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Developing PeopleConnecting with the World

Civil Service College Annual Report 2006-2007

Our Mission :To Develop People for a First Class Public Service

Our 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 HRD within the Public Service

• Building Strategic and Leadership Capacity for the Public Service

Our Core Values :People : Value them

Integrity : Upholding truth

Excellence : Soaring beyond

2 Misson, Vision & Core Values I Civil Service College Annual Report 2006-2007

Civil Service College Annual Report 2006-2007 I Contents 3

Contents4 Developing People Building a First-Class Public Service

7 Chairman’s Message

9 Dean’s Message

10 Board of Directors

12 Senior Management

14 Organisation Structure

16 At a Glance

20 Highlights

26 Creating a Knowledge Hub Driving Research and Thought Leadership

30 Nurturing Core Competencies and Shared Perspectives Growing Excellent Public Sector Organisations

34 Developing Public Service Leadership Achieving a Winning Edge

38 Becoming a Centre of Excellence Connecting with the World

42 Financial Highlights

43 Training and Consultancy Statistics

Developing People

Building a First-Class Public Service

(Text on Divider Spread) As the heart of

learning excellence and development,

As the heart of learning excellence and development, the Civil Service College plays a central role in forging shared values and ethos, building core competencies and nurturing leadership capacity in the Singapore Public Service. Through our training programmes, consultancy and advisory services, and research and development activities, we help to build a First-Class Singapore Public Service.

Developing PeopleBuilding a First-Class Public Service

Chairman’s Message

Financial Year 2006 was an eventful year for the Civil Service College (CSC). Following the adoption of a new vision statement - ‘The Heart of Learning Excellence and Development for the Singapore Public Service’ - in March 2006, many exciting developments are taking place at CSC, reflecting the College’s aspiration to play a central role in the Singapore Public Service.

To meet the changing skills needs of our public officers, new competency-based curricula and training courses are being developed in key areas such as public sector human resource, public sector finance and service excellence. Milestone leadership programmes, such as the Leaders in Administration Programme, were revamped. Existing courses including the National Education Seminar and Cut Red Tape Workshop were enhanced.

To forge a shared perspective of the changing landscape facing Singapore and the Public Service, more platforms were created for Public Service leaders in different government agencies to discuss strategic concerns and emerging issues. The inaugural Public Service Staff Conference held in May 2006 was a good example. The success of this new event convinced us to make it an annual affair.

Beyond codifying and sharing existing policy principles and lessons from policies and programmes that have been implemented, the College has also decided to make a bigger contribution towards future policy-making. In March 2007, we launched the Centre for Governance and Leadership. By conducting research and connecting Singapore’s policy makers with opinion shapers and global thought leaders, the Centre seeks to enrich the quality of policy thinking and leadership in our Public Service. I am very encouraged by the enthusiastic response to the Centre’s initial offerings. In FY 2006, CSC significantly expanded its training programmes for foreign public officials. This is an important aspect of the College’s work that not only enables Singapore to contribute to the development of other countries and cities, but also serves to nurture stronger people-to-people linkages between our Public Service and those in the rest of the world. A new milestone was achieved in March 2007 with the setting up of the CSC International Alumni Association.

Going forward, I expect work in the College to get even more challenging and exciting. I would like to express my deep appreciation to our board members, management, staff and trainers as well as to all our partners and friends for their contributions to CSC’s continued growth. I am confident that the College can continue to count on such support as it forges ahead in its mission of ‘Developing People for a First Class Public Service’.

Ms Lim Soo HoonChairmanCivil Service College

Civil Service College Annual Report 2006-2007 I Chairman’s Message 7

Dean’s Message

After being associated with the Civil Service College in different capacities over the years as a trainee, resource person and Director of CSC’s Institute of Policy Development, I took on the position of Dean and CEO of the College in September 2006. I realised very quickly that I had inherited an organisation that already had a good foundation. The College had a supportive board of directors, a committed management team and passionate staff. It ran well-established programmes with an extensive reach within the Singapore Public Service. As a public service training institution, CSC was respected and admired in international circles.

Yet, there is a heightened sense of mission and a new burst of energy at the College, much of it inspired by the new and ambitious vision that CSC had adopted in 2006. CSC management and staff were brimming with ideas on how the College can further build capacity in our Public Service. My relatively easy role as Dean and CEO was to encourage them, support their efforts and find the resources.

But to fulfil these aspirations, the College will have to look beyond just its own people, resources and knowledge. By tapping on trainers and resource persons from both the public and private sectors, we were able to train more than 40,000 unique local public servants and another 3,200 overseas participants in 2006. I am grateful for this generous support. We must nurture and expand this learning network, without which none of CSC’s work would have been possible.

I feel privileged to have the opportunity to lead CSC, an organisation with a meaningful mission and inspiring vision. I am excited by the many new possibilities in CSC’s next phase of development. I would like to thank all staff and partners for your contribution. We hope you will continue to walk with us as we seek to make a bold leap towards our new vision – one that will build a better Public Service that is worthy of Singapore.

Mr Chan Heng KeeDean and CEO Civil Service College

Civil Service College Annual Report 2006-2007 I Dean’s Message 9

Board of Directors

10 Board of Directors I Civil Service College Annual Report 2006-2007

The College would like to thank the following board members:Ms Yeoh Chee Yan (1 October 2003 to 30 September 2006)Mr Alvin Yeo Khirn Hai (1 November 2004 to 31 October 2006)

1 Mr Chan Yeng Kit Chief Executive Officer Infocomm Development Authority of Singapore

2 Ms Chang Hwee Nee Deputy Secretary (Policy) Ministry of Education

3 Mr Hogi Hyun Founder / Director Abacus Capital (S) Pte Ltd

4 Mr Khoo Boon Hui Commissioner of Police Singapore Police Force

1 2 3 4 5 6

5 Mr Khoo Teng Chye Chief Executive Public Utilities Board

6 Mr Lim Hup Seng Deputy Secretary (Administration) Ministry of Finance

Civil Service College Annual Report 2006-2007 I Board of Directors 11

7 8 9 10 11

10 Dr N Varaprasad Chief Executive National Library Board

11 Ms Yong Ying-I Permanent Secretary Ministry of Health

7 Mr Ng How Yue Senior Director (Trade) Ministry of Trade and Industry

8 Mr Ong Ye Kung Chief Executive Singapore Workforce Development Agency

9 Mr Phillip Tan Partner PricewaterhouseCoopers (Retired with effect from 30 June

2007)

Director EQ Insurance Limited (With effect from 1 July 2007)

Senior Management

1 Mr Paul Lim Director Civil Service College Consultants

2 Mr Roger Tan Director Civil Service College International

3 Mrs Tina Tan Acting Director Institute of Public Administration and Management

4 Ms Poon Seok Yin Chief Financial Officer

12 Senior Management I Civil Service College Annual Report 2006-2007

2 63

51 4 7

8

Civil Service College Annual Report 2006-2007 I Senior Management 13

5 Mr Calvin Phua Director Public Service Centre for Organisational Excellence

6 Mr Donald Low Director Institute of Policy Development

7 Mrs Jaime Teong Director Corporate Development

8 Ms Lai Wei Lin Acting Director Centre for Governance and

Leadership

6

5 7

8

14 Organisation Structure I Civil Service College Annual Report 2006-2007

Organisation StructureCivil Service College

Business Units

IPD grooms a fi rst-class public sector leadership through its integrated suite of practitioner-based learning programmes on leadership development, public governance, and policy development and execution.

