly, it would be great if Public
Service agencies, which deal with private
sector businesses, are able to do stints
within the private sector so as to
understand the constraints and
commercial realities private sector
businesses face. This is especially so for
small businesses or sole operators who
do not have a department that handles
public service applications. For example, if
we have to spend long hours dealing with
business operations, we would have to
shut the business down (read: loss of
revenue) just to get certain things done.
Where would you like to see the
Public Service 10 years from now?
I hope the Public Service will be really
what it is meant to be – a service to the
public. When you call a bank or a mobile
phone company, the service operator
almost always is able to deal with your
problem or concern, and will always get
back to you within the time frame
promised. I hope the Public Service will
be on par with the services provided by
commercially run businesses.

Feedback
824
Support local
sports talent
Who: Mr Sallehuddin Bin Salleh is the
coach of Nitra United Football Club, a
community project supported by parents.
Its aim is to provide a fun, enriching and
educational environment for youths to
develop their potential and interest in the
game. At the same time, it also seeks to
promote social bonding among different
races in a natural environment.
Interactions with the Public Service
My main interaction with the Public
Service is with the Pasir Ris East
Community Centre Malay Activities
Executive Committee (MAEC), which
helps to promote grassroots activities. I
approached them to help support my
soccer club, Nitra United Football Club.
I felt that they might be able to provide
relevant support and opportunities
for training, learning and development
for youths in the community.
In what ways do you think the Public
Service is ahead of its time?
It is still not ahead of its time when
it comes to sporting events. Most
regional countries have produced
multiple dedicated and world-class
champions, which is something
we should aspire to have.
In what ways do you think it can
be improved?
The club believes that joint participation
from both public and private sector
agencies and personnel will be mutually
benefi cial, through the sharing of best
practices and knowledge, and by
building a network of relationships.
Where would you like to see the
Public Service 10 years from now?
Public Service should run like a global
organisation. The relevant ministries
need to start taking the lead in the
non-profi t sector by reviewing laws that
prevent funds raised locally from being
used in other countries, and foster a
new mindset that supports healthy and
sporty Singaporeans who can, and will,
take the lead in achieving and working
towards becoming “world champions”
without relying on foreign imports.

Promote greater synergy
among agencies
Who: Mdm Low Mui Lang is the Executive
Director of The Salvation Army
Peacehaven Nursing Home. She has been
with Peacehaven since 2001. The Home
provides compassionate, individualised,
holistic care for the elderly and younger
people who have a physical or mental
disability. Its residents come from all
walks of life, from many religions and
traditions, and have varying degrees of
mental or physical disability.
Interactions with the Public Service
The public sector agencies that I have
had most contact with are Ministry of
Health (MOH), Ministry of Community
Development, Youth and Sports (MCYS)
and National Council of Social Services
(NCSS). I have found them to be very
passionate about serving the community
in the best ways possible. Those that
I communicate and interact with are
all very diligent, considerate and kind.
What also impresses me very much
is their excellent listening ability. They
are very attentive to the sensitivity of
information, and are able to comprehend
information given to them even when
they are new to a fi eld of work.
In what ways do you think the Public
Service is ahead of its time?
Diagnosing problems and making
preparations in advance to meet
future challenges regarding the ageing
population, mental health, youth at
risk and gambling. Their diplomacy
and professionalism – the ability to
refrain from making unnecessary or
uncalled-for comments about other
departments or ministries and agencies.
In what ways do you think it can
be improved?
Having greater synergy by working
together on any programme or matter,
especially among ministries and agencies.
Where would you like to see the
Public Service 10 years from now?
Better communication between
departments in each ministry and
agency. And more collaboration with
other ministries and agencies so that
goals can be attained at a faster pace
in order to stay relevant, and to build a
stronger and more resilient society.

