ANNUAL REPORT - CSC · Civil Service College International (CSCI) ... Manage financial functions, estate and administrative matters and resource centre, ... Innovation and Growth

ANNUAL REPORT2018 - 2019

CIVIL SERVICE COLLEGE ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2019

In the opinion of the Directors, the annual report of the Civil Service College is drawn up so as to present fairly the state of affairs of the Civil Service College as at 31 March 2019.

Professor Ang SoonDistinguished University Professor, Nanyang Technological University

Mr Cyril ChuaManaging Director, Robinson LLP

Mr Joseph LeongPermanent Secretary (Defence Development), Ministry of Defence2nd Permanent Secretary, Ministry of Communications and Information

Mr Mohammad Shariq BarmakyRegional Managing Partner & Audit Leader, Deloitte and Touche LLP (Singapore)

Professor Richard Raymond SmithProfessor of Strategic Management (Practice) and Associate Dean (General Management Programmes), Singapore Management University

Ms Stephanie GaultManaging Director, Accenture Management Consulting

Mr Aubeck KamPermanent Secretary, Ministry of Manpower

Mr Gabriel LimPermanent Secretary, Ministry of Trade and Industry

Dr Lee Shiang LongPresident, Land Systems, ST Engineering

Mr Pang Kin KeongPermanent Secretary, Ministry of Home Affairs

Ms Shirlene NoordinManaging Director, Phish Communications Pte Ltd

Board Secretary: Mr Patrick Lau, Assistant Chief Executive (Strategy), CSC

Ms Yong Ying-I (Chairman)Permanent Secretary, Public Service Division, Prime Minister’s Office

Permanent Secretary (National Research & Development),

National Research Foundation, Prime Minister’s Office

With effect from 1 April 2019, Mr Loh Khum Yean, Permanent Secretary/Public Service Division, has been appointed as Chairman of CSC.

Ms Ong Toon HuiDeputy Secretary (Transformation), Public Service Division, Prime Minister’s Office

Dean & Chief Executive Officer, Civil Service College (CSC)

BOARD OF DIRECTORS(AS AT 31 MARCH 2019)

TA B L E O F C O N T E N T S

ABOUT CIVIL SERVICE COLLEGE

Mission, Vision and ValuesOrganisation Structure & Senior Management TeamMajor Shareholder of Subsidiary Companies

KEY ACCOMPLISHMENTS

At a GlanceThe Year in Review

LOOKING AHEAD

Our Strategic Focus

CORPORATE INFORMATION

Financial SummaryOrganisational PartnersCorporate Results

ABOUT CIVIL SERVICE COLLEGE

6Annual Report 2018-2019 | Civil Service College

MISSION, VISION AND VALUES

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

Our key value propositions to the Public Service:

Relevant and impactful interventions that meet the public sector’s current and future needs

A convening platform for developing and strengthening whole-of-government culture through people-to-people networks and exchanges

Scalable and value-for-money capability building programmes and services

Our Core Values People: Value and appreciate them Integrity: Uphold truth and fairness Excellence: Strive to always do better

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Information is accurate as at 31 March 2019

ORGANISATION STRUCTURE &SENIOR MANAGEMENT TEAM

Institute of Governance & Policy (IGP)Steward and advance public policy through research and training programmes, with emphasis on the areas of governance, public economics and social policy.Mr Yeo Whee Jim | Institute DirectorMs Stephanie Tan | Director

Institute of Leadership & Organisation Development (ILOD)Develop leadership and organisation development capabilities through research, training and consultancy, so as to enable sustainable change and transformation in the Public Service.Mr Clarence Chia | Institute Director

Institute of Public Administration & Management (IPAM)Build capabilities in the areas of service management and delivery, strategic human resource management, public finance and law, public service foundational competencies and enforcement practicesMr Patrick Lau | Institute DirectorMr Lam Kai Wah | Director (Strategic Human Resource/ Public Finance & Law)Ms Michelle Wong | Director (Innovation & Foundational Competencies)

Institute of Public Sector Leadership (IPSL)Develop a pipeline of public service leaders through a suite of milestone programmes focusing on leadership development, public governance and its ethos in Singapore.Ms Jill Wong | Institute Director

Civil Service College International (CSCI)Build strategic partnerships through the sharing of Singapore’s Public Service experience and best practices with the wider global communityMrs Tina Tan | Director

