people excellence award 2016 - enterprise singapore · 2018-12-07 · people excellence award...
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People Excellence Award 2016Executive Summary Report
People Excellence Award 2016
C O N T E N T S
2 OrganisationProfile • Rolesandfunctions • EmployeeProfile • Challenges
3 Leadership • SeniorLeadership • OrganisationalCulture • CorporateGovernanceandSocialResponsibility
5 Customers • CustomerRequirements • CustomerExperience • CustomerSatisfaction
7 Strategy • StrategyDevelopment • StrategyImplementation
8 People • HumanResourcePlanning • EmployeeLearningandDevelopment • EmployeeEngagementandWell-Being • EmployeePerformanceandRecognition
12 Processes • InnovationCapabilities • ProcessManagement
15 Knowledge • KnowledgeManagement • AnalyticsforPerformanceManagement
18 Results • CustomerResults • FinancialandMarketResults • PeopleResults • OperationalResults
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People Excellence Award 2016
ORGANISATION PROFILE
DSTAwasformedasastatutoryboardundertheMinistryofDefence(MINDEF)in2000.Itprovidesleading-edgetechnologicalsolutionstotheSingaporeArmedForces(SAF)forthedefenceandsecurityofSingapore.
RolesandFunctions
AstheexecutiveagentofMINDEF,DSTAhasrolesandfunctionswhichinclude:
• Acquiringplatformandweaponsystemsfor theSAF
• AdvisingMINDEFonalldefencescienceand technologymatters
• Designing,developingandmaintainingdefence systemsandinfrastructure
• Providingengineeringandrelatedservicesindefenceareas
• Promotingandfacilitatingthedevelopmentofdefencescienceandtechnology inSingapore
EmployeeProfile
DSTAhassome3,000staffcomprisingmainlyengineers,ITprofessionalsandprocurementspecialists.
Challenges
•Keencompetitionfordecliningengineeringresources
•Increasingcomplexityofsystems
•Fast-paced,disruptivetechnologies
•Increasingdemandfrompublicsector
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SeniorLeadership
TheDSTAManagementCommitteeistheseniormanagementoftheorganisation,comprisingChiefExecutive,DeputyChiefExecutivesandDirectorsoftheProgrammeCentres(PC)andcorporateentities.
Tostayaheadofthecurve,DSTA’sseniormanagementconstantlyassessestheorganisation’soperatingenvironmentandtechnologicallandscape.TheDSTA5.0strategicthrustsformulatedin2015(toleveragecommercialtechnology,buildsmartdefenceandcreateadynamicworkforce)andanupdateoftheStaffDevelopmentFramework(SDF)thatisinprogressareexamplesofhowourvisionaryleadershipsharpensthefocusoftheorganisation.TheyengagekeystakeholdersactivelytodriveorganisationalperformanceandtoachievetheDSTAMission.
OrganisationalCulture
AnchoredonDSTAValues,wehavebuiltacultureoflearningandinnovationthatsupportsourMissionandVisiontoachievestrategicsuccess.Werealisedthisthroughtwoimportantframeworks:
• StaffDevelopmentFramework.TheSDFprovidesstaffwithacompellingcareervalueproposition,leadershipandcompetencydevelopment,andapersonalisedcareerdevelopmenttomaximisetheirpotential.Withanobjectivetocreatemeaningfulandrewardingcareerforeverystaff,theSDFencouragesindividualstowardslife-longlearningandskillsupgrading,knowledgesharing,andexcellence.Coupledwithinvestmentsintrainingbudget,theSDFhelpstopromoteacontinuouslearningcultureinDSTA.
• iLEAPInnovationFramework.iLEAPstandsforimagination,Leadership,Environment,AppreciationandProcess.Insteadofleavinginnovationtochance,theframeworkweavesinnovationconsiderationsintoourworkprocesses(e.g.MasterPlanningandSystemsArchitectingprocess,QualityManagementSystemprocess).Thisnecessitatesstafftochallengeestablishednormsandexploreawiderangeoftechnologicaloptionsandacquisitionstrategies–helpingstafftoembracechangeandpermeatingacultureofinnovationacrossDSTA.
L E A D E R S H I P
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DSTAiscommittedtoencourageandsupportstaffparticipationincommunityservices.Thisispartofourinitiativetopromotestaffengagementwhilecaringforthelessfortunategroupsinoursociety.Sinceourformationinyear2000,DSTAhasdemonstratedsignificantcontributionstowardscharitableandcommunitycausesthrough:Caring for the Community, Protecting the Environment,andCultivating Interest in Science and Engineeringinouryouth.