PHOTO: D6 STUDIO
Feedback
826
How do public sector leaders from other countries view Singapore?
Cha lenge talks to three delegates at this year’s Leaders in Governance
Programme to fi nd out. By Anna Yap
INSIGHTSFROM
THEOUTSIDE
Quick action
“The Civil Service here is unique, you
have KPIs (key performance indicators) to
show that you are delivering and meeting
targets. I’m also impressed with the
long-term planning of the Land Transport
Authority (LTA) and the Urban
Redevelopment Authority (URA).
Although you are very advanced,
you’re still striving to improve.”
“What struck me also is the
Government’s quick action to address
the economic crisis. For example, you
have the Jobs Credit scheme, which
subsidises employers’ wage bills; the
Skills Programme for Upgrading and
Resilience (SPUR) to help companies
retrain workers and save jobs; and also
the Special Risk-sharing Initiative to help
businesses obtain loans in this current
crisis. This is all very amazing to me.
“I also think that it is a great
achievement to have instilled innovation
in the Singapore Civil Service mindset.
I also like the way public offi cers are
rotated within various ministries. This
makes the Civil Service alive and active,
with the constant mixing of new blood!”
Mr Sabir Said Rashid Al-Harbi, Director
General of Economic Statistics, Ministry
of National Economy, Sultanate of Oman.

Depth of planning
“I’m most impressed with how the
Singapore Government has reached
out to its citizens and businesses, so
that everyone appreciates the depth
of planning that has gone into policymaking.
Having visited the LTA’s and
URA’s public galleries, I have found them
very informative, yet fun, interactive and
hands-on and a good example of how the
Government communicates to the public.”
Datuk Dr Rebecca Fatima Sta Maria,
Deputy Secretary General (Trade),
Ministry of International Trade and
Industry, Malaysia
Cooperation and
coordination
“I am most impressed by the levels of
cooperation across ministries in Singapore,
as well as by the degree of coordination
between the Public Service and the
political leadership. What’s fascinating
also is how Singapore has improved
productivity within the Public Service in
its drive to serve the people better, and
how it is continually revisiting processes
to become more customer focused.
“I’m also impressed with the low
level of unemployment. I believe we
have much to learn about how to
stimulate the economy as well as how
to deal with the current economic crisis.
Botswana is export-dependent too, and
the crisis affects us greatly as well.
“What interests me also is the high
level of home ownership in Singapore.
If you have no home, your dignity and
that of your family is affected. So that’s
really important. Singapore’s government
takes care of food, health, education
and housing – these are all basic human
needs. Civil servants are rarely given a pat
on the back, but in the case of Singapore,
a pat on the back is richly deserved.”
Mr Solomon M. Sekwakwa, Permanent
Secretary, Ministry of Finance and
Development Planning, Botswana.
Leaders in Governance
Programme
Designed for international public
sector leaders, the Leaders in
Governance Programme (LGP) run
by the Civil Service College (CSC)
is a practitioner-based programme
on Singapore’s governance
experience. The LGP offers
insights into how good governance
and robust public policies
contribute to the sustainable
development of a country. Through
the sharing of Singapore’s
development experience,
participants gain a deeper
understanding of its
public governance
approach. Now in its
second year, the
programme has drawn
many participants from
all over the world to
come together to
share and learn.