DEAN’S OFFICE

INSTITUTES

Ms Ong Toon Hui | Dean & CEOMr Roger Tan | Assistant CEO (Corporate) Mr Patrick Lau | Assistant CEO (Strategy)



MAJOR SHAREHOLDER OF SUBSIDIARY COMPANIESAll companies that the Statutory Board has a majority stake in

Communications & Customer Relations (CCR)Spearhead corporate identity and customer intelligence, as well as communication and customer engagement with public agencies, public officers and members of public.Ms Loh Ley Ley | Director

Corporate Development (CD)Manage financial functions, estate and administrative matters and resource centre, as well as provide programme administrative support.Mr Lim Tong Kwang | Director

Digital Learning Services (DLS)Drive and implement processes and structure that enable digital learning for an integrated and seamless learning experience.Ms Loh Ley Ley | Director

Human Resource (HR)Cultivate engaged and committed staff, develop professional competencies, promote best HR practices and maintain sound corporate governance. Mr Spencer Heng | Director

Infocomm Technology (ICT)Develop technical infrastructure and harness digital technology to boost business efficiency, and deliver good customer experience.Mr Mike Lim | Chief Information Officer

Learning Futures Group (LFG)Nurture conditions for continual experimentation and innovation in learning design and technology. Ms Eleanor Ng | Head

Strategic Planning and Development (SPD)Support efforts in meeting CSC’s strategic priorities and goals through strategic planning and organisation development.Mr Patrick Lau | Assistant CEO (Strategy)

CORPORATE SERVICES

Name of Subsidiary Company % Shareholdings in Company

CSC International Pte. Ltd. 100%


KEY ACCOMPLISHMENTS


AT A GLANCE

In 2018, the College continued to support the Public Sector Transformation effort, through building the capabilities of individuals, leaders, teams, communities and organisations.

The College has reviewed our value proposition, re-aligned the priorities and programmes and experimented with innovative learning methods in order to enhance learning and deliver impactful learning experiences.

CSC has pressed on with our Learning Redefined transformation journey, investing resources to bring about key shifts in the way we work. Our focus is on inculcating learning as a value and mind-set. This means that CSC’s products and services are increasingly oriented towards supporting systemic changes and organisation transformation. CSC is moving beyond ad-hoc classroom programmes to support officers throughout their careers, helping them embrace an attitude of continuous learning, reskilling and development. The College has evolved from being just a training provider to being a Learning Orchestrator, tailoring learning to the varied needs of Public Service agencies and officers through partnerships and the curation of content and programmes.

The College has identified key emerging areas that the Public Service needed to grow capability and capacity in – digital literacy and transformation, innovation and enterprise, transformational leadership and inculcating a ‘growth’ mind-set in public officers. To support transformation at the agency-level, we have supported ministry families’ transformation efforts, especially in change management and organisational development.

The College achieved a few key milestones in FY2018. Our mobile learning app, LEARN, was launched to facilitate self-directed, just-in-time and on-demand learning. This is CSC’s first major foray into digital learning and laid the groundwork to enable us to scale our offerings. We also set up INN x CSC, a learning innovation sandbox where CSC could experiment with new learning approaches and design. INN x CSC also offered a new learning environment to promote a culture of experimentation, prototyping and innovation in participants. To support and expand the reach for leadership development, blended and modular learning for middle managers’ programmes was also introduced.

Strategic ShiftsLearning as a

ProductCSC as a Training

Provider

Learning as aValue & Mindset

CSC as a LearningOrchestrator

Providing EpisodicDevelopment

Adopting aCareer Life-cycle

Approach

CSC’s mobile learning App, LEARN



2018 PRIORITY AREAS

Deepen Public Officers’ Capabilities in Emerging Areas

Deepen Existing Capabilities

1

2

3

4

5

Adopting Career Life-cycle Approach

Strengthening the Organisation

Supporting Transformation Journeys



2018 PRIORITY AREAS

Priority Area 1: Deepen Public Offcerss’ Capabilities In Emerging Areas

iii) Leadership Development

To enhance the leadership competencies of first-time managers, CSC launched the revamped ManagersFirst app that provided practical content and tools to guide them in their new roles. The app offered users an enhanced learning experience through adopting a core and optional module structure, and personalisation based on their learning needs.

