CPF Board's Transformation Journey: Delivering Today, Reinventing Tomorrow Singapore Healthcare Management 3 August 2021 - Singapore Healthcare ...
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
CPF Board’s Transformation Journey: Delivering Today, Reinventing Tomorrow Singapore Healthcare Management 3 August 2021 Mr Augustin Lee CEO, Central Provident Fund Board
Serving CPF Members with Pride for 66 Years
$450B in assets $3B in annual $17B in annual $2B in annual
for 4M CPF members insurance premiums housing payments healthcare expenses
8th largest 2nd largest 90% 70%
insurer hospitalisations
pension fund home
in Singapore do not incur
globally ownership
OOP
*Out-of-Pocket expenses RESTRICTED 2
Serving CPF Members with Pride for 66 Years
90M digital 900K calls 580K members served
transactions performed answered across 5 service centres
Top Top 3 Top 3
Government Government Government
e-service call centre service centre
platform
RESTRICTED 3
EY conducted Customer Service Benchmarking Study 2021
Apple Starbucks Netflix Uniqlo
CPF IRAS
Food Panda Lazada DBS
HDB
ICA
12 public agencies 15 leading private organisations
RESTRICTED 4
CPFB top public agency in 2021 EY Service Benchmarking Study
Overall perception of service Improvement since 2019
7.6 0.8
CPFB CPFB
ICA 7.5
Grab 0.7
MOE/NLB 7.3
ICA/IRAS 0.6
PA/IRAS/SPF 7
SingTel/PA 0.5
LTA 6.9
Citibank/LTA 0.4
NEA/MOM 6.8
SSG/HDB 6.4 Zoo/Changi Airport 0.3
Top public sector agency Top improvement
RESTRICTED 5
6
Trust is..
Not just what members SAY: But what members DO:
11% fewer
94% withdrawals when
satisfied with they are entitled to
CPF services
35% more
160 top-ups when
they don’t have to
compliments for every
complaint
14% more
payout deferrals when
they don’t have to
6
RESTRICTED
Cannot Afford to Rest on our Laurels
Increasing reliance on Proliferation of DRUMS
CPF for retirement in a social media-rich
environment
Opportunities & risks Stagnating workforce
posed by new growth: doing more with
technologies less
Innovation Climate is Key
7
RESTRICTED
Unpacking “Innovation Climate”
Innovation Climate
(Based on Employee Engagement Survey Results)
1. “I am empowered to make improvements in my
work”
2018 2020
2. “Senior management in this organisation
supports people who come up with new
ideas/innovations”
78%
3. “People in this organisation are recognised for 69%
coming up with new and innovative ways of
working”
PS 2018: 67% PSHE 2018: 74%
4. “I have access to resources that allow me to pilot
or implement innovative ideas” 8
RESTRICTED
Practical Tips
from CPFB’s
transformation journey
9
RESTRICTED
Tip 1: Start with Grand Goals to
Tip 1: Start
Strive For with Problems to be Solved
“If you want to build a ship, don’t drum up people to
gather wood, divide the work, and give orders.
Instead, teach them to yearn for the vast and
endless sea.”
– The Little Prince, by Antoine de Saint-Exupéry
10
RESTRICTEDTip 1: Start with Grand Goals to Strive For
Our Ambitions, encapsulated in START NOW
S olutions without Boundaries
T ech and Apps at the Leading Edge N otifications without Letters
A ssurance against Dynamic Risks O perations without Mundane Work
R etirement without Worry Workforce that Achieves Together
T ransactions without Hardcopies
RESTRICTED 11Tip 1: Start with Grand Goals to Strive For
Unhappiness with CPF is Downstream, but Solutions Lie Upstream
RESTRICTED 12Tip 1: Start with Grand Goals to Strive For
Rejected Appeals Management Protocol (RAMP) is the result of
Solutions without Boundaries
Partner upstream agencies to help more than 3,500 members in 2020
RESTRICTED 13Tip 1: Start with Grand Goals to Strive For
Why Transactions without Hardcopies and Notifications without
Letters?