CorporateGovernanceandSocialResponsibility
TheDSTACodeofCorporateGovernance,whichhasreferencetotheSingaporeCodeofCorporateGovernance,formalisestheprinciplesandpracticesofgovernancewithinDSTAtoensureaccountability,responsibilityandtransparency.WeadopttheThreeLinesofDefenceGovernanceModelindeployingourgovernancesystem.
BoardofDirectors/AuditCommittee
Externalaudit
Regulator
SeniorManagement
1stLineofDefence 2ndLineofDefence
FinancialControl
Security
RiskManagement
Quality
Inspection
Compliance
ManagementControl
InternalControl
Measures
3rdLineofDefence
InternalAudit
The3LoDModel
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C U S T O M E R S
CustomerRequirements
Themilitarylandscapeisever-changing.Insteadofsimplyreactingtomarketandcustomerrequirements,DSTAtakesaproactiveapproachbyenvisioningthefuturemilitarylandscape,togetherwithMINDEFandtheSAF.
WearepluggedintightlytoMINDEFandtheSAF’scapabilitydevelopmentplanningprocess.AdedicatedentitywassetuptoelicitinputsfromacrossDSTAtoformulateawhole-of-DSTAapproach.Indoingso,weconceptualisecross-domainbreakthroughideasandinitiativesofhighimpactanddirectrelevancetothedesiredstrategicoutcomesofMINDEFandtheSAF.
ToreinforceintegrationbetweenMINDEFandtheSAF’soperationalrequirementsandtechnology,wedeployedDeputyDirectors(Technology)andCapabilityDevelopmentConsultantstotheSAFServicesPlansDepartments.ThistightOps-TechintegrationenablesDSTAtobeaProactivePartnerinthelong-termplanningprocessforMINDEFandtheSAF.
CustomerExperience OurcustomersarepartofourprojectteamsasOperationsManagers.TheyarejointlyresponsiblefortheprojectwithourProgrammeManagers.Theynotonlyprovidetheoperationalrequirementsupfrontbutalsoactivelycontributeideasthroughouttheentiresystemlifecycle.Thiscloseworkingrelationshiphashelpedustodeliversystemsthatbettermeettheirneedsandprocesses,reduceturnaroundtime,andoptimisemanpowerresource.
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Giventhemanpowerandbudgetconstraint,wehaveintroducedDesignforSupporttoaddressthechallenge.Weadoptauser-centredapproach,lookingintothegapsandcognitivechallengesfacedbytheuser,andapplyingdesignthinkinginend-to-endcapabilitydevelopment.Thus,wedesignoursystemstobesimpletomanage,operate,maintainandtrain.Tofurtherenhancecustomerexperience,weareinvestinginthenecessarytechnologiestopushforgreateruseofautomation,roboticsandmanned-unmannedoperations.
Tostrengthencustomerrelationshipmanagement(CRM),ServiceAccountManagers(SAMs)arecreated.EachSAMisaDirectorassignedtoarelevantcustomersegment.HeworkscloselywiththeDepartmentHeadsandBranchHeadsoftheSAF,aswellaswiththeseniormanagementofnationalagencies.Hewillmanagecustomer’sperceptionsofDSTAfromastrategicperspectiveandsuperviseCRMimprovementinitiatives.
CustomerSatisfaction DSTAdeterminescustomersatisfactionviavariousmechanisms.TheOrganisationSurveygathersfeedbackonouroverallservicelevelfromServiceChiefs,DepartmentHeadsandBranchHeads,whiletheProgrammeSurveygathersfeedbackonspecificprogrammesfromOperationsManagersandusers.Bothsurveysareconductedannually,inadditiontoconductingtheProgrammeSurveyattheendofeachprojectmilestonefortimelyreviews.
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S T R A T E G Y
DSTA’sstrategydevelopmentandimplementationprocessiswellintegratedwiththeplanningcycleofMINDEFandtheSAFtoensurethatwearealignedtofulfilthedefenceandsecurityneedsofSingapore,bothnowandinthefuture.BesidesplanningforDSTA,weextendourplanningcapabilitytoMINDEFandtheSAFtohelpthemintheirlong-termplanning.
StrategyDevelopment
Toensurecomprehensivecoverage,weleveragediverseinformationsourcestoidentifythecurrentandfutureoperatingenvironment,trackourchallenges,determineandanticipateexternalchangesandriskstotheorganisation.
