ANNUAL REPORT 2018 - 2019 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. BOARD OF DIRECTORS (AS AT 31 MARCH 2019)

Ms Yong Ying-I (Chairman) Ms Ong Toon Hui Permanent Secretary, Deputy Secretary (Transformation), Division, Public Service Division, Prime Minister’s Office Prime Minister’s Office Permanent Secretary (National Research & Dean & Chief Officer, Development), Civil Service College (CSC) 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.

Professor Ang Soon Mr Aubeck Kam Distinguished University Professor, Permanent Secretary, Nanyang Technological University Ministry of Manpower

Mr Cyril Chua Mr Gabriel Lim Managing Director, Permanent Secretary, Robinson LLP Ministry of Trade and Industry

Mr Joseph Leong Dr Lee Shiang Long Permanent Secretary (Defence Development), President, Ministry of Defence Land Systems, ST Engineering 2nd Permanent Secretary, Ministry of Communications and Information Mr Pang Kin Keong Permanent Secretary, Mr Mohammad Shariq Barmaky Ministry of Home Affairs Regional Managing Partner & Audit Leader, Deloitte and Touche LLP () Ms Shirlene Noordin Managing Director, Professor Richard Raymond Smith Phish Communications Pte Ltd Professor of Strategic Management (Practice) and Associate Dean (General Management Programmes), Singapore Management University

Ms Stephanie Gault Managing Director, Accenture Management Consulting

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

ABOUT CIVIL SERVICE COLLEGE

Mission, Vision and Values Organisation Structure & Senior Management Team Major Shareholder of Subsidiary Companies

KEY ACCOMPLISHMENTS

At a Glance The Year in Review

LOOKING AHEAD

Our Strategic Focus

CORPORATE INFORMATION

Financial Summary Organisational Partners Corporate Results ABOUT CIVIL SERVICE COLLEGE Annual Report 2018-2019 | Civil Service College 6

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 ’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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ORGANISATION STRUCTURE & SENIOR MANAGEMENT TEAM Information is accurate as at 31 March 2019

DEAN’S OFFICE Ms Ong Toon Hui | Dean & CEO Mr Roger Tan | Assistant CEO (Corporate) Mr Patrick Lau | Assistant CEO (Strategy)

INSTITUTES Institute of Governance & Policy (IGP) Steward and advance through research and training programmes, with emphasis on the areas of governance, public economics and social policy. Mr Yeo Whee Jim | Institute Director Ms 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 & 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 practices Mr Patrick Lau | Institute Director Mr 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 community Mrs Tina Tan | Director

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CORPORATE Communications & Customer Relations (CCR) SERVICES 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)

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

Name of Subsidiary Company % Shareholdings in Company

CSC International Pte. Ltd. 100%

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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.

Strategic Shifts

Learning as a Providing Episodic CSC as a Training Product Development Provider

Learning as a Adopting a CSC as a Learning Value & Mindset Career Life-cycle Orchestrator Approach

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. CSC’s mobile learning App, LEARN

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2018 PRIORITY AREAS

Deepen Public Officers’ 1 Capabilities in Emerging Areas

2 Deepen Existing Capabilities

Supporting Transformation 3 Journeys

4 Adopting Career Life-cycle Approach

5 Strengthening the Organisation

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2018 PRIORITY AREAS

Priority Area 1: Deepen Public Officers’ Cpblte I Eegn Area

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. 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. Empowered to Lead Programme

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’.

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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. 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.

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

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2018 PRIORITY AREAS

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.

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

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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.

CSC Innovation Sandbox (INN x CSC) 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.

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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.

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

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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.

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.

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.

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FINANCIAL SUMMARY (AS AT 31 MARCH 2019)

Assets Revenue FY2018 FY2017 FY2018 FY2017 S$’m S$’m S$’m S$’m Property, plant and equipment 7.5 5.2 Training 48.1 49.0 and intangible assets Consultancy 6.8 5.3 Trade and other receivables 8.6 21.5 Government operating grants 19.3 19.9 Cash and cash equivalents 42.6 33.1 Other operating income 2.1 1.9 Quoted financial assets at 26.1 26.2 amortised cost