Institute of PolicyDevelopment (IPD)

CGL is a node for research on strategic issues facing the Singapore government. It aims to further new insights, encourage debate, catalyse thought leadership in the Public Service, and advance Singapore’s public governance model through its publications, research and short seminars and courses.

Centre for Governanceand Leadership (CGL)

IPAM designs, develops and conducts a wide range of courses and programmes that reinforce the core values of the Singapore Public Service, and equip public offi cers with the competencies required in leadership, public administration and management.

Institute of Public Administrationand Management (IPAM)

CSCC helps public sector agencies on their journey towards people and organisational excellence through the provision of focused and in-depth consulting services in the areas of talent assessment, organisation and people development tools and diagnostics, and leadership research and development.

Civil Service College Consultants (CSCC)

PSCOE helps to develop excellent Public Service agencies by serving as a dedicated mechanism to facilitate peer learning and sharing across the Public Service and support public agencies as they undertake organisational excellence initiatives to improve their performance.

Public Service Centre forOrganisational Excellence (PSCOE)

CSCI is the international arm that builds partnerships with the global community. It shares Singapore’s experience with governments around the world to promote good governance and generate goodwill and cooperation across borders.

Civil Service CollegeInternational (CSCI)

Civil Service College Annual Report 2006-2007 I Organisation Structure 15

Support Units

Civil Service College

Corporate Development supports CSC management in corporate planning and organisational management. It manages human resource and organisational development, administration and the estate, corporate communications, the audio visual and information technology networks, graphics and visual communications as well as the CSC Library.

Corporate Development

Finance supports CSC management in strategic fi nancial management. It manages the fi nancial accounting and procurement functions, works with internal auditors to evaluate the adequacy and effectiveness of internal controls in the College, and ascertains whether policies and guidelines are complied with.

Finance

16 At A Glance I Civil Service College Annual Report 2006-2007

At a Glance

Institute of Public Administration and Management (IPAM)

Public Service Offi cers(All Levels)

Milestone Programmes

• Developments in Public Policy Seminar (DPPS)

• Executive Development Course (EDC)

• Foundation Course (FC)

• Governance and Leadership Programme (GLP)

• Leaders in Administration Programme (LAP)

• Senior Management Programme (SMP)

• Manager L.E.A.D. Programme

• Strategic L.E.A.D. Programme

Workshops/Forums/Conferences

• Economics At Work Workshops (EAW)

• Fireside Chats with President and Public Sector Leaders

• Policy Forums (PF)

• Scenario Planning Workshops (SPW)

• Strategic Perspectives Conference (SPC)

•Public Service Staff Conference

Learning Programmes• Communications

• Employability Skills System

• Finance

• General Management

• Governance

• Human Resource Management and Development

• Infocomm Education

• Innovation and Enterprise

• Knowledge Management

• Law

• Leadership

• Offi ce Administration

• Organisational Development

• Organisational Learning

• Personal Development

• Public Policy

• Service Quality

• Total Organisational Excellence

Certifi cate Programmes• Graduate Diploma in

Change Management

Public Service Leadership

Institute of Policy Development (IPD)

Centre for Governance and Leadership (CGL)



Prog

ram

mes

Key Offerings

Customer/Partner Segments

Business Units

Workshops/Forums/Conferences• Creating Great

Places to Work Conference

• HR Forum

• Service Excellence Forum

Development Services• Case Development

for Organisational Excellence Tools Deployment

• Competency-based Total Company Training Plan

• Training Needs Analysis

• Training Programme Design, Development and Facilitation

• Train the Trainers Programmes

Learning Infrastructure• Learning

Management System (LMS)

• Training Administration System (TRAISI)

Civil Service College Annual Report 2006-2007 I At A Glance 17

Public Service Organisations Public Services of Foreign Countries

Civil Service College International (CSCI)

Sharing Forums

• Learning Journeys

• Knowledge Class Sharing Sessions

• Public Service Best Practice Forums

Public Service Centre for Organisational Excellence (PSCOE)


Training Programmes

• Communication Skills

• E-Government

• Financial Management

• General Management

• Human Resource Management

• Managing Change in the Public Service

• Public Governance and Administration

• Public Policy Development

18 At A Glance I Civil Service College Annual Report 2006-2007

At a Glance


Public Service Offi cers(All Levels)

Consultancy• Firefl y Policy Perspectives Programme

Organisational Development • 360 Degree Feedback

• Leadership Diagnosis – Team and Individual Levels

Talent Assessment• Assessment Centre

• Identifi cation of Talent at Key Levels

• Psychometric Assessment of Mid-Career Offi cers for Management Positions

• Psychometric Assessments of Scholarship Applicants

Public Service Leadership

Institute of Policy Development (IPD)

Centre for Governance and Leadership (CGL)



Cons

ulta

ncy

& A

dvis

ory

Ser

vice

s

Key Offerings

Customer/Partner Segments

Business Units

Res

earc

h an

d Th

ough

t Lea

ders

hip

Research and Development• Case studies, Discussion papers, Background Papers and Thinkpieces

• CGL Senior Fellowship/ Fellowship

• Distinguished Visitor Programme

• Innovation Consortium Study

• Roadmaps and Frameworks on Knowledge Management and Organisational Excellence

• Research Papers on Leadership Assessment and Development as well as Employee Engagement

Civil Service College Annual Report 2006-2007 I At A Glance 19

Public Service Organisations Public Services of Foreign Countries

Civil Service College International (CSCI)

Consultancy and Advisory Services• Benchmarking Consulting

• Knowledge Management Advisory Services

• Organisational Excellence Advisory Services

Selection and Assessment• Competency Profi ling

• Design and Implementation of Psychometric Assessment Instruments

• Psychometric Assessment of Graduate Offi cers

• Structured Interview Workshops

• Student Placement Services

Organisational Development • Employee Engagement Survey

• Peer Appraisals

• Self-Development Workshops

Public Service Centre for Organisational Excellence (PSCOE)


Consultancy Services• Capacity Building in Public Sector Human

Resource Development and Management

• Capacity Building for Public Service Training Institutions

• Development of Competency Frameworks and Curricula

Lectures, Roundtables, Seminars• Economic Symposium Series

• Managing in Complexity Series

• New Insights Lecture Series

• Roundtables

• Seminars and Forums on New Developments in Talent Assessment and Development as well as

Sharing of Key Findings on Employee Engagement

Publications• Ethos

• Ethos Perspectives

• Organisational Excellence Case Reports, Guides and Research Papers

20 Highlights I Civil Service College Annual Report 2006-2007

Public Service Staff Conference

25th Foundation Course

2nd National Security Course

APRIL 2006• 25th Foundation Course (FC) (20 March - 26 May 2006)

• Annual Graduate Recruitment Services for Agencies including the Public Service Division, the Ministry of Foreign Affairs, and the Ministry of Home Affairs (April 2006 - March 2007)

• Annual Scholarship Assessment Exercise for Agencies including the Public Service Commission, the Ministry of Foreign Affairs, the Ministry of Education, the Ministry of Defence, and the Agency for Science, Technology and Research (April 2006 - June 2006; December 2006 - March 2007)

• Assessment Centre for Selection of School Principals (April 2006 - May 2006)

• Minimum Service Standards for the Public Service (24 April 2006 and ongoing)

• Launch of WITS Guide Book (1 April 2006)

• Investment Training for Senior Indonesian Officials (10 - 28 April 2006)

• Creating Great Places to Work Conference (18 - 19 April 2006)

• 30th Senior Chinese Officials Study Visit Programme (18 - 27 April 2006)

