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| CPF:
Becoming world-class |
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| The
CPF Board continually seeks to
improve staff efficiency and enhance
customer satisfaction. |
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When the Central Provident
Fund (CPF) was introduced in 1955, it was a simple
old-age savings plan. There were only 180,000 members
and the fund size was $9 million.
Since then, CPF has grown into a sophisticated social
security fund. It now encompasses 15 schemes that cater
to its members’ various financial needs — retirement,
home ownership, healthcare, family protection and asset
enhancement. It is worth $116,955 million as of June
2005 and membership stands at three million.
Said Director (Customer Relations) Ng Hock Keong:
“It is CPF Board’s vision to become a world-class
organisation for social security.”
Recent achievements show that it is on the right
track. In 2004, CPF Board received the Singapore
Quality Award. This year, the Board attained the
Singapore Innovation Class and Singapore Service
Class certifications.
Moreover, in the recent Action Community for Entrepreneurship
Pro-Enterprise Rankings Survey, the Board was ranked
first among 25 public agencies.
Sharing on the Board’s strategic direction, Mr Ng
said: “The Board has built a strong service culture and
IT infrastructure in past decades. We hope to leverage
on these to propel the Board to greater heights.
“However, we are also cost conscious. Thus we have
to be more innovative to introduce new services
without impacting our
operating cost.”
Ever conscious of the Economy Drive, the CPF Board
has sought to improve staff efficiency and enhance
customer satisfaction while realising cost savings.
One initiative the Board took recently was cutting
down the number of physical counters. Compared to
two years ago, the number of counters in all CPF
offices has been reduced by 33%. In their place are
self-help counters from which members can print their
CPF statements without having to queue.
With fewer manned counters, the Board can devote
more resources to enhance its e-services. Its customer
service officers (CSOs) also have more time to provide
more value-added services to CPF members
in need.
Another project dubbed “e-Submission” enables
employers to submit their CPF contribution details
via the CPF website and mobile phones. Besides
benefiting from the speed and convenience of going
electronic, employers do not have to worry about their
payment details reaching the Board late when sent
by post. They also save on processing fees.
As for the Board, the reduction in processing work
has led to manpower savings equivalent to eight data
entry officers.
The CPF website (www.cpf.gov.sg)
underwent a revamp last year. Now members no longer
have to visit different sections multiple times
to view different statements. As a result, usage
of the Board’s e-services has gone up — from 600,000
transactions per month previously to some 1.8 million
transactions monthly.
Employers and CPF members have also welcomed
e-initiatives like mPAL, the Biometric e-Counter, a
collaboration with AXS, and an online board game
(read more about these in the following stories).
The Board is now working on a new portal and an
e-helpdesk service. By the end of 2005, CPF members
will be able to get real-time help from friendly CSOs
while navigating the CPF website.
The CPF Board has come a long way while remaining
true to its mission ”to ensure Singaporeans save
for a secure retirement”. In envisioning itself
as a world-class organisation, the Board seeks prudent
measures to continually boost service standards.
Summed up Mr Ng: “CPB Board firmly believes
that service improvements can be done in conjunction
with the Economy Drive. We will constantly review
our processes and seek continual improvements in
cost-effective ways.” |
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Next: mPAL for those
on the go |
