CALL FOR PROPOSAL
FOR
THE APPOINTMENT OF CONTINUING EDUCATION AND TRAINING (CET)
CENTRES AND PROGRAMME PARTNERS FOR THE SERVICE EXCELLENCE
COMPETENCY FRAMEWORK
Ref. No.: WDA.GSD.27.27.26 .C.V1
CALL FOR PROPOSAL (CFP) FOR THE APPOINTMENT OF CONTINUING
EDUCATION AND TRAINING (CET) CENTRES AND PROGRAMME PARTNERS
FOR THE SERVICE EXCELLENCE COMPETENCY FRAMEWORK
BACKGROUND
Singapore Workforce Development Agency (WDA)
1.
The Singapore Workforce Development Agency (WDA) was formed on 01
September 2003 as a statutory board under the Ministry of Manpower. Our
mission is to enhance the competitiveness of our workforce by encouraging
workers to learn for life, and advance with skills. This will in turn help our
companies compete, and strengthen our economy.
2.
In today's workplace, most jobs require knowledge as well as skills, which
include the right attitude for the job, foundational and technical competencies.
Many employers therefore look for and value workers with the right skills to do
the job. Hence, WDA's role is to develop and strengthen skills-based training
for adult workers to upgrade and advance in their careers and lives, over and
above academic upgrading pathways.
3.
To achieve this, WDA is developing a Continuing Education and Training
(CET) infrastructure under the CET Masterplan, announced by the Prime
Minister in Feb 2008. We work with many partners, including employers,
industry associations, the Union and training organisations, to develop skills
based training that are relevant to industries, accessible and open to all in the
workforce - young and old, from rank and file to professionals and executives.
A key initiative under the Masterplan is to continue to strengthen the
Workforce Skills Qualifications (WSQ) system as a national credentialling
system for skills. WSQ is relevant to and recognised by industry, embraces
adult learning principles, and provides means and pathway to help all workers
learn for life, and advance with skills.
Singapore’s Service Landscape
4.
In MOM’s 2012 Labour Market Report, it was reported that the Services
Sector contributed to the majority of employment gains in 20121 (77,900), with
a total employment level of 2.3 million which represents 70% of the total
employment level.
5.
Over the same period, the tourism sector saw international visitor arrivals
reached a high of 13.2 million visitors in 2011, up from 11.6 million in 2010,
with most visitors staying an average of 3.7 days in Singapore. Labour
1
Source: Labour Market Report 2012, Ministry of Manpower
Page | 2
productivity for the services sector, on the other hand, continued to lag behind
that of other sectors at -2.9%2. Against a backdrop of tightened labour market
situation and rising customer expectations, the impetus to transit from a
manpower-driven to innovation and productivity driven delivery model will be
become a mainstay for businesses to compete and thrive.
6.
At the national level, service and customer satisfaction via the Customer
Satisfaction Index of Singapore (CSISG)3 has also focused the spotlight on
the level of service delivered by organisations through its workforce.
Background on the Service Excellence WSQ (SV WSQ)
7.
The Service Excellence WSQ (SV WSQ) framework was first developed in
November 2006 and endorsed by a Cross Sector Reference Group, to raise
service standards in Singapore. The SV WSQ framework was aligned to
SPRING Singapore’s Business Excellence Niche Standard (Service). When
the SV WSQ was first developed, it comprised 19 competency units arranged
at the Operations, Supervisory and Managerial levels. Subsequently, two new
competency units namely “Assess organisation for Business Excellence” and
“Manage Business Excellence” which were jointly developed by WDA and
SPRING Singapore and validated by SPRING Singapore’s subject matter
experts were added to the framework.
8.
In September 2010, three more competency units in Service Innovation were
added to the Supervisory and Operations levels, in line with the 2009 ESC
Report that stressed the importance of skills, innovation and productivity as
the basis for sustaining Singapore’s economic growth. These additions bring
the SV WSQ framework to a total of 24 competency units across the 3 levels.
To date, close to 132,000 service workers had been trained under the SV
WSQ, with more than 200,000 Statements of Attainments (SOAs) issued to
these workers.
Service Excellence WSQ Moving Forward
9.
In view of the pressing need to restructure the services sector and the
changing nature of customer demands and expectations, service excellence
now goes beyond ‘exceeding customer expectations’ to encompass customer
experience, customer engagement, service innovation and service
productivity. To manage these challenges, the Service Excellence WSQ
Framework (SV WSQ) has been revised to the Service Excellence
Competency Framework (SV CF).
