DMG Policy Book

DEFENCE MANAGEMENT GROUP: CHAPTER II - DMG TODAYOUR STORYLS has sixdepartments:1. Civil Advisory Department “From the time I joined LS more than 3 years2. Civil Transactions & ago, the department has Legislation Department fulfilled my expectations and more. My experience3. Civil Claims, Litigation in LS range from preparing & Representation for an appeal before the Department Military Court of Appeal, to attending discussions with4. International & our foreign counterparts Operations Law on matters of international Department law, to advising on a whole host of civil law matters.”5. Military Law Department Paul Lie, LS6. Military Prosecutions Department

CHAPTER II - DMG TODAY DEFENCE MANAGEMENT GROUP: OUR STORY “I joined LS in January 2015 as I was keen to get involved with the legal sector in public service. LS deal with a variety of legal issues, as well as a wide spectrum of learning points and interesting challenges for a legal officer. I have witnessed the esprit de corps that LS shares which is not limited to work matters but extends to each person.” Charisse Lau, LS“I have been serving in LS for 37 years. Iwas seated in the Typing Pool and wouldbe called upon to record the dictationfrom Legal Officers. I transcribed myoutlines via the typewriter thereafter. Ihave assisted with civil law issues and IPLaw issues.”Pauline Chow, LS



CHAPTER III KEYACHIEVEMENTS OF DMG

KoEfY ADCHMIEVGEMENTS T hrough the years, DMG has made invaluable contributions to MINDEF and Singapore through a range of projects. These projects are the fruit of the DMG divisions working closely together with the SAF and other government agencies. The Committee to Strengthen National Service (CSNS)54 { }Dr Ng Eng Hen, Minister for Defence, chairing a CSNS Steering Committee meeting at the HomeTeam Academy. The Committee to Strengthen National Service (CSNS) was set up in Mar 2013 to examine how the NS system can be strengthened for the future, to better serve Singapore and Singaporeans. The CSNS members examined how we could better motivate our servicemen and maximise their contributions, and how to better recognise and show appreciation for the contributions of our servicemen. CSNS saw MINDEF/SAF engaging Singaporeans extensively in conversations about NS. These conversations aimed to draw out the collective aspirations of our servicemen and understand what NS means to Singaporeans. Public engagement began in May 2013, and involved over 40,000 participants. The CSNS carefully examined the feedback and suggestions, and made 30 recommendations in six broad areas. MP Div as CSNS Secretariat was the leading agency and is overseeing the implementation of the recommendations. To date, about two thirds of these recommendations have been implemented. We are working towards full implementation by end 2016.

CHAPTER III - KEY ACHIEVEMENTS OF DMG DEFENCE MANAGEMENT GROUP: OUR STORYThe CSNS recommendations include:a. Partner NSmen to improve their fitness by giving them more time and flexibility to meet their Individual Physical Proficiency Test (IPPT), IPPT Preparatory Training and Remedial Training requirements;b. E stablish an SAF Volunteer Corps to enable the broader community, especially women, first generation Permanent Residents and new citizens, to contribute to defence and strengthen support for NS;c. P rovide life and personal accident insurance coverage for our servicemen, to cover incidents during their full-time NS and the period of their Operationally Ready NS call-ups;d. R educing enlistment wait-time for pre-enlistees to { }Stakeholders discussing the between four and six months after the completion implications of the CSNS initiatives. of post-secondary education; ande. R evamp the NS Recognition Award into the NS 55 HOME (HOusing, Medical and Education) Awards to support servicemen in housing, healthcare and education with an additional Medisave component.Apart from public consultations, DMGians workedclosely with government agencies like the Ministries ofEducation and Home Affairs. At the MINDEF/SAF level,the CSNS galvanised inter-agency collaborations ona large and sustained basis. For instance, the publicconsultations were formulated and designed by MP Div.Over 130 facilitators from MINDEF/SAF were trained inthe process, which has become a useful resource thatgovernment agencies can now tap into to conduct theirown engagement sessions.Apart from MP Div, other DMGians also played their { }Dr Amy Khor leading a Focus Grouppart. For instance, many of the CSNS recommendations Discussion on the CSNS initiatives.required enhancements or new IT enablers. MISDworked with tight timelines and launch dates, andadopted a more coordinated and integrated approachto manage the CSNS IT initiatives. Together with otherDMGians, DSTA, and SAF agencies such as HeadquartersPersonnel Command and Army, MISD successfullyled and developed a coherent IT Development Planto track the progress of CSNS IT initiatives for theimplementation of CSNS recommendations.

Improvements in NSNS has been the cornerstone of our nation’s defenceand security since independence. It is not possible toraise a regular force of a sufficient size to protect thisisland state given our small population. The need for NSbecame clear when Singapore gained independence in1965. On 21 Feb 1967, founding Prime Minster Lee KuanYew announced the introduction of NS. Since then, ournational servicemen have formed the backbone of theSAF, SPF and SCDF to keep Singapore safe and secure.When NS was introduced, officers served three yearswhile other ranks served two years, followed by 10years in reserve service. In 1971, the length of servicewas changed from three years to two-and-a-half yearsfor servicemen holding the rank of corporal and above.NS has since evolved through the years. The SAF hassteadily built up into a potent fighting force, operatingmodern, sophisticated and technologically advanced56 systems. As a 3rd Generation SAF, the SAF hassignificantly improved its training effectiveness through{ }the introduction of new systems and technologies. An NSF at an outfield training exercise.With the improvements in training and technology, the“The strength of the Army lies not in our equipmentbut in our soldiers, who determine the decisiveoutcome with their boots on the ground claimingvictory. Our soldiers’ ability to do so is measured notjust by their ability to fight but, more importantly,their will to fight. In this regard, our psychologistsand research assistants from DPD have played a veryimportant role in monitoring the psychological healthof our soldiers and strengthen their will to fight. Thesurveys and feedback have given a good picture ofthe psychological state of the Army and have shapeddecisions the Army took to strengthen commitmentand support to Defence and NS.”BG Chan Wing Kai, TRADOC { }Navy Open House in 2013.

