Civil Service College
http://www.cscollege.gov.sg
[email protected]
Institute of Policy Development
Institute of Public Administration & Management
Civil Service College Consultants
Public Service Centre For Organisational Excellence
Civil Service College International
CSC North Buona Vista Campus
31 North Buona Vista Road
Singapore 275983
Tel: +65 6874 1733
Fax: +65 6874 1735
RENEWING
UR
OUR
COMMITMENT
MMITMENT
2004 – 05
Civil Service College
Institute of Public Administration & Management
CSC Peck Seah Campus
25 Peck Seah Street, 6th Storey
Singapore 079315
Tel: +65 6227 8560
Fax: +65 6227 8563
CSC AR 05 Cover-OK 1
Singapore
Pantone 194C
Pantone 144C
1 2 3 4 5 6 7 8 9 10 OK
HAC/N
MY
SL199675 DL-MAC7osx 13.09.2005 175# C K
2
DALIM
SL
MOD:SL247
While every effort has been taken to carry out instruction to customers satisfaction
NO RESPONSIBILITY liablilty will be accepted for errors
CUSTOMERS ARE THEREFOREURGED TOCHECK THOROUGHLYBEFORE
AUTHORISING PRINT RUNS
21/09/2005 07:47:28 PM
6C
Partners
All Ministries & Statutory Boards
ASEAN Conference on Civil Service Matters, ACCSM
Asia Europe Foundation
Bahrain Management Society
Centre for Good Governance, Hyderabad, India
China Association for International Exchange of Personnel, CAIEP
Civil Service College, United Kingdom
Civil Service Institute, Brunei (IPA)
Civil Service Training Institute, Thailand (CSTI)
Commonwealth Association for Public Administration & Management, CAPAM
Commonwealth Secretariat
Dubai Institute for Human Resource Development
Global Development Learning Network – East Asia Pacific Association
Institute of Southeast Asian Studies
International KM Institute, USA
Japan Council of Local Authorities for International Relations, CLAIR
Knowledge Associates, United Kingdom
Mercer Human Resource Consulting
Nanyang Technological University
National Academy of Public Administration, Vietnam
National Institute of Public Administration, Malaysia (INTAN)
National Institute of Public Administration, Timor Leste
National University of Singapore
Ngee Ann Polytechnic
Public Service Division
Shanghai Administration Institute, People’s Republic of China
Singapore Management University
Temasek Polytechnic
World Bank Institute
MISSION TO DEVELOP PEOPLE FOR A FIRST CLASS PUBLIC SERVICE
VISION A STRATEGIC PARTNER IN PUBLIC SECTOR LEARNING AND ORGANISATIONAL EXCELLENCE
VALUES PEOPLE – VALUE THEM | INTEGRITY – UPHOLDING TRUTH | EXCELLENCE – SOARING BEYOND
Concept and Design by Equus >> www.equus-design.com
>> 04 Chairman’s Message >> 08 Dean’s Message >> 10 Board of Directors >> 11 Heads of Department >> 12 About CSC >> 13 Organisational Chart
>> 14 CSC Services >> 18 IPD – Institute of Policy Development >> 20 IPAM – Institute of Public Administration & Management >> 22 CSCC – Civil
Service College Consultants >> 24 PSCOE – Public Service Centre for Organisational Excellence >> 26 CSCI – Civil Service College International
>> 28 Milestones >> 34 Statistics >> 36 Financials >> IBC Partners & Corporate Information
CSC AR 05 Cover-OK 2
Corporate Information
DATE OF INCORPORATION
1 October 2001
AUDITORS
Deloitte Touche
Certified Public Accountants
6 Shenton Way
#32-00 DBS Building Tower Two
Singapore 068809
BANKERS
DBS Bank Ltd
6 Shenton Way
DBS Building Tower One
Singapore 068809
Pantone 194C
Pantone 144C
1 2 3 4 5 6 7 8 9 10 OK
HAC/N
MY
SL199675 DL-MAC7osx 13.09.2005 175# C K
2
DALIM
SL
MOD:SL247
While every effort has been taken to carry out instruction to customers satisfaction
NO RESPONSIBILITY liablilty will be accepted for errors
CUSTOMERS ARE THEREFOREURGED TOCHECK THOROUGHLYBEFORE
AUTHORISING PRINT RUNS
21/09/2005 07:47:30 PM
Renewing our Commitment
CSC 2004 – 05
01
In FY 2004, the Civil Service College (CSC) refreshed our Balanced Scorecard and developed
guiding principles to govern decision-making as a renewed commitment to serve the needs of
the Singapore Public Service.
The College’s measure of success is ultimately the benefits it delivers to the public service. Hence
CSC’s focus will be on understanding the needs of the public service, and channelling resources into
developing programmes and services to best meet these needs. CSC will seek to enhance the learning
capabilities of public agencies and officers, and build core capabilities to bring about a networked,
cohesive and able public service – one that is prepared to meet the future.
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1.
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building a
common
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ethos
Sound public governance has been an important hallmark of Singapore’s success. As a small country
faced with certain challenges, Singapore has evolved a set of principles that underpin our philosophy
towards governance and public administration. It is imperative that CSC imbue public officers with the
common values and perspectives that anchor our approach to public governance and administration in
an increasingly complex and volatile world.
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04
Renewing our Commitment
CSC 2004 – 05
Chairman’s Message | Mr Eddie Teo | Chairman | Civil Service College
Authority has progressively been devolved to public
agencies to give them greater flexibility to meet service
demands. This comes with the inevitable dismantling of some
common systems, structures and directives which have held
government together in the past. Given this trend towards
decentralization, how do we ensure that the Public Service
remains an integrated whole? More than before, we need a
common set of values, shared purpose and perspectives to
ensure that our many agencies remain one government.
Public officers are now empowered to make decisions to
respond quickly to needs on the ground. This empowerment
to make decisions has to come with an increased sense of
responsibility and accountability.