DSTAorganisesannualStrategicReviewWorkshops(SRW)toreviewourstrategiesaswellasorganisationalinitiatives,andtodevelopnewonesthatwillbringusforward.AdoptinganinclusiveapproachintheSRW,weinvolveleadersatdifferentlevelsandfromvariousdomainstotapdiverseviewsandengenderwiderparticipationandbuy-intotheinitiatives.Theydeliberateontheimplicationsofchallengesandexternalchanges,andformulateplansnotonlyforthecurrentyearbutalsotheyearsahead.
WehaveastrategymapthatoutlinesourstrategicgoalsforfulfillingDSTA’smissionandvision,whichalsohelpstoensurealignmentwiththeoutcomesofMINDEFandtheWholeofGovernment.ItalsodepictsourkeyHRstrategiestosupporthumancapitaldevelopmentandaddressstrategicchallenges.
StrategyImplementation
TakingreferencefromDSTA’sstrategiesandinitiativesaswellasMINDEFandtheSAF’sannualworkplans,theentitieswilldevelopAnnualBusinessPlans(ABP).Theentityheadworkswiththeentity’sstaff,aswellasdedicatedbusinessplanningandHumanResourceteams,todevelopactionitems,identifyleadactionparties,anddeterminetheresourcesrequired.Theseareincludedintheentity’sABPwhicharedeliberatedandapprovedbytheDSTAManagementCommittee.TheapprovedABPsarethencommunicatedbytheentityheadstotheirrespectivestaffforimplementation.Atthehalf-yearmark,theABPsarereviewedbytheDSTAManagementCommitteetomonitorprogressandperformance.
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P E O P L E
HumanResourcePlanning
TheDSTAHumanResource(HR)departmentisactivelyinvolvedintheprocesstodevelopstrategiestoaddressorganisationalchallengesandmeetorganisationalgoals.InformulatingthestrategicthrustsforDSTAoverthenextfiveyears,forexample,HRoutlinedtheconsiderationsandproposedinitiativestocreateadynamicworkforce.Italsoprovidedplanningnorms(onbonus,salaryadjustmentandheadcount)toFinancetoworkouttheDSTAfive-yearbudgetplanforapprovalbyDSTABoard.
ToenableDSTAtoanticipateandrespondpro-activelytoHRneeds,HRnotonlyconductsexternalenvironmentscanning,butalsodevelopedasimulationmodeltopredicttrends.Themodelsimulatesmanpowerflowovertime,givinginsightsforHRtodevisestrategiesforrecruitment,retentionandcompetencydevelopmentwhichwouldbeincorporatedintotheHRAnnualBusinessPlan(ABP).
Specifically,toaddressthechallengeof“keencompetitionfordecliningengineeringresource”,weactivelyreachouttotheschoolstoinfluenceandinspiretheyoung.Toignitepassioninscienceandtechnology,weconducteducationalprogrammesforstudentssuchastheannualYoungDefenceScientistProgrammeandCyberDefendersDiscoveryCamp.WealsohostteachersandprincipalsonvisitstoDSTAandgivethemaglimpseofwhatwedo,sothattheyareequippedtoadvisetheirstudentsonacareerindefenceengineering.
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EmployeeLearningandDevelopment
TheStaffDevelopmentFrameworkisourholisticapproachtoaddressstafflearninganddevelopment.
• MultipleCareerOpportunities.Dependingontheircareeraspirationsandabilities,staffcanshoosetoprogressverticallyanddeepentheirknowledgeandskillsinacertaindisciplineoroptforacareerpaththatallowsthemtogainabroaderexperienceanddiverseskillsets.
• LeadershipDevelopment.AcustomisedthreetofourdaysLeadershipDevelopmentProgramme(LDP)isinplacetogroomvariouslevelsofleaders,trainingthemintheleadershipandmanagementskillsnecessaryforvariousappointments.
• CompetencyDevelopment.AcompetencystructurehasbeenformulatedtodevelopourpeopleandsustainDSTA’scorecapabilities.EachstaffistaggedtoaProficiencyLevel(fromPL1toPL5)forhisorhertechnicalcompetencies.Uponacquiringthenextleveloftrainingandworkexperience,staffcanapplyforPLupgradesfromtheappropriateApprovingAuthority.
• FoundationandMilestoneProgramme.InconjunctionwithparticipatingintheLDP,staffarescheduledtoattendMilestoneCoursestopreparethemfortheirappointedjoblevel.TheMilestoneCoursesshareknowledgefromDSTA’sprojectmanagementandsystemsengineeringexperiencebuiltovertheyears.
