2011-2012 - Civil Service College

Annual Report
2011-2012

Annual Report 2011 - 2012
CIVIL SERVICE COLLEGE
ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2012
In the opinion of the directors, the annual report of the Civil Service College is drawn up so as to present
fairly the state of affairs of the Civil Service College as at 31 March 2012.
Board of Directors
Name Designation (as at 31 March 2012)
Ms Lim Soo Hoon (Chairman)
Ms Chan Lai Fung
Mr Choo Eng Chuan
Mr Janadas Devan
Mr Robin Hu
Mr Mohamad Farid Bin Mohd Nor
Ms Goh Swee Chen
Mr Aubeck Kam
LG(NS) Desmond Kuek
Ms Kwee Wei-Lin
Mr Kwek Mean Luck
Mr Loh Khum Yean
Mr David Wong
Mr Jonathan Yuen
Permanent Secretary, Public Service Division
Permanent Secretary (Finance Performance), Ministry of Finance
Partner and Head, Business Development ASEAN, Ernst & Young
Solutions LLP
Director, Institute of Policy Studies, Lee Kuan Yew School of Public
Policy, National University of Singapore
Senior Executive Vice President (Chinese Newspapers / Newspaper
Services), Singapore Press Holdings Ltd
Managing Director and Founder, CK Agrifeed Sdn Bhd
Regional Vice President (APME), Commercial Fuels & Lubricants, Shell
Eastern Petroleum (Pte) Ltd
Chief Executive Officer, Media Development Authority
Permanent Secretary, Ministry of the Environment & Water Resources
Chief Executive Officer, Millenia Hotel Pte Ltd and Vice-President,
Pontiac Land Group
Deputy Secretary (Industry), Ministry of Trade & Industry
Permanent Secretary, Ministry of Manpower
Deputy Group CEO, Bank of China (Hong Kong) Ltd
Partner, Harry Elias Partnership LLP
www.cscollege.gov.sg
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Civil Service College, Singapore
Organisation Details
Board Secretary
Address
Ms Lee Yoke Peng
31 North Buona Vista Road,
Singapore 275983
Telephone +(65) 6874 1605
Fax +(65) 6874 1735
E-Mail
Website
Lee_Yoke_Peng@cscollege.gov.sg
www.cscollege.gov.sg
Mission
To Develop People for a First Class Public Service
Vision
The Heart of Learning Excellence and Development for the Singapore Public Service
• Knowledge Hub – Codifying, Creating and Disseminating Knowledge in the Business of
Government
• Forging Shared Ethos and Values
• Building Software for a Networked Government
• Developing Core Competencies in the Business of Government
• Connecting with the World
• Centre of Excellence for Learning and Human Resource Development within the Public Service
• Building Strategic and Leadership Capacity for the Public Service
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Annual Report 2011 - 2012
Organisation Structure
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Civil Service College, Singapore
Training Departments:
Institute of Public Administration and Management (IPAM)
IPAM equips public officers with managerial, supervisory and operational competencies required
in governance, leadership, public administration, personal development and global orientation. In
IPAM’s programmes, learning takes a multi-pronged approach which includes classroom-based
learning, facilitated group discussions, learning journeys, self-reflection and e-learning.
Institute of Policy Development (IPD)
IPD develops a pipeline of leaders for a first class public service through an integrated suite of milestone
programmes. The suite of programmes, delivered at key junctures of a public sector leader’s career,
focuses on leadership development, public governance and its ethos in Singapore. Carrying a distinct
emphasis on the practitioner perspective, IPD’s programmes bring leadership, governance and real
life policy lessons to participants through a variety of learning methodologies.
Civil Service College International (CSCI)
CSCI is the international engagement arm of CSC that helps build strategic partnerships in the wider
global community. It is also a one-stop learning centre for international participants interested in
Singapore’s public sector policies, reforms, and management practices. CSCI offers customised
training programmes as well as consultancy and advisory services, conducted both in Singapore and
overseas.
Centres of Expertise:
Centre for Governance and Leadership (CGL)
CGL serves to develop thought leadership in the areas of public policy, governance and public
administration. As a node for research on strategic policy issues, CGL connects thought leaders and
subject specialists with policymakers in the public sector, to foster critical thinking and debate. CGL
codifies and articulates Singapore’s public governance approaches in research and publications as
well as through lectures, symposia and roundtables helmed by local and visiting fellows, researchers
and distinguished speakers.