2
Source: Singapore Yearbook of Statistics, 2012, Department of Statistics
The annual Customer Satisfaction Index of Singapore (CSISG) was launched in 2007. The index is implemented and
managed by the Institute of Service Excellence at Singapore Management University, appointed by the Singapore Workforce
Development Agency (WDA). The results have been 68.7% in 2007, 67.8% in 2008, 68% in 2009, 67.2% in 2010, 69.1% in
2011 and 69.9% in 2012. CSISG scores customer satisfaction on a scale of 0 to 100 with higher scores representing better
performance.
3
Page | 3
10.
The new SV CF, which has been endorsed by the Service Excellence Skills
and Training Council (SESTC4), has a total of 42 units, comprising of 35 WSQ
units and 7 non-WSQ units, which cuts across five occupational levels:
(i)
(ii)
(iii)
(iv)
(v)
11.
Service Professional
Service Coach
Service Leader
Service Champion
C-Suite (non-WSQ)
The SV CF also incorporates four WSQ Qualifications:
(i)
(ii)
(iii)
(iv)
Certificate in Service Excellence
Advanced Certificate in Service Excellence
Diploma in Service Leadership
Specialist Diploma in Service Excellence
12.
These qualifications are aimed at strengthening the core competencies of the
various jobs in the services sector. The new qualifications pathway also aims
to promote jobs in the services sector as a long-term viable career with
opportunities to grow and develop professionally. Please refer to Annex A for
the new Service Excellence Competency Framework.
13.
A key highlight of the SV CF is the introduction of Level 6 non-WSQ
competencies for the C-suite Executives. This new addition signals the
importance of re-thinking the paradigm to service excellence, which should
move from a modular needs-based (SOA) training approach to a holistic
organisational-wide or whole-of-company model to achieve maximum
business impact. As a non-WSQ level, more flexibility can be incorporated to
designing knowledge platforms that can effectively engage the C-suites who
can in turn, create the catalytic change within their organisations for service
transformation.
14.
To this end, WDA is inviting best-in-class training and consultancy providers
(hereinafter referred to as the “Proposers”) to champion the next wave of
service excellence as Singapore transforms its service economy from a
manpower-led to a productivity- and innovation-led growth model. The intent
of this Call-For-Proposal (CFP) will be to appoint quality Proposers as
Continuing Education and Training Centres (CET-Cs) and Programme
Partners (PPs) who have the capability to deliver holistic interventions for
service transformation by leveraging on the Service Excellence Competency
Framework.
4
The Service Excellence Skills and Training Council (SESTC) was formed in Feb 2013 to tap on the combined expertise and
experience of employers, organisations, service champions and government agencies to build capability, professionalism and
capacity in Singapore’s service workforce through sharp-focused consultation on skills needs in the services sectors. The 25member SESTC, comprises senior representatives from 8 key Services Sectors namely, Retail, Financial Services, Healthcare,
Info-Communication, Transportation & Logistics, Education, Tourism, and Food & Beverage. These are also the sectors
currently driving customer satisfaction scores at the national level via the Customer Satisfaction Index of Singapore (CSISG).
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CALL-FOR-PROPOSAL (CFP) OBJECTIVES
15.
This Call for Proposal (CFP) invites quality Proposers to submit their
proposals to design, develop and deliver holistic training interventions based
on the Service Excellence Competency Framework to transform Singapore’s
services landscape and elevate the professional standing of the service
workforce by offering progressive WSQ qualifications and upgrading
opportunities. This will hereinafter be referred to as “the Project”. WDA will,
through the CFP appoint selected Proposers as Continuing Education and
Training Centre(s) (CET-C) or Programme Partner(s) (PP) for a period of up
to 3 years, from 1 October 2013 onwards, or at a later date, to be determined
at WDA’s discretion.
16.
The 3 Key Thrusts of the Project are:
Thrust 1: To redefine the service experience through innovation- and
productivity-led interventions
This will include leveraging on the Service Excellence Competency
Framework to provide a holistic whole-of-company approach to help
companies shift from a manpower-focused service model to new innovative
ways of creating, delivering and sustaining a differentiated service culture and
experience.
The possible outcomes indicators under this thrust may include but is not
limited to improved business profitability, improved service productivity,
enhanced customer satisfaction, enhanced employee engagement etc.