• Manager L.E.A.D. Programme – Revamped (19 - 25 April 2006)

• 2nd National Security Course (17 - 28 April 2006)

• Tanzania Public Service College Study Visit to Singapore (17 - 21 April 2006)

• Training for Officials from Shanghai Administration Institute (18 - 23 April 2006)

• Workshop on International Business Environment and Its Implication to National Economic Planning for Laos (24 - 28 April 2006)

MAY 2006• Employability Skills System (ESS) Programme (May 2006)

• Fireside Chat with President (FCP) (2 May 2006)

• Strategic L.E.A.D. Programme (3 - 9 May 2006)

• Training Programme for Senior Officials from Qinhuangdao County, China (7 - 19 May 2006)

• Tanzania Public Service Commission Visit to Singapore (8 - 11 May 2006)

• Managing Creativity and Innovation in Organisations (8 - 11 May 2006)

• Japan International Coorperation Agency (JICA) Consultancy Project for Ghana Civil Service (13 - 22 May 2006)

• Workshop on Balance Scorecard for Qatar (14 - 18 May 2006)

• New Insights Lecture on “Population Trends and Challenges” by Dr Joseph Chamie (15 May 2006)

• Scenario Planning Workshop (SPW) (16 - 18 May 2006)

• Managing Public Sector Human Resources: Managing Performance in Public (15 - 26 May 2006)

• 31st Senior Chinese Officials Study Visit Programme (16 - 25 May 2006)

• High Impact Instructional Design and Delivery for Teachers and Instructors from the Indonesian Institute of Quality Education Assurance

(23 - 29 May 2006)

• Training Management Course for Sichuan Officials (23 May 2006 - 2 June 2006)

• Public Service Staff Conference (25 May 2006)

• Singapore-France Joint Seminar: Budgetary and Financial Reform (29 May - 2 June 2006)

• Benchmarking and Its Challenges (31 May 2006)

• Singapore HR Award 2006 Awarded by Singapore Human Resources Institute (31 May 2006)

Highlights

Civil Service College Annual Report 2006-2007 I Highlights 21

JUNE 2006• Core Competency Development Project (June 2006)

• Enterprise Risk Management Guide (June 2006)

• Excellence in Public Administration: The Singapore Journey for Dubai (5 - 9 June 2006)

• Strategic L.E.A.D. Programme (7 - 13 June 2006)

• 4th Executive Development Course (EDC) (12 - 23 June 2006)

• Guiding Agencies Towards Innovation Excellence (28 June 2006)

• Knowledge Management Roadmap (June 2006)

• Workshop on International Trade and Business Communication Skills for Vietnam (10 - 14 June 2006)

• Workshop on Human Resource Management for Vietnam (12 - 16 June 2006)

• Workshop on Public Governance and Administration in Singapore for Vietnam (12 - 24 June 2006)

• Workshop on Export Competitiveness Strategies for Cambodia (26 - 30 June 2006)

• Workshop on Public Administration Reform for Myanmar (27 June - 7 July 2006)

• Economics At Work Workshop (EAW) (28 - 30 June 2006)

• Benchmarking Advisory Clinic Session for Public Service Division (29 June 2006)

• PSCOE Knowledge Class - KM Implementation Journey: The Roadmap to Success (30 June 2006)

JULY 2006• Jiading Administrative Institute Urban Planning Course (3 - 10 July 2006)

• Workshop on Human Resource Programme for Vietnam (3 - 14 July 2006)

• 13th Senior Management Programme (SMP) (3 July - 11 August 2006)

• Workshop on Principles of Governance and Structure of Government Bhutanese Delegate (4 July 2006)

• Benchmarking Advisory Clinic Sessions for National Junior College (4 July 2006)

• Public Policy Study Visit by the 2nd Delegation from Western and North Eastern China (10 July - 5 August 2006)

• New Insights Lecture on “Leading People in Times of Change” by Professor Ronald Heifetz (13 July 2006)

• Sichuan Bazhong City Officials Study Visit to Singapore (17 - 18 July 2006)

• Workshop on Civil Service Reforms for Cambodia (17 - 28 July 2006)

• Investment Training for Senior Indonesian Officials (17 July - 4 August 2006)

• Seminar on Human Resource Management in the Civil Service for African Countries (18 - 31 July 2006)

• Constitutional and Administrative Law Seminar (19 July 2006)

• Learning Journey to Central Provident Fund Board (21 July 2006)

• Visit by Officials from Central State Agencies of China (24 - 28 July 2006)

• Learning Journey to Singapore Civil Defence Force (25 July 2006)

• Singapore - Commonwealth Permanent Secretary Programme: Managing Complexity in Networked Government (26 July - 2 August 2006)

• Fireside Chat with Mr Koh Cher Siang (28 July 2006)

Constitutional and Administrative Law Seminar for Principals and Vice-Principals


Blended National Education Seminar

JULY 2006 (continued)• Singapore Quality Class Certification Awarded by SPRING Singapore

(31 July 2006)

• Developments in Public Policy Seminar (DPPS) (31 July - 4 August 2006)

• Training on Special Economic Zones for Senior Officials from The Russian Federation (31 July - 8 August 2006)

• Study Visit on Towards Organisational Excellence for Tanzania Officials (31 July - 11 August 2006)

AUGUST 2006• Performance Management for New Supervisors (August 2006)

• Blended Human Resource Management in the Civil Service (2 - 3 August 2006)

• Study Visit by South African Senior Officials (10 - 11 August 2006)

• Policy Forum on “Riding the Camel: Singapore’s Middle East Strategy” (14 August 2006)

• Workshop on Public Administration Reform for Laos (14 - 15 August 2006)

• Revenue System Development for Laos (14 - 18 August 2006)

• Blended Performance Management for New Supervisors (15 - 16 August 2006)

• Problem Solving and Decision-Making Skills for Riau Officials (15 - 21 August 2006)

• 32nd Senior Chinese Officials Study Visit Programme (15 - 25 August 2006)

• Scenario Planning Workshop (SPW) (16 - 18 August 2006)

• Study Visit on Training and Development in the Singapore Public Service (East Java) (21 - 23 August 2006)

• Study Visit by Senior Officers from the Government of Bangladesh (21 - 24 August 2006)

• 5th Executive Development Course (EDC) (28 August - 8 September 2006)

• Scaling New Heights in Organisational Excellence (31 August 2006)

SEPTEMBER 2006• 2nd Strategic Perspectives Conference on “World•Singapore: Spinning

Success from Success” (4 September 2006)

• Fireside Chat with President (FCP) (5 September 2006)

• Building Institutional Capacity for Tanzania Public Service College (4 - 6 September 2006)

• Consultancy Project Requested by UNDP South Africa (7 - 9 September 2006)

• New Insights Lecture on “Global Imbalances: Why They Matter” by Professor Martin Wolf (14 September 2006)

• Scenario Planning Workshop (SPW) (20 - 22 September 2006)

• PSCOE Knowledge Class - Leveraging Knowledge For Networked Government (21 September 2006)

• Workshop on Urban Planning and Development for Laos (25 - 29 September 2006)

• Capacity Building and Training Initiative for Officers from Punjab (25 September 2006 - 30 August 2007)

• Fireside Chat with Mr Lim Siong Guan (28 September 2006)

Highlights

OCTOBER 2006• Ethos: Revamped and Launched as a Biannual Journal (October 2006)

• Ethos Perspectives (formerly named Governance Alerts): Revamped to Complement Ethos (October 2006)