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Renewing our Commitment
CSC 2004 – 05
05
To ensure that Singapore continues to remake itself and enjoy economic growth, the public service must work more
closely with partners outside government. But even as government increasingly adopts market and private sector
management practices, it is important that we remember that what may sometimes be the norm in the private sector
could run counter to the values of the public service. Integrity, Service and Excellence – we must remain firmly
grounded in these values.
Even as the changing nature of work has broken the iron rice bowl, the value of public service and the opportunity to
serve Singaporeans and Singapore remain. This gives special meaning to work in the public service and serves to
connect diverse groups of public officers, inspire and guide them.
Civil Service College, as the learning institution for the Singapore Public Service, has an important role to play in
strengthening the core of the public service. It provides a common platform for sharing perspectives, networking
and nurturing a sense of shared ethos and purpose which unite us as public officers.
CSC AR 05 A-W-OK.indd 5
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2.
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fostering
thought le
22/09/2005 08:38:50 AM
e adership
The changing profile and expectations of a more educated citizenry, and the increased volatility
and rate of change in today’s operating environment, require new approaches to public governance.
As the learning institution of the public service, it is imperative that CSC’s development programmes
not only transfer knowledge and skills, but foster new thinking in governance, leadership and
public administration.
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08
Renewing our Commitment
CSC 2004 – 05
Dean’s Message | Ms Yeoh Chee Yan | Dean & CEO | Civil Service College
The public service of the future will not be shaped by
following the beaten path. It is no longer enough for public
officers to be good followers and efficient administrators
of set rules and regulations. Instead, we must constantly
anticipate change, transform what we do and how we do it to
meet rapidly changing service demands. Thought leadership
is vital to make us a first class public service of the future.
Since the mid 1990s, global realities have compelled the
public service to change the way we work. Innovation is
no longer a ‘good to have’, it is a necessity in order to stay
ahead. Our ability to work across agency lines no longer
applies to the occasional policy conflict, it is an imperative
if we are to serve common, national outcomes. Networked
CSC AR 05 A-W-OK.indd 8
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Renewing our Commitment
CSC 2004 – 05
09
government depends less on wired-up systems than our ability to change and re-align the way we organise ourselves,
inspire, motivate and develop our people.
Civil Service College crystallises, codifies and diffuses the Singapore Public Service’s approach to leadership, public policy
and, public administration. In doing so, we strengthen the core competencies of the Service, facilitate knowledge sharing
across agencies and help them make sense of emerging trends. By bringing people, ideas, experience and research together
in a learning environment, we serve as a catalyst for thought leadership.
Building up our research programme is a key priority for the College. Topics are carefully selected in consultation with public
service leaders. We work closely with public agencies to draw out the learning points and tacit insights of practitioners, as
well as to challenge perspectives, and develop new thinking.
This research is translated into case studies and learning materials used in CSC courses, as well as thought pieces for
discussion or publication. Increasingly, we focus on creating platforms to stimulate discussion and new thinking on policy
issues. Our inaugural Strategic Perspectives Conference which brought public service leaders together to discuss complexity
and the role of central agencies in a networked government, is one such platform. Our research into the key drivers of
employee engagement and leadership competencies in the public service are other examples of how the College is driving
thought leadership in the area of people development.
Civil Service College aims to be the Singapore Public Service’s College of distinction in governance, leadership and public
administration. We invite all public officers and organisations to partner us to create the public service of the future.
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10
Renewing our Commitment
CSC 2004 – 05
Board of Directors
1
Mr Eddie Teo (Chairman)
5
2
3
Ms Yeoh Chee Yan
Dean & Chief Executive
Officer, Civil Service
College/Deputy Secretary
(Development),
Public Service Division,
Prime Minister’s Office
6
Ms Lim Soo Hoon
7
COL (Ret) David Wong
Director,
Oversea-Chinese Banking
Corporation Ltd
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Mr Lim Jim Koon
Editor,
Lianhe Zaobao
Permanent Secretary,
Public Service Division
Prime Minister’s Office
4
Mr Alwi Hafiz
Director,
Operations & Global
Delivery Consulting &
Integration Technology
Solutions Group
Asia Pacific & Japan
Permanent Secretary,
Prime Minister’s Office
Mr Alvin Yeo Khirn Hai
Senior Counsel
Managing Partner,
Wong Partnership
8
9
BG (NS) Yam Ah Mee
Chief Executive,
Land Transport Authority
Founder/Director,
Abacus Capital
(Singapore) Ltd
10 Ms Chang Hwee Nee
Deputy Secretary (Policy),
Ministry of Education
11 Ms Goh Soon Poh
Deputy Secretary
(Administration),
Ministry of Finance till
31 August 2005
Deputy Secretary (Policy),
Public Service Division,
Prime Minister’s Office wef
1 September 2005
Dr N. Varaprasad
Chief Executive,
National Library Board
13 Mr Hogi Hyun
(not in photo)
12 Mr Chan Yeng Kit
Chief Executive Officer,
Infocomm Development
Authority of Singapore
The College would like
to thank the following
Board members whose
terms ended on 30
September 2004:
Mr Ong Ye Kung
Mr Loh Khum Yean
1
2
3
4
5
6
7
8
9
10
11
12
22/09/2005 08:38:57 AM
Renewing our Commitment
CSC 2004 – 05
11
Heads of Department
1
Mrs Rosa Daniel
3
Director,
Institute of Policy
Development
2
Director,
Civil Service College
Consultants and
Public Service Centre for
Organisational Excellence
Mr Don Yeo Yong Kiang
Director,
Institute of Public
Administration &
Management
CSC AR 05 A-W-OK.indd 11
Mr Paul Lim Siong Hin
4
5
Mrs Jaime Teong Piak Kim
Director,
Corporate Development
Mr Roger Tan
Director,
Civil Service College
International
3
4
2
1
5
22/09/2005 08:39:23 AM
12
Renewing our Commitment
CSC 2004 – 05
About CSC Civil Service College (CSC), was inaugurated as a Statutory Board under the Public Service
Division (PSD), Prime Minister’s Office on 1 October 2001.
