CIVIL SERVICE COLLEGE ANNUAL REPORT FOR THE YEAR ENDED 31 MARCH 2018
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 2018. BOARD OF DIRECTORS (AS AT 31 MARCH 2018)
Ms Yong Ying-I (Chairman) Ms Ong Toon Hui Permanent Secretary, Deputy Secretary (Transformation), Public Service Division, Public Service Division, Prime Minister’s Office Prime Minister’s Office Permanent Secretary (National Research & Dean & Chief Executive Officer, Development), Civil Service College (CSC) National Research Foundation, Prime Minister’s Office
Professor Ang Soon Mr Mohammad Shariq Barmaky Goh Tjoei Kok Chair & Regional Managing Partner & Audit Leader, Professor in Management, Deloitte and Touche LLP (Singapore) Head, Division of Strategy, Management and Organisation Ms Stephanie Gault Nanyang Business School Managing Director, Nanyang Technological University Accenture Management Consulting
Mr Cyril Chua Dr Lee Shiang Long Managing Director, President, Robinson LLP Land Systems, ST Engineering
Mr Aubeck Kam Mr Gabriel Lim Permanent Secretary, Permanent Secretary, Ministry of Manpower Ministry of Communications and Information
RADM (NS) Joseph Leong Mr Pang Kin Keong Director, Permanent Secretary, Ministry of Defence Ministry of Home Affairs
Ms Shirlene Noordin Professor Richard Raymond Smith Managing Director, Professor of Strategic Management (Practice) Phish Communications Pte Ltd & Associate Dean (General Management Programmes), Singapore Management University
Board Secretary: Mr Patrick Lau, Assistant Chief Executive (Strategy), CSC ABOUT CIVIL SERVICE COLLEGE
Mission, Vision and Values 6 Organisation Structure & Senior Management Team 7 Major Shareholder of Subsidiary Companies 8
KEY ACCOMPLISHMENTS
At a Glance 10 The Year in Review 11
LOOKING AHEAD
Our Strategic Focus 17
CORPORATE INFORMATION
Financial Summary 20 Organisational Partners 21 Corporate Results 22
TABLE OF CONTENTS
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
Annual Report 2017-2018 | Civil Service College 6 ORGANISATION STRUCTURE & SENIOR MANAGEMENT TEAM
DEAN’S OFFICE
Ms Ong Toon Hui | Dean & CEO Mr Roger Tan | Assistant CEO (Corporate) Mr Patrick Lau | Assistant CEO (Strategy)
INSTITUTES
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
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 Director Mr Tan Yew Soon | Director Mr Peer Akbur | Associate Fellow
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. Ms Ng Ee Ling | Director (Leadership Development) Mr Clarence Chia | Director (Organisation Development)
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 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
Annual Report 2017-2018 | Civil Service College 7 CORPORATE SERVICES
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 Kelvin Tan | 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%
Annual Report 2017-2018 | Civil Service College 8
AT A GLANCE
In FY2017, CSC continued to support the transformation of the Singapore Public Service and its agencies through building the capabilities of officers, leaders, teams, communities and organisations. Here are our three Strategic Thrusts and some key initiatives in brief:
CSC’S CORE BUSINESS STRATEGIC THRUST 1 Develop Public Service Capability
Develop capabilities Develop new Deepen domain Enable innovation Work as One to support digital leadership skills capabilities and enterprise Public Service government
Milestone Skills Conferences & Communities Inter-agency programmes programmes learning events Research of practice projects
CSC’S ENABLERS STRATEGIC THRUST 2 Innovate and Deliver Effective Interventions
Develop tech-enabled Innovative & impactful Support organisation Strengthen partnerships learning learning interventions transformation to develop and curate learning
Proof-of-concept Personalised Consultancy & New organisational projects for digital & workplace- advisory services partnerships learning based learning Team-based New delivery Apps, micro-videos, Simulation-based learning models through e-learning, and other learning partnerships bite-sized digital learning
STRATEGIC THRUST 3 Strengthen organisation
Understand our Integrating data to develop Raise productivity Technology-enabled business customers and maintain good 1 customer insights 3 governance processes
Develop our People Deepen One-CSC Culture of innovation 2 Develop staff capabilities 4 culture
Annual Report 2017-2018 | Civil Service College 10 THE YEAR IN REVIEW
BUILDING A CAPABLE AND COMMITTED PUBLIC SERVICE
The Public Service has embarked on a transformation journey since 2013 with the aim of building “One Trusted Public Service with Citizens at the Centre”. In 2017, the key transformation priorities are building a well-coordinated, technology-enabled, bold and innovative Public Service that delivers today and is ready for the future.
