Delegation Visit to Singapore in Conjunction with the "5. Zukunftskongress Sozialstaat"

• Current political, economic, demographic and labour-market developments relevant to Singapore’s social security system

• A German assessment of Singapore’s public-sector modernisation, digital-government strategy and implementation capacity

• The relationship between government ministries, statutory boards, employers, social partners and technology providers

• Factors that support rapid implementation, including decision-making structures, leadership, administrative capabilities and public-sector coordination

• Opportunities and limits when transferring Singaporean approaches to Germany’s federal, decentralised and self-governing social security system

• End-to-end administration of contributions, member accounts and retirement, healthcare and housing-related schemes within one operating organisation

• Clear ownership of processes across policy, operations, digital services, data management, cybersecurity, customer relations and organisational risk

• Modernisation of core systems and simplification of workflows while maintaining service continuity, security and public trust

• The use of common data, shared components and standardised processes to reduce manual handovers and organisational duplication

• The combination of digital self-service, proactive communication and assisted service channels for members with different needs

• Performance management based on processing times, resolution rates, error and rework rates, system availability, user outcomes and administrative cost

An informal delegation exchange will consolidate the first day’s insights and prepare key questions for the upcoming visits. The discussion will distinguish between approaches that could be applied within existing German structures, those requiring governance or legislative change, and features specific to Singapore’s institutional context. It will also identify concrete mechanisms, evidence of their effectiveness and the conditions needed for meaningful transfer to Germany.

• The connection between labour-market policy, employment regulation, workplace services and interfaces with the social security system

• The policy-to-delivery cycle: translating political objectives into operational rules, digital services, communication, supervision and enforcement

• The use of labour-market, workplace and administrative data to identify risks, target interventions and allocate resources

• Outcome-oriented approaches to occupational health, workplace safety, health promotion and prevention

• Coordination between the Ministry, statutory boards, employers, workers, social partners and other delivery organisations

• Mechanisms for feeding operational evidence and implementation experience back into policy design and regulatory improvement

• The Singpass ecosystem as shared digital public infrastructure for secure identification, authentication, digital signatures and the consent-based use of verified data

• Whole-of-government standards, trusted data sources and reusable interfaces that reduce repeated data collection and support end-to-end services

• The balance between central digital infrastructure and the operational autonomy of individual ministries, agencies and service providers

• Governance of national health information exchange, including data contribution, access rights, data minimisation, quality assurance, audit trails and cybersecurity

• The transition from individual pilots to national-scale services, including architecture, funding, adoption, operations, resilience and legacy-system integration

• Public product ownership and cooperation with private technology partners, including capability retention, interoperability and the avoidance of permanent supplier dependency

• Coordinating support around the needs of individuals and families when several public bodies, social service providers and community organisations are involved

• Assigning clear lead responsibility for complex cases and developing one aligned plan across participating organisations

• Improving referrals and case handovers so that citizens do not have to navigate institutional responsibilities on their own

• Using shared information and One Client View to reduce repeated questions and provide frontline staff with a more complete understanding of the client’s situation

• Establishing proportionate, role-based access to information, with clear responsibility for data use, correction and review

• Leadership, workforce capabilities and change management required for integrated social and family services

• Combining digital services with contact centres, face-to-face assistance and community-based support

• Measuring results across organisational boundaries, including timely access, successful handovers, reduced administrative burden and improved client outcomes

• Singapore’s long-term approach to planning housing, mobility, economic development and public infrastructure over several decades

• The integration of demographic, spatial and infrastructure data to anticipate future demand and allocate limited capacity

• Cross-agency governance for aligning land use, infrastructure investment and public-service planning

• The role of accessible neighbourhoods, mobility and local amenities in supporting health, independence and social participation

• Smart-city technologies assessed through their contribution to accessibility, resilience, sustainability and quality of life

• Long-term planning for an ageing population, including the spatial distribution of healthcare, care and community infrastructure

• Urban planning as a form of preventive social policy that can influence future health, care and social support needs

• Lessons for cooperation between German social security institutions, municipalities, regional authorities and infrastructure planners