As a central agency which focuses on developing people for a first class public service, the College
plays a unique role in inculcating a common ethos across the Singapore Public Service. This is critical
in enabling the many government agencies to work together to serve national interests. CSC knows
how the Government works. Our programmes and services are practitioner-focused. With access to
public sector thought leadership and line management, much of our training is conducted by highly
experienced practitioners. They speak with authority and offer first-hand knowledge and experience.
CSC brings together public service officers from diverse backgrounds and provides them opportunities
to plug into a service-wide network and exchange views with the public sector leadership, creating a
rich environment for dialogue and knowledge sharing.
Through our programmes and services, CSC’s aim is to build a commitment to public service
and the capacity in governance, leadership, public administration and management for a
networked government.
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Renewing our Commitment
CSC 2004 – 05
Civil Service College
Institute of Policy Development
CSC
IPD
Civil Service College Consultants
CSCC
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Institute of Public Administration
& Management
Civil Service College
International
IPAM
CSCI
13
Public Service Centre for
Organisational Excellence
PSCOE
22/09/2005 08:39:26 AM
14
Renewing our Commitment
CSC 2004 – 05
IPD
MILESTONE PROGRAMMES
Leaders In Administration
Programme (LAP)
Governance and
Leadership Programme
(GLP)
WORKSHOPS AND SEMINARS
Senior Management
Programme (SMP)
Public Policy Perspectives
Seminar (PPPS)
Foundation Course (FC)
Developments in Public
Policy Seminar (DPPS)
Scenario Planning
Workshop (SPW)
Executive Development
Course (EDC)
IPAM
LEARNING PROGRAMMES (CLASSROOM, e-LEARNING
-LEARNING AND CONFERENCE/SEMINAR/TALK/FORUM)
Leadership
Organisational
Development
Human Resource
Management and
Development
Communications
Governance
Innovation and
Enterprise
Office Administration
Service Quality
Public Policy
Knowledge Management
Finance
Infocomm Education
Personal Development
Total Organisational
Excellence
General Management
Law
Organisational Learning
CSCC
SELECTION AND ASSESSMENT
PEOPLE DEVELOPMENT
Psychometric Assessment
of Scholarship Applicants
Psychometric Assessment of
Senior Officers for Entry Jobs
EQ Profiling and
Development
Self-development Workshops
Psychometric Assessment
of Foreign Students
Competency Profiling
Development of Simulation
Exercises
One-on-one Feedback
Sessions
Psychometric Assessment of
Mid-Career Officers for
Management Jobs
Assessment Centre
Structured Interview
Workshops
Coaching for Middle
Management
English Language and
Communication Skills
PSCOE
STUDY PROGRAMMES AND SEMINARS
CSCI
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e-Government
Managing Change in the
Public Service
Public Sector Reform
Financial Management for
the Public Sector
Promoting Harmonious
Industrial Relations
Social and Economic
Development
Human Resource Management
and Development in the
Public Sector
Public Governance and
Administration
Urban Land
Transportation
Urban Planning
22/09/2005 08:39:27 AM
Renewing our Commitment
CSC 2004 – 05
TALKS AND FORUMS
AO/Policy Forum (PF)
RESEARCH AND DEVELOPMENT
IPD Research Unit (RU)
PUBLICATIONS/JOURNALS
CONSULTANCY
In-house Programmes on
Governance Modules
Ethos
New Insights Lecture
Series (NILS)
Firefly Policy Perspectives Programme
Fireside Chats with
the President (FCP)
Advanced Leadership Programme (ALP)
PROFESSIONAL QUALIFICATION PROGRAMMES
Graduate Diploma in
Change Management
15
DEVELOPMENT SERVICES
LEARNING INFRASTRUCTURE
Training Needs
Analysis
Competency-based Total
Company Training Plan
Training Administration
System (TRAISI)
Train the Trainers
Conference/Seminar/Talk/
Forum Management Services
Training Programme Design,
Development and Facilitation
Case Development on OE
Tools Deployment
Learning Management
System to Host the
e-Learning Courseware
and Monitor the
Learning Progress
Rental of Classrooms
and Facilities
PEOPLE ENGAGEMENT
Peer Appraisal
Change Management
360 Degree Feedback
POWER Facilitation
People Developer
Balanced Scorecard
Organisational Surveys
PROFESSIONAL QUALIFICATION PROGRAMMES
Master of Science in
Knowledge Management
DEVELOPMENT SERVICES
KM Consultancy Services
Consortium Studies
OE Guide for Public Service
Benchmarking Advisory
Services
Innovation Assistance
Programmes
Knowlegdge-Sharing Sessions on
Organisational Excellence, Innovation,
and Knowledge Management
TRAINING PROGRAMMES
CONSULTANCY
Improvement of Quality
and Productivity
Negotiation Skills
Report Writing Skills
Establishment of
Training Institutes
Instructional Design
Techniques
Note-Taking Skills
Policy Making
and Analysis
Human Resource
Management and
Development
Identification of Training
Needs and Training Design
CSC AR 05 A-W-OK.indd 15
Public Sector Reform
Instructional Techniques
and Training Design
22/09/2005 08:39:27 AM
3.
CSC AR 05 A-W-OK.indd 16
strengthening
core capab
22/09/2005 08:39:28 AM
ilities
Public sector managers need to possess the skills to lead and deliver, as well as build the capacities
of their teams and people. Public officers at every level need to understand their role in leading and
sustaining change both in their organisations and beyond, so as to build a first-class public service.
CSC plays an important role in service-wide capacity building, cascading common ethos, shared
perspectives and core competencies that make us “many agencies, one government”.
CSC AR 05 A-W-OK.indd 17
22/09/2005 08:39:28 AM
18
Renewing our Commitment
CSC 2004 – 05
Operations Review
IPD
Soh Keng Cher | Manager | Workforce Development Agency/Executive Development Course
“ I have come away with a deeper understanding of the intertwined roles of the
various arms of the government and the complexities and challenges faced by
the various agencies. The course has also provided a good overview of the entire
public service and the transformations required to ensure its effectiveness and
relevance in the future.”
