Desmond Lee
Singapore
“The Leadership, Enrichment, Achievement, Participation and Service (LEAPS) 2.0 is a framework for recognising student participation and achievement in secondary school co-curricular programmes.”
“The Ministry of Education (MOE) is mindful of the impact that rising temperatures may have on our students, teachers and officials taking part in the National School Games. Matches are scheduled only after students have had the time to train and become progressively more heat acclimatised.”
“As shared in Parliament in March 2026, the proportion of students with special educational needs (SEN) in mainstream schools has remained stable, at around 7% of the overall student population. This stability is observed across both primary and secondary schools.”
“The Ministry recruits and assesses applicants based on merit and suitability for the teaching profession, regardless of gender. We look for individuals with a passion for teaching, a belief in the potential of every child, and who possess the values and character to make a positive difference in students' lives.”
“Over the past five years, an average of 750 teachers resigned from the Education Service annually, representing a resignation rate of around 2%.”
“MOE has also progressively strengthened open access within the Primary 1 Registration Framework through Phase 2C, which is open to students regardless of whether they have prior connections to the school. MOE had increased the number of reserved Phase 2C places from zero to 20 in 2014; and from 20 to 40 in 2022.”
The complete record
Every one of 3,698 lines we hold for Desmond Lee, in date order, each linked to its source. Free to read, in full, without an account. Page 52 of 74.
“As such, we should aim higher. Ultimately, boards should have an approximately equal number of men and women directors. To achieve this, CBD will gradually set higher targets as we progress. For example, CBD has set an interim target for all SGX-companies to have 25% women on boards by end-2025, and 30% women on boards by end-2030. In response to Ms Yip's point on quotas, we note that some may see mandatory quotas as a straightforward means to having more women on boards. Voluntary quotas require a lot more time and effort, as it requires changing mindsets. However, mandatory quotas would not be effective in creating a meaningful increase in the representation of women on boards, as it does not address root causes of the issue. The causes for the low percentage of women on boards are complex and intertwined. It has to do with culture and traditions. Many countries, like the United States and Denmark, face similar challenges. Thus, a multi-stakeholder approach that empowers stakeholders to collaborate and collectively address underlying root causes would be more effective. Moreover, we understand that candidates, both men and women, prefer to be appointed on their own merits, rather than being seen as mandatory 'token' representatives on boards, which would undermine their standing credibility. As the pipeline of board-ready women candidates grows and boards have more candidates to select from, there will be an organic increase in the representation of women on boards based on their own merits. Ms Anthea Ong asked whether the Council has information on how many board members are sitting on more than two boards in public listed companies, statutory boards and IPCs.”
“The importance and benefits of having more women on boards and in senior management are well recognised. Indeed, having more women on boards adds to the boards’ diversity in skillsets, experiences and perspectives, thus leading to better decisions. However, while there has been some progress on this front, more needs to be done to quicken the pace. The Council for Board Diversity, or CBD in short, was formed by MSF in 2019 to increase the representation of women on the boards of private, people and public sectors organisations. This is an expanded scope from its predecessor, the Diversity Action Committee, or DAC, which focused on the private sector. CBD has been working towards its 2020 target of achieving 20% women on boards in the top 100 primary-listed companies. The Council has been actively engaging the Chairpersons and Board Members of these companies. To help achieve the 2020 target, MSF is also working with the Council in its engagement efforts and in building a pipeline of board-ready women candidates. The Council’s efforts include collecting data on board renewal so that it can encourage, ahead of time, the organisation concerned to nominate women candidates to be appointed. It encourages organisations, where possible, to consider creating additional positions on their boards so that we can achieve the 20% target sooner rather than wait for the renewal of existing board members. The CBD has been doing good work since it was established and it is on the way towards achieving its 20% target. We have seen an increase in women participation on the boards of the top 100 listed companies, top 100 institutions of public character (IPCs) and Government Statutory Boards. But both MSF and CBD see the need to look beyond this short-term target.”