In 2018, the
combined height of
8.5 million
hardcopy letters sent
Mount Everest x 2
7,018
cartons of
hardcopy forms and
supporting documents 14
RESTRICTEDTip 1: Start with Grand Goals to Strive For
A Tall Task, but not Insurmountable
35% Reduction in height
of hardcopies
(2018 base)
2 x
Mt Everest
35% Reduction in height
of hardcopies
(2018 base)
1.3 x
0.6 x
2018 2020 RESTRICTED 2021Tip 2: Nothing kills Innovation like Bureaucracy
Counter-narratives are needed
16
RESTRICTEDTip 2: Nothing Kills Innovation like Bureaucracy
Convention “We have an annual planning cycle, with
some allowance for new projects”
Counter-
Narrative “Good ideas can arise at any time”
At CPFB We fund all good ideas, at any time:
through TEAM RF
17
RESTRICTEDTip 2: Nothing Kills Innovation like Bureaucracy
Convention “Layers of clearance prevent fraud and error”
Counter-
“Prevention is (not always) better than Cure”
Narrative
At CPFB Risk-based approach – from ex-ante clearance,
to ex-post detection using data analytics
18
RESTRICTEDTip 2: Nothing Kills Innovation like Bureaucracy
Convention “We have Rule XXX because something
happened some time ago which necessitated
this”
Counter-
Narrative “Let’s not inconvenience the 95% because of the
5%”
At CPFB Leadership Principle:
“Provide context, encourage sound judgement”
19
RESTRICTEDTip 3: Release the Energies of
Every Staff
20
RESTRICTEDTip 3: Release the Energies of Every Staff
Create Platforms for Ground-Up Innovation and Ideas
Pitch to Management
Protected Time
Celebrate Successes
Safe Fail
21
RESTRICTEDTip 3: Release the Energies of Every Staff
Ground-Up Initiative: Faster Insurance Claims
Automate assessment of Home Protection Scheme (HPS) claims cases with machine
learning model, enabling faster processing with less resources
Paves the way for a wider application on similar operational processes
22
RESTRICTEDTip 3: Release the Energies of Every Staff
Ground-Up Initiative: One-Stop Resource Portal
Staff picked up coding skills online to develop website for School of Service and
Operations
Coding lessons from online sources
Using open Watching many
source toolkit Youtube videos
23
RESTRICTEDTip 3: Release the Energies of Every Staff
Ground-Up Initiative: Let’s Talk CPF
Fully in-house production – including CPFB Officers as narrators
o Achieves cost savings (vs 5-figures per episode
commercially) while showcasing ingenuity of staff
Taps into global upward trend of younger age groups listening
to podcasts – an under-utilised platform within Government
Spotify Apple Podcasts Google Podcasts
24
RESTRICTEDTip 3: Release the Energies of Every Staff
CSI Teams
CPF
Cross-cutting issues
Strategic
Cross-disciplinary members
Issues
Mix of seniority
Teams
25Tip 3: Release the Energies of Every Staff
We can Achieve More with our Volunteer and Partner Involvement
Initiative
26Tip 3: Release the Energies of Every Staff
CPFV Mobile App
27Tip 4: Develop Catalysts to Accelerate
Change
Catalysts are self-help tools and
platforms that staff can use to innovate
and create products for themselves
28
RESTRICTEDTip 4: Develop Catalysts to Accelerate Change
Example 1: Typical Creation Process for Conditions of Contract (CoC)
Legal Document is Time-Consuming and Tedious
Officer wishes to create a
Conditions of Contract for
goods & services
Officer obtains 50-page
template from procurement
team Digesting &
iterating could take
Officer pores through ~40 up to 10 working
variables for decision making days
with the procurement team
Legal reviews CoC and another
May take 3-5
document (Specifications) for working days
alignment
RESTRICTED 29Tip 4: Develop Catalysts to Accelerate Change
Document Composer: Automates Document Creation for Enhanced
Efficiency and Accuracy
Officers create guided questionnaires Users automatically generate customised
linked to document templates documents based on responses
RESTRICTED 30Tip 4: Develop Catalysts to Accelerate Change
Transformed Conditions of Contract Legal Document Creation
Process is Easy-Breezy
Officer wishes to create a Conditions of
Contract for goods & services
Can be
Officer opens CoC Document Composer, fills completed in less
than 1 working
in the fields, save & generate the CoC day, a 90%
reduction from
before
Legal reviews CoC and another document May take 1-2
(Specifications) for alignment working days,
>50% reduction
from before
RESTRICTED 31Tip 4: Develop Catalysts to Accelerate Change
Example 2: Central Notification App: Self-Create and Disseminate
Digital Notifications with Minimal IT Support
8.6M notifications sent
Dear SXXXX232J
Your latest CPF
annually which are
Yearly Statement of
Account is ready.