Thrust 2: To spur career and wage progression via skills upgrading
While gearing towards an innovation and productivity led growth, it is essential
not to lose sight of the importance of the individual delivering the final touch to
the service experience. To this end, it is important to professionalise the
services careers as delivering on the service experience no longer stops at
the ability of a staff to greet, smile and say “Thank You”. Service professionals
need to constantly acquire new service skills to deal with diverse situations
and exceed changing customer expectations. Their resilience and constant
upgrading with a passion to serve and delight must be recognised and
rewarded.
Companies, on the other hand, need to re-evaluate its recruitment,
remuneration, training and talent management strategies to attract the right
people and retain valuable staff who can support the service transformation.
The employer-employee relation has to be revisited for progressive business
and career outcomes. In this regard, training providers should leverage on
the SV CF to offer WSQ qualification programmes and/or bundled solutions to
help individuals expand their repertoire of service skills and for the companies,
to provide advisory services on how to adopt the SV CF to design and
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implement HR practices5 that recognise and reward the best customer-centric
individuals.
The possible outcomes indicators under this thrust may include and not be
limited to improved staff engagement, reduced staff attrition, enhanced
service experience, improved service productivity, progressive career and
wage improvements, etc.
Thrust 3: To re-design service jobs to address manpower shortfall without
compromising the service standard
It is essential that companies relook at how service jobs can be re-designed to
optimise on limited manpower and yet not compromise on the desired service
experience. This may include multi-skilling of existing workforce for flexible
deployment, designing tasks for special workforce segments such as mature
workers/ women/ persons with disabilities who are interested to rejoin the
workforce, or devising flexi-work arrangements for part time positions.
Under thrust 3, the appointed CETC/PP should be able to work with WDA
appointed Programme Partners 6 and/or have their own expertise to help
companies re-examine their workplace contexts to re-design jobs.
The possible outcomes indicators may include and not be limited to enhanced
job scopes, creation of flexible job scopes for the special workforce segment,
improved staff engagement, reduced staff attrition, enhanced service
processes which eventually lead to improved service level, enhanced service
experience and service productivity/efficiency.
PRE-REQUISITES
17.
WDA would like to invite quality Proposers with the relevant experience and a
good track record in undertaking projects with similar objectives as described
in Paragraph 16 to respond to this CFP. Having prior experience in providing
WSQ or competency-based training will be an advantage. In addition, the
provider must:
a. Be a registered company in Singapore;
b. Proposers who are interested to deliver WSQ programmes must be able
to meet the organisational requirements to be accredited as an Approved
5
In this regard, WDA and MOM have launch the Enterprise Training Support (ETS) scheme to help companies implement
holistic and progressive human resource (HR) systems; enhance in-house training infrastructure and capabilities that will help
raise the skills and productivity of workers. The scheme is effective from 1 April 2013. For information, pls visit
www.wda.gov.sg/ets
6 Singapore National Employers Federation (SNEF) and National Trades Union Congress (NTUC) have been appointed as the
Programme Partners for WorkPro. WorkPro is a one-stop programme to help employers undertake job redesign, improve worklife harmony, and to recruit and retain mature workers and back-to-work locals to meet their manpower needs. For more
information on Workpro, please go to www.wda.gov.sg/workpro
Page | 6
Training Organisation (ATO) under the WSQ system7. Proposers who are
interested to deliver only the Level 6 C-suite non-WSQ programmes must
similarly be able to demonstrate sound financial, administrative,
organisational, marketing and have the requisite adult educators
capabilities to support the delivering of its programmes; and,
c. Be able to meet the regulatory requirements by the Council for Private
Education (CPE) under the Private Education Act8 (where applicable).
18.
Interested Proposers are to include clearly as part of their submission, how
they propose to achieve the outcomes under the three Key Thrusts of the
Project in Paragraph 16 as well as their plans to ensure continual innovation
in courseware design, training methods, assessment methodologies,
marketing outreach as well as strategy to achieve the outcome(s).
SCOPE OF APPOINTMENT AND DELIVERABLES
19.