• Singapore HEALTH (Helping Employees Attain Life Time Health) Award 2006 awarded by Singapore Health Promotion Board - Gold Recipient (5 October 2006)

• 6th Leaders in Administration Programme (LAP) (9 October - 17 November 2006)

• Workshop on Public Administration Reform for Vietnam (2 - 6 October 2006)

• Learning Journey to SingPost (9 October 2006)

• Study Visit by Shanghai Administration Institute (14 - 18 October 2006)

• Benchmarking Advisory Clinic Session for Paya Lebar Airbase (18 October 2006)

• New Insights Lecture on “Islam and the West” by Professor John L Esposito (19 October 2006)

• Training Programme on “Training and Development in the Public Service” for Vietnam HRD Senior Officials (23 October - 3 November 2006)

• Study Visit by the 5th Central Party School Delegation, China (23 October - 1 November 2006)

• Executive Management Development Programme for Macau Delegates in Macau (24 October - 10 November 2006)

• Benchmarking Advisory Clinic Session for Singapore Polytechnic (25 October 2006)

• Strategic L.E.A.D. Programme (25 - 31 October 2006)

NOVEMBER 2006• Study Visit by Xiamen Administrative Institute (5 - 12 November 2006)

• Training Programme on “Public Administration and Training in Singapore” for Vietnam Senior Trainers (6 - 17 November 2006)

• Study Visit by Officials from Dongli District, Tianjin, China (7-8 November 2006)

• Policy Forum on “Singapore’s Population Challenge” (9 November 2006)

• Study Visit by Officials from Hengshui, China (12 - 25 November 2006)

• Executive Management Development Programme for Macau (13 - 19 November 2006)

• Blended Cut Red Tape Programme (14 November 2006)

• Public Service Exhibition (15 - 19 November 2006)

• Roundtable on “Singapore’s Success: Engineering Economic Growth”

with Dr Henri Ghesquiere (16 November 2006)

• 6th Executive Development Course (EDC) (20 November - 1 December 2006)

• 3rd Singapore-Commonwealth Advanced Seminar for Senior Budget Officers and Managers (27 November - 8 December 2006)

• Study Visit by Officials from Shenzhen Managers’ College, China (27 November - 8 December 2006)

• Blended National Education Seminar (29 November 2006)

• Learning Journey to 3M (30 November 2006)


Ethos

6th Leaders in Administration Programme

Public Service Exhibition


DECEMBER 2006• Balanced Scorecard Guide (December 2006)

• Launch of Employee Engagement Refreshing Norms Exercise (December 2006)

• Study Visit by Shanghai Administration Institute ( 11 - 15 December 2006)

• Developments in Public Policy Seminar (DPPS) (11 - 15 December 2006)

JANUARY 2007• Value Added Auditing Techniques (January 2007)

• High Impact Instructional Design and Delivery for Government Officials from Sri Lanka (3 - 12 January 2007)

• Seminar on Speechwriting: The Elements of a Good Speech (5 January 2007)

• Employee Engagement in the Public Sector Breakfast Seminar (5 January 2007)

• Benchmarking Advisory Clinic Session for Air Force School (9 January 2007)

• Strategic L.E.A.D. Programme (10 - 16 January 2007)

• 7th Executive Development Course (EDC) (15 - 26 January 2007)

• Study Visit by Senior Officers from the Government of Bangladesh (15 - 18 January 2007)

• Benchmarking Advisory Clinic Session for Prisons - 6 Teams (17 - 19 January 2007)

• Scenario Planning Forum and Training Workshop for Qatar (21 - 24 January 2007)

• Asia-Pacific Programme for Senior National Security Officers (22 - 26 January 2006)

• Learning Journey to Subordinate Courts (26 January 2007)

• Managing Change in the Singapore Public Service for Officials from the Government of Bangladesh (29 January - 9 February 2007)

• Better Governance in the Public Sector for Participants from ASEAN Countries (29 January - 9 February 2007)

• Economics At Work Workshop (EAW) (31 January - 2 February 2007)

• Training Operations and Training Methodologies Reform for Civil Service Institutions for Fujian Provincial Officials (31 January - 14 February 2007)

• Strategic L.E.A.D. Programme (31 January - 6 February 2007)

Asia-Pacific Programme for Senior National Security Officers

5th Governance and Leadership Programme

Highlights


FEBRUARY 2007• Launch of 360 Degree Feedback Exercise for Key Personnel in Schools (February 2007)

• Risk Management in a Rapidly Changing Environment (February 2007)

• Roundtable on the Middle East “Implications of Shi’a Assertiveness and Growing Sectarian Tensions in Iraq” with Professor Amin Saikai

(2 February 2007)

• 5th Governance and Leadership Programme (GLP) (5 February - 2 March 2007)

• Inaugural PS21 Service Excellence Forum (6 February 2007)

• Public Sector Reform Course for Senior Officials from Cambodia, Lao PDR and Myanmar (6 - 12 February 2007)

• Scaling New Heights in Organisational Excellence: From SQC to SQA (9 February 2007)

• Fireside Chat with Minister Lim Boon Heng (23 February 2007)

MARCH 2007• Leadership for Excellence - a Balanced Scorecard Approach to the

5th Element (March 2007)

• PSCOE Benchmarking Advisory Services: Short Gleanings from Three Public Agencies (March 2007)

• Centre for Governance and Leadership set up on 1 March 2007: Launch of CGL Fellowship Scheme and the Distinguished Visitors Programme

• Training Programme on ‘Special Economic Zones’ for Senior Indonesian Government Officials (5 - 16 March 2007)

• Motivating and Managing Different Generations at Work Forum (7 March 2007)

• Scenario Planning Workshop (SPW) (7 - 9 March 2007)

• Strategic L.E.A.D. Programme (7 - 13 March 2007)

• Ethos Perspectives (15 March 2007)

• Constitutional and Administrative Law Seminar (19 March 2007)

• Joint National Institute of Public Administration (INTAN)-CSC Senior Executive Development Programme (19 - 30 March 2007)

• Managing in Complexity Series: Roundtable on “Exploration and Experimentation: The Organisational Imperative” with Professor Max Boisot (21 March 2007)

• Economics Symposium Series: “Regulation and the Limits of Competition” (23 March 2007)

• Economics At Work Workshop (EAW) (28 - 30 March 2007)

• Learning Journey to Teckwah Industrial Corporation Ltd (29 March 2007)

• Boosting Performance Using The Balanced Scorecard (30 March 2007)

PS21 Service Excellence Forum

Constitutional and AdministrativeLaw Seminar

Learning Journey to Teckwah Industrial Corporation Ltd

A new emphasis for CSC is to shape and advance policy making, public administration and public sector leadership. We achieve this by conducting research and connecting Singapore’s policy makers with global thought leaders and experts on strategic issues facing the Singapore Public Service.

Creating a Knowledge HubDriving Research and Thought Leadership

New Centre for Governance and LeadershipMoving beyond our traditional focus on codifying and passing down existing principles and past lessons, the College has embarked on an ambitious effort to play a bigger role in shaping the quality of future thinking in our Public Service.

A new Centre for Governance and Leadership (CGL) was set up on 1 March 2007. The new Centre will serve as a node for research and discourse on strategic public policy, public administration and public sector leadership issues facing the Singapore Public Service. It will also connect Singapore’s policy makers with global thought leaders and experts who can help enrich our quality of policy thinking and leadership.

