Civil Service College • Annual Report 2005 – 2006

the future InSight

attuned to emerging trends

Preparing the Public Service to meet Singapore’s needs requires a crystal-clear understanding of the global and local environment and their challenges. At the Civil Service College, we aim to build leadership and skills, nurture shared ethos and perspectives that are in sync with the emerging developments and trends.

charting the way forward

With a clear focus, we are constantly looking to strengthen our core competencies and connections. This will bring us closer to our goal of becoming a vibrant hub for learning and development in the Public Service.

offering a multitude of possibilities

Building good governance is an ongoing process that challenges us to think strategically, understand emerging trends and inculcate new thinking in public administration. We seek to enhance the capacity of Public Service officers by exploring new opportunities for development.

the future in sight

In carrying out our role, CSC continues to forge a tightly-knit partnership with Ministries and other agencies as part of a networked government. We keep the future in sight with an unwavering and focused commitment.

s

s

01Chairman’sMessage

03Dean’sMessage

05BoardofDirectors

07CSCSeniorManagement

09ProjectingCSC

11OurMission,Vision, CoreValues

12OrganisationalStucture

13ProductsandServices

17OperationsReview–IPD19OperationsReview–IPAM21OperationsReview–CSCC

23OperationsReview–PSCOE

25OperationsReview–CSCI

27Highlights

34Financials

35Statistics

contents

AtthecoreoftheSingaporePublicServiceareourpublicofficers.

Ourpeopleareourkeyassetandourpride.TheyliveoutourcorevaluesofIntegrity, ServiceandExcellence.

TheCivilServiceCollege(CSC)hastheresponsibilitytoequipourofficerswiththecompetenciesofafirstclassPublicService.ItplaysacriticalroleinimbuinginourpublicofficerssharedvalueswhichuniteanddefineusastheSingaporePublicService.Atheart,theCollegeexiststodevelopcapablepublicofficerswhoworkeffectivelytogetherinserviceofSingapore.

AsSingaporeexpandsitsglobalandregionalroles,theCivilServiceCollegelikewisemustdeveloppublicofficerswithaglobalmindset.Itmustforgeandstrengthenitslinkageswithinternationalpartners.

IamheartenedthattheCollegehasre-visiteditsvisionandchartednewstrategicdirectionstoachieveitsvision.IamconfidentthateachandeveryofficerintheCollegewilltakeonthesenewdirections,asusual,withvigourandpassion.

“Our people are our key asset and our pride. They live out our core values of Integrity, Service and Excellence. “

CSC Annual Report 2005 – 2006 I Chairman’s Message 01

chairman’s message

dean’s message

TheCivilServiceCollege(CSC)’snewvisionunderscoresthecriticalroleweplayinthedevelopmentoftheSingaporePublicService.

OnecrucialroleisthedevelopmentofleadersatalllevelswhoworkeffectivelytogethertoserveSingaporeandSingaporeans.OfficersfrombothMinistriesandStatutoryBoardsarebroughttogethertobuildsharedperspectivesonnationalissuesandstrategy.HereattheCollege,relationshipsandvaluesareforgedthatenableeveryonetoworktogethertoachieveWholeofGovernmentoutcomes.

Anotherroleistobuildcorepublicsectorcompetencies.Ourtrainingispractitioner-focusedandfoundedontheknowledge,skillsandattitudesrequiredtoperforminpublicsectorjobs.

Apartfromtraining,anewroleforCSCistoadvancethoughtleadershipinSingapore’spublicgovernance.Goingforward,wewilldeepenourexternalandinternationalpartnershipsandworktopositionSingaporeasaleaderinthebusinessofgovernment.

“Here at the College, relationships and values are forged that enable everyone to work together to achieve Whole of Government outcomes.”

CSC Annual Report 2005 – 2006 I Dean’s Message04

1 MrChanYengKit ChiefExecutiveOfficer,InfocommDevelopmentAuthorityofSingapore

2 MsChangHweeNee DeputySecretary(Policy),MinistryofEducation3 MrHogiHyun Founder/Director AbacusCapital(S)PteLtd4 MrKhooBoonHui CommissionerofPolice,SingaporePoliceForce

5 MrKhooTengChye ChiefExecutive,PublicUtilitiesBoard

6 MrLimHupSeng DeputySecretary(Administration),MinistryofFinance

7 MrNgHowYue Director(Youth),MinistryofCommunityDevelopment, YouthandSports

8 MrOngYeKung ChiefExecutive,SingaporeWorkforceDevelopmentAgency

9 DrNVaraprasad ChiefExecutive,NationalLibraryBoard

10 MrAlvinYeoKhirnHai SeniorCounsel ManagingPartner,WongPartnership

11 MsYongYing-I PermanentSecretary,MinistryofHealth

board of directors

CSC Annual Report 2005 – 2006 I Board of Directors 05

1 2 3

4 5 6

7 8 9

10 11

71

6

3

5

4

2

1 MrChanHengKee DeputyChiefExecutiveOfficer

2 MrDonaldLow Director(Instituteof PolicyDevelopment)

3 MrsTamLiPhin Director(Instituteof PublicAdministration andManagement)

4 MrPaulLim Director(CivilService CollegeConsultantsand PublicServiceCentrefor OrganisationalExcellence)

5 MrRogerTan Director(CivilService CollegeInternational)

6 MsPoonSeokYin ChiefFinancialOfficer

7 MrsJaimeTeong Director(Corporate

Development)

csc senior management

08 CSC Annual Report 2005 – 2006 I CSC Senior Management

projecting CSCCivil Service College (CSC) plays a unique role in developing strategic and leadership capacity for the Singapore Public Service. It is a Statutory Board under the Public Service Division (PSD), Prime Minister’s Office.

CSC partners the Public Service Division and other government agencies to deliver practitioner-focused programmes which build core public sector competencies.

We play an important role in developing the shared strategic perspectives and common ethos which make us a networked government.

This year, we have re-defined our vision and the roles of the College. Our new vision reinforces our identity as a key central agency and speaks of our new role to serve as a catalyst for thought leadership in the business of government.