CHAPTER III - KEY ACHIEVEMENTS OF DMG DEFENCE MANAGEMENT GROUP: OUR STORYduration of full-time NS was reduced from two-and- Significant outcomes from RECORDa-half years to two years and the ORNS duration was included:shortened to 10 years of in-camp trainings in 2006.These changes allowed MINDEF/SAF to streamline Aoperations, maximise efficiency, and improve the Building a new SAFRA clubhouse inoverall NS experience of our NSFs. Punggol to better cater to NSmen andPublic support for NS is critical for national defenceand security. DMG recognised early the need to engage their families in that areastakeholders of NS, including employers, educational Binstitutions, family members and members of thebroader community. ACCORD was established by Establishing IPPT-In-Your-CommunityMINDEF in Jan 1984 as a channel for the community to make Individual Physical Proficiencyto provide feedback on issues concerning Singapore’s Training (IPPT) more accessible to NSmendefence. On 14 Mar 1990, the Committee to Recognisethe Contribution of Operationally Ready National CServicemen to Total Defence (RECORD) was formed. MP Increasing combat allowance and rankDiv was the Secretariat for RECORD. RECORD examinedways to enhance recognition to National Servicemen allowance for national servicemenin the SAF, SPF and SCDF and to strengthen the Dcontributions of NSmen, their families and employers toTotal Defence. Five RECORD meetings were convened. Creating the “NSF of the Year” award and giving a memento to commemorate the completion of full-time NS 57{ }March past of RSAF NSFs.

{ }Senior Minister of State for Defence, Dr Mohamad Maliki bin Osman, with fellow ACCORD members at a unit visit.58 Following recommendations from the CSNS in 2014, MINDEF reviewed the structure of ACCORD to deepen engagement with employers, educational institutions, family members and members of the broader community, as well as to facilitate initiatives from the community that better support National Defence and NS.Currently, there are three Councils formed under its ambit: the Employer and Business, Familyand Community and Educational Institutions Councils. Since the restructuring efforts in Aug 2014,ACCORD submitted 18 proposals to MINDEF to boost support for NS. These 18 proposals includeinitiatives to:a. Help ease the transition for servicemen returning to “I am heartened by the strong school after full-time NS; societal support for national defence and NS, and look forwardb. Encourage community organisations and small to more of ACCORD’s good work in businesses to show appreciation for men and strengthening collaboration between women in uniform; the community, MINDEF and the SAF. The committee members have done ac. Strengthen MINDEF’s engagement with women’s good job in engaging their respective organisations; and communities, and the proposals reflect the effort and commitment of thed. Provide employers and businesses with advance ACCORD members.” notice of their employees’ In-Camp Training call-ups, Chan Chun Sing, so that they can plan ahead more effectively. former 2nd Minister for Defence, 2013 to 2015ACCORD also proposed to enhance the way MINDEFrecognises and commends employers, businesses andorganisations that go the extra mile to support NS.

CHAPTER III - KEY ACHIEVEMENTS OF DMG DEFENCE MANAGEMENT GROUP: OUR STORYNew PartnershipsThe New Partnership Steering Committee was set up in May 1997 to look into enhancing theexisting schemes. It was supported by the New Partnership Working Committee and anestablished consultancy firm. The committee was set up to review how our recruitment andretention targets could be better met. The career structure and overall remuneration packagefor SAF officers, Warrant Officers, Specialists and Enlistees (WOSE) and the Non-uniformed SAF(NUSAF) personnel were reviewed in stages. MP Div and DFO worked closely for this initiative.Officers Three plans were established in 2004Focus group discussions revealed that 60% I Singapore Quasi-government Bondsthere were areas that MINDEF couldenhance to attract and retain officers. 25% I Cash 15% I Global Bonds 59This included benchmarking their pay 32% I Global Bondsto the private sector jobs, publicising STABLE PLANthe non-cash benefits and introducingcareer transition to officers. As a result, The Stable plan is suitable forthe Savings and Employee Retirement members who are reaching theirPlan and Flexi-Benefit (SAVER) scheme service date (within 3 years) andwas introduced in Jan 1998 to address who prefer stable returns, withthese concerns. lower investment risk.The SAVER scheme is a defined 22% I Singapore Quasi-contribution plan, where MINDEFcontributes a certain percentage of the government Bondsofficers’ salary into their SAVER accountsthat is then invested by professional 40% I Global Equities 6% I Cashfund managers. SAVER is designed toretain officers and help them transit into BALANCED PLANtheir second careers. DFO has structuredthe investments into three plans: Stable, The Balanced plan is suitable forBalanced and Dynamic Plans, offering members who have a medium timehigh, moderate and low risk respectively horizon to retirement (more thanto better match our servicemen’s risk- 5 years) and who are prepared toaversion profile. accept some risk in exchange for moderate returns. 20% I Global Bonds 6% I Singapore Quasi- 70% I Global Equities government Bonds 4% I Cash DYNAMIC PLAN The Dynamic plan is suitable for members who have a longer investment window (more than 7 years) and who are willing to accept a higher level of risk.