The Institute of Policy Development (IPD) focuses on developing public sector leadership for a first class
public service. IPD programmes have been noted for their quality and relevance. In FY 2004, participants’
feedback averaged 4.46 out of 5. The success was due in part to the strong support from senior public sector
leaders, who took time to mentor and share views on governance, policy and leadership at IPD programmes
and policy forums.
IPD believes in a learner-centric approach in which participants take charge of their own learning. A variety
of methodologies, such as experiential learning, small group activities, lectures and discussions are
employed to cater to different learning styles and preferences. Besides imparting knowledge and skills on
public governance, IPD programmes also seek to build capacity in public sector leadership and management.
They are practitioner-focused, so that participants take away real-life lessons. More importantly, the
programmes enable networking and camaraderie which enrich learning and experience.
IPD’s training programmes range from management development milestone programmes to short seminars
and forums. Through these, public sector leaders gain a better understanding of Singapore’s key principles
of governance and unique dilemmas of the public policy making process, as well as develop cross-Ministry
perspectives and understanding of issues affecting Singapore.
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Renewing our Commitment
CSC 2004 – 05
19
IPD’s Milestone Programmes comprise a comprehensive suite of modules for public sector leaders at critical stages of their careers. IPD ran
the 24th Foundation Course (FC) in FY 2004 for thirty-nine Management Associates with between three months to a year of work experience.
Modules covered included principles of governance, public policy development in practice, and issues on networked government, as well as
leadership and management. To broaden their horizons and deepen their understanding of our ASEAN neighbours, participants went on study
trips to Brunei, Indonesia, Malaysia, the Philippines, Thailand and Vietnam.
The 11th Senior Management Programme (SMP) in FY 2004 exposed participants to the spectrum of policy issues and challenges facing Singapore,
and gave them the platform to analyse and debate the broader issues that one would otherwise not have the opportunity to think through in depth
in the course of work. Other than a deeper appreciation of the dilemmas and possible tradeoffs in policy making, the programme also emphasised
the need to develop various competencies and skills. The 11th SMP was also the first IPD programme to make a study trip to India, as it is becoming
a significant player in the global economic stage.
In 2004, IPD ran the 5th Leaders in Administration Programme (LAP), which prepared senior officers for top leadership positions. LAP aimed to provide
perspectives on domestic challenges and regional/ international dynamics, as well as opportunities to foster strategic networks locally and regionally.
Other than policy discussions with Ministers, senior public and private sector officials, participants were able to network with government officials
from China, Malaysia and Thailand.
In tandem with CSC’s strategic thrust to develop leaders at all levels of the public service, IPD piloted the Executive Development Course (EDC)
in FY 2004 to prepare high-potential Management Executive Officers for supervisory roles. From feedback, participants have gained a deeper
appreciation of the dilemmas, challenges and realities in policy formulation and governance, and a better understanding of human resource
and financial management frameworks in the public sector context.
The IPD Research Unit (RU) enhances understanding of public governance in Singapore through harvesting insights from policy practitioners.
To promote institutional learning within the public service, RU expanded its manpower in FY 2004 to enable the unit to explore a wider spectrum
of research projects. Outputs were translated into training materials in IPD milestone programmes.
Ethos, CSC’s quarterly journal on governance, continues to serve as an important channel for sharing best practices in government, allowing
the communication of the rationale behind policies and fostering public service values. In 2004, it began a new series of articles, Governance
Perspectives, which focuses on public sector developments in other countries.
LEFT: PARTICIPANTS OF 24th FC ON
STUDY TRIP TO HANOI, VIETNAM.
FAR LEFT: GUEST OF HONOUR, THEN
DPM LEE HSIEN LOONG PRESENTING
CERTIFICATES TO LAP PARTICIPANTS.
CSC AR 05 A-W-OK.indd 19
22/09/2005 08:39:32 AM
20
Renewing our Commitment
CSC 2004 – 05
Operations Review
IPAM
ASP Benjamin Chia | Head Contingency Planning | Singapore Prison Service
“ Being in this programme (Graduate Diploma in Change Management) has
given me a fresh view of life and renewed vigour for leading and sustaining
change in my organisation. The interaction and team learning were equally
beneficial and insightful. In short, the learning experience for me can be
summed up in two words – life changing.”
The Institute of Public Administration & Management (IPAM) designs and organises a wide range of courses
and programmes that reinforce the core values of the Singapore Public Service, and equip public officers with
the knowledge and skills required in leadership, public administration and management.
In IPAM, learning takes a multi-pronged blended approach including classroom-style instruction, facilitated
group discussions, learning journeys, self-reflection, as well as e-learning. In FY 2004, IPAM focused on
building the capacity of public officers in leadership, and public management and administration by
harnessing the best of both andragogical and pedagogical methodologies and processes.
One such programme was the inaugural Public Consultation Forum organised jointly with the Feedback Unit
to raise awareness and demystify the concept of public consultation amongst the public officers. The forum
provided a range of perspectives from public sector practitioners, as well as the media.
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Renewing our Commitment
CSC 2004 – 05
21
The inaugural Strategic Management Programme was launched in 2004 to give senior managers a better appreciation of strategic
management concepts and their application in the public service context. Participants were challenged to think more deeply on issues
facing Singapore and public service.
September 2004 saw the launch of IPAM’s Graduate Diploma in Change Management – Leading & Sustaining Change through Organisational
Learning. Participants were equipped with a leading and sustaining change framework, as well as tools and processes such as personal mastery,
team learning and systems thinking to enable them to bring about sustainable change in their agencies as change leaders and facilitators.
Two suites of programmes were launched in February 2005. The inaugural National Security Course was organised in partnership with the National
Security Co-ordination Centre. The course raised awareness of terrorism and security issues, as well as explored how inter-agency co-operation
could be enhanced. The programme covered both theoretical frameworks, as well as learning journeys to public agencies.
