2006-2007 - Civil Service College

Developing PeopleConnecting with the WorldCivil Service College Annual Report 2006-2007

Our Mission :To Develop People for a First Class Public ServiceOur Vision :The Heart of Learning Excellence and Development for theSingapore Public Service• Knowledge Hub – Codifying, Creating and Disseminating Knowledgein 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 ServiceOur Core Values :People : Value themIntegrity : Upholding truthExcellence : Soaring beyond2 Misson, Vision & Core Values I Civil Service College Annual Report 2006-2007

Contents4 Developing PeopleBuilding a First-Class Public Service7 Chairman’s Message9 Dean’s Message10 Board of Directors12 Senior Management14 Organisation Structure16 At a Glance20 Highlights26 Creating a Knowledge HubDriving Research and Thought Leadership30 Nurturing Core Competencies and Shared PerspectivesGrowing Excellent Public Sector Organisations34 Developing Public Service LeadershipAchieving a Winning Edge38 Becoming a Centre of ExcellenceConnecting with the World42 Financial Highlights43 Training and Consultancy StatisticsCivil Service College Annual Report 2006-2007 I Contents 3

Developing PeopleBuilding a First-Class Public Service(Text on Divider Spread) As the heart oflearning excellence and development,Developing PeopleBuilding a First-Class Public ServiceAs the heart of learning excellence and development, the Civil Service College plays a centralrole in forging shared values and ethos, building core competencies and nurturing leadershipcapacity in the Singapore Public Service. Through our training programmes, consultancyand advisory services, and research and development activities, we help to build a First-ClassSingapore Public Service.

Chairman’s MessageFinancial Year 2006 was an eventful year for the Civil Service College (CSC).Following the adoption of a new vision statement - ‘The Heart of LearningExcellence and Development for the Singapore Public Service’ - in March 2006,many exciting developments are taking place at CSC, reflecting the College’saspiration to play a central role in the Singapore Public Service.To meet the changing skills needs of our public officers, new competency-basedcurricula and training courses are being developed in key areas such as publicsector human resource, public sector finance and service excellence. Milestoneleadership programmes, such as the Leaders in Administration Programme,were revamped. Existing courses including the National Education Seminarand Cut Red Tape Workshop were enhanced.To forge a shared perspective of the changing landscape facing Singapore andthe Public Service, more platforms were created for Public Service leaders indifferent government agencies to discuss strategic concerns and emergingissues. The inaugural Public Service Staff Conference held in May 2006 wasa good example. The success of this new event convinced us to make it anannual affair.Beyond codifying and sharing existing policy principles and lessons frompolicies and programmes that have been implemented, the College hasalso decided to make a bigger contribution towards future policy-making.In March 2007, we launched the Centre for Governance and Leadership. Byconducting research and connecting Singapore’s policy makers with opinionshapers and global thought leaders, the Centre seeks to enrich the quality ofpolicy thinking and leadership in our Public Service. I am very encouraged bythe enthusiastic response to the Centre’s initial offerings.In FY 2006, CSC significantly expanded its training programmes for foreignpublic officials. This is an important aspect of the College’s work that not onlyenables Singapore to contribute to the development of other countries andcities, but also serves to nurture stronger people-to-people linkages betweenour Public Service and those in the rest of the world. A new milestone wasachieved in March 2007 with the setting up of the CSC International AlumniAssociation.Going forward, I expect work in the College to get even more challenging andexciting. I would like to express my deep appreciation to our board members,management, staff and trainers as well as to all our partners and friends fortheir contributions to CSC’s continued growth. I am confident that the Collegecan continue to count on such support as it forges ahead in its mission of‘Developing People for a First Class Public Service’.Ms Lim Soo HoonChairmanCivil Service CollegeCivil Service College Annual Report 2006-2007 I Chairman’s Message 7

Dean’s MessageAfter being associated with the Civil Service College in different capacitiesover the years as a trainee, resource person and Director of CSC’s Institute ofPolicy Development, I took on the position of Dean and CEO of the College inSeptember 2006. I realised very quickly that I had inherited an organisationthat already had a good foundation. The College had a supportive board ofdirectors, a committed management team and passionate staff. It ran wellestablishedprogrammes with an extensive reach within the Singapore PublicService. As a public service training institution, CSC was respected and admiredin international circles.Yet, there is a heightened sense of mission and a new burst of energy at theCollege, much of it inspired by the new and ambitious vision that CSC hadadopted in 2006. CSC management and staff were brimming with ideas onhow the College can further build capacity in our Public Service. My relativelyeasy role as Dean and CEO was to encourage them, support their efforts andfind the resources.But to fulfil these aspirations, the College will have to look beyond just its ownpeople, resources and knowledge. By tapping on trainers and resource personsfrom both the public and private sectors, we were able to train more than40,000 unique local public servants and another 3,200 overseas participantsin 2006. I am grateful for this generous support. We must nurture and expandthis learning network, without which none of CSC’s work would have beenpossible.I feel privileged to have the opportunity to lead CSC, an organisation witha meaningful mission and inspiring vision. I am excited by the many newpossibilities in CSC’s next phase of development. I would like to thank all staffand partners for your contribution. We hope you will continue to walk with usas we seek to make a bold leap towards our new vision – one that will build abetter Public Service that is worthy of Singapore.Mr Chan Heng KeeDean and CEOCivil Service CollegeCivil Service College Annual Report 2006-2007 I Dean’s Message 9

Board of Directors1 Mr Chan Yeng KitChief Executive OfficerInfocomm DevelopmentAuthority of Singapore2 Ms Chang Hwee NeeDeputy Secretary (Policy)Ministry of Education3 Mr Hogi HyunFounder / DirectorAbacus Capital (S) Pte Ltd4 Mr Khoo Boon HuiCommissioner of PoliceSingapore Police Force5 Mr Khoo Teng ChyeChief ExecutivePublic Utilities Board6 Mr Lim Hup SengDeputy Secretary (Administration)Ministry of FinanceThe College would like to thank the following board members:Ms Yeoh Chee Yan (1 October 2003 to 30 September 2006)Mr Alvin Yeo Khirn Hai (1 November 2004 to 31 October 2006)1 2 3 4 5 610 Board of Directors I Civil Service College Annual Report 2006-2007

7 Mr Ng How YueSenior Director (Trade)Ministry of Trade and Industry8 Mr Ong Ye KungChief ExecutiveSingapore WorkforceDevelopment Agency9 Mr Phillip TanPartnerPricewaterhouseCoopers(Retired with effect from 30 June2007)DirectorEQ Insurance Limited(With effect from 1 July 2007)10 Dr N VaraprasadChief ExecutiveNational Library Board11 Ms Yong Ying-IPermanent SecretaryMinistry of Health7 8 9 10 11Civil Service College Annual Report 2006-2007 I Board of Directors 11

Senior Management1 Mr Paul LimDirectorCivil Service College Consultants2 Mr Roger TanDirectorCivil Service College International3 Mrs Tina TanActing DirectorInstitute of Public Administrationand Management4 Ms Poon Seok YinChief Financial Officer2 361 4512 Senior Management I Civil Service College Annual Report 2006-2007

5 Mr Calvin PhuaDirectorPublic Service Centrefor Organisational Excellence6 Mr Donald LowDirectorInstitute of Policy Development7 Mrs Jaime TeongDirectorCorporate Development8 Ms Lai Wei LinActing DirectorCentre for Governance andLeadership65 78Civil Service College Annual Report 2006-2007 I Senior Management 13