Warrant Officers, Specialists and Enlistees (WOSE) A series of leadership interviews and focus group discussions with servicemen were conducted to determine the concerns and needs of various stakeholders within the organisation. The WOSE scheme was reviewed to retain WOSEs beyond their first six-year contract and to retain a small cadre of dedicated high-calibre individuals till the retirement age of 55. This ensures a repository of experience to support operational requirements and as role models for the Specialists. The reviews provided the SAF with an opportunity to change the employment proposition and set up the paths towards the “new WOSE Corps”. Launched in 2000, the two-stage career structure is meant to balance the needs of the SAF and the WOSEs. Under the two-stage career, all servicemen would first serve 10 years as a Specialist. By the end of this phase, selected individuals who have consistently performed well and have the potential to become Warrant Officers would be retained to continue serving as a Warrant Officer till age 55. This allowed WOSEs the flexibility to commit to an initial 10-year career with the SAF. Simultaneously, the new Premium Plan was launched to meet the needs of a two-stage career for WOSEs. The Premium Plan ensured that servicemen who left at the end of 10 years would have gained a head-start over their counterparts outside the SAF and helped those who stayed till retirement to transition to a second career.60 { }Guidebooks on the different schemes under the New Partnership.

CHAPTER III - KEY ACHIEVEMENTS OF DMG DEFENCE MANAGEMENT GROUP: OUR STORYNUSAF 61With the establishment of the DSTA in Mar 2000, part of the NUSAF Corps (mainly the NUSAF engineersand technicians) was transferred into the new DSTA scheme. This resulted in fundamental changesin the structure of the NUSAF scheme where three broad areas for review were identified:a. Career management;b. Performance management; andc. Service terms and conditions of the scheme.As the skills required to fulfil NUSAF roles were similar to jobs in the market, the NUSAF schemewas reviewed to de-link from the military and designed to be responsive to market realities inemployment terms and HR practices. The revised NUSAF scheme was introduced in 2001.Complementing the improvements was a change in nomenclature from NUSAF to DefenceExecutive Officer (DXO).The review also led to the introduction of a salary review framework to benchmark MINDEF/SAFsalaries to the market and to de-link from Civil Service pay adjustments. Salaries are based on jobsize and benchmarked to comparable jobs in the market. The capability to conduct regular salaryreviews in-house ensures that the remuneration package of MINDEF/SAF remains competitiveagainst the external market and the Civil Service. The Defence Executive Officer (DXO) SchemeThe DXO scheme was launched in 2001 to replace the NUSAF scheme of 1987. The new schemewas designed to be responsive to market realities amid an increasingly tight labour market and ashrinking local resource pool. In addition, with the growing complexity in MINDEF/SAF operations,the roles and nature of the DXOs have changed from being administrative to requiring more IT/analytical skills as well as deeper knowledge in defence policy, communications and subject matterexpert content. A DXO Review Committee was formed to provide strategic direction for the review.The DXO scheme was built using a career empowerment model and performance-based rewardsystem. With the new DXO career and performance management model, DMG introduced the:a. Job Posting System (JPS);b. Competency Framework;c. Performance Management Report; andd. Career Resource Centre.

These measures were introduced: First, the JPS empowered officers to plan their own career paths by seeking postings through a single one-stop system. Second, the Competency Framework better assisted managers in identifying areas of strength and improvement for DXOs, hence providing clearer development goals. Third, under the DXO Scheme, DXOs are now assessed independently, not with their military counterparts. Fourth, the new performance management model for DXOs shifted towards a more performance- based reward system. The change in the DXO scheme was based on feedback given by DXOs, and to better engage them, DMG organised five Engagement Sessions in 2014 and two sharing sessions to articulate the initiatives under the DXO Review and provided opportunities for questions to be raised on the scheme. DXO mascots named “Cheryl and Daryl” were used to communicate key changes arising from the DXO Review. To generate interest, a storyline of a budding romance was worked into the messages. While some found it tacky, towards the end of the review, DXOs actually wanted to find out what came out of the friendship. The mascots proved to be an effective way of engaging the DXOs throughout the review process. A Supervisor’s Info-Guide and a DXO Handbook will also be developed to aid in understanding of the scheme.62 { }Screen grab of the enhanced website introducing the DXO scheme.

CHAPTER III - KEY ACHIEVEMENTS OF DMG DEFENCE MANAGEMENT GROUP: OUR STORY{ }The hotline operators hard at work.sTATE FUNERAL FOR FOUNDING PRIME MINISTER LEE KUAN YEW 63With the passing of Singapore’s founding Prime Minister, Lee Kuan Yew, MP Div was tasked to overseethe operation of a 24-hour hotline in support of the national mourning week. The team comprised110 personnel from MINDEF and the SAF. They were activated to manage hotline operations andaddress enquiries during the mourning period.DMGians responded positively to the challenge and professionally managed the high call volumeand emotional callers. We played a part in facilitating the nation to pay their last respects to MrLee. Over the four days that Mr Lee’s casket was in Parliament House for public mourning, nearlyhalf a million people lined up to pay their last respects. As the crowds swelled, the State FuneralOrganising Committee had to swiftlyredraw plans and make quick decisions.They made the decision twice to extendvisiting hours: first to midnight, and thenround the clock.The queue system was revamped { }An SAF officer guiding members of public queuing to pay their lastand centralised at the Padang to respects to founding Prime Minister Lee Kuan Yew.accommodate the large number ofpeople who wanted to pay their lastrespects. Throughout the period ofthe State Funeral, DMGians workedseamlessly with SAF personnel on theground to make sure that informationprovided to the public was accurateand updated on a timely basis.The operations showed DMG as aprofessional and public-facing entity.The smooth operations reflected theprofessionalism and dedication of all ofus in MINDEF and the SAF.