Centre for Leadership Development (CLD)
CLD provides leadership assessment and development services that support the Singapore public
service in developing a pipeline of talent that is inspired to lead and drive change. In leadership
assessment, CLD provides psychometric and competency tests to help public organisations assess
and select their talent, helping to identify high potential individuals who could become future public
sectorleaders. In leadership development, CLD designs leadership modules and incorporates
relevant interventions to provide a holistic approach to the development of public sector leaders.
CLD also conducts research to provide greater insights into the nature of public sector leadership
and its demands and challenges, as well as to investigate more effective approaches to leadership
assessment and development.
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Centre for Organisation Development (COD)
Annual Report 2011 - 2012
COD supports and assists public organisations in their pursuit of continuous improvement and
sustained organisation performance. Through the delivery of carefully planned organisation
development (OD) interventions and advisory services, COD aims to engage, educate and equip OD
practitioners at all levels and through them, develop the required capabilities to achieve desirable
organisational outcomes and excellence.
Centre for Public Communications (CPC)
CPC serves to enhance the knowledge and practice of public communications in the public sector.
It aims to build capabilities of government communicators through a holistic suite of training,
research and milestone programmes. CPC is a strategic collaboration between CSC and the Ministry of
Information, Communications and the Arts (MICA).
Centre for Public Economics (CPE)
CPE advances economics thinking and analysis in public policy by enhancing the understanding of
economics by policymakers and embedding rigorous economic thinking in the Public Service. Through
its programmes and research, CPE aims to equip policymakers with the basic tools and concepts
of economics, codify and explain the economic rationale behind public policies, and facilitate the
exchange of ideas between leading economists and policymakers.
Corporate Services:
Capability and People Development (CPD)
CPD serves as a custodian of CSC’s Mission, Vision and Values. It is responsible for improving
organisational performance through its processes and people. CPD encompasses the functions of
human resource management, learning and development; and organisation development for CSC.
Corporate Development (CD)
CD manages CSC’s estate and administration matters, training facilities, intellectual property issues,
information technology infrastructure and the CSC Resource Centre. It is responsible for the corporate
strategies in improving organisational performance and also serves as the secretariat to the Board of
Directors.
Corporate Communications Unit (CCU)
In partnership with CSC departments, CCU develops effective and creative ways to reach out to public
officers through an integrated communications strategy encompassing both digital and traditional
mediums. CCU also champions the professional projection of CSC’s corporate image to the public
service and the public at large by creating a consistent corporate image and visual style. It is also
responsible for cultivating excellence in customer service delivery within CSC.
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Civil Service College, Singapore
Learning Design and Technology Unit (LDT)
LDT is responsible for raising the quality of CSC’s methods of instructionthrough experimentation and
innovation in learning design and technology. It also provides guidance on CSC’s overall philosophy
and approach towards learning design, methodology, and technology.
Finance
Finance oversees the financial accounting and procurement functions, works with internal auditors
to evaluate the adequacy and effectiveness of internal controls in CSC and helps CSC adhere to good
governance practices.
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Annual Report 2011 - 2012
Senior Management
Name Designation (as at 31 March 2012)
Mr Lionel Yeo
Mr Roger Tan
Ms Poon Seok Yin
Dean & CEO
Assistant CEO
Director, Institute of Public Administration & Management
Chief Financial Officer
Mr Aaron Maniam
Director, Institute of Policy Development
Mrs Tina Tan
Director, Civil Service College International
Ms Tan Li San
Director, Centre for Governance & Leadership
Mr Paul Lim
Director, Centre for Leadership Development
Mr Low Chee Seng
Director, Centre for Organisation Development
Mr Derek Tan
Director, Capability & People Development
Ms Lee Yoke Peng
Director, Corporate Development
Dr Thia Jang Ping
Head, Centre for Public Economics
Ms Jaime Teong
Associate Fellow
Major Shareholder of Subsidiary Companies
All companies that the Statutory Board has a majority stake in
S/N Name of Subsidiary Company % Shareholdings in Company
1 CSC International Pte. Ltd. 100%
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Civil Service College, Singapore
Key Accomplishments
THE YEAR IN REVIEW
CSC’s three corporate priorities for FY2011 were: (1) Deepen CSC’s Stock of Capabilities; (2) Pursue Customer-
Centric Innovation; and (3) Prepare Public Officers for the Emerging Challenges of Governance. Throughout
the year, we put in place initiatives and action plans in support of capacity building for public agencies and
training and development for public officers.
DEEPENING CSC’S STOCK OF CAPABILITIES
Deepening Professional Development for Staff
In FY2011, CSC continued to enhance our internal expertise in areas such as learning design and delivery,
curation, facilitation and coaching. Our staff were sent to a selection of international conferences and
events, including the International Conference and Exposition organised by the American Society for
Training and Development, and the Organisation Development and Change Conference in Copenhagen.