Public sector leaders need to acquire new leadership skills to lead organisation transformation in a complex and fast-changing environment. Some of the support provided to leaders included the service-wide Director-level Leadership Competency Framework and 360 feedback exercise and research think pieces on leadership development such as ‘Leadership Development 70:20:10 and Beyond’ and ‘Leadership in These Complex Times’.

i) Digital Literacy

To help public officers develop basic and advanced digital skills, CSC’s programmes had to move beyond creating awareness to helping officers to acquire the skills to perform effectively in their jobs.

Working closely with key agency partners such as GovTech, CSC developed a digital literacy framework and a suite of learning interventions that included basic digital literacy modules for all public officers. There were also leadership programmes to equip leaders with skills to lead digital transformation such as the CSC-Accenture Masterclass on Harnessing Innovation and Technology, and CSC-NUS Digital Innovation and Public Policy Programme.

ii) Innovation and Growth

To enable the Public Service to be a global leader in the area of innovation, CSC has the responsibility to help public officers cultivate new habits of thinking and agile ways of working. Examples of programmes in the Innovation Suite includes the CSC-SMU Executive Programme for Innovation Directors and the inaugural Exponential Public Service Innovation Programme that exposed participants to exponential trends in innovation.

To build a lean and agile Public Service, CSC developed a suite of programmes that targeted intact teams, managers and director-level officers. These programmes provided participants with lean and agile frameworks, principles and tools to effectively streamline processes and optimise resources.

Empowered to Lead Programme



2018 PRIORITY AREAS

Priority Area 2: DEEPEN EXISTING CAPABILITIES

i) Citizen Engagement

Increasingly, public sector agencies are expected to do more in the citizen engagement space. CSC supported this effort through helping officers to develop the instincts and know-how to engage effectively. Together with MCCY and PSD, CSC developed the Engagement Immersion for Leaders (EIL) Programme. This programme aimed to allow Director-level participants to gain a deeper appreciation of how policies translate into citizens’ lived experiences and internalise the importance of adopting a citizen-centric approach in implementing policies.

Participants from the inaugural Understanding China ProgrammeDialogue session with former HCS, Peter Ong (top left), at the International Relations Executive Milestone Programme

EIL participants volunteering with Team Nila as part of their host attachment with SportSG

ii) Service Management

To further develop service capabilities, CSC continued to offer consultancy services to agencies on projects to implement the service management framework. Notable research work that were carried out included two key studies on the Public Sector Customer Satisfaction Index of Singapore and Satisfaction with Public Services. These studies were undertaken at the whole-of-government level to develop insights and recommendations for service improvement.

iii) Understanding the External Environment

CSC plays an important role in sensitising public officers to developments beyond Singapore’s borders. To this end, we organised the inaugural Understanding China Programme for 30 senior officers, to give participants a better sense of how China is developing socially, economically and culturally. Participants visited Beijing, Shanghai and Chengdu and engaged a range of stakeholders from the the government, private sector and academia.



Priority Area 3: SUPPORTING TRANSFORMATION JOURNEYS

i) Change Management

To build capabilities in the area of managing change, several new programmes were developed over the year. A two-module change agent leadership programme by Prof Dean Williams was piloted for directors, as well as a programme for transformation leaders and senior OD practitioners titled ‘Developing the Power to Transform Self, Transform Teams, and Transform the Organisation’. CSC embarked on several consultancy projects to help agencies to upskill in the area of change management. OD and change management support in the form of workshops was provided to several agencies to support their internal agency transformation efforts.

ii) Employee Engagement

CSC recognises employee engagement as a critical part of an agency’s transformation and for the first time, all agencies were brought onto a single survey platform with the launch of the service-wide Employee Engagement Survey Project. This initiative meant that every agency conducted the survey in the same window, and this provided for the most accurate Public Service engagement benchmarks and norms to date. Whole-of-government employee engagement workshops and forums were also conducted to equip leaders and officers to realise the larger objective of seamlessly bringing everyone onto the One WOG platform.

Kick-off briefing for the whole-of-government Employee Engagement Survey Project

2018 PRIORITY AREAS



Priority Area 4: ADOPTING CAREER LIFE-CYCLE APPROACH

As a central learning institution, CSC has a role in fostering an agile and positive learning culture in the Public Service. CSC offers a suite of baseline learning for every public officer through the LEARN App, the whole-of-government Digital Learning Platform that was launched in November 2018. The LEARN app (also available online) offers both structured learning pathways and bite-sized learning to meet different learning needs.