Total 84.8 86.0 Total 76.3 76.1

Liabilities Expenditure FY2018 FY2017 FY2018 FY2017 S$’m S$’m S$’m S$’m Trade and other payables 21.0 23.2 Staff and related costs 36.3 36.7 Training and consultancy related 20.6 22.1 Total 21.0 23.2 costs Maintenance, other professional 11.2 9.8 services and other expenses Capital and Reserves Rental and utilities 3.7 3.4 FY2018 FY2017 S$’m S$’m Depreciation of property, plant 2.8 0.9 and equipment and amortisation Capital and reserves 63.8 62.8 of intangible assets Total 63.8 62.8 Office supplies and materials 0.9 0.7 Impairment 2.0 - Contribution to Consolidated - 0.4 Dividend Fund FY2018 FY2017 Total 77.5 74.0 S$’m S$’m Dividend - 0.8

Total - 0.8

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

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ORGANISATIONAL PARTNERS SINGAPORE MINISTRIES AND STATUTORY BOARDS

INTERNATIONAL PARTNERS Middle East Africa • Jordan, Ministry of Public Sector Development • Government of Tatarstan • Kuwait, Civil Service Commission • Botswana, Department of Public Service Management • Oman, State Audit Institution • Botswana, Public Service College • Oman, Diwan of Royal Court • Ghana, Civil Service Training Institute • Qatar, Qatar Leadership Centre • Namibia, Namibia Institute of Public Administration • Qatar, Institute of Public Administration • South Africa, Department of International Relations • Palestine, Palestine National Authority and Cooperation Central Asia South Asia • Government of Tatarstan • , Department of Personnel and Training • Russian Presidential Academy of National Economy • India, Ministry of Finance and Public Administration • Sri Lanka, Institute of Development and • Kazan Federal University Administration • Moscow Metropolitan Governance University • Sri Lanka, Ministry of Public Administration and Management South East Asia • Sri Lanka, Ministry of Health • Brunei, Civil Service Institute • Sri Lanka, Prime Minister’s Office • Brunei, Yayasan Sultan Haji Hassanal Bolkiah • Cambodia, Ministry of Civil Service East Asia • Cambodia, Royal School of Administration • China, Chinese Academy of Governance • Cambodia, Ministry of Finance • China, Executive Leadership Academy Pudong • Cambodia, Economics and Finance Institute • China, Executive Leadership Academy Yan’an • Indonesia, Jakarta Capital City Government • China, Executive Leadership Academy Jinggangshan • Indonesia, National Civil Service Agency • China, Chongqing Administrative Institute • Indonesia, National Institute of Public Administration • China, Guangdong Human Resources & Social Security • People’s Democratic Republic of Laos (Lao PDR), Bureau Ministry of Home Affairs • China, Guangdong Institute of Public Administration • Lao PDR, Public Administration, Research and • China, Hubei Administrative Institute Training Institute • China, Macao Public Administration & Civil Service • Malaysia, National Institute of Public Administration Bureau • Malaysia, Employee Provident Fund • China, Ministry of Housing and Urban-Rural • , Union Civil Service Board Development • Myanmar, Office of the President • China, Shanghai Administrative Institute • , Civil Service Institute • China, Shenzhen Managers College • Thailand, Civil Service Training Institute • China, Suzhou Industrial Park Software Project Office • Thailand, Office of Civil Service Commission • China, Tianjin Administrative Institute • Vietnam, Communist Party of Vietnam Central • Japan, Ministry of Economy, Trade & Industry Inspectorate • Korea, National Human Resource Institute • Vietnam, Monitoring Office of Programme 165 • Vietnam, National Academy of Public Administration

INTERNATIONAL ORGANISATIONS

• Asian Development Bank • Temasek Foundation Connects • Australia and New Zealand School of Government • Temasek Foundation International • Chilean International Cooperation Agency (AGCI) • United Nations Development Programme • Korea International Cooperation Agency

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CORPORATE RESULTS

Training

No. of unique participants No. of Training programmes

Singapore International 385 31,000 2,574

Participants’ satisfaction rating % % % Percentage of participants who agreed or 94 92 98 strongly agreed that they were satisfied with the training programme

Milestone Non-milestone International programmes programmes programmes

Consultancy Research

No. of projects 29

No. of research pieces 100% 120

Percentage of consultancy projects rated as having achieved its intended outcome

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