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SUMMARY REPORT

2019 SINGAPORE QUALITY AWARDWITH SPECIAL COMMENDATION WINNER

CONTENTS ORGANISATIONAL PROFILE

1. LEADERSHIP

2. CUSTOMERS

3. STRATEGY

4. PEOPLE

5. PROCESSES

6. KNOWLEDGE

7. RESULTS

LIST OF ABBREVIATIONS

3 – 7

8 – 14

15 – 20

21 – 24

25 – 31

32 – 35

36 – 38

39 – 49

50 – 52

3ORGANISATIONAL PROFILE

Organisational Environment

Mission, Vision and Values of SPS

The Singapore Prison Service (SPS), a uniformed organisation institutionalised in 1946, is one of the nine Departments under the Ministry of Home Affairs (MHA) (Figure 1).

Together, we form the Home Team (HT). SPS contributes to MHA’s Vision “to make Singapore a Safe and Secure Best Home” through the secure custody and rehabilitation of offenders.

From a traditional custodial agency faced with challenges of overcrowded prisons and manpower shortage due to high staff turnover and poor public perception, SPS is now a leading correctional agency with a stellar safety and security track record, characterised by effective inmate management and sustained low recidivism rates.

SPS staff, Captains of Lives (COLs), are highly engaged and work in an organisation recognised as one of Singapore’s Best Employers.

SPS’s tagline: “Rehab, Renew, Restart” emphasises our commitment to rehabilitate inmates who desire to change, renew and restart their lives for the better, and garner the support of the community.

SPS will continually transform the future of corrections with the strategies of ‘Prison Without Guards’ (PWG), ‘Prison Without Walls’ (PWW) and ‘Learning Prison’ (LP) by leveraging technology to optimise resources and reinvent our processes, and allow SPS to expand into community corrections. By making prison a place of learning and change, inmates take ownership of their own rehabilitation, leading to lower recidivism.

As COLs, we are guided in our work by SPS’s Mission, Vision and Shared Values In Corrections (Figure 2).

Figure 2 – Our Vision, Mission and Values

THE PRISON STORY: TRANSFORMING CORRECTIONS

ORGANISATIONAL PROFILE

ORGANISATIONAL DESCRIPTION

Figure 1 – Ministry of Home Affairs (MHA) and Home Team Departments

MHA SPF ISD SCDF ICA SPS CNB HTA CRA SCORE

As a correctional agency, we enforce secure custody of offenders and rehabilitate them, for a safe Singapore.

Synergy - Complementing differences through collaborationVigilance - Alert and always keeping a lookout for one another

Integrity - Doing the right things alwaysCare - Respect and care for one another

As Captains of Lives, we inspire everyone, at every chance, towards a society without re-offending.

MISSION VISION

SHARED VALUES IN CORRECTIONS

Singapore Prison Service4


Main Products and Services

SPS’s three main services are shown in Table 3 SPS’s three main services are shown in Table 3.

Table 3 – SPS’s Main Services

Employee Profile

At the staff level, SPS has 11 staff divisions – Corporate Communications and Relations, Operations, Staff Development, Rehabilitation and Reintegration, Logistics and Finance, Intelligence, Strategic Planning, Psychological and Correctional Rehabilitation, Transformation and Technology, Inspectorate and Review, and Provost. SPS also has five Commands – Clusters A, B and C, Operations and Security, and Community Corrections.

SPS has a total staff strength of about 2,405 comprising both uniformed and civilian officers.

Major Equipment, Facilities and Technologies

SPS currently administers 15 institutions. They make up SPS’s line units and are grouped under five Commands – Cluster A and B contain five institutions each, which are situated within the Changi Prison Complex (CPC). Cluster C with two institutions is situated at the adjacent Tanah Merah Centre (TMC). The Community Corrections Command (COMC) oversees Lloyd Leas Community Supervision Centre (LLCSC), Community Rehabilitation Centre (CRC) and Selarang Halfway House (SHWH). In addition to them, the Operations and Security Command (OSC) oversees and manages CPC Security and the Prison Link Centres (PLCs).

Regulatory Environment

As a government department, SPS abides by the policies and regulations of the Public Service Division, Government Instruction Manuals (IM) and MHA Directives. SPS is also a key partner in the Criminal Justice System and is governed by relevant legislations such as the Prisons Act, the Misuse of Drugs Act and the Criminal Procedure Code.

Main Services

Ensuring the Safe and Secure Custody of Inmates

Providing Effective Rehabilitation and Reintegration Programmes

Facilitating Preventive and Pre-entry Interventions

Desired Outcomes

Maintain Safety and Security in Prison

Deliver Effective Rehabilitation and Reintegration Programmes

Reduce Incarceration and Recidivism Rates

Elaboration

Prisons and drug rehabilitation centres must remain safe and secure for inmates, staff and volunteers to fulfil the multiple goals of punishment, incapacitation, deterrence, rehabilitation, reformation and reintegration.

We reform offenders by changing their belief and value systems, and raise their motivation levels. Through an evidence-informed approach, we develop specially-tailored rehabilitation and reintegration programmes, targeting their criminogenic needs.

By rehabilitating offenders and providing early intervention to at-risk groups, we prevent thousands of new crimes every year. In the process, we reduce harm to society, making Singapore a safer place for all.

Singapore Quality Award with Special Commendation Application Report 2019 5

The overseeing authority of SPS as part of the Home Team is MHA, which approves the needed resources and developmental works. Reporting of Workplans as well as performance are carried out regularly.

The conventional meaning of “customers” does not apply to SPS as our “customers” do not voluntarily patronise our services, and neither does SPS seek to have repeat customers. Hence, SPS sees “customers” as the “beneficiaries” of the works done. We deliver value to beneficiaries through purposeful interactions and the effectiveness is gauged by direct and indirect assessments of their level of appreciation.

Relationship with Parent Organisation

Relationship with Customers

ORGANISATIONAL RELATIONSHIPS

Partners work with SPS to deliver value to our beneficiaries. We ensure the development of synergistic partnerships based on mutual development and benefits. Suppliers provide the goods and services to support the administration and operations of SPS. The dealings with Suppliers follow the Government procurement system, and are mandated by Government IM, MHA Directives and other guidelines.

Relationship with Suppliers and/or Partners

Competitive Environment

Even though SPS is the sole agency overseeing correctional services in Singapore, we have a purposeful and consistent focus in adopting the best practices in correctional and custodial services. The “competition” is seen to be the best in what we do. This has brought about the need to conduct performance benchmarking for comparable data.

International benchmarks for correctional organisations include escape, assault, and recidivism rates. These provide key measures of the value delivered by correctional organisations. Our prisons are safe and secure, and we have consistently achieved low recidivism rates globally (among countries that publish comparable data).3

ORGANISATIONAL CHALLENGES

Through the Planning Process, based on directions from Public Sector Transformation (PST) and MHA and the analysis of relevant inputs, SPS has identified the following key challenges and their impact (Table 12). To address these challenges, relevant long-term strategies (Focal Areas) and short-term strategies (Key Strategies) are formulated. These Directions help SPS develop relevant Workplans (Category 3).

Key Strategic Challenges and Organisational Directions



SPS Business Excellence Model

APPLYING BUSINESS EXCELLENCE

Figure 13 – SPS Business Excellence Model

The practices and processes in SPS are integrated with the Business Excellence (BE) Categories and this provides for a holistic management system. The BE Model in SPS is presented in Figure 13 below. The Building of Excellence is by the Leadership as Drivers, through the BE Systems to achieve Results with the focus on Vision, Mission and Values.

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SPS BE Model

As a correctional agency, we enforce secure custody of offenders and

rehabilitate them, for a safe Singapore

As Captains of Lives, we inspire everyone, at every chance, towards

a society without re-offendingSynergy, Vigilance, Integrity, Care

Reflect desired results

Guides the development

Sets strategic directions Influences as role models

Guides the development

Guide and frame

actions

Create value Create positive impact

Achieve desired results

Contribute to desired results

Inspiring, Guiding, Driving Excellence

Capable and future-ready Captains of Lives – motivated and engaged in a caring environment

• Driving Change and Innovation

• Managing and Developing Processes to deliver Value to Beneficiaries – ensuring safe and secure custody, providing rehabilitation and reintegration programmes, facilitating preventive and pre-entry interventions

• Managing administration of SPS

• Working with suppliers and partners to enable works and engage with Beneficiaries

• Receiving SPS services - the Offenders and the Public

• Knowing who we serve and meeting expressed and unexpressed expectations

Achieving our Goals, Managing Performance

Leadership

Captains of LivesProcesses

Beneficiaries

Results

Mission Vision Values

• Aligning SPS Corrections 2025 to Public Sector Transformation and HT Transformation 2025

• Directions for Focal Areas of Excellence and Key Strategies – Prison Without Guards, Learning Prison, Prison Without Walls

Strategy


(i) Monitoring

Process Reviews/ Audits/ Assessments/ Programme Evaluation

(ii) Feedback (iii) Projects (iv) Learning from Others

(vi) Training and Development

SPS’s performance improvement efforts can be classified into six methods, monitoring, feedback, projects, learning from others, process reviews/audits/assessments/programme evaluation, training and development SPS’s performance improvement efforts can be classified into six methods:

Performance Improvement Systems


LEADERSHIP

Commissioner of Prisons(C/SPS)

Director,Operations Division

Director,Rehabilitation and Reintegration Division

Director,Psychological and Correctional Rehabilitation Division

Director,Intelligence Division

Director,Provost Division

Commander, Cluster A

Commander, Cluster B

Commander, Cluster C

Commander,Operations and

Security Command

Director,Corporate Communications and Relations Division

Director,Community Corrections Command

Director,Strategic Planning Division

Director,Inspectorate and Review Division

Director,Logistics and Finance Division

Director,Staff Development Division

Director,Transformation and Technology Division

Our Leaders as Drivers of Excellence

Operational Excellence

People Excellence

Knowledge, Technology and Information Excellence*Director, Strategic Planning Division is also the Champion of Innovation Excellence

Supporting the relevant Champions

Quality Service

Legends

Deputy Commissioner of Prisons (Policy and Transformation)

Deputy Commissioner of Prisons (Operations and Rehabilitation)

Captains of Lives and the Ripple Effect

The Senior Leaders of SPS are collectively known as the Directorate (Figure 1.0.1). Working as a close-knit team, the Directorate has steered SPS to become a respected leader in corrections. We have gained high standing among our overseas counterparts through increased exchanges, visits and invitations to international conferences to share our experience and knowledge.

Figure 1.0.1 shows the Leaders’ ownership in driving excellence in SPS.

Our Directorate articulates and exemplifies the mission and values of SPS to our staff.

Captains of Lives (COLs) As COLs, we strive to make a difference in the lives of offenders and make Singapore a safer home. We change offenders’ belief system and behaviours, raise their motivation levels by targeting their criminogenic needs. Given that no two offenders are the same, SPS has evolved from adopting an antiquated “one-size-fits-all” mass treatment approach to adopting an evidence-informed, individualised and customised approach to their rehabilitation.

1.1 Senior Leadership

1. LEADERSHIP

Leaders of Singapore Prison Service (SPS)

Figure 1.0.1 – Organisation Chart of the SPS Directorate


Reviewing Directions

Engaging all levels of SPS staff to co-create new vision, mission, and values through focus-group discussions and planning retreats

Building vision, mission, and values on fundamentals of creating ripples of change to demonstrate relevance and consistent efforts in correctional endeavours

Launching new vision, mission, and values in 2013, 2015, and 2016 respectively during Corporate Advance

Refocusing Strategies

Reskilling COLs to develop deep competencies in aftercare work, and take on higher value work

Harnessing the power of technology to replace manual tasks, using data analytics to understand trends for better deployment of resources

Promoting cooperation, teamwork and interaction between internal teams and external stakeholders to develop the culture of trust and shared ownership of goals

Increasing focus on Community Corrections through strengthening partnership with the community

Increasing focus on enhancing offenders’ family support and society’s acceptance of ex-offenders

Restructuring Resources

Setup of Community Corrections Command to better manage and supervise offenders emplaced on community-based programmes

Redevelopment of new Prison Headquarters and life-cycle refresh of Changi Prison Complex

Setup of Community Rehabilitation Centre for low-risk youth drug offenders

Setup of Selarang Park Complex, comprising a Government-run halfway house, drug rehabilitation centre, work release programme facility, and reporting centre for supervisees

Singapore’s ageing population is mirrored in the prison population – facilities are refurbished to meet geriatric needs

The Nation and Beyond

The Community

Criminal Justice System

Inmates’ Families

Inmates

Staff

Staff Who Makes A Difference

Lasting Change In An Inmate’s Life

Towards Supportive Families

Key Partner In Criminal Justice System

Total Community Mobilisation

Prison – Compass for Corrections

Vis

ion

Mar

kers

Stakeholders

Leadership Focus

SPS Directorate has steered the organisation by Reviewing Directions, Refocusing Strategies and Restructuring Resources to meet demands, challenges and to be future-ready. This is summarised in Table 1.1.1.

