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| To find out more about the role of any department, click on the department name in the organisation chart. |
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Communications & International Relations
The Communications and International Relations Department manages both internal communications within the Public Service as well as external communications with PSD's customers. This is achieved through a consultative approach and clear communication of PSD's policy rationale and intent.
The department also spearheads PSD's international relations efforts, working closely with the Civil Service College and other government agencies. |
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Corporate Services
The Corporate Services Department (CSD) provides the operating framework to achieve organizational excellence in PSD through effective use of resources in the areas of people management, finance and general administration as well as implementation of corporate initiatives.
By working closely with other PSD departments, CSD ensures that the entire organisation is aligned with PSD's vision, mission and values. It aims to nurture a dynamic work culture that draws the best from its people, practices financial discipline and maintains effective processes and workflow. |
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Information Technology
The Information Technology Department strives to streamline processes and improve work flow by delivering first class IT infrastructure and applications, as well as synergising technology components, systems and information.
In doing so, PSD departments may harness IT to enhance convenience, efficiency and overall effectiveness. |
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Leadership Development
The Leadership Development Department ensures that there is a steady and continued stream of talent to lead the Public Service. This is achieved through identifying, developing and managing the pipeline of public sector leaders. Through progressive compensation and performance management policies, we attract and retain talent in the Civil Service.
The department also promotes the exchange of best HR practices amongst government agencies, so as to deepen talent management capability in the Civil Service.
Click here to find out more about talent management in the Public Service. |
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Personnel Policy
The Personnel Policy Department aims to position the Civil Service as a competitive, innovative and forward-looking employer. To achieve this, it develops and implements progressive, competitive and flexible HR policies and management practices for government agencies. This enables the Civil Service to better manage its human resources and recruit and retain its share of talent.
The department also endorses a work environment where challenging opportunities are available for all public officers to maximise their potential and build their capabilities.
Click here to find out more about talent management in the Public Service. |
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Public Service Commission Secretariat
The Public Service Commission (PSC) was constituted in 1951 as an independent organ of state to appoint, promote, transfer, dismiss and exercise disciplinary control over public officers. Its statutory functions focus on appointing and promoting top talent in the Civil Service. It also administers the rules and regulations governing the code of conduct to ensure that a high standard of conduct is upheld among its public officers. One significant non-statutory role of the PSC is the award of PSC scholarships for undergraduate studies. It identifies and grooms the best and the brightest as potential leaders of the Civil Service.
The PSC Secretariat provides secretariat support to the PSC. The Secretariat also assists in the formulation of scholarship policies as well as the branding and marketing of PSC scholarships. In addition, it helps to manage and develop the scholars during their university studies. |
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PS21 Office
The PS21 Office is in charge of driving the Public Service for the 21st Century (PS21) movement, which was started in 1995 to build the capacity of the Public Service to anticipate change, welcome change and execute change efficiently and effectively. The objectives of the PS21 movement are to nurture an attitude of service excellence and foster a suitable environment for continuous change for greater efficiency and cost effectiveness, through the use of modern management tools and techniques, while also keeping in mind the morale and welfare of public officers.
The PS21 Office works together with public organisations to promote the PS21 vision and values across the Public Service through initiatives such as the Pro-Enterprise Panel (PEP), Cut Red Tape (CRT), and the Zero-In Process (ZIP). It also supports the Public Service Committees dedicated to driving the PS21 movement through the areas of People, Systems, and Citizens & Customers.
The PS21 Office also runs The Enterprise Challenge (TEC), a programme that encourages innovation in the Public Service by providing financial support and test beds for projects that have the potential to create value or bring about significant improvements in the Public Service. |
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Strategic Policy Office
The Strategic Policy Office (SPO) serves to build a progressive and forward-looking Public Service. By analysing the potential impact of future trends on Singapore, SPO develops strategic planning capabilities across the Public Service and helps to shape whole-of-government policy to deal with the challenges in an increasingly complex environment.
To do this, SPO is organised into the Futures Unit and the Strategy Unit.
The Futures Unit runs national-level scenario planning exercises every two to three years. It also leads or facilitates smaller-scale scenario studies on more focused topics. On the capacity building front, Futures Unit provides training and consultancy services to public sector agencies who wish to use scenario planning for long-term policy and strategy development.
The Strategy Unit has responsibility for developing and managing the whole-of-government strategic planning cycle, and coordinating and driving strategic policy issues of an inter-agency nature. It facilitates collaboration through cross-agency studies and drives whole-of-government initiatives serving our national strategic objectives. One of the key initiatives currently being pursued and driven is World•Singapore.
To find out more about SPO and its work, click here. |
External Projects Office
The External Projects Office (EPO) supports the World•Singapore Action Team on Exporting of Public Sector Capabilities (X-PSC). X-PSC is an inter-agency team which aims to catalyse export activities in the Singapore Public Sector to generate new value for Singapore. EPO's activities are guided by X-PSC and it works closely with the Singapore Cooperation Enterprise (SCE) and other partners to bring about changes that would enhance the public agencies' readiness to export their capabilities.
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Civil Service College
The Civil Service College (CSC) plays a unique role in developing strategic and leadership capacity for the Singapore Public Service. It is a Statutory Board under the Public Service Division (PSD), Prime Minister's Office.
CSC partners the Public Service Division and other government agencies to deliver practitioner-focused programmes which build core public sector competencies. Our vision reinforces our identity as a key central agency and speaks of our role to serve as a catalyst for thought leadership in the business of government.
We aim to build leadership and skills, nurture shared ethos and perspectives that are in sync with the emerging developments and trends. We seek to enhance the capacity of Public Service officers by exploring new opportunities for development. CSC continues to forge a tightly-knit partnership with Ministries and other agencies as part of a networked government. | |
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