Formation of DPC and the adoption of technology
National Environment Agency

A. Problem Analysis

 1. What was the problem before the implementation of the initiative?
Before 2012, the cleaning of public areas in Singapore was maintained by various government agencies (i.e. National Environment Agency (NEA), Singapore’s National Water Agency, PUB, Singapore Land Authority (SLA), Jurong Town Corporation (JTC), Housing Development Board (HDB), National Parks Board (NParks), Urban Redevelopment Authority (URA) and Land Transport Authority (LTA)). NEA was in charge of cleaning public roads and expressways and the emptying of litterbins, while individual land agencies were in charge of cleaning their respective areas and assets under their care. Examples of assets cleaned by the land agencies have been tabled below: Land Agencies Assets Cleaned NEA Public areas such as roads, pavements, bus-stops, overhead bridges, backlanes, beaches, etc. PUB Drains SLA/JTC/HDB Vacant state lands and common areas in industrial estates LTA Footpaths and footbridges URA Carparks NParks Parks and playgrounds Most agencies engaged their own cleaning service providers to clean areas under their responsibilities. As a result, multiple agencies and cleaning service providers can be performing similar cleaning works in the same geographical location but with different cleaning methods, frequencies of cleaning and timings. Such differences resulted in inefficiencies (e.g. different cleaning schedules for public roads and drains located next to each other gave the impression that cleaning was incomplete). Confusion and frustrations often arose among members of the public as the inter-agency boundaries for cleaning were not apparent to them. Another issue that members of the public often raised was that there was no single government agency to address all cleanliness-related issues. Fundamentally, the public is not concerned about approaching the correct agency that owns the asset to feedback on cleanliness issues. To them, the government is responsible for public cleanliness and therefore it should not matter who they approach to have public areas cleaned. Such coordination problems, especially in instances when public cleanliness feedback were directed to the wrong agency and the member of the public had to be referred from one agency to another, often resulted in frustration. The lack of an integrated approach in resolving public cleanliness feedback led to situations where government agencies appeared inefficient and uncoordinated in the eyes of the public. Members of the public were often upset as their feedback were not addressed quickly and efficiently. Furthermore, Singapore’s cleaning industry is large and diverse. The industry provides both general and specialised cleaning services, with general cleaning (commercial premises, food and beverages establishments and conservancy areas) making up majority of the services in the industry. The fragmented and unregulated cleaning industry with low entry barriers to start a cleaning business also created some challenges. As cleaning contracts by service buyers were mostly headcount based, bidders from the industry often under-cut each other in order to successfully secure cleaning contracts. This resulted in the industry employing workers who tend to be older and earning lower wages compared to the average working population. Due to low profit margins, cleaning companies also had little incentive to seek improvements in work productivity, cleaning standards, human resources, training and explore productivity through mechanisation.

