The Singapore Public Service and National Development

all understand that one country’s success can never be replicated in full, unique as
it is to the particular historical, geographic, economic, demographic and political
context of that country, a better understanding of both Singapore’s successes and
challenges can indeed prove helpful to leaders in other countries seeking to
institute public service reforms.
I would like to highlight just a few of the main findings and conclusions of this
study.
1. The importance of the operational culture. The Singapore story clearly
demonstrates that strong, competent and honest political and public service
leadership engenders, inspires and motivates similar positive behaviour across the
public service.
2. Recognizing that good systems are not built in a day. The Singapore
Public Service has taken a comprehensive approach to development, over a long
period of time.
3. The sequencing of reforms matter. In the case of Singapore, the crucial
first step was to reduce corruption by implementing comprehensive anti-corruption
measures, so that the provision of public services would not be dependent on a
person’s ability to bribe. Singapore’s anti-corruption strategy followed the classic
prescription of raising the potential costs and lowering the potential benefits of
engaging in corrupt behaviour. It is worth noting, however, that corruption was
largely controlled by the end of the 1970s, whereas substantial improvements in
salaries and working conditions would only be possible in the 1980s. In other
words, corruption was brought under control well before salaries were increased
which suggest that the success achieved by Singapore in controlling corruption
can be replicated in countries that are not able to immediately raise public service
salaries.
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