One of the Centre’s key initiatives, the Distinguished Visitors Programme, was designed to engage thought leaders from academia, think-tanks and governments to share their insights and experiences. A typical programme would include sessions such as lectures, roundtable discussions and networking sessions, all designed to facilitate the exchange of ideas and development of networks. Distinguished Visitors could also call on Cabinet Ministers, hold closed door discussions with senior government officials and consult with government agencies and think-tanks.

The New Insights Lecture series, a key event in the Distinguished Visitor Programme, was opened to invited public officers and key CSC partners. The speakers in 2006 included Dr Joseph Chamie (former Chief Demographer at the United Nations), Mr Ronald A. Heifetz (King Hussein bin Talal Lecturer in Public Leadership, John F. Kennedy School of Government, Harvard University), Professor Martin Wolf (Associate Editor and Chief Economics Commentator, The Financial Times) and Professor

John L. Esposito (Professor of Religion and International Affairs and of Islamic Studies, Georgetown University).

Since its inception, the Centre has also established the CGL Fellowship Scheme to forge strong links with thought leaders, tap on the rich experiences of policy practitioners and harness the diverse views of academics. CGL Fellows would provide valuable guidance for the Centre’s activities, including its research, publications and programmes.

By the end of the year in review, CGL had appointed three veteran public sector leaders to be CGL Fellows:

• Mr Lim Siong Guan, Chairman of the Economic Development Board, was previously Head, Civil Service and the Permanent Secretary of various ministries. Mr Lim would focus on leadership and organisational transformation issues.

• Mr Lam Chuan Leong, Ambassador-at-Large with the Ministry of Foreign Affairs, had served as Permanent Secretary of various ministries and as Principal Private Secretary to the Prime Minister. Mr Lam would focus on the application of general management theories, particularly in the context of complex systems.

• Mrs Lim Siok Peng was former Chief Executive Officer of the National Heritage Board. She had served in various ministries and as Principal Private Secretary to the late President Ong Teng Cheong. She would share her wealth of experience and expertise on the history of the Public Service.

Exchanging Insights with Thought LeadersCGL also organised forums and roundtables to promote a deeper understanding of effective governance and leadership as well as to generate innovative solutions and strategies for social-economic development. During the year in review, its two inaugural milestone events were very well-received.

CGL’s Managing in Complexity Series explored how organisations and leaders could better make sense and react in a world of uncertainty. On 21 March 2007, Professor Max Boisot, Professor of Strategic Management at the Birmingham Business School, University of Birmingham, conducted a roundtable on “Exploration and Experimentation: The Organisational Imperative”. The roundtable was a highly successful and encouraging first event for CGL, with one participant commenting that it raised “very sophisticated and provocative questions”.

In the same month, CGL also launched its Economics Symposium Series to enhance the understanding of economics among policymakers. In particular, the Series focused on issues such as the government’s role in business, regulation, taxation, subsidies, industry promotion, and the use of market incentives in public policy. The inaugural Symposium, themed “Regulation and the Limits of Competition”, was held on 23 March 2007. It provided a platform for Singapore’s economic regulators to share the evolution of their policies, articulate their regulatory philosophies and exchange best practices. The event attracted almost 200 participants from the public sector, private sector and academia. Participants commented that it provided “better understanding of a topic rarely discussed outside” and that “discussions were open and honest. Not all questions have answers, but the first step is to ask them.”

The Policy Forum series organised by our Institute of Policy Development (IPD) continued to be popular among Singapore’s policy makers. In the Policy Forum on “Singapore’s Population Challenges” held on 9 November 2006, several agencies presented their joint initiatives to facilitate the integration of foreigners working and living in Singapore. The forum emphasised the

28 Civil Service College Annual Report 2006-2007

importance of a whole-of-government approach and close inter-agency coordination to achieve the larger national objective.

Codifying and Disseminating KnowledgeCSC’s sustained commitment to engage in research and publications is a critical component of building a knowledge hub.

Ethos, our professional journal for policy practitioners, was revamped in October 2006. Ethos took on a new look to reflect its positioning as a smart, professional and forward-looking journal on governance and public policy. The first issue of the revamped biannual Ethos was on the theme of ageing. Journal contributors included subject experts such as Professor Norbert Walter of Deutsche Bank Research, Dr Sarah Harper of The Oxford Institute of Ageing, and Dr Joseph Chamie, former United Nations Chief Demographer.

CSC’s monthly email bulletin, “Governance Alerts”, was also revamped and given the new name “Ethos Perspectives”. From October 2006, these alerts surfaced the latest developments in public policy and public sector governance in topics such as Public Diplomacy, Nation Branding, New Media, The Future of International Financial Institutions, Making Sense of the Nordic Model and Making Work Pay.

In addition, the Institute of Policy Development (IPD), Institute of Public Administration and Management (IPAM) and Public Service Centre for Organisational Excellence (PSCOE) continued to pursue research actively. Our research had expanded knowledge, analysis and insights into policies, best practices and competencies, which were applied in our milestone and other programmes within the College.

Harvesting insights from policy practitioners remained the focus

for IPD’s research unit in its quest to enhance understanding of public governance and public policy in Singapore. The 21 research case studies, discussion papers, background papers and thinkpieces continued to be used in CSC’s programmes. Most of IPD’s research products during the year in review were featured in the Leaders in Administration Programme (LAP) and Senior Management Programme (SMP). The wide-ranging topics that were addressed - from the challenges of exporting of public sector governance, whole-of-government coordination, new media, national branding to issues involved in social diversity, labour relations and organisational transformation - generated very lively discussion among the participants. Senior officers, who had attended LAP and SMP, commended IPD’s research work for its relevance and high quality.

IPAM’s research unit completed 12 research case studies in the areas of best sourcing, human resources, and organisational development and excellence. Some of them were later showcased at learning programmes including the Strategic L.E.A.D., Manager L.E.A.D., Human Resource as a Strategic Partner, and Performance Management for New Supervisors (Blended) courses.

IPAM also developed two guidebooks, “A Guide to Policy Development” and “WITS Guidebook”, for use in its courses. To honour and commemorate the late Mr S Rajaratnam, IPAM together with the Public Service Commission produced a video documenting his contribution to Singapore’s multi-culturalism and foreign policy. This video, used for the National Education Seminars, received excellent reviews.

Similarly, PSCOE research resources were found to be highly relevant by public agencies. PSCOE developed guides, case studies, reports, research papers, tools and templates to fulfil

its objective to develop excellent public service organisations.

Most notable for the year in review were the following PSCOE publications: ‘Enterprise Risk Management Guide’, ‘Balanced Scorecard Guide’, ‘SQC/SQA Best Practice Case Reports’, ‘Value Added Auditing Report’, ‘Balanced Scorecard Approach to Leadership’, a paper on ‘Risk Management in a Changing Environment’ and ‘Benchmarking: Short Gleanings from 3 Public Agencies’. These resources were also shared within the larger CSC family and with foreign delegations.

Civil Service College Annual Report 2006-2007 29

Mr Lim Siong GuanCGL Senior Fellow

Mrs Lim Siok PengCGL Fellow

Mr Lam Chuan LeongCGL Senior Fellow

Our holistic suite of programmes aims to develop competent and enterprising public offi cers committed to public service values and national goals. We also aim to help build public sector agencies with the capacity and capabilities to achieve total organisational excellence.

Nurturing Core Competencies and Shared PerspectivesGrowing Excellent Public Sector Organisations


Building Core Public Sector Competencies In 2006, the Institute of Public Administration and Management (IPAM) reviewed its entire existing suite of courses to ensure that they were aligned to the various competency frameworks. New courses were developed, and existing courses were reviewed for greater relevance to the public sector. Some courses that were no longer relevant were removed. In total, IPAM developed 24 new courses and revamped 13 existing courses during the year.