The appointed CET-C/PP is expected to perform the following:
For CET-C
For PP
a. Minimally able to offer at least 1
WSQ Qualification under the
Service Excellence Competency
Framework;
a. PP has the option to offer targeted
programmes or modules for a
specific sector e.g. tourism sector,
and/or a specific target workforce
segment e.g. C-suite/PMEs/RnFs,
and/or a specific competency
category
e.g.
customer
experience/ service innovation etc;
and,
b. Develop at least 50% of the
Competency Units and impact at
least 12,000 training headcounts
under the Service Excellence
Competency Framework; and,
c. Able to leverage on the SV CF and
commit to all the 3 Key Thrusts of
the Project as stipulated in
Paragraph
14
and
achieve
outcomes that are impactful for the
companies and individuals to
transform the service landscape;
and,
d. Have a local presence and
physical location with adequate
facilities for the proper and efficient
b. Impact at least 5,000 training
headcounts for PP offering WSQ
and non-WSQ programmes), or at
least 1,000 training headcounts for
PP
offering
only
non-WSQ
programmes under the Service
Excellence
Competency
Framework; and,
c. Able to leverage on the SV CF and
commit to at least 2 Key Thrusts of
the Project as stipulated in
Paragraph 14. It is mandatory for
7
For information on how to become an ATO, pls go to http://www.wda.gov.sg/content/wdawebsite/L225ForTrainingProviders/L325A-001TP-ATO.html
8
Information on the regulatory requirements under the Private Education Act can be found on CPE’s webpage at
www.cpe.gov.sg
Page | 7
For CET-C
centre
management
operations.
For PP
and
the PP to commit to “Thrust 2: To
spur career and wage progression
via skills upgrading” as one of the
two key thrusts; and,
d. Have a local presence and access
to physical location with adequate
facilities for the proper and efficient
centre
management
and
operations.
20.
Other compulsory obligations of the appointed CET-C/PP include:
a. To champion the implementation of the Service Excellence Competency
Framework and inculcate service leadership development by providing
holistic solutions to companies through but not limited to consultancy
services and training programmes to raise the service standards of the
firms and the Singapore workforce thereby creating a world-class
customer experience. This will include implementing successful enterprise
level service improvement project(s) leveraging on WDA’s ETS Scheme
(see footnote 5) at a mutually agreed set-target;
b. To provide contextualised training to tailor to companies’ needs such as
the use of on-site, bite-size learning, blended learning, e-learning and/or
mobile learning;
c. To commit to concrete outcomes with clear measures of indicators and
methods to collect/track the evidence of outcome improvements at
company- and individual-levels as suggested in Paragraph 14;
d. To build capabilities for innovative curriculum development, delivery and
assessment methods that would be attractive to, and effective for, the
target workforce segment in the services sector;
e. To submit WSQ courses for accreditation to WDA and ensure that all
accreditation requirements are met (see footnote 7);
f. To offer the WSQ accredited and/or non-WSQ courses to Singaporeans
and Singapore Permanent Residents (SPR) based on open access that is
regardless of age, educational qualifications, self- or employer-sponsored
status, at the nett course fees (after WDA subsidy). CETC/PP is expected
to provide clear and complete information on such requirements to
trainees and to ensure that the trainees understand and accept these
requirements prior to enrolment;
Page | 8
g. To review and revise curricula and assessment plans for all WSQ and/or
non-WSQ programmes regularly to ensure its currency and relevance;
and to align with new requirements (if any) under the Service Excellence
Competency Framework if there are subsequent framework change(s);
h. To ensure that the WDA’s guidelines of annual training places be targeted
at individuals as well as those sponsored by companies across both
service and non-service sectors;
i.
To promote the 3 key Thrusts of the Project as stipulated in Paragraph 14
through strong outreach to employers and individuals for a holistic
approach to service transformation and continual skills upgrading to
achieve overall progressive business, career and wage improvements;
j.
To put in place a dedicated team to drive, promote, manage and
administer the Project with due diligence;
k. To forge new capabilities through strategic partnerships with reputable
local and/or overseas academic, leadership institutes, thought leaders
and/or professional certification/accreditation bodies, where appropriate to
enhance the delivery of the programmes and outcomes attainment;
l.
To submit monthly reports that are truthful and accurate, on the trainee
profile, take up rate, pass rate, number of Statement of Attainments
(SOAs) achieved, post training evaluation report, training outcome report,
demographics report, sponsoring companies, establishments which
trainees are attached and any other reports requested by WDA from time
to time and by the required deadline. Please refer to Annex B for the list of
outcome tracking required for the Project;
m. To maintain proper records of all training expenditure details for the
Project, including payment receipts and invoices;
n. To ensure timely and accurate updating of company profile and course
details on the Skillsconnect system (for WSQ programmes); and
o. To support WDA in its promotion and publicity of the Service Excellence
Competency Framework, including media feature of successful stories of
company’s/trainee’s improvements as a result of the Project intervention.