Through these learning opportunities, our officers were able to expand their learning horizons as well as
network with peers and experts.
Creating Knowledge Capital
During the year, CSC produced two publications: “Behavioural Economics and Policy Design: Examples from
Singapore” and “Case Studies in Public Governance: Building Institutions in Singapore”. A good number
of our ETHOS articles were re-printed in international journals and newspapers. This included a paper
titled “Inside the Sinospere: China’s New Diaspora Economy”, written jointly by one of our researchers in
partnership with Senior Visiting Fellow, Joel Kotkin, which was published in Forbes Asia and New Geography.
Learning from the Best through Benchmarking
In the spirit of continuous improvement, CSC embarked on a number of benchmarking and comparative
studies to identify best practices for betterment of our business. These included a comparative study against
a selection of research institutions to understand their management and assessment of their research
output; as well as a benchmarking trip to Korea to gain insights on the use of technology in learning.
Moving Towards a More Holistic Evaluation Framework
Building on our evaluation policy created in FY2011, we further refined our feedback questions for various
categories of programmes in recognition of the varying needs and learning priorities across different
customer segments.
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Annual Report 2011 - 2012
PURSUING CUSTOMER-CENTRIC INNOVATION
Enhancing Learning Experiences and Customer Engagement Efforts
An inter-department project team was formed to explore how CSC could tap on the design thinking approach
to re-design our participants’ learning experience. Through this project, we discovered the underlying
learning needs of various stakeholders, such as participants, associate trainers, training coordinators in
different agencies, and CSC staff, which served as the basis towards identification of different types of
personas with clearly defined learning patterns. Additionally, we also experimented with and introduced a
series of different learning tools and delivery formats such as the procurement card game, applied theatre,
and pigeonhole live, into programmes and events to enrich learning experiences for public officers. Our
flagship event – the Public Service Week Learning Carnival, themed “Learning to Play, Playing to Learn”,
was well received and achieved strong participation from public officers across various agencies.
Deploying Technology as an Enabler to Promote Learning
In FY2011, CSC stepped up efforts to promote technology in learning through regular deployment of
devices such as iPads and tablets for training and marketing events. On the social media front, we made
more deliberate efforts to engage our customers through sharing of resources and event information on
platforms such as Facebook. We also embarked on the development of a new corporate website, which,
upon completion, will provide public officers with a streamlined and interactive experience when searching
for suitable programmes and reference resources.
Increasing Accessibility and Efficiency to Customers
To improve on CSC’s accessibility and efficiency to customers, we streamlined our course administration
processes, resulting in time and cost savings. An example of this was the introduction of a pre-course SMS
reminder service, which provided participants with just-in-time course status updates.
PREPARING PUBLIC OFFICERS FOR THE EMERGING CHALLENGES OF GOVERNANCE
Enhancing Capability Building in Public Agencies
To support capability-building and development of pertinent skill sets across public agencies, we completed
a good number of consultancy projects, customised programmes and joint-curriculum design initiatives.
These included advisory services in areas such as employee engagement, development of training
frameworks, roadmaps and curriculum. We garnered positive feedback on our consultancy projects, and
will continue to work with key agencies to develop service or agency wide frameworks and programmes to
support the development of competencies across public sector.
In terms of relationship management, we deepened long-standing partnerships with some public agencies
for capacity building across and within agencies. For example, we collaborated with MICA to roll out
programmes for information officers, and worked with MOE to develop the MOE Future Leaders Programme
for their officers.
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Civil Service College, Singapore
Injecting Greater Emphasis on Values and Ethos
CSC infused lessons on leadership and public service values into all modules of our milestone programmes.
In FY11, we developed and deployed coaching interventions in selected milestone programmes for stronger
leadership content. We launched a full scale review of the teaching curriculum for principles of governance
to ensure greater relevance and alignment to the current needs of the public service. Through this review,
we will develop a series of updated teaching materials and lesson plans for our milestone programmes.
Achieving Greater Integration of Research Pieces
CSC continued to codify lessons from public policies and practices, and where appropriate, utilise them as
case studies in our training programmes for greater learning to our public officers. On top of our continued
work on case documentation, we also set up two new programme tracks for International Relations and
Human Resource, to emphasise the importance of building these service-wide capabilities in the public
service.
Forging Closer Alignment with Singapore’s International Agenda
CSC collaborated with Ministry of Foreign Affairs and Ministry of Trade and Industry to deepen engagements
with countries of strategic interest to Singapore. Beyond providing training and consultancy services for
international groups, CSC sought to engage international officials at a more senior level, through events
such as the Australia-Singapore Public Service Roundtable, where 18 Singapore Permanent Secretaries and
Australian Secretaries came together to exchange views and share perspectives on common challenges
facing the two Public Services.