As the public sector’s central learning and development institution, Civil Service College plays a vital role in supporting the transformation of the Public Service to be ready for the future. We do so by building capabilities in leadership, organisation development, governance, policy and public administration. We also strengthen public service values and foster collaboration among public agencies and officers.
TRANSFORMING TO INCREASE OUR IMPACT
In anticipation of the changes in the demand and mix of workforce capabilities in public agencies, CSC embarked on a journey to reframe our strategy and business model. Learning Redefined — Innovative, Inspiring, Impactful is the overall focus of CSC’s transformation.
Our aspiration is to provide experiences which support public officers’ upskilling and reskilling to deal with more complex and inter-disciplinary challenges, develop transformational leaders, and support organisation transformation.
Meeting expectations as the central training institution for the Public Service:
Public officers Public agencies FY 2017 77% 81% FY 2016 75% 77%
of public officersagreed or strongly agreed of agencies agreed or strongly agreed that that CSC met their expectations as the central CSC met their expectations as the central training training institution for the Public Service. institution for the Public Service.
CSC conducts public service-wide surveys to understand public agencies and public officers’ overall perception of CSC. The surveys provided us with insights of their capability building needs, and data on how well we were serving these needs. The FY2017 survey covered 90 agencies and 4,690 individual officers. There were improvements in the area of providing relevant and impactful learning interventions in a timely manner, which helped public officers develop competencies to meet the demands of their work.
Annual Report 2017-2018 | Civil Service College 11 STRATEGIC THRUST 1: DEVELOP PUBLIC SERVICE CAPABILITY
DEEPEN CAPABILITIES IN KEY DOMAIN AREAS
CSC continued to deepen the competencies of domains areas which are key to public sector transformation — policy development & regulation, service management, civilian enforcement, public communications & engagement, human resource & organisation development, public finance & procurement. By working with stakeholders, thought leaders and communities of practitioners, we identified emerging trends and best practices through research, and develop relevant learning interventions for public officers’ current and future roles.
In FY2017, key programmes and initiatives that enhanced the capabilities among domain specialists included:
• The 4th Behavioural Exchange International Conference that featured best practices in the policy application of behavioural insights, organised jointly with the UK Behavioural Insights team, New South Wales government and Harvard University
• A suite of data-driven public communications programmes to strengthen officers’ understanding and use of data in planning communications strategies and marketing campaigns
Peter Ong, Head of the Singapore Civil Service, • Strengthening citizen-centric service through developing service speaking at the 4th Behavioural Exchange leadership, strategy, and organisational capabilities through a suite International Conference, June 2017 of service management milestone and key capabilities programmes e.g. Leaders in Service Management Programme, Regional Operations Manager Programme, and CSC-SMU Executive Programme in Service Management.
DEVELOP CAPABILITIES NEEDED ACROSS THE PUBLIC SERVICE
As part of our environment scan, CSC identified digital capabilities, understanding Singapore’s external environment and whole-of-government collaboration as key capabilities that will be emphasised over the next few years. Highlights of our efforts to strengthen these capabilities include:
Digital Capabilities
• Developed a digital capabilities framework to guide the development of curriculum and programmes
• Introduced the Bytes! series to develop digital literacy in public officers and introduce them to the latest technology trends e.g. what is machine learning, understanding webapp development, how to build a chatbot etc.