“Crisis Shelters are community-based facilities that provide temporary accommodation for women and children facing violence, while the social service professionals work through safety plans and longer-term housing arrangements with them. The Crisis Shelters, funded by MSF, take in about 180 family violence cases on average each year. Each case may involve more than one client, depending on the family. The demographic profile below is based on the main female client admitted into the crisis shelter between 2017 and 2019, and does not include the male and female children of the adult client. The median age of the main female clients was 36. About seven out of 10 of them were married, and three quarters were Singapore residents. More than 90% of clients stayed less than one year, with more than one third staying less than one month.”
“My apologies, Sir, I beg to move that the move that the debate be now adjourned. [(proc text) Resolved, "That Parliament do now adjourn." – [Mr Desmond Lee]. (proc text)]”
“We are bringing to the fore many of the existing schemes, such as the VWOs-Charities Capability Fund (VCF) as well as other schemes, that enable our SSAs to put in place the mechanisms, to bring in the technology and the skills, to be able to continue to support vulnerable Singaporeans during this crisis, but in the climate where safe distancing needs to be respected. The concern about donations is well recognised. We extended the Bicentennial Fund co-matching beyond the March timeline to enable SSAs to continue to benefit from co-funding. And, of course, subsequently, in this Budget debate, we will be announcing further measures to support our SSAs.”
“Sir, I thank the Member for her deep concern about vulnerable Singaporeans, especially those hit very hard by this crisis. First, during the circuit breaker, we have looked at what is happening in other countries which have imposed these kinds of measures to keep people indoors. There is a trend we are observing of higher rates of domestic violence and quarrels, and friction in the family. So, we are extremely mindful of that. As announced yesterday, we are going to set a National CARE hotline where anybody can call in to be supported by psychologists, counsellors and other people, and we then refer these people to specialist services to enable them to get the help they need and to get it early. The Family Violence Specialist Centres, the Child Protection Specialist Centres, these are essential services. Whilst we want to put in place safe distancing measures for the protection of the vulnerable individuals as well as our social sector professionals, these social service agencies, together with Adult Protective Service and Child Protective Service, they continue to function as essential services; and we will make sure that they are adequately resourced during this time. In terms of the social sector, we entirely recognise the concerns they have had. In fact, both MSF and the National Council of Social Service (NCSS) have been having dialogue sessions and town halls, both in person and digitally, electronically with the SSAs, to understand their specific concerns and to help them through this period. Early on in this crisis, we had announced the funding for each SSA to help them with BCP, help them with cleaning and sanitation support, and to help them in other areas.”
“For example, in the area of food insecurity, we have convened a multi-sector workgroup comprising food organisations, volunteer groups and Government agencies to address issues of food waste and distribution inefficiencies. Members of the workgroup are supporting one another, especially during this period, to keep their operations going, highlighting the spirit of partnership that serves us well in times like this. Such partnerships complement ongoing efforts and schemes such as ComCare that assist low-income households with daily living expenses including food, and MOE’s Financial Assistance Scheme for school-going children in lower income families. The COVID-19 pandemic has also underscored the importance of a whole-of-society approach to tackling crisis. We see an outpouring of support from corporates, unions, volunteer groups, grassroots and religious groups to support the vulnerable. Many have also donated generously to The Courage Fund to support our healthcare and frontline workers, and lower income families affected by COVID-19. The NTUC Care Fund has announced a scheme to provide up to $300 in one-off cash relief for their union members who have lost income due to the outbreak. These are just some of the examples of many instances of the community rallying to support one another. And this is especially important, because caring for one another, especially the vulnerable, is not simply a collective responsibility, but a national imperative during crisis. Beyond cushioning the economic impact, it is also about sustaining relationships and strengthening our social capital as a collective. COVID-19 may have brought challenges for us, but this is also an opportunity for us to strengthen our bonds and build a stronger society.”