The other suite of programmes were the People Developer Standard (PDS) courses which were launched after CSC was granted membership
in MExNet (a network of training providers delivering courses under the Management Excellence Programme) awarded by Spring Singapore.
These courses developed public sector managers’ capacity in implementing integrated people and organisational excellence framework in
their respective agencies.
IPAM developed two other new programmes with public sector practitioner perspectives. The blended e-learning programme on HRM in the
Civil Service jointly developed with the Public Service Division, is an endorsed core training for HR officers in the Civil Service. The course on
Parliamentary Process and Replies aimed to help drafters of Parliamentary replies understand the Parliamentary systems and process. Besides
gaining practical tips from key resource persons, participants were also given a tour of the Parliament House.
LEFT: PARTICIPANTS PENNING
THEIR REFLECTIONS AT THE
GRADUATE DIPLOMA IN CHANGE
MANAGEMENT.
FAR LEFT: 2004 GREAT PLACES
TO WORK BIENNIAL CONFERENCE.
CSC AR 05 A-W-OK.indd 21
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22
Renewing our Commitment
CSC 2004 – 05
Operations Review
CSCC
Susan Leong | Principal | Cedar Girls’ Secondary School
“ CSC Consultants were professional and knowledgeable. They tried to
customise their consultancy to the needs of the school and ensure that the
school is comfortable with their input and project schedule. Post-project
consultation was also offered to the school.”
With its team of psychologists and consultants, Civil Service College Consultants (CSCC) assists public
sector agencies in individual assessment and organisational assessment through an extensive array of
psychological and management consulting services on people, systems and processes.
CSCC’s multi-perspective approach to leadership assessment draws upon the unique strength of a variety
of techniques to arrive at a more holistic picture of a candidate’s leadership abilities. CSCC has an established
history of conducting scholar assessments for many public sector scholarship-awarding bodies, for example
the Public Service Commission, Ministry of Education, Ministry of Health, Monetary Authority of Singapore,
Central Provident Fund Board, Infocomm Development Authority of Singapore, Urban Redevelopment
Authority, Defence Science & Technology Agency, and the Government of Singapore Investment Corporation.
In addition to scholar assessment, CSCC also assists organisations such as the Ministry of Education, Ministry
of Foreign Affairs, Central Provident Fund Board and ST Engineering in assessing candidates for entry level
and senior management positions.
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Renewing our Commitment
CSC 2004 – 05
23
The multi-perspective approach is also applied to leadership development to give leaders a more comprehensive understanding of their
capabilities and areas of improvement. In addition to a 360-degree feedback, other self-assessment measures (e.g. leadership styles, personality,
emotional quotient) are also employed to enhance self-awareness and deepen understanding of one’s abilities and working styles. At the
organisational level, these leadership assessment and development processes enable more focused developmental initiatives. Organisations
which have benefited from these exercises include the Ministry of Education, Ministry of Home Affairs HQ, Public Service Division, AccountantGeneral’s Department, Singapore Police Force and Temasek Polytechnic.
High engagement is key to many elements of public service culture such as, innovation and enterprise. CSCC in partnership with Mercer Human Resource
Consulting has embarked on an empirical research on the impact of leadership/ organizational climate on employee engagement in the Singapore
Public Service. A cross-Ministry and Statutory Board Employee Engagement Service (ESS) has been initiated to gain insights on the effects of leadership
influences on employee motivation, commitment, and retention, as well identify specific drivers of engagement in the Singapore Public Service. Public
agencies will then be able to compare themselves with norms within the public sector, the industry and Fortune 500 companies.
To date, a number of agencies, such as the Ministry of Community Development and the Sports, Immigration & Checkpoints Authority, People’s
Association, Singapore Customs, Ministry of Health and Civil Service College have used the survey for their annual and biennial employee
satisfaction surveys. CSCC and Mercer hope to extend this service to more public agencies and raise the level of employee engagement in the
Singapore Public Service through benchmarking and sharing of best practices.
CSCC in partnership with the PS21 Office engaged Forbes Research Pte Ltd to gauge public’s perceptions of the quality of service delivery in the
Singapore Public Service. The findings will enable the Singapore Public Service to determine the public’s perceptions of its services based on a
common set of parameters, and identify the customer satisfaction drivers that are important to them, so that service delivery can be improved.
LEFT: A SAMPLE OF CONSULTING
TOOLS USED BY CSCC.
FAR LEFT: CSCC CONSULTANT
LEADING A TRAINING COURSE.
CSC AR 05 A-W-OK.indd 23
22/09/2005 08:39:36 AM
24
Renewing our Commitment
CSC 2004 – 05
Operations Review
PSCOE
Participant | Public Service Best Practice Forum 2004
“ Some of the ideas can be implemented immediately so this session
has been useful in an immediate way.”
Public Service Centre for Organisational Excellence (PSCOE) facilitates organisational peer learning
through research and sharing of good practices.
With changes to the PS21 movement, PSCOE’s role has been re-aligned to better support the Public Service
Committees on People, Systems and Customers & Citizens. Building on its experience and expertise, PSCOE
will be expanding its scope to focus on two areas. First being that of facilitating peer learning by building
up a knowledge base of good practices and norms in the public sector. The second area is in researching
new approaches and practices in Organisational Excellence (OE) to improve the capability of public sector
organisations deliver sustainable results.
In February 2005, a new unit, the Knowledge Management Consulting Unit (KMCU) was set up within PSCOE
to facilitate the transition of the public service into a knowledge enterprise under the eGovernment Action
Plan II. The intent is to enable the public sector to be more pro-active in retaining and using its knowledge
assets at both the intra-agency and inter-agency levels.
CSC AR 05 A-W-OK.indd 24
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Renewing our Commitment
CSC 2004 – 05
25
At present, one of KMCU’s initiatives in the pipeline is to develop a reference Knowledge Management Implementation Roadmap and
Framework for the Singapore Public Service. The development of this roadmap is expected to be completed in the later part of 2005.