B. Strategic Approach

 2. What was the solution?
Recognising that the issues need to be addressed holistically and immediately at the Whole-of-Government (WOG)* level, the Ministry of the Environment and Water Resources (MEWR) together with NEA, took the bold step in taking the lead to resolve the challenges of ensuring a high standard of public cleanliness. NEA enacted the idea of centralising the public cleanliness functions by forming a new entity and worked with the other government agencies in the integration of all matters relating to the cleaning of public areas. It was announced by the Senior Minister of State for the Environment and Water Resources in Singapore’s Committee of Supply** 2012 that a new department under NEA called the Department of Public Cleanliness (DPC) was to be set up. DPC was formed as a key WOG initiative to deliver higher standards of cleanliness in public areas and to allow greater integration of cleaning works and feedback management for better service quality and efficiency. With DPC’s formation, there would be a single entity to oversee and be accountable for the cleanliness of public areas. At the same time, DPC would also serve as a one-stop centre to provide centralised management of feedback on cleanliness. DPC will progressively tighten cleaning standards, enhance cleaning regimes and improve existing infrastructure as it integrates the cleaning functions from the various agencies. This will be achieved through incorporating higher performance standards and better service delivery in public cleaning as fresh cleaning contracts are called. As cleaning works are performed by private companies contracted by the Singapore Government, one of DPC’s important tasks is to ensure their services are carried out according to the required standards. While it is not possible to verify 100% of the work done by the appointed service providers, DPC will move towards a risk-based approach in auditing public cleaning works and further enhanced this capability by leveraging substantially on technology. DPC has taken a pragmatic approach of adopting matured and readily available technologies and tailored them to suit operational needs for monitoring and auditing of cleaning works. These initiatives include the introduction of remote-monitoring by leveraging on Global Positioning System (GPS) and sensor analytics, requiring online self-reporting by cleaning service providers and carrying out surveillance through web-based cameras with video analytics to monitor cleanliness of public areas. In working towards a next generation of smarter audits, DPC has introduced in phases, a mobile system to enable real-time tracking of cleaning works via instant updates. This allows smarter deployment of manpower for quick follow-up on cleaning lapses when necessary. DPC has also leveraged on a crowd-sourcing platform to harness feedback from the public on cleanliness issues. One of such initiatives, the Cleaning Performance Monitoring System (CPMS), has won recognition nationally and internationally for its innovative use of technologies in raising productivity and ensuring the high quality of the works delivered by the cleaning service providers. To uplift the overall standards and professionalism of the cleaning industry in Singapore, the Enhanced Clean Mark Accreditation Scheme (EAS)*** was introduced in November 2012. DPC will also introduce a licensing regime by 2014 to raise the productivity, standards, professionalism and employment conditions of the cleaning industry. Initiatives include training of cleaners, adoption of technology and innovation by cleaning companies and the development of technical references, standards, and guides with our partner agencies. The licensing regime is compulsory and will set the standards that cleaning businesses must meet before they can operate. Besides mandatory training courses, licensing requirements will require employers to adopt a progressive wage model, where cleaners’ wages are commensurate with their responsibilities, training and cleaning work experience. ------------------------------------------------------- * Whole of Government (WOG): The public views the government as a single entity. In other words, all the public agencies (ministries and statutory boards) serve the people as one government even though each agency has autonomy to set directions and build its own capacity. So while each agency is accountable for its defined and focused role, cross-agency issues are addressed as a networked-government to provide solutions from the customers’ perspectives. ** Committee of Supply (COS): A Committee of the whole Parliament that considers the business of Supply. It usually sits for seven days or more in March to deal with the estimates of expenditure for the coming financial year. The Committee considers each ministry’s request for funds and votes on it. *** Enhanced Clean Mark Accreditation Scheme (EAS) recognises companies that deliver high standards of cleaning through the training of workers, use of equipment to improve work processes, and fair employment practices.

 3. How did the initiative solve the problem and improve people’s lives?
DPC’s formation was Singapore’s first WOG approach to address municipal issues in an integrated manner. As part of service excellence, DPC’s One-Stop Contact Centre provides a single contact point for the public on public cleanliness-related issues. Public cleaning services are integrated across various government agencies, resolving boundary issues and providing opportunities for achieving economies of scale. DPC is able to ensure a higher standard of public cleanliness by leveraging extensively on technology to address manpower shortage. With the introduction of the EAS in November 2012, the overall standards and professionalism of the cleaning industry was raised. Requirements such as mandatory training courses and progressive wage models for cleaners were also included in cleaning contracts. This has improved the livelihood of cleaners and the productivity of the industry. To take it a step further, DPC is working towards licensing in 2014 to set minimum standards for the entire cleaning industry. With the implementation of the licensing regime, the industry will be regulated as only licensed companies are allowed to provide cleaning services. DPC’s formation as a WOG approach has paved the way for agencies to manage other municipal issues (e.g. noise, maintenance and animals) in an integrated manner.