Improvements in Service and Policy Delivery Since 1984, as part of MINDEF/SAF’s ongoing efforts in improving service and policy delivery, MP Div has been monitoring the perceptions of servicemen and the public on defence-related matters through surveys and face-to-face interviews. Since 2009, telephone polls have been used in a bid to provide a faster turnaround time and a higher polling frequency. These findings, which provide an opportune sense of public sentiment on key defence issues, were important for MP Div to make robust policy decisions that could withstand public scrutiny. User interfaces such as the CMPB website were also improved to keep pace with MINDEF/SAF’s focus on citizen-centric service delivery. The iPrepNS, which was developed in 2007 as a microsite hosted on NS Portal to publish NS-related information to pre-enlistees, will be revamped by a new CMPB online engagement platform in 2016. The new website will leverage on web experience design catered to specific information needs based on the personas of pre-enlistees and parents. At the same time, the user interface and navigation is intuitive for greater engagement and ease of use. It will provide timely and accurate information for pre-enlistees and parents on the pre- enlistment processes. Some of the new features in the website include: a. Overview of the pre-enlistment milestones; b. E ngaging, accessible, targeted and clear information64 with enhanced user centricity; and c. A deferment calculator. The content was jointly developed by MINDEF/SAF and our external stakeholders, MHA, SCDF and SPF. The improved website will improve efficiency by reducing the number of queries coming in through various channels, such as the NS Call Centre. In addition, analytics and communication were identified in 2013 as twin capabilities critical in supporting MP Div’s work. Analytics facilitates evidence-based decision-making in policy formulation, review and execution. Communication is necessary and important for servicemen to understand policy intent, and have trust and confidence that their needs have been addressed or considered. MP Div has partnered MISD and DSTA in setting up an Analytics Lab to allow analysts to conduct advanced analytical modelling and experiment with new techniquesandideas.MPDivalsopartneredwithMINDEF Communications Organisation in crisis management, ensuring that our messages of accountability and care are conveyed clearly to servicemen and the public.

CHAPTER III - KEY ACHIEVEMENTS OF DMG DEFENCE MANAGEMENT GROUP: OUR STORYBusiness Process Re-Engineering (BPR) studiesBPR is an approach to redesign or improve current business processes for better effectivenessand efficiency of MINDEF/SAF’s corporate businesses: Finance, Human Resource, Ammunition andMedical. These Line of Business (LOB) studies are undertaken by a tripartite team, comprising LOBrepresentations from MISD and DSTA. The team looks at users’ pain points and recommends areasfor improvement by implementing IT solutions.These BPR studies are important in the achievement ofseveral goals:a. Improving current process and policies that will { }Signing of project initiation documents for BPR studies. enrich user experiences;b. Leveraging on technology for operational efficiency; andc. Keeping MINDEF/SAF at the forefront of public agencies as an innovative user of information technology.The SAF Ammunition LOB BPR study was conducted with the SAF Ammunition Command to address 65challenges in areas such as safety and accountability. Using smart technologies such as MobileDevices, e-Stockcards and Data Analytics tools, operational performance and work experienceswere greatly improved. To raise the healthcare service standards for servicemen, the BPR study was conducted for the medical LOB. The BPR studyshowedthatimprovingtheabilityto share and access medical data of soldiers would result in faster medical check-ups for our soldiers and less administrative effort for our medical staff. Re-designed processes and supporting technological implementations such as electronic- medical records and self-registration kiosks also enabled patients’ waiting time to be reduced.{ }Teams working together during the BPR study workshops.

Data Analytics (DA)66 { }Participants at the DA challenge in 2015. “It was a fun experience for this hackathon and we really enjoyed working with the business partners from MINDEF, and understanding and trying to solve their problems.” Data analyst at the DA ChallengeDA is the process of analysing and making sense of data to draw insights and conclusions. A decadeago, this would have meant collecting and sieving through huge amounts of data to manually derivestatic conclusions. Today, improvements in DA technologies allow us to make better and fasterdecisions, which significantly enhance our ability to deliver services and manage risks.The DA initiative, jointly led by MP Div and MISD, has two main thrusts:a. To build the necessary system infrastructure and services to enable DA projects and experimentation; andb. To set up a DA competency development framework and a new DA job family, to systematically develop the DA skillsets in MINDEF/SAF.

CHAPTER III - KEY ACHIEVEMENTS OF DMG DEFENCE MANAGEMENT GROUP: OUR STORY “It’s refreshing to see MINDEF put 67 such focus in this area and the level of talent of the teams. It’s always good to meet like-minded people who can bring new ideas.” MINDEF team participants at the DA challengeIn DMG, we have utilised text analytics in the social media realm to comb through public feedback onpolices and issues related to MINDEF/SAF which allows us to evaluate sentiments and fine-tune themodes of communication. DA has also enabled MP Div and DFO to enhance its long-term projectionplanning due to a better understanding of the impact of internal and external factors on manpowerand budgetary requirements. In addition, DFO conducted DA studies to enhance governance andimprove DMG’s business processes for MINDEF/SAF.These included analytics studies on transport claims and overseas travel spending whichanalysed the number of local and overseas trips made by servicemen. This was to make targetedrecommendations to support policy reviews and communications, and improve existingcontrols. Besides detecting anomalous claims, DFO used DA as a quick and cost-effective meansto simulate and assess the financial impact of possible policy solutions, such as allocation oftransport credit allowance and aggregation of transport through carpooling. On the auditingfront, DA has also been useful in detecting financial and procurement irregularities, thusimproving organisational compliance.MP Div has also collaborated with MISD on establishing a DA lab. Due for completion in end2016, the lab will allow DMGians to be conversant in descriptive, productive and prescriptiveanalytics. This will be complemented with knowledge sharing by an analytics expert panel andcommunities of practice for data analysts.

The New Financial Paradigm (NFP) In 2003, DFO collaborated with the SAF on the NFP initiative to fundamentally review how financial resources were managed and used to achieve MINDEF/SAF’s strategic outcomes. Arising from the NFP review, Portfolio Budget Management and Enterprise System were implemented. This set the foundation for how we manage resource today. Portfolio Budget Management Is premised on an outcome-based approach with budget allocated to portfolios that are structured to reflect key defence thrusts and priorities. Budget parameters are established for each portfolio to ensure alignment between resource allocation and strategic outcomes. This provides clarity on how resources are invested at the Ministry level. Portfolio budgeting also enhances accountability and responsiveness as owner agencies from MINDEF/SAF are identified for each portfolio. They are responsible for distributing and optimising the funds within their portfolios and even across Services. This enables them to make more timely decisions on project prioritisation and funding.68 { }An illustration of the Defence Budget Management dashboard.