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 themIntegrity : Upholding truthExcellence : Soaring beyond

CSC Annual Report 2005 – 2006 I Our Mission, Vision, Core Values 11

organisational structureBusinessUnits

CivilServiceCollege(CSC)

InstituteofPublicAdministrationandManagement(IPAM)

SupportUnits

InstituteofPolicyDevelopment(IPD)

CivilServiceCollegeInternational(CSCI)

PublicServiceCentreforOrganisationalExcellence(PSCOE)

CivilServiceCollegeConsultants(CSCC)

Finance

PartnershipDevelopmentTeam

CorporateDevelopment

12 CSC Annual Report 2005 – 2006 I Organisational Structure

products and servicesIPD MilestoneProgrammes WorkshopsandSeminars TalksandForums ResearchandDevelopment Publications/Journals Consultancy

12thSeniorManagementProgramme(SMP): April–May2005

4thGovernanceandLeadershipProgramme(GLP):November–December2005

2ndand3rdExecutiveDevelopmentCourse(EDC):August2005andJanuary2006

DevelopmentsinPublicPolicySeminar(DPPS):July,AugustandDecember2005

StrategicPerspectivesConference(SPC):August2005

GovernancePerspectivesSeminar(GPS):January2006

EconomicsAtWorkWorkshops(EAW)

ScenarioPlanningWorkshops(SPW)

AdministrativeOfficer/PolicyForum(PF)

NewInsightsLectureSeries(NILS)

FiresideChatswithPresident

FiresideChatswithPublicSectorLeaders

IPDResearchUnit(RU) Ethos

GovernanceAlerts

FireflyPolicyPerspectivesProgramme

AdvancedLeadershipProgramme(ALP)

In-houseprogrammesonGovernanceModules

IPAM LearningProgrammes CertificateProgrammes DevelopmentServices LearningInfrastructure

Leadership

Governance

PublicPolicy

PersonalDevelopment

OrganisationalLearning

OrganisationalDevelopment

TotalOrganisationalExcellence

KnowledgeManagement

InnovationandEnterprise

HumanResourceManagement andDevelopment

OfficeAdministration

Finance

GeneralManagement

Communications

ServiceQuality

InfocommEducation

Law

GraduateDiplomainChangeManagement

TrainingNeedsAnalysis

TraintheTrainers

TrainingProgrammeDesign,DevelopmentandFacilitation

Competency-basedTotalCompanyTrainingPlan

Conference/ForumManagementServices

CaseDevelopmentfor OEToolsDeployment

TrainingAdministrationSystem(TRASI)

LearningManagementSystem(LMS)

RentalofClassroomsandFacilities

CSC Annual Report 2005 – 2006 I Products and Services 13

IPD MilestoneProgrammes WorkshopsandSeminars TalksandForums ResearchandDevelopment Publications/Journals Consultancy

12thSeniorManagementProgramme(SMP): April–May2005

4thGovernanceandLeadershipProgramme(GLP):November–December2005

2ndand3rdExecutiveDevelopmentCourse(EDC):August2005andJanuary2006

DevelopmentsinPublicPolicySeminar(DPPS):July,AugustandDecember2005

StrategicPerspectivesConference(SPC):August2005

GovernancePerspectivesSeminar(GPS):January2006

EconomicsAtWorkWorkshops(EAW)

ScenarioPlanningWorkshops(SPW)

AdministrativeOfficer/PolicyForum(PF)

NewInsightsLectureSeries(NILS)

FiresideChatswithPresident

FiresideChatswithPublicSectorLeaders

IPDResearchUnit(RU) Ethos

GovernanceAlerts

FireflyPolicyPerspectivesProgramme

AdvancedLeadershipProgramme(ALP)

In-houseprogrammesonGovernanceModules

IPAM LearningProgrammes CertificateProgrammes DevelopmentServices LearningInfrastructure

Leadership

Governance

PublicPolicy

PersonalDevelopment

OrganisationalLearning

OrganisationalDevelopment

TotalOrganisationalExcellence

KnowledgeManagement

InnovationandEnterprise

HumanResourceManagement andDevelopment

OfficeAdministration

Finance

GeneralManagement

Communications

ServiceQuality

InfocommEducation

Law

GraduateDiplomainChangeManagement

TrainingNeedsAnalysis

TraintheTrainers

TrainingProgrammeDesign,DevelopmentandFacilitation

Competency-basedTotalCompanyTrainingPlan

Conference/ForumManagementServices

CaseDevelopmentfor OEToolsDeployment

TrainingAdministrationSystem(TRASI)

LearningManagementSystem(LMS)

RentalofClassroomsandFacilities

14 CSC Annual Report 2005 – 2006 I Products and Services

CSCC SelectionandAssessment OrganisationalDevelopmentConsulting

IdentificationofTalentatKeyLevels

PsychometricAssessmentofScholarshipApplicants

PsychometricAssessmentofGraduateOfficers

PsychometricAssessmentofMid-CareerOfficersforManagementPositions

AssessmentCentre

StructuredInterviews

CompetencyProfiling

DesignAndImplementationOfPsychometricAssessmentInstruments

StructuredInterviewWorkshops

StudentPlacementServices

EmployeeEngagementSurveys

OrganisationalSurveys

LeadershipDiagnosis–TeamandIndividualLevels

360DegreeFeedback

Self-DevelopmentWorkshops

PeerAppraisals

PSCOE DevelopmentServices

BenchmarkingAdvisoryServices

InnovationProjectsandAdvisoryServices

OrganisationalExcellenceProjectsandAdvisoryServices

KnowledgementManagementConsultancyServices

KnowledgeSharingSessionson OrganisationalExcellence,Innovation andKnowledgeManagement

ConsortiumStudies

CSCI TrainingProgrammes ConsultancyProjects

PublicGovernance

e-Governance

PublicSectorReform

PublicGovernance andAdministration

ManagingChangein thePublicService

ChallengesinPolicyDevelopment

UrbanPlanning

FinancialManagementforthePublicSector

GoodFinancialGovernance

PublicResourceManagement

StretchingtheDollarthroughGoodProcurement

HumanResourceDevelopmentandManagementforthePublicSector

HumanResourcePlanningforthe PublicSector

HumanResourceManagementforthePublicSector

TrainingandDevelopmentProgramme

InstructionalDesignTechniques

GeneralManagement

EffectiveProblemSolvingandDecisionMaking

EffectiveProjectManagement

InnovationandCreativity

ManagementSkillsWorkshop

TeamLeadership

CommunicationSkills

EffectiveInterpersonalCommunications

EffectiveNegotiationSkills

EffectiveSpeechWriting

Note-takingSkills

MeetthePress

WritingfortheMedia

SpeakitRight

EstablishmentofTrainingInstitutes

HumanResourceDevelopmentandManagement

InstructionalTechniquesandTrainingDesign

PublicSectorReform

15CSC Annual Report 2005 – 2006 I Products and Services

CSCC SelectionandAssessment OrganisationalDevelopmentConsulting

IdentificationofTalentatKeyLevels

PsychometricAssessmentofScholarshipApplicants

PsychometricAssessmentofGraduateOfficers

PsychometricAssessmentofMid-CareerOfficersforManagementPositions

AssessmentCentre

StructuredInterviews

CompetencyProfiling

DesignAndImplementationOfPsychometricAssessmentInstruments

StructuredInterviewWorkshops

StudentPlacementServices

EmployeeEngagementSurveys

OrganisationalSurveys

LeadershipDiagnosis–TeamandIndividualLevels

360DegreeFeedback

Self-DevelopmentWorkshops

PeerAppraisals

PSCOE DevelopmentServices

BenchmarkingAdvisoryServices

InnovationProjectsandAdvisoryServices

OrganisationalExcellenceProjectsandAdvisoryServices

KnowledgementManagementConsultancyServices

KnowledgeSharingSessionson OrganisationalExcellence,Innovation andKnowledgeManagement