Opinion 28
Ravi Veloo is an
award-winning
journalist who
has worked on
television, radio
and newspapers in Singapore
and Australia. He was on the
Boston University Journalism
Faculty as a visiting Fulbright
scholar and has won numerous
awards including the Press
Foundation of Asia’s Journalist
of the Year. He is currently
Managing Director of The
Media Campus, which conducts
media skills workshops for
spokespersons and
journalism workshops
for news organisations.
He can be reached at
ravi@themediacampus.com
UP TO NOW, SINGAPOREANS HAVE
BEEN EXPERIENCING WHOLE-OF-
GOVERNMENT IN THREE WAYS.
One is when we write a letter to
the press. Unlike most countries
on the planet, the government here
actually responds to published
feedback, especially criticism. And it
responds in one voice, having sorted
out the jurisdiction internally if the
issue involves multiple agencies.
Another is the Meet the People’s
Session. You talk to one Member of
Parliament and that should be enough for
your issue to be jockeyed to a resolution.
The third way is the one some
are abusing: The police emergency
number. It’s meant to be a Whole-of-
Government response to any security
issue, yet people call it for anything
from lost pets to their pet issues.
But now we have a more ambitious
target, the Whole-of-Government
initiative. What does it mean,
really, for the man-in-the-street?
It seems in different countries,
it means different things.
In Singapore, the focus is about
creating a more responsive government
machinery as the Public Service
Division says in its website:
“To the public, the Government is
one whole… So while each agency
is accountable for its very defi ned
and focused role, cross-agency
issues are addressed as a networked
government to provide solutions
from the customer perspective.”
Is that just about removing red tape?
The case studies featured in this issue
of Challenge showcase more than that.
Take the efforts by different agencies
on the Volvo Ocean Race, which for the
fi rst time came to Singapore this year.
They went beyond just removing red tape.
Especially the effort by the Maritime and
Port Authority of Singapore to clear the
Eastern Anchorage for the In-port Race.
There was an impressive sense of
mission there to make Singapore look
good on its fi rst outing on one of the
most prestigious international platforms
in the world. In some Western countries,
Whole-of-Government efforts include
producing a type of budget that makes
it easier for the public to digest and
discuss in the interests of democracy.
New Zealand put in a law 20 years
ago called the Public Finance Act
1989, which demands a “Whole-of-
Government account”, a unifi ed budget
for all the government departments.
Britain produced its fi rst “Whole-of-
Government accounts” a few years ago.
So you can say that “Wholeof-Government”
is basically a
conceptual tool, which doesn’t
OneGovernment,OneBill
carry only one single meaning.
That means it would help manage
expectations here if someone
were to draw a clear outline of
what’s in and what’s out.
Would it mean, for example, that the
Government would even be willing to
restructure certain agencies to achieve
effi ciencies? Or that it would be willing
to open that to public debate?
Just imagine how much we could
save on printing and postage to
hundreds of thousands of households
– not to mention carbon emissions,
and what have you – if, for example,
the television licensing authority was
redefi ned as a utility provider and
moved to the Public Utilities Board
and its next bill incorporated into the
power bill as just a couple of lines.
That’s just one thought. Four
million Singaporeans may have
many more on the subject. Who
do we talk to about this?

Cha lenge talks to three public offi cers who make
time to make a difference. By James Gerard Foo
HeartwareZone
PHOTO: WONG WEILIANG
29 Communications
Volunteerism
Empowering youths
to speak up
Mr Christopher Gordon describes his
volunteer work with youth as a case
of “indulging in his passion”. The
Country Offi cer with the Ministry of
Foreign Affairs helps out at the Telok
Ayer-Hong Lim Green Community
Club’s Youth Executive Committee
(YEC), where he organises youth
activities such as dialogue sessions
and forums. “I have this affi nity
for the youth. I think it is important
that we engage them,” he says.
Mr Gordon’s interest in working with
youths started during his undergraduate
days in Cambridge University, where
he organised dialogue sessions to give
students a platform to air their views and
stay in touch with issues back home.
But it was not easy trying to engage the
students in the initial stages, he recalls.
A grand total of four people attended
the Temasek Society’s fi rst offi cial
dialogue session – including the
three co-founders. But attendance
soon grew as people began to see
value in what the group was doing.
Returning to Singapore, the interest
in youth engagement remained but
no avenue presented itself until a
friend approached Mr Gordon to join
the YEC. This time round, though,
the scale, was different. Working
with the People’s Association and its
wide network made it easier to attract
people to the dialogues, and the YEC
was able to reach out to 150-200
people for its dialogue sessions.
For Mr Gordon, however, the unifying
thread was that through these dialogues,
the youths could come together to
discuss issues that matter to them and
feel empowered to air their views.
And it works both ways. “For me,
personally, the sense of empowerment
comes from organising such events, and
the fact that I can make a difference to
the society in which we live,” he says.
“I HAVE THIS AFFINITY FOR
THE YOUTH. I THINK IT IS
IMPORTANT THAT WE
ENGAGE THEM.”
Christopher Gordon