Tasked by the PS21 Organisational Review Committee (ORC), PSCOE developed an OE Roadmap after studying journeys of several SQA winners
in the public service. The newly created OE Roadmap was introduced at the 2004 SQA Forum in December and feedback was gathered from the
participants to further refine it. PSCOE is currently working on the development of an info-portal containing various aids, such as a best practice
database and an OE toolkit. PSCOE has also begun a consortium study among i-class winners in the public sector to document their good
innovative practices, challenges and key learning points.
To effectively facilitate the transfer of knowledge in the public service and cater more specifically to the different customer groups, PSCOE
has organised various forums to enable the sharing of knowledge and good practices among different target audience. For example, the PSCOE
Knowledge Class (K-Class) sharing sessions aimed at creating awareness and capacity building among public officers in general, while the
Public Service Best Practice (PSBP) sessions are centred more on directors, managers, and Chief Information Officers.
LEFT: INNOVATION EXPEDITION
JOINTLY ORGANISED BY PSCOE
& IPAM.
FAR LEFT: OE Roadmap.
CSC AR 05 A-W-OK.indd 25
22/09/2005 08:39:37 AM
26
Renewing our Commitment
CSC 2004 – 05
Operations Review
CSCI
Mr Eric Ellard Yesaya | Senior Human Resource Development Officer
| Public Service Department of Human Resource | Management & Development | Malawi
“ This has been an eye opener for me to some issues that are taken for granted.
The participants from different countries have shared their vast experiences
and the Singapore experience has given me food for thought to reflect on our
system of managing HR back home.”
The mission of Civil Service College International (CSCI) is to share Singapore’s experience in public
governance with interested foreign governments and organisations.
In FY 2004, CSCI worked on increasing its suite of programmes offered to clients and fostering closer ties
with other public service training institutions in ASEAN and Asia.
CSCI has been working on capacity building programmes for CLMV (Cambodia, Laos, Myanmar and Vietnam)
Countries. In line with the objectives articulated in the Bali Concord II and Initiatives for ASEAN Integration
(IAI), CSCI conducted a series of training programmes for the civil services of these countries at the IAI
Training Centres of the Ministry of Foreign Affairs (MFA) of Singapore. CSCI has continually expanded its
suite of programmes for the IAI Training Centres to better meet the needs of its participants.
The Civil Service Training Institute of Thailand (CSTI) worked with CSCI to incorporate an overseas study visit
component in its Senior Executive Development Programme. The objective of the visit was to learn about HR
management and development practices in the Singapore Civil Service. During their stay in Singapore, the
CSC AR 05 A-W-OK.indd 26
22/09/2005 08:39:39 AM
Renewing our Commitment
CSC 2004 – 05
27
participants were given an overview of the Singapore Civil Service’s HR practices through visits to the Public Service Division and other government
agencies. The programme served to establish closer ties between the public officers of both countries.
The Managing Change Programme is one of the most well received courses in CSCI’s collaboration with the Commonwealth Secretariat. It is conducted
annually and attended by senior level government officials from Commonwealth countries. In the two weeks’ course, these senior participants learnt
about best practices in Singapore and other Commonwealth countries. As part of the programme, they also visited various public agencies in Singapore
to dialogue and share knowledge with their counterparts in the Singapore Public Service.
In March 2005, CSCI hosted a group of delegates from Qinhuangdao on an inaugural programme titled: “Excellence in Public Administration”.
The delegation was given an overview of key areas of public governance during the one-month long programme at the College. Apart from formal
briefings and lectures, the delegation also visited relevant government Ministries and Statutory Boards to gain a better understanding of how
public policies are implemented at the ground.
CSCI works closely with key partners to share and promote best practices in public governance. In April 2005, CSCI worked with the Asia-Europe
Foundation (ASEF) to organise a programme for Emerging Public Sector Leaders. This programme enabled young public sector leaders in Asia
and Europe to interact and network with one another. The overall theme of the programme was “Leadership through Uncertainty: Harnessing
Opportunities and Responding to Challenges Amidst Dynamic Changes in Asia and Europe”.
In partnership with the Commonwealth Secretariat, CSCI also developed a new programme entitled on “Better Governance in the Public Sector”
for public officers involved in fighting corruption. The inaugural run in June 2005 was well received and CSCI is working with the trainers
to refine this programme for the next run.
LEFT: PARTICIPANTS AT
IAI MYANMAR.
FAR LEFT: MOU SIGNING
WITH CENTRE FOR GOOD
GOVERNANCE, INDIA.
CSC AR 05 A-W-OK.indd 27
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28
Renewing our Commitment
CSC 2004 – 05
Milestones
1
2
3
APRIL 2004 >> 1. 5th Leaders in Administration Programme (LAP) >> 2. Capacity Building for the civil services of Cambodia, Laos, Myanmar
and Vietnam.
MAY 2004 >> 3. Public Consultancy Forum Jointly organised with the Feedback Unit. >> Foreign Policy Programme Introduced to provide
public officers with basic understanding of how foreign policies are shaped. Developed in partnership with a former ambassador. >> Training
Workshops for Elections Officials Rolled out e-learning package to equip public officers to take on various roles in conducting an election.
>> Global Conference on Excellence & Training 2004 Made presentation on creative learning in public service training. >> e-learning at Prisons
Supported Prisons in rolling out e-learning programmes to their staff.
JUNE 2004 >> Public Service Corporate Statement Designed communication kit for PS21 Office. >> Strategic Management Development
Programme Launched for public sector senior managers.
CSC AR 05 A-W-OK.indd 28
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Renewing our Commitment
CSC 2004 – 05
4
5
7
29
6
8
JULY 2004 >> 4. 11th Senior Management Programme (SMP) >> Marketing Your Organisation Effectively Programme Launched to introduce
application of marketing concepts in public sector context. >> 5. SEVEN Programme Launched to help Division IV officers live out the PS21 vision.