Table 1.1.1 – Steering SPS over the last few years

The Ripple EffectWhen offenders leave the prison system as reformed individuals, their families and the community are co-beneficiaries. Society becomes a safer place as they no longer pose a threat to the public – this is the Ripple Effect (Figure 1.0.2).

1.1a How the organisation’s senior management develops the organisation’s mission, vision, values and communicates them to key stakeholders

1.1b How the organisation’s senior management engages key stakeholders to drive organisation’s performance

Figure 1.0.2 – SPS ‘Ripple Effect’


LEADERSHIP

Communicating and Engaging with Stakeholders

The Directorate communicates, demonstrates and reinforces the mission and values to all stakeholders through various platforms. COLs see the Directorate as champions for learning, innovation and service through regular platforms.

Leaders as Role Models

Our leaders believe in a consultative style of management, and that the whole is greater than the sum of its parts. Working groups/committees are set up within SPS and involve COLs from all ranks as members to contribute to the betterment of SPS and its staff, such as the annual Yellow Ribbon Project (YRP) initiatives, publications committees, staff appreciation activities, and more. Many of these working groups have Directorate as advisors and chairpersons to guide the teams in accomplishing the goals set. These working groups/committees also serve as a platform to groom COLs in various leadership positions.

1.1c How the organisation’s senior management acts as role models and grooms future leaders

Analytical and Intellectual Capacity

Qualities of SPS Leader

Influence and Collaboration

Motivation for ExcellenceRoles of a Leader

• Develop Strategies

• Sense the Environment

• Make Timely Decisions

• Good to Better

- Challenges established mental models, champions the testing of new approaches and encourages organisation-wide innovation in raising SPS’s standards of organisational excellence

• Inspire Vision

• Unleash Teamwork

• Accentuate the Sparkle

- Fosters a culture that promotes the development of individuals’ strengths and unleashing of potential

• Engage the Community

• Balance Conflicting Demands

- Refocuses SPS to meet changing priorities and reorganises organisation-wide resources to support new organisational strategies

• Manage Performance

• Be Agile

• Awaken Self

- Understands the self and knows how personal strengths and weaknesses affect others

• Empower Self

- Create a culture of self-driven continous learning and actively promotes initiatives and programmes that maximises learning and development in SPS

• Be Tenacious

• Take Ownership

• Setting directions, providng guidance

• Managing resources

• Building teams

• Managing change

• Developing future capabilities

Developing SPS Leaders

The SPS Leadership System is presented in Figure 1.1.5. This shows two key aspects of leadership – the qualities and roles of a leader. Leadership effectiveness is assessed for both aspects, leadership development programmes are specially developed and tailored to groom our leaders in SPS. Leadership continuity is also established by the Directorate through direct coaching and mentoring of potential leaders.

Determinants of Leadership Effectiveness Evaluation and Follow-up

Leadership Assessment

Achieving the goals set

Ensuring availability of resources Managing and developing needed resources for the functioning of all operations

Meeting of targets, monitoring progress and charting actions to meet goals


• Leaders as Role Models – coaching, mentoring through direct involvement in meetings, Superintendent/Cluster/Commander/Commissioner’s Dialogues, projects, events

• Identification of Leaders – performance assessment based on AIM qualities. Follow-up with Leadership Development Programmes

• Leadership Milestone Programmes (aligned to the Leadership Roles) tiered for different levels

• Succession Planning – developing leadership continuity

Determinants of Leadership Effectiveness Evaluation and Follow-up

Leadership Assessment

Leadership Development

Ensuring proper governance Meeting the audit standards

Feedback from stakeholders Analyse feedback, understand areas of concerns and respond to develop better relationships

Personal assessment (using the AIM Model) Reporting and assessment by Reporting Officers and to meet expectations and objectives given by MHA

Figure 1.1.5 – Leadership System

Culture Development System

The Synergy, Vigilance, Integrity and Care (SVIC) values are aligned to the wider Public Service core values of Integrity, Service, and Excellence. Figure 1.2.1 shows the basis of building the desired culture and the means of sensing the culture and bridging gaps.

1.2 Organisational Culture

1.2a How the organisation develops a culture that supports the organisation’s mission, vision and values to drive growth

1.2b How the organisation translates values into desired employee behaviours to enable innovation, learning and achieve the organisation’s goals


LEADERSHIP

Assessing and Bridging Culture Gap

Managing Change

Desired CultureBuilding the basis for COLs to adopt and adapt to developments and changes

Mechanisms

• Structure

- Ethical Disclosure Follow-Up

- Staff Management Branch’s Broadcast on Behaviours and Case Studies

• Training

- Prison Officer Courses

- Milestone Courses

- Command and Staff Courses

• Rewards

- Quarterly Role Model Award

- Yearly Outstanding COL Award

Culture Assessment System

Develop Culture of SVIC by:

• Translating Values into Behaviours for all COLs

• Practices and Programmes to achieve goals, learning, innovation and service

• Leaders as Role Models – inspiring COLs to live up to Shared Values

Seeking Staff Opinions via:

Devise Action Plans

Evaluate Findings and Identify Gaps

Gaps are identified if practices are misaligned with Desired Behaviours

Direct

• C/SPS’s Visits

• Commander’s Dialogues

• Institutional Dialogues/ Retreats with Superintendents

• Ethical Disclosure

• Feedback from Quality Service Manager (QSM)

Indirect

• Employee Engagement Survey (EES) Results

• Disciplinary Case Studies

• Performance Appraisals

Building the Desired Culture

Gap ClosureFollow-up by Gap Owners

Figure 1.2.1 – Culture Development System


Translation of Values and Permeation of Desired Culture

Table 1.2.2 details how the SVIC Values are translated into Policies and Behaviours for COLs to live by, and Key Practices and Programmes for COLs’ involvement to permeate the culture of achieving goals, learning, innovation and service.

Shared Values in Corrections Practices in managing change

Synergy

Vigilance

Integrity

Care

• Strategic planning and collaboration under Home Team Transformation with other Home Team Departments

• Cross-Departmental exchanges through secondment to Ministries and other agencies (e.g., SCORE) to incorporate updates and lesson from reviews

• Collaboration with Partners/Suppliers to update/upgrade programmes

• Practice of After-Action Reviews (to allow SPS to prompt improvements)

• Review of Prison Standing Orders and procedures to ensure relevance to changing circumstances

• Practice of tracking performance and prompt actions to achieve goals

• Sharing of compliments to know good behaviours/practices – reinforcing and encouraging exemplary conduct

• Open communications of audit/assessment returns to know how to achieve conformance and compliance to procedures and regulations

• Update beneficiaries’ requirements and analyse satisfaction to ensure that Key Services are reviewed and developed to deliver value

• Respond to Quality Service Manager (QSM) feedback and systematic review to increase beneficiary satisfaction

SPS Culture Embracing Change and Sustainability

The changing demands in the correctional landscape require SPS to remain ready for change and introduce new and better systems and programmes. Examples of how we keep up with a culture of change and sustainability are listed in Table 1.2.3.

Table 1.2.3 – SVIC Values Supporting Change

1.2c How the organisation embraces organisational change for sustainability

Bridging Culture Gaps

We leverage several platforms and adopt a systemic approach to identify gaps between current and desired culture. The findings are analysed and discussed at Management Meetings and actions are taken to address culture development at Departmental levels to ensure that the understanding and practice of Values reach each COL. Directorate visits and staff engagements provide the basis of assessing culture constantly as we realise our desired culture together.


LEADERSHIP

Beneficiaries

• Professionalism andintegrity of staff

• Safe and secure custody of offenders

• Multiple channelsfor feedback

• Effective rehabilitation and reintegration

Staff


• Feedback platforms and direct access to Senior Leaders on staff integrity matters

Partners and Suppliers

• Transparency in procurement process

• Accountability in finance and resource management

MHA


• Accountability in finance and resource management

• Compliance to Instruction Manuals (IM) and Directives

1.3 Corporate Governance And Social Responsibility

Corporate Governance System

Our Corporate Governance System ensures that our systems, processes and activities are assessed to instil confidence and assurance to the public and beneficiaries that we serve (Figure 1.3.1). The operating principles of governance in SPS are accountability, compliance and transparency. We build trust in the organisation through our consistently good track record, upholding of the Values and carrying out our responsibilities in accordance to established standard operating procedures in an open and fair manner to all.

1.3a How the organisation establishes a governance system to ensure accountability and transparency

1.3b How the organisation implements policies and involves stakeholders to contribute to the communityand environment

Corporate Social Responsibility

Apart from carrying out core duties, our COLs strive to positively contribute to the community and environment. These contributions are achieved through activities such as helping out in homes for the aged, volunteering their time and effort to the less fortunate and environment clean-up. In FY2009, the Corporate Social Responsibility (CSR) Framework and a set of guidelines for volunteerism were put in place.


CUSTOMERS

The services provided by SPS are unique. Our roles are to enforce secure custody of offenders and rehabilitate them for a safe Singapore. On average, some 10,000 offenders are admitted every year. In what we do, we do not have “Customers” that seek the services. Instead, we term them as “Beneficiaries” and they include concerned parties and the wider public.

SPS’s approach to quality service is shown in Figure 2.0.1.

Table 2.1.1 – Our Beneficiaries

2. CUSTOMERS

2.1 Customer Requirements

Figure 2.0.1 – Quality Service Framework in SPS

2.1a How the organisation segments markets and customers and understands their current and future requirements

Understanding Our Beneficiaries

We segment the Beneficiaries according to Table 2.1.1.

Knowing Requirements

Providing Meaningful Experience

Determining Satisfaction

Key ServicesEnsuring the safe and secure custody of inmates

Providing effective rehabilitation and reintegration programmesFacilitating preventive and pre-entry interventions

Understanding Satisfaction helps in Knowing Requirements and Providing Meaningful Experience

• Listening and learning channels

• Beneficiaries Segmentation Model• Feedback management

• Touchpoint management

• Development of Quality Service

• Staff empowerment

• Determining satisfaction criteria and indicators

• Determining current and future drivers of satisfaction

• Analysing satisfaction

Offenders

Our Beneficiaries

• Inmates

• Offenders placed on Community Corrections

Public

• Inmates’ families

• At-risk groups

• General public


CUSTOMERS

Beneficiaries Segmentation Model

Knowing the requirements of SPS Beneficiaries, the Segmentation Model shown in Table 2.1.3 is developed. This Table is aligned to the 3 Key Services of SPS and shows how the requirements are met.

Table 2.1.3 – Beneficiaries Segmentation Model – Delivering the Requirements

Legend (3 Key Services):

BeneficiarySegment

OFF

END

ERS

Inm

ates

(Gen

eral

Nee

ds)

Basic Needs

Rehabilitation Needs

Requirement

Safe environment during incarceration

Balanced and nutritious diet

Adequate and appropriate healthcare services

Deterrence• Identify rehabilitation levels and needs

• Identify appropriate programmes based on determined levels of need

• Increase motivation to change for better

• Provide training on skills to rebuild and enhance family relationships

• Identify and change criminal thinking patterns

Developmental• Provide skill-upgrading and work opportunities to enhance employability

and cultivate good work ethics

• Build pro-social support

Pre-Release• Equip inmates with life skills to equip inmates to find jobs and prepare for life outside prison

• Enhance pro-social support

Inm

ates

(wit

h Sp

ecia

l Nee

ds)

Suicidal Inmates

Inmates Diagnosed with Medical Problems

Inmates with Violent Tendencies

or Require Protection

Inmates with Mental Disabilities

• Assistance in alleviating suicidal thoughts

• Segregation from mainstream inmate population

• Hospital care

• Mobility assistance due to handicap

• Segregation from mainstream inmate population

• Specialised treatment programmes

• Psychiatric treatment

Ensuring the Safe and Secure Custody of Inmates

Providing Effective Rehabilitation and Reintegration Programmes

Facilitating Preventive and Pre-Entry Interventions


Table 2.1.3 – Beneficiaries Segmentation Model – Delivering the Requirements

OFF

END

ERS

Off

ende

rs P

lace

d on

Com

mun

ity

Corr

ecti

ons

Reintegration Needs

Offenders placed on SDO and DRO

Aftercare• Reintegration into society through support from families and the community

• Rehabilitation in real life setting

• Aftercare needs are identified and met

• Supervision and monitoring

• Adequate punishment without disruption to family life or loss of job

• Supervision Plan of appropriate intensity based on offenders’ risk and needs, as well as work and study requirements

BeneficiarySegment

Requirement

At-

Risk

Gro

ups

Gen

eral

Pub

lic

• Deterrence from criminal behaviour

• Prevention of inter-generational crime

• Secure custody of offenders

• Selection of inmates to be emplaced on Community Based Programme

• Successful reintegration of offenders

Off

ende

rs P

lace

d on

Com

mun

ity

Corr

ecti

ons

Offenders placed on SDO and DRO

• Maintain positive and meaningful relationship with inmates during incarceration

• Mitigate impact of inmates’ incarceration on family, including assisting and uplifting of inmates’ children


CUSTOMERS

Analysing Requirements and Satisfaction for Improvements

Figure 2.1.4 – Incorporating Analysis of Beneficiary Requirements and Satisfaction for Improvement Actions

The Listening and Learning Channels shown in Table 2.1.2 provides inputs to analyse and know the current and future requirements as well as the drivers of satisfaction (Table 2.3.1) of the beneficiary segments. Operational meetings will look into the need to develop SPS services based on current requirements and satisfaction returns. Future expectations of beneficiaries are discussed at SPS planning process (Category 3.1) to develop strategic plans to enhance our services. Figure 2.1.4 shows the approach taken.