CHAPTER III - KEY ACHIEVEMENTS OF DMG DEFENCE MANAGEMENT GROUP: OUR STORYEnterprise System 69Provides an overview of resource information critical to support strategic and operational decisions.This helps to realise the full impact of the NFP by connecting MINDEF/SAF across different functionaland capability areas. DFO collaborated with the SAF in developing and implementing this systemto enhance financial and logistics management, provide comprehensive resource visibility, andstrengthen financial governance.In 2013, DFO took a step further by tapping on the resource information in the Enterprise System todevelop the Financial Information on Demand System (FInD). FInD offers a wide range of financialindicators, dashboards and reports. It also contains data visualisation and analytical tools forspotting trends and gleaning useful insights.This provides commanders, senior management and finance officers with oversight of plannedresource allocation and consumption trends to make better financial decisions. To promote the useof FInD, DFO developed manuals and conducted workshops to educate MINDEF/SAF personnel onthe features and benefits of the system. These initiatives were well-received, with overwhelmingsubscription for the workshops. MINDEF Productivity and Innovation in Daily Effort (PRIDE) MovementMINDEF’s PRIDE Movement is an important platform to promote a culture of innovation andexcellence within MINDEF/SAF. Servicemen are encouraged to strive for cost-effectiveness andconstantly think of ways to improve their daily work processes.The launch of the PRIDE Movement in 1981 by then Permanent Secretary (Defence), Lim Siong Guan,built on the SAF Suggestions Scheme that was established in 1976 to inculcate in servicemen aculture of continuous improvement. It was then known as the MINDEF Productivity Movement andcoincided with the National Productivity Movement that was inaugurated in 1981 together with thelaunch of Work Improvement Teams (WITS) in the Civil Service.At that time, the National Productivity Movement was just starting to promote productivity thinkingand practices for the economy and intense studies on Japanese practices were carried out. Integralto the Japanese practice was the idea of workers at the shop floor being empowered to effectimprovements, whether big or small, at their level. It was a mass movement to rally everyone in thepursuit of excellence.

{ }DFO officers posing with DS(A) and Director (Defence Finance) at the Public Service Awards Ceremony 2015. In MINDEF’s context, the spirit of enquiry, thinking and initiative at the soldier level is critical to the SAF’s operational capability. At the organisation level, it is important that independent thinking and initiative be Did You Know? deliberately induced and promoted in a hierarchical70 organisation like the SAF, where a tight command DFO was involved in organising the structure exists. The Suggestions Scheme allows Public Service Awards Ceremony held at servicemen to surface their ideas to improve their work the Suntec Singapore Convention and place for their superiors’ consideration while WITS Exhibition Centre on Oct 2015. The Guest fostered teamwork and collective thinking to solve of Honour for the event was Deputy Prime Minister Teo Chee Hean. More than 300 work challenges. public officers and agencies, including 23 individuals and teams from MINDEF/SAF received awards. Over the years, the PRIDE Movement has evolved to cover various areas to holistically drive productivity in MINDEF/SAF, including Economy Drive, Excellence, Quality Service, Innovation and Staff Well-being. The PRIDE Movement has generated significant productivity growth. Our servicemen’s ideas and productivity improvements have reaped an average of about $160 million per year in the last decade. Their involvement in the PRIDE Movement has helped to raise the level of staff engagement in the organisation and strengthened the operational readiness and performance of MINDEF/SAF units and departments. The certification of our systems and processes to internationally recognised quality, service and safety standards has also strengthened public confidence and support for defence. Beyond MINDEF/SAF, the PRIDE Movement has also left its mark on the Singapore Public Service. Drawing on his experience with the PRIDE Movement, Mr Lim Siong Guan launched the PS21 Movement for the Singapore Public Service as Permanent Secretary (Prime Minister’s Office) in 1995.

CHAPTER III - KEY ACHIEVEMENTS OF DMG DEFENCE MANAGEMENT GROUP: OUR STORYThe MINDEF PRIDE Movement remains relevant today. To this end, DFO works closely with the SAF tomobilise and engage servicemen through annual PRIDE events, regular publicity, and the recognitionof our unit and personnel for their contributions to the PRIDE Movement. The involvement of seniorleadership and constant emphasis by commanders highlight its importance to our people. Keepingthe focus of PRIDE efforts on achieving mission success helps our servicemen to recognise thedirect practical benefits of PRIDE initiatives. DFO also equips our servicemen with the knowledgeand skills to help them achieve greater productivity, innovation and organisation excellence, andto recognise the individuals and the units for their efforts and success in implementing PRIDEinitiatives. In addition, DFO works closely with other agencies like the PS21 Office to ensure closealignment between PRIDE and the PS21 Movement and other initiatives like the Public ServiceTransformation and SMART Nation.To strengthen the culture of innovation, MISD has also implemented several initiatives to encourageinnovation in Corporate IT. These include:a. Corporate IT Innovation Framework “Much of PS21 has its origins in the 71MISD implemented the CIT Innovation Framework in MINDEF Productivity Movement. I was2014 to encourage trials for new technologies. It aims able to launch PS21 with a certainto identify opportunities for new innovative IT projects confidence because I knew whatand to enable trials to be implemented quickly in a worked and what did not work so wellcost-effective way. This is made possible by having (i) a in MINDEF.”block budget for innovation projects, (ii) a streamlined Lim Siong Guan,approval process and (iii) a framework agreement to former Permanent Secretary foraccelerate project purchases. Since its inception, the Defence, and Head Civil Service,framework has facilitated 32 innovative IT projects, of 1981 to 2005which six have transited to full implementation.b. CIT Hackathon-based ChallengesMISD organised IT challenges to encourage both “Productivity is to help everyone do abusinesses and users to look beyond established better job by improving his skills andbusiness boundaries and mental models. It is heartening increasing his contribution as a teamto see participants perform creative exploration within member, the end results are betterthe realm of possibilities in an open-minded way. In soldiers and an operationally more2014, the MINDEF Mobile App Challenge garnered more effective SAF.”than 100 ideas through an internal crowdsourcing Goh Chok Tong, former Deputyexercise, of which, ten were developed into prototypes Prime Minister and Minister forand exhibited at the annual CIO Seminar. In Aug 2015, a Defence, at the 1988 MINDEF DA Challenge was organised, where ten prototypes were PRIDE Daydeveloped over one weekend and were later showcasedat the MINDEF PRIDE Day as well as the CIO Seminar inSep 2015. Both runs were successful in raising awarenessof Mobility and DA capabilities within MINDEF.