ConsortiumStudies

CSCI TrainingProgrammes ConsultancyProjects

PublicGovernance

e-Governance

PublicSectorReform

PublicGovernance andAdministration

ManagingChangein thePublicService

ChallengesinPolicyDevelopment

UrbanPlanning

FinancialManagementforthePublicSector

GoodFinancialGovernance

PublicResourceManagement

StretchingtheDollarthroughGoodProcurement

HumanResourceDevelopmentandManagementforthePublicSector

HumanResourcePlanningforthe PublicSector

HumanResourceManagementforthePublicSector

TrainingandDevelopmentProgramme

InstructionalDesignTechniques

GeneralManagement

EffectiveProblemSolvingandDecisionMaking

EffectiveProjectManagement

InnovationandCreativity

ManagementSkillsWorkshop

TeamLeadership

CommunicationSkills

EffectiveInterpersonalCommunications

EffectiveNegotiationSkills

EffectiveSpeechWriting

Note-takingSkills

MeetthePress

WritingfortheMedia

SpeakitRight

EstablishmentofTrainingInstitutes

HumanResourceDevelopmentandManagement

InstructionalTechniquesandTrainingDesign

PublicSectorReform

16 CSC Annual Report 2005 – 2006 I Products and Services

operations review – IPDTheInstituteofPolicyDevelopment(IPD)nurturesafirstclassPublicSectorLeadershipthroughanintegratedsuiteofdevelopmentprogrammesthatemphasiseleadershipdevelopmentandpublicgovernance.OurprogrammesaimtohelpPublicSectorLeadersgainabetterunderstandingofSingapore’skeyprinciplesofgovernance,uniquedilemmasinthepublicpolicymakingprocessanddevelopcross-ministryperspectivestounderstandingtheissuesthataffectSingapore.

IPDprogrammescarryadistinctemphasisonthepractitionerperspective,sothatparticipantstakeawayreal-lifepolicylessons.Ourprogrammesrangefrommanagementdevelopmentmilestoneprogrammestoshortseminarsandforums.

MilestoneProgrammesThe12thSeniorManagementProgramme(SMP)highlightedkeyissuesinpublicsectorgovernance,leadershipandmanagement,withafocusoncross-agencycoordination,implementationchallengesanddiversityofviews.Duringthe6-weekprogramme,participantswereexposedtoaspectrumofperspectivesrangingfrompolicymakerstomediaandtheprivatesector.TheirhorizonswerealsostretchedfurtherbyastudytriptoIndia,wheretheyinteractedwithofficials,journalists,studentsandtheprivatesector.

The4thGovernanceandLeadershipProgramme(GLP)is

amilestoneprogrammetargetedatdirector-levelofficersintheirorganisations.Therehasbeenincreasingdemandforplacesinthemonth-long,full-timeexecutiveprogramme.Beyondprovidingaholisticperspectiveofpublicsectorgovernance,theprogrammeaimstoprovideaWholeofGovernmentperspectivetosomeofthechallengesfacedbypolicymakerstoday.

FollowingasuccessfulpilotruninFY2004,IPDranthe2ndand3rdExecutiveDevelopmentCourse(EDC)inFY2005.Atotalof76highpotentialDivision1officersnominatedbytheirministriesorstatutoryboardsattendedthecourse.Bothrunswereverywell-received.The2-weekEDCbroughttogetherofficersfromdiversebackgroundstolearnaboutexistingconceptualframeworksonpolicydevelopment.Thegoodmixofpolicyandoperationalofficersensuredaquickappreciationofthecomplexityofpolicymaking;wherethepotentialgulfbetweendesignandimplementationrequirednimblemanagement.ParticipantswereappreciativeoftheopportunitytomeetcounterpartsworkinginthedifferentareasofthePublicService.Tiesforgedwillgosomewayinbuildinganetworkedgovernment.Movingforward,IPDisincreasingEDCto4runsinFY2006.

IPDorganised3runsoftheDevelopmentsinPublicPolicySeminar(DPPS)forover150scholarshipholdersinFY2005.Theseminarisorganisedfor

“TheEDChasprovidedusefulWholeofGovernmentperspectivesaswellaspromotedinter-agencynetworkingthroughthediversityofcourseparticipants.”

Participant from 3rd Executive Development Course

From top to bottom: 3rd Executive Development Course

12th Senior Management Programme

CSC Annual Report 2005 – 2006 I Operations Review – IPD 17

undergraduatescholarsintheirsecondorthirdyearofstudies.The3runsconsistedofscholarsunderthePublicServiceCommissionscholarshipprogrammeaswellasscholarsfromvariousministriesandstatutoryboards.Theseminarprovidedtheparticipantsabetterunderstandingofthecivilservice’sVision,MissionandPriorities.TheparticipantswerealsoabletogaingeneralawarenessofbroadpolicyobjectivesaswellasthecomplexitiesandchallengesofpolicymakinginSingapore.

WorkshopsandSeminarsInFY2005,aseriesofnewshortseminarswasintroduced.OnesuchseminaristheStrategicPerspectivesConference(SPC),whichaimstoengagePublicSectorLeadersandotherkeypartnersonstrategicissuesandpolicychallengesfacinggovernment.SPCservesasaplatformtobuildsharedperspectivesonWholeofGovernmentprioritiesandoutcomesamongPublicSectorLeaders,discussPublicService-wideimperatives,buildandstrengthenanetworkedgovernment.TheinauguralSPCwasorganisedjointlybyIPDandthePublicServiceDivision,PrimeMinister’sOffice.TheConferencewaschairedbytheHeadofCivilService,MrPeterHoandwasattendedby75publicsectorleaders.

InJanuary2006,theGovernancePerspectivesSeminar(GPS)waslaunchedasaseminartargetedatseniordirectorsfromthepublic-

private-peoplesector,namelythePublicService,GovernmentLinkedCompanies,UnionsandMedia.TheGPSallowsparticipantstobeupdatedonthelatestpublicpolicydevelopmentsanditprovidesagoodvibrantnetworkinganddiscussionplatformforparticipantstoexchangeknowledge,experienceandperspectives.

TalksandForumsInDecember2005,apolicyforum“SingaporeasanInternationalHost”sharedlessonslearntfromSingapore’sexperiencehostingthe117thIOCSessioninJuly2005.Thepolicyforumwasaplatformtosharethecriticalimportanceofanetworkedgovernmentandcloseinter-agencycoordinationinmakingtheeventaproclaimedsuccess,buildingSingapore’sreputationofefficiencyandexcellencetoaglobalaudience.TheforumattendeeswerealsoupdatedabouttheprogressofS2006–the2006AnnualMeetingsoftheBoardsofGovernorsoftheInternationalMonetaryFundandtheWorldBankGroup,hostedbySingaporeinSeptember2006.

ANewInsightsLecturewasdeliveredbyProfessorMalcolmSparrowoftheKennedySchoolofGovernment,HarvardUniversity,inJanuary2006.TheLecturefocusedonRisk-controlasanewapproachtosocialregulation,andprovidedperspectivesoncoreprinciples,supportingsystemsandcapabilitiesandbestpracticesforimplementation.TheLecturereceivedanexcellentoverallrating,withattendeesexpressing

appreciationforemphasisonholisticsolutionsandsimpleproblem-solvingphilosophies.

