civil service college annual report for the year … · 2018-09-11 · civil service college annual...

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.

Professor Ang SoonGoh Tjoei Kok Chair &Professor in Management, Head, Division of Strategy,Management and OrganisationNanyang Business School Nanyang Technological University

Mr Cyril ChuaManaging Director, Robinson LLP

Mr Aubeck KamPermanent Secretary,Ministry of Manpower

RADM (NS) Joseph LeongDirector,Ministry of Defence

Ms Shirlene NoordinManaging Director,Phish Communications Pte Ltd

Mr Mohammad Shariq BarmakyRegional Managing Partner & Audit Leader, Deloitte and Touche LLP (Singapore)

Ms Stephanie GaultManaging Director, Accenture Management Consulting

Dr Lee Shiang LongPresident,Land Systems, ST Engineering

Mr Gabriel LimPermanent Secretary,Ministry of Communications and Information

Mr Pang Kin KeongPermanent Secretary, Ministry of Home Affairs

Professor Richard Raymond SmithProfessor of Strategic Management (Practice) & Associate Dean (General Management Programmes), Singapore Management University

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

Ms Yong Ying-I (Chairman)Permanent Secretary, Public Service Division,Prime Minister’s Office

Permanent Secretary (National Research &Development), National Research Foundation,Prime Minister’s Office

Ms Ong Toon HuiDeputy Secretary (Transformation),Public Service Division, Prime Minister’s Office

Dean & Chief Executive Officer, Civil Service College (CSC)

BOARD OF DIRECTORS(AS AT 31 MARCH 2018)

TA B L E O F C O N T E N T S

ABOUT CIVIL SERVICE COLLEGE

Mission, Vision and ValuesOrganisation Structure & Senior Management TeamMajor Shareholder of Subsidiary Companies

KEY ACCOMPLISHMENTS

At a GlanceThe Year in Review

LOOKING AHEAD

Our Strategic Focus

CORPORATE INFORMATION

Financial SummaryOrganisational PartnersCorporate Results

1011

17

202122

678

6Annual Report 2017-2018 | Civil Service College

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 themIntegrity: Uphold truth and fairness

Excellence: Strive to always do better


Ms Ong Toon Hui | Dean & CEOMr Roger Tan | Assistant CEO (Corporate) Mr Patrick Lau | Assistant CEO (Strategy)

DEAN’S OFFICE

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 DirectorMr 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 DirectorMr 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

INSTITUTES

ORGANISATION STRUCTURE &SENIOR MANAGEMENT TEAM

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


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)

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

Human Resource (HR)Cultivate engaged and committed staff, develop professional competencies, promote best HR

practices and maintain sound corporate governance.

Mr Spencer Heng | Director

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

Name of Subsidiary Company % Shareholdings in Company

CSC International Pte. Ltd. 100%

Learning Futures Group (LFG)Nurture conditions for continual experimentation and innovation in learning design and technology.

Ms Eleanor Ng | Head

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

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

CORPORATE SERVICES


2

CSC’S ENABLERS

Strengthen partnerships to develop and curate learning

Support organisation transformation

Innovative & impactful learning interventions

Develop tech-enabled learning

Simulation-based learning

Personalised & workplace-based learning

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

Milestone programmes

Skills programmes

Conferences & learning events Research

Communities of practice

Inter-agency projects

Develop new leadership skills

Deepen domain capabilities

Develop capabilities to support digital

government

Enable innovation and enterprise

Work as One Public Service

Understand our customers

Develop our People Develop staff capabilities

Apps, micro-videos, e-learning, and other bite-sized digital learning

Proof-of-concept projects for digital learning

Team-based learning

Consultancy & advisory services

New delivery models through partnerships

New organisational partnerships

STRATEGIC THRUST 3 Strengthen organisation

STRATEGIC THRUST 2 Innovate and Deliver Effective Interventions

STRATEGIC THRUST 1 Develop Public Service Capability

Integrating data to develop customer insights1

4

Raise productivity and maintain good governance

Deepen One-CSC culture Culture of innovation

Technology-enabled business processes3


THE YEAR IN REVIEW

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.