To ensure that we build deep competence in the business of government within our public service, IPAM worked closely with relevant lead agencies during the year to develop Competency Frameworks in the areas of human resource, finance, and service excellence. These frameworks defined the competencies required at different levels and formed the basis for our curriculum. Based on these frameworks, several learning programmes were developed, revamped or reviewed.

In 2006, a pilot of the Core Competency Framework for Division 1 Officers was started. IPAM conducted 17 classes of the ”Core Competency Training: Train-the-Supervisor” and 13 classes of the “Core Competency Training: Train-the-Officer” programmes for five pilot agencies from September to November 2006. These agencies were the Ministry of Finance, Ministry of Community Development, Youth and Sports, Ministry of Home Affairs, Central Narcotics Bureau and the Public Service Division. In support of the launch of the Public Service Division Core Competency Framework, we developed new programmes such as the Performance Management Course for New Supervisors (Blended), Writing Policy Papers and Conveying Changes.

In May 2006, IPAM’s Employability Skills System (ESS) was made a core training programme for all Division 3

officers. This programme was part of a larger initiative by the Workforce Development Agency aimed to equip workers with generic and portable skills. Equipping workers with competencies such as workplace skills, workplace literacy and workplace numeracy would enable them to adapt to new job demands in an ever changing environment. IPAM completed the development of seven modules in the workplace skill series and conducted 59 runs for 969 participants.

In August 2006, IPAM introduced the Performance Management for New Supervisors (Blended) as a mandatory programme for new and serving supervisors with less than three years of experience. The objectives of this course are to explain the philosophy and principles of performance management, and to understand and apply the performance management cycle in sustaining good performance, improving performance and correcting poor performance.

The Cut Red Tape (CRT) Programme was revamped in November 2006 into a blended course, comprising an e-learning module to be completed prior to the one-day seminar. The change was intended to facilitate self-paced learning via e-learning and to bring a greater emphasis on cross-agency sharing, group discussions and practice sessions during the seminar. A participant remarked, “It was interesting to interact with officers from other government ministries and agencies, and learn from them the problems and solutions in relation to red tape.”

Forging Shared Ethos and PerspectivesOther programmes conducted by IPAM brought public sector officers together for the sharing of perspectives and best practices. Apart from nurturing core capabilities, these programmes connected representatives from all agencies towards shared common public service goals.

Human Capital Forum

A Knowledge Class Sharing Session on Knowledge Management

A Best Practice Forumon Benchmarking

Blended Cut Red Tape Programme


Highlights for the year included three large-scale events organised in collaboration with Public Service Division for senior public sector officers. In May 2006, IPAM organised the inaugural Public Service Staff Conference for more than 1,200 Permanent Secretaries, Deputy Secretaries, CEOs, Directors and Deputy Directors from ministries and statutory boards. The conference was successful in forging shared perspectives on key strategic issues and whole-of-government priorities faced by the Public Service. According to one participant, “Presenters provided many new perspectives on both changing external and internal environments that we, civil servants need to respond to. It has paved the way for the civil service to move forward towards a common vision for Singapore.”

In July 2006, the inaugural Public Sector Human Resource Forum was organised by Public Service Division. It was attended by 500 participants from Ministries and Statutory Boards, including Permanent Secretaries, Deputy Secretaries, CEOs and Directors. The theme of the Forum, which featured speakers from both the public and private sectors, was “The Role of Leaders - Bringing out the Best in Our People”.

In February 2007, the PS21 Service Excellence Forum “Service Leadership - Inspiring and Enabling Service Excellence” attracted 350 participants to learn from speakers from Sentosa Development Corporation, Accenture, Singapore Police Force, Central Provident Fund Board and the Singapore Tourism Board. The objectives were to share best practices and engage top management in improving service quality in the Public Service.

In November 2006, a revamped National Education (NE) Seminar was introduced to give more emphasis on the role that the Public Service and its officers play in nation building and in emerging national priorities.

Before attending the one-day seminar, participants would now undergo e-learning on three modules – Principles of Governance, Challenges Ahead and Economic Competition – to enable self-paced learning and enhance the quality of classroom learning.

Building Excellent Public Sector OrganisationsBuilding on its earlier successful launch, Civil Service College Consultants (CSCC) expanded its work on Employee Engagement Survey (EES) and increased its coverage to 18 public sector agencies. The customised survey instrument, based on a unique Public Sector Engagement Model, helps to identify the drivers of employee motivation, commitment, and retention in the public sector. It has been very well received by participating public sector agencies.

To deepen understanding of employee engagement and leadership, CSCC organised forums and seminars to disseminate the findings. At a breakfast seminar on “Employee Engagement in the Public Sector” on 5 January 2007, CSCC together with its strategic partner, Mercer Human Resource Consulting, shared the latest findings on Public Sector’s engagement level and key learning points. On 7 March 2007, CSCC organised a forum on “Motivating and Managing Different Generations at Work”, where a leading researcher shared her findings on the differences in motivation, aspirations and profiles of different generations in the workplace as well as useful insights on the challenges and implications for human resource and leadership.

In 2006, Public Service Centre for Organisational Excellence (PSCOE) actively promoted its roadmaps on organisational excellence (OE) and knowledge management (KM) to public agencies. The OE Roadmap was an expansive guide that identified key stages of an OE journey and provided information and access

to interventions for sustainability and growth. The KM Roadmap was formally introduced to the Singapore Public Service in 2006 to help agencies understand their position in the KM journey, identify challenges and learn how others had successfully overcome them.

To further promote organisational excellence in the public sector, PSCOE published guides on enterprise risk management and balanced scorecard, reports on best-practice quality and value-added auditing and papers on risk management and benchmarking during the year. Working closely with PS21 Office and selected public sector agencies, it also developed a set of Minimum Service Standards for the Public Service. The set of standards would ensure a consistent level of service quality to customers and citizens.

Recognising that benchmarking would provide useful references for organisational improvements, PSCOE worked on 24 benchmarking projects for 10 public agencies during the year. These projects touched on various areas including operations, human resource, customer service, training and strategic partnership. PSCOE further partnered the Centre for Organisational Excellence Research in New Zealand to design a training and coaching programme for 8 public agencies. This programme aims to build benchmarking as a sustainable capability among agencies and introduce a robust and systematic methodology.

PSCOE also organised sharing platforms targeted at various groups. While its Public Service Best Practice (PSBP) forums catered to organisational excellence champions with our public service agencies, its Knowledge Classes reached out to a wider audience group. Topics covered during the year included benchmarking, innovation, knowledge management, service quality, balanced scorecard and enterprise risk management.

Through our milestone programmes and training courses, we equip public service leaders with the essential skills to achieve a winning edge. Our ambition is to nurture bold, forward-looking and capable public service leaders who champion public service values and serve our national interests.

Developing Public Service LeadershipAchieving a Winning Edge

Milestone Leadership ProgrammesThrough its integrated suite of development programmes, workshops, seminars, talks and forums, the Institute of Policy Development (IPD) helps to nurture an effective and forward-looking public sector leadership. In 2006, we continued to expand our offerings so as to develop more leaders in the Public Service. We also made major enhancements to well-established milestone leadership programmes including the Leaders in Administration Programme (LAP) and Senior Management Programme (SMP).

The LAP was revamped with an increased emphasis on developing a whole-of-government perspective and nurturing capacity to drive organisational change. Besides interacting with local and international thought leaders in Singapore and learning from one another, LAP participants also visited China and India to observe the rapid developments taking place in these countries. The new course, which was conducted in October-November 2006, received encouraging feedback from the 25 Deputy Secretary and CEO-level participants.