AnewseriesofFiresideChatswithPublicSectorLeaderswasintroduced.PublicSectorLeadersareinvitedtoaddresssmallgroupsofofficers.WithsimilarobjectivesastheFiresideChatswiththePresident,thisseriesofFiresideChatswasco-brandedwiththeAlphaSociety.

GovernanceResearchandEthosTheIPDResearchUnit(RU)enhancesunderstandingofpublicgovernanceinSingaporethroughharvestinginsightsfrompolicypractitioners.RUundertakesawidespectrumofpolicyresearch,whichistranslatedintodiscussionpapersandcasestudiesforIPDprogrammes,aswellasresearchpapersforthebenefitofthewiderPublicService.InFY2005,RUalsosupportedtheCollegeatinternationalconferencesandevents.

Ethos,CSC’squarterlyjournalongovernance,continuestoserveasanimportantchannelforsharingbestpracticesingovernment,allowingthecommunicationoftherationalebehindpolicies.ItalsoseekstopromoteacultureoflearningwithinthePublicServiceandtofosterPublicServicevalues.

18 CSC Annual Report 2005 – 2006 I Operations Review – IPD

operations review – IPAMTheInstituteofPublicAdministrationandManagement(IPAM)designsandorganisesawiderangeofcoursesandprogrammesthatreinforcethecorevaluesoftheSingaporePublicService,andequippublicofficerswiththeknowledgeandskillsrequiredinleadership,publicadministrationandmanagement.

InIPAM,learningtakesamulti-prongedblendedapproachincludingclassroom-styleinstruction,facilitatedgroupdiscussions,learningjourneys,self-reflectionande-learning.

InFY2005,weaimedtotrainanddevelopthemanagerial,supervisoryandoperationalcapabilitiesofpublicofficers,andtopromotethevaluesandqualitiesneededtodevelopafirstclassPublicServiceinSingapore–onethatiscapable,innovativeandforwardlooking.Weachievedthisthrough3mainstrategies:

Firstly,IPAMdevelopednewprogrammesinthe5coretrainingareasofGovernance,Leadership,PublicAdministration,PublicService21(PS21)andPersonalDevelopment&Effectiveness.Secondly,IPAMactivelypartneredgovernmentagenciesinorganisingprogrammes,conferencesandtalkstopromotekeygovernmentinitiatives.Andthirdly,toenhanceIPAM’scapabilitiesinproviding

contextualisedprogrammestothePublicService,aresearcharmwassetuptodevelopcasestudiesforIPAMcourses.

Akeypartnershipprogrammewithgovernmentagenciesisreflectedinthedevelopmentof“e-LearningJourneyfortheSingaporePrisons”.Atotalof2,000Prisons’staffweretargetedtogothroughthee-learningprogrammeovera2-yearperiod.Todate,over75%oftheselearnershavemettheirpersonaltargetsofcompleting2e-learningcourseseach.TheMarch2006issueoftheChallengemagazinefeaturedSingaporePrisons’e-learningsuccessstory.

Anotherlargescaleblendede-learningprogrammewas“TrainingforElectionOfficials”packagewhichwasdevelopedtoprepareofficersforthePresidentialandGeneralElections.Inthisproject,IPAMworkedcloselywiththeElectionsDepartmenttoensurethatappointedofficersatdifferentlevelscompletethe4-houre-learningpackage,ahalf-dayseminarandsimulatedexercises.

InSeptember2005,IPAMdevelopedandlaunchedthefullsuiteofEmployabilitySkillsSystem(ESS)programmesattheoperationsandsupervisorylevelstofacilitatetheenhancementofemployabilityamongjuniorofficers.Thissuiteofprogrammeswasdesignedinsupportofthe

From top to bottom: Leading and Sustaining Change Graduate Diploma Programme

Partners-in-Learning

Facing Page: Learning Excellence in IPAM

CSC Annual Report 2005 – 2006 I Operations Review – IPAM 19

SingaporeEmployabilitySkillsSystemwhichisapartoftheWorkforceSkillsQualificationSystem–anationallyrecognisedframeworkofcompetencystandardsfortheadultworkforce.Oncompletionofthefullsuiteofprogrammes,participantswillbeawardedthe“CareerReadinessCertificate”issuedbytheSingaporeWorkforceDevelopmentAgency(WDA).

Overtheyears,asMinistriesaregivengreaterautonomytovarytheirHRpractices,itisbecomingincreasinglyimportantforMinistriestodeepenthecapabilitiesoftheirHRofficersinHumanResourceManagement(HRM)principlesandpolicies.Hence,inNovember2005,CSC,IPAM,partneredPSDtorollout2runsofthenew1-dayprogramme“RankingandPromotionintheCivilService”.ThisprogrammewasdevelopedtohelpHRofficersadministerpromotionandrankingexercisesmoreeffectivelyintheirownMinistries.

LargescaleconferenceswereorganisedtocommunicatetothemassestheimportantmessageofOrganisationalLearning(OL).AnInter-AgencyOLSteeringCommittee,comprisingrepresentativesfromCSC,DefenceScience&TechnologyAgency(DSTA),Housing&DevelopmentBoard(HDB),InfocommDevelopmentAuthority(IDA),InlandRevenueAuthorityofSingapore(IRAS),MinistryofDefence(MINDEF),MinistryofEducation(MOE),SingaporeArmedForces(SAF),SingaporePoliceForce(SPF)and3CSCassociatetrainers,organiseda2-dayand1-day“OLConference2006”between27Februaryto1March2006.Thethemeoftheconferencewas“LeadingOrganisationsintotheFuture:re-Thinking,re-Designingandre-Making”.Atotalof1,252participantsattendedtheconferenceswhichcomprisedplenarysessions,concurrentworkshopsandpractitioners’sharingforums.5publicsectoragencies,CentralProvidentFundBoard(CPFB),DefenceScience&

“Ithasbeenagreatoverviewasmostofushavebeenverysiloinourareaofwork.NowIamabletolookatissuesfromastrategicpointofviewwherenationalinterestsareconcerned.”Participant from Manager L.E.A.D Programme

TechnologyAgency(DSTA),MinistryofEducation(MOE),SingaporeArmedForces(SAF)andSingaporePoliceForce(SPF),spokeatthepractitioners’sharingforums.

Anewsuiteofleadershipprogrammes,theL.E.A.D.milestoneprogrammes,waslaunchedtosupporttheideaof“networkedgovernment”–“ManyAgencies,OneGovernment”andtoforgeacommonethosacrossMinistries/StatutoryBoards,andtobuildaclearunderstandingonWholeofGovernmentoutcomes.The“ManagerL.E.A.D.”andthe“StrategicL.E.A.D.”programmesweremadecoremandatoryprogrammesforcivilservantsinJanuary2006throughthePublicServiceDivision’s(PSD)TrainingCircular.

