Singapore Government Press Release

Media Division, Ministry of Information & The Arts, #36-00, PSA Building, 460 Alexandra Road, Singapore 119963, Tel: 3757794/5

SPEECH BY DR ALINE WONG, SENIOR MINISTER OF STATE FOR HEALTH AND EDUCATION, AT THE MASTER IN PUBLIC POLICY VALEDICTORY DINNER ON SATURDAY, 9 NOVEMBER 1996, 7.15 PM, AT THE NUS GUILD HOUSE

MPP Class of 1996,

Ladies and Gentlemen

I am pleased to be here at the Valedictory Dinner for the 4th batch of graduands from the Master in Public Policy programme.

This evening, you must all be feeling a great sense of achievement. You have successfully gone through two years of studying solutions to complex problems encountered in the public sector. You would have developed skills in defining problems, analysing data and simulating different scenarios and evaluating the different outcomes. This process would also have required you to consider the ethical issues of public policy, and to understand the special responsibility of managing public resources in a manner which maximises the public interest.

NEW CHALLENGES

As we enter the 21st Century, the environment in which we devise and implement public policy will undergo very profound changes. These changes are shaped by several key driving forces.

1) With increasing globalisation, there will be a much greater flow of capital, goods and services, people and ideas. This means a much greater complexity and diversity in the problems that confront policy makers.

2) Further liberalisation of the world economy will mean more opportunities for cooperation on the one hand, but also more competition, on the other.

3) Technological advances, especially advances in Information Technology, are expected to accelerate. These would produce major impacts on economic and social structures all around the world.

The above changes will bring about unparalleled opportunities for economic growth, especially in ASEAN and the broader Asia-Pacific region. At the same time, these changes would throw up many fresh challenges in the areas of governance and public policy. First, policy issues will become increasingly complex and diverse. Few, if any, problems would have straight-forward solutions. A corollary of this is that, we will need to mobilise more diverse groups in order to effectively implement policies. Second, as the pace of change accelerates, there will be greater demands on us to anticipate problems and to act swiftly. Thirdly, as inter-dependencies among countries grow, changes in any country would have an impact on many others. Thus, it would not be possible for any one country to think or act alone.

PUBLIC SECTOR LEADERSHIP - KEY COMPETENCIES

To exercise public sector leadership effectively, we must not only bring in some of the best talents into the public sector, but also ensure that officers are professionally trained to meet the challenges. Effective public leadership demands three key competencies.

First, public sector leaders must have analytical depth and multi-disciplinary breadth. As problems grow in complexity, we must be able to bring a wide repertoire of analytical tools to bear on these problems. These tools can help us cut through complexities and see the fundamentals. Similarly, as problems become more multi-faceted, we must be able to perceive problems from the vantage points of different disciplines. Public sector leaders must adopt a generalist approach and focus on policy fundamentals. At the same time, they must have a grasp of the extent of inter-linkages involved, and be astute enough to tap the expertise of specialists.

However, a good analysis of policy problems alone is not sufficient. One must choose from a range of policy options. This involves the exercise of judgment -- of what is feasible, and what is in consonance with the values of the society. The policy options available in each society are shaped by the historical, political, economic and cultural contexts of that society. While the fundamentals of policy options may be clear, the specific form a viable solution would take and the manner in which it would be implemented would vary across countries. Hence, the second core competency of public sector leaders is the ability to understand the institutional contexts of policies. The study of public policy is not a purely academic exercise. Rather, it is a rigorous study of how good policies can be implemented, given the realities of the policy settings. In this regard, I am very glad that the MPP programme at NUS places special emphasis on the institutional setting and societal contexts within South-east Asia and the wider Asian region.

The third competency required of good public sector leaders is the ability to co-operate and collaborate with others in an increasingly inter-dependent world. Such collaboration cuts across agencies within a country, as well as across countries and regions. Tackling issues such as international and regional security, economic liberalisation and the environment, or health issues such as AIDS, are the most obvious examples of the need to co-operate. Many emerging issues, such as the regulation of the Internet, require similar co-operation and collaboration. Countries that are able to work together to solve these problems and to embark on new collaborative ventures will ultimately bring about greater prosperity and stability for their people.

THE MPP PROGRAMME

To exercise effective public sector leadership, we have to combine these three competencies effectively. This would enable us to innovate, to break new grounds and to implement realistic and workable policies. I am sure that the MPP programme that you have undergone has enabled you to develop these competencies. Furthermore, the NUS Public Policy Programme has several distinctive features. It has been jointly developed by the NUS and Harvard University's Kennedy School of Government. The Kennedy School's programme has been motivated by its vision that it would be a laboratory for testing policy problems and for developing new techniques to solve these problems. Its curriculum has evolved over the years from a focus on analytical studies into a broader programme that is balanced with courses in strategic management, politics and leadership. NUS has also put together a core group of teaching faculty who, in addition to their academic credentials, are experienced in consulting and advising governments on policy issues.

Another distinctive feature of the MPP is its focus on the institutional setting and societal context within South-east Asia and the wider Asian region. The importance of such a focus I have already touched on. Furthermore, this region is entering the next century with the promise of a prosperous future, if we can maintain peace and stability in the region. Thus, doing the course in this dynamic part of the world, you have the advantage of looking at the issues close at hand with greater familiarity.

I am glad that the participants come from various countries in the region and beyond - Brunei, Indonesia, Mexico, Myanmar, the Philippines, South Korea, Vietnam and of course Singapore. You hold a variety of appointments in different public sector agencies. Such diversity enables the group to tap each participant's unique experience and enrich your discussions.

I hope that the programme has engendered a greater understanding amongst our participants of the policy contexts for each country. This will enable us to better appreciate each other's concerns and sensitivities, and strengthen our capacity to collaborate in the future.

CONCLUSION

Now that you have completed the course, it is important that the friendship and network that you have developed from working together during the last two years are maintained. As our overseas participants return home to your own countries, I hope you will bring with you the friendship and goodwill of the group members and that you will help to foster better understanding and closer collaboration amongst our countries.

I understand that the NUS is facilitating this continued relationship by means of a newsletter for the alumni of the MPP. I commend the NUS for this initiative.

Finally, it leaves me to congratulate you on your completion of the MPP and to wish you every success in your future endeavour. Thank you.