Financial Governance Frameworks72 { }Artist’s impression of the newly-refurbished Temasek Club, a club house for SAF Officers.To ensure prudent resource usage and sound financial Did You Know?management in MINDEF/SAF, DFO has put in place theCorporate Governance Framework for MINDEF RelatedOrganisations (MROs) and Finance Training Framework.MRO Corporate Governance Framework There are 17 MROs: 1. SAFRA National Service AssociationMROs are separate legal entities from MINDEF but are 2.  N ational Service Resort & Country Clubgenerally perceived by the public to be part of the 3.  SAFRA Radioministry. As the supervising ministry, MINDEF needs 4.  Singapore Discovery Centreto maintain sufficient oversight of the MROs to prevent 5.  Singapore Youth Flying Clubfinancial lapses and malpractices that may tarnish 6. Temasek ClubMINDEF’s reputation. In 2014, DFO collaborated with 7. The ChevronsMP Div and other MINDEF agencies to develop and 8.  Sembawang Country Clubimplement the MRO Corporate Governance Framework 9.  SAF Yacht Clubwhich provides guidelines in the areas of: 10. Warriors Football Club 11. S AF Sports Association 12. Temasek Society 13. SAFTI Alumni Association 14. Army Mess Societies 15. J oint Mess Society 16. RSAF Mess Society 17.  RSN Mess Society

CHAPTER III - KEY ACHIEVEMENTS OF DMG DEFENCE MANAGEMENT GROUP: OUR STORY• Finance and Procurement — to govern key processes that are susceptible to fraud, 73 misappropriation or loss of funds. These processes include cash handling, collections, payment, payroll and asset management.• Employee Conduct — to guide MRO employees to uphold the integrity and reputation of MROs, ensure no conflict of interest between official duties and personal interest, and be fair and impartial in carrying out their responsibilities.• P ublic Communication — to align MROs’ communication narratives with MINDEF/SAF’s messages, and establish close coordination and consultation over public collaterals that may impact defence-related matters.• Security — to prevent leakage of information and personal data or web defacement incidents in the MROs that may have an adverse impact on MINDEF’s image.In developing the framework, DFO customised MINDEF’s policies to suit the MROs’ operatingenvironment. DFO balanced between providing adequate controls and not being overlyprescriptive, so as to not hamper the MROs’ operational flexibility. DFO overcame these challengesthrough extensive consultation with the MROs, and sought support from partner agencies to drivegovernance for their respective areas.Finance Training FrameworkTo equip our finance officers in MINDEF/SAF with the necessary skills and knowledge, DFO conducteda training-needs analysis and engaged finance officers to identify the key competencies required toestablish the Finance Training Framework which comprises a Finance Competency Map, TrainingRoadmap and Training Directory.To cater to the diverse range of finance jobs in MINDEF/SAF, DFO developed the list of competencieswith the principle to equip finance officers with a standard set of skills and knowledge, to facilitategreater deployment and rotation opportunities. To ensure credibility and relevance of theframework, DFO held discussions with finance officers across MINDEF/SAF, and ensured alignmentwith frameworks from other institutions, such as the Ministry of Finance and Institute of SingaporeChartered Accountants. Did You Know? InauguralIn 2015, DFO collaborated with Civil Service College { }MINDEF-CSC(CSC) to develop three finance courses, customised to Finance Course:MINDEF-specific regulations. These courses aim to provide Understandingparticipants with a whole-of-government perspective on Finance infinance in the public sector and highlight key principles MINDEF.underpinning MINDEF’s finance policies and processes.The courses are:1. Understanding Finance in MINDEF2. Introduction to Budget Management3. Project Planning from a Financial Perspective

Enhancing the delivery of legal services to SAF In recent years SAF has expanded its international role with deployments to anti-piracy patrols, peace-support, humanitarian missions and multi-coalition operations. As international laws apply to such operations, it is necessary that legally trained officers be deployed with the SAF on such operations. To tap into the pool of legally trained NSmen, LS worked with the SAF to train NSmen in the laws of armed conflict, who can be deployed with their units in SAF operations and exercises and who report to Director LS (DLS) on professional legal matters. Building a Defending Officer (DO) corps to better assist accused servicemen in the military courts74 To enhance the competency and professionalism of the DOs, LS took over the training of the DOs in 2015. LS introduced and implemented a new practical-based training curriculum to equip the servicemen with the requisite skills and knowledge to represent accused servicemen at court- martial. Basic training modules include making written representations to prosecutors to reduce charges, and writing mitigation pleas. { }Officers training to be DOs in an LS-facilitated session.