An enhanced SMP, with an added focus on the dynamics and challenges of translating policy intent into effective implementation, was held from July to August 2006. Greater weightage was also given to building public consultation and communications capabilities.

A 5th run of the Governance and Leadership Programme (GLP) was held in January-February 2006, providing director-level public officers with a strategic overview of the key issues in government and the factors contributing to good governance in Singapore. Participants embarked on a learning journey to the Middle East where they were able to witness first hand the rapid development in Dubai and Abu Dhabi. According to

a participant, “the GLP has certainly helped me to better appreciate issues in governance and policy-making in the social, economic and security sectors, and also the pressing need for Singapore to continue to improve in order to fend off competition from other countries.”

In 2006, the Institute of Public Administration and Management (IPAM) launched the Strategic L.E.A.D. Programme that was developed for supervisors at the senior assistant director and deputy director levels. Subsequently, 6 runs were held for this five-day programme. Topics covered in the programme included strategic human resource management, fiscal policy and budgeting in the Public Service, policy development processes and practices. It also included sessions on whole-of-government challenges such as the aging population and the phenomenon of low wage workers.

Other milestone leadership programmes held during the year included the 25th Foundation Course (FC) which ran between March and May 2006. The programme aimed to help management associates gain an understanding of the Singapore Public Service and its values. Study trips to selected ASEAN countries immersed participants in the regional environment within which Singapore operates.

4 runs of the Executive Development Course (EDC) organised in the year helped broadened the perspectives of 145 high-potential Division 1 officers. The sharing of real-world experiences from speakers, resource persons and fellow participants from different agencies in the Public Service enabled the participants to understand challenges in policy making. A participant from the 5th EDC remarked that the EDC “has put into perspective the work that I have been doing and has provided a guide on the mindset a civil servant should adopt when developing policies.”


13th Senior Management Programme

6th Leaders in Administration Programme

Strategic L.E.A.D. Programme

To equip public service officers with the essential managerial skills to achieve a winning edge, IPAM revamped its Manager L.E.A.D. Programme into three modules – Strategies, Results and People. During the year, 10 runs were conducted for this five-day programme for Assistant Directors, Senior Managers and Managers in the Public Service.

To help public sector undergraduate scholarship holders gain a better understanding of the Public Service’s mission, values and broad policy objectives as well as the challenges of policy making in Singapore, IPD conducted two runs of the Developments in Public Policy Seminars (DPPS) in July and December 2006. The design of the course was modified so that a larger group of 160 scholarship holders could take part in the programme.

Engaging with Leaders World•Singapore – a new growth strategy for Singapore driven by the Public Service – was unveiled to the Public Service at the 2nd Strategic Perspectives Conference organised on 4 September 2006. Launched by Mr Peter Ho, Head, Civil Service, World•Singapore also emphasised the critical role of each public sector agency in supporting this whole-of-government movement.

Following its success in 2005, IPD continued to organise Fireside Chats with the President for small groups of 10 to 15 officers. Participants were able to learn from President S R Nathan’s rich experiences and insights on governance in free-ranging discussions.

Fireside Chats with Public Sector Leaders was another series that allowed public officers to learn directly, in small groups, from leaders. On 23 February 2007, Minister Lim Boon Heng shared his experiences in leading the labour movement. Other

chats held during the year featured Mr Lim Siong Guan, former Head of Civil Service, and Mr Koh Cher Siang, former Commissioner of Inland Revenue.

Leadership Assessmentand DevelopmentIn the area of leadership development, Civil Service College Consultants (CSCC) expanded its 360-degree feedback services to more public service agencies. 360-degree feedback exercises were also infused into CSC’s key leadership development programmes, such as the Senior Management Programme (SMP), Governance and Leadership Programme (GLP) and Manager L.E.A.D. Programme, so as to provide participants with a greater understanding of their strengths and development needs. To facilitate the journey of these participants towards self-development, CSCC continued to upgrade and update its 360-degree feedback instruments including developing individual development guides for various levels.

In the talent assessment area, CSCC has an established history of conducting scholar assessments for the Public Service Commission and many other public sector scholarship awarding bodies, including the Ministry of Education, Central Provident Fund Board, Agency for Science, Technology and Research, Infocomm Development Authority of Singapore, and Ministry of Defence. CSCC also assisted agencies such as the Ministry of Education, Ministry of Foreign Affairs, Central Provident Fund Board, and Corrupt Practices Investigation Bureau in the assessment of talent for key-level positions. In total, CSCC assessed some 2,400 scholarship applicants and 1,600 applicants for key positions in 2006. At the same time, CSCC also initiated an audit of its psychometric test batteries and processes, to ensure continued relevance and value.


25th Foundation Course

Manager L.E.A.D. Programme

To be a Centre of Excellence, we continue to forge collaborations with international partners. By promoting the fruitful exchange of ideas and experiences across borders, the College promotes mutually beneficial learning and cooperation in governance.

Becoming a Centre of ExcellenceConnecting with the World

Connecting to the WorldCivil Service College International (CSCI) is CSC’s international arm which aims to share Singapore’s experience in governance and public sector reforms with other governments around the world. In 2006, CSCI trained about 3,200 international participants in the areas of public administration, governance and leadership.

ASEAN To further our engagement with our neighbours, CSCI conducted the ‘Challenges in Policy Development’ programme for participants from various ASEAN countries in November 2006. This programme, which was organised under the auspices of the Singapore Cooperation Training Programme ASEAN Training Awards, allowed participants to learn about Singapore’s experiences and challenges in the area of policy development. The exchanges between participants facilitated sharing of insights and information about policy development in their countries.

CSCI also organised the ‘Better Governance in the Public Sector’ programme in January 2007. This programme was jointly sponsored by the Singapore Ministry of Foreign Affairs and AusAID. Apart from learning about Singapore’s efforts to combat corruption and to improve governance, the participants benefited from a different perspective from its guest speaker, an Australian expert.

In March 2007, CSCI partnered with the National Institute of Public Administration (INTAN), Malaysia to conduct the 2nd Senior Executive Development Programme (SEDP). The programme enabled public officers from Malaysia and Singapore to network and gain insights into the civil service systems on both sides. Participants spent a week in each country, learning about key systems in both countries and discussing common challenges.

ChinaIn October 2006, CSCI played host

to the 5th Central Party School (CPS) Visit Programme. This programme provided an exposure to systems and practices in other countries for senior cadres from all over China. The delegation was led by Mr Li Shu Lei, Member of the Governing Board and Director-General, CPS.

In its fifth run, the programme was themed “Governance and a Harmonious Society”. Delegates visited relevant government ministries and statutory boards during their week in Singapore, including the Ministry of Community Development, Youth and Sports, Ministry of Education, Ministry of Health, Housing and Development Board and People’s Association. The delegates also participated in dialogue sessions with several Ministers, Permanent Secretaries and Members of Parliament.

South Asia CSCI was awarded a one-year contract by the Government of Punjab, Pakistan, with the support of the Asian Development Bank, to conduct a Capacity Building and Training Initiative (CBTI) for its officers. One aspect of the CBTI focused on the design and delivery of customised training programmes for four Government Departments within the Government of Punjab: Planning and Development Department, Services and General Administration Department, Finance Department and Management, and Professional Development Department. The other aspect involved a capacity building project for the Management for Professional Development Department (MPDD), a training institution for provincial government officers.