C. Execution and Implementation

 4. In which ways is the initiative creative and innovative?
In 2011, senior Government officials were in discussions to streamline and integrate public cleaning works for better service quality and efficiency by taking a WOG approach through the formation of a new entity that will manage and be accountable for all public cleaning services in Singapore. The Ministry of the Environment and Water Resources (MEWR), together with NEA, took the immediate step towards the formation of this new entity. An Inter-Agency Public Cleanliness Steering Committee, chaired by CEO (NEA) was convened in December 2011 to agree on the work scope to be taken over by NEA and the approach in taking over of the cleaning works that were under each agency. A working committee, chaired by Director of the new entity and comprising of representatives from various agencies (NEA, PUB, NParks, SLA, LTA, URA, HDB, JTC, BCA, MEWR, MOF, PSD) was also formed to see through the implementation issues of integrated public cleaning at the working level. In March 2012, the Senior Minister of State for the Environment and Water Resources in Singapore’s Committee of Supply 2012 announced that a new department under the NEA called the Department of Public Cleanliness (DPC) would be set up within NEA. - Formation of Integrated Approach in Resolving Public Feedback on Cleanliness With the formation of DPC, a One-Stop Contact Centre was also set up to front public cleanliness feedback from 8 government agencies involved in the integration. To report cleanliness related issues, the public could call a dedicated hotline or contact DPC via a dedicated email. This is above the other public feedback channels which include NEA’s main hotline and mobile applications platforms. - High Cleaning Standards and Service Quality in Public Areas DPC worked with the relevant agencies to discuss on the integration timelines and also the budget and resources to be transferred over. Considerations such as current cleaning contracts’ expiry dates were factored in during discussion. As an interim measure, the cleaning functions of the various agencies would be taken over progressively by the way of novation of agencies’ contracts to NEA, inclusion of agencies’ cleaning scopes into NEA contracts or management of the cleaning of agencies’ assets as managing agent. By 2016, the cleaning of public areas under each of these agencies would be subsumed under the integrated cleaning contracts called by DPC. With the rising public expectations on public cleanliness, DPC would continue to tighten cleaning standards, enhance cleaning regimes and improve existing infrastructures. These will be achieved by improving service delivery through progressively incorporating higher performance standards and aligning the frequencies of cleaning services. As DPC took on additional cleaning functions and required better audit and monitoring capabilities, DPC developed a Technology Masterplan which detailed the various initiatives to be implemented progressively. The plan included the implementation timeline, budgetary requirements and training plans as DPC moved towards a risk-based approach as its auditing strategy for public cleaning works. DPC is progressively incorporating applicable technological initiatives in staggered phases to supplement the existing system of auditing, monitoring and reporting. - Uplifting Overall Standards and Professionalism of the Cleaning Industry To uplift cleaning standards, the Enhanced Clean Mark Accreditation Scheme (EAS) was introduced as a pilot voluntary scheme, to recognize companies that deliver high standards of cleaning through the training of workers, use of equipment to improve work processes, and fair employment practices. Till date, close to 100 companies have been accredited.