21.
Notwithstanding the above requirements listed, WDA reserves the right to
consider and appoint CET-C/PPs who are unable to meet some of the
requirements listed, but have strong value propositions such as the merit of
the programmes, outcomes to be achieved, deliverables proposed, etc.
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MANAGEMENT OF THE PROJECT
22.
The appointed CET-C/PP will be managed by a Joint Committee formed with
WDA. The Terms of Reference about the Joint Committee will be shared
separately after the appointment.
FUNDING FROM WDA
23.
WDA will consider providing the following funding support to the appointed
CET-C/PP:
a. Course Fees Funding9, subjected to the following:
i.
A specific dollar cap at prevailing funding rates to ensure that
courses are affordable to Singaporeans and Singapore Permenent
Residents (SPR), and are determined by WDA which excludes
Goods and Services Tax (GST); and
ii.
Pre-agreed number of training places that the CET-C/PP is expected
to deliver. The number of funded training places during the Project
duration will be subjected to WDA’s decision. Any request to
increase/decrease the number of training places during the
programme duration is subject to management approval. Interested
Proposers should provide a detailed breakdown of proposed course
fees, including the duration of programme, programme format and
design in their proposals. The course fee should factor in overheads
and variable costs attributed to the delivery of the training
programmes.
b. Absentee Payroll (AP) for participating employers to defray the manpower
cost incurred when employers send their staff for WSQ training under the
SV CF. Participating employers can apply for, and claim AP for their
employer-sponsored employees via the Skillsconnect system. The award
of AP is subjected to the Terms and Conditions listed on the Skillsconnect
system.
c. Discretionary Marketing Grant for innovative ways of promoting the SV CF
and engaging companies and individuals to achieving outcomes as
suggested under the 3 Key Thrusts. The allocation of the marketing grant
is based on WDA’s sole discretion and will be evaluated against the
Proposer’s Project plan and commitment to meeting the 3 Key Thrusts
and it’s the corresponding outcomes.
24.
The disbursement of the grants mentioned in Paragraph 21 above shall be
mutually agreed with the appointed training providers.
9
Proposers should provide a detailed breakdown of proposed course/ assessment fees (taking into account all training related
cost including courseware and assessment plan development cost, trainers/ assessors’ cost, rental, etc) in their proposals.
Page | 10
25.
The course fees grant for the training places will be provided on a quarterly
advanced disbursement basis, based on the estimated SOAs to be achieved
for the coming quarter. Exact disbursement figures will depend on
achievements of SOAs in the preceding quarter. The first quarter advance
disbursement will be upon signing of the Letter of Offer based on the
projections for that quarter. The marketing grant, if awarded, will be disbursed
on a reimbursement basis upon receipts of payment evidence.
TERMS OF APPOINTMENT
26.
WDA reserves the right to select and appoint more than one CET-C/PP from
this CFP exercise, as well as to decide on the respective scope, number of
training places and funding rates for each selected training provider. WDA
also reserves the right not to appoint any CET-C/PP for this CFP exercise.
27.
The selected CET-C/PPs will be appointed for a period of up to 3 years
effective 01 October 2013 or a later date at WDA’s discretion. Subject to the
performance review of the appointed CET-C/PP, WDA may extend the
contract and reserves the right to vary the terms and conditions of any
extension.
28.
The appointed CET-C/PP shall undertake all the costs related to the
implementation of the Project, which includes monthly rental of space
(including GST payable), utilities, staff costs and salaries, curriculum
enhancement costs, trainers capability building costs, training materials,
marketing costs, career advisory costs, and any other related costs to be used
for the delivery of its training programmes.
29.
The contract for the appointed CET-C/PP shall be enforceable and valid for
the whole duration of the Project from the time of award to the full and
satisfactory completion of the Project as stated in this Project Specifications
and a Letter of Offer that will be agreed upon with the appointed CET-C/PP.
SUBMISSION OF INFORMATION
30.
Interested Proposers are invited to submit a comprehensive three-year
Business proposal detailing the following:
a.
b.
c.
d.
e.
f.
g.
h.
