Change
is the name of the game for the Pro-Enterprise Panel,
and it is certainly something the panel does not shy away
from. Challenge talks to some key figures related
to the panel, and discovers that things are looking bright
for the PEP.
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In 2000, the Pro-Enterprise Panel (PEP) was set up
to act on suggestions to review government rules and
regulations that hinder businesses and stifle entrepreneurship.
The panel is chaired by
Mr Peter Ho, Head of Civil Service, and its members
are mainly high-flying representatives from the private
sector.
For Mr Ho, the PEP is a rousing success. "Since its
inception, the PEP has reviewed more than 1,500 suggestions
from businesses. An encouraging 54% were accepted. Hence,
at least 800 businesses have benefited directly from
having their suggestions accepted," he said in an email
interview. He also explained that the actual figure
is probably even higher because the changes to rules
benefit more than just the businesses that made the
suggestions.
Businesses are strongly encouraged to take the opportunity
to suggest changes where they are needed, and Mr Ho
assures them that their suggestions will not be in vain.
"We treat every suggestion seriously. If an agency
says no to a suggestion, the PEP will examine its rationale
closely, and may even ask the agency to present its
position to the panel. Even if a suggestion cannot be
accepted, we make sure that the reasons are explained
clearly to the suggestor," said Mr Ho.
"The PEP has helped public agencies acquire a better
understanding of businesses' needs. They are thus able
to take these needs into account when they review their
rules in the future."
One suggestor who was thrilled by the PEP's positive
response to his suggestion was Mr Kevin Chee of Macquarie
Pacific Star Property Management Pte Ltd.
His company was in discussions with FJ Benjamin Holdings
Pte Ltd (Singapore) to open the first flagship store
for American clothing brand GAP at Wisma Atria. However,
the major stumbling block to the store plans was a policy
requiring immovable flood barriers between Orchard Road
and all properties connected to the Orchard MRT station.
"This was a big problem because the fixed flood barriers
would prevent shoppers along the Orchard Road pedestrian
mall from entering directly into the store," said Mr
Chee.
Mr Chee and his colleagues believed that a technological
solution would work equally well. Since a sliding mechanical
floodgate system was already in place at Lucky Plaza,
Mr Chee decided to approach the PEP with his suggestion
to replace the fixed flood barriers with a similar system.
Such a move would allow unhampered access to the store
during normal times.
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The PEP welcomes suggestions from
the public. |
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"We were totally elated by the prompt
response from the PEP!" Mr Chee exclaimed.
"Before approaching the PEP, we were
frustrated by the impediments that
confounded our desire to invigorate and
make Orchard Road a more exciting place."
Working with the PEP was a genuinely
positive experience for Mr Chee. "It was a very
effortless and inspiring experience and we
would definitely approach the PEP again if
necessary," he said.
He added that the quick response from the
PEP "renewed our faith in the Government
and its policies" and that it "demonstrated the
Government's pro gressive approach and its
unhesitating intervention when necessary".
For people hesitating to submit their suggestions, Mr
Chee had these words of wisdom: "Suggestions must be sound
and well supported. Approach the relevant government agency
first and get their feedback and insights to government
policies that govern the matter in question. Rationalise
with the government agencies and if all else fails, approach
the PEP for assistance,"
he advised.
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We treat every suggestion seriously. If an agency says no to a suggestion, the
PEP will examine its rationale closely, and may even ask the agency to present
its position to the panel. Even if a suggestion cannot be accepted, we make sure
that the reasons are explained clearly to the suggestor. |
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Mr Peter Ho,
Head of
Civil Service and Chairman of Pro-Enterprise Panel |
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Perhaps the more pressing question for now is this:
Where does the Public Service envision the PEP in the
future? How will its role evolve in time to come?
"To stay focused, our goals have remained much the same:
that is, to help businesses cut through red tape. But
we need to adapt our strategies and approaches to meet
changing demands," Mr Ho acknowledged. He added that
with the easier and more straightforward cases resolved,
the PEP now faces the challenge of fewer but more complex
suggestions.
"We're starting to see business proposals that do not
fall neatly under the responsibility of any single government
agency," Mr Ho said. "An example is a proposal to distribute
a new 'quit smoking' aid that involved three agencies:
Health Promotion Board, Health Sciences Authority and
Agri-Food & Veterinary Authority. PEP successfully helped
to secure notification that the product was not subjected
to regulatory controls, which was crucial for companies
to market the product.
"With the rise in cross-agency issues, there is a need
to foster a stronger 'whole-of-government' thinking
and behaviour among our agencies and officers," said
Mr Ho.
To deal with this, a framework to identify lead agencies
at an early stage was developed. This facilitates leadership
and coordination among the various agencies, and provides
customers with faster and more effective responses.
The PEP will also take a more proactive approach in
the future, said Mr Ho. "For example, we will identify,
with the help of key business associations, policy areas
that have proved problematic for businesses, for example,
land and manpower issues. PEP will then work with the
relevant agencies to review the rules in these areas."
Agencies will also have to proactively review their
rules and "deliver at least two positive, significant
outcomes for businesses each year".
In addition, Mr Ho says there are plans to raise the
profile of the PEP through a variety of industry outreach
programmes. By going directly to business associations
and communities, the PEP will actively seek out suggestions
instead of waiting for businesses to give their feedback.
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| Business owners and the public can give their
suggestions online at www.pep.gov.sg. |
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It seems the PEP is far from its sell-by date.
Mr Patrick Daniel, a member of the panel
and Managing Editor, English and Malay
Newspapers Division, Singapore Press
Holdings, revealed that at the recent Action
Community for Entrepreneurship (ACE) retreat,
the PEP gained several votes of support.
Mr Daniel said, "As ACE comprises entirely of private
sector members with only the Minister for Entrepreneurship,
Mr Lee Yi Shyan, representing the Government, the feedback
from the business community was loud and clear."
On a more personal level, he finds his work with the PEP
very satisfying."You may have heard about the Ducktour
and HiPPOtour. It took two years to get Ducktour going
in Singapore. The case was highlighted by Prime Minister
Lee Hsien Loong in the 2004 National Day Rally as an example
of how policy makers should remove obstacles standing
in the way of entrepreneurs. The problem was, agencies
had not come across such a case before — a vehicle
that moves both on land and water — so how to give
approval?
"The company's next endeavour, HiPPOtour, was launched
much faster, after the PEP stepped in to help facilitate
talks with the various government agencies. We say to
a lead agency — Singapore Tourism Board in this
case: 'Look, you champion this, play the coordinator and
don't let the poor businessman have to run to so many
agencies. To the businessman, time is money and delays
will inevitably kill his entrepreneurial spirit.'"
To Mr Daniel, the PEP offers a fundamental
lesson for public officers.
"We have come across cases where the agencies initially
said no to suggestions from businesses, without clearly
explaining the reasons for rejection or offering alternatives.
I encourage civil servants to take a more proactive approach
— suggest options on how they can get approval,"
he said.
"I think behind every accepted PEP suggestion
is a civil servant or a team of officers who dares
to adopt a pro-enterprise mindset. In doing
so, the officer is contributing to developing
successful businesses, creating wealth and
more job opportunities for Singaporeans." |