 5. Who implemented the initiative and what is the size of the population affected by this initiative?
Various stakeholders had contributed to the design and implementation of the initiative. For a start, public expectations for improved public cleanliness and service delivery had shaped the call for the initiative. Following the Singapore Government’s decision to form a new entity that would manage and be accountable for all public cleaning issues, the Senior Minister for State for the Environment & Water Resources and the Head of Civil Service paved the way for DPC’s formation, while the Ministry of Finance, Public Service Division and the Ministry for the Environment and Water Resources provided the necessary support and resources needed for DPC to be operational. An Inter-Agency Public Cleanliness Steering Committee, chaired by CEO (NEA) was formed to provide high level oversight and guidance for the integration, which include agreeing on the work scope to be taken over by NEA and the approach in taking over of the cleaning works under each agency. Through the collaborative efforts of the various government agencies, a new integrated cleaning regime with the aim to deliver higher standards of cleanliness in public areas and to allow greater integration of cleaning works for better service quality and efficiency was established. DPC actively engaged IT vendors on various initiatives that could possibly enhance productivity and standards of cleaning. DPC also worked with interested partners from the private sector to implement initiatives like the crowd-sourcing iOS and Android app which was created by a third-party mobile app developer. The cleaning service providers for the various cleaning contracts managed by DPC assisted in the implementation by embracing the concept of the new integrated cleaning regime. Together with DPC, areas where productivity enhancements could be achieved were identified in order to increase the standards of cleaning. Trainings were carried out to familiarise their workers with the new standards of cleanliness.
 6. How was the strategy implemented and what resources were mobilized?
The resources used for the initiative were grouped into the following 3 broad categories: 1) human resources to staff DPC, 2) financial resources to fund DPC’s capital and operating expenses and 3) technical expertise to develop the technological initiatives DPC was formed with an initial headcount of 11. These officers were existing staff who were transferred from NEA’s Environmental Health Department. The officers worked around the clock to identify the required resources for this initiative which included manpower, budget and possible means of technology as an important enabler in ensuring high standards of public cleanliness, to leverage on. - Human Resources DPC worked with the various government agencies to agree on the headcount transfer and the manpower budget to be cut over due to the integration of cleaning works for the 8 agencies involved. It was calculated that the department would require at least 250 staff initially. In the spirit of innovation and doing more with less, DPC leveraged on technology and re-designed work processes to handle the increased work volume and optimise productivity. The headcount figure was thus revised to 150 staff instead. Of which, about 30% was transferred internally within NEA and 10% from various agencies involved in the integration. The remaining posts were filled by recruiting externally. - Financial Resources The budget for the 30% of staff that were transferred internally within NEA was already catered for in the agency’s baseline budget while that for the 10% was cut over from the various agencies. For the manpower recruited externally, the Ministry of Finance (MOF) provided 50% of the required funding while the remaining was funded by NEA. In addition, additional financial provisions had to be factored in as the cost of cleaning contracts was expected to increase with the move to regulate the cleaning industry, provide progressive wages to the cleaners and increase cleaning frequencies so as to deliver higher standards of cleanliness in public areas. - Technical Expertise In order to constantly explore new and improved public cleaning methods and technologies for the supervision of public cleaning, a team with passion and interest in technology, consisting of 3 core officers and 5 members, was formed within DPC to spearhead its technology drive. The team was tasked to develop a Technology Master plan to focus on scanning for matured and readily available technologies and lead in the pilot testing of projects as well as sought end-user feedback for the systems subsequently developed. A successful technological initiative was the CPMS which helped DPC to monitor the performance of appointed cleaning service providers by utilising established and widely available matured technology so as to achieve a higher cleaning standard for public areas in Singapore.

 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
The formation of the DPC in 2012 has been effective in many ways. - Improvements in Service Standards DPC’s One-Stop Contact Centre serves as the Public Service’s customer touch point in dealing with public cleanliness issues as it removes the need for the public to deal with multiple agencies. DPC field officers also engage the public through face-to-face engagements in order to better understand and address their concerns regarding cleanliness of the areas they lived in. Through increasing the human element in engagement, DPC has managed to obtain more constructive feedback on public cleanliness issues. One of the improvements in service standards includes the removal of animal carcasses and the clearing of overflowing bins within 2 hours regardless of the location of occurrence so as to eliminate potential public health concerns. - Improved Overall Standards of Public Cleanliness Cleaning standards of public areas have been improved by the progressive incorporation of higher performance standards and service delivery in DPC’s cleaning contracts As of November 2013, DPC had received a total of 1,675 compliments. - Uplifting of the Cleaning Industry The introduction of EAS has driven the whole cleaning industry towards delivering higher standards of cleaning with the gradual adoption of mechanisation and productivity. As EAS-accredited companies are required to pay progressive wages that commensurate with higher productivity, standards and skills of their cleaners, wages and livelihoods of cleaners have increased substantially through better training. As of November 2013, about 100 companies had been accredited with EAS and approximately 5,300 cleaners have benefitted from the programme. - Accelerating the Implementation of Technology The formation of DPC provided NEA with an opportunity to accelerate the adoption and implementation of technology within the organisation and became a catalyst in NEA’s overall transformation efforts. Through the use of technology, audit and inspection of cleaning works were enhanced and automated, which in turn increased the field officers’ work efficiency. One example is the use of mobile devices (e.g. iPads) by DPC field officers in the monitoring of the cleaning service providers’ work. DPC had used existing software platforms (e.g. iOS platform) and technology to create mobile applications tailored to suit operations which are scalable and implementable across other departments within NEA. As one of the largest service buyers in Singapore and the regulator of the cleaning industry, DPC has been able to influence cleaning companies to strive for higher productivity through the use of technology in their operations.