Organisation StructureCivil Service CollegeBusiness UnitsInstitute of PolicyDevelopment (IPD)IPD grooms a first-class public sector leadership through itsintegrated suite of practitioner-based learning programmeson leadership development, public governance, and policydevelopment and execution.Centre for Governanceand Leadership (CGL)CGL is a node for research on strategic issues facing theSingapore government. It aims to further new insights,encourage debate, catalyse thought leadership inthe Public Service, and advance Singapore’s publicgovernance model through its publications, research andshort seminars and courses.Institute of Public Administrationand Management (IPAM)IPAM designs, develops and conducts a wide range ofcourses and programmes that reinforce the core valuesof the Singapore Public Service, and equip public officerswith the competencies required in leadership, publicadministration and management.Civil Service CollegeConsultants (CSCC)CSCC helps public sector agencies on their journeytowards people and organisational excellence through theprovision of focused and in-depth consulting services inthe areas of talent assessment, organisation and peopledevelopment tools and diagnostics, and leadershipresearch and development.Public Service Centre forOrganisational Excellence (PSCOE)PSCOE helps to develop excellent Public Service agenciesby serving as a dedicated mechanism to facilitate peerlearning and sharing across the Public Service andsupport public agencies as they undertake organisationalexcellence initiatives to improve their performance.Civil Service CollegeInternational (CSCI)CSCI is the international arm that builds partnerships withthe global community. It shares Singapore’s experiencewith governments around the world to promote goodgovernance and generate goodwill and cooperationacross borders.14 Organisation Structure I Civil Service College Annual Report 2006-2007

Support UnitsCorporate DevelopmentFinanceCorporate Development supports CSC management incorporate planning and organisational management. Itmanages human resource and organisational development,administration and the estate, corporate communications, theaudio visual and information technology networks, graphicsand visual communications as well as the CSC Library.Finance supports CSC management in strategic financialmanagement. It manages the financial accounting andprocurement functions, works with internal auditors toevaluate the adequacy and effectiveness of internal controlsin the College, and ascertains whether policies and guidelinesare complied with.Civil Service College Annual Report 2006-2007 I Organisation Structure 15

At a GlanceCustomer/PartnerSegmentsPublic Service LeadershipPublic Service Officers(All Levels)BusinessUnitsInstitute of Policy Development (IPD)Centre for Governance and Leadership (CGL)Institute of Public Administration andManagement (IPAM)Civil Service College Consultants (CSCC)Institute of Public Administration andManagement (IPAM)KeyOfferingsProgrammesMilestone Programmes• Developments in Public Policy Seminar (DPPS)• Executive Development Course (EDC)• Foundation Course (FC)• Governance and Leadership Programme (GLP)• Leaders in Administration Programme (LAP)• Senior Management Programme (SMP)• Manager L.E.A.D. Programme• Strategic L.E.A.D. ProgrammeWorkshops/Forums/Conferences• Economics At Work Workshops (EAW)• Fireside Chats with President andPublic Sector Leaders• Policy Forums (PF)• Scenario Planning Workshops (SPW)• Strategic Perspectives Conference (SPC)•Public Service Staff ConferenceLearningProgrammes• Communications• Employability SkillsSystem• Finance• General Management• Governance• Human ResourceManagement andDevelopment• Infocomm Education• Innovation andEnterprise• KnowledgeManagement• Law• Leadership• Office Administration• OrganisationalDevelopment• Organisational Learning• Personal Development• Public PolicyWorkshops/Forums/Conferences• Creating GreatPlaces to WorkConference• HR Forum• Service ExcellenceForumDevelopmentServices• Case Developmentfor OrganisationalExcellenceTools Deployment• Competency-basedTotal CompanyTraining Plan• Training NeedsAnalysis• Training ProgrammeDesign, Developmentand Facilitation• Train the TrainersProgrammes• Service Quality• Total OrganisationalExcellenceCertificateProgrammes• Graduate Diploma inChange ManagementLearningInfrastructure• LearningManagement System(LMS)• TrainingAdministrationSystem (TRAISI)16 At A Glance I Civil Service College Annual Report 2006-2007

Public Service OrganisationsPublic Services of Foreign CountriesPublic Service Centre for OrganisationalExcellence (PSCOE)Civil Service College Consultants (CSCC)Civil Service College International (CSCI)Sharing Forums• Learning Journeys• Knowledge Class Sharing Sessions• Public Service Best Practice ForumsTraining Programmes• Communication Skills• E-Government• Financial Management• General Management• Human Resource Management• Managing Change in the Public Service• Public Governance and Administration• Public Policy DevelopmentCivil Service College Annual Report 2006-2007 I At A Glance 17

At a GlanceCustomer/PartnerSegmentsPublic Service LeadershipPublic Service Officers(All Levels)BusinessUnitsInstitute of Policy Development (IPD)Centre for Governance and Leadership (CGL)Institute of Public Administration andManagement (IPAM)Civil Service College Consultants (CSCC)Institute of Public Administration andManagement (IPAM)KeyOfferingsResearch and Thought LeadershipResearch and Development• Case studies, Discussion papers, Background Papers and Thinkpieces• CGL Senior Fellowship/ Fellowship• Distinguished Visitor Programme• Innovation Consortium Study• Roadmaps and Frameworks on Knowledge Management and Organisational Excellence• Research Papers on Leadership Assessment and Development as well as Employee EngagementConsultancy• Firefly Policy Perspectives ProgrammeConsultancy & Advisory ServicesOrganisational Development• 360 Degree Feedback• Leadership Diagnosis – Team and IndividualLevelsTalent Assessment• Assessment Centre• Identification of Talent at Key Levels• Psychometric Assessment of Mid-CareerOfficers for Management Positions• Psychometric Assessments ofScholarship Applicants18 At A Glance I Civil Service College Annual Report 2006-2007

Public Service OrganisationsPublic Services of Foreign CountriesPublic Service Centre for OrganisationalExcellence (PSCOE)Civil Service College International (CSCI)Civil Service College Consultants (CSCC)Lectures, Roundtables, Seminars• Economic Symposium Series• Managing in Complexity Series• New Insights Lecture Series• Roundtables• Seminars and Forums on New Developments in Talent Assessment and Development as well asSharing of Key Findings on Employee EngagementPublications• Ethos• Ethos Perspectives• Organisational Excellence Case Reports, Guides and Research PapersConsultancy and Advisory Services• Benchmarking Consulting• Knowledge Management Advisory Services• Organisational Excellence Advisory ServicesSelection and Assessment• Competency Profiling• Design and Implementation of PsychometricAssessment Instruments• Psychometric Assessment of Graduate Officers• Structured Interview Workshops• Student Placement ServicesConsultancy Services• Capacity Building in Public Sector HumanResource Development and Management• Capacity Building for Public ServiceTraining Institutions• Development of Competency Frameworksand CurriculaOrganisational Development• Employee Engagement Survey• Peer Appraisals• Self-Development WorkshopsCivil Service College Annual Report 2006-2007 I At A Glance 19