In FY2011, CSC also explored partnerships with tertiary institutions such as National University of Singapore
and Nanyang Technological University to pool resources and organise short executive-level programmes
for China. Through this, we aimed to move the public service beyond a whole-of-government perspective
to a whole-of-nation effort to engage China and encourage continual dialogue between officers from both
countries.
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Annual Report 2011 - 2012
OUTLOOK FOR THE NEXT FISCAL YEAR
FY2012
CSC expects the dominant theme for the public service in FY2012 to be one of executing reforms. We
will need to strengthen our strategic capability as well as play an active role in public sector reforms and
development. To this end, we have set out three corporate priorities for FY2012: supporting public sector
transformation; developing CSC’s unqiue market proposition; and innovating CSC’s business model.
SUPPORTING PUBLIC SECTOR TRANSFORMATION
In FY2012, we will review the curriculum for selected existing programmes, and develop new programmes
in the areas of public engagement, policy-making and transformational leadership.
Public Engagement
In order to help public officers develop better skill sets for more effective engagement with citizens, we will
review our milestone programmes to incorporate public engagement curriculum into these programmes.
We will also collaborate with other agencies to develop new courses to build their officers’ competency in
dealing with public engagement and related issues.
Policy-Making with a Heart
We will strengthen the theme of people-centricity in our products and events, and work with PSD to increase
emphasis on people-centred policy practices in milestone programmes. We will continue to work on the
Principles and Practice of Governance in Singapore (PPGS) project to review the principles of governance
for integration into our programme curriculum.
CSC will also update our research agenda for FY2012 to place more emphasis on topics such as social
compactness, demographics and migration, and complexity and cognitive biases in policymaking. We will
maintain our role as a trusted middleman to connect economics practitioners with policymakers to promote
rigourous economic analysis and encourage deeper integration of economic and social perspectives in
policy making across the public service.
Transformational Leadership
To enhance capability-building and facilitate a culture of mentorship and cross-agency sharing at the
leadership levels, CSC will work with PSD to develop and roll out leadership interventions in leadership
milestone programmes in FY2012. We will broaden the coaching culture in the public service through
provison of one-on-one executive coaching services for agencies and coach-training programmes for public
service leaders (PSLs) and managers.
Furthermore, we will launch a suite of signature leadership development programmes for public officers
from lower and middle management. On the international front, we will refresh the curriculum of our
bilateral and trilateral leadership programmes in FY2012.
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Civil Service College, Singapore
Reaching Out to Public Officers
We will seek to be the conduit for PSLs’ outreach to the wider public service. Besides organising various
thematic service-wide conferences to provide opportunity for interaction between PSLs and other public
officers, we will work on a host of physical and virtual platforms to support the dissemination of key
messages or ideas from Public Service Leaders.
DEVELOPING CSC’S UNIQUE MARKET PROPOSITION
CSC’s second priority for FY2012 looks into the development of our unique market proposition in response
to the following trends:
• Proliferation of public sector training institutions and tertiary bodies that are engaged in the training
of local and overseas officials;
• Emergence of think tanks and consultancies that seek to engage in public sector work; and
• Higher expectations and demand for more value-added products and services by local and overseas
clients.
To address this priority, we will leverage on our existing relationships with stakeholder organisations,
explore new models of collaborations and increase our capacity to provide differentiated products and
services.
INNOVATING CSC’S BUSINESS MODEL
To maintain CSC’s relevance to the public service, we will explore new products and services, continue
to provide good customer service, and be internally efficient. We will adopt useful learning technologies
and pursue innovative methodologies to put content in the hands of our users. Our goal is to provide and
promote platforms for ubiquitous learning so as to enable public officers to learn anytime and anywhere.
To support efforts in learning innovations, we will also ramp up competencies in learning design and
technology across our training departments, and enhance our corporate knowledge management capability.