 8. What were the most successful outputs and why was the initiative effective?
Multiple systems were put in place to monitor the following 3 key objectives of DPC: 1) To improve the cleaning standards and service quality in public areas maintained by government agencies by progressively incorporating higher performance standards and service delivery in cleaning contracts for public places 2) To ensure an integrated approach in resolving public feedback on cleanliness 3) To uplift overall standards and professionalism of the cleaning industry Quarterly and yearly updates are provided to senior officers of the Singapore Government for close monitoring of DPC’s progress and to identify potential shortcomings that could have arisen at the different stages of the initiative’s implementation. NEA senior management were also constantly updated of the progress involving contract integration and technology implementation so as to ensure that everything is on track. Work performance and efficiency of our officers are also monitored closely through technologies that were introduced to enhance the inspection and audit regime. Individual officer’s performance and productivity are monitored on a monthly basis. The officer’s work output is captured via the various technological initiatives used for inspections and audits. Besides internal inspections and audits, public feedback is also monitored to detect any gaps that may arise due to the initial stage of integrating the cleaning contracts. The electronic feedback system adopted by NEA allows the tracking of public feedback from various available feedback channels. DPC tracks compliments versus complaints to staff ratio regularly to study the effectiveness of a single unified contact centre. In addition, DPC conducts face-to-face engagements with the public in residential estates to better understand and address their concerns regarding cleanliness of the areas they lived in. The on-going engagements provide DPC with valuable inputs on cleanliness-related matters and give a better sensing of the quality of service delivery and areas for further improvement. A public satisfaction survey will be carried out in 2014 to track satisfaction levels of the public for awareness and improvement of the cleanliness of public areas in Singapore. This will provide DPC with more insights on how to carry out future cleaning operations so as to achieve higher standards of cleanliness in public areas. DPC field officers also engage the public through face-to-face engagements in order to better understand and address their concerns regarding cleanliness of the areas they lived in. Through increasing the human element in engagement, DPC has managed to obtain more constructive feedback on public cleanliness issues.

 9. What were the main obstacles encountered and how were they overcome?
During DPC’s initial days, one of the biggest obstacles faced was the consolidation and management of the assets under the various government agencies and the scheduling of areas for cleaning and inspection. Due to the huge number of assets that DPC had to take over for cleaning, the technology team quickly embarked on a system to manage the assets. Using the Geographical Information System (GIS) as the foundation for asset data management, the team collated the GIS layers of assets from the respective agencies so as to quickly develop useful applications that can be used for operations and analysis. These layers were loaded into DPC’s Field Asset Management System (FAMS) and attributes (e.g. cleaning frequencies and cleaning service provider in charge) were assigned to each asset. With FAMS as a precursor, the team further developed the Cleanliness Quality Management System (CQMS), an inspection and audit system that enables DPC officers to be mobile and self-sufficient on the ground through the applications on their mobile devices. As DPC had limited resources to manage the increased cleaning functions, it took a bold move to leverage on technology. Technological initiatives were progressively introduced to replace the manual audits conducted by DPC officers, thus reducing manpower dependency. During the interim phase before the new integrated cleaning contracts are ready, DPC officers have to oversee and manage different cleaning contracts with different frequencies and standards of cleaning from the various agencies. To ensure that work is still carried out expeditiously, DPC ensured that each agency appointed a Key Coordination Representative (KCR) to oversee their respective contract and liaise with the DPC officer-in-charge. To prevent any confusion that the public may have, DPC will still front all public feedback but the administration and deployment of the cleaning service providers would be done by the respective KCRs.