• PersonalisedCareerDevelopmentPlan(PCDP).EachstaffdrawsupaPCDPtochartcareerdevelopmentgoalsforthenextfiveyears.TheplanisdiscussedwithsupervisorstoalignpersonalcareeraspirationswithDSTA’sbusinessgoals.
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EmployeeEngagementandWell-Being
ConduciveWorkEnvironment
DSTAconstantlylooksintowaystoprovidestaffwithaconduciveworkenvironmentthatwillpromotecollaborationandinnovation.Theseincludeanopen-officeworkenvironment,commonareas,aswellasreconfigurablespacesandmobileworkspaces.
BalancedWork-lifeandFamily-FriendlyCulture
DSTA’swelfarebenefitsandwellnessprogrammespromoteahealthy,balancedwork-lifeandafamily-friendlyculture.Fortheseefforts,DSTAhasbeenrecognisedwiththepinnacleSingaporeHealthSciencesAuthority’sNationalHEALTHPlatinumAwardconsecutivelyin2008and2012.
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MeaningfulandImpactfulWork
Ourunifiedapproach(asoutlinedintheStaffDevelopmentFramework)togroomstaffandoffermultipleadvancementopportunitieswithinandoutsideofDSTAisinstrumentalinbuildingupandretaininganinnovativetalentpool.Bycreatingameaningfulandrewardingcareerforstaff,thiswouldhelpthemtofeelengagedwiththeorganisationandmotivatethemtocontributetoDSTA’sbusinesssuccess.
EmployeePerformanceandRecognition
Byintegratinginnovationandproductivityaspartofstaffandentityperformance,andlinkingstaffannualperformancebonustotheentityBalancedScorecard(BSC),wecultivatebehavioursthatwouldhelptoachieveourstrategicgoals.
Integratinginnovationandproductivityaspartofstaffandentityperformance
ToembedinnovationandproductivityinDSTA,wehavetranslatedtheseaspectsintoperformanceattheindividuallevel.TheStaffAppraisalFormwasrevampedtoincludeasegmenton“ContributiontoInnovationandProductivity”,whichstafffillinaspartofhisorherworkachievements.Innovationisalsoincorporatedasanintegralpartofperformanceassessmentattheentitylevel.EveryentityhastoidentifyinitsABPnewinitiativesrelatedtoinnovationandproductivity,whichwouldbetrackedaspartoftheentityBSC.
LinkingentityBSCtostaffannualperformancebonus
TheDSTABSCistranslatedintothevariousEntityBSCstoensurealignment.Tofosterasharedresponsibilityoftheentity’sgoalsamongitsstaff,theBSCistranslatedintooperationaltermsthatstaffcanidentifywith.WelinktheBSCtostaff’sannualperformancebonus,givingadditionalrewardsandrecognitionswhenstretchtargetsaremet.
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P R O C E S S E S
InnovationCapabilities Withthefastchangingtechnologicallandscape,DSTA’smanagementrecognisedthatinnovativeideasandsolutionshadtobesystematicallyharvested,evaluatedandimplemented.Assuch,variousinnovationrelatedinitiativeswerereviewedandtheiLEAPInnovationFrameworkwasintroducedin2012.
Imagination
Thissignifiesthepowerofimaginationandtheabilitytobringinnovationtowork.ItalsorepresentseverystaffasthefoundationofinnovationinDSTA.
Leadership
Leadersintheorganisationmustcreateandsustainanurturingclimateandcultureforinnovation.Theydosobyallowingtimeandspaceforinnovation,acknowledgingandrecognisingideas,supportingexperimentationandprototyping,aswellasfacilitatingtheinnovationprocess.
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Environment
Foracultureofinnovationtoflourish,itisimportanttocreatetherightenvironmentforstafftothinkupcreativeideasinresponsetothechallengestheyexperience.SomemeasuresimplementedbyDSTAinclude:
•DSTAInnovationFund–afundhasbeencreatedforstafftoexploreandcarryoutinnovativeideas,outoftheirowninitiative,thatcanpotentiallyyieldsignificantbenefits
•IntegratedProjectManagementTeam –projectteamsareformedoutofstafffromdifferentdisciplinestocross-pollinateideasanddeliverwhole-of-DSTAsolutions
Appreciation
Aconsciouseffortismadetonominateoutstandingstaffandprojectteamsforvarious
national,publicserviceandMINDEFlevelawards.StaffarealsogivenrecognitioninternallythroughtheDSTAExcellenceAward,DSTAInnovationAwardandDSTAServiceExcellenceAward.