PHOTO: D6 STUDIO
Communications Volunteerism 30
Breaking through walls
Ms Goi Ming Ying, an IT Consultant with
the Public Service Division, admits to not
having had “the best of luck” healthwise.
She suffers from a neurological
disorder, but the feisty lady is quick to
point out: “There are so many people
out there who are far worse than I. If
they haven’t given up, how can I?”
This positive outlook has led Ms Goi
to focus beyond her personal limitations
to reach out to those in greater need.
She is an Enable-A-Family (EAF)
volunteer with the Ministry of
Community Development, Youth and
Sports, where she provides a
comforting voice to abused children and
their families. She also helps out with
the Epilepsy Care Group, which takes
care of persons with epilepsy and their
caregivers. Rounding off her hat-trick of
community service commitments is her
work with the Chinese Development
Assistance Council (CDAC), where she
works with school dropouts,
encouraging them to either go back to
school or learn a new skill.
She attributes her inclination for
volunteerism to her own tough
upbringing as well. “Although my
parents struggled to make ends meet
when I was young, they always taught
me that life is not just about myself but
also how I can help those who are
worse off than I.”
Which is why she takes the ups and
downs of volunteer work in her stride.
“Sometimes parents tell me I don’t
understand their problems because I’m
single. Sometimes, you feel like you are
talking up a wall. But you must not give
up. If they sense your sincerity, they will
slowly open up to you and accept you.”
“Nothing beats the ‘high’ you feel
when someone’s life changes with a bit
of effort from you,” she adds. She
remembers an 11-year-old boy who stole
to get attention. It took her months to
win his trust. Eventually, he confi ded
that he felt insecure about secondary
school life because none of his family
had gone beyond primary level. By
showing that she cared, the boy’s
conduct improved and he is now doing
well at the Institute of Technical
Education after passing his ‘N’ levels.
For those who have shied away from
volunteerism, afraid of the toll it may
take on their day job, Ms Goi has this to
say: “My volunteer work has never
affected my job because it takes place
after offi ce hours and during weekends.
Anyway, life is not all about work. There
are 24 hours a day. Take away 10 hours
at work and seven in bed, we still have
another seven hours to spare, and it is
up to us to do what we want with it.”
“NOTHING BEATS THE ‘HIGH’
YOU FEEL WHEN SOMEONE’S
LIFE CHANGES WITH A BIT OF
EFFORT FROM YOU.”
Goi Ming Ying

Making time for what
you believe in
Making cold calls is not easy and it gets
even harder during these diffi cult times,
but Mr Gabriel Lim sticks it out, unfazed.
As a volunteer with the Movement for
the Intellectually Disabled in Singapore
(MINDS), one of his tasks is to get
corporations to buy products made by
its clients such as commemorative gifts.
It is a very different role from his day job
as Director of the Ministry of Health’s
Industry Development & International
Co-operation Division.
Mr Lim decided to devote more of his
time to volunteer work when he turned
30, and began wondering if his career
and profession were to be the be-all and
end-all of his life.
He was introduced to MINDS by a
friend who had good memories of
working there. “I thought it would be
good to work with children and young
adults who, despite their disabilities,
were trying to live a normal life,” says
Mr Lim who also helps in other aspects
of MINDS’ operations, such as
reviewing its monthly fi nances as well as
safeguarding its revenue streams.
Besides MINDS, he also sits on the
Board of Governors of St Joseph’s
Institution (SJI), his alma mater, where
he works with the staff to improve the
quality of education and learning
environment at the school. One of his
tasks as a board member was to
interview primary six students for
the Josephian Scholarship. “I found
these students extremely mature
and eloquent for their age. They
could speak on a great variety of
subjects with conviction and belief,
unlike me when I was 12,” he says.
Married without children, he concedes
that it is not easy to juggle family, work
and volunteering.
“There are no short cuts,” he says.
“Volunteer work demands some
sacrifi ces in terms of time away from
family and social activities. You have to
put in suffi cient time with the
management and staff to understand
how their organisations work and see
how you can best help them.”
But, he says, it is a small price to pay.
“Just seeing my clients at MINDS smile
is enough to make my day.”
“JUST SEEING MY CLIENTS AT
MINDS SMILE IS ENOUGH TO
MAKE MY DAY.”
Gabriel Lim