D. Impact and Sustainability

 10. What were the key benefits resulting from this initiative?
The formation of DPC brought about the following key benefits: 1) Improvement in Service Standards DPC’s formation has enabled faster service delivery. Since 1 Apr 12, DPC’s One-Stop Contact Centre has been fronting public cleanliness feedback from 8 land agencies involved in the integration. Under DPC’s stringent service standard, around 90% of straightforward feedback cases not involving more than 1 land agency were resolved within 2 working days. This is shorter than the target of 3 working days set by NEA, prior to DPC’s formation. DPC received a total of 1,675 compliments since it began operations in April 2012. The overall ratio of compliments to feedback cases received to date is about 1:24. 2) Accelerated Technology Implementation DPC was positioned as a front runner of technology implementation and process re-engineering of operation departments within NEA as part of NEA’s overall transformation efforts. DPC’s formation gave NEA an opportunity to accelerate the implementation of technology and the new concept of “Future OPS” in the organisation. DPC was the first operations department in NEA to deploy mobile devices such as iPads to its field officers. With the development of a strategic Technology Master plan that involves integrating existing operational systems and impending technological initiatives into a unified IT platform - the Integrated Public Cleanliness Management Systems (IPCMS), technological modules from the IPCMS would be loaded onto the iPads of DPC field officers. This enables DPC field officers to enhance their situational awareness and increase field independence in their course of work. With DPC’s success of implementing mobile technology, other operational departments within NEA have been progressively adopting the approach in their field operations. In terms of leveraging on existing software platforms, DPC leverages on existing software platforms like iOS and Android to create applications that are scalable and implementable across other departments within NEA. The use of data analytics to monitor and resolve cleanliness feedback allows DPC to take a proactive approach in managing cleanliness issues. DPC utilises existing geospatial tools to conduct analysis on feedback cases, spot trends and identify cleaning hotspots across Singapore. This enables DPC to identify areas that require higher frequency of cleaning, to maintain the high cleanliness standards set by NEA and uphold Singapore’s image of being a clean city. The use of analytical tools enables DPC to review its current manpower, allows better resource deployment and facilitates its field operations to become more pre-emptive instead of reactive. DPC was conferred the Best Practice Award (Regulation) at the Excellence in Public Service Awards 2013 in Singapore and the Excellence Award at the International Convention of Quality Control Circles (ICQCC) 2013 in Taiwan for the CPMS. 3) Job Re-design DPC currently has a group of 283 Higher/Environmental Support Assistants (H/ESAs) who are responsible in cleaning selected enclaves in Singapore. Given the growing manpower constraints to street cleaning and the cleaning industry, NEA is taking the lead in promoting job redesign in the public sector. DPC’s current work processes would be re-engineered to improve productivity by leveraging on technology to audit the cleanliness of areas served by its cleaning service providers as well as exploring job enlargements for H/ESAs. With better specialisation and cross-training of skills, H/ESAs would be more deployable across a range of jobs. It would also allow NEA to better remunerate officers based on the skills and experience they have. This is in line with the progressive wage system. 4) Uplifting of Cleaning Industry The introduction of the EAS enables cleaning companies to put in place proper structures and systems in areas of human resources and training, as well as to optimise their manpower by pushing for greater productivity through mechanisation, automation and redesign of work processes. The scheme encourages capacity building at different levels through training of cleaners, team leaders and supervisors. As EAS-accredited companies are required to pay progressive wages that commensurate with the higher productivity, standards and skills of their cleaners, wages and livelihoods of cleaners have been increased through better training. The introduction of mandatory licensing of all cleaning companies from 2014 onwards enables DPC to regulate and raise the professionalism of the cleaning industry. About 100 companies have been accredited with EAS and approximately 5,300 resident cleaners have benefitted from the programme.