>> Establishing Ties with Other Countries Collaborated with Civil Service Training Institute of Thailand to organise an overseas study visit
component for Thai senior public officers. >> Fostering an Entrepreneurial Public Service: Taking Risk A seminar for public service officers.
AUGUST 2004 >> 6. Action Learning Forum Introduced concept of action learning to the public sector. >> Developments in Public Policy Seminar
>> 7. Specialist Diploma in Management (Organisational Excellence) Graduation for first batch. Programme jointly organised with Ngee Ann
Polytechnic. >> HR Consultancy Project for Timor Leste Sponsored by United Nations Development Programme. >> Global Conference on Excellence
& Training 2004 Made presentation on creative learning in public service training. >> 8. Commonwealth Training Programme on “Managing
Change in the Public Service” A collaboration with the Commonwealth Secretariat for senior government officials from Commonwealth countries.
>> Global Development Learning Network (Teacher Series) Collaborated with the National Institute of Education to develop and conduct a series of
three short courses via video-conference for Papua New Guinea, Timor Leste and the Philippines.
CSC AR 05 A-W-OK.indd 29
22/09/2005 08:39:43 AM
30
Renewing our Commitment
CSC 2004 – 05
Milestones
9
10
11
12
SEPTEMBER 2004 >> 9. Graduate Diploma in Change Management Launched nine-month programme to develop change facilitators in the
public sector. >> 10. Innovation Expedition 2004: Building Competencies. >> 11. MOU With Bahrain Management Society, Kingdom of Bahrain.
OCTOBER 2004 >> Net Economic Value Launched two new programmes to support Ministry of Finance’s initiatives to equip officers to drive better
resource utilisation. >> Private Public Partnership Forum Managed project for Ministry of Finance for public and private sector to enable network
and knowledge sharing. >> 12. CAPAM 10th Anniversary & Biennial Conference Jointly organised with Public Service Division. >> Visit By The
Korean Presidential Secretariat. >> MOU With Centre for Good Governance, Hyderabad, India. >> MOU With National Institute of Public
Administration (INAP), Timor Leste.
CSC AR 05 A-W-OK.indd 30
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Renewing our Commitment
CSC 2004 – 05
13
31
6
8
NOVEMBER 2004 >> 13. 3rd Governance and Leadership Programme (GLP) >> Public Policy Perspectives Seminar (PPPS) >> Innovation Consortium
Study To draw on experiences and distil learnings and best practices from innovative public sector agencies, and develop tools to assist public
sector agencies towards innovation excellence. >> Visit By The Judicial and Legal Institute (ILKAP), Malaysia.
DECEMBER 2004 >> Visit By Korean Presidential Committee on Government Innovation and Decentralization (PCGID).
CSC AR 05 A-W-OK.indd 31
22/09/2005 08:39:49 AM
32
Renewing our Commitment
CSC 2004 – 05
Milestones
14
15
16
17
JANUARY 2005 >> 14. Executive Development Programme Launched to develop high potential Management Executive Officers. >> OE Roadmap
Developed an OE roadmap and introduced it at the 2004 SQA Forum as commissioned by the PS21 Organisational Review Committee. >> 15. 24th
Foundation Course (FC) >> Worklife Balance Organised seminar in partnership with the Public Service Division and the Ministry of Manpower.
>> Employee Engagement Survey (ESS) CSCC, in collaboration with Mercer Human Resource Consulting, embarked on a public-sector-wide
employee engagement benchmarking exercise with various Ministries and Statutory Boards.
FEBUARY 2005 >> Administrative Officers’ Forum Organised Joint MOE-IPD forum on the teaching and learning of the Chinese Language.
>> 16. National Security Course Launched in partnership with National Security Co-ordination Centre to raise awareness of terrorism and security
issues, and enhance inter-agency co-operation. >> People Developer Courses Launched to assist public sector agencies in enhancing their HRD
systems to meet the national People Developer standards. >> PSCOE Restructure To better support the changes in the PS21 People. Systems,
Customers & Citizens functional committees. >> 17. SQA Knowledge Sharing Session Assisted public sector agencies in SQA effort. >> Scholarship
Assessment Services Seminar Reviewed scholarship assessment services with relevant public sector scholarship-awarding bodies.
CSC AR 05 A-W-OK.indd 32
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Renewing our Commitment
CSC 2004 – 05
18
5
20
33
19
8
MARCH 2005 >> HRM in the Civil Service Launched blended e-learning with Public Service Division. Programmes is a core training for Civil Service
HR officers. >> Understanding the China Markets To help public officers to better understand the Chinese. >> China Foreign Policy Designed to
help public officers understand the principles behind China’s foreign policy. >> Programme on National Education Developed blended e-learning
programme with the Singapore Police Force. >> Parliamentary Process & Replies Designed to help drafters of Parliamentary Replies understand the
Parliamentary system and process. >> Discovering OE Capacity in Individuals & Organisations Workshop >> 18. Excellence in Public Administration
Programme for Delegation from China Hosted inaugural programme for delegation from Qinhuangdao. >> 19. Exchange with INTAN, Malaysia
Strengthened ties with senior management from INTAN. >> Visit By Ministry of Foreign Affairs and Cooperation, Rwanda. >> 20. Visit By Minister
of State, Public Sector Development, Jordan.