Organisational and corporate governance structure
Stated appointment preference to as a CET-C or PP (if submitting as
PP, please indicate the selected Thrust(s) of your proposal)
Proposed Training and Consulting Capability Development Plan
Outcomes Tracking and Records Management
Industry and Marketing Outreach Plan
Credentials, Experience and Track Record
Prices and Costing
Financial practices and business viability
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i.
Any other details that would be useful for assessing the Proposers’
suitability to undertake the Project.
All Proposers are required to respond based on the Proposal template
provided in Annex C. Supporting documents may be attached where relevant.
31.
While Proposers may submit a projection of their training capacity over the
next three years, the final allocation of training places/headcounts will be at
WDA’s sole discretion.
SHORTLISTING CRITERIA
32.
The Proposals will be shortlisted based on the following critical criteria:
a.
b.
c.
d.
Declaration of Proposal
Compliance with pre-requisites as stipulated in Paragraph 17 above;
Compliance with deliverables stipulated in Paragraph 19 above;
Completeness of submission for:
 Annex B – Proposed Outcome Tracking Template
 Annex C – Business Proposal Template
 Annex D – List of Proposed Service Excellence Programmes
 Annex E – Breakdown of Proposed Course Fees per module/
bundle/qualification
33.
Interested Proposers are required to submit two (2) hard copies and one (1)
CD of the documents stipulated in Paragraph 32.
34.
Only Proposers who comply with the critical criteria in Paragraphs 32 and 33
will be subjected to further evaluation.
35.
All CFP submissions will be reviewed by WDA for suitability and WDA’s
decision is final.
EVALUATION CRITERIA
36.
The Proposals will be evaluated based on the following criteria:
a. Organizational and Corporate Governance
b. Proposed Training and Consulting Capability Development Plan to Meet
the 3 Key Project Thrusts
c. Outcomes Tracking and Records Management
d. Industry & Marketing Outreach
e. Credentials, Experience & Track Records
f. Prices and Costing
g. Financial Practices and Business Viability
37.
All CFP submissions will be reviewed by WDA for suitability and WDA’s
decision is final.
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CONFIDENTIALITY OF INFORMATION
38.
The Proposer shall maintain strict confidentiality of any information/material
provided by WDA or any other organisation for this CFP and shall not under
any circumstances release any information to any third parties, without the
prior written approval of WDA.
CFP BRIEFING
39.
A briefing will be conducted to provide interested Proposers an overview of
the Project and for training providers to seek clarifications on the Project.
40.
Details of the session are as follows:
Date :
Time :
Venue :
20 June 2013, Thursday
10.00 a.m.
Singapore Workforce Development Agency
1 Marina Boulevard, Level 16, WDA Conference Room
One Marina Boulevard
Singapore 018989
41.
Attendance at the briefing is compulsory. The Proposers may send up to 2
(two) representatives for the briefing. Only Proposers who attend the briefing
are allowed to submit their proposals.
42.
Interested Proposers may register their attendance for the briefing with
following details:



43.
Company Name
Attendees Name and designation
Contact Number
Registration for the briefing should be done before 19 June 2013, 5.00 p.m.
via email to:
Ms Karen Tan
Karen_TAN@wda.gov.sg
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PROPOSAL PRESENTATION
44.
Proposer(s) are advised to avail their schedules to dates which may be
allocated for presentations.
45.
These presentations are compulsory for the consideration of the award of the
CFP. The decision on shortlisted Proposer(s) is made at the sole discretion of
WDA and is final. Proposer(s) will be notified via email.
46.
The dates are as follows:


24 July 2013
30 July 2013
CLOSING DATE OF SUBMISSION
47.
The closing date/time of the submission is 12 July 2013, 4.00 p.m. sharp.
Your proposal must be submitted manually into:
CFP Submission Box No. D
Singapore Workforce Development Agency
1 Marina Boulevard
One Marina Boulevard #16-01
Singapore 018989
Closing Date
Time
: 12 July 2013, Friday
: 4.00 p.m. sharp
ENQUIRIES
48.
All enquiries concerning this CFP should be directed in writing to:
Name of Officer
Designation
Ms Karen Tan
Manager
Tel Contact Email Address
6512 7316 Karen_TAN@wda.gov.sg
Ms Angeline Wee Principal Manager 6512 1163 Angeline_WEE@wda.gov.sg
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