SPS customises its services in order to meet specific beneficiary requirements (e.g. as shown in Table 2.1.3 for Inmates with Special Needs). The customisation process follows the innovation process (Category 5.1).

2.1b How the organisation incorporates market and customer requirements into the strategic plans

Current

Requirements Drivers of Satisfaction

CurrentOperational Development

Customisation of Services

Strategic PlansFuture Future

Lead

s to

Listening and Learning Strategies

2.2 Customer Experience

Incorporating Beneficiary Expectations in Service Delivery

2.2a How the organisation incorporates customer expectations in designing touchpoints, products, processes and services

As illustrated in Figure 2.1.4, understanding our beneficiaries’ current requirements and drivers of satisfaction prompt improvements in our operations and customisation of services.

Feedback Management

Feedback helps us understand requirements and concerns. The unique nature of our work means that feedback from offenders and their families and feedback received from other stakeholders are managed differently.

2.2b How the organisation ensures customer feedback is addressed and analysed

Types of Feedback from Offenders

Staff Service Delivery Inmates’ Well-being and Security

Inmates’ rehabilitation and reintegration matters

Other Inmates’ matters


Figure 2.2.3 – Feedback Management Structure for Public/Stakeholders

Types of Feedback from Public/Stakeholders

Feedback Channels

Routes feedback to relevant divisions/unit/branch/cluster/institution for action

Provide final reply based on the action(s) taken

Staff Service Delivery

Meeting with stakeholders

MP Appeals

PHQ Institutions and Clusters COMC

QSM Office

OSC

Letters/Emails Prisonfeedback 1800-PRISONS hotline

Inmates’ Well-being and Security

Service Quality Inmates’ rehabilitation

and reintegration matters

Inmates’ matters Visit matters or matters relating to services offered by Prison Link Centres

Received via

Refer feedback to QSM Office if advice is needed

Quality Service representatives under the Quality Service Structure provides guidance on handling public feedback*

managed by

Touchpoints Management

We have developed a full cycle on how beneficiaries are able to get in touch with SPS, from pre-contact, contact to post-contact.

2.2c How the organisation provides ease of access for customers to seek assistance and information to enhance the customer experience

2.2d How the organisation sets performance standards at customer touchpoints to ensure consistent service delivery

Empowerment and Service Delivery

Our beneficiary engagement protocols are aligned to our SVIC Values and provide guidance on service delivery to our staff.

We enhance the skill sets of our officers manning the touchpoints by providing them with targeted and customised training.

Our officers are empowered to make decisions in the course of their work, guided by statutes, regulations and policies. This allows them to exercise discretion to meet the needs of our beneficiaries through various platforms, and perform service recovery when necessary.


CUSTOMERS

2.3 Customer Satisfaction

Managing Customer Satisfaction

Our beneficiaries’ satisfaction is determined for our Key Services in alignment to the desired outcomes under Corrections 2025, resonating strongly with the Public. Our main beneficiary, the Offenders are “unwilling” customers and their satisfaction is gleaned by assessing appreciation for having a humane and safe environment and having effective rehabilitation and reintegration programmes. SPS achieves this by being effective in our work and delivery of key services.

2.3a How the organisation determines and improves customer satisfaction for various customer segments

2.3b How the organisation determines current and future drivers of customer satisfaction

Current and Future Drivers of Satisfaction

The Satisfaction Criteria for our Beneficiaries enable us to know the Current Drivers of Satisfaction. Given the Key Services and dealings with our Beneficiaries, our future drivers of satisfaction also correspond to our future requirements. Table 2.3.2 shows our current and future drivers of satisfaction.

2.3c How the organisation incorporates customer insights and feedback into strategic improvement plans

Beneficiary Loyalty

As a world class correctional agency, we recognise that our work has far reaching effects on the wider society. Therefore, one measure of beneficiary loyalty is the public trust and perception of our work as Captains of Lives.

The high public trust in the work we do has resulted in a rising trend of people volunteering their services in SPS. These volunteers offer a variety of services such as befriending programme and religious counselling. These volunteers include ex-offenders who have desisted re-offending. There is also an increasing number of such “ex-beneficiaries” returning to volunteer their services in SPS. Such trends demonstrate the loyalty of our beneficiaries to see the success of our work and affirm the quality of our work as COLs.

The above information is collated, processed and analysed for operational development and customisation of services. In addition, as part of SPS Planning Process, future drivers ofsatisfaction are incorporated into our strategic plans which are implemented by the relevant units to improve our service delivery.

Analysing Beneficiary Satisfaction

We analyse beneficiary satisfaction through various sources:

i. Insights from various listening and learning strategies ii. Aggregated feedback from the Feedback Management Process iii. Satisfaction indicators

Singapore Quality Award with Special Commendation Application Report 2019

STRATEGY

21

SPS Planning Process

SPS conceptualises, develops, implements and reviews both short-term and long-term strategies to achieve our Mission and Vision. Our planning process comprises four components (Table 3.0.1). A key aspect of the Planning Processis that as the Plans for the current Financial Year are rolled out from April to next March, the planning for the next Financial Year is carried out from the third quarter of the year.

The Resource Management Process has been incorporated in Table 3.0.1, and this shows that resources are available for allocation during the development of the Annual Workplans during Corporate Planning component.

3. STRATEGY

Table 3.0.1 – SPS Planning Process

• Inputs to planning (Table 3.1.1)

• Review and determine organisational challenges

• Anticipate potential risks and changes

• Annual review and roll-over of Key Projects

• Review and develop Focal Areas (long-term strategies) and Key Strategies (short-term strategies)

• Review Corporate Dashboard and Key Performance Indicators (KPIs) to achieve organisational goals

Planning and Prioritisation• Review multi-year budget

forecasts and proposals to ensure adequacy and alignment to departmental needs

• Review resource utilisation of current FY

• Identify resource demands and prioritise resource needs

• Identify and optimise resource allocation through annual budget planning process with inputs from SPS Divisions, Clusters and Commands

• Develop holistic resource allocation plan to support Key Strategies

Resource Management Process

• Develop and approve annual Workplan

• Ownership of KPIs • Set targets

Allocation and Approval• Analyse annual budget

allocation for Key Projects delivery and operational needs

• Develop long term forecasts through multi-year budget review with MHQ and Divisions, Clusters and Commands

• Endorsement of approved resource allocation

• Cascade goals to ground

• Communication and implementation of Workplan

Utilisation• Cascade supported

and approved SPS annual resource allocation for utilisation by Divisions, Clusters and Commands

• Monitor and review Workplan progress

• Monitor and review Risk Register

• Track KPIs• Anticipate

changes and take appropriate actions

Monitoring and Review• Monitor and report

budget utilisation to MHA and SPS Management via periodic review of budget submissions by Divisions, Clusters and Commands

• Ensure alignment of resource planning process with MHA guidelines

• Ensure availability and re-allocation of resources

Planning Component

Timeline

Activity

Strategic Planning(What to do?)

July – SeptemberFor next FY

Corporate Planning(How to do?)

October – MarchFor next FY

Monitoring and Review(How have we done?)

Strategy Implementation(Do)

April to MarchCurrent FY


Table 3.0.1 – SPS Planning Process

Strategic Planning Component

Strategic planning allows for the analysis of long-term strategies. Taking guidance from the Public Sector Transformation, challenges and strategies mapped out by the Home Team Transformation Plan 2025, retreats and meetings with SPS Directorate and CARE Network agencies are conducted to facilitate and stimulate strategic thinking. These platforms also serve to challenge mental models and assumptions relating to the challenges and strategies, as well as identify the driving forces and opportunities that may affect the organisation.

Planning Inputs

SPS utilises both internal and external sources of information to determine organisational challenges and anticipate external changes and risks.

3.1 Strategy Development

3.1a How the organisation determines organisational challenges and anticipates external changes and risks

3.1b How the organisation develops long- and short-term strategies to achieve organisational goals

Planning Component

Timeline

Strategic Planning(What to do?)

July – SeptemberFor next FY

Corporate Planning(How to do?)

October – MarchFor next FY

Monitoring and Review(How have we done?)

Strategy Implementation(Do)

April to MarchCurrent FY

Stakeholders

(Tables 3.1.4 and 3.2.5 for External Stakeholders’ Contributions to Strategy Development and Strategy Implementation respectively)

Engagement Platforms

Inte

rnal

Exte

rnal

• Directorate • Divisions, Clusters and Commands

• Directorate• Divisions, Clusters and Commands• Respective project owners

• Ministry of Home Affairs (MHA)• Singapore Corporation of Rehabilitative Enterprises (SCORE)• Community Action for Rehabilitation of Ex-offenders (CARE) Network partners• Partners and Suppliers• Beneficiaries

• Planning Retreat • Division, Cluster and

Command Retreats• CARE Network Co-Chair

Meeting• Partners and Suppliers

communication channels• Feedback from Beneficiaries

via Housing Units, Quality Service Manager (QSM) and Yellow Ribbon community engagement platforms

• Directorate Retreat• Corporate Retreat• Biennial CARE

Network Retreat• Partners and Suppliers

communication channels

• Feedback from Beneficiaries via Housing Units, QSM and Yellow Ribbon community engagement platforms

• Corporate Advance• Corporate Advance

Roadshows• CARE Network

Seminar• Partners and

Suppliers communication channels

• Communicate to Beneficiaries via Housing Units, QSM and Yellow Ribbon community engagement platforms

• Corporate Dashboard Reporting

• KPI and Risk Register reviews

• Workplan updates• CARE Network

Workgroup Meeting• Partners and

Suppliers communication channels

• Feedback from Beneficiaries via Housing Units, QSM and Yellow Ribbon community engagement platforms

Singapore Quality Award with Special Commendation Application Report 2019

STRATEGY

23

SPS Planning Framework

As shown in Figure 3.1.2, the SPS Planning Framework comprises the systematic cascading of Planning Directions from the Public Sector Transformation to the Home Team Transformation to SPS Corrections 2025 and captures the content of the SPS Strategic Planning and it facilitates the development of Key Projects to drive SPS towards achieving our desired outcomes and realise our Vision of creating a society without reoffending.

3.1c How the organisation engages key stakeholders in the strategy development process

Involvement of Stakeholders in Strategy Development

The Planning Process includes the involvement and engagement platforms for relevant stakeholders for the Strategic Planning component. Such engagements allow stakeholders to suggest areas for improvements and raise concerns in the development of plans and implementation issues.

3.2 Strategy Implementation 3.2a How the organisation develops and implements long- and short-term action plans

The Corporate Planning activities are guided by the SPS Planning Framework to develop Annual Workplans linked to the Focal Areas and Key Strategies. The Workplans will include the KPIs to track and measure the work processes, organisational health and achievement of desired outcomes. This involves individual Divisions, Clusters and Commands planning their ongoing work and long-term Key Projects. Details of the Workplan are finalised after various retreats and meetings with key stakeholders. Feedback from beneficiaries are also considered when developing the Workplan.

Corporate Planning Component - Development of Annual Workplan

The Corporate Dashboard covers the full range of departmental KPIs measured in SPS. All SPS units track relevant KPIs to ensure their contributions to achieve the targets set. Corporate KPIs that provide the Directorate insights to the organisational performance are monitored via the Corporate Dashboard Reporting.

Corporate KPIs are aligned to the Focal Areas and Key Strategies of SPS. Targets for KPIs are developed and set based on historical data of past performances, local and international benchmarks where possible.

Key Performance Indicators and Setting Targets

‘Corrections 2025’ was envisioned as the desired outcome for SPS after extensive consultation with internal and external stakeholders. Focal Areas (Long-Term Strategies) and the corresponding Key Strategies (Short-Term Strategies) of i) Prison Without Guards (PWG), ii) Learning Prison (LP) and iii) Prison Without Walls (PWW) have been identified for development and implementation in the coming years to propel SPS forward. Budgeting and resource allocation is carried out to secure financial and human resources which support the realisation of ‘Corrections 2025’.

Target setting takes into consideration:a) Long-term and short-term performance that will achieve the desired outcomes;b) The need for continuous improvements, noting that same performance targets through the years show the productivity demands to achieve more and meet rising expectations;c) International performance benchmarking for core KPIs that allows SPS to rank its performance; andd) Stretch targets to achieve marked improvements and ensure quick completion of projects.