BUILDING A CAPABLE AND COMMITTED PUBLIC SERVICE

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.

TRANSFORMING TO INCREASE OUR IMPACT

Meeting expectations as the central training institution for the Public Service:

FY 2017

of public officers agreed or strongly agreed that CSC met their expectations as the central

training institution for the Public Service.

77%FY 2016 75%

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.

of agencies agreed or strongly agreed that CSC met their expectations as the central training

institution for the Public Service.

81%77%

Public officers Public agencies


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

• Strengthening citizen-centric service through developing service leadership, strategy, and organisational capabilities through a suite 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.

Peter Ong, Head of the Singapore Civil Service, speaking at the 4th Behavioural Exchange

International Conference, June 2017

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 Services.

3D scanning and printing technique by 3D Arts Concept, January 2018


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 management, public engagement, human resource and organisation development.

In August 2017, participants of the 10th Leaders in Governance Programme visited CREATE, an international research campus and

innovation hub at the National University of Singapore.

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 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.

ManagersFirst Learning App


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.

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).

Determining the learning objects to be produced for Digital Learning Platform, October 2017

Certification Programme in Enforcement Operations and Management, a 6-module partnership between

Civil Service College, Temasek Polytechnic and Temasek SkillsFuture Academy, October 2017

Engagement session with CSC Associates in partnership with Institute of Adult Learning (IAL),

March 2018


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

Abhilash Murthy, a young entrepreneur whoshared his story on how he developed the BusUncle chatbot at CSC Townhall, November 2017

CSC-Beyond Social Services Iftar dinner organised for Ghim Moh residents, June 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.

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.


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.

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

FOUR PRIORITY AREAS


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 agenciesSensitising public officers to key political, economic and social developments in the regionReviewing public policy curriculum and introducing new intermediate programmesStrengthening 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 agenciesEmployee 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 the next phase of our Public Sector Transformation journey. As 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.

[email protected], A one-stop digital learning platform


Assets

Property, plant and equipment and intangible assetsTrade and other receivablesCash and cash equivalentsHeld-to-maturity financial assets

Total

FY2017S$’m

5.2

21.533.126.2

86.0

FY2016S$’m

2.4

6.346.926.2

81.8

Liabilities

Trade and other payables

Total

FY2017S$’m

23.2

23.2

FY2016S$’m

20.4

20.4

Capital and Reserves

Capital and reserves

Total

FY2017S$’m

62.8

62.8

FY2016S$’m

61.4

61.4

Dividend

Dividend

Total

FY2017S$’m

0.8

0.8

FY2016S$’m

0.2

0.2

TrainingConsultancyGovernment operating grantsOther operating income

Total

FY2017S$’m

49.05.319.91.9

76.1

FY2016S$’m

48.78.019.82.0

78.5

Revenue

Staff and related costsTraining and consultancy related costsMaintenance, other professional services and other expensesRental and utilitiesDepreciation of property, plant and equipment and amortisation of intangible assetsOffice supplies and materialsContribution to Consolidated Fund

Total

FY2017S$’m

36.722.1

9.8

3.40.9

0.70.4

74.0

FY2016S$’m

36.522.1

9.1

3.20.7

1.01.0

73.6

Expenditure

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

FINANCIAL SUMMARYAs at 31 March 2018


ORGANISATIONAL PARTNERSSINGAPORE MINISTRIES AND STATUTORY BOARDS

INTERNATIONAL PARTNERSMiddle East• Bahrain, Institute of Public Administration• Jordan, Ministry of Public Sector Development• Kuwait, Civil Service Commission• Oman, Ministry of Civil Service• Oman, Institute of Public Administration• Oman, Diwan of Royal Court• Qatar, Qatar Leadership Centre• Qatar, Institute of Public Administration• Saudi Arabia, Human Resources Development Fund• UAE – Abu Dhabi, General Secretariat of the Executive

Council• UAE, Government of Ras Al Khaimah

South Asia• Bhutan, Royal Civil Service Commission• India, Department of Personnel and Training• India, Lal Bahadur Shastri National Academy of

Administration• India, Ministry of Finance• India, Nagpur National Academy of Direct Taxes• India, Sardar Vallabhbhai Patel National Police

Academy• Sri Lanka, Institute of Development and Administration• Sri Lanka, Prime Minister’s Office• Sri Lanka, Ministry of Health, Nutrition and Indigenous

Medicine• Sri Lanka, Judges Institute

East Asia• China, Party School of the Central Committee of C.P.C.