• Developed new programmes for middle and senior management such as Managing Tech Disruption, Masterclass in Strategising Digital 3D scanning and printing technique Services. by 3D Arts Concept, January 2018
Annual Report 2017-2018 | Civil Service College 12 Understanding External Environment
CSC continued to develop research, programmes and seminars to develop international perspectives. To increase the diversity of views, private sector experts were invited to share country-specific insights, such as Mr Lucas Loh, CEO of CapitaLand China and Mr Francis Chan, The Straits Times’ Indonesian bureau chief. On the international front, we continued to advance partnerships by sharing Singapore’s governance experience with our overseas counterparts. Through flagship programmes such as the Leaders in Governance Programme, public agencies had the opportunity to learn and exchange views with leaders from other public services.
Foster Public Service Collaboration
CSC continued to foster a culture of collaboration within the Public Service through the use of systems and design thinking tools in CSC’s milestone and key programmes. Officers from different sectors and agencies bring real cross-agency challenges to CSC-designed lab sessions that allow them to develop and test new ideas in a safe and collaborative environment. CSC also continued to facilitate communities of practice in the domains of service In August 2017, participants of the 10th Leaders in Governance Programme visited CREATE, an international research campus and management, public engagement, human innovation hub at the National University of Singapore. resource and organisation development.
STRENGTHEN PUBLIC SERVICE LEADERSHIP AND VALUES
Strong public sector leadership is key to building a first-class Public Service. We continued our investment in milestone programmes and interventions for leaders at all levels.
We also focused our efforts on middle managers who are critical in translating and implementing public sector imperatives. Highlights of key initiatives included: • Teaming for Winning programme for officers assuming project team leadership roles without formal supervisory experience; • Blended Electronic Middle Manager Aide Experience incorporating both Harvard’s Manage Mentor online learning content and CSC-facilitated small group action learning; • ManagersFirst Learning App to experiment with a fully digital learning experience ManagersFirst Learning App to support the new managers’ career transition.
STRENGTHEN PUBLIC SERVICE’S CHANGE CAPACITY
To drive public service innovation, besides training individual officers, change interventions need to be supported, contextualised and embedded at the team and organisation levels. CSC continued to support transformation through Organisation Development and performance improvement consultancy and advisory services e.g. conceptualising the Public Sector Transformation plans, change management plans for agencies, use of design thinking to improve user experience in public agencies.
Annual Report 2017-2018 | Civil Service College 13 STRATEGIC THRUST 2: INNOVATE AND DELIVER EFFECTIVE INTERVENTIONS
TECHNOLOGY-ENABLED AND INNOVATIVE LEARNING
To be more relevant and effective, CSC recognised the need to transform learning. In FY2017, we developed plans to triple our technology-enabled offerings in 3 years, and started plans to develop a whole- of-government digital learning platform to provide career-long learning support. To date, 21% of CSC’s programmes used technology and other innovative learning methods to enhance learning.
Five proof-of-concept projects in the area of digital learning were started in areas on public service induction, digital transformation, behavioural insights, data analytics and procurement. These projects enabled CSC to learn about the digital content development process, learners’ preferences and behaviours, and key functionalities to include in the design of the Digital Learning Platform.
Determining the learning objects to be produced for Digital Learning Platform, October 2017
STRENGTHEN EXISTING AND BUILD NEW PARTNERSHIPS
Developing and sustaining partnerships was a key priority for CSC to tap on external expertise. We partnered NTUC Learning Hub to offer 14 service management and foundational competencies programmes. We have also established organisational partnerships with Institutes of Higher Learning, digital learning content platforms, and other national schools of government.
We continue to work with thought leaders such as Rick Von Feldt (HR Futurist), Professor Ho Teck Hua (Senior Deputy President & Provost, NUS and CSC’s Fellow), Dr Catherine Fieschi (Executive Director of Counterpoint and CSC’s Visiting Fellow).