Process
Increatingcapacity,timeandspaceforstafftoinnovate,DSTAconstantlyexploreswaystoimproveworkprocessesandeliminateobstaclesthathinderinnovationandproductivity.ThisincludessettinguptheReducingRedTapeTaskForce.Innovationisalwaysaddressedupfrontinprojectsasitisembeddedintheorganisation’ssystemsandprocesses,suchastheQualityManagementSystem(QMS)whichguidesprojectmanagementandimplementation.
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ProcessManagement
DSTAkeybusinessprocessesaredocumentedintheQMS,whichcapturesourwealthofprojectmanagementandimplementationexperiencesoverthepastfewdecades.OurQMSiscertifiedbasedonISO9001:2015standards.
Toensureeffective,consistent,andsmoothdeliveryofourprojectstomeetcustomerandoperationalrequirements,wehavealignedourQMSwithMINDEF’sDefenceCapabilityManagementmethodology.TheneedforinnovationhasbeendesignedintoourQMS,pushingstafftochallengeestablishednormsaswellastoexploreawiderangeoftechnological/designoptionsandacquisitionstrategies.Eachoptionisevaluatedforitsadvantagesanddisadvantages,andthemostoptimalandcost-effectivesolutionwouldbeselectedtomeetMINDEFandtheSAF’sneeds.
Systematicreviewtodriveprocessimprovement
Inputsfromvarioussources(e.g.managementmeetings,projectteams,staff,internal/externalaudits)arecollatedandmechanismsareinplacetodriveimprovementtoourkeyandsupportingbusinessprocesses.Inparticular,effortstostreamlineworkprocessestoimproveproductivityareappreciatedbystaff.Thisisevidentfromthe2016StaffEngagementSurvey,where82%ofourstaffindicatedthatDSTAcontinuallyworkstoensurethatourprocessesareefficient.
• QualityManagementReviews(QMR).OwnershavebeenassignedtooverseekeyandsupportingprocessesintheQMS,conductingreviewsatleastonceeverythreeyearstoensurethattheproceduresremainrelevantandeffective.Twiceayear,QMRchairedbyDeputyChiefExecutive(Operations)willreviewthechangesandperformanceoftheQMS.Internalandexternalauditfindingsarealsoreviewedforsystemicproblems. • ReducingRedTapeTaskForce.Setupin2011,thetaskforceisledbyDeputyChiefExecutive(StrategicDevelopment).ItsmembersincluderepresentativesfromallProgrammeCentresandcorporateentitieswhoarefamiliarwiththeworkprocessesintheirowndomains.Itaimstoeradicateredtapeandstreamlineourworkandinnovationprocesses,withoutcompromisinggovernance.Ithassinceimplemented22initiativestostreamlinesome350internalworkprocessandexternalonesinvolvingMINDEFandtheSAF.
• DSTAManagementCommittee(MC).ChangesproposedtotheQMSthathavefar-reachingimpactandimplicationaretabledattheDSTAMClevelforfurtherdiscussionandguidance,beforebeingapprovedbytherespectiveProcessOwners.
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K N O W L E D G E
KnowledgeManagement
ToeffectivelydriveKnowledgeManagement(KM) inDSTAtosupportorganisationallearningand growth,theCIO(ChiefInformationOfficer)Office issupportedby:
•DSTAAcademy. AProgrammeCentre(PC)thattrainsourengineerstobecompetentSystemsEngineeringpractitionersandeffectiveProgrammeManagers.Itsystematicallycapturesourtechnicalknowledgeandprojectlessonslearnt,andtranslates
themintocasestudiesfordiscussionduringinternalmilestonecourses.Italsocaptureslecturevideosforlearningandsharing.
• CentreforInformationManagement(CIM).Acorporatedepartmentthatoverseesinformationassets(storedinanin-houseContentManagementSystem)thatareimportanttoDSTAandrelevanttostafffortheirday-to-daywork.Throughouttheinformationlife-cycle,CIMensuresthattheassetsareincompliancewiththeQMSprocessesandtheEvidenceAct.Thisincludestheretention,classification,sharingandarchivingofcorporaterecords,publications,aswellasprojectandbusinessinformation.
• InformationResourceCentre(IRC).Acorporatedepartmentwhichharnessesinformationfromexternaldatabasesandserviceproviders(e.g.Jane’sandGartner)forstaff,tosupportstudiesofmarketandtechnologytrends.Apartfromputtinguphardcopyresourcesforloan,italsohasaneLibrary@IRCset-upthatconsolidatesarticlesinaTechnologyWatchsectionontheintranettodeliverjust-in-timeknowledgetostaff.Additionally,itprovidesresearchassistanceforbothinternet-basedandin-housedatabasesandresources.