CSC AR 05 A-W-OK.indd 33
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34
Renewing our Commitment
CSC 2004 – 05
942,296
training hours attended by local public service
participants in 2004 – 05
51,318
training hours attended by
international participants
in 2004 – 05
25,010
e-learning training hours attended by participants in 2004 – 05
CSC AR 05 A-W-OK.indd 34
22/09/2005 08:39:54 AM
Renewing our Commitment
CSC 2004 – 05
19,592
Number of local public service participants (Division 1)
8,129
Number of local public service participants (Division 2)
9,658
Number of local public service participants (Division 3)
1,321
Number of local public service participants (Division 4)
109
Number of
consultancy projects
1,773
35
Number of
international
participants
3,983
Number of e-learning participants
CSC AR 05 A-W-OK.indd 35
22/09/2005 08:39:55 AM
36
Renewing our Commitment
CSC 2004 – 05
Assets By Major Categories
Revenue Breakdown By Major Categories
2004
S$’m
2003
S$’m
Furniture, plant & Equipment
Trade and other receivables
Cash and cash equivalents
Investment
1
5
14
15
1
3
25
–
TOTAL
35
29
2004
S$’m
2003
S$’m
Training
Consulting
Other Revenue
34
4
5
34
3
2
TOTAL
43
39
2004
S$’m
2003
S$’m
11.5
9.5
4.4
2.7
1
1
2.5
0
10
9
3
4
3
1
2
0
32.6
32
2004
S$’m
2003
S$’m
15
79
15
44
8
16
79
17
43
19
161
174
Expenditure By Major Categories
Liabilities By Major Categories
2004
S$’m
2003
S$’m
Trade and other payables
Contribution in lieu of tax
Non current liabilities
9.5
2.5
0
12
2
2
TOTAL
12
16
2004
S$’m
2003
S$’m
Reserves and Retained Surplus
23
13
TOTAL
23
13
Capital/Reserves By Major Categories
Manpower
Training Related
Maintenance
Rental and Utilities
Depreciation
Office supplies and materials
Contribution in lieu of tax
Other operating expenses
TOTAL
Distribution Of Staff (as at 31 March 2004)
Trainers
Co-ordinators
Consultants
Administrative
Ancillary
TOTAL
CSC AR 05 A-W-OK.indd 36
22/09/2005 08:39:55 AM
Partners
All Ministries & Statutory Boards
ASEAN Conference on Civil Service Matters, ACCSM
Asia Europe Foundation
Bahrain Management Society
Centre for Good Governance, Hyderabad, India
China Association for International Exchange of Personnel, CAIEP
Civil Service College, United Kingdom
Civil Service Institute, Brunei (IPA)
Civil Service Training Institute, Thailand (CSTI)
Commonwealth Association for Public Administration & Management, CAPAM
Commonwealth Secretariat
Dubai Institute for Human Resource Development
Global Development Learning Network – East Asia Pacific Association
Institute of Southeast Asian Studies
International KM Institute, USA
Japan Council of Local Authorities for International Relations, CLAIR
Knowledge Associates, United Kingdom
Mercer Human Resource Consulting
Nanyang Technological University
National Academy of Public Administration, Vietnam
National Institute of Public Administration, Malaysia (INTAN)
National Institute of Public Administration, Timor Leste
National University of Singapore
Ngee Ann Polytechnic
Public Service Division
Shanghai Administration Institute, People’s Republic of China
Singapore Management University
Temasek Polytechnic
World Bank Institute
MISSION TO DEVELOP PEOPLE FOR A FIRST CLASS PUBLIC SERVICE
VISION A STRATEGIC PARTNER IN PUBLIC SECTOR LEARNING AND ORGANISATIONAL EXCELLENCE
VALUES PEOPLE – VALUE THEM | INTEGRITY – UPHOLDING TRUTH | EXCELLENCE – SOARING BEYOND
Concept and Design by Equus >> www.equus-design.com
>> 04 Chairman’s Message >> 08 Dean’s Message >> 10 Board of Directors >> 11 Heads of Department >> 12 About CSC >> 13 Organisational Chart
>> 14 CSC Services >> 18 IPD – Institute of Policy Development >> 20 IPAM – Institute of Public Administration & Management >> 22 CSCC – Civil
Service College Consultants >> 24 PSCOE – Public Service Centre for Organisational Excellence >> 26 CSCI – Civil Service College International
>> 28 Milestones >> 34 Statistics >> 36 Financials >> IBC Partners & Corporate Information
CSC AR 05 Cover-OK 2
Corporate Information
DATE OF INCORPORATION
1 October 2001
AUDITORS
Deloitte Touche
Certified Public Accountants
6 Shenton Way
#32-00 DBS Building Tower Two
Singapore 068809
BANKERS
DBS Bank Ltd
6 Shenton Way
DBS Building Tower One
Singapore 068809
Pantone 194C
Pantone 144C
1 2 3 4 5 6 7 8 9 10 OK
HAC/N
MY
SL199675 DL-MAC7osx 13.09.2005 175# C K
2
DALIM
SL
MOD:SL247
While every effort has been taken to carry out instruction to customers satisfaction
NO RESPONSIBILITY liablilty will be accepted for errors
CUSTOMERS ARE THEREFOREURGED TOCHECK THOROUGHLYBEFORE
AUTHORISING PRINT RUNS
21/09/2005 07:47:30 PM
Civil Service College
http://www.cscollege.gov.sg
[email protected]
Institute of Policy Development
Institute of Public Administration & Management
Civil Service College Consultants
Public Service Centre For Organisational Excellence
Civil Service College International
CSC North Buona Vista Campus
31 North Buona Vista Road
Singapore 275983
Tel: +65 6874 1733
Fax: +65 6874 1735
RENEWING
UR
OUR
COMMITMENT
MMITMENT
2004 – 05
Civil Service College
Institute of Public Administration & Management
CSC Peck Seah Campus
25 Peck Seah Street, 6th Storey
Singapore 079315
Tel: +65 6227 8560
Fax: +65 6227 8563
CSC AR 05 Cover-OK 1
Singapore
Pantone 194C
Pantone 144C
1 2 3 4 5 6 7 8 9 10 OK
HAC/N
MY
SL199675 DL-MAC7osx 13.09.2005 175# C K
2
DALIM
SL
MOD:SL247
While every effort has been taken to carry out instruction to customers satisfaction
NO RESPONSIBILITY liablilty will be accepted for errors
CUSTOMERS ARE THEREFOREURGED TOCHECK THOROUGHLYBEFORE
AUTHORISING PRINT RUNS
21/09/2005 07:47:28 PM
6C