Lifestyle
32
SINGAPORE, IT SEEMS, HAS
DEVELOPED A PENCHANT FOR ALL
THINGS PERANAKAN. Widespread
interest in the culture was ignited with
the opening of the Peranakan Museum
in April 2008. Then MediaCorp’s popular
drama serial, The Little Nonya, brought
different facets of the unique Peranakan
culture, fashion and cuisine into our
living rooms.
The Peranakans are a fascinating
subgroup unique to Southeast Asia. It is
a rich blend of Chinese and Malay
cultures with some infl uence from the
Europeans, Thais, Indians and
Indonesians.
The Malay term “peranakan” means
“locally born”. It refers to the Peranakan
Chinese, descendants of early Chinese
immigrants and local women, who
settled in the Malay Archipelago in the
17th century. The term also refers to
communities that developed in
Southeast Asia such as the Chitty
Melaka (Peranakan Indians), Jawi
Peranakans (descendents of South
Indian-Muslim traders and local women)
and the Kristangs (Eurasian Peranakans).
We talk to three public offi cers of
Peranakan descent – including the Editor
of Challenge magazine – and fi nd out
what their Peranakan culture and
traditions mean to them.
The Peranakan “look”
MS TAY LI SHING, EDITOR,
CHALLENGE MAGAZINE AND
ASSISTANT DIRECTOR, PS21 OFFICE,
PUBLIC SERVICE DIVISION. SHE
JOINED THE PUBLIC SERVICE IN 2004.
Identifying a Peranakan
People have often guessed that I’m a
Peranakan, even before they knew the
answer. They claim it’s because I either
speak like one, look like one or dress like
one. Peranakans apparently tend to have
a specifi c accent, distinctive facial
features, and a preference for a certain
way of dressing. In terms of dressing, I
believe it’s my penchant for intricate
fl oral, laced and embroidered delicate
blouses that gives my attire a Peranakan
infl uence!
Mixing languages
Peranakan Chinese would typically use a
generous mix of Baba Malay and Hokkien
when we speak. In fact, I think some
Peranakans speak better Malay than their
own Chinese dialect, while others
sometimes just mangle their dialect.
An object that best symbolises
my Peranakan culture is…
My mother’s ayam buah keluak recipe.
I love Peranakan food, especially spicy
food, and my mother makes the best
ayam buah keluak I’ve ever tasted.
Challenge celebrates “nonya mania” by profi ling three
Peranakans in Public Service. By Lianne Tan
Kebayas,Spice
AndAllThingsNice
VENUE: SPECIAL THANKS TO TRUE BLUE CUISINE RESTAURANT AND THE PERANAKAN MUSEUM PHOTO: NG CHIN SIANG AND VEE CHIN

Li Shing’s Ayam Buah
Keluak Recipe
INGREDIENTS
1 chicken (1 1/2 kg, cut into pieces),
salt, sugar, 1/3 chicken seasoning
cube, dark sauce, 2 1/2 large
tbsp tamarind (squeezed
together with 3 cups water), 18
buah keluak nuts, 200g minced
pork, 200g minced prawns, 2
tsp sugar and 1/2 tsp salt.
REMPAH
3 large red onions, 3 stalks serai
(lemongrass – about 1.5 inches in
length from the roots, to be
ground with the rempah; save a
further 2 inches upwards as long
stalks), 1 thumb-sized kunyit
(turmeric), 1 1/2 thumb-sized
lengkuas (galangal), 3 red fresh
chillies, 2 tbsp ground dried chillies
(from packet), 1 tbsp belachan, 5
candlenuts and oil for cooking.
METHOD
BUAH KELUAK NUTS:
Scrub nuts clean and soak in water
for 2 days, changing water daily.
Before cooking, scald nuts with
boiling water and allow them to
soak for 1 minute. Then break nuts
at the opening to create a hole for
extracting the meat of the nuts.
Use only nuts that smell fragrant
when opened. Remove meat of
the nut and mix with minced pork
and prawns by pounding together.
Add in 2 tsp sugar and 1/2 tsp salt
and pound and mix well together.
Stuff mixture back into nuts, ready
for cooking.
REMPAH:
Pound the rempah mixture
separately till fi ne. Save the 3
longer serai stalks.
COOK:
Fry the rempah and serai stalks in
oil till fragrant. Add chicken and
continue frying till semi-cooked.
Add salt, sugar, seasoning cube
and dark sauce for some colour.
Stir fry a little longer. Then add the
3 cups tamarind water and bring
to boil. When boiling, add the
stuffed nuts and continue boiling.
Lower heat and simmer till ready
to be served.