CHAPTER III - KEY ACHIEVEMENTS OF DMG DEFENCE MANAGEMENT GROUP: OUR STORY{ }A newspaper feature on building a DO corps. To-date, 100 SAF officers have attended and passed the requirements of the Basic-level course. Intermediate- level training courses conducted by LS will be introduced and implemented in 2016. LS will work towards building a pool of at least 250 officers from diverse units and different services so that accused servicemen have access to a trained DO stationed near him. To sustain a practising pool of DOs, LS will introduce a continuing legal engagement programme with the trained DOs. Concurrently, with the introduction of the new training programme, LS launched the DO Helpline to provide continuing assistance to DOs handling actual cases who may need legal assistance. The helpline is manned by LS officers, and DOs may call or email for legal assistance.Fostering a culture of legal awarenessacross MINDEF and SAF departments 75{ }DLS at a Q and A session at the Goh Keng Swee Command and Staff College.LS runs an extensive training programme for MINDEF and SAF departments on diverse topicsspanning military law, administrative law, medical law, and international law including the laws ofarmed conflict and the United Nations charter. Legal briefings are also conducted for SAF DefenceAttaches and Foreign Service officers before they are deployed on missions.To foster closer understanding of the law in its operating context, LS engages in regular informallegal dialogue sessions with SAF servicemen at all levels. Among the regular engagements are theregular dialogues between DLS with the security troopers deployed to guard key installations andperform other duties in aid of civilian authorities under Part XIIA of the SAF Act. These dialoguesprovide a conversational platform to understand the concerns of the security troopers, and toexplain the rules of engagement and their legal powers and duties. In addition, the Goh Keng SweeCommand and Staff College invited DLS as its first legal speaker in its Distinguished Speakers seriesto speak to the senior commanders of the SAF on “Just Conduct in Operations”, followed by the “AskAnything Legal” interactive segment.



CHAPTER IVASPIR ATIONS OF DMG

DEFENCE MANAGEMENT GROUP: CHAPTER IV - ASPIRATIONS FOR DMGOUR STORYAspir ationsFOR DMGD MG’s core businesses are in the areas of Manpower, Finance, Information Technology and Legal. In each of these areas, we set policies, establish governance, develop systems, give advice and impart our expertise. We provide strategic perspectives and implement best practices to contribute to the overall defence capability of Singapore. To achieve DMG’s mission of upholding good governance and ensuring effective use of resources in MINDEF and the SAF for the defence of Singapore, DMG78 must continue to be future ready.In 2016, DMG launched a new strategy map to guide{ }DMGians in realising DMG’s mission and vision. DMGians at the DMG Workplan Retreat in 2015.

CHAPTER IV - ASPIRATIONS FOR DMG DEFENCE MANAGEMENT GROUP: OUR STORY{ }The 2016 DMG Strategy Map.

DEFENCE MANAGEMENT GROUP: CHAPTER IV - ASPIRATIONS FOR DMGOUR STORYAspirationsWe have distilled the thoughts and anecdotes of DMGians on their views of DMG, and theiraspirations as we strive toward our Mission and Vision. On Organisational Excellence80 “We can explore new ways of doing things, such as re-thinking how we can be agile in the method of contracting to shorten system development cycles. This will ensure that systems are on top of the curve of technology when they become operational. There also needs to be greater collaboration between users and system developers to enhance user experience and improve system usability.” Clarissa Low, MISD

CHAPTER IV - ASPIRATIONS FOR DMG DEFENCE MANAGEMENT GROUP: OUR STORY “We need to adopt a transformative 81 mindset to change current processes“DMG must constantly scan the horizon to adapt to an and products if they are just notever-evolving defence landscape. At the same time, it must working efficiently or effectively. Westay grounded as an organisation that cares for its staff – need to put aside the “patchwork”empowering them to develop themselves and nurturing mindset and create something that willtheir capabilities.” benefit users and stakeholders beyondMalini, DFO their own expectations.” Melissa Hon Feng Yi, MISD“I would like to see DMG lead the service industry globally “I believe that AGILE is achievable,with better information and expertise management. but requires commitment and visionDMGians should feel more confident and competent in beyond fulfilling our day-to-day tasksserving their clients due to regular cross-training in policy, well. The word ‘agile’ evokes a senseoperations, technology, and also the law.” of movement and action. AGILE willJon Ong, LS be achievable when DMGians adopt a pro-active attitude in achieving our DMG thrusts.” Melissa Sng, MP Div

DEFENCE MANAGEMENT GROUP: CHAPTER IV - ASPIRATIONS FOR DMGOUR STORY Working in DMG “MINDEF is not just an employer; it is the organisation through which we serve our country and uphold all that we hold dear.” Joachim Leow, MP Div “I hope that DMG will continue to be the supporting pillar to the defence of our nation, and a dynamic, conducive working environment for DMGians.” Ng Wenwei, DFO “I must thank DMG management for giving us the support and guidance to make PRIDE work. Each DS(A) and DMG Director has a major role to lead and inspire the participants to soar to greater heights. This reminds me that our individual successes usually come about82 because someone higher up believe in us and are prepared to support us all the way.” Tan Chiu Hee, DFO “LS has a dynamic work environment. The legal work that we are involved in is interesting and challenges every legal officer to be kept abreast and updated on our knowledge of the law. There is never a dull moment in the office and every member is given an opportunity to hone and improve his/her set of legal skills. Amidst the heavy workloads in the office, LS remains a close- knit community and is one which I can confidently call my second home. I have been blessed with friendly and encouraging colleagues, supportive staff, as well as understanding supervisors.” Bryan Saw, LS