STRATEGY

Strategy Implementation Component - Communicating and Cascading Workplans

After the Workplan is endorsed, the implementation details are communicated to our COLs and other key stakeholders at the annual Corporate Advance, CARE Network Seminar and key meetings with partners and suppliers. After the Corporate Advance, the Workplan is further communicated to all COLs through a series of roadshows at HQ, Cluster and Command levels. Beneficiaries are also apprised of initiatives that will impact them via the feedback channels. The implementation of the Workplan is driven and coordinated by the respective Divisions, and implemented by the Clusters and Commands on the ground.

3.2b How the organisation manages organisational risks associated with plans

Risk Management

The management of risks in SPS is overseen by the Inspectorate and Review Division (IRD), The Risk Management Process was developed according to the ISO 31000:2009.

3.2c How the organisation allocates resources in a timely manner to achieve strategic goals

Resource Allocation

The Resource Management Process covering planning, allocation, utilisation and monitoring is included in the SPS Planning Process. Through the period of Strategy Implementation, resource utilisation and any re-allocation are deliberated at formal approval platforms. In the meetings, initiatives are assessed to ensure resources are allocated to implement the Key Projects and Workplan.

3.2d How the organisation engages key stakeholders in the strategy implementation process

Involvement of Stakeholders in Strategy Implementation

The Planning Process shows the involvement and engagement platforms for relevant stakeholders for the Strategy Implementation component.

3.2e How the organisation measures performance against plans and targets

Monitoring and Review Component

The progress of the Workplan is tracked monthly. To ensure that SPS achieves our performance targets and desired outcomes, the tracking of KPIs is presented to the Directorate via Corporate Dashboard Reporting.


PEOPLE

HR Planning Process

SPS provides a unique and rewarding career that transforms individuals with skill sets that allow for a deep understanding of humanity and contribute to society in a manner that impacts far beyond one’s work. This identity of being Captains of Lives (COLs) is brought about through the management of a work environment that fosters a strong sense of belonging and allows for individual growth and development.

Director, Staff Development Division (SDD) oversees future staffing needs and HR-related actions to ensure that a sufficient pool of talented, motivated and skilled employees is available to meet the organisational needs. Our HR Planning Process is aligned to the SPS Planning Process as given in Table 3.0.1. Figure 4.1.1 summarises the HR Needs based on SPS Strategies and Transformation Plans with respect to the four areas for HR Plans; namely Manpower, Learning and Development, Well-being and Engagement and Performance and Recognition.

Figure 4.1.1 – HR Needs for HR Planning

4.1 Human Resource Planning

4. PEOPLE

4.1a How the organisation anticipates Human Resource (HR) needs and develops HR plans and policies which are aligned to the strategic goals and organisational values

SPS Key Strategies/Transformation Plans

Anticipating HR Needs in four main areas

Manpower

Ensure manpower adequacy through:

• Determining duty points required per function

• Determining critical manning level

• Periodical review of establishment and manning level

• Leveraging manpower planning tool to anticipate and mitigate potential challenges

Identify competency requirements through:

• Learning Needs Analysis

• Competency Framework which takes SPS strategies as well as the current and future transformation plans into consideration

• Individual Development Plan

Identify staff well-being needs through:

• Employee Engagement Survey results

• Future workforce demographics derived through manpower planning (e.g. greater focus on career transition initiatives with increase in number of retirement)

• Sick leave rate

• Turnover rate

• Staff feedback (through structured and ad-hoc channels)

Maintain high performance and staff motivation through:

• Participation in external study to benchmark our practices

• Periodical review of staff recognition frameworks

• Reinforcement of desired behaviours and organisational values

Learning and Development

Well-Being and Engagement

Performance and Recognition

Strategic Planning

(July – September)

Corporate Planning

(October – M

arch)

Strategy Im

plementation

(April onw

ards)

Monitoring

/ Review

(ongoing)


PEOPLE

4.1b Describe how the organisation establishes a recruitment and selection process to meet organisational needs

Managing Recruitment

Our recruitment strategy is to bring on-board the right COL. Figure 4.1.5 illustrates the reach to the intended pool of potential talent and ways of identifying the right staff.

The Recruitment Branch’s focal areas are:

a. Recruit candidates who are vision and mission-aligned;b. Continue to create mindshare among potential recruits, so that we remain as an employer of choice; andc. Create a positive touchpoint experience for members of public who are potential job applicants

SPS constantly reviews our career pitch to grow our visibility with potential COLs and to meet two objectives - (1) Short-medium term manpower availability; and (2) Ensure that our long-term manpower holding is achieved.

Figure 4.1.5 – Our Recruitment Mechanisms

Key Strategy: Attract and Retain Talents

Marketing Mix[Face-to-Face interactions, social media

engagement, publications and book prizes]

Career Activist Framework

Line managers are involvedBased on desired traits, values and aptitudes of a COL

Recruitment Strategy

Assess alignment of candidates with SPS’s vision, mission and values

• Video: A Day in the Life of a COL

• Learning journey to prison institutions

Psychometric Tools Assessment Checklist Job Preview

Recruitment Platforms[HUS Scholarship, ITE/Diploma

sponsorship, career fairs and talks, publications, book prizes, internships,

learning journeys]

Recruitment Mechanisms

4.1c How the organisation identifies and grooms employees for high performance

Leadership Development

SPS puts in place a structured learning roadmap to chart the leadership development pathway of officers as they progress through ranks and assume various leadership/supervisory positions. At each level, milestone leadership courses are planned with PSD’s AIM qualities in mind and these courses enable officers to apply leadership principles via experiential training in an SPS context. Specifically, for high performing officers, they are also nominated to attend selected leadership courses conducted by the Civil Service College (CSC).


4.2a How the organisation engages employees to identify current and new competencies required to achieve organisational goals

4.2 Employee Learning and Development

Learning and Development Process

We are committed in developing our COLs to effectively carry out correctional work and to experience personal growth. Our Learning and Development (L&D) process supports the organisational key strategies and is geared towards deepening and broadening staff competencies (Figure 4.2.1).

Figure 4.2.1 – Learning and Development Process

Proc

esse

sA

imLe

arni

ng

and

Dev

t St

rate

gies

Develop Captains of Lives to effectively carry out correctional work bydeepening and broadening staff competencies

Strengthening Ops-Training Nexus

Learning Needs Analysis• Engaging the COLs to determine personal development

• Aligning Learning Needs with Competency Framework

• Inputs from Clusters/Divisions, supported by Cluster Commanders/Directors

• Develop Individual Development Plan and SPS Total Learning Plan

Implementation• Budgeting/allocation of training funds

• Endorsement of budget/training plans by Commissioner of Prisons

• Dissemination of funds to Clusters/Divisions

• Communication of Learning Plan

• Staff apply for courses and training via HRMS/HRPS

Monitoring and Review• Changes in Strategic Direction

• Staff Feedback

• Course Evaluation Forms

• Monitor Training Indicators

Feedback and Improvements

Total Learning Plan• Determine learning programme, providers, schedule and budget

• Learning programmes include:

• SPS Core Correctional Practices

• Risk Management

• Future Competencies

• Data Analytics

• Design Thinking

• Behavioural Insights

• Cyber Security

• Collaboration and Engagement

• Digital Literacy

• Milestone leadership courses and external training

• Individual Development Plan for personal growth

Deepening Required Skills

Fostering Positive Learning Culture

Leadership and Personal Effectiveness

Home Team Cross Cutting Skills

SPS Tradecraft

Competency Framework


PEOPLE

4.2b How the organisation provides learning and development opportunities to employees to achieve organisational and personal growth

Providing L&D Opportunities

We provide structured and progressive L&D for the COLs throughout their career in SPS. Resources are committed to develop a Learning Organisation, and training programmes and courses are evaluated for learning effectiveness and improvements.

Induction ActivitiesStaff who are either new to SPS or are given new postings will be introduced to orientation or familiarisation activities designed to prepare them for their job (Table 4.2.4).

Table 4.2.4 – SPS Induction Activities

Pre-Orientation

Orientation – Day of reporting for new staff

Familiarisation (for staff given new posting)

• Inform hiring unit and relevant units on the reporting details of the new officer

• Assign buddy and mentor

• Job preview

• Welcome and administrative briefing

• Issuance of welcome kit

• Orientation briefing and tour of premises

• On-the-job training (OJT)

• Understudy opportunities

• Attachment at institutions with attachment checklist

• Inform hiring unit and relevant units on the reporting details of the new officer

• Assign buddy and mentor

• OJT

• Understudy opportunities

• Briefing for civilian officers

• Visit to institutions

Pre-Orientation, Orientation and Familiarisation Activities

Uniformed Civilian

Learning through Knowledge ManagementSharing of information and knowledge takes place at different platforms and phases throughout a staff ’s career (Figure 4.2.7).

Figure 4.2.7 – Knowledge Management as an Enabler of Organisational Learning

KNOWLEDGEMANAGEMENT

• HU change of shift briefings

• Management meetings

• In-service trainings

• Projects / Committee work

• Community of Practices (COP)

• Learning journey

• Standing orders (e.g. SOP, PSO, CSO, etc)

• Reference checklist to guide new officers in their work

• E-Registry

People

Learning Organisation

Platform Process

• Shadowing a more seasoned officer for a start

• Coaching framework

• Mentorship in key Leadership Development courses (e.g. Experiential Learning during SPS Command and Staff Course)

• Officers sharing experiences via talks/seminars

• Attachment phase before basic training

• On-the-job training

• Documentation of notes of meetings/briefing sessions

• Understudy period during postings


4.3 Employee Engagement And Well-Being

Employee Engagement Framework

Our Employee Engagement Framework (Figure 4.3.1) details how our staff are connected through four engagement strategies of Connect, Grow, Share, and Excel to develop involvement and participation at both the individual and team levels. The engagement mechanisms and the culture development practices and programmes (Category 1.2) imbue a sense of belonging to our Shared Values in Corrections (SVIC).

Figure 4.3.1 – Employee Engagement Framework

Engagement Mechanisms

Our staff engagement mechanisms are implemented and led by the different units under the Connect, Grow, Share and Excel strategies (Table 4.3.2).

4.3a How the organisation supports individual and team participation to achieve organisational goals

Table 4.3.2 – Implementation of Employee Engagement Mechanisms

Engagement Strategy of ‘Connect’• Engagement of staff by Directorate at different levels

• Sharing of observations with leadership group

• Platforms to encourage exchanging of ideas and learning from one another

• Celebration of success and building better bonds with one another

Engagement Strategies

Implementation of Mechanisms• Individual involvement

• Team-based activities – within Department, Cross-functional and Cross-Cultural (inter-agency)

Feedback from working committee through AAR, OHS, various communication channels, e.g. Dialogues with Directorates, COLours, etc.

Engagement Strategies to uphold SPS Values

SVICConnect Excel

Grow Share

Monitoring and Review

Engagement Strategy of ‘Grow’• Strengthening staff potential and competencies for career advancement

• Developing our staff in the area of self-development and staff well-being

Engagement Strategy of ‘Share’• Ensuring clarity and alignment with SPS’s strategic focus

• Making information available readily

• Sharing of best practices and provision of suggestions to improve services

Engagement Strategy of ‘Excel’• Striving to strengthen our management systems and processes for high level of performance

• Recognition of COL for their innovation, service and performance excellence


PEOPLE

4.3b How the organisation develops a work environment that enhances employee health and well-being

Employee Well-being

SPS adopts an encompassing approach to staff well-being with a variety of individual and team-based mechanisms addressing staff ’s social, financial, physical and psychological well-being. This helps to develop an environment of wellness and camaraderie.

Table 4.3.4 – Committees Promoting Employee Well-being

Our Directorate participates actively in ensuring that the well-being needs of our staff are met through three main avenues (i.e., Co-op, SWSC and PSRC) as shown in Table 4.3.4. While SWSC is the key platform where overall well-being strategies are driven, the Co-op and PSRC Management are also attendees of SWSC. Thus, the three committees are able to synergise to promote the well-being of the staff.