Lifestyle 34
“Joget” the night away
MS MAUREEN GOH JOINED THE
PUBLIC SERVICE AS A TEACHER IN
1980. TODAY, SHE IS DIRECTOR OF
QUALITY MANAGEMENT AT HEALTH
SCIENCES AUTHORITY.
Living life to the fullest
We Peranakans are fun-loving people.
We enjoy telling jokes, eating, singing,
dancing, and sometimes “kay-poh-ing”
(being inquisitive) in the spirit of fun.
One example was when we celebrated
my mother’s 78th birthday at a
Peranakan restaurant in a hotel. My
mother’s large family of 14 brothers and
sisters, their children and grandchildren,
all joined the party. The evening’s
entertainment was the best – everyone
sang along to the accompanying pianist
while my mother and aunties happily
“joget” (to dance) the whole night away!
Speaking Baba Malay
I grew up speaking the Peranakan patois,
Baba Malay, at home. Baba Malay
consists of a unique blend of Malay
terms mixed with Hokkien dialect words.
I’d use words like “makan” (to eat in
Malay) and “minum” (to drink in Malay)
whenever I spoke in Hokkien, not
realising that these words aren’t even in
the Hokkien vocabulary!
Respecting elders
To show respect to our elder family
members, we (younger generation)
would greet everyone by their “family
title” particularly before the start of a
meal. We used to have family gatherings
with over 40 people attending
sometimes, and that’s when I really had
to “work hard” for my meals!
An object that best symbolises
my Peranakan culture is…
A treasured photograph of my maternal
grandmother. I feel she is the epitome of
a gentle dignifi ed Peranakan matriarch,
from her well-coiffed hairdo (scooped
upwards), her “baju panjang” and
“kerosang” (brooches designed to fasten
the “baju panjang”), to the subtle
gracefulness seen in her posture.

Baba patois
MR RANDALL EE JOINED THE PUBLIC
SERVICE IN 2002. ONCE AN OFFICER
WITH THE MINISTRY OF FOREIGN
AFFAIRS, RANDALL IS NOW
CURATOR OF THE PERANAKAN
MUSEUM.
Family upbringing
The way I was brought up makes me a
Peranakan. I lived with my extended
family (all Peranakans) till my early teens,
so I was immersed in everything
Peranakan, from the food we ate to the
Baba patois we spoke at home.
Celebrating with food
Celebrating special occasions with good
food is important to my family. Everyone
has a view of where to get good
Peranakan food in Singapore. It’s also very
common to hear Peranakans remarking
that only their own family’s “homecooked”
Peranakan food tastes best.
Conversing in Baba Malay
My mother used to remind me not to
speak Baba Malay when I was in school
because people wouldn’t understand
me. Then, I had to make a conscious
effort not to speak Baba Malay outside
of my home. Now, because of the
interest in Peranakan culture, I get
people asking me to teach them the
Baba patois!
An object that best symbolises
my Peranakan culture is…
My family’s rice measure and bamboo
tray. This is used in the traditional “Chiu
Thau” ritual that is part of the traditional
wedding ceremony. The “Chiu Thau”
ceremony is a rite of passage for the soonto-be
wedded couple as it represents the
couple’s entry into adulthood.
The rice measure and bamboo tray are
signifi cant to me as a Peranakan as I feel
they represent our identity. These are
humble kitchen tools and yet they play
important roles in a ceremony that most
Peranakans would have to go through in
their lifetime.
About the Peranakan
Museum
The Peranakan Museum is the
fi rst in the world to explore
Peranakan cultures in the former
Straits Settlements of Singapore,
Malacca and Penang and their
links with other Peranakan
communities in Southeast Asia.
The Museum is home to the
world’s most comprehensive
collection of Peranakan artefacts
such as jewellery, gold, textiles,
ceramics and furniture.
The Museum’s 10 galleries
explore the main themes of
Peranakan life including elaborate
rituals in the 12-day Peranakan
wedding, the role of the Nonyas
and her traditional dressing,
Peranakan cuisine and dining
customs, and the role of
prominent Peranakans in
Singapore’s history.
DID YOU KNOW…
1. The early Peranakans believed
there were only two birthdays
worth celebrating in one’s
lifetime: A child’s fi rst month
and one’s 61st birthday.
2. The Peranakan Museum was
once home to the Tao Nan
School. Designed in the
“Eclectic Classical” style, the
building was completed in 1912
and is now a gazetted National
Monument.
3. Prominent Peranakans in
Singapore’s history include
philanthropist Tan Tock Seng, Dr
Lim Boon Keng (doctor and cofounder
of Singapore Chinese
Girls School), Sir Song Ong Siang
(the fi rst Singapore Chinese to be
knighted) and our former
President, Dr Wee Kim Wee.