• KnowledgeManagers.IndividualsareidentifiedtoserveasknowledgechangeagentstoproliferateKMpracticesintheirownPCs.TheydeterminethePCspecificKMrequirements(e.g.PCPortal,PCWiki)aswellasfacilitatethecapturingandsharingofgoodpracticesandlessonslearnt.
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AnalyticsforPerformanceManagement
Toenhanceorganisationalperformance,DSTAhasinplaceaComparativeandBenchmarking(C&B)MethodologytoanalysetheStrategic,PerformanceandProcessaspectsofourbusiness.
StrategicC&B.OurseniormanagementlooksoutforC&Bopportunitiesandpartnersbyconductingregularbilateralvisitsandmeetingswithleadingdefenceacquisitionagenciesfromotheradvancedcountries.Thesuccessfulstrategiesadoptedbytheseagenciesareevaluatedinareasincludingcomplexlarge-scalesystemsengineering,projectmanagement,obsolescencemanagement,procurement,andstaffcompetencydevelopment.Thefindingsarethenusedtosetnewtargetstostretchourorganisationalperformance.
• Conductbenchmarkstudies inkeyprojectsundertakenby IntergratedProjectManagement Team
• Engageprofessionalbodies toconductbenchmarkstudies forhumanresource/corporate practices
• Performenvironment scanningandtrend-watching forpublicdomainbenchmarks
• Learnfromleading defenceacquisition agencies,academia, andindustriesthrough studyvisitsbyDSTA management
• Thevisitscould highlightpotential areasforbenchmarking studies
Form
al
Benchm
arking
Inform
al
Benchm
arking
Strategic Performance Process
BenchmarkSetter
TargetSetter
Framework Outcome
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PerformanceandProcessC&B.OurIPMTsconductformalbenchmarkingstudiesinkeyprojectstoensurethatthesystemsandfacilitieswedeliverarebest-in-classorsetthenextbenchmark.AcaseinpointistheMulti-MissionRangeComplex(MMRC).Beforeweembarkedonthisproject,ourIPMTvisitedthelivefiringrangesinGermany,Switzerland,andtheUnited
Statestolearnfromtheirexperienceandtheshortfallsoftheseranges.Eventually,sevenlive-firingrangeswereputtogetherinnovativelyintoathree-storeybuildingonthefootprintofjustoneoutdoor100mrange.Cutting-edgesimulationtechnologyandstate-of-the-artvideotargetrysystemwerealsoleveraged. Asaresult,wesetanewbenchmarkforindoorlivefiringrangesthatcanconduct100m,1000m,andscenario-basedlivefiring,aswellasurbanopstrainingallunderoneroof.Noothercountryhasconstructedamulti-purposeandmulti-missionlive-firingfacilityofthisscalebefore.
Inaddition,webenchmarkourselvesagainstgovernment(e.g.GovernmentInstructionManuals,BuildingandConstructionAuthority’scodesandregulations)andnational/internationalstandards(e.g.SPRINGSingaporeBusinessExcellenceFramework,ISOStandards).OurQMSisalsobenchmarkedagainstthelatestISO9001:2015andisbeingrecertifiedeveryyear.OurattainmentoftheInnovationExcellenceAwardin2014andthePeopleExcellenceAwardin2016testifytooureffortstobenchmarktheorganisationandenhanceourperformance.
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R E S U L T S
CustomerResults
DeliveringBest-In-ClassDefenceSystemsandCapabilities
DSTAdeliversandmaintainsmanycriticalcapabilitiesthatmakeadifferencetoSingapore’sdefenceandsecurity.OnesuchcapabilityistheComprehensiveMaritimeAwarenessSystem,South-eastAsia’sfirstintegratedinformation-sharingandsense-makingsystem.ItallowstheRepublicofSingaporeNavytofuseandshareinformationfromourregionalandglobalmaritimepartnersfromovertwentycountriestoproduceacoherentpicture.Thesystemincorporatesahome-grownSense-Making,AnalysisandResearchTool(SMART)topiecetogethervagueorpartialinformation(thatspansorganisational,nationalandtimeboundaries)likeajigsaw,identifyinganomalousbehaviourforearlydetectionofmaritimethreats.SMARTalsoconnectsthedotsbetweenreal-timeandarchiveddata,therebyfacilitatingtheinvestigationofvesselsacrosstimeperiodsandanalysisofemergingtrends.
TheprojectwonboththeInstitutionofEngineersPrestigiousEngineeringAchievementAwardandthePS21ExCELAward–MostInnovativeProjectin2015.