Certification Programme in Enforcement Operations Engagement session with CSC Associates in and Management, a 6-module partnership between partnership with Institute of Adult Learning (IAL), Civil Service College, Temasek Polytechnic and March 2018 Temasek SkillsFuture Academy, October 2017
Annual Report 2017-2018 | Civil Service College 14 STRATEGIC THRUST 3: STRENGTHEN ORGANISATION
CULTURE, CAPABILITIES AND SYSTEMS
To enable CSC’s transformation, we have invested resources to build systems and infrastructure, and develop our people. These included:
Systems & infrastructure key initiatives such as: - Transforming Experience (TREX) system to automate and streamline backend processes - Training Analytics for Public Service (TAPS) data warehouse to integrate data and allow CSC to better use data for performance and operations planning
Participants using CSC’s e-Concierge to mark their attendance, November 2017
People, culture and capabilities key initiatives such as: - Developing staff in critical areas (e.g. competency based approach, curation, online learning) with increased use of e-learning and blended learning for in-house programmes - Culture building through townhalls, forums, training programmes and informal platforms.
Abhilash Murthy, a young entrepreneur who shared his story on how he developed the Bus Uncle chatbot at CSC Townhall, November 2017
CSC also continued to play its part in the community through promoting corporate social responsibility. We partnered our adopted charity, Beyond Social Services, a voluntary welfare organisation, to support underprivileged children living in Ghim Moh to grow their aspirations and maximise potential.
Educational and family bonding activities organised by CSC volunteers have been well received by the community.
CSC-Beyond Social Services Iftar dinner organised for Ghim Moh residents, June 2017
Annual Report 2017-2018 | Civil Service College 15
OUR STRATEGIC FOCUS
DEVELOP AN AGILE, LEAN, DIGITAL AND CITIZEN-CENTRIC PUBLIC SERVICE
As the various sectors of Singapore’s economy are transforming, the Public Service has to transform to be more innovative, work smarter through technology and deliver better public services. In this next phase, the focus of Public Sector Transformation will shift towards transforming at the whole-of-government, agency and individual levels to build an agile, lean, digital and citizen-centric Public Service.
CSC’S TRANSFORMATION — LEARNING REDEFINED
To support these efforts, CSC will continue our Learning Redefined transformation journey. We will focus on inculcating learning as a value and mindset. This means that CSC’s products and services will increasingly be oriented towards developing capabilities and mindsets that support system-level change and organisation transformation.
Capability-building of individual public officers are planned in the context of their roles and required competencies, so that there is alignment and greater impact. CSC will move beyond episodic classroom programmes to support public officers throughout their career life-cycles with on-going learning, reskilling and development.
FOUR PRIORITY AREAS
Develop Emerging Capabilities
In support of service-wide transformation, we need to build capabilities in four key emerging areas — digital literacy and transformation, innovation and enterprise, transformational leadership and inculcating a ‘growth’ mindset in public officers.
In FY2018, some key programmes and initiatives in this area include:
A digital curriculum and a suite of learning interventions e.g. CSC-Accenture Masterclass on Exploring Disruptive Technologies and Digitalisation, CSC- NUS Digital Disruptions and Public Policy programme, Regulating in a Digital World, CSC-SUTD Artificial Intelligence for Public Service Officers programme, case studies on pushing innovation and digital transformation
Innovation and process improvement training programmes and consultancy using agile, lean and design thinking tools
360-feedback instruments for senior leaders and directors, and middle managers leadership competency framework
Annual Report 2017-2018 | Civil Service College 17 Deepen Current Capabilities
CSC will continue to refresh and deepen the competencies of existing areas which are key to the effectiveness of the Public Service. Highlights of our plans include:
Increasing cross-domain and system-level programmes to foster collaboration across sectors and agencies Sensitising public officers to key political, economic and social developments in the region Reviewing public policy curriculum and introducing new intermediate programmes Strengthening citizen engagement, public communications, organisation design, strategic workforce planning and service management capabilities.