“We also work with the People’s Association to provide other forms of help, such as assistance buying food and groceries, if the person under quarantine or Stay-Home Notice does not have any such support from their families, neighbours, or other parties. The Silver Generation Office reaches out to vulnerable seniors such as those living alone or who are frail. Since February 2020, Silver Generation Ambassadors have started visiting these seniors in their homes to communicate COVID-19 precautionary measures, such as hygiene tips and social distancing. They also identify seniors who require additional assistance during this period, and link them up with the appropriate social service agencies and service providers to ensure that their needs are met. During the upcoming circuit breaker, these agencies will continue to reach out to our seniors through the various forms. Third, the Finance Minister recently announced our second care and support package to help Singaporeans tide over the economic impact of the COVID-19 pandemic. Those who require more help this period will benefit more. This includes the new COVID-19 Support Grant for those who have lost their jobs due to the crisis, relief for self-employed persons and additional flexibility for ComCare, such as providing a longer duration of assistance to lower income workers. For individuals who require employment assistance, Workforce Singapore (WSG) and NTUC’s Employment and Employability Institute (e2i) offer a range of employment facilitation services and programmes under the Adapt and Grow initiative. We are also continuing our efforts to make social services and help more convenient, comprehensive and coordinated.”
“Mr Speaker, the COVID-19 pandemic has affected our economy and disrupted livelihoods, just as it has affected other countries. Some groups inadvertently feel the impact more immediately and more acutely. For example, low-income workers with little savings may need additional financial help if their work is affected. Others with unique care needs, such as persons with limited mobility or disabilities, may worry if services such as meal delivery or home nursing would be disrupted during the COVID-19 pandemic. Let me highlight a few key efforts to help those affected by COVID-19. First, I would like to assure Members that the essential services such as the Social Service Offices (SSOs), selected senior care centres, residential and home-based care services, and community mental health services will continue to provide support for their clients, with precautionary measures in place. Though we have temporarily halted activities at Senior Activity Centres as added precaution for our seniors, the centres’ staff continue to watch over the seniors within their service boundaries and check in on them remotely where necessary. Second, MSF and other Government agencies have stepped up measures to address various needs arising from COVID-19. Our SSOs proactively contact past and present ComCare clients who have been issued Quarantine Orders or Stay-Home Notices to see if they require any financial assistance, and facilitate their applications where needed. We have made the application process more convenient by allowing them to submit their documents electronically.”
“The Early Childhood Development Agency does not require all preschools to have a lactation room within their premises. Preschools have the flexibility to manage the use of their space, depending on the needs of their children, staff and parents. For preschools with older children (for example kindergartens) and preschools with more working mothers, the need for a lactation room within the centre itself may be less pressing. For others, we encourage preschools to consider setting up a lactation room or making space arrangements for breastfeeding, as and when the need arises. In general, preschools should ensure efficient use of space for child development and staff welfare, based on their needs of their children and staff.”
“Children in need of care or protection may be referred by MSF or ordered by the Youth Court to reside in licensed Homes that are gazetted as places of safety under the Children and Young Persons Act. MSF imposes standards of care on these licensed homes, and regularly reviews the standards to ensure that the needs of children and young persons are adequately met. The current standards stipulate a minimum ratio of one care staff to every 10 children ("care ratio"), during the hours that children are scheduled to be awake. At night, when the care needs of the children are lower, the minimum care ratio is one care staff to every 20 children.”
“The Member is referring to Community Link or ComLink. We have set up Community Link in four locations for a start. In the north, Marsiling; in the south, Jalan Kukoh; in the west, Boon Lay; and in the East, Kembangan-Chai Chee. We have visited 650 families with young children door-to-door. We aspire to reach out to 1,000 in these four locations. We have a better understanding of the needs of each and every one of these families but also the assets and strengths of each family to pull themselves up, especially to make sure that poverty does not translate to the next generation. They have young children. So, this programme is not in and of itself targeted at achieving home ownership, though that is one of the many indicators of progress in these families' lives. When we identify that they have an aspiration for home ownership, then we will work with them to ensure that there is stability in family, stability in their work, support them with financial literacy if they wish to enhance their capabilities on that front, accumulate the savings; and then, when they are ready to pursue home ownership, there is a range of schemes available by HDB to support them. Fresh Start, for example, is one programme, but the enhanced Step-Up Grant, recently adjusted last year, will also better enable these families to leave rental housing and get back into stable housing. There is a housing support team set up by HDB that will work closely with the ComLink agencies to support these families on the homeownership journey, when they make that decision.”