 11. Did the initiative improve integrity and/or accountability in public service? (If applicable)
- Sustainability DPC is committed to supporting the sustainable development of Singapore and the Singapore Strategic Blueprint 2030 targets, through the NEA Strategic Roadmap 2020. The most sustainable approach to ensuring that Singapore becomes and remains a globally recognised clean city is to develop stronger community norms of social responsibility. With greater public ownership, the government can complement efforts by developing better infrastructure (e.g. better bin design), technology (automation, mechanisation), education (programmes, events) and enforcement, and also facilitate the co-creation and co-designing of programmes with the public. To achieve DPC’s three key objectives, DPC will continue to deploy technology for remote and smarter auditing; and monitor cleaning performance so that any irregularities can be rectified promptly. The technologies involved are at various readiness levels and some may require more research and development. DPC will also work with relevant partners to build capabilities in supporting industries. This is where capability requirements will help guide technology development to meet operational challenges and acquire new capabilities for DPC. DPC will also work towards enhancing the competency of the environment industry workforce and promoting environmental thought leadership through knowledge distillation, sharing and training. Publications such as the ENVision magazine, published by MEWR, will serve as suitable platforms for which captured knowledge may be readily shared within NEA and external individuals and organisations for mutual knowledge expansion. DPC also creates a vibrant knowledge-sharing community by frequently engaging subject experts and thought leaders to share their expertise through various platforms such as the Professional Sharing Series, Innovation for the Environment Series and the Distinguished Environment Speakers. As one of the frontline government agencies which constantly deal with the public, DPC will beef up its capacity in handling public feedback and build stronger sense and sense-making capabilities. Indicators such as the Public Cleanliness Satisfaction Index, percentage of habitual binners and litter count score will be used to track progress. This allows us to effectively gauge behaviour changes and helps to balance the focus between the public’s expectations and their actions. - Transferability DPC’s formation signifies a successful and effective WOG approach in resolving complex common issues involving multiple government agencies. Increasingly, agencies are identifying the need to work in clusters so as to achieve common and interrelated objectives. The Singapore Government recognises that concerted and coordinated WOG efforts can achieve greater outcomes than the most competent individual agency working alone. If executed properly, a WOG strategy is a powerful source of competitive advantage for governments. Recently, AVA has piloted the First Responder Protocol on animal-related feedback and will take the lead in coordinating with relevant agencies to address animal-related feedback. This measure will help safeguard animal welfare and promote responsible pet ownership. Concurrently, AVA also works with HDB, Town Councils and animal welfare groups to sterilise and re-home strays.

 12. Were special measures put in place to ensure that the initiative benefits women and girls and improves the situation of the poorest and most vulnerable? (If applicable)
Setting up a brand new department from scratch was a daunting task but our initial team of eleven took on the challenge with a positive attitude. There were many lessons we learnt along the way but there are three very important lessons which we will keep in mind permanently as part of our skill sets and the foundation of how the department as a whole will operate. As part of the formation of DPC, we had to ensure that our department remains RELEVANT in the face of the multiple changes we are making to the cleaning industry in Singapore. The integration of contracts from various agencies brings together various different styles and frequencies of cleaning on top of the differing contract timelines. DPC unified the assortment of cleaning styles and defined a clear set of cleaning standards expected from our cleaning service providers via our accreditation initiative to meet the new and emerging cleaning challenges. Although we are a newly set up department, we maintain our RESPONSIVEness in our daily operations through the appropriate use of existing technology. By utilizing tried and tested technology in new ways, we are able to work around our limited resources to do more with less and faster too. We maximise the potential of our officers by equipping them with the technological means to work direct from site without the need to return to the office. Besides improving the efficiency and productivity of officers, applications such as the IPCMS also creates a structured workflow that improves our response time in resolving public cleaning lapses in Singapore. It is not enough to simply build up capabilities in our own people, processes and systems. DPC also develops our RESILIENCE by collaborating closely with external partners (whether from the private sector, the tertiary institutions or other government agencies) to leverage on their existing resources and skill sets in order to create a new improved set of capabilities together. For instance, the cameras used to monitor road traffic conditions by the Land Transport Authority (LTA) have assisted DPC in enhancing our situational awareness on public cleanliness issues in Singapore. Two years down the road, our team has grown sizeably but DPC still keeps these three lessons in mind and always strives to be more relevant, more responsive and ultimately more resilient in order to be ready for all sorts of challenging situations in managing the public cleanliness situation of Singapore. In the face of increasing public expectations, DPC will continue in our endeavours to be more innovative and develop more efficient ways of working to sustain high standards of service delivery to the public. Our RELEVANT, RESPONSIVE and RESILIENT DPC team looks forward to Safeguard and Nurture a clean Singapore for all to Cherish.

Contact Information

Institution Name:   National Environment Agency
Institution Type:   Government Agency  
Contact Person:   Joelyn Chung
Title:   Executive (Innovation and Prodcutivity)  
Telephone/ Fax:   +65 67319860
Institution's / Project's Website:  
Address:   40 Scotts Road #20-00
Postal Code:   Singapore 228231
City:   Singapore
State/Province:   N.A.

          Go Back

Print friendly Page