Support Organisation Transformation
To support transformation at the agency-level, CSC will partner the Public Service Division to support ministry families’ development of transformation plans, especially in their development of workforce, capability and organisation development plans. We will support agencies through CSC’s consultancy and advisory in the following areas:
Change management consultancy with key agencies Employee engagement advisory Performance improvement e.g. service design, process improvement Learning and development consultancy.
Support Career Life-Cycle, Ongoing Learning, Reskilling and Development
To support ongoing learning, reskilling and development of individual officers at different phases in their career life-cycle, CSC will offer a suite of baseline learning for every public officer through the whole-of-government Digital Learning Platform ([email protected]) that is currently under development.
The platform will offer both structured learning pathways and bite-sized learning to meet different learning needs. Beyond platform and content development, CSC is working with agencies to encourage more online learning.
In Conclusion
We believe that the priorities identified will enable CSC to support [email protected], the next phase of our Public Sector Transformation journey. As A one-stop digital learning platform CSC tests, learns and implements these plans over the next few years, public officers can look forward to more innovative, inspiring and impactful learning experiences that support their professional growth.
Annual Report 2017-2018 | Civil Service College 18
FINANCIAL SUMMARY As at 31 March 2018
Assets Revenue FY2017 FY2016 FY2017 FY2016 S$’m S$’m S$’m S$’m
Property, plant and equipment and 5.2 2.4 Training 49.0 48.7 intangible assets Consultancy 5.3 8.0 Trade and other receivables 21.5 6.3 Government operating grants 19.9 19.8 Cash and cash equivalents 33.1 46.9 Other operating income 1.9 2.0 Held-to-maturity financial assets 26.2 26.2
Total 86.0 81.8 Total 76.1 78.5
Liabilities Expenditure FY2017 FY2016 FY2017 FY2016 S$’m S$’m S$’m S$’m
Trade and other payables 23.2 20.4 Staff and related costs 36.7 36.5 Training and consultancy related 22.1 22.1 Total 23.2 20.4 costs Maintenance, other professional 9.8 9.1 services and other expenses Capital and Reserves Rental and utilities 3.4 3.2 FY2017 FY2016 Depreciation of property, plant and 0.9 0.7 S$’m S$’m equipment and amortisation of intangible assets Capital and reserves 62.8 61.4 Office supplies and materials 0.7 1.0 Contribution to Consolidated Fund 0.4 1.0 Total 62.8 61.4 Total 74.0 73.6 Dividend FY2017 FY2016 S$’m S$’m
Dividend 0.8 0.2
Total 0.8 0.2
Auditors: Foo Kon Tan LLP | 24 Raffles Place | #07-03 Clifford Centre | Singapore 048621
Annual Report 2017-2018 | Civil Service College 20 ORGANISATIONAL PARTNERS
SINGAPORE MINISTRIES AND STATUTORY BOARDS
INTERNATIONAL PARTNERS
Middle East • Japan, Ministry of Economy, Trade & Industry • Bahrain, Institute of Public Administration • Korea, National Human Resource Institute • Jordan, Ministry of Public Sector Development • Kuwait, Civil Service Commission • Oman, Ministry of Civil Service Central Asia • Oman, Institute of Public Administration • Government of Tatarstan • Oman, Diwan of Royal Court • Russian Presidential Academy of National Economy and • Qatar, Qatar Leadership Centre Public Administration • Qatar, Institute of Public Administration • Kazan Federal University • Saudi Arabia, Human Resources Development Fund • Moscow Metropolitan Governance University • UAE – Abu Dhabi, General Secretariat of the Executive Africa Council • Botswana, Department of Public Service Management • UAE, Government of Ras Al Khaimah • Botswana, Public Service College • Government of Gabon South Asia • Gabon, Public Service and National Administration • Bhutan, Royal Civil Service Commission School • India, Department of Personnel and Training • Ghana, Civil Service Training Institute • India, Lal Bahadur Shastri National Academy of • Mozambique, Higher Institute of Public