CustomerSatisfaction
Ourcustomersurveysreflectthatwehaveconsistentlyachievedahighlevelofcustomersatisfaction.ThevariousawardsthatstaffhavereceivedfromcustomersegmentsinMINDEFandtheSAFalsoreflectahighlevelofcustomersatisfactiontowardsDSTA’sprojects.SuchawardsincludetheMINDEFInnovationAward,MINDEFSAVEAward,MINDEFCITTeamExcellenceAward,andMINDEFStarServiceAward.
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FinancialandMarketResults
MaximisingResourcestoIncreaseCapacity
Overtheyears,thedemandforDSTA’sexpertisefromagenciesacrossthegovernment,andtheproportionofcomplexintegrationprojectsthatDSTAmanageshaveincreased.Despitethesechallenges,DSTAhasmanagedtodeliverwithoutscalingupitsengineeringheadcount,throughbettercostmanagement.
DSTAisalsoabletodomorewiththesameengineeringresourcesduetoourcontinualeffortsinbuildingupthecompetenciesofyoungstaffquickly,equippingthemtotakeonmoreimpactfulwork.
StretchingtheDefenceDollar
DSTAhasmadeincreasingcontributionstoMINDEF’sEconomyDrivemovementthroughsavingsfromtheapprovedprojectbudgets.TheEconomyDriveisagovernment-wideinitiativethatsetsouttopromoteinnovation,costconsciousnessandfinancialprudencewithinthepublicservice.
PointofReferenceinGlobalDefenceArena
Overtheyears,thestringentandtransparentdefenceprocurementprocessthatDSTAundertakeshascementedSingapore’sstatusasareferencecustomerintheglobaldefencearena.Inparticular,SingaporewascitedinanissueofJane’sDefenceWeekly(22Jan2014):“Singapore’scarefulplanningofmilitaryexpenditureisreplicatedinitsapproachtodefenceprocurement.ThecountryoperatesaprocurementprocedurethatisamodelofprobityinAsia,encompassingaselectionprocessthatiswidelyregardedasoneofthemostdemandingintheworld.Theprocurementsystemisgearedtowardsacquiringhighlycapablemilitarysystemsatcost-effectivepricesandismanagedbytheDefenceScienceandTechnologyAgency(DSTA).”
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BreakingNewGroundinDefenceConstruction
DSTAisapioneerinundergroundrockcavernspaceusage.IncollaborationwithNanyangTechnologicalUniversity,wepublished“GeologyofSingapore”,whichisnowthekeyreferenceforthegeo-communityandconstructionindustryinSingapore.WealsodesignedandbuiltSingapore’sfirstlarge-scaleUndergroundAmmunitionFacility(UAF),whichresultedina90%reductioninthelandneededassafetybuffers.ThesuccessoftheUAFhasledtotheJurongRockCavernsproject(South-EastAsia’sfirst
undergroundoilstoragefacility)andmotivatedournationalplannerstoconsiderotherlarger-scaleundergroundprojects.
CentreofExcellence
HavingpioneeredeffectiveprocurementpracticesinthepublicsectorsuchastheAnalyticHierarchyProcess,DemandAggregationandthePublic-PrivatePartnershipapproach,DSTAwasrecognisedbytheMinistryofFinanceastheCentreofExcellenceforpublicsectorprocurementin2012.Inthesameyear,DSTAwasdesignatedtheCentreofExcellenceforcommand,controlandcommunications(C3),centrallymanagingkeyC3initiativesinthePublicServiceandprovidingtechnicalsupporttootheragencies.
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PeopleResults
StaffEngagement
Since2014,ourStaffEngagementScoreshavebeenconsistentlyabovethePublicServiceNormandtheSingaporeNationalNorm.In2016,ourscoreof86%evenexceededthePublicServiceHighEngagementGroupNormof85%.
StaffAttrition
ComparedtoSingapore’sStatutoryBoardAverage,DSTAhasamuchlowerstaffattritionrate.Inparticular,ourtalentattritionratehasbeenonadownwardtrendsincetheStaffDevelopmentFrameworkwasimplementedin2011.
StaffCompetency
Ourstructuredapproachtolevellingupstaffcompetencythroughthevariousin-housemilestonecoursesandlearningopportunitieshasallowedstafftoattaintherequiredcompetenciesquickly,sothattheymaycontributeeffectivelytotheirrespectiveareasofwork.ThereisarisingtrendofstaffattainingProficiencyLevel(PL)3andabove.InFinancialYear2016,arecord69%ofourstaffattainedatleastaPL3.