The Last Page 36
Public
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Short Takes
1. This May 2009, we celebrate the _________
Public Service Week.
a. First
b. Second
c. Third
d. Tenth
2. One of the objectives of Public Service Week
is to reaffi rm the Public Service core values of
________________ .
a. Integrity, Service and Excellence
b. Innovation, Honesty and Safety
c. Leadership, Ethics and Professionalism
d. Resilience, Loyalty and Progress
3. Which of the following is NOT a key event of
Public Service Week 2009:
a. Istana Reception
b. PS21 Star Service Awards
c. Public Service Cup Beach Soccer Tournament
d. Learning Journeys for public offi cers
4. The Public Service of Singapore comprises
_______ ministries.
a. 9
b. 15
c. 18
d. 60
5. Which of the following is the newest
statutory board in Singapore?
a. Singapore Pharmacy Council (SPC)
b. TCM Practitioners Board (TCMPB)
c. National Heritage Board (NHB)
d. Casino Regulatory Authority of Singapore (CRA)
In support of Public Service Week, Wild Rocket and
Relish restaurants will offer public offi cers 15% off
their a la carte items, and Wild Oats bar will offer
15% off all drinks in May and June. Show your
Public Service card (or equivalent agency pass)
or a copy of this issue of Challenge to qualify.
Bon appetit!

ACRA A*STAR AVA BOA
BCA CRA CPFB CAAS
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EMA HPB HSA HEB
HLB SPC IDA IRAS
ISEAS ITE IPOS
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NLB NPARKS
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IE SINGAPORE MPA
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SPRING SCORE JTC ACRA A*STAR BOA DS
EMA EDB HLB ICA NLB PA NP
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CPFB EMA NAC NEA ITE RP SCB CAAS
SCB SEAB SLF AVA MUIS SCORE
NYP NEA NPARKS SMC SSC STB SWDA
TCMPB URA

URA TOTE BOARD TP
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EDB DSTA CCS CSC IESINGAPORE JTC JTC LTA LTA MUIS MUIS MPA MPA MDA NCSS HSA DSTA CAAS MCYS MOE TCMPB MFA MOE MOHNCSS
HSA DSTA CAAS
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BOA AVA A*STAR ACRA NCSS NEA NHB NLB PEB NPARKS NHB NLB NP NPARKS IDA PMO ISEAS MPA SMC MND SCB MOT SLAMCYS
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ITE IPOS IESINGAPORE PA PMB PEB PUB NP PA PMB PEB PUB SWDA SEAB RP CCS PUB MINDEF TP SCORE NEA PMO SMC LTA SCORE SDC IPOS A*STAR H
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SPRING SCORE JTC ACRA CPFB A*STAR EMA CSC NAC BOA HLB NEA DSTA IDA ITE URA RP MHA SCB MFA
EMA EDB HLB ICA NLB CAAS PA NP ISEAS SLA MOF PTC SLF MOE SMC A*STAR SNB IPOS RP
LTA MDA MAS PTC SDC SCB SDC SEAB SEAB SPC SLF AVA STB MUIS SWDA SDC SEAB TOTE BOARD
CPFB EMA NAC NEA ITE SCORE RP SCB NYP CAAS SPRING NEA NPARKS SCORE DSTA SMC JTC EDB ACRA PEB LTA AVA
SCB SEAB SLF AVA MUIS SSC SCORE STB SWDA A*STAR BOA 6 - BOA 12 DSTA MAY EMA 2009 HSA HEB IDA IRAS
NYP NEA NPARKS SMC TCMPB SSC STB URASWDA
HDB PMB PA SDC SSC STB SNB
TCMPB URA
SLF TCMPB MAS NYP CAAS
Journeying Together
Events
PS21 Star Service Awards 6 May 2009, Wednesday
Istana Reception 8 May 2009, Friday
Agency-Based Observance Ceremonies 7/ 8 May 2009
Public Service Walk @ Southern Ridges 16 May 2009, Saturday 7.30am - 10.30am
Learning Journeys 6 to 26 May 2009
Community Involvement Adopt a Charity & Blood Donation Exercises
For more details and to sign up, please log on to publicserviceweek.gov.sg