(Chinese Academy of Governance)• China, Executive Leadership Academy Pudong• China, Executive Leadership Academy Yan’an• China, Executive Leadership Academy Jinggangshan• China, Chongqing Administrative Institute• China, Guangdong Human Resources & Social Security

Bureau• China, Guangdong Institute of Public Administration• China, Hong Kong Civil Service Bureau• China, Hubei Administrative Institute• China, Macao Public Administration & Civil Service

Bureau• China, Ministry of Housing and Urban-Rural

Development• China, Shanghai Administrative Institute• China, Shenzhen Managers College• China, Suzhou Industrial Park Software Project Office• China, Tianjin Administrative Institute• China, Zhejiang Administrative Institute

• Japan, Ministry of Economy, Trade & Industry• Korea, National Human Resource Institute

Central Asia• Government of Tatarstan• Russian Presidential Academy of National Economy and

Public Administration• Kazan Federal University• Moscow Metropolitan Governance University

Africa• Botswana, Department of Public Service Management• Botswana, Public Service College• Government of Gabon• Gabon, Public Service and National Administration

School• Ghana, Civil Service Training Institute• Mozambique, Higher Institute of Public Administration• South Africa, Department of International Relations

and Cooperation• Tanzania, Local Government Training Institute

South East Asia and the Pacific• Australia and New Zealand School of Government• Brunei, Civil Service Institute• Brunei, Yayasan Sultan Haji Hassanal Bolkiah• Cambodia, Ministry of Civil Service• Cambodia, Royal School of Administration• Indonesia, National Civil Service Agency• Indonesia, National Institute of Public Administration• Indonesia, Otoritas Jasa Keuangan• People’s Democratic Republic of Laos (Lao PDR),

Ministry of Home Affairs• Lao PDR, Public Administration, Research and Training

Institute• Lao PDR, National Academy for Political and Public

Administration• Lao PDR, Central Party Committee for Organisation and

Personnel• Institute of Public Administration• Malaysia, National Institute of Public Administration• Malaysia, Razak School of Government• Myanmar, Union Civil Service Board • Thailand, Civil Service Training Institute• Thailand, Office of Civil Service Commission• Vietnam, Communist Party of Vietnam Central

Inspectorate• Vietnam, Ho Chi Minh National Academy of Politics and

Public Administration• Vietnam, National Academy of Public Administration• Vietnam, Monitoring Office of Programme 165

INTERNATIONAL ORGANISATIONS• Asian Development Bank• Chilean International Cooperation Agency (AGCI)• Korea International Cooperation Agency• Temasek Foundation Connects

• Temasek Foundation International• United Nations Development Programme• United Nations


CORPORATE RESULTS

No. of unique participants

No. of research pieces

Participants’ satisfaction rating

106

Percentage of participants who agreed or strongly agreed that they were satisfied with the training programme

Learning impact rating

No. of Training programmes

432International

Milestone programmes

95%Non-milestone

programmes

93%Internationalprogrammes

96%

No. of projects

64

CONSULTANCY

RESEARCH

TRAINING

Percentage of consultancy projects rated as having achieved their intended outcomes

100%

89%Percentage of participants who agreed or strongly agreed that their learning has been enhancedby the use of CSC’s research products

3,49134,418Singapore

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No part of the Materials may be reproduced, copied, reverse compiled, adapted, distributed, commercially exploited, displayed or transmittedin any manner or by any means or stored in any information retrieval system without prior written consent of Civil Service College, Singapore.

civil service college annual report for the year … · 2018-09-11 · civil service college annual...

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