“As Deputy Prime Minister mentioned in the Budget Statement, the Government has identified specific challenges that we are bringing partners across the public, people and private sectors together to address. I also spoke about several initiatives that we will work together with Singaporeans on. These include GROWING TOGETHER with KidSTART to support low income families with young children; an online portal for those facing difficulties in their marriage; ComLink to uplift families living in rental housing; the PEERS network to assist rough sleepers; the Community Capability Trust to build capability and capacity in the sector; and the Youth Mental Well-being Network. I hope more Singaporeans will step forward to join us in these initiatives, participate in our Community Network sessions or join a Volunteer Centre set up by MCCY in their town. Let us work together to make Singapore a place where those in need are better supported and where Singaporeans have the chance to pursue their dreams, regardless of their starting points and what they may have encountered as they progress in life. [Applause.]”
“] Chairman, in the past few years, MSF has been collaborating with the community to strengthen our social safety net, in line with the SG Together movement. Moving forward, youth mental well-being is another important area in which we will continue with this partnership approach. Studies have shown that young people between 18 and 34 years of age have a higher prevalence of mental health conditions as compared to older groups. Last month, I made an open call for Singaporeans interested in the topic of youth mental well-being to step forward with their ideas. In total, more than 700 individuals and organisations have responded, many of whom are young people who are concerned about this issue and want to do something about it. We will set up a youth mental well-being network and invite those who are passionate about this topic to share their views. We will identify areas to collaborate and work together to develop more holistic support for our youth's mental well-being. Through such partnerships, we can synergise and amplify our efforts to better support Singaporeans in need. I hope more Singaporeans will step forward and partner us to build a caring and inclusive society together. (In English): Chairman, we are committed to nurturing resilient individuals, strong families and a caring society. We are intervening early to give every child and every family a good start. We are continuing to put those we serve, at the centre of what we do. We are partnering the community, building sector capability and strengthening networks to work better together. Our society is stronger and more resilient when all Singaporeans come together, when we look out not only for ourselves, but our families, neighbours and fellow Singaporeans in need.”
“With mutual trust, we are comfortable calling our counterparts in another organisation and mobilising support on multiple fronts to address issues quickly. To strengthen these personal connections, we organise SG Cares Community Network sessions every year in each and every town, all across the island, to bring together partners from the social, health and community sectors in each town. Through this platform, partners get to affirm and build new relationships. We also invite partners to exchange ideas and best practices on addressing needs in the community. The sessions spark discussions that turn into collaborative projects. We completed the first wave of 19 SG Cares Community Network sessions island-wide in 2019. Through these sessions, we brought together more than 3,500 participants from 160 Government and community help agencies. The Community Network sessions from the first wave catalysed 60 collaborative projects. "Stories About Us", started by community partners in Hougang and Serangoon, is one such project. These community partners saw the need to listen to the voice of those with mental health issues when designing solutions for them. They then engaged recovering mental health patients to understand the challenges they face in navigating social and healthcare services and asked them how agencies can better support them. In the second wave, which we have started in November last year, our SSOs will jointly organise these sessions with community partners and volunteers, and develop and implement their ideas together with them. Mr Chairman, allow me now to speak briefly in Mandarin. (In Mandarin): [Please refer to Vernacular Speech.”