Administration Administration • South Africa, Department of International Relations • India, Ministry of Finance and Cooperation • India, Nagpur National Academy of Direct Taxes • India, Sardar Vallabhbhai Patel National Police • Tanzania, Local Government Training Institute Academy • Sri Lanka, Institute of Development and Administration South East Asia and the Pacific • Sri Lanka, Prime Minister’s Office • Australia and New Zealand School of Government • Sri Lanka, Ministry of Health, Nutrition and Indigenous • Brunei, Civil Service Institute Medicine • Brunei, Yayasan Sultan Haji Hassanal Bolkiah • Sri Lanka, Judges Institute • Cambodia, Ministry of Civil Service • Cambodia, Royal School of Administration • Indonesia, National Civil Service Agency East Asia • Indonesia, National Institute of Public Administration • China, Party School of the Central Committee of C.P.C. • Indonesia, Otoritas Jasa Keuangan (Chinese Academy of Governance) • People’s Democratic Republic of Laos (Lao PDR), • China, Executive Leadership Academy Pudong Ministry of Home Affairs • China, Executive Leadership Academy Yan’an • Lao PDR, Public Administration, Research and Training • China, Executive Leadership Academy Jinggangshan Institute • China, Chongqing Administrative Institute • Lao PDR, National Academy for Political and Public • China, Guangdong Human Resources & Social Security Administration Bureau • Lao PDR, Central Party Committee for Organisation and • China, Guangdong Institute of Public Administration Personnel • China, Hong Kong Civil Service Bureau • Institute of Public Administration • China, Hubei Administrative Institute • Malaysia, National Institute of Public Administration • China, Macao Public Administration & Civil Service • Malaysia, Razak School of Government Bureau • Myanmar, Union Civil Service Board • China, Ministry of Housing and Urban-Rural • Thailand, Civil Service Training Institute Development • Thailand, Office of Civil Service Commission • China, Shanghai Administrative Institute • Vietnam, Communist Party of Vietnam Central • China, Shenzhen Managers College Inspectorate • China, Suzhou Industrial Park Software Project Office • Vietnam, Ho Chi Minh National Academy of Politics and • China, Tianjin Administrative Institute Public Administration • China, Zhejiang Administrative Institute • Vietnam, National Academy of Public Administration • Vietnam, Monitoring Office of Programme 165
INTERNATIONAL ORGANISATIONS • Asian Development Bank • Temasek Foundation International • Chilean International Cooperation Agency (AGCI) • United Nations Development Programme • Korea International Cooperation Agency • United Nations • Temasek Foundation Connects
Annual Report 2017-2018 | Civil Service College 21 CORPORATE RESULTS
TRAINING
No. of unique participants
No. of Training 34,418 3,491 programmes Singapore International 432 Participants’ satisfaction rating Percentage of participants who agreed or strongly agreed that they were satisfied with the training programme
95%Milestone Non-milestone93% 96%International programmes programmes programmes
CONSULTANCY
No. of projects 64 Percentage of consultancy 100% projects rated as having achieved their intended outcomes
RESEARCH
No. of research pieces
Learning impact rating 89% Percentage of participants 106 who agreed or strongly agreed that their learning has been enhanced by the use of CSC’s research products
Annual Report 2017-2018 | Civil Service College 22 All copyright, trade marks and other intellectual property rights comprised in the information, text, graphics, data and any other materials or works used on or contained in this document (collectively “the Materials”) are the sole and exclusive property of Civil Service College, Singapore and/or its licensors.
No part of the Materials may be reproduced, copied, reverse compiled, adapted, distributed, commercially exploited, displayed or transmitted in any manner or by any means or stored in any information retrieval system without prior written consent of Civil Service College, Singapore.