20 CSC Annual Report 2005 – 2006 I Operations Review – IPAM

Armedwithanextensivesuiteofconsultancysolutions,thepsychologistsandmanagementconsultantsofCivilServiceCollegeConsultants(CSCC)assistpublicsectoragenciesintheareasoftalentassessment,leadershipdevelopmentandorganisationdiagnostics.Throughanintegratedapproachtocapacitybuildinginpeople,systemsandprocesses,CSCCispoisedtobecometheinternalconsultanttotheSingaporePublicService.

Akeyenhancementmadein2005wasthedevelopmentofcustomised360-degreefeedbackquestionnairesacrossdifferentmanagementlevelstobetterreflectthecorevaluesandcompetenciesrequiredofPublicServiceofficers.

2005markedtheexpansionofeffortsbyCSCCandMercerHumanResourceConsultingtoexaminetheimpactoffactorslikeleadershipandorganisationalclimate,supervisorypractices,peoplerelationsandinternalprocessesonemployeeengagementofagenciesintheSingaporePublicService.Thisyear,10publicagencies,includingMinistryofEnvironmentandWaterResources(MEWR),MinistryofTradeandIndustry(MTI)andPublicServiceDivision(PSD),joinedCSCinusingtheEmployeeEngagementSurvey(EES)intheiremployeeengagementsurveyexercises.CSCCandMercerhave

constructedauniquePublicSectorEngagementModel,whichidentifiesthedriversofemployeemotivation,commitment,andretention.Movingforwardthepartnershipaimstofurtherexaminetheseissuesatspecificpublicsectorindustrylevels,andpossiblytyingdriversofemployeeengagementtothedistinctivemissionofservicingthepublicandotherpublicsectoroutcomes.

Takingamulti-perspectiveapproachtotalentandleadershipassessment,CSCCharnessestheuniquestrengthsofavarietyoftechniquestoderiveaholisticunderstandingofanindividual.CSCChasanestablishedhistoryofconductingscholarassessmentsformanypublicsectorscholarshipawardingbodies.TheseincludethePublicServiceCommission(PSC),MinistryofEducation(MOE),CentralProvidentFundBoard(CPFB),InfocommDevelopmentAuthorityofSingapore(IDA),UrbanRedevelopmentAuthority(URA),andtheMinistryofDefence(MINDEF).CSCCalsoassistsagenciessuchastheMinistryofEducation(MOE),MinistryofForeignAffairs(MFA),CentralProvidentFundBoard(CPFB),andCorruptPracticesInvestigationBureau(CPIB)intheassessmentoftalentforkey-levelpositions.Thepastyearsaw3,232scholarshipapplicantsand1,852applicantsforkeypositionsassessedbyCSCC.

operations review – CSCC

CSC Annual Report 2005 – 2006 I Operations Review – CSCC 21

Leadershipdevelopmentself-assessmentmeasureslike360-degreefeedbackareemployedtoenhanceself-awarenessandunderstandone’scapabilitiesanddeepenunderstandingofone’sabilities,workingstyleandareasofdevelopment.Attheorganisationallevel,suchleadershipassessmentanddevelopmentexercisesenabledevelopmentalinitiativeswhicharebothfocusedanddirected.CSCChasworkedwithindividualsfromvariouspublicsectororganisationsthroughtrainingmilestoneprogrammesaswellasagenciesincludingAccountant-General’sDepartment(AGD),MinistryofEducation(MOE),MinistryofHomeAffairs(MHA),PublicServiceDivision(PSD),andSingaporeCustoms.

“...thankyousomuchforconductingtheworkshop.Itwashearteningtoseetheparticipantsaskingquestionsandclarifyingtheirdoubts.Onthewhole,Ibelievetheyfounditenrichinganduseful…welookforwardtohavingyouagaininfutureworkshopsandcollaborations.”

Participant from CSCC workshop

From left to right: Leadership and Development Coaching

Ms Goh Soon Poh, Deputy Secretary, Public Service Division, speaking at the forum

Facing Page: Structured Interview Workshops

22 CSC Annual Report 2005 – 2006 I Operations Review – CSCC

operations review – PSCOEThePublicServiceCentreforOrganisationalExcellence(PSCOE)isakeypartnerofthePublicServiceforthe21stCentury(PS21)Office.PSCOE’skeyroleistofacilitatethesharingofgoodpractices,knowledge,insightsandexperienceinorganisationalexcellencewithinandacrossthePublicService.Intheprocess,PSCOEalsocodifiestheknowledgeandgoodpracticesintopracticalframeworks,modelsandroadmapstoassistpublicagenciesintheirjourneytowardsorganisationalexcellence.

PSCOEorganisedmorethan33sharingsessionsin2005.ThesesharingsessionstooktheformofPublicServiceBestPractice(PSBP)Forum,PSCOEKnowledgeClass(K-Class)andLearningJourneystoexcellentorganisations,andfocusedonareassuchasInnovation,RiskManagement,OrganisationalExcellence(OE),BenchmarkingandKnowledgeManagement.Eacheventisdesignedwithspecificlearningoutcomesandcustomisedaccordingtothedifferentlearninginterestandneedsofourintendedaudience.Intotal,morethan3,400publicofficersfrom42agenciesbenefitedfromthesesharingsessions.

DevelopmentalandAdvisoryprojectstoprovidepracticaltoolkitsandguidesforagenciesTheInnovationConsortiumStudywasonesuchkeyprojectthatstudiedtheinnovationjourneysof5publicagencieswhichhaveattainedtheSingaporeInnovationClass.Goodpracticesinachievinginnovationexcellenceattheseagencieswereidentifiedandanalysed.Fromstudyingtheagencies’experiencesandprocesses,PSCOEcrystallisedthefindingsintoaPublicServiceInnovationRoadmapthatoutlinedthecriticalstagesandtaskstowardsinnovationexcellence.AsaresultoftheConsortiumStudy,PSCOEcollatedadatabaseofalmost100goodpracticesoninnovationanddeveloped5casestudiesontheparticipatingagencies.Thisknowledgewassharedthroughvariousplatformsandchannelstothepublicagencies.

PSCOEwasalsocommissionedbythePS21QualityServiceCommitteeandthePS21Officetoco-developasetofMinimumServiceStandards(MSS)fortheSingaporePublicService.Theprojectstudiedtheservicestandardsof16publicagencieswhichhavethelargestcustomerinterfaceandimpact.ThroughsubstantiveresearchandconsultationswiththeQualityServiceManagersofmostofthepublicagencies,MSSwereidentifiedanddevelopedtoensureaconsistentlevelofservicequalitytothecustomers/citizens.

From top to bottom: PSCOE K-Class – Customer Friendly Feedback Form

PSCOE K-Class – Customer Friendly Feedback Form 2

CSC Annual Report 2005 – 2006 I Operations Review – PSCOE 23

TheOERoadmapcommissionedbytheOrganisationalReviewCommittee(nowOrganisationalExcellenceCommittee)wasfurthersubstantiatedandrefinedwithadditionalinputsandgoodpracticesfrom7SQAand5SQCagencies.PSCOEalsoenhancedtheroadmapwithadditionaltoolkitsandinterventionenablerstoaidagenciesinoperationalisingtheroadmap.Tohelpagenciesmaximisetheuseofproblem-solvingtoolsavailable,PSCOEdevelopedtheGuidanceMatrix–aninstrumentthatprovidesanalysisofthevarioustools(e.g.PDCAandSixSigma)andhelpsintheselectionofsuitabletoolsgiventheproblem/project.