View it at
personalised
cpf.gov.sg/latestyso
asms with your
Singpass.
32
RESTRICTEDTip 4: Develop Catalysts to Accelerate Change
Example 3: Content Management System: Rapid A|B Testing to
Optimise Member Experience
Easy & Automated Testing
Establish ‘winning’ formula through
testing of content/design
Create capacity to focus on higher
Design A value work; develop new features
33
Design BTip 5: “Culture Eats Strategy for
Breakfast”
This is not how Onwards!
we usually do Let’s START
things NOW
I’m just going
with the flow
Bosses come and
go, let’s just stick
with what we know
34
RESTRICTEDTip 5: “Culture Eats Strategy for Breakfast”
CPFB’s Cultural Attributes for Success
Agile Bold
• Innovate; break new ground
• Anticipate change
• Undeterred by lack of
• Value “Good enough but fast”
precedence
instead of “Perfect but slow”
• Explore; experiment; learn in
• Improvise; adapt to the
safe-fail environment
unexpected
Customer-Obsessed Data-Smart
• Beyond customer-centric • Drive management and ops
• Have deep understanding of what decisions with data insights
customers value and what • Anticipate future data needs
motivates them • Share data, with safeguards
• Meet customers’ need in advance
(even unspoken ones)
35
RESTRICTEDTip 5: “Culture Eats Strategy for Breakfast”
Our Cultural Attributes in Action: Agile and Bold
CPF Online Nomination System –
Industry 1st fully digitalised legal bequest
No precedent for
Bold digitalising legal bequests
requiring witnesses
Agile Launched in 6 months
Better than Witnesses do not see
Hardcopy nomination details
36
RESTRICTEDTip 5: “Culture Eats Strategy for Breakfast”
Our Cultural Attributes in Action: Customer-Obsessed
Used data analytics to Outcomes
anticipate customers’ needs
• Identified at-risk members 75% more
COVID-19 views on our housing
who are unable to service
home loans FAQ webpage
• Proactively wrote to Unprecedented
members to allay anxiety; Global Crisis 19% fewer
appeals to use more
raise awareness of CPF for housing
available relief measures
37
RESTRICTEDTip 5: “Culture Eats Strategy for Breakfast”
Our Cultural Attributes in Action: Data-Smart
Outcomes
Establish relationship between
MediSave withdrawal limits and
healthcare cost inflation
Inform future policy reviews
38
RESTRICTEDYou can adopt these tips too!
1. Start with Grand Goals to Strive For
2. Nothing Kills Innovation like Bureaucracy
3. Release the Energies of Every Staff
4. Develop Catalysts to Accelerate Innovation
5. “Culture eats Strategy for Breakfast”
39
RESTRICTEDThank You! RESTRICTED 40
You can also read