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StaffLearningandDevelopment
OurstaffappreciatethestrongsupportandopportunitiesgivenforlearninganddevelopmentinDSTA–95%ofthemagreedthatDSTAstronglysupportsstafflearninganddevelopment,while93%opinedthatlearninganddevelopmentopportunitiesareavailabletohelpstaffbuildvaluableskills.
StaffPerformanceandRecognition
Ourcommunicationonperformancetargetsprovedtobeclearamongstaff,andourregularsalarybenchmarkingefforthaspaidofftoensurethatourremunerationpackageremainscompetitivevis-à-vismarketpractice–84%ofstaffindicatedthattheyunderstandhowtheirperformanceonthejobisbeingevaluated,and83%agreedthattheyarefairlypaid.Inaddition,78%ofstafffeltthatDSTAhasusedrecognitionandrewardseffectivelytoencouragegoodperformance.
EmployerofChoice
AccordingtotheBrightsparksScholarshipandEducationSurvey2014conductedwithsome3000potentialscholarshiprecipientsinSingapore,DSTAachievedoneofthehighestrankingsamongengineeringorganisations.
IntheannualJobCentralEmployerofChoiceSurveythatprovidesinsightintohoworganisationsareperceivedbyundergraduatesandfreshgraduatesinSingapore,engineeringstudentsandgraduatesfromthelocaluniversitiesrankedDSTAamongtheTopthreepreferredgovernmentorgovernment-linkedorganisations.
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OperationalResults
DSTAhasbeenrecognisedovertheyearsthroughamyriadofawardsandaccoladesinmanyareas,notonlyfromMINDEFandtheSAF,butalsofromexternalagenciesinthenational,regionalandinternationalscenes.AmongtheawardsistheDefence Technology Prize,oneofthemostprestigiouslocalscienceandtechnologyawardsgiventoengineerswhohavedeliveredinnovativeandsignificantbreakthroughsinnationaldefence. Everyyear,DSTAnominatesoutstandingprojectsfortheInstitution of Engineers, Singapore (IES) Prestigious Engineering Achievement Award (PEAA).In2016,DSTAclinchedawardsinboththePEAA(EngineeringProject)andPEAA(TechnologyInnovation)categories.
DSTAalsowonmultipleawardsintheEngineeringFeats@IES_SG50Competition,whichwasorganisedtorecognisethetop50engineeringachievementsthathavemadethegreatesteconomic,infrastructuralorsocietalimpacttoSingaporeansduringtheperiodfrom1965to2015.Outofthemorethan100projectsnominatedfromacrossSingapore,6outofthe50TopEngineeringAchievementAwardswereconferredtoDSTA.
Year Project Award
2014 SAFLive-FiringRanges–LandSavingsand IESPEAA(EngineeringProject) AdvancedCapabilitiesthroughTechnology (Multi-MissionRangeComplex) 2015 NationalMaritimeSecuritySystem– IESPEAA(TechnologyInnovation) NationalSecurityandAdvancedCapabilities throughTechnology
2016 NextGenerationDataCentre IESPEAA(EngineeringProject) Large-scaleCommandPostSystemsIntegration IESPEAA(TechnologyInnovation) forOverseasMilitaryExercise–ForgingSabre
24
People Excellence Award 2016
IntheITarena,DSTAhasalsogainednumerousnationalandinternationalaccolades.Theseincludethemulti-awardwinningwebportal–NSPortal,whichclinchedinternationalawardsnamelytheInternationalServiceExcellenceAward–HighlyCommendedAwardforContactCentrefromtheCustomerServiceInstituteofAmericain2013,andtheBestITGovernanceAwardfromtheManagementInformationSystemAsianITExcellenceAwardsin2009.TheNSPortalalsowontheNationaleGovExcellenceAwardforWebsite–Meritin2013.
The“DecisiveCombat”co-developedbyDSTAalsoclinchedtheBestGameintheGovernmentCategoryattheeighthannualSeriousGamesGlobalShowcase&ChallengeheldintheUnitedStates.ThegamewasalsooneofthreefinalistsintheBestMobileGamecategoryoutof16submissions.
Intheaspectofsocialcontributions,DSTAwasconferredthepinnaclePresident’sSocialServiceAward2011whichacknowledgedouroutstandingvoluntarycontributionstothecommunity.WealsoreceivedtheMinistryofDefenceAwards2013foroursupporttowardsTotalDefence,andtheSHAREAward(Silver)2014forourhighlevelofparticipationintheCommunityChest’sSHAREprogramme.
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