2guidebooksweredevelopedanddisseminatedtovariousPublicServiceagencies.OneexploredEnterpriseRiskManagement(ERM),outliningthetools,goodpracticesandmethodologiesforERMinthePublicService.Another

guidebookonBalancedScorecard(BSC)aimedtogatherknowledgefrompractitionersandsharingtrainingmaterialstoassistagenciesintheiradoptionofBSC.

In2005,PSCOEcollaboratedwithAmericanProductivityQualityCentre(APQC),oneoftheleadingKnowledgeManagement(KM)consultanciesintheworld,toproducethePublicServiceKMRoadmapandframework.AgenciescanleverageontheframeworkandroadmapasaguidetoplanandadapttheirKMimplementationapproachfortheirrespectiveagencies.Tohelpagenciesoperationalisetheroadmap,goodpracticeswerealsogatheredfromagenciessuchMinistryofManpower(MOM),AttorneyGeneral’sChambers(AGC),SingaporePoliceForce(SPF),MinistryofHealth(MOH),InlandRevenueAuthorityofSingapore(IRAS),NationalJuniorCollege(NJC),NationalYouth

Council(NYC),andImmigrationandCheckpointAuthority(ICA).

Benchmarkingisalsoaneffectiveandsystematicwaytogatherandsharegoodpracticesamongbenchmarkingpartners,especiallyinareasthatarecommonandapplicabletoallpublicagencies.In2005,PSCOEprovidedbenchmarkingcoachingandadvisoryservicestoequipagencieswithfoundationalskillsforbenchmarkingprojectimplementation,assistingtheminconductinggapanalysisandinidentifyinggoodpracticestoimproveperformanceandachievebenchmarkingobjectives.Todate,8agenciessuchasPublicServiceDivision(PSD),AttorneyGeneral’sChambers(AGC)andSingaporePolytechnic(SP)havegonethroughthesebenchmarkingadvisorysessions.

“Reinforcedmyunderstandingofthebenchmarkingprocess.InformationfromthissessionwillbeusedinmyworkasanassessoraswellasassistingmeinpreparationofaBenchmarkingResourceKitforschools”PSBP Benchmarking and Its Challenges, March 2006

24 CSC Annual Report 2005 – 2006 I Operations Review – PSCOE

operations review – CSCICivilServiceCollegeInternational(CSCI)isfocusedonsharingSingapore’sdevelopmentexperience,ourknowledgeofpublicsectorreformsandgoodgovernancewithinterestedforeigngovernmentsandorganisations.Throughitsinternationalprogrammesandevents,CSCIhopestopromotegoodgovernance,generategoodwillandcooperationbetweengovernmentsacrosstheworld.

InFY2005,CSCIworkedonincreasingthesuiteofqualityprogrammesandtofosterclosertieswithotherpublictraininginstitutionsinASEANandAsia.CSCIhasestablishedandrenewedatleast7linkagesintheformofMemorandumofUnderstanding(MOU)andactivelybuiltrelationswithotherpublicsectortraininginstitutionsintheregionandbeyond.TheseinstitutionsincludetheCivilServiceInstitute(IPA)ofBruneiDarussalam,NationalInstituteofPublicAdministration(INTAN)ofMalaysia,CivilServiceTrainingInstitute(CSTI)ofThailand,NationalAcademyofPublicAdministration(NAPA)ofVietnam,CollegeofManagementonAgricultureandRuralDevelopment(CMARD1)ofVietnam,ShanghaiAdministrationInstitute(SAI)ofChina,andInstituteofAdministrativeDevelopmentofQatar.

InternationalProgrammesPartneringtheCommonwealthSecretariatandtheMinistryofForeignAffairs,CSCIhasconducted

severaltrainingprogrammesaspartoftheSingaporeCooperationprogrammesince1992.Undertheprogramme,Singaporehasprovidedtrainingforover6,400officialsfromCommonwealthdevelopingcountries.

The4thCentralPartySchool(CPS)VisitProgrammetookplaceinNovember2005.Eachyear,cadresareselectedfromalloverChinaforvarioustrainingprogrammesattheCPSandthestudyvisitcomponentistoprovidethecadressomeoverseasexposure.Forthe4thrunoftheprogrammeatCSC,thedelegatesvisitedseveralrelevantgovernmentagenciesandstatutoryboardssuchasthePeople’sAssociation(PA),People’sActionParty(PAP)Headquarters,UrbanRedevelopmentAuthority(URA),CentralProvidentFundBoard(CPFB),HousingDevelopmentBoard(HDB),CivilAviationAuthorityofSingapore(CAAS),TemasekHoldings,IntellectualPropertyOfficeofSingapore(IPOS),EnergyMarketAuthorityandAgencyforScience,TechnologyandResearch(A*Star).Beyondthevisits,thedelegatesalsohaddialoguesessionswithseveralMinisters,PermanentSecretariesandMembersofParliament.

CSCIconductedaseriesofCapacityBuildingProgrammesforCLMV(Cambodia,Laos,MyanmarandVietnam)CountriesattheIAITrainingCentresoftheMinistryofForeignAffairs(MFA)ofSingapore.Inlinewith

“It’sreallyagreattrainingprogramme,especiallyformid-careercivilservantslikeus.Welearntalot,notonlyfromthetrainers,lecturesanddiscussionsinclass,butalsofromtalkingwiththelocalpeoplefromthestreetsofSingapore.Thanksalottoallthepeoplewhohasworkedhardonthisprestigiousprogramme.”

Mr Yue Liwen, Deputy Director, Information Division, No.1 Bureau, The State Council Information Office, People’s Republic of China

CSC Annual Report 2005 – 2006 I Operations Review – CSCI 25

theobjectivesarticulatedintheBaliConcordIIandInitiativesforASEANIntegration(IAI),CSCIhascontinuallyexpandeditssuiteofprogrammesfortheIAITrainingCentrestobettermeettheneedsofitsparticipants.

TheInaugural“WorkshoponHumanResourceDevelopmentandManagement”forTanzaniaPublicServiceCollegeforofficialsfromTanzaniawaslaunchedinMarch2006.ThisHRprogrammeconsistedofaworkshopconductedinTanzaniaandastudyvisittoSingaporetowitnessSingapore’sHRsystemsandpoliciesfirsthand.DuringtheirstayinSingapore,thedelegatesengagedindialoguewithHRpersonnelfromvariousministries.Asaresultofthissuccessfulprogramme,strongertieswereestablishedbetweenCSC,TanzaniaPublicServiceCollegeandvariousministriesinTanzania.PlansareinthepipelinetoconductmoreprogrammesforofficialsfromTanzania.