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Annual Report 2011 - 2012
FINANCIAL SUMMARY
FY2011
ASSETS
2011
S$’m
2010
S$’m
Property, Plant and Equipment 3 3
Trade and Other Receivables 6 8
Cash and Cash Equivalents 41 40
Available-for-sale Financial
Assets
9 9
REVENUE
2011
S$’m
2010
S$’m
Training 38 40
Consultancy 4 4
Government Operating Grants 16 16
Other Operating Income 1 1
Total 59 60
Total 59 61
LIABILITIES
2011
S$’m
2010
S$’m
Trade and Other Payables 15 14
Contribution to Consolidated
Fund
0 1
Total 15 15
CAPITAL AND RESERVES
2011
S$’m
2010
S$’m
Capital and Reserves 44 45
Total 44 45
EXPENDITURE
2011
S$’m
2010
S$’m
Staff and Related Costs 26 24
Training Related Costs 19 20
Maintenance, Other
Professional Services and
Other Expenses
7 6
Rental and Utilities 4 3
Depreciation of Property,
Plant and Equipment
1 2
Office Supplies and Materials 1 1
Contribution to Consolidated
Fund
0 1
Total 58 57
Auditors:
PricewaterhouseCoopers LLP
8 Cross Street 17-00 | PWC Building | Singapore 048424
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Civil Service College, Singapore
ADDITIONAL INFORMATION
PARTNERS (A Non-Exhaustive List of CSC’s Partners)
• Singapore Ministries and Statutory Boards
• Foreign Partners
South East Asia
• Brunei Civil Service Institute
• Economic and Finance Institute, Cambodia
• Ministry of Economy and Finance, Cambodia
• Royal School of Cambodia
• Bank of Indonesia
• Institute of Public Administration and Reforms, Indonesia
• National Institute of Public Administration, Indonesia
• Lao People’s Democratic Republic (PDR), Ministry of Home Affairs
• Lao PDR, National Academy of Politics and Public Administration
• Lao PDR, Office of the Party Central Committee
• National Institute of Public Administration, Malaysia
• Civil Service Training Institute, Thailand
• Office of Civil Service Commission, Thailand
• Communist Party of Vietnam Central Inspectorate
• Hanoi Department of Information and Communications, Vietnam
• Ho Chi Minh National Academy of Politics and Public Adminstration, Vietnam
North East Asia
• Central Party School, China
• China Academy of Governance
• China Executive Leadership Academy Pudong
• Chongqing Party School, China
• Civil Service Bureau Hong Kong
• Guangdong Institute of Public Administration, China
• Kashgar Prefectural Administration Xinjiang
• Liaoning Provincial Bureau of Foreign Trade & Economic, China
• Shanxi Academy of Governance, China
• Sichuan Administrative Institute, China
• Society Bureau Sino-Singapore, Tianjin Eco-city, China
• Tianjin Administrative Institute, China
• Seoul Metropolitan Government, Korea
• Public Administration and Civil Service Bureau, Macau
South Asia
• Bangladesh Public Administration Training Centre
• Royal Civil Service Commission, Bhutan
• Department of Personnel and Training, India
• Direct Tax Regional Training Institute, Bangalore, India
• Lal Bahadur Shastri National Academy of Administration, India
• State of Academy of Training, Manipur, India
• United Nations Development Programme, India
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Annual Report 2011 - 2012
South Asia (Cont’d)
• Civil Service Commission, Maldives
• Asian Development Bank Nepal Resident Mission, Nepal
• Office of the Prime Minister and Council of Ministers, Nepal
• Sri Lanka Institute of Development and Administration
Middle East
• Abu Dhabi International Centre for Organisational Excellence
• Institute of Public Administration, Bahrain
• Ministry of Finance, Bahrain
• Dubai Government Human Resource Department, UAE
• Civil Service Commission Kuwait
Africa
• Department of Public Service Management, Botswana
• Botswana Public Service College
• Civil Service Training Centre, Ghana
• Ministry of Justice, Namibia
• Federal Capital Territory, Nigeria
• Tanzania Global Development Learning Centre
• Ministry of Finance, Planning & Economic Development, Uganda
• Eastern and Southern African Management Institute
Central Asia
• Aga Khan Development Network
• Bashkir Academy of Public Administration and Management, Russia
• Government of Kaluga Region, Russia
• Kazan (Volga Region) Federal University, Russia
• Russian Academy of National Economy and Public Administration
• University of Central Asia
• International and Other Organisations
• ADETEF, France Technical Asistance Board
• Cities Development Initiative for Asia
• Commonwealth Secretariat
• Japan International Cooperation Agency
• Korea International Cooperation Agency
• United Nation Centre for Regional Development
• United Nations Conference for Trade and Development
• World Bank
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Civil Service College, Singapore
TRAINING STATISTICS FOR FY2009 TO FY2011
Total No. of Unique Local Participants
45,000
44,000
43,966
43,000
42,000
41,000
40,000
40,412
40,675
39,000
38,000
FY09 FY10 FY11
Total No. of Unique International Participants
4,500
4,400
4,300
4,438
4,435
4,200
4,100
4,126
4,000
3,900
FY09 FY10 FY11
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