To increase the impact of face-to-face and blended learning, CSC set up a CSC Innovation Sandbox (INN x CSC), with a first wave of programmes launched in August 2018. This experimental set-up has allowed CSC to test and iterate new and emerging learning design and delivery. Key design principles adopted for programmes conducted at INN include creating multi-sensory experiences, engaging beyond programme, inspiring experimental mind-sets and building communities. These new approaches to programme design will help to strengthen learning and build a continuous learning mind set amongst officers.

CSC Innovation Sandbox (INN x CSC)

2018 PRIORITY AREAS



Priority Area 5: STRENGTHENING THE ORGANISATION

i) Building New Partnerships and Maintaining Existing Relations

Given the new capabilities that CSC is expected to support, it is critical for CSC to identify and work with partners as a key strategy to drive our priorities forward. In the area of digital training and capability building, CSC has partnered with NUS Lee Kuan Yew School of Public Policy, INSEAD and Accenture to roll out three different contextualised digital programmes for Public Sector leaders. To develop digital learning products for the LEARN platform, CSC worked closely with content partners such as Udemy, Coursera and other Institutes of Higher Learning to produce quality learning objects for the platform.

ii) Developing Internal Capabilities and Resources

For CSC to make a meaningful impact in the Public Service, we also need to align our capabilities and resources (people, partnerships, systems and infrastructure) to support the strategic shifts. CSC has moved forward in its Strategic Workforce Planning to identify gaps and better understand the right capabilities and capacity needed by the College to better prepare for the future. Guided by the workforce transformation plan, CSC put together a capability building plan to upskill our officers in priority areas (e.g. digital and data literacy) through learning roadmaps as well as workplace development, performance tools and mentoring.

iii) Enhancing Our Systems and Processes

To increase the productivity and operational efficiency of staff, CSC continues to invest in building key systems and infrastructure. Key multi-year investments include the automation of backend processes and data integration and experimenting with Robotic Process Automation for repetitive processes and tasks.

Learning Innovation Challenge (June 2018) Staff experimenting with apps to create learning objects for LEARN

2018 PRIORITY AREAS


LOOKING AHEAD


LOOKING AHEAD

CSC will be building on the groundwork and progress made in the previous years. We continue to strengthen our support for Public Sector Transformation and the capability development of public agencies and their officers.

At the same time, CSC will continue its internal transformation journey so as to remain relevant and strengthen our value proposition. We will continue to work on the different enablers of internal transformation, including changing the way we work. The college will design some of the programmes in a more modular form so that we can contextualise and customise our offerings more readily to meet the unique needs of agencies.

In Conclusion

In supporting the Public Sector Transformation, CSC has had to ride the waves of change, redefining our value proposition to the Service and the roles we play. Our mission, To Develop People for a First Class Public Service, remains our true north, but our roles and offerings, as well as how we deliver the interventions to help officers learn, have changed. We will continue to review our product delivery, so that we can offer timely, scalable and value-for-money interventions to build capability. We will make greater use of data for our business and decision-making, so that we can be agile and operate at a digital pace. The College is quietly confident that we are ready to ride the next wave of change, to serve Singapore and Singaporeans better.

There are 6 work areas that the College will cover for FY2019. These areas include on-going work and programmes as well as new programmes and approaches. The 6 areas are:

Enhance transformational leadership;

Workforce development and upskilling;

Deepen cross-domain community learning and collaboration;

Strengthen support for organisational transformation (including workforce and corporate services);

Support public service culture on learning and innovation; and

Strengthen learning effectiveness and impact.


CORPORATE INFORMATION


Auditors: Foo Kon Tan LLP | 24 Raffles Place #07-03 Clifford Centre, Singapore 048621

FINANCIAL SUMMARY(AS AT 31 MARCH 2019)

AssetsFY2018

S$’mFY2017S$’m

Property, plant and equipment and intangible assets

7.5 5.2

Trade and other receivables 8.6 21.5

Cash and cash equivalents 42.6 33.1

Quoted financial assets at amortised cost

26.1 26.2

Total 84.8 86.0

LiabilitiesFY2018

S$’mFY2017S$’m

Trade and other payables 21.0 23.2

Total 21.0 23.2

Capital and ReservesFY2018

S$’mFY2017S$’m

Capital and reserves 63.8 62.8

Total 63.8 62.8

DividendFY2018

S$’mFY2017S$’m

Dividend - 0.8

Total - 0.8

RevenueFY2018

S$’mFY2017S$’m

Training 48.1 49.0

Consultancy 6.8 5.3

Government operating grants 19.3 19.9

Other operating income 2.1 1.9

Total 76.3 76.1

ExpenditureFY2018

S$’mFY2017S$’m

Staff and related costs 36.3 36.7

Training and consultancy related costs

20.6 22.1

Maintenance, other professional services and other expenses

11.2 9.8

Rental and utilities 3.7 3.4

Depreciation of property, plant and equipment and amortisation of intangible assets