Committee Composition Area of Interests

Staff Well-Being Steering Commmittee (SWSC)

Singapore Prison Service Multi-Purpose Co-Operative Society Ltd. (Co-op)

i) Chaired by Deputy Commissioner of Prisons (Policy and Transformation)

ii) Attended by the Directorate and representatives from the Clusters/Divisions

i) Commissioner of Prisons as the President, Deputy Commissioner of Prisons (Policy and Transformation) as the Chairman of the management committee, and the Directorate as Members in Board of Trustees

ii) The Management Committee is supported by appointed and elected members

i) Enhance staff welfare development

ii) Ensuring proper management and productive utilisation of funds in promotion of staff welfare activities

iii) Oversees departmental well-being initiatives

i) Promotes the economic interests of the members

Prisons Sports and Recreation Club (PSRC)

i) Chaired by Deputy Commissioner of Prisons (Policy and Transformation), supported by 3-Vice Chairman:

- Vice Chairman (Sports) by Commander, Cluster B

- Vice Chairman (Finance and Admin) by Director (Inspectorate and Review Division)

- Vice Chairman (Social and Recreation) by Senior Assistant Director (Staff Well-Being Branch)

ii) Activities managed by the respective sports managers/sub-committee

i) Promotes social and physical well-being of the staff

4.3c How the organisation measures employee satisfaction, engagement and well-being

SPS employs structured and ad-hoc assessments of employee satisfaction, engagement and well-being, with direct and indirect measurements taken from all levels of staff (Table 4.3.5). The returns (e.g. feedback, survey scorings) are studied through platforms such as focus group discussions and management meetings before action plans are worked out at the respective Cluster/Divisional levels to close the identified gaps.

• Staff Appraisal Report (Half-yearly)

• Coaching sessions (Half-yearly)

• Employee Engagement Survey/Pulse Survey to assess engagement level (biennial)

• Directorate visits and dialogues to engage the staff (average of 2 visits per month)

• Cluster/Division representation at SWSC which serves as a feedback platform for the ground staff (quarterly)

• External Awards e.g. Aon Best Employers to benchmark and improve HR practices (biennial)

• Regular meetings/forums at various levels (ranges from weekly to quarterly)

• Feedback via email (include direct lines to the senior management)

• Informal conversations with staff

• Exit interviews

• Survey to find out the satisfaction level of technological support in the organisation

• After Action Review (after an event/activity)

Satisfaction, Engagement and Staff Well-Being

StructuredAd-hoc

Department/ Unit-Level

Department/ Unit-Level

Individual Level

Individual Level

Met

hod

of A

sses

smen

t


4.4 Employee Performance and Recognition

Motivating COLs to do well and achieve both the SPS’s and their personal goals are the objectives of the Performance and Recognition System. SPS looks into five factors to manage and recognise our staff, namely:

(1) Achieving individual goals (cascaded from SPS goals)(2) Encouraging and recognising high performance and contributions(3) Promoting creative and innovative behaviours(4) Providing exemplary service within SPS and to our beneficiaries(5) Living up to the Values and demonstrating role model behaviours

For each of these factors, Table 4.4.1 shows the Performance Management System and the related Rewards and Recognitions given.

Performance AppraisalsOur staff performance appraisal comprises two reviews carried out in a year (i.e., mid-year review and year-end review) where staff are assessed on their work performance, personal qualities (including innovation and service attributes), as well as their personal development. SDD also conducts appraisal workshops for supervisors and supervisors-to-be, to equip them with the necessary knowledge to be able to converse performance and career related issues with their staff in the appropriate manner.

4.4a How the organisation supports high performance, productive and innovative behaviours to achieve organisational goals

4.4b How the organisation reinforces desired behaviours and organisational values

4.4c How the organisation rewards and recognises employees to achieve organisational goals

Employee Motivation


PROCESSES

The SPS 3i (Ideas, Implementation and Improvement) Framework (Figure 5.1.1) provides an overarching structure by stating what Innovation means and detailing the three elements of Leadership, System and People that supports our innovation drive.

Innovation is the realisation of improvement in the way we work

5.1 Innovation Capabilities

5. PROCESSES

Figure 5.1.1 – SPS 3i Framework

SPS 3i Framework

SPS 3i Framework

5.1a How the organisation develops and implements innovative ideas to create value

5.1b How the organisation involves key stakeholders in generating and implementing innovative ideas and solutions

System

Mechanism• Suggestion Management System

in 3i Portal for Staff Suggestion Scheme (SSS) submission

• Evaluation Criteria in place to promote quality ideas and projects

• Innovation Process with individual and team-based mechanisms (incorporating PDCA Cycle)

Training• Design Thinking Workshop

• Behavioural Insights Training

Funding• New Initiative Fund (NIF)

• MHA Innovation Fund (MIF) / Strategic Partnership for Innovation (SPI)

Motivation• Innovation reward structure

(SSS, Quality Suggestion Award (QSA) and Commander’s Award/Director’s Award (CA/DA), SPS 3i Awards, SPS Innovative Project Award, SPS I DARE Makeathon, OE Awards Ceremony)

• Public Sector Transformation (PST) Awards, Home Team (HT) Innovation Awards, HT Science and Technology Awards

Leadership

Innovation Champion• Director, Strategic Planning Division

Innovation Management/Evaluation• 3i Committees

• Management Meetings

Appointed Innovation Drivers• 3i Drivers

• 3i Chief Advocates

• 3i Advocates

People

• Participation in 3i initiatives/external events/meeting, discussion, sharing platforms such as SSS, SPS Innovation Project Award, SPS I DARE Makeathon

• Collaboration through the engagement of suppliers, partners and beneficiaries, to co-create/develop innovative projects

Innovation Culture

Lead

ersh

ip System

People

Involving everybody in the innovation drive

Guidi

ng th

e in

nova

tion

driv

e

Enabling the innovation

Ideas

Improvement Implementation

Learn and Grow


SPS Innovation Process

Gathering, evaluating and implementing ideas for improvements are covered in our Innovation Process. This is done at Individual and Team (Intra- and Inter-departmental (Organisational)) levels. For Team-based projects, the Plan-Do-Check-Act (PDCA) Cycle is followed. The Innovation Process is shown in Figure 5.1.2.

Figure 5.1.2 – SPS Innovation Process

PDCA Cycle

PHASES

ACTIVITIES

INVOLVEMENT

PLAN (Step 1-5)

1) Select Theme

2) Plan Schedule

3) Grasp Present Status

4) Set Targets

5) Analyse the Problem and Determine Corrective Action

Sources of Ideas• Internal (Corporate Planning

Process, 3i Committee and staff meeting platforms, Design Thinking workshop and SPS I DARE Makeathon)

• External (Local and overseas learning journeys, technology and environment scans, study visits, surveys and researches, Home Team Innofest, PSD ExCEL Convention)

Feasibility Assessment:• Alignment to strategic

goals and directions

• Value-add to key and supporting processes

Team

A group of officers (intra-department) brainstorm for innovation project,

facilitated by a middle manager

Individual:

Officers participate in the SSS in 3i Portal

Suggestions

• Short-time implementation

• Resolve minor problems faced

Evaluation

• Suggestor self-evaluates suggestion, followed by middle manager’s evaluation

• Thereafter, suggestion is evaluated by respective functional unitsReview

and Improve

Implementation

• Staff or units are appointed to implement ideas within a time frame

• Good ideas are replicated across SPS

Innovation Projects

• Mid-time implementation

• Resolve slightly difficult problems faced

OrganisationalA working group (inter-department/

cross-functional) brainstorms for strategic innovation project, facilitated by 3i

Drivers, 3i Chief Advocates

Strategic Innovation Projects(SPS refers to Strategic Innovation as efforts

which are aligned with the department’s key strategies and focal areas)

• Longer time implementation

• Resolve very difficult problems faced with “think out of the box” solution

• Staff participation in projects

• Involvement of our stakeholders in various feedback channels (e.g. inmates’ feedback, medical service surveys, and public feedback)

• Key suppliers and partners are consulted on our projects, intellectual property and initiatives to seek further inputs and establish avenues for collaboration

• Communication of revised work processes and new products to staff and stakeholders

• Post implementation and evaluation report by project teams

• Implement project within set timeframe and budget via test bedding and pilot projects

• Report project progress to relevant party (e.g. supervisors, T&TD (on SPI Projects), ODB (on SSS, QSA, CA/DA), Cluster/Institution Management Meetings, C/SPS’s visits to institutions/units)

• Mass customisation of successful projects

• Update relevant PSO and SOP to incorporate new processes/products

• Communication to staff and stakeholders of new processes/products

DO/CHECK (Step 6-7)

6) Implementation

7) Evaluate Results

ACT (Step 8)

8) Standardise Action and Review


PROCESSES

5.2 Process Management

SPS Operational Model

The management of work processes in SPS is shown in the Operational Model in Figure 5.2.1

Figure 5.2.1 – SPS Operational Model

5.2a How the organisation manages key and support processes to meet customer and operational requirements

BENEFICIARIES

Feedback Mechanisms(Category 2.1)

STRATEGIC

SUPPORTING PROCESSES

CONTROLS AND MEASURES

REVIEWS AND IMPROVEMENTS

KEY BUSINESS PROCESSESThree Key Services for Beneficiaries

MA

NA

GEM

ENT

WO

RK P

ROC

ESSE

SM

ON

ITO

RIN

G A

ND

PE

RFO

RMA

NC

E CO

NTR

OL

OPERATIONS

1) Direction

- Strategic Planning

- Resource Allocation

- New KPIs

2) Oversee Process Transformation

- Review Inputs to Processes

3) Develop Future Readiness

- Innovations

• Managing Human Resources

• Providing Finance, Procurement and Corporate Services Support

• Providing Technological Support

• Managing Intelligence

• Mobilising Community Resources

• Managing Public Feedback and Corporate Communications

• KPIs

• Tracking

• Analysis

• Meetings

• Audits

• After-Action Reviews (AARs)

• Reviews of Prison Standing Orders

A) Ensuring Safe and Secure Custody of Inmates

B) Providing Effective Rehabilitation and Reintegration Programmes

C) Facilitating Preventive and Pre-Entry Interventions

1) Daily Operations

2) Contingency Exercises and Response

3) Resource Management

4) Process Performance Review and Improvements

Revi

se Report to

Managed D

aily via

General Public

At-risk Groups

Offenders’ Families

Offenders

Guide

Report

Enab

le

Need

Monitored via

Improve

Deliver Value to

Feedback on Requirements and Satisfaction

Oversee and Refine

Trac

ks P

erfo

rman

ce o

f


Process Improvements

Productivity in SPS is achieved by focusing on the optimisation of resources, and this is tracked in terms of costs and manpower as average cost of incarceration and inmate-staff ratio.

The Process Monitoring Activities provides vigilance on performance trending and operational feedback that allow for proactive actions and to initiate any development actions.

5.2b How the organisation drives process improvement to enhance productivity and achieve higher organisational performance

Ensuring Business Continuity

SPS has developed Contingency Plans and Business Continuity Plans (BCPs), and has conducted exercises and prepared its readiness to effectively recover from any contingency situations or crises.

Contingency plans address incidents such as Fire, Riot, Escape, Hostage-taking, Infectious Disease/Pandemic, and Natural/Man-made Disaster. BCPs address Business Service Disruptions, such as IT Systems Failure, or Utilities Breakdown.

Over the years, our Contingency Plans have evolved to include Joint Operations with other Home Team Departments to ensure readiness of staff in Clusters and institutions and inject realism.

5.2c How the organisation sustains key processes in times of emergencies to ensure business continuity

5.3 Supplier and Partner Management

Classification of Suppliers and Partners

Key Suppliers are organisations which provide goods and services to SPS in support of our administration and operations.

Key Partners are organisations which work with SPS to deliver value to our beneficiaries.

5.3a How the organisation identifies and manages key suppliers and partners to achieve organisational goals

Procurement ModelAll Home Team Departments (HTDs) adopt the MHA Procurement Model. SPS adheres to the Government Instruction Manuals (IM) when contracting suppliers through the Government Electronic Business System (GeBIZ). GeBIZ is an integrated, one-stop centre to announce tenders/quotations and for the submission of proposals by suppliers.

Managing Suppliers and Partners

The strategic fit needed for the key areas allows for the identification and selection of the Suppliers and Partners. Communication channels are established to inform and provide feedback on the performance and delivery requirements.

Partners/Suppliers for Innovation or Customisation Process

SPS maintains an ongoing engagement with external parties on developing new and improved products or services and also helps suppliers in their capabilities development / service improvements.

5.3b How the organisation engages key suppliers and partners to co-create products and services


KNOWLEDGE

Knowledge Management (KM) System

Knowledge is an important driver of SPS’s efforts to realise our Corrections 2025 Transformation Plan. We believe in strengthening our information management system to capture the right data accurately and reliably, with it readily available to facilitate decision-making. A key milestone in this journey has been the formation of the Data Science Branch (DSB) in 2016, with the goal of applying advanced analytic techniques to better use information and develop knowledge.

SPS’s Knowledge Management (KM) System guides the entire process of converting data into useful information, and applying the information to develop knowledge (Figure 6.1.1).