TogetherwiththeNationalInstituteofPublicAdministration,Malaysia(INTAN),CSCIorganisedtheInauguralJointSeniorExecutive

ProgrammeinMarch2006.Thewell-receivedprogrammeenabledparticipantsfromtheMalaysianandSingaporeanCivilServicetoforgecloserties.ParticipantsalsogleanedvaluableinsightstotheCivilServiceonbothsidesoftheCauseway.

CSCIconductedaworkshopentitled“ManagingChangeandTransitioninthePublicService”inLahoreforseniorgovernmentofficialsofPunjab,Pakistan.Theworkshopprovidedtheparticipantswithpracticalstrategiesandtechniquestoguidepeoplethroughorganisationaltransitions.

CSCIpartneredMFAtotrainIndonesiangovernmentofficialsoninvestmentpromotion–InvestmentTrainingProgrammeforIndonesia’sNationalInstituteofPublicAdministration.Aninaugural3-weekprogramme,attendedby24seniorIndonesianofficialswascoordinatedbyCSCandjointlydeliveredbyCSCandtheLeeKuanYewSchoolofPublicPolicy.Theprogrammefocusedoncreatingaconduciveinvestmentclimateandattractingforeigninvestments.Thesecondround

oftheprogrammeisexpectedtobeconductedinJuly2006.

ThroughGlobalDevelopmentLearningNetworkVideoconferencing(VC)programmes,CSCIconductedlecturesontradepromotionforgovernmentofficialsfor7DistanceLearningCentres(DLC)inJanuaryandFebruary2006.TheyareSriLanka,Vietnam.Tanzania,Jordan,SaudiArabia,CoteDIvoireandGhana.Thelectureswereconductedover3differentsessionsbasedonthecountries’timezones.ThesuccessfulVCsessionshaveenabledCSCItobuildnewlinkswithDLCsthatarekeentoworkwithSingaporeDLC,inparticularTanzaniaandGhanaDLC.

CSCIhaspartneredtheJapanInternationalCooperationAgency(JICA)toofferTrainingandConsultancyforGhana,totheOfficeoftheHeadofCivilServiceofGhana.ThedirectorofCSCIledatwo-manteamtoGhanainMay2006todelivertheconsultancyproject.

From Left: CPS opening ceremony, November 2005

GDLN, Hanoi, July 2005

26 CSC Annual Report 2005 – 2006 I Operations Review – CSCI

highlights

April2005• 12thSeniorManagementProgramme(SMP).• FiresideChatswithPresident(FCP).• EconomicsAtWorkWorkshops(EAW).• AO/PolicyForum(PF).• Annualscholarshipassessmentexerciseforagenciesincludingthe

PublicServiceCommission,theMinistryofDefence,theMinistryofEducation,andtheMonetaryAuthorityofSingapore.

• PublicServiceBestPracticeForumandKnowledgeClassforsharingofgoodpracticesandknowledge.

• SeminarforSeniorBudgetOfficersandManagers:EnhancingBudgetaryOutcomes–ACommonwealthtrainingprogramme.

May2005• AdvancedLeadershipProgramme(ALP).• FireflyPolicyPerspectivesProgramme.• ScenarioPlanningWorkshops(SPW).• AO/PolicyForum(PF).• MinistryofEducation’sannualLeadershipSituationalExercises.• SeminaronBetterGovernance:ManagingCorruption– ACommonwealthtrainingprogramme.• VisitByForeignDelegations–TimorLeste,11May2005.

June2005• TrainingforElectionOfficialse-learningpackage.• ManagingPublicSectorHumanResources–ACommonwealth trainingseminar.• VisitByForeignDelegations–ChiefMinister’sOffice,Sarawak,Malaysia,

15June2005.

From top to bottom: 12th Senior Management Programme

MOU signing with Shanghai Administration Institute

CSC Annual Report 2005 – 2006 I Highlights 29

July2005• 11thSeniorManagementProgramme(SMP).• DevelopmentsinPublicPolicySeminar(DPPS).• EconomicsAtWorkWorkshops(EAW).• AO/PolicyForum(PF).• ManagingYourEmployee’sWork-lifeNeeds–Programmeformanagers

andsupervisors.• VisitByForeignDelegations–ShanghaiAdministrationInstitute(SAI),

China,25July2005.• SigningofMOUwithShanghaiAdministrationInstitute(SAI),China, 25July2005.

August2005• 2ndExecutiveDevelopmentCourse(EDC).• DevelopmentsinPublicPolicySeminar(DPPS).• StrategicPerspectivesConference(SPC)–Inauguralsessionchairedby

HeadofCivilService,MrPeterHo.• AO/PolicyForum(PF).• StudyProgrammeforPermanentSecretaries:InfrastructureforNational

Development–ACommonwealthtrainingprogramme.• VisitByForeignDelegations–MinistryofHomeAffairsand NationalAcademyofPublicAdministration(NAPA),Vietnam,25and 26August2005.• SigningofMOUwithMinistryofHomeAffairsandNationalAcademyof

PublicAdministration(NAPA),Vietnam,26August2005.

September2005• ScenarioPlanningWorkshops(SPW).• LaunchofEmployabilitySkillsSystem(ESS).• CompletionofMysteryCustomerAuditStudy.• VisitByForeignDelegations–DirectorateforStandardsandQuality

(STAMEQ),Vietnam,16September2005.• VisitByForeignDelegations–Bhutan,22September2005.• SigningofMOUwithCollegeofManagementforAgricultureandRural

Development(CMARD),Vietnam,15September2005.

30 CSC Annual Report 2005 – 2006 I Highlights

From top to bottom: Managing Organisational Change Programme

Partners-in-Learning Programme

October2005• FiresideChatswithPresident(FCP).• EconomicsAtWorkWorkshops(EAW).• ScenarioPlanningWorkshops(SPW).• Service-wideInnovationSurvey.• SeminaronManagingChange–ACommonwealthtrainingprogramme.• VisitByForeignDelegations–Korea,6October2005.

November2005• 4thGovernanceandLeadershipProgramme(GLP).• InnovationConsortiumStudyonbestpracticesfrominnovativepublic

sectoragencies.• 4thCentralPartySchool(CPS)VisitProgramme.• VisitByForeignDelegations–ChinaExecutiveLeadershipAcademy

Pudong(CELAP),China,8November2005.

December2005• DevelopmentsinPublicPolicySeminar(DPPS).• AO/PolicyForum(PF).• OERoadmap–DevelopedanOEroadmapandintroduceditatthe 2005SQAForumascommissionedbythePS21Organisational ReviewCommittee.• VisitByForeignDelegations–MinistryofForeignAffairs,Madagascar, 8December2005.• VisitByForeignDelegations–WorldBankExecutiveDirectors, 16December2005.• VisitByForeignDelegations–ChiefMinister’sOffice,Sarawak,Malaysia,

23December2005.