Highlights25 th Foundation Course2 nd National Security CoursePublic Service Staff ConferenceAPRIL 2006• 25 th Foundation Course (FC) (20 March - 26 May 2006)• Annual Graduate Recruitment Services for Agencies including the Public ServiceDivision, the Ministry of Foreign Affairs, and the Ministry of Home Affairs(April 2006 - March 2007)• Annual Scholarship Assessment Exercise for Agencies including the PublicService Commission, the Ministry of Foreign Affairs, the Ministry of Education,the Ministry of Defence, and the Agency for Science, Technology and Research(April 2006 - June 2006; December 2006 - March 2007)• Assessment Centre for Selection of School Principals (April 2006 - May 2006)• Minimum Service Standards for the Public Service (24 April 2006 and ongoing)• Launch of WITS Guide Book (1 April 2006)• Investment Training for Senior Indonesian Officials (10 - 28 April 2006)• Creating Great Places to Work Conference (18 - 19 April 2006)• 30 th Senior Chinese Officials Study Visit Programme (18 - 27 April 2006)• Manager L.E.A.D. Programme – Revamped (19 - 25 April 2006)• 2 nd National Security Course (17 - 28 April 2006)• Tanzania Public Service College Study Visit to Singapore (17 - 21 April 2006)• Training for Officials from Shanghai Administration Institute (18 - 23 April 2006)• Workshop on International Business Environment and Its Implication to NationalEconomic Planning for Laos (24 - 28 April 2006)MAY 2006• Employability Skills System (ESS) Programme (May 2006)• Fireside Chat with President (FCP) (2 May 2006)• Strategic L.E.A.D. Programme (3 - 9 May 2006)• Training Programme for Senior Officials from Qinhuangdao County, China(7 - 19 May 2006)• Tanzania Public Service Commission Visit to Singapore (8 - 11 May 2006)• Managing Creativity and Innovation in Organisations (8 - 11 May 2006)• Japan International Coorperation Agency (JICA) Consultancy Project forGhana Civil Service (13 - 22 May 2006)• Workshop on Balance Scorecard for Qatar (14 - 18 May 2006)• New Insights Lecture on “Population Trends and Challenges” by Dr JosephChamie (15 May 2006)• Scenario Planning Workshop (SPW) (16 - 18 May 2006)• Managing Public Sector Human Resources: Managing Performance in Public(15 - 26 May 2006)• 31 st Senior Chinese Officials Study Visit Programme (16 - 25 May 2006)• High Impact Instructional Design and Delivery for Teachers and Instructors fromthe Indonesian Institute of Quality Education Assurance(23 - 29 May 2006)• Training Management Course for Sichuan Officials(23 May 2006 - 2 June 2006)• Public Service Staff Conference (25 May 2006)• Singapore-France Joint Seminar: Budgetary and Financial Reform(29 May - 2 June 2006)• Benchmarking and Its Challenges (31 May 2006)• Singapore HR Award 2006 Awarded by Singapore Human Resources Institute(31 May 2006)20 Highlights I Civil Service College Annual Report 2006-2007

JUNE 2006• Core Competency Development Project (June 2006)• Enterprise Risk Management Guide (June 2006)• Excellence in Public Administration: The Singapore Journey for Dubai(5 - 9 June 2006)• Strategic L.E.A.D. Programme (7 - 13 June 2006)• 4 th Executive Development Course (EDC) (12 - 23 June 2006)• Guiding Agencies Towards Innovation Excellence (28 June 2006)• Knowledge Management Roadmap (June 2006)• Workshop on International Trade and Business Communication Skillsfor Vietnam (10 - 14 June 2006)• Workshop on Human Resource Management for Vietnam(12 - 16 June 2006)• Workshop on Public Governance and Administration in Singaporefor Vietnam (12 - 24 June 2006)• Workshop on Export Competitiveness Strategies for Cambodia(26 - 30 June 2006)• Workshop on Public Administration Reform for Myanmar(27 June - 7 July 2006)• Economics At Work Workshop (EAW) (28 - 30 June 2006)• Benchmarking Advisory Clinic Session for Public Service Division(29 June 2006)• PSCOE Knowledge Class - KM Implementation Journey: The Roadmapto Success (30 June 2006)Constitutional and AdministrativeLaw Seminar for Principals and Vice-PrincipalsJULY 2006• Jiading Administrative Institute Urban Planning Course (3 - 10 July 2006)• Workshop on Human Resource Programme for Vietnam (3 - 14 July 2006)• 13 th Senior Management Programme (SMP) (3 July - 11 August 2006)• Workshop on Principles of Governance and Structure of GovernmentBhutanese Delegate (4 July 2006)• Benchmarking Advisory Clinic Sessions for National Junior College(4 July 2006)• Public Policy Study Visit by the 2nd Delegation from Western and NorthEastern China (10 July - 5 August 2006)• New Insights Lecture on “Leading People in Times of Change” by ProfessorRonald Heifetz (13 July 2006)• Sichuan Bazhong City Officials Study Visit to Singapore (17 - 18 July 2006)• Workshop on Civil Service Reforms for Cambodia (17 - 28 July 2006)• Investment Training for Senior Indonesian Officials (17 July - 4 August 2006)• Seminar on Human Resource Management in the Civil Service for AfricanCountries (18 - 31 July 2006)• Constitutional and Administrative Law Seminar (19 July 2006)• Learning Journey to Central Provident Fund Board (21 July 2006)• Visit by Officials from Central State Agencies of China (24 - 28 July 2006)• Learning Journey to Singapore Civil Defence Force (25 July 2006)• Singapore - Commonwealth Permanent Secretary Programme: ManagingComplexity in Networked Government (26 July - 2 August 2006)• Fireside Chat with Mr Koh Cher Siang (28 July 2006)Civil Service College Annual Report 2006-2007 I Highlights 21

HighlightsJULY 2006 (continued)• Singapore Quality Class Certification Awarded by SPRING Singapore(31 July 2006)• Developments in Public Policy Seminar (DPPS) (31 July - 4 August 2006)• Training on Special Economic Zones for Senior Officials from The RussianFederation (31 July - 8 August 2006)• Study Visit on Towards Organisational Excellence for Tanzania Officials(31 July - 11 August 2006)Blended National Education SeminarAUGUST 2006• Performance Management for New Supervisors (August 2006)• Blended Human Resource Management in the Civil Service(2 - 3 August 2006)• Study Visit by South African Senior Officials (10 - 11 August 2006)• Policy Forum on “Riding the Camel: Singapore’s Middle East Strategy”(14 August 2006)• Workshop on Public Administration Reform for Laos (14 - 15 August 2006)• Revenue System Development for Laos (14 - 18 August 2006)• Blended Performance Management for New Supervisors (15 - 16 August 2006)• Problem Solving and Decision-Making Skills for Riau Officials(15 - 21 August 2006)• 32 nd Senior Chinese Officials Study Visit Programme (15 - 25 August 2006)• Scenario Planning Workshop (SPW) (16 - 18 August 2006)• Study Visit on Training and Development in the Singapore Public Service(East Java) (21 - 23 August 2006)• Study Visit by Senior Officers from the Government of Bangladesh(21 - 24 August 2006)• 5 th Executive Development Course (EDC) (28 August - 8 September 2006)• Scaling New Heights in Organisational Excellence (31 August 2006)SEPTEMBER 2006• 2 nd Strategic Perspectives Conference on “World•Singapore: SpinningSuccess from Success” (4 September 2006)• Fireside Chat with President (FCP) (5 September 2006)• Building Institutional Capacity for Tanzania Public Service College(4 - 6 September 2006)• Consultancy Project Requested by UNDP South Africa (7 - 9 September 2006)• New Insights Lecture on “Global Imbalances: Why They Matter” by ProfessorMartin Wolf (14 September 2006)• Scenario Planning Workshop (SPW) (20 - 22 September 2006)• PSCOE Knowledge Class - Leveraging Knowledge For Networked Government(21 September 2006)• Workshop on Urban Planning and Development for Laos(25 - 29 September 2006)• Capacity Building and Training Initiative for Officers from Punjab(25 September 2006 - 30 August 2007)• Fireside Chat with Mr Lim Siong Guan (28 September 2006)22 Highlights I Civil Service College Annual Report 2006-2007