Figure 6.1.1 – SPS’s Knowledge Management System

6.1 Knowledge Management (KM)

6. KNOWLEDGE

6.1a How the organisation collects and manages information for strategy development, decision making and organisational learning

Accessibility and Reliability

Public Sector Transformation

Home Team Transformation 2025

Data Management

Focal Areas (Long Term)

Application

Key Strategies (Short Term)

Application

Develop data infrastructure for unstructured data analyticsForecasting future trends in population (Beneficiaries and Staff )

Build data literacy in COLs

Automation and Optimisation through advanced analytics (Optimisation and Prediction)Provide key insights into beneficiaries, staff, operations and rehabilitation processes and outcomes

Harness Technology

Categorise Information Type• Strategy Development

• Decision Making

• Organisational Learning

Disseminate, Share and Learn

Identify Data Sources and Establish Data Ownership

Develop Knowledge (RED KM Framework)

Learning Journeys (International and Local)

Collect and Capture (Mechanisms)

Analyse Data and Use (Business Intelligence

and Analytics)

Prison Without Guards Learning Prison Prison Without Walls

Review Policies

Develop COLs

Increase and Strengthen Community Partnerships

Corrections 2025


The analysis and use of information lead to the development of knowledge. SPS has developed the KM Framework which is centred along the concept of RED: Resources, Exchanges and Development. It focuses on the storage and dissemination of both explicit and tacit knowledge.

Knowledge Management (KM) Framework

6.1b How the organisation ensures the accuracy, accessibility and security of information

Policies and practices of the Knowledge Management system aim to establish confidence and controls for both IT systems and filing systems. Regular audits are conducted to ensure compliance to the various government policies and directives.

Our IT systems are supported by Technology Branch, Registry section of the Finance and Administration Branch, and DSB.

Reliability and Accessibility of Information

Dissemination of Information

SPS reaches out with relevant and timely information to inform, teach, update and engage the stakeholders to develop an understanding of the work and to establish the networks to deliver the Key Services.

DSB looks into the various analytical tools and methods to derive actionable information to develop strategies, decision making and track organisational performance. The formation of DSB ensures that SPS is future-ready with the organic capabilities to fully harness the game-changing power of data.

Analysis and Use of Information and Knowledge

6.2 Analytics for Performance Management

Table 6.2.2 – Application of Analytics

Reporting of regular trends and KPIs to senior management and MHA (e.g., recidivism)

Predicting general, drug and violent reoffending

Forecasting trends in inmate admission, releases and population

Developing algorithms that allocate cases to case workers

Identify factors driving recidivism which in turn informs strategy development

Beneficiary segmentation which in turn allows SPS to allocate the right resources to the right beneficiary

Planning of future land/infrastructure, manpower and budget

Decrease manpower required to do case allocation and reduction in travel time for caseworkers

Statistical Analysis

Prediction

Forecasting

Optimisation

Type of Advanced Analytics Where it is applied Utility

6.2a How the organisation leverages on knowledge and information to create new value

Knowledge, gained in the use of information, is transferred to COLs by following the RED Knowledge Management Framework and SPS has applied knowledge for improvements in our works and development of systems and programmes.

Leveraging Knowledge


KNOWLEDGE

Learning from other organisations is realised through Study Trips (incorporating Benchmarking) and Comparative Studies. The objectives for the type of learning and the criteria for selection of the organisation to learn from are shown in Table 6.2.4.

Objectives and Criteria for Learning from Other Organisations

6.2b How the organisation uses comparative and benchmarking knowledge to improve performance

Table 6.2.4 – Objectives and Criteria to Learn from Other Organisations

Type of Learning

Comparative Studies

Learning Journeys

Benchmarking (undertaken as part of Study Trips)

International and Local Conferences

ARC Principle: • Accessibility (ease of data collection)

• Reliability (data integrity)

• Comparability (similarity in terms of characteristics of country or correctional service)

• Good industry practices

• Organisation identified through comparative studies

• Known for the best practices

• Organisation identified through comparative studies

• Conferences identified are those chaired by established experts in the field or have notable keynote speakers in the field

• To ascertain the rank/position of SPS for its works

• To set target for improvement or comparison

• To gather comparative data and/or benchmarks for SPS KPIs (performance benchmarking)

• To identify organisations for Study Trip or Benchmarking by seeking out where the best practices reside

• To explore potential areas of collaboration or learning

• To develop networks and relationships to exchange information

• To overcome strategic challenges or resource constraints

• To seek improvements in processes/services based on learning of best practices

• To seek out and learn about correctional rehabilitation practices from international correctional experts

• To explore potential areas for research collaboration

Objectives Criteria for selection of organisation

Table 6.2.5 – Benchmarking in SPS

The term “Process Benchmarking” is used when improvements are realised by modifying processes in SPS based on the understanding of better practices. This prompted a review and development of the benchmarking methodology. Through the years, the Process Benchmarking intent has been embraced within Study Trips, i.e., with proper exchanges during the trips, better insights are gathered for the right application in SPS.

Benchmarking has been distinguished between Performance Benchmarking and Process Benchmarking. We adopt internal and external Process Benchmarking in SPS. Table 6.2.5 illustrates the benchmarking undertaken by SPS.

Study Trip and Process Benchmarking

Type

Performance Benchmarking

Process Benchmarking (done internally)

Process Benchmarking (done with external organisation)

Gather comparative data and benchmarks to assess the performance of SPS KPIs with external organisations

Prison audits surface best practices for sharing and emulation across SPS

Study Trip Process (Figure 6.2.6) helps to identify the objectives of the Study Trips, and also to gain insights and understanding of the particular process that can be improved in SPS

Follow-up is done with Directorate’s approval by the respective units

Comparative Studies

Prison audits done by Inspectorate and Review Division

Study Trips where process improvements are realised

Method Process


CY12

27.6%

36.5%

40.5%

48.1%

31.1%

29.0%

CY13

25.9%

36.5%

39.9%

50.7%

32.9%

27.1%

CY14

26.5%

42.2%

N/A

51.3%

37.8%

25.9%

CY15

25.9%

Not available at time of print

CY16

23.7%Singapore

New Zealand

Scotland

New South Wales

Western Australia

Hong Kong

60%

50%

40%

30%

20%

10%

0%

Rec

idiv

ism

Rat

e

1 CY15 and CY16 recidivism rates for other countries, and recidivism rate for Scotland in CY14 are not available at time of print

Recidivism RateThe recidivism rate is defined as the percentage of inmates in every cohort released who re-offend and subsequently return to prison within two years. We have consistently achieved better results compared to many of our international counterparts, and this can be directly attributed to the good work put in by our COLs and their desire to keep Singapore safe and secure. Figure 7.1.1 shows the positive trend and comparison.

AssaultOur rate of assault for every 10,000 inmates are comparatively low due to sound operations processes and vigilance.

Figure 7.1.1 – Recidivism Rate1

7.1 Customer Results

7. RESULTS

7.1a Customer Satisfaction and Experience


RESULTS

SPF – Citizens on Patrol

58.2

66.3

65.2

SPF – Neighbourhood

Watch

64.9

67.1

64.7

SCDF – Community Emergency

Preparedness Programme

CNB – Preventive Drug

Education Efforts

57.6 62.9

62.3 67.1

75.6 69.3

SCDF – Emergency

Preparedness Day

SPS – Yellow Ribbon

Project

46.2 88.1

61.2 89.9

78.5 87

CY16

CY17

CY18 (Wave 1)

FY14 FY16

91.0% 53

80.0%62

105

FY15 FY17

92.0% 70

80.0%173

86.6

FY16 FY18

91.0% 82

80.0%81

87.3

FY17

91.0%

80.0%

SPS SPF

TargetHDB

SPS

0.0% 0

20

40

60

80

100

120

140

160

180

200

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

Vis

ito

r S

atis

fact

ion

Ind

ex (

VSI

) %

Nu

mb

er o

f C

om

pli

men

ts p

er C

om

pla

int

20

30

40

50

60

70

80

90

100

10

0

Per

cen

tag

e o

f re

spo

nd

ents

w

ho

are

aw

are

of

the

HT

Pro

gra

mm

es

Service Standards and SatisfactionFeedback from the public helps us to review and improve our service delivery. Our Visitor Satisfaction Index (VSI) are derived from feedback forms available at Prison Link Centres (PLCs). Through our 7 Habits of Effective COLs and customised Quality Service training, together with sound beneficiary engagement principles, we have consistently fared well in achieving high visitor satisfaction and sustaining a good compliments-to-complaints ratio. Figures 7.1.5 and 7.1.6 show the favourable trends and comparisons.

Public

Figure 7.1.5 – Visitor Satisfaction Index2 Figure 7.1.6 – Overall Compliment-to-Complaint Ratio3

Figure 7.1.8 – Home Team Public Perception Survey – Awareness for Home Team Programmes5

2 The Visitor Satisfaction Index measures five aspects of the customer experience: General Information, Visit Booking, Visit Processing Time, Visitors’ Waiting Area, Quality of Service

3 The compliment-to-complaint ratio is the number of compliments for every complaint received. FY18’s ratio is accurate as at December 2018. HDB’s ratio is tabulated based on calendar year

5 The Home Team Public Perception Survey is a new initiative started in 2016. There are 2 waves of results each year. Results for 2017 (wave 2) are not available at time of printing

Public Perception SurveyPublic perception surveys (Home Team Public Perception Survey and SPS Public Perception Survey) were conducted to gauge public sentiments on SPS’s performance. Within the Home Team, SPS’s Yellow Ribbon Project remained the most widely known community outreach programme for the past three years.


The Singapore Prison Service is effective in ensuring the safe and

secure custody of inmates?

3.89

4.05

4.00

The Singapore Prison Service is effective in rehabilitating and helping inmates

stay away from crime upon their release?

3.55

3.72

3.71

The Singapore Prison Service is effective in equipping offenders with the skills

to contribute back to society?

Not included in survey in 2017

3.76*

3.84*

CY17

CY18

CY19

1 –

Str

on

gly

Dis

agre

e;

5 –

Str

on

gly

Ag

ree

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

0.50

0.00

Offenders deserve a second chance

4.33

4.30

I am open to supporting ex-offenders stay away from crime

4.10*

4.21*

People who commit minor crimes should be able to serve their sentences in the community instead of going to prison

3.80

3.87

CY18

CY19

1 –

Str

on

gly

Dis

agre

e;

5 –

Str

on

gly

Ag

ree

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

0.50

0.00

Figure 7.1.10 shows the consistently high level of public support in the past two years for SPS’s key messages. The results indicated a statistically significant increase from 2018 to 2019 in the public’s level of agreement and willingness to support ex-offenders stay away from crime. Positive media stories about ex-offenders who have reintegrated successfully have helped to improve public awareness and acceptance for ex-offenders. In addition, the results showed that the public is open to the idea of community corrections.

Figure 7.1.10 – Survey Results from SPS Public Perception Survey – Public Support Towards SPS’s Key Messages * Increase in mean is statistically significant

Figure 7.1.9 shows the perceived effectiveness of SPS by the public over the past three years. The results have remained consistently high, indicating that our publicity efforts have been effective in earning public trust and confidence in SPS. 2019’s survey results also saw a statistically significant increase from 2018 in the perceived effectiveness of SPS in equipping offenders with skills to contribute back to society.

Figure 7.1.9 – Survey Results from SPS Public Perception Survey – Public Perception of Effectiveness of SPS6 * Increase in mean is statistically significant

6 The SPS Public Perception Survey is a new initiative started in 2017


RESULTS

10,516

CY14

22,512

CY15 CY17 CY17

31,166 724,80034,026 1,100,00039,333 9,600,000

CY16 CY16CY18 CY18

10,000

15,000

0

20,000

2,000,000

25,000

4,000,000

30,000

6,000,000

35,000

8,000,000

40,00010,000,000

45,000 12,000,000

5,000

0

FY14 FY14FY15 FY15FY17 FY17FY16 FY16

20.0% 20.0%

30.0% 30.0%

40.0% 40.0%

50.0% 50.0%

60.0% 60.0%

70.0% 70.0%

80.0% 80.0%

90.0% 90.0%

100.0% 100.0%

10.0% 10.0%

0.0% 0.0%

SPS SPS100.0% 100.0%

100.0% 100.0%

100.0% 100.0%

100.0% 100.0%

100.0% 100.0%

100.0% 100.0%

100.0% 100.0%

100.0% 100.0%Target Target

% o

f in

mat

es e

sco

rted

to

Co

urt

s se

cure

ly

% o

f in

mat

es e

sco

rted

to

Co

urt

s ti

mel

y

7.1b Product and Service Performance

Inmate Escort and Appeals to the CourtsTo facilitate the judicial processes concerning our inmates, we have key measures that ascertain our service performance. These include the prompt and secure escort of our inmates to courts to ensure our inmates’ attendance, and timely submission of appeals. Figures 7.1.15, 7.1.16 and 7.1.17 highlight our high operational efficiency in these areas. These good results are a reflection of a highly competent and well-trained workforce.

Offenders

Ensuring safe and secure custody

Figure 7.1.15 – Inmates Escorted to Courts Securely Figure 7.1.16 – Inmates Escorted to Courts Timely

Public Sentiment on Social MediaSPS has attracted a steady base of followers on its Captains of Lives Facebook page, and the number has been steadily increasing over the past five years, as shown in Figure 7.1.11. Figure 7.1.12 shows that in 2018, by boosting our social media platforms and evolving our content strategies, the number of impressions garnered had increased to over nine million across all our social media platforms.