Further extending our reach into South Asia, CSCI hosted a group of trainers from Sri Lanka for a ‘Training-of-Trainers’ Programme in January 2007. Sponsored by the Sri Lanka-German Development Cooperation, this programme provided training to a pool of trainers from the Tsunami Housing Support Project.

Public Adminstration and Training Programme for Vietnam Senior Trainers in Singapore


Launch of CSC International Alumni Association in Hanoi, Vietnam

Alumni Gathering in Vietnam

In addition, CSCI conducted eight runs of ‘Managing Change for the Singapore Public Service’ for officers from the Government of Bangladesh. The two-week programme formed the regional component of a longer six-week training programme conducted by the Bangladesh Public Administration and Training Centre, in collaboration with the British Council and HELM Corporation. The programme was also supported by the UK Department for International Development.

Africa and the Middle East In 2006, CSCI extended its reach into Africa and the Middle East.

CSCI worked with the Japan International Cooperation Agency (JICA) and the Office of the Head of Civil Service in the Republic of Ghana on a Technical Cooperation Project for Capacity Development of the Government Administration Project. The consulting team conducted a needs assessment which led to the design and development of a full suite of programmes to enable the Ghanaian Civil Service to develop the capacity for sustainable development of its public service training.

Another project involved working with the Planning Council of the State of Qatar to conduct a high-level Scenario Planning Forum from 21 to 24 January 2007. The Forum was attended by Ministers, General Managers and Directors from various ministries and government-linked companies from Qatar. Following this, CSCI held an intensive three-day workshop for middle to senior level government officials, to train them on the underpinnings and components of the scenario planning process.

Noting that both the forum and the workshop were well received, Sheikh Hamad bin Jabor Al-Thani, Secretary-General of the Planning Council, commented that the programme offered an excellent opportunity for Qatar’s policy makers to familiarise themselves with the Singapore-model of strategic planning.

Launch of CSC International Alumni AssociationFinancial year 2006 marked the milestone establishment of our Civil Service College International Alumni Association. This enables us to stay connected to and engage our international alumni on good practices in the business of government. The launch of our International Alumni Association took place in Hanoi, Vietnam, on 2 March 2007. It was graced by Dr Nguyen Ngoc Hien, former Vice Minister from the Ministry of Home Affairs, Vietnam.

New Memorandums of UnderstandingA key area of importance is the forging of partnerships with public service agencies and public service training institutions around the world. During the year, CSC concluded a memorandum of understanding (MOU) with the Russian Academy of Public Administration (RAPA) under the Administration of the President of the Russian Federation.

This MOU signalled the beginning of a collaboration which could involve the exchange of experiences and expertise on the professional development of public officers through staff exchanges, publication exchanges, joint seminars and other activities. The agreement was signed by Mr Chan Heng Kee, Dean and CEO of Civil Service College, and Dr V. Egorov, President and Rector of RAPA in Moscow on 26 April 2007.

With this latest agreement, RAPA joined a list of other renowned institutions with bilateral cooperation with CSC. MOUs on cooperation were signed with the Institute of Administrative Development of Qatar on 23 March 2006, the Planning and Development Department on behalf of the Government of Punjab on 27 April 2006, Tanzania Public Service College on 27 April 2006 and the Royal School of Administration of Cambodia on 7 September 2006. CSC also signed an MOU with the Public Administration Institute within The Kingdom of Bahrain on 21 November 2006.


Signing of MOU with Russian Academy of Public Administration

42 Financial Highlights I Civil Service College Annual Report 2006-2007

Financial Highlights

2006S$’m

2005S$’m

Training 27 30

Consulting 8 5

Research 2 1

Other Revenue 3 3

Total 40 39

Revenue By Major Categories

2006S$’m

2005S$’m

Trade and Other Payables 9 12

Contribution In Lieu of Tax 1 1

Total 10 13

2006S$’m

2005S$’m

Manpower 15 13

Training Related 9 10

Maintenance 5 5

Rental and Utilities 3 3

Depreciation 1 1

Office Supplies and Materials 1 1

Total 34 33

2006S$’m

2005S$’m

Reserves and Retained Surplus 33 27

Total 33 27

Capital / Reserves By Major Categories

Expenditure By Major CategoriesLiabilities By Major Categories

2006S$’m

2005S$’m

Property, plant and equipment 2 2

Trade and Other Receivables 6 5

Cash and Cash Equivalents 21 18

Investment 14 15

Total 43 40

Assets By Major Categories

Financial Year 2006

Civil Service College Annual Report 2006-2007 I Training and Consultancy Statistics 43

Training and Consultancy Statistics

Total Figures For All Business Units

Financial Year 2006

829,290Training Hours (Local)

128,845Training Hours (International)

37,430Training Hours (e-Learning)

6,683No. of Unique Participants (e-Learning)

19,666No. of Unique Participants (Division 1)




465No. of Unique Participants (Others)

3,258No. of Unique Participants (International)

80Consultancy Projects (Local and International)

Civil Service College Annual Report 2006-2007 46Civil Service College Annual Report 2006-2007 46

Partners

Financial Year 2006 (Public Service Leadership, Public Service Offi cers at all levels, Public Service Organisations, Public Services of Foreign Countries)

Singapore Ministries and Statutory BoardsAmerican Productivity & Quality Center Asia Europe Foundation Asian Development Bank Bahrain Management SocietyCanadian School for the Public ServiceCentre for Good Governance, Hyderabad, IndiaCentre for Organisational Excellence Research China Association of International Exchange of Personnel Civil Service Institute, Brunei DarussalamCivil Service Training Institute, ThailandCollege of Management in Agriculture and Rural Development, VietnamCommonwealth Association for Public Administration and Management Commonwealth SecretariatDubai Institute for Human Resource DevelopmentDubai WorldEconomic Society of SingaporeFinancial TimesGlobal Development Learning Network - East Asia & the Pacifi c AssociationInstitute of Administrative Development, QatarInstitute of Policy StudiesJapan Council of Local Authorities for International Relations Japan International Cooperation AgencyKPMG Business AdvisoryLee Kuan Yew School of Public PolicyMercer Human Resource ConsultingNanyang Technological University National Institute of Public Administration, VietnamNational Institute of Public Administration, Malaysia National Institute of Public Administration, Timor LesteNational Trades Union CongressNational University of Singapore Planning and Development Department of the Government of Punjab, PakistanPS21 Offi ce, Public Service Division, Prime Minister’s Offi cePublic Service Division, Prime Minister’s Offi ceRoyal School of Administration, CambodiaRussian Academy of Public AdministrationS Rajaratnam School of International StudiesShanghai Administration InstituteTanzanian Public Service CollegeTemasek PolytechnicThe Public Administration Institute within the Kingdom of BahrainUK School of GovernmentUnited Nations Development ProgrammeWharton School of the University of PennsylvaniaThe World Bank

Corporate Information

Date of Incorporation1 October 2001

Auditors Foo Kon Tan Grant Thornton47 Hill Street #05-01,Singapore Chinese Chamberof Commerce & Industry BuildingSingapore 179365

BankersDBS Bank Ltd6 Shenton Way #38-00DBS Building Tower OneSingapore 068809

Institute of Policy DevelopmentCentre for Governance and Leadership

Institute of Public Administration and ManagementCivil Service College Consultants

Public Service Centre For Organisational ExcellenceCivil Service College International

31 North Buona Vista Road Singapore 275983Tel : +65 6874 1733 Fax : +65 6874 1735

Website: http://www.cscollege.gov.sgEmail: [email protected]

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