CHAPTER IV - ASPIRATIONS FOR DMG DEFENCE MANAGEMENT GROUP: OUR STORY“I have always cherished the opportunity and challenge “Working in DFO has been a very 83to work in MINDEF and contribute to the defence of fulfilling part of my career in MINDEF.Singapore. Coming to DMG has given me a wider There are opportunities to experienceperspective on what it means to be Singaporean, work that spans a wide domain. Iespecially on why the need for defence and why NS is also work with supportive bosses andimportant – “What you cannot defend, does not belong staff. Although our demographicsto you.” and professional background andJanan Hoe, MP Div experience are diverse, we are able to work well and complement each other“I am proud to be a DMGian, striving forward with my to serve MINDEF. I truly appreciatededicated colleagues under the dynamic leadership of the service professionalism andour bosses who have bold visions and the courage to commitment of staff.”fulfil them.” Daniel Lee, DFOMarlene Koh, MP Div I am fortunate to have worked with talented people from SCO, DSTA and MINDEF/ SAF in managing the legacy HR system called the Integrated Manpower Information System (IMIS) and its replacement, the IMIS2 through the 90s. The E-HR replaced the IMSI2 in 2009 and I am happy to be able to continue to support the operations. In addition, we are developing our HR auditing capabilities to meet the increasing needs from users and management and ensure our HR systems and processes are robust.” I Bala, MP Div

DEFENCE MANAGEMENT GROUP: CHAPTER IV - ASPIRATIONS FOR DMGOUR STORY DMG’s Future84 { }Dr Ng Eng Hen, Minister for Defence, sealing the MINDEF/SAF time-capsule to commemorate SG50 in 2015.“The going will definitely get tougher “A leader in defence management, with all its heartwareas we move along. But the creative intact and people at its core, always.”freedom to explore new education and Teoh Ai Lin, Director Legal Servicesengagement avenues ranging from “Don’t dwell on the past, make full use of the present, geta one-stop finance resource hub (the ready for the future.”newly launched “Finance Community Tan Puay Yee, MISDPortal”) to in-house topical finance “To reach new frontiers in defence management byworkshops (our inaugural course on employing breakthrough technologies.”“Organisation of Official Local Events”) Lee Wee Liang, MISDfuels my interest in the job. The warmresponse received from the FinanceCommunity just tops it off as the icing ona very delicious cake.”Amelia Chung, DFO

CHAPTER IV - ASPIRATIONS FOR DMG DEFENCE MANAGEMENT GROUP: OUR STORY“As with the past, MINDEF and the SAF will continue to “Going forward, DMG is working closely 85face many challenges, although of a different kind. with the SAF in the Human ResourceLow birth rates, a greying population, slower economic 2030 and National Service 2030 studies.growth, a more vocal public are but some of the many MP Div will look at the projections onchallenges that MP Div will need to address. The security Regular human resource trends, andlandscape is also more complex, with terrorism becoming develop strategies to ensure that SAFa very serious threat. The SAF is now deployed in a range 2030’s human resource needs are met.of operations both locally and overseas. But amidst I am proud to be part of this initiativethese challenges lie opportunities for policy innovation, as we must tackle the HR challenge of asomething that MP Div is not unfamiliar with. Experienced reduction in the size of our NS cohort.”staff can impart their experience. Technology can Chew Qinyi, MP Divbe harnessed to better engage Singaporeans and to “I want to develop expertise in the areaenhance quality service delivery. The new development of Human Resource to play a part inthat MP Div is working on will also bring the HR and NS supporting the organisation’s goalsfunctions together and there will be many opportunities and strategies.”to deploy smart technologies and engage the public.” Amanda Goh, MP DivWong Kan Seng, former Deputy Prime Minister “My dream is that I would like to see“Any new initiative should be customer-centric. Priority DMG as an environment where we canshould be given to customers instead of merely focusing work from home. I envision that theon our own process convenience. When handling difficult organisation would be more tech-savvycustomers, it may be wise to start with rapport building. and have in place policies that willUnderstanding the whole work process beyond our work enable us to use more IT to accomplishscope would enable a quicker response to queries. We can our tasks.”never work alone and having good working relationships Jennifer Boey, LSwould enable us to provide tighter customer support. Becommitted to the people whom we are serving and staypositive, always.”Janelle Kang, DFO“As a DMGian, I can feel the growing sense oftogetherness. People are willing to bring up new ideasand to try them out. Corporate Social Responsibility isone good initiative that speaks the volunteer spirit ofDMGians in Doing More Good. Opportunities like thesemake DMG a lively place as people across departmentswork together towards making a difference. This givesme a sense of teamwork and togetherness in DMG.”Azman Bin Anuar, MP Div



CHAPTER VLOOKINGFORWARD STAYING AHEAD

DEFENCE MANAGEMENT GROUP: CHAPTER V - LOOKING FORWARD STAYING AHEADOUR STORY LOOKING FORWARD STAYING AHEAD A s we look towards the future, the scope and nature of security challenges will remain complex. The volatile security environment will present a range of threats, including transnational terrorism which has brought the battlefront into our everyday lives. We must be on our guard against hybrid warfare which seeks to undermine our resolve in the civil, economic, social, psychological and military domains. We are also not immune to the spill over effects of the maritime and territorial disputes in the South China Sea. On the domestic front, we will face demographic and social challenges. The enlistment cohorts are declining due to low birth rates. Public expectations have risen and there is a greater diversity88 of personal aspirations and values. Having enjoyed a sustained period of peace, it is easy for Singaporeans to take our stability and security for granted. These challenges underscore the need for an AGILE organisation – a DMG that is innovative and ready to tackle the issues of tomorrow. We must continue to remain relevant and effective. We will enhance our future-sensing capabilities and implement forward-looking policies. We will focus on securing strong public commitment to defence and support for NS. This will multiply the deterrent impact of conscription and signal to potential adversaries that they face a competent and committed national force which has the entire population supporting them. DMG will support MINDEF and SAF 2030. As part of this effort, we are working with the SAF on National Service 2030 (NS2030) and Human Resource 2030 (HR2030). The NS2030 study examines NS trends and will develop strategies to fulfil manpower and operational requirements. The HR2030 study examines manpower trends and will propose strategies to attract and retain our fair share of talent. DMG will provide strong support to MINDEF and be a valued partner of the SAF. With steadfast resolve and commitment as one DMG family, let us continue to serve our country and secure the future of Singapore.

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