100 Word Book Review:

This is a 50 volume series documenting the challenges that Singapore faced after Independence, shaped by its leaders’ long-term vision. The main key aspects of Singapore’s governance – incorruptibility, pragmatism and meritocracy. It also elaborates the roles played by institutions, strategies and policies in place to counter check any deviations. While Singapore has inherited part of the British System, it poses pragmatic problems too. There is a need to depart from welfarism because it saps people’s self-reliance and the need to excel and succeed. A good concise reference book for understanding the basis of Singapore’s public policy and principles of governance.

The Authors

Mr Peter Ho was Head of Singapore’s civil service, concurrent with his other appointments as Permanent Secretary (Foreign Affairs), Permanent Secretary (National Security and Intelligence Coordination), and Permanent Secretary (Special Duties) in the Prime Minister’s Office. Before that, he was Permanent Secretary (Defence). He is now the Senior Advisor to the Centre for Strategic Futures, where he continues to pursue his interests in good governance and strategic foresight. He is also Chairman of the Urban Redevelopment Authority of Singapore, and a Senior Fellow in the Civil Service College Singapore.

Ms Anuradha Shroff is a Lead Researcher in the Institute of Governance and Policy in the Civil Service College (CSC) Singapore. She is also a facilitator and trainer for the CSC’s leadership and public policy programmes. Her current research focus is on the relevance and application of complexity theories to public policy and leadership. She was previously a lead strategist and facilitator with the Strategic Policy Office, Public Service Division.

Mr Codey Tan is an Assistant Manager in the Institute of Public Sector Leadership in the Civil Service College (CSC) Singapore. He is also a facilitator for the CSC’s public policy programmes. His research interest lies in public sector governance and the application of complexity theories to public policy. He was previously with the Centre for Public Economics, CSC.

Ms Hazel See is a Senior Manager in the Strategic Planning and Development unit in the Civil Service College (CSC) Singapore. Besides writing thought articles and case studies, she has led training consultancy projects for public sector organisations and regularly facilitates leadership and policy milestone training programmes. Her research interests include public-sector governance, policy and service management. She has been with the CSC since 2010 and was previously with the Ministry of Education.

Ms Lena Leong is a Deputy Director and Principal Learning and Development Specialist in the Civil Service College International in the Civil Service College (CSC) Singapore. She has facilitated Public Administration and Reform programmes for international participants. Her research interests are in public administration and management, organisation change and leadership. She was previously with the Institute of Leadership and Organisation Development and the Centre for Governance and Leadership, CSC.