OCTOBER 2006• Ethos: Revamped and Launched as a Biannual Journal (October 2006)• Ethos Perspectives (formerly named Governance Alerts): Revampedto Complement Ethos (October 2006)• Singapore HEALTH (Helping Employees Attain Life Time Health) Award 2006awarded by Singapore Health Promotion Board - Gold Recipient(5 October 2006)• 6 th Leaders in Administration Programme (LAP)(9 October - 17 November 2006)• Workshop on Public Administration Reform for Vietnam (2 - 6 October 2006)• Learning Journey to SingPost (9 October 2006)• Study Visit by Shanghai Administration Institute (14 - 18 October 2006)• Benchmarking Advisory Clinic Session for Paya Lebar Airbase(18 October 2006)• New Insights Lecture on “Islam and the West” by Professor John L Esposito(19 October 2006)• Training Programme on “Training and Development in the Public Service”for Vietnam HRD Senior Officials (23 October - 3 November 2006)• Study Visit by the 5 th Central Party School Delegation, China(23 October - 1 November 2006)• Executive Management Development Programme for Macau Delegatesin Macau (24 October - 10 November 2006)• Benchmarking Advisory Clinic Session for Singapore Polytechnic(25 October 2006)• Strategic L.E.A.D. Programme (25 - 31 October 2006)Ethos6 th Leaders in AdministrationProgrammeNOVEMBER 2006• Study Visit by Xiamen Administrative Institute (5 - 12 November 2006)• Training Programme on “Public Administration and Training in Singapore”for Vietnam Senior Trainers (6 - 17 November 2006)• Study Visit by Officials from Dongli District, Tianjin, China(7-8 November 2006)• Policy Forum on “Singapore’s Population Challenge” (9 November 2006)• Study Visit by Officials from Hengshui, China (12 - 25 November 2006)• Executive Management Development Programme for Macau(13 - 19 November 2006)• Blended Cut Red Tape Programme (14 November 2006)• Public Service Exhibition (15 - 19 November 2006)• Roundtable on “Singapore’s Success: Engineering Economic Growth”with Dr Henri Ghesquiere (16 November 2006)• 6 th Executive Development Course (EDC) (20 November - 1 December 2006)• 3 rd Singapore-Commonwealth Advanced Seminar for Senior Budget Officersand Managers (27 November - 8 December 2006)• Study Visit by Officials from Shenzhen Managers’ College, China(27 November - 8 December 2006)• Blended National Education Seminar (29 November 2006)• Learning Journey to 3M (30 November 2006)Public Service ExhibitionCivil Service College Annual Report 2006-2007 I Highlights 23

HighlightsDECEMBER 2006• Balanced Scorecard Guide (December 2006)• Launch of Employee Engagement Refreshing Norms Exercise (December 2006)• Study Visit by Shanghai Administration Institute ( 11 - 15 December 2006)• Developments in Public Policy Seminar (DPPS) (11 - 15 December 2006)5 th Governance and LeadershipProgrammeAsia-Pacific Programme for SeniorNational Security OfficersJANUARY 2007• Value Added Auditing Techniques (January 2007)• High Impact Instructional Design and Delivery for Government Officialsfrom Sri Lanka (3 - 12 January 2007)• Seminar on Speechwriting: The Elements of a Good Speech (5 January 2007)• Employee Engagement in the Public Sector Breakfast Seminar(5 January 2007)• Benchmarking Advisory Clinic Session for Air Force School (9 January 2007)• Strategic L.E.A.D. Programme (10 - 16 January 2007)• 7 th Executive Development Course (EDC) (15 - 26 January 2007)• Study Visit by Senior Officers from the Government of Bangladesh(15 - 18 January 2007)• Benchmarking Advisory Clinic Session for Prisons - 6 Teams(17 - 19 January 2007)• Scenario Planning Forum and Training Workshop for Qatar(21 - 24 January 2007)• Asia-Pacific Programme for Senior National Security Officers(22 - 26 January 2006)• Learning Journey to Subordinate Courts (26 January 2007)• Managing Change in the Singapore Public Service for Officials from theGovernment of Bangladesh (29 January - 9 February 2007)• Better Governance in the Public Sector for Participants from ASEAN Countries(29 January - 9 February 2007)• Economics At Work Workshop (EAW) (31 January - 2 February 2007)• Training Operations and Training Methodologies Reform for Civil ServiceInstitutions for Fujian Provincial Officials (31 January - 14 February 2007)• Strategic L.E.A.D. Programme (31 January - 6 February 2007)24 Highlights I Civil Service College Annual Report 2006-2007

FEBRUARY 2007• Launch of 360 Degree Feedback Exercise for Key Personnel in Schools(February 2007)• Risk Management in a Rapidly Changing Environment (February 2007)• Roundtable on the Middle East “Implications of Shi’a Assertiveness andGrowing Sectarian Tensions in Iraq” with Professor Amin Saikai(2 February 2007)• 5 th Governance and Leadership Programme (GLP)(5 February - 2 March 2007)• Inaugural PS21 Service Excellence Forum (6 February 2007)• Public Sector Reform Course for Senior Officials from Cambodia, Lao PDRand Myanmar (6 - 12 February 2007)• Scaling New Heights in Organisational Excellence: From SQC to SQA(9 February 2007)• Fireside Chat with Minister Lim Boon Heng (23 February 2007)Constitutional and AdministrativeLaw SeminarMARCH 2007• Leadership for Excellence - a Balanced Scorecard Approach to the5 th Element (March 2007)• PSCOE Benchmarking Advisory Services: Short Gleanings from ThreePublic Agencies (March 2007)• Centre for Governance and Leadership set up on 1 March 2007: Launchof CGL Fellowship Scheme and the Distinguished Visitors Programme• Training Programme on ‘Special Economic Zones’ for Senior IndonesianGovernment Officials (5 - 16 March 2007)• Motivating and Managing Different Generations at Work Forum(7 March 2007)• Scenario Planning Workshop (SPW) (7 - 9 March 2007)• Strategic L.E.A.D. Programme (7 - 13 March 2007)• Ethos Perspectives (15 March 2007)• Constitutional and Administrative Law Seminar (19 March 2007)• Joint National Institute of Public Administration (INTAN)-CSC SeniorExecutive Development Programme (19 - 30 March 2007)• Managing in Complexity Series: Roundtable on “Exploration andExperimentation: The Organisational Imperative” with Professor Max Boisot(21 March 2007)• Economics Symposium Series: “Regulation and the Limits of Competition”(23 March 2007)• Economics At Work Workshop (EAW) (28 - 30 March 2007)• Learning Journey to Teckwah Industrial Corporation Ltd (29 March 2007)• Boosting Performance Using The Balanced Scorecard (30 March 2007)PS21 Service Excellence ForumLearning Journey to Teckwah IndustrialCorporation LtdCivil Service College Annual Report 2006-2007 I Highlights 25

Creating a Knowledge HubDriving Research and Thought LeadershipA new emphasis for CSC is to shape and advance policy making, public administration andpublic sector leadership. We achieve this by conducting research and connecting Singapore’spolicy makers with global thought leaders and experts on strategic issues facing theSingapore Public Service.

New Centre for Governanceand LeadershipMoving beyond our traditional focuson codifying and passing downexisting principles and past lessons,the College has embarked on anambitious effort to play a biggerrole in shaping the quality of futurethinking in our Public Service.A new Centre for Governance andLeadership (CGL) was set up on 1March 2007. The new Centre willserve as a node for research anddiscourse on strategic public policy,public administration and publicsector leadership issues facing theSingapore Public Service. It willalso connect Singapore’s policymakers with global thought leadersand experts who can help enrichour quality of policy thinking andleadership.One of the Centre’s key initiatives, theDistinguished Visitors Programme,was designed to engage thoughtleaders from academia, thinktanksand governments to sharetheir insights and experiences. Atypical programme would includesessions such as lectures, roundtablediscussions and networking sessions,all designed to facilitate theexchange of ideas and developmentof networks. Distinguished Visitorscould also call on Cabinet Ministers,hold closed door discussions withsenior government officials andconsult with government agenciesand think-tanks.The New Insights Lecture series,a key event in the DistinguishedVisitor Programme, was opened toinvited public officers and key CSCpartners. The speakers in 2006included Dr Joseph Chamie (formerChief Demographer at the UnitedNations), Mr Ronald A. Heifetz (KingHussein bin Talal Lecturer in PublicLeadership, John F. Kennedy Schoolof Government, Harvard University),Professor Martin Wolf (Associate Editorand Chief Economics Commentator,The Financial Times) and ProfessorJohn L. Esposito (Professor of Religionand International Affairs and of IslamicStudies, Georgetown University).Since its inception, the Centre hasalso established the CGL FellowshipScheme to forge strong links withthought leaders, tap on the richexperiences of policy practitionersand harness the diverse views ofacademics. CGL Fellows would providevaluable guidance for the Centre’sactivities, including its research,publications and programmes.By the end of the year in review, CGLhad appointed three veteran publicsector leaders to be CGL Fellows:• Mr Lim Siong Guan, Chairman of theEconomic Development Board, waspreviously Head, Civil Service andthe Permanent Secretary of variousministries. Mr Lim would focuson leadership and organisationaltransformation issues.• Mr Lam Chuan Leong, Ambassadorat-Largewith the Ministry of ForeignAffairs, had served as PermanentSecretary of various ministries andas Principal Private Secretary tothe Prime Minister. Mr Lam wouldfocus on the application of generalmanagement theories, particularlyin the context of complex systems.• Mrs Lim Siok Peng was formerChief Executive Officer of theNational Heritage Board. She hadserved in various ministries and asPrincipal Private Secretary to thelate President Ong Teng Cheong.She would share her wealth ofexperience and expertise on thehistory of the Public Service.Exchanging Insights withThought LeadersCGL also organised forums androundtables to promote a deeperunderstanding of effective governanceand leadership as well as to generateinnovative solutions and strategies forsocial-economic development. Duringthe year in review, its two inauguralmilestone events were very wellreceived.CGL’s Managing in Complexity Seriesexplored how organisations andleaders could better make sense andreact in a world of uncertainty. On 21March 2007, Professor Max Boisot,Professor of Strategic Managementat the Birmingham Business School,University of Birmingham, conducteda roundtable on “Exploration andExperimentation: The OrganisationalImperative”. The roundtable was ahighly successful and encouragingfirst event for CGL, with oneparticipant commenting that it raised“very sophisticated and provocativequestions”.In the same month, CGL also launchedits Economics Symposium Seriesto enhance the understanding ofeconomics among policymakers.In particular, the Series focused onissues such as the government’s rolein business, regulation, taxation,subsidies, industry promotion, andthe use of market incentives in publicpolicy. The inaugural Symposium,themed “Regulation and the Limitsof Competition”, was held on 23March 2007. It provided a platformfor Singapore’s economic regulatorsto share the evolution of theirpolicies, articulate their regulatoryphilosophies and exchange bestpractices. The event attracted almost200 participants from the publicsector, private sector and academia.Participants commented that itprovided “better understanding ofa topic rarely discussed outside”and that “discussions were openand honest. Not all questions haveanswers, but the first step is to askthem.”The Policy Forum series organised byour Institute of Policy Development(IPD) continued to be popular amongSingapore’s policy makers. In the PolicyForum on “Singapore’s PopulationChallenges” held on 9 November 2006,several agencies presented their jointinitiatives to facilitate the integrationof foreigners working and living inSingapore. The forum emphasised the28 Civil Service College Annual Report 2006-2007

importance of a whole-of-governmentapproach and close inter-agencycoordination to achieve the largernational objective.Codifying and DisseminatingKnowledgeCSC’s sustained commitment toengage in research and publicationsis a critical component of building aknowledge hub.Ethos, our professional journal forpolicy practitioners, was revampedin October 2006. Ethos took on anew look to reflect its positioning asa smart, professional and forwardlookingjournal on governance andpublic policy. The first issue of therevamped biannual Ethos was on thetheme of ageing. Journal contributorsincluded subject experts such asProfessor Norbert Walter of DeutscheBank Research, Dr Sarah Harper ofThe Oxford Institute of Ageing, and DrJoseph Chamie, former United NationsChief Demographer.CSC’s monthly email bulletin,“Governance Alerts”, was alsorevamped and given the new name“Ethos Perspectives”. From October2006, these alerts surfaced the latestdevelopments in public policy andpublic sector governance in topicssuch as Public Diplomacy, NationBranding, New Media, The Future ofInternational Financial Institutions,Making Sense of the Nordic Model andMaking Work Pay.In addition, the Institute of PolicyDevelopment (IPD), Institute of PublicAdministration and Management(IPAM) and Public Service Centre forOrganisational Excellence (PSCOE)continued to pursue researchactively. Our research had expandedknowledge, analysis and insightsinto policies, best practices andcompetencies, which were applied inour milestone and other programmeswithin the College.Harvesting insights from policypractitioners remained the focusfor IPD’s research unit in its questto enhance understanding of publicgovernance and public policyin Singapore. The 21 researchcase studies, discussion papers,background papers and thinkpiecescontinued to be used in CSC’sprogrammes. Most of IPD’s researchproducts during the year in reviewwere featured in the Leaders inAdministration Programme (LAP)and Senior Management Programme(SMP). The wide-ranging topics thatwere addressed - from the challenges ofexporting of public sector governance,whole-of-government coordination,new media, national branding toissues involved in social diversity,labour relations and organisationaltransformation - generated very livelydiscussion among the participants.Senior officers, who had attendedLAP and SMP, commended IPD’sresearch work for its relevance andhigh quality.IPAM’s research unit completed 12research case studies in the areasof best sourcing, human resources,and organisational development andexcellence. Some of them were latershowcased at learning programmesincluding the Strategic L.E.A.D.,Manager L.E.A.D., Human Resource asa Strategic Partner, and PerformanceManagement for New Supervisors(Blended) courses.IPAM also developed two guidebooks,“A Guide to Policy Development”and “WITS Guidebook”, for use in itscourses. To honour and commemoratethe late Mr S Rajaratnam, IPAMtogether with the Public ServiceCommission produced a videodocumenting his contribution toSingapore’s multi-culturalism andforeign policy. This video, used forthe National Education Seminars,received excellent reviews.Similarly, PSCOE research resourceswere found to be highly relevant bypublic agencies. PSCOE developedguides, case studies, reports, researchpapers, tools and templates to fulfilits objective to develop excellentpublic service organisations.Most notable for the year inreview were the following PSCOEpublications: ‘Enterprise RiskManagement Guide’, ‘BalancedScorecard Guide’, ‘SQC/SQA BestPractice Case Reports’, ‘Value AddedAuditing Report’, ‘Balanced ScorecardApproach to Leadership’, a paperon ‘Risk Management in a ChangingEnvironment’ and ‘Benchmarking:Short Gleanings from 3 PublicAgencies’. These resources were alsoshared within the larger CSC familyand with foreign delegations.Mr Lim Siong GuanCGL Senior FellowMr Lam Chuan LeongCGL Senior FellowMrs Lim Siok PengCGL FellowCivil Service College Annual Report 2006-2007 29

Nurturing Core Competencies and Shared PerspectivesGrowing Excellent Public Sector OrganisationsOur holistic suite of programmes aims to develop competent and enterprising publicofficers committed to public service values and national goals. We also aim tohelp build public sector agencies with the capacity and capabilities to achieve totalorganisational excellence.

Blended Cut Red Tape ProgrammeHuman Capital ForumA Best Practice Forumon BenchmarkingA Knowledge Class Sharing Sessionon Knowledge ManagementBuilding Core Public SectorCompetenciesIn 2006, the Institute of PublicAdministration and Management(IPAM) reviewed its entire existingsuite of courses to ensure thatthey were aligned to the variouscompetency frameworks. New courseswere developed, and existing courseswere reviewed for greater relevanceto the public sector. Some coursesthat were no longer relevant wereremoved. In total, IPAM developed 24new courses and revamped 13 existingcourses during the year.To ensure that we build deepcompetence in the business ofgovernment within our public service,IPAM worked closely with relevantlead agencies during the year todevelop Competency Frameworks inthe areas of human resource, finance,and service excellence. Theseframeworks defined the competenciesrequired at different levels andformed the basis for our curriculum.Based on these frameworks, severallearning programmes were developed,revamped or reviewed.In 2006, a pilot of the Core CompetencyFramework for Division 1 Officers wasstarted. IPAM conducted 17 classesof the ”Core Competency Training:Train-the-Supervisor” and 13 classesof the “Core Competency Training:Train-the-Officer” programmes forfive pilot agencies from Septemberto November 2006. These agencieswere the Ministry of Finance, Ministryof Community Development, Youthand Sports, Ministry of Home Affairs,Central Narcotics Bureau and the PublicService Division. In support of thelaunch of the Public Service DivisionCore Competency Framework, wedeveloped new programmes such asthe Performance Management Coursefor New Supervisors (Blended), WritingPolicy Papers and Conveying Changes.In May 2006, IPAM’s EmployabilitySkills System (ESS) was made a coretraining programme for all Division 3officers. This programme was part ofa larger initiative by the WorkforceDevelopment Agency aimed to equipworkers with generic and portableskills. Equipping workers withcompetencies such as workplaceskills, workplace literacy andworkplace numeracy would enablethem to adapt to new job demandsin an ever changing environment.IPAM completed the development ofseven modules in the workplace skillseries and conducted 59 runs for 969participants.In August 2006, IPAM introduced thePerformance Management for NewSupervisors (Blended) as a mandatoryprogramme for new and servingsupervisors with less than three yearsof experience. The objectives of thiscourse are to explain the philosophyand principles of performancemanagement, and to understand andapply the performance managementcycle in sustaining good performance,improving performance and correctingpoor performance.The Cut Red Tape (CRT) Programmewas revamped in November 2006into a blended course, comprising ane-learning module to be completedprior to the one-day seminar. Thechange was intended to facilitateself-paced learning via e-learning andto bring a greater emphasis on crossagencysharing, group discussions andpractice sessions during the seminar.A participant remarked, “It wasinteresting to interact with officersfrom other government ministries andagencies, and learn from them theproblems and solutions in relation tored tape.”Forging Shared Ethosand PerspectivesOther programmes conducted by IPAMbrought public sector officers togetherfor the sharing of perspectives andbest practices. Apart from nurturingcore capabilities, these programmesconnected representatives from allagencies towards shared commonpublic service goals.32 Civil Service College Annual Report 2006-2007

Highlights for the year includedthree large-scale events organisedin collaboration with Public ServiceDivision for senior public sectorofficers. In May 2006, IPAM organisedthe inaugural Public Service StaffConference for more than 1,200Permanent Secretaries, DeputySecretaries, CEOs, Directors and DeputyDirectors from ministries and statutoryboards. The conference was successfulin forging shared perspectives onkey strategic issues and whole-ofgovernmentpriorities faced by thePublic Service. According to oneparticipant, “Presenters provided manynew perspectives on both changingexternal and internal environments thatwe, civil servants need to respond to. Ithas paved the way for the civil serviceto move forward towards a commonvision for Singapore.”In July 2006, the inaugural PublicSector Human Resource Forum wasorganised by Public Service Division.It was attended by 500 participantsfrom Ministries and Statutory Boards,including Permanent Secretaries,Deputy Secretaries, CEOs andDirectors. The theme of the Forum,which featured speakers from boththe public and private sectors, was“The Role of Leaders - Bringing out theBest in Our People”.In February 2007, the PS21Service Excellence Forum “ServiceLeadership - Inspiring and EnablingService Excellence” attracted350 participants to learn fromspeakers from Sentosa DevelopmentCorporation, Accenture, SingaporePolice Force, Central Provident FundBoard and the Singapore TourismBoard. The objectives were to sharebest practices and engage topmanagement in improving servicequality in the Public Service.In November 2006, a revampedNational Education (NE) Seminar wasintroduced to give more emphasis onthe role that the Public Service andits officers play in nation buildingand in emerging national priorities.Before attending the one-day seminar,participants would now undergo e-learning on three modules – Principlesof Governance, Challenges Ahead andEconomic Competition – to enableself-paced learning and enhance thequality of classroom learning.Building Excellent Public SectorOrganisationsBuilding on its earlier successfullaunch, Civil Service CollegeConsultants (CSCC) expanded its workon Employee Engagement Survey(EES) and increased its coverageto 18 public sector agencies. Thecustomised survey instrument,based on a unique Public SectorEngagement Model, helps to identifythe drivers of employee motivation,commitment, and retention in thepublic sector. It has been very wellreceived by participating publicsector agencies.To deepen understanding of employeeengagement and leadership, CSCCorganised forums and seminarsto disseminate the findings. At abreakfast seminar on “EmployeeEngagement in the Public Sector”on 5 January 2007, CSCC togetherwith its strategic partner, MercerHuman Resource Consulting, sharedthe latest findings on Public Sector’sengagement level and key learningpoints. On 7 March 2007, CSCCorganised a forum on “Motivatingand Managing Different Generationsat Work”, where a leading researchershared her findings on the differencesin motivation, aspirations andprofiles of different generations in theworkplace as well as useful insightson the challenges and implicationsfor human resource and leadership.In 2006, Public Service Centre forOrganisational Excellence (PSCOE)actively promoted its roadmaps onorganisational excellence (OE) andknowledge management (KM) topublic agencies. The OE Roadmapwas an expansive guide thatidentified key stages of an OE journeyand provided information and accessto interventions for sustainabilityand growth. The KM Roadmap wasformally introduced to the SingaporePublic Service in 2006 to helpagencies understand their positionin the KM journey, identify challengesand learn how others had successfullyovercome them.To further promote organisationalexcellence in the public sector, PSCOEpublished guides on enterprise riskmanagement and balanced scorecard,reports on best-practice quality andvalue-added auditing and papers onrisk management and benchmarkingduring the year. Working closelywith PS21 Office and selected publicsector agencies, it also developed aset of Minimum Service Standardsfor the Public Service. The set ofstandards would ensure a consistentlevel of service quality to customersand citizens.Recognising that benchmarkingwould provide useful references fororganisational improvements, PSCOEworked on 24 benchmarking projectsfor 10 public agencies during the year.These projects touched on variousareas including operations, humanresource, customer service, trainingand strategic partnership. PSCOEfurther partnered the Centre forOrganisational Excellence Researchin New Zealand to design a trainingand coaching programme for 8 publicagencies. This programme aims tobuild benchmarking as a sustainablecapability among agencies andintroduce a robust and systematicmethodology.PSCOE also organised sharingplatforms targeted at variousgroups. While its Public Service BestPractice (PSBP) forums catered toorganisational excellence championswith our public service agencies, itsKnowledge Classes reached out to awider audience group. Topics coveredduring the year included benchmarking,innovation, knowledge management,service quality, balanced scorecardand enterprise risk management.Civil Service College Annual Report 2006-2007 33

Developing Public Service LeadershipAchieving a Winning EdgeThrough our milestone programmes and training courses, we equip public service leaderswith the essential skills to achieve a winning edge. Our ambition is to nurture bold, forwardlookingand capable public service leaders who champion public service values and serve ournational interests.

6 th Leaders in AdministrationProgrammeStrategic L.E.A.D. Programme13 th Senior Management ProgrammeMilestone Leadership ProgrammesThrough its integrated suite ofdevelopment programmes, workshops,seminars, talks and forums, theInstitute of Policy Development(IPD) helps to nurture an effectiveand forward-looking public sectorleadership. In 2006, we continued toexpand our offerings so as to developmore leaders in the Public Service. Wealso made major enhancements towell-established milestone leadershipprogrammes including the Leadersin Administration Programme (LAP)and Senior Management Programme(SMP).The LAP was revamped with anincreased emphasis on developinga whole-of-government perspectiveand nurturing capacity to driveorganisational change. Besidesinteracting with local andinternational thought leaders inSingapore and learning from oneanother, LAP participants also visitedChina and India to observe the rapiddevelopments taking place in thesecountries. The new course, which wasconducted in October-November 2006,received encouraging feedback fromthe 25 Deputy Secretary and CEOlevelparticipants.An enhanced SMP, with an added focuson the dynamics and challenges oftranslating policy intent into effectiveimplementation, was held from Julyto August 2006. Greater weightagewas also given to building publicconsultation and communicationscapabilities.A 5 th run of the Governance andLeadership Programme (GLP) washeld in January-February 2006,providing director-level public officerswith a strategic overview of the keyissues in government and the factorscontributing to good governance inSingapore. Participants embarkedon a learning journey to the MiddleEast where they were able to witnessfirst hand the rapid development inDubai and Abu Dhabi. According toa participant, “the GLP has certainlyhelped me to better appreciate issuesin governance and policy-making inthe social, economic and securitysectors, and also the pressing needfor Singapore to continue to improvein order to fend off competition fromother countries.”In 2006, the Institute of PublicAdministration and Management(IPAM) launched the StrategicL.E.A.D. Programme that wasdeveloped for supervisors at thesenior assistant director and deputydirector levels. Subsequently, 6runs were held for this five-dayprogramme. Topics covered in theprogramme included strategic humanresource management, fiscal policyand budgeting in the Public Service,policy development processes andpractices. It also included sessionson whole-of-government challengessuch as the aging population and thephenomenon of low wage workers.Other milestone leadership programmesheld during the year included the 25 thFoundation Course (FC) which ranbetween March and May 2006. Theprogramme aimed to help managementassociates gain an understanding ofthe Singapore Public Service and itsvalues. Study trips to selected ASEANcountries immersed participants inthe regional environment within whichSingapore operates.4 runs of the Executive DevelopmentCourse (EDC) organised in the yearhelped broadened the perspectives of145 high-potential Division 1 officers.The sharing of real-world experiencesfrom speakers, resource persons andfellow participants from differentagencies in the Public Service enabledthe participants to understandchallenges in policy making. Aparticipant from the 5 th EDC remarkedthat the EDC “has put into perspectivethe work that I have been doing andhas provided a guide on the mindseta civil servant should adopt whendeveloping policies.”36 Civil Service College Annual Report 2006-2007

To equip public service officers with theessential managerial skills to achievea winning edge, IPAM revamped itsManager L.E.A.D. Programme intothree modules – Strategies, Resultsand People. During the year, 10 runswere conducted for this five-dayprogramme for Assistant Directors,Senior Managers and Managers in thePublic Service.To help public sector undergraduatescholarship holders gain a betterunderstanding of the Public Service’smission, values and broad policyobjectives as well as the challengesof policy making in Singapore,IPD conducted two runs of theDevelopments in Public PolicySeminars (DPPS) in July and December2006. The design of the course wasmodified so that a larger group of 160scholarship holders could take part inthe programme.Engaging with LeadersWorld•Singapore – a new growthstrategy for Singapore driven by thePublic Service – was unveiled to thePublic Service at the 2 nd StrategicPerspectives Conference organisedon 4 September 2006. Launchedby Mr Peter Ho, Head, Civil Service,World•Singapore also emphasisedthe critical role of each public sectoragency in supporting this whole-ofgovernmentmovement.Following its success in 2005, IPDcontinued to organise Fireside Chatswith the President for small groupsof 10 to 15 officers. Participantswere able to learn from PresidentS R Nathan’s rich experiences andinsights on governance in free-rangingdiscussions.Fireside Chats with Public SectorLeaders was another series thatallowed public officers to learndirectly, in small groups, from leaders.On 23 February 2007, Minister LimBoon Heng shared his experiences inleading the labour movement. Otherchats held during the year featured MrLim Siong Guan, former Head of CivilService, and Mr Koh Cher Siang, formerCommissioner of Inland Revenue.Leadership Assessmentand DevelopmentIn the area of leadership development,Civil Service College Consultants(CSCC) expanded its 360-degreefeedback services to more publicservice agencies. 360-degreefeedback exercises were alsoinfused into CSC’s key leadershipdevelopment programmes, such asthe Senior Management Programme(SMP), Governance and LeadershipProgramme (GLP) and ManagerL.E.A.D. Programme, so as toprovide participants with a greaterunderstanding of their strengths anddevelopment needs. To facilitate thejourney of these participants towardsself-development, CSCC continued toupgrade and update its 360-degreefeedback instruments includingdeveloping individual developmentguides for various levels.In the talent assessment area,CSCC has an established history ofconducting scholar assessments forthe Public Service Commission andmany other public sector scholarshipawarding bodies, including theMinistry of Education, CentralProvident Fund Board, Agency forScience, Technology and Research,Infocomm Development Authority ofSingapore, and Ministry of Defence.CSCC also assisted agenciessuch as the Ministry of Education,Ministry of Foreign Affairs, CentralProvident Fund Board, and CorruptPractices Investigation Bureau inthe assessment of talent for keylevelpositions. In total, CSCCassessed some 2,400 scholarshipapplicants and 1,600 applicants forkey positions in 2006. At the sametime, CSCC also initiated an auditof its psychometric test batteriesand processes, to ensure continuedrelevance and value.Manager L.E.A.D. Programme25 th Foundation CourseCivil Service College Annual Report 2006-2007 37

Becoming a Centre of ExcellenceConnecting with the WorldTo be a Centre of Excellence, we continue to forge collaborations withinternational partners. By promoting the fruitful exchange of ideas andexperiences across borders, the College promotes mutually beneficiallearning and cooperation in governance.

Launch of CSC International AlumniAssociation in Hanoi, VietnamAlumni Gathering in VietnamPublic Adminstration and TrainingProgramme for Vietnam SeniorTrainers in SingaporeConnecting to the WorldCivil Service College International(CSCI) is CSC’s international armwhich aims to share Singapore’sexperience in governance andpublic sector reforms with othergovernments around the world. In2006, CSCI trained about 3,200international participants in the areasof public administration, governanceand leadership.ASEANTo further our engagement with ourneighbours, CSCI conducted the‘Challenges in Policy Development’programme for participants fromvarious ASEAN countries in November2006. This programme, which wasorganised under the auspices ofthe Singapore Cooperation TrainingProgramme ASEAN Training Awards,allowed participants to learnabout Singapore’s experiences andchallenges in the area of policydevelopment. The exchanges betweenparticipants facilitated sharing ofinsights and information about policydevelopment in their countries.CSCI also organised the ‘BetterGovernance in the Public Sector’programme in January 2007. Thisprogramme was jointly sponsoredby the Singapore Ministry of ForeignAffairs and AusAID. Apart fromlearning about Singapore’s efforts tocombat corruption and to improvegovernance, the participants benefitedfrom a different perspective from itsguest speaker, an Australian expert.In March 2007, CSCI partneredwith the National Institute of PublicAdministration (INTAN), Malaysiato conduct the 2 nd Senior ExecutiveDevelopment Programme (SEDP).The programme enabled publicofficers from Malaysia and Singaporeto network and gain insights into thecivil service systems on both sides.Participants spent a week in eachcountry, learning about key systemsin both countries and discussingcommon challenges.ChinaIn October 2006, CSCI played hostto the 5 th Central Party School (CPS)Visit Programme. This programmeprovided an exposure to systemsand practices in other countries forsenior cadres from all over China. Thedelegation was led by Mr Li Shu Lei,Member of the Governing Board andDirector-General, CPS.In its fifth run, the programmewas themed “Governance and aHarmonious Society”. Delegatesvisited relevant governmentministries and statutory boardsduring their week in Singapore,including the Ministry of CommunityDevelopment, Youth and Sports,Ministry of Education, Ministry ofHealth, Housing and DevelopmentBoard and People’s Association.The delegates also participatedin dialogue sessions with severalMinisters, Permanent Secretaries andMembers of Parliament.South AsiaCSCI was awarded a one-yearcontract by the Government ofPunjab, Pakistan, with the supportof the Asian Development Bank, toconduct a Capacity Building andTraining Initiative (CBTI) for itsofficers. One aspect of the CBTIfocused on the design and delivery ofcustomised training programmes forfour Government Departments withinthe Government of Punjab: Planningand Development Department,Services and General AdministrationDepartment, Finance Departmentand Management, and ProfessionalDevelopment Department. The otheraspect involved a capacity buildingproject for the Management forProfessional Development Department(MPDD), a training institution forprovincial government officers.Further extending our reach intoSouth Asia, CSCI hosted a group oftrainers from Sri Lanka for a ‘Trainingof-Trainers’Programme in January2007. Sponsored by the Sri Lanka-German Development Cooperation,this programme provided training toa pool of trainers from the TsunamiHousing Support Project.40 Civil Service College Annual Report 2006-2007

In addition, CSCI conducted eight runsof ‘Managing Change for the SingaporePublic Service’ for officers from theGovernment of Bangladesh. The twoweekprogramme formed the regionalcomponent of a longer six-weektraining programme conducted bythe Bangladesh Public Administrationand Training Centre, in collaborationwith the British Council and HELMCorporation. The programme wasalso supported by the UK Departmentfor International Development.Africa and the Middle EastIn 2006, CSCI extended its reach intoAfrica and the Middle East.CSCI worked with the JapanInternational Cooperation Agency(JICA) and the Office of the Head ofCivil Service in the Republic of Ghanaon a Technical Cooperation Projectfor Capacity Development of theGovernment Administration Project.The consulting team conducted aneeds assessment which led to thedesign and development of a fullsuite of programmes to enable theGhanaian Civil Service to develop thecapacity for sustainable developmentof its public service training.Another project involved workingwith the Planning Council of theState of Qatar to conduct a highlevelScenario Planning Forum from21 to 24 January 2007. The Forumwas attended by Ministers, GeneralManagers and Directors from variousministries and government-linkedcompanies from Qatar. Followingthis, CSCI held an intensive three-dayworkshop for middle to senior levelgovernment officials, to train them onthe underpinnings and componentsof the scenario planning process.Noting that both the forum and theworkshop were well received, SheikhHamad bin Jabor Al-Thani, Secretary-General of the Planning Council,commented that the programmeoffered an excellent opportunity forQatar’s policy makers to familiarisethemselves with the Singapore-modelof strategic planning.Launch of CSC InternationalAlumni AssociationFinancial year 2006 marked themilestone establishment of ourCivil Service College InternationalAlumni Association. This enables usto stay connected to and engage ourinternational alumni on good practicesin the business of government. Thelaunch of our International AlumniAssociation took place in Hanoi,Vietnam, on 2 March 2007. It wasgraced by Dr Nguyen Ngoc Hien,former Vice Minister from the Ministryof Home Affairs, Vietnam.New Memorandums ofUnderstandingA key area of importance is theforging of partnerships with publicservice agencies and public servicetraining institutions around the world.During the year, CSC concluded amemorandum of understanding(MOU) with the Russian Academy ofPublic Administration (RAPA) underthe Administration of the President ofthe Russian Federation.This MOU signalled the beginningof a collaboration which couldinvolve the exchange of experiencesand expertise on the professionaldevelopment of public officersthrough staff exchanges, publicationexchanges, joint seminars and otheractivities. The agreement was signedby Mr Chan Heng Kee, Dean and CEOof Civil Service College, and Dr V.Egorov, President and Rector of RAPAin Moscow on 26 April 2007.With this latest agreement, RAPAjoined a list of other renownedinstitutions with bilateral cooperationwith CSC. MOUs on cooperationwere signed with the Institute ofAdministrative Development of Qataron 23 March 2006, the Planning andDevelopment Department on behalfof the Government of Punjab on 27April 2006, Tanzania Public ServiceCollege on 27 April 2006 and theRoyal School of Administration ofCambodia on 7 September 2006. CSCalso signed an MOU with the PublicAdministration Institute within TheKingdom of Bahrain on 21 November2006.Signing of MOU with RussianAcademy of Public AdministrationCivil Service College Annual Report 2006-2007 41

Financial HighlightsFinancial Year 2006Assets By Major CategoriesRevenue By Major Categories2006S$’m2005S$’m2006S$’m2005S$’mProperty, plant and equipment 2 2Trade and Other Receivables 6 5Cash and Cash Equivalents 21 18Investment 14 15Total 43 40Training 27 30Consulting 8 5Research 2 1Other Revenue 3 3Total 40 39Liabilities By Major CategoriesExpenditure By Major Categories2006S$’m2005S$’m2006S$’m2005S$’mTrade and Other Payables 9 12Contribution In Lieu of Tax 1 1Total 10 13Capital / Reserves By Major Categories2006S$’m2005S$’mReserves and Retained Surplus 33 27Total 33 27Manpower 15 13Training Related 9 10Maintenance 5 5Rental and Utilities 3 3Depreciation 1 1Office Supplies and Materials 1 1Total 34 3342 Financial Highlights I Civil Service College Annual Report 2006-2007

Training and Consultancy StatisticsFinancial Year 2006Total Figures For All Business UnitsTraining Hours (Local)829,290Training Hours (International)128,845Training Hours (e-Learning)37,430No. of Unique Participants (e-Learning)6,683No. of Unique Participants (Division 1)19,666No. of Unique Participants (Division 2)7,645No. of Unique Participants (Division 3)8,218No. of Unique Participants (Division 4)1,236No. of Unique Participants (Others)465No. of Unique Participants (International)3,258Consultancy Projects (Local and International)80Civil Service College Annual Report 2006-2007 I Training and Consultancy Statistics 43

PartnersFinancial Year 2006(Public Service Leadership, Public Service Officers at all levels,Public Service Organisations, Public Services of Foreign Countries)Singapore Ministries and Statutory BoardsAmerican Productivity & Quality CenterAsia Europe FoundationAsian Development BankBahrain Management SocietyCanadian School for the Public ServiceCentre for Good Governance, Hyderabad, IndiaCentre for Organisational Excellence ResearchChina Association of International Exchange of PersonnelCivil Service Institute, Brunei DarussalamCivil Service Training Institute, ThailandCollege of Management in Agriculture and Rural Development, VietnamCommonwealth Association for Public Administration and ManagementCommonwealth SecretariatDubai Institute for Human Resource DevelopmentDubai WorldEconomic Society of SingaporeFinancial TimesGlobal Development Learning Network - East Asia & the Pacific AssociationInstitute of Administrative Development, QatarInstitute of Policy StudiesJapan Council of Local Authorities for International Relations JapanInternational Cooperation AgencyKPMG Business AdvisoryLee Kuan Yew School of Public PolicyMercer Human Resource ConsultingNanyang Technological UniversityNational Institute of Public Administration, VietnamNational Institute of Public Administration, MalaysiaNational Institute of Public Administration, Timor LesteNational Trades Union CongressNational University of SingaporePlanning and Development Department of the Government of Punjab, PakistanPS21 Office, Public Service Division, Prime Minister’s OfficePublic Service Division, Prime Minister’s OfficeRoyal School of Administration, CambodiaRussian Academy of Public AdministrationS Rajaratnam School of International StudiesShanghai Administration InstituteTanzanian Public Service CollegeTemasek PolytechnicThe Public Administration Institute within the Kingdom of BahrainUK School of GovernmentUnited Nations Development ProgrammeWharton School of the University of PennsylvaniaThe World BankCivil Service College Annual Report 2006-2007 46

Corporate InformationDate of Incorporation1 October 2001AuditorsFoo Kon Tan Grant Thornton47 Hill Street #05-01,Singapore Chinese Chamberof Commerce & Industry BuildingSingapore 179365BankersDBS Bank Ltd6 Shenton Way #38-00DBS Building Tower OneSingapore 068809

Institute of Policy DevelopmentCentre for Governance and LeadershipInstitute of Public Administration and ManagementCivil Service College ConsultantsPublic Service Centre For Organisational ExcellenceCivil Service College International31 North Buona Vista Road Singapore 275983Tel : +65 6874 1733 Fax : +65 6874 1735Website: http://www.cscollege.gov.sgEmail: cscollege@cscollege.gov.sg