Figure 7.1.11 – Number of Followers on Social Media Platform (Facebook) Figure 7.1.12 – Impressions Generated via SPS’s Social Media Platforms


CY14 CY15 CY17 CY18CY16

12,000

6,000

14,000

16,000

18,000

20,000

22,000

24,000

26,000

28,000

10,000

4,000

8,000

2,000

0

Training Places 21,093 26,660 22,945 26,846 25,861

No.

of

trai

nin

g p

lace

s

Figure 7.1.26 – Inmate Vocational Training

FY14 FY14FY15 FY15FY16 FY16FY17 FY170

95.0%

94.0%

93.0%

92.0%

500

96.0%

1,000

97.0%1,500

98.0%2,000

99.0%

2,500 100.0%

SPSSPS

Target1,938

100.0%

95.0%2,157

100.0%

95.0%2,061

100.0%

95.0%2,201

100.0%

95.0%

No.

of

inm

ates

su

cces

sfu

l in

sec

uri

ng

em

plo

ymen

t

% o

f su

cces

sfu

l jo

b p

lace

men

ts

for

inm

ates

on

CB

P

Inmates’ Reintegration to Society through Gainful EmploymentThrough close collaboration and synergy between SPS and our strategic partner SCORE, we train inmates in order to increase their employability and secure jobs for many of them even before they step out of our prison walls. With close supervision and guidance from our Aftercare Officers, a significant portion of our released inmates held on to their jobs for three months or more. Figures 7.1.38 to 7.1.40 illustrate our encouraging results in this area.

Figure 7.1.38 – Securing Employment for Inmates Prior to Release Figure 7.1.39 – Job Placement for Inmates on CBP

Budget Utilisation RatesIn alignment with other government agencies, SPS uses the Operating Vote1 and Development Budget (DB) Profile2 utilisation rates to measure the effectiveness of our financial management. SPS has consistently met the targets of our budget utilisation rates.

Economic Drive (ED) SavingsTo instill public confidence in the government being a prudent custodian of taxpayers’ money, the ED initiative was implemented across the public sector to reinforce the mindset of best value for money, prudence, and resource optimisation. ED savings covers cash savings from the operating and development budget.

7.2 Financial And Market Results7.2a Financial Performance


RESULTS

FY14

95%

76%

FY15

95%

61%

FY16 FY17

91% 93%

67% 65%

Awareness: Familiarity with YRP

Acceptance: It made me realise that the YRP is an important cause

60%

100%

90%

50%

80%

40%

30%

10%

20%

0%

70%

% o

f P

osi

tive

Res

po

nse

s

FY14 FY15 FY16 FY170

200

150

50

250

300

350

400

Yellow Ribbon Community Partners

169 268 310 360

No.

of

Co

mm

un

ity

Par

tner

s

The call for “Rehab, Renew, Restart” from SPS has resonated well with Singaporeans and organisations. This can be seen in the partnerships and engagements that we have developed over the years.

Yellow Ribbon Project (YRP)While the YRP has increased awareness and acceptance to our cause, we were able to raise substantial funds from the public and engage more employers to join us in helping ex-offenders reintegrate back into society by registering their companies with SCORE’s Employment Assistance Unit (EAU). Figures 7.2.6 to 7.2.9 highlight these good results.

Support to Achieve SPS Mission

Figure 7.2.6 – Yellow Ribbon Awareness and Acceptance

Figure 7.2.8 – Yellow Ribbon Community Partners

Yellow Ribbon Community Project (YRCP)The YRCP, previously known as the Community Outreach Project, aims to help the children and families of incarcerated parents, by providing practical support via counselling, befriending and financial aid applications. The number of volunteers has steadily increased year on year and the support for inmates’ families has increased significantly as well, as shown in Figure 7.2.10.


CY14

686

61

2,625

CY15

763

64

3,680

CY16

898

68

5,127

CY17

981

75

6,531

CY18

1,028

77

9,679

No. of grassroots volunteer

No. of grassroots divisions

No.of inmates’ families offered support/guidance through the grassroots

12,000

10,000

8,000

6,000

2,000

4,000

0

Figure 7.2.10 – Yellow Ribbon Community Project

Year Examples of Sharing at International Platforms

2012

2013

2014

2015

2016

2016

2016

2017

2017

2017

2017

2018

2018

United Nations Asia and Far East Institute (UNAFEI) 151st Training Course, JapanTimothy Leo

2nd Asian Conference of Correctional Facilities Architects and Planners, Chiang Mai, Thailand Chiew Hock Meng

34th Asian and Pacific Conference of Correctional Administrators (APCCA), Victoria, CanadaSoh Wai Wah

International Corrections Conference, Buenos Aires, Argentina Soh Wai Wah

25th UN Commission on Crime Prevention and Criminal Justice (CCPCJ), Special event on “Addressing Global Prison Challenges in light of the Nelson Mandela Rules”, Vienna, Austria Terrence Goh

36th Asian and Pacific Conference of Correctional Administrators (APCCA), Tianjin, ChinaDesmond Chin

International Corrections and Prisons Association (ICPA) 2016, Bucharest, Romania Shie Yong Lee and Karam Singh

Side event of 6th Session of the States Parties to the UN Convention Against Corruption (UNCAC) Vienna, Austria Chow Chee Kin

UN Commission on Narcotic Drugs (CND) UNGASS 2016 Follow Up – 4th Intersessional Meeting, Vienna, Austria Timothy Leo

Evolution of Corrections Conference, Hong Kong (China) Desmond Chin

37th Asian and Pacific Conference of Correctional Administrators (APCCA), Nadi, FijiDesmond Chin

38th Asian and Pacific Conference of Correctional Administrators (APCCA), Malacca, MalaysiaShie Yong Lee

International Corrections and Prisons Association (ICPA) 2018, Montreal, Canada Karam Singh

Table 7.2.17 – Sharing at International Platforms


RESULTS

CY12 CY13CY13 CY14CY14 CY15CY15 CY16CY16 CY170

20012

6

150 10

4

2

100

0

50

250

14

8

300

16

18

20

SPSMHA SSA

PS21 SSA239

7

2252

9

2260

10

2209

18

2242

10

4

No.

of

EXSA

Win

ner

s

No.

of

SSA

Win

ner

s

YearAward

2012

2013

2014

2013

2013

ISO 9001:2008 (Provision of Tactical Training Services)

CIO 100 Honouree 2013 (Complex Access Management System)

Best Site Award 2014

Aon Hewitt Best Employers Award (Singapore)

FutureGov Award 2013 for Service Innovation category for Prison Medical System (PrisMS)

2014

2015

2015

2015

2014

2015

2015

2015

FutureGov Award 2014 for Community Care category for Prison Case Management System (PCMS)

SPH iink Awards (Silver) – Recruitment Branch

TÜV SÜD PSB Pte Ltd’s GCIO ISO9001:2008 QMS Surveillance Audit 2015 – SPS – Pass

BCA Green Mark Award (Gold, Green Mark for District version 2.0) - CPC

CIO 100 Honouree 2014 (Automated Communication via Cloud-Based Short Message Service)

PUB’s Water Efficient Building (Gold) Award for TMP and CWP

PUB’s Friends of Water – SPS

TÜV SÜD PSB Pte Ltd’s SS577:2012 Water Efficiency Management System Certified – Changi Prison Complex (CPC)

Awards Garnered to Demonstrate our Marketplace PerformanceOur staff have garnered and contributed to numerous awards which reflect our active participation, involvement and contribution in areas of quality service. These awards represent positive results from SPS’s drive for quality service. Figures 7.2.20 and 7.2.21 show our outstanding achievements over the years.

Achieving Awards

Figure 7.2.20 – Number of EXSA Winners Figure 7.2.21 – Number of SSA Winners

In support of our organisation directions, we ensure that our processes and systems are nimble and adaptable to respond to organisational challenges. In this respect, we continually learn from best practices and benchmark ourselves against the best-in-class organisations. Table 7.2.22 shows the awards we garnered as a testament to our organisational excellence journey.

Organisation Awards

Table 7.2.22 – Organisational Awards


2016

2016

2016

2016

2017

2017

2017

2017

2017

2017

2018

2018

2018

2018

BCA Green Mark GoldPlus Award - Prison Link Centre (Changi)

Accreditation as Approved Training Organisation (ATO) conduct of in-house leadership modules under the Leadership and People Management-Workforce Skills Qualification (LPM-WSQ) framework

Home Team Training Excellence (HT TraX) Award – 2 x Individual (Merit) Awards

Public Service Premier Award

Home Team Training Excellence (HT TraX) Award:• 2 x Individual (Merit) Awards

• 2 x Team (Merit) Awards

PUB Watermark Award

Occupational Health and Safety Assessment Series 18001 (OHSAS 18001) certification by PSTS; along with the local equivalent of SS506: Part 1, under the scope of “Provision of Training in Prison Staff Training School (PSTS)”

SHARE Gold, Silver and Bronze Awards (Community Chest Awards 2017)

ICPA 2017 Correctional Excellence Awards - Enhanced Supervision Scheme

Home Team Science and Technology Excellence Awards 2017 – Team Award (Ops-Tech / Engineering) for “Screening Tool: Risk Allocation Technique – Re-imprisonment and Security Screening”

BCA Green Mark GoldPlus Award – TMC

Aon Best Employer Award

Occupational Health and Safety Assessment Series 18001 (OHSAS 18001) certification by SPTI; along with the local equivalent of SS506 : Part 1

Home Team Achievement Awards – STRAT D

YearAward

Table 7.2.22 – Organisational Awards

Employer of ChoiceSPS participated in Aon Best Employer Study 2018 and was subsequently recognised as one of the Aon Best Employers. This award was also conferred to Baxter Healthcare (Asia), McDonald’s (Singapore), DBS Bank, American Express International, DHL Express (Singapore), and Mandarin Oriental (Singapore).

7.3 People Results7.3a Human Resource (HR) Planning

Manpower

Target

1.24%

1.00%

1.18%

1.00%

1.34% 1.03%

1.00% 1.00%

Training Investment

Trai

nin

g In

vest

men

t

(as

Per

cen

tag

e o

f P

ayro

ll)

FY14 FY15 FY16 FY17

1.60%

1.80%

1.40%

1.20%

1.00%

0.80%

0.60%

0.40%

0.20%

0.00%

1.24% 1.18%1.34%

1.03%

Figure 7.3.6 – Training Investment (as percentage of payroll)


RESULTS

Values and Attitudes Survey

76 11* 8* 8* 7*

79 10* 8* 7* 6*

91 11* 8* 8* 7*

84 8* 7* 6* 4*

83 10* 7* 6* 7*

My division makes decisions based on data.

Agility / Innovation

Digital / Skills Development

My organisation is constantly looking into incorporating new technologies into its work.

I know what skills I need to have to stay employable in the next 5 years.

I have the skills I need to stay employable in the next 5 years.

48

49

50

51

TotalFavourable

Public Service Norm

(88,399)

Ministry Department

Norm(24,586)

MHA Family Norm

(22,504)

PS High Engagement

Norm(14,256)

Employee Engagement Survey (EES) – Skills DevelopmentOur staff responded that they have the knowledge and skills to stay employable in the next five years. As shown in Figure 7.3.14, the high scores of 84 and 83 on Skills Development item exceeded the Public Service (PS), Ministry and Home Team (HT) departmental norms in 2018.

* Statistically Significant Difference (+)Figure 7.3.14 – Skills Development Scoring in EES

CY14

80%

73%

68%

CY16

82%

76%

74%

CY18

88%

81%

82%

SPS Scoring

PS Norm

MHA HT Norm

40%

80%

100%

60%

30%

70%

90%

20%

50%

10%

0%

% o

f Fa

vou

rab

le R

esp

on

ses

Figure 7.3.17 – Staff Response to EES under category of “Engagement”

Low assault, unnatural deaths, and accident rates reflect our sound management and implementation of operational processes. Presented in Category 7.1, these results are proxy indicators to customer satisfaction because they constitute the basic requirements for a humane, safe and secure incarceration environment for all our inmates.

Through our well-defined processes and highly-competent COLs, we have consistently been achieving zero riot and hostage incidents as seen in Table 7.4.1. Figure 7.4.2 shows a zero escape rate, and this is evidence that all inmates under SPS custody are secure. For comparison, New Zealand’s Department of Corrections and Western Australia Corrective Services were chosen for comparison as they are of the more developed correctional services within the Asian-Pacific Region, while the Scottish Prison Service is one of the few EU countries which has a prison population similar to Singapore Prison Service’s prison population.