2.8 0.9

Office supplies and materials 0.9 0.7

Impairment 2.0 -

Contribution to Consolidated Fund

- 0.4

Total 77.5 74.0



INTERNATIONAL PARTNERSMiddle East• Jordan, Ministry of Public Sector Development• Kuwait, Civil Service Commission• Oman, State Audit Institution• Oman, Diwan of Royal Court• Qatar, Qatar Leadership Centre• Qatar, Institute of Public Administration• Palestine, Palestine National Authority

South Asia• India, Department of Personnel and Training• India, Ministry of Finance• Sri Lanka, Institute of Development and

Administration• Sri Lanka, Ministry of Public Administration and

Management• Sri Lanka, Ministry of Health• Sri Lanka, Prime Minister’s Office

East Asia• China, Chinese Academy of Governance• China, Executive Leadership Academy Pudong• China, Executive Leadership Academy Yan’an• China, Executive Leadership Academy Jinggangshan• China, Chongqing Administrative Institute• China, Guangdong Human Resources & Social Security

Bureau• China, Guangdong Institute of Public Administration• China, Hubei Administrative Institute• China, Macao Public Administration & Civil Service

Bureau• China, Ministry of Housing and Urban-Rural

Development• China, Shanghai Administrative Institute• China, Shenzhen Managers College• China, Suzhou Industrial Park Software Project Office• China, Tianjin Administrative Institute• Japan, Ministry of Economy, Trade & Industry• Korea, National Human Resource Institute

Africa• Government of Tatarstan• Botswana, Department of Public Service Management• Botswana, Public Service College• Ghana, Civil Service Training Institute• Namibia, Namibia Institute of Public Administration• South Africa, Department of International Relations

and Cooperation

Central Asia• Government of Tatarstan• Russian Presidential Academy of National Economy

and Public Administration• Kazan Federal University• Moscow Metropolitan Governance University

South East Asia• Brunei, Civil Service Institute• Brunei, Yayasan Sultan Haji Hassanal Bolkiah• Cambodia, Ministry of Civil Service• Cambodia, Royal School of Administration• Cambodia, Ministry of Finance• Cambodia, Economics and Finance Institute• Indonesia, Jakarta Capital City Government• Indonesia, National Civil Service Agency• Indonesia, National Institute of Public Administration• People’s Democratic Republic of Laos (Lao PDR),

Ministry of Home Affairs• Lao PDR, Public Administration, Research and

Training Institute• Malaysia, National Institute of Public Administration• Malaysia, Employee Provident Fund• Myanmar, Union Civil Service Board• Myanmar, Office of the President• Philippines, Civil Service Institute• Thailand, Civil Service Training Institute• Thailand, Office of Civil Service Commission• Vietnam, Communist Party of Vietnam Central

Inspectorate• Vietnam, Monitoring Office of Programme 165• Vietnam, National Academy of Public Administration

INTERNATIONAL ORGANISATIONS• Asian Development Bank• Australia and New Zealand School of Government • Chilean International Cooperation Agency (AGCI)• Korea International Cooperation Agency

• Temasek Foundation Connects• Temasek Foundation International• United Nations Development Programme

ORGANISATIONAL PARTNERSSINGAPORE MINISTRIES AND STATUTORY BOARDS



No. of unique participants

Training

31,000 2,574 Singapore International

CORPORATE RESULTS

Participants’ satisfaction ratingPercentage of participants who agreed or strongly agreed that they were satisfied with the training programme

Milestone programmes

94% 92% 98%

Non-milestone programmes

Internationalprogrammes

No. of Training programmes

385

No. of projects

29

Consultancy

Percentage of consultancy projects rated as having

achieved its intended outcome

100%

Research

No. of research pieces

120


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ANNUAL REPORT - CSC · Civil Service College International (CSCI) ... Manage financial functions, estate and administrative matters and resource centre, ... Innovation and Growth