From top to bottom: 4th Governance and Leadership Programme

Delegates from Sichuan, November 2005

Visit from Minister of Foreign Affairs, Madagascar, December 2005

CSC Annual Report 2005 – 2006 I Highlights 31

January2006• 3rdExecutiveDevelopmentCourse(EDC).• GovernancePerspectivesSeminar(GPS)–Inauguralsession.• NewInsightsLecture(NIL)byProfessorMalcolmSparrowofthe

KennedySchoolofGovernment,HarvardUniversity.• FiresideChatswithPublicSectorLeaders–Inauguralsession.• FiresideChatswithPresident(FCP).• ScenarioPlanningWorkshops(SPW).• LaunchofL.E.A.D.milestoneprogrammes.• CompletionofInnovationConsortiumStudyon5SingaporeInnovation

ClassagenciesandrolledoutofthePublicServiceInnovationRoadmap.• GlobalDevelopmentLearningNetworkVideoconferencingprogrammes.• VisitByForeignDelegations–IndianRailways,India,Malaysia, 20January2006.

February2006• OrganisationalLearningConference2006“LeadingOrganisationsinto

theFuture:re-Thinking,re-Designingandre-Making”.• GlobalDevelopmentLearningNetworkVideoconferencingprogrammes• ManagingChangeandTransitioninthePublicService–Conductedin

LahoreforseniorgovernmentofficialsofPunjab,Pakistan.• VisitByForeignDelegations–DrZulkieflimansyah,Memberof

ParliamentofCommissionVI,Trade&Industryissues,Indonesia, 9February2006.

32 CSC Annual Report 2005 – 2006 I Highlights

From left to right: Constitutional Administration Law Seminar

Organisational Learning Conference 2006

MFA Joint Thai programme 23 February – 1 March 2006

March2006• FiresideChatswithPresident(FCP).• EconomicsAtWorkWorkshops(EAW).• DevelopmentofKnowledgeManagementRoadmap.• DevelopmentofCommonServiceStandards.• CollationofgoodpracticesintheuseofBalancedScorecardinthe

PublicService.• CollationofgoodpracticesofSingaporeQualityAwardagencies.• InauguralJointSeniorExecutiveProgramme–Programmeheldin

partnershipwiththeNationalInstituteofPublicAdministration, Malaysia(INTAN).• Inaugural“WorkshoponHumanResourceDevelopmentand

Management”forTanzaniaPublicServiceCollege.• VisitByForeignDelegations–PrimeMinister’sOffice,Korea, 10March2006.• SigningofMOUwithQatar,23March2006.

CorporateCommunityInvolvementProgrammeAsanorganisation,CSCrecognisesitscorporateresponsibilitytosocietyandtheenvironment.WearecommittedtobeinganactivepartnerinthecommunitythroughourCorporateCommunityInvolvementProgram(CCIP),whichprovidesallouremployeestheopportunitytogivetheirtimeandenergytoservethecommunity.

From left to right: Tanzania HR March 2006

CSC officers at Melrose Home

Educational games at Melrose Home with CSC officers

CSC Annual Report 2005 – 2006 I Highlights 33

financials FY 2005

Assets By Major Categories

Furniture,PlantandEquipment

TradeandOtherReceivables

CashandCashEquivalents

Investment

Total

2

5

18

15

40

1

5

14

15

35

2005S$’m

2004S$’m

Liabilities By Major Categories

TradeandOtherPayables

ContributionInLieuofTax

Total

12

1

13

9.5

2.5

12

2005S$’m

2004S$’m

Capital / Reserves By Major Categories

ReservesandRetainedSurplus

Total

27

27

23

23

2005S$’m

2004S$’m

Revenue Breakdown By Major Categories

Expenditure By Major Categories

Manpower

TrainingRelated

Maintenance

RentalandUtilities

Depreciation

OfficeSuppliesandMaterials

Total

13

10

5

3

1

1

33

11.5

9.5

4.4

2.7

1

1

30.1

2005S$’m

2004S$’m

Training

Consulting

Research

OtherRevenue

Total

30

5

1

3

39

34

4

0

5

43

2005S$’m

2004S$’m

34 CSC Annual Report 2005 – 2006 I Financials

Training and Consultancy Statistics (April 2005 – March 2006)

statistics

Total Figures For All Business Units

TrainingHours(Local) 909,555

TrainingHours(International) 55,262.5

TrainingHours(e-Learning) 25,010hrs

ConsultancyProjects 69

No.ofUniqueParticipants(Division1) 17,967

No.ofUniqueParticipants(Division2) 6,674

No.ofUniqueParticipants(Division3) 8,740

No.ofUniqueParticipants(Division4) 1,371

No.ofUniqueParticipants(e-Learning) 5,387

No.ofUniqueParticipants(Others) 4,335

No.ofUniqueParticipants(Foreign) 3,773

CSC Annual Report 2005 – 2006 I Statistics 35

Partners–FY2005(PublicServiceLeadership,PublicServiceOfficers(alllevels),PublicServiceOrganisations,PublicServicesofForeignCountries)

SingaporeMinistries&StatutoryBoardsAmericanProductivityQualityCentre(APQC)ASEANConferenceonCivilServiceMatters(ACCSM)AsiaEuropeFoundationBahrainManagementSocietyCentreforGoodGovernance,Hyderabad,IndiaChinaAssociationforInternationalExchangeofPersonnel(CAIEP)CivilServiceCollege,UnitedKingdomCivilServiceInstitute,Brunei(IPA)CivilServiceTrainingInstitute,Thailand(CSTI)CommonwealthAssociationforPublicAdministration&Management(CAPAM)CommonwealthSecretariatDubaiInstituteforHumanResourceDevelopmentGlobalDevelopmentLearningNetwork–EastAsiaPacificAssociationInstituteofSoutheastAsianStudiesInternationalKMInstitute,USAJapanCouncilofLocalAuthoritiesforInternationalRelations(CLAIR)KnowledgeAssociates,UnitedKingdomMercerHumanResourceConsultingNanyangTechnologicalUniversityNationalAcademyofPublicAdministration,VietnamNationalInstituteofPublicAdministration,Malaysia(INTAN)NationalInstituteofPublicAdministration,TimorLesteNationalUniversityofSingaporeNgeeAnnPolytechnicPublicServiceDivision,PrimeMinister’sOfficeShanghaiAdministrationInstitute,People’sRepublicofChinaSingaporeManagementUniversityTemasekPolytechnicTheAustralianNationalUniversityWorldBankInstitute

CorporateInformation

DateofIncorporation1October2001

Auditors

DeloitteToucheCertifiedPublicAccountants6ShentonWay#32-00DBSBuildingTowerTwoSingapore068809

Bankers

DBSBankLtd6ShentonWayDBSBuildingTowerOneSingapore068809

InstituteofPolicyDevelopmentInstituteofPublicAdministrationandManagementCivilServiceCollegeConsultantsPublicServiceCentreForOrganisationalExcellenceCivilServiceCollegeInternational

31NorthBuonaVistaRoadSingapore275983Tel :+6568741733

Fax:+6568741735

InstituteofPublicAdministrationandManagement

CSCPeckSeahCampus25PeckSeahStreet,6thStoreySingapore079315Tel :+6562278560Fax:+6562278563

Website:http://www.cscollege.gov.sgEmail:cscollege@cscollege.gov.sg