7.4 Operational Results7.4a Process Performance


FY14

0

0

Security Incidents

Riots

Hostage-Taking

FY16

0

0

FY15

0

0

FY17

0

0

FY18

0

0

FY14

0

0

1

9

FY15

0

0

0

11

FY16 FY17

0 0

0

0

3

0

1

2

Singapore

New Zealand

Scotland

Western Australia

8

10

12

6

4

2

0

No.

of

Esca

pe

Riot and Hostage Rates

Table 7.4.1 – Security Incidents

Figure 7.4.2 – Escape rate1

1 Sources: Singapore Prison Service Annual Reports, New Zealand Department of Corrections Annual Reports, Scottish Prison Service Annual Reports, Western Australia Corrective Services Annual Reports

Escape

S/N

S/N

Year

Year

1

1

2

2

3

3

4

4

5

2018

2017

2017

2015

2016

2015

2015

2015

2013

Tanah Merah Centre (TMC) - GM Gold Plus Award

PUB Watermark Award

Selarang Park Complex - GM Platinum Award

TMP and CWP - PUB’s Water Efficient Building (Gold) Award

Prison Link Centre (Changi) - GM Gold Plus Award

SPS - PUB’s Friends of Water

CPC (Cluster A, B, HQ, PLCC, Complex Main Entrance and Transit Centre) – District Gold Version 2.0 Award

Changi Prison Complex (CPC) - TÜV SÜD PSB Pte Ltd’s SS577:2012 Water Efficiency Management System Certified

Cluster A Changing Room and Security Control Office (SCO) – GM Gold

BCA Green Mark Awards

Water Conservation Awards

Table 7.4.23 – BCA Green Mark Awards

Table 7.4.24 – Water Conservation Awards

(Contributions to Environment) Environmental ConservationAchieving the Building and Construction Authority’s (BCA) Green Mark (GM) Award is an important part of SPS’s environmental conservation efforts. The GM Award takes into consideration a holistic set of go-green features that include Energy Efficiency, Water Efficiency, Material and Waste Management, Environmental Planning, Green Building and Transport, Community and Innovation. Table 7.4.23 shows the BCA Green Mark Awards achieved.

In addition to a more environmentally-friendly and sustainably-built environment, SPS also emphasises on continued education for individuals to remind all COLs about environment conservation and encourage participation in go-green initiatives like Earth Hour. SPS also participates in Public Sector Taking the Lead in Environmental Sustainability (PSTLES), and is on course to meet the five targets set for FY20. Table 7.4.24 shows the awards received in the area of water conservation.


RESULTS

3i Ideas, Implementation and ImprovementAAR After-Action ReviewAC Assistant CommanderACTCS Australia Capital Territory Corrective ServicesAD Assistant DirectorADDIE Analysis, Design, Development,

Implementation, EvaluationAEHS Automated Equipment Handling SystemAFI Area for ImprovementAGO Attorney-General’s OfficeAIS Auto-Inclusion SchemeAPCCA Asian and Pacific Conference of

Correctional AdministratorsAPLC Asian Prisons Lockdown ChallengeAPO Auxiliary Police OfficerARC Accessibility, Reliability, ComparabilityASEC Automated Security Equipment CabinetsASR Administrative Segregation RegimeBCP Business Continuity PlanBE Business ExcellenceBEST Business Excellence Steering CommitteeBI Business IntelligenceBOV Board of VisitorsBOVJ Board of Visiting JusticesBPRM Budget and Projects Review MeetingC4I Command, Control and Communication and Computer

and Intelligence (C4I) SystemCA Corporate AdvanceCAMS Complex Access Management SystemCARE (Network) Community Action for the

Rehabilitation of Ex-OffendersCARE (Officers) Caring Action in Response to EmergencyCA/DA Commander’s Award/Director’s AwardCBP Community-Based ProgrammeCBRE Chemical, Biological, Radiological and ExplosiveCCC Cluster Control CentreCCRD Corporate Communications and Relations DivisionCCMS Command and Control Management SystemCCTV Closed-Circuit Television SystemCDB Career Development BoardCF Competency FrameworkCFP Br Community and Family Policy BranchCGH Changi General HospitalCIT Compartmentalised Inmate TransporterClinGov Br Clinical Governance BranchCLUES Court Lock-Ups Extranet SystemCMC Complex Medical CentreCMS Case Management SystemCNB Central Narcotics BureauCND United Nations Commission on Narcotic DrugsCOI Committee of InquiryCOMC Community Corrections CommandCONOPS Concept of OperationsCOL Captain of LivesCo-Op Singapore Prison Service Multi-Purpose

Co-Operative Society LtdCOP Community of Practices

List of Abbreviations

CPAS Cerebral Palsy Alliance SingaporeCPC Changi Prison ComplexCRB Correctional Research BranchCRC Community Rehabilitation CentreCRRB Community Rehabilitation and Reintegration BranchCRPB Correctional Rehabilitation Planning BranchCRS Correctional Rehabilitation SpecialistCRSB Correctional Rehabilitation Services BranchCS Corporate ServicesCSC Civil Service CollegeCSNSW Correctional Services of New South WalesCSO Cluster Standing OrdersCSR Corporate Social ResponsibilityCSRB Community Supervision and Rehabilitation BranchCT Corrective TrainingCWC Cyber Watch CentreCY Calendar YearC/SPS Commissioner of PrisonsDAW Department Audit WorkplanDB Development BudgetDC/SPS Deputy Commissioner of PrisonsDEVT DevelopmentDIRECT Digitalisation of Inmate Rehabilitation

and Corrections ToolDRC Drug Rehabilitation CentreDRO Day Reporting OrderDRRMS Digital Rehabilitation Records Management SystemDSB Data Science BranchDSTA Defence Science and Technology AgencyDT Design ThinkingeLDS Enhanced Learning and Development SubsidyED Economic DriveEES Employee Engagement SurveyEOM Expenditure on ManpowerEPICS Effective Practices in Community SupervisionESS Enhanced Supervision SchemeExCEL Excellence through Continuous

Enterprise and LearningFAB Finance and Administration BranchFBI Federal Bureau of InvestigationFGD Focus Group DiscussionFOB Frontline Operations BranchFPA Family Programme AgencyFRC Family Resource CentreFSC Family Service CentreFY Financial YearGovTech Government Technology Agency of SingaporeHALO Home Affairs Learning and Growth OpportunitiesHASE Home Affairs Senior ExecutiveHKCSD Hong Kong Correctional Services DepartmentHR Human ResourceHRPS Human Resource and Payroll SystemHSM HWH Service ModelHT Home TeamHT LDP Home Team Leaders in Development ProgrammeHT LMS Home Team Learning Management SystemHTS Home Team Specialist


HT TraX Home Team Training ExcellenceHU Housing UnitHUO Housing Unit OfficerHUS Home Affairs Uniformed SchemeHWH Halfway HouseiLIDS Intelligent Logistic Items Dispensing SystemICC Institution Control CentreICPA International Corrections and Prisons AssociationICT Infocomm and TechnologyID Intelligence DivisionIDB Infrastructure Development BranchIDP Individual Development PlanIM Instruction ManualsINTEL IntelligenceIP Internet ProtocolIPPT Individual Physical Proficiency TestIRD Inspectorate and Review DivisionISCOS Industrial and Services Co-operative Society LtdISO Institution Standing OrdersISS Integrated Security SystemIST In-Service TrainingIT Information TechnologyIVRS Interactive Voice Response SystemI-SCREEN Institutional Offending – Singapore Corrections

Risk ScreenJLD Joint Logistics DirectorateKM Knowledge ManagementKPI Key Performance IndicatorsKRI Key Risk IndicatorsLB Logistics BranchLC Leadership CircleLDS Learning and Development SubsidyLG Leadership GroupLLCSC Lloyd Leas Community Supervision CentreLNA Learning Needs AnalysisLP Learning PrisonL&D Learning and DevelopmentL&FD Logistics and Finance DivisionMAP My Action PlanMAS Mandatory Aftercare SchemeMDA Misuse of Drugs ActMHA Ministry of Home AffairsMIU Most Improved UnitMOE Ministry of EducationmPORTS Mobile Prison Operations and Rehabilitation SystemMR Mental ResilienceMSF Ministry of Social and Family DevelopmentMSS Minimum Service StandardsNCPR National Committee for Prevention,

Rehabilitation and RecidivismNCSS National Council of Social ServiceNYP Nanyang PolytechnicOC Officer-In-ChargeOCDS Oleoresin Capsicum Delivery SystemOCSTO MHA Office of the Chief Science and Technology

OfficerODB Organisation Development Branch


OEAC Organisation Excellence Awards CeremonyOHS Organisation Health SurveyOJT On-The-Job TrainingOOE Other Operating ExpenditureOPB Organisational Planning BranchOps OperationsOps Div Operations Division Ops S&C Br Operations Services and Contracts BranchOPSYB Operations Psychology BranchOP&R Br Operations Planning and Readiness BranchORMS Offender Reintegration Management SystemOSB Operations and Security BranchOSC Operations and Security CommandOTG MHA Ops-Tech GroupPAC Prison Audit ConferencePCRD Psychological and Correctional Rehabilitation DivisionPD Preventive DetentionPDCA Plan-Do-Check-ActPDEB Programme Design and Evaluation BranchPD&PT Professional Development and

Professional Training BranchPHQ Prison HeadquartersPHU Psychiatric Housing UnitPLC Prison Link CentrePM Br Programme Management BranchPNU Prison Negotiation UnitPO Prison OfficerPOAC Prison Officer Advanced CoursePORTS II Prisons Operations and Rehabilitation System IIPOSC Prison Officer Supervisory CoursePPB Planning and Personnel BranchPRC Pre-Release CentrePRM Personal Route MapPRIMS Project Information and Management SystemPS Personal SupervisorPS21 Public Service 21PSB Psychological Services BranchPSD Public Service DivisionPSLP Public Service Leadership ProgrammePSO Prison Standing OrdersPSPL Parkway Shenton Pte LtdPSRC Prisons Sports and Recreation ClubPST Public Sector TransformationPSTLES Public Sector Taking the Lead for

Environmental SustainabilityPTU Prison Transport UnitPVM Prison Visit ManagementPWC Prison Welfare CouncilPWG Prison Without GuardsPWW Prison Without WallsP&FO Br Planning and Future Operations BranchP&O Planning and Organisation BranchQS Quality ServiceQSA Quality Suggestion AwardQSM Quality Service ManagerQSS Quality Service StructureRED Resources, Exchanges and Development


RESULTS


RNR Risks-Needs-ResponsivityRPA Robotic Process AutomationRPB Resource Planning BranchRP&P Br Rehabilitation Policy and Planning BranchRRD Rehabilitation and Reintegration DivisionRT Reformative TrainingSACA Singapore After-Care AssociationSAD Senior Assistant DirectorSANA Singapore Anti-Narcotics AssociationSAR Staff Appraisal ReportSCORE Singapore Corporation of Rehabilitative EnterprisesSD Staff DevelopmentSDD Staff Development DivisionSDO Short Detention OrderSHWH Selarang Halfway HouseSLA Service Level AgreementSMB Staff Management BranchSMS Security Management SystemSMT Suicide Management TeamSOC Specialists’ Outpatient ClinicSOP Standing Operating ProcedureSPC Selarang Park ComplexSPD Strategic Planning DivisionSPEAR Singapore Prisons Emergency Action ResponseSPF Singapore Police ForceSPS Singapore Prison ServiceSPTI Singapore Prison Training InstituteSRSC System Review Steering CommitteeSSG SkillsFuture SingaporeSQA Singapore Quality AwardSSS Staff Suggestion SchemeSTRAT-D Screening Tool – Risk Allocation Technique – DrugSTRAT-G Screening Tool – Risk Allocation Technique – General

SUPT SuperintendentSUSS Singapore University of Social SciencesSVIC Shared Values in Corrections/Synergy,

Vigilance, Integrity, CareSWB Staff Well-Being BranchSWOT Strengths, Weaknesses, Opportunities and ThreatsSWP Strategic Workforce PlanningSWSC Staff Well-Being Steering CommitteeS&I Security and InspectionTB Technology BranchTCDR Trainers’ Competency Development RoadmapTIJ Thailand Institute of JusticeTLP Total Learning PlanTMC Tanah Merah CentreTTX Tabletop ExerciseT&G Br Transformation and Governance BranchT&TD Transformation and Technology DivisionUNAFEI United Nations Asia and Far East Institute for the

Prevention of Crime and the Treatment of OffendersUNODC United Nations Office on Drugs and CrimeVEP Volunteer Experiential ProgrammeVJ Visiting JusticeVMS III Visit Management System IIIVWO Voluntary Welfare OrganisationWOG Whole-of-GovernmentWITs Work Improvement TeamsWSG Workforce SingaporeWSQ Workforce Skills QualificationWUM Weekly Update MeetingYRC Yellow Ribbon ConferenceYRCP Yellow Ribbon Community ProjectYRI Yellow Ribbon IndustriesYRP Yellow Ribbon Project

© 2019 Singapore Prison Service. The contents of this report is strictly confidential. Neither this report nor any part of it may be reproduced, stored or transmitted in any form or by any means without the prior permission of the Singapore Prison Service.

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