“Today, officers may ask clients to submit documents, so that they can better understand their circumstances. This may sometimes include documents that clients had already submitted to other agencies previously. And when one agency needs to make referrals to another, officers often do so over emails for each and every case. After the referral is made, officers may also need to check in with their counterparts to keep track of progress. To streamline these efforts, we will make significant system enhancements. First, the enhanced system will allow frontline officers to make faster and more comprehensive assessments about their clients' needs, through digitalisation and data sharing across multiple agencies. Clients will also experience greater convenience without having to repeatedly submit documents to multiple organisations. Second, the enhanced system will make it easier for agencies to refer cases, share assessments, coordinate how they are supporting their clients and monitor the clients' progress. This way, all parties can monitor progress and coordinate follow-up actions better, to improve a client's situation. This will also reduce the bandwidth tax on families as they seek to tackle the challenges they face. These enhancements will be rolled out from the second half of this year. We will bring agencies on-board this system progressively. In steady state, about 5,000 frontline officers from both Government and community agencies will be able to tap on the enhanced system to provide comprehensive, convenient and coordinated support to the Singaporeans that we serve. Technology is important, but it is no substitute for the human touch. This person-to-person connection is critical in the social service sector, because it builds trust and understanding.”
“This is an example of the kind of work that the CCT will support, enabling the social service agencies to do their work better, serve beneficiaries more effectively, have better outcomes and make the work better for social sector professionals. We know that building capability and capacity is a long-term effort that requires sustained investment. The CCT will give the sector the time and resources needed to build stronger and more productive social service agencies that are ready for tomorrow's challenges. To serve clients in a coordinated manner, we also need to strengthen the links across social service agencies, as well as between them and Government agencies. Earlier, I spoke about how we work with community agencies as equal partners so that we can operate in concert. Besides working collaboratively, technology is also a key enabler to help us coordinate better. Today, we harness technology to enable our clients to access services more conveniently. Besides financial assistance, all SSOs offer access to employment and housing services. Some also offer access to family and legal advisory services. Most of these services are provided at the SSOs through video conferencing to other agencies, making it more convenient for clients who need not make multiple trips to receive support from agencies such as HDB, Workforce Singapore (WSG) and the Legal Aid Bureau. We will grow this video conferencing network by offering access to more of these services at all our SSOs, and by bringing partners such as Agency for Integrated Care (AIC) and hospitals into the network, over the next year. 6.45 pm Besides using video conferencing, we want to harness technology to provide more comprehensive and coordinated support to clients and beneficiaries.”
“This fund will be made up of contributions from the Government, Tote Board and the community. Government and Tote Board will provide an initial $200 million in capital. To encourage donors to contribute to capability building, the Government and Tote Board will match $2 to every dollar donated by the community for five years, from FY2020 to FY2024. Thereafter, donations from FY2025 to FY2029 will be matched dollar-for-dollar. The Community Chest will also provide an additional $30 million in capital and spearhead fundraising initiatives to unlock the matching grants. So, let us grow this fund together and use it to prepare our sector for the challenges of the future. Capability and capacity building may sound very abstract, so, let me illustrate how our efforts to build up our social service agencies capabilities can have a real and lasting impact on the people that we serve. There are many examples, but we have chosen a very "techie" one where the benefit is very clear. Angsana Home is a Welfare Home managed by Thye Hua Kwan Moral Society in Pelangi Village. Under the Tech Booster project by the National Council of Social Service, it has implemented the SoundEye monitoring system. The system makes use of smart sensors with AI-enabled sound recognition and motion detection technology to identify abnormal sounds or movements that could give early warning of distress from residents. Angsana Home staff can be more quickly alerted when residents require attention or help, even during night shifts when there may be fewer staff are on duty. This allows the Home to monitor residents' safety more effectively and provide better care to residents.”
“For example, providing information and raising awareness about available resources so that people know where to go for help and to do so earlier. This is just one of the points raised in the conversations we have had thus far. I hope many Singaporeans will partner us to jointly develop solutions for a happier and healthier society. Our young people deserve the best start in life possible. Sir, the social service sector is a major partner in our endeavour to build a society of opportunities for all. Demand for social services will increase in both scale and complexity as our social challenges evolve. We therefore need social service professionals with deep skills and capabilities. In April last year, we set up the Social Service SkillsFuture Tripartite Taskforce to bring together academics, professional associations, Social Service Agencies and policy-makers to look