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Civil Service College Annual Report for the Year Ended 31 March 2018

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Civil Service College Annual Report for the Year Ended 31 March 2018 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
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