2010-2011 - Civil Service College

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Civil Service College, SingaporeContinuing Efforts to Boost International StandingIn FY2010, CSC continued to strengthen its international standing through strategic collaborations withforeign and local institutions. CSC International trained over 4,400 foreign officials, mainly from East Asia,South Asia, Central Asia, the Middle East and Africa. CSC further deepened its relationships with membersof the international community through the signing of a series of Memorandums of Understanding (MOUs)to contribute to capacity-building for foreign public services and institutions. Some of the MOUs signedincluded agreements between CSC and the Public Administration and Civil Service Bureau of Macao andthe Tianjin Administrative Institute.BUILDING UP CSC’S CAPACITY BASEInvesting in Professional Development of StaffIn FY2010, CSC continued to invest in the professional development of staff through a range of trainingprogrammes and sponsorships aimed at deepening core competencies. Beyond the training opportunitiespresented in officers’ professional development roadmaps, officers were strongly encouraged to exploreand experiment with new learning tools in programmes. One of CSC’s new learning tools, Kirkpatrick’s4 Levels of Evaluation, gave rise to the formulation of a set of learner-centric evaluation questions forprogrammes and seminars, which was adopted across CSC. This re-orientation of programme evaluationhelped to ascertain learning effectiveness and impact, and to sharpen design and delivery of trainingprogrammes.Growing and Safeguarding Intellectual CapitalCSC sought to grow its intellectual capital through extensive use of research papers in programmes andpublications. Ethos Insights was an example of a publication launched by CSC in FY2010. A bi-monthlybulletin, it provided a platform for CSC to showcase products and disseminate key take-aways from lecturesor programmes to a wider audience, including the academia and the private sector.In addition, CSC successfully engaged many thought leaders from diverse fields to share their knowledgein programmes and seminars. These engagements with external experts not only strengthened CSC’sintellectual capacity but also helped to grow its network beyond the Public Service and increase its profileas an institute of learning and development.CSC stepped up efforts to increase accessibility of in-house materials to staff. Leveraging technology,CSC set up The Learning Studio, a centralised repository and reference site for learning design. LIBRIS,an electronic catalogue system of CSC’s Resource Centre, was also launched to enable sharing of CSCauthoredmaterials such as case studies and audio recordings.Focusing on risk management, CSC improved copyright protection of intellectual property through theestablishment of a centralised Intellectual Property (IP) Desk which oversees policies and practices tosafeguard CSC’s IP rights.8 www.cscollege.gov.sg
Annual Report 2010 - 2011CREATING A TOTAL PUBLIC SERVICE EXPERIENCEEngendering Shared Perspectives and IdentityCSC took deliberate steps to provide public officers with enriching experiences to reaffirm a sense of prideand affinity towards the Public Service. To educate officers on the history of the Public Service and to instila sense of pride in serving Singapore, CSC collaborated with Public Service Division to develop the PublicService Heritage Gallery, an exhibition profiling stories of public officers and showcasing the milestonesof the Public Service across the decades. A mobile version of the Gallery also went on a well-received touracross some 30 government agencies in Singapore. The tour was done in conjunction with the launchof the Public Service book, titled “Pioneers Once More: The Singapore Public Service 1959-2009”. CSCalso co-organised the Public Service Week Learning Festival and the Public Service Staff Conference. Thesewide-reaching events helped to reinforce Public Service values and strengthen the learning culture in theService.Integrating Purposeful Reflection on Public Service ValuesIn CSC’s leadership programmes, effort was taken to integrate and facilitate discussions on Public Serviceethos and values. This provided participants with opportunities to reconnect with their decision to embarkon a career in the Public Service. New sessions on Public Service ethos were incorporated into seniorlevelprogrammes such as the 8th Leaders in Administration Programme and the 17th Senior ManagementProgramme. For younger officers, CSC encouraged exploration of topics on values and ethos alongsidediscussions on Singapore’s Principles of Governance.www.cscollege.gov.sg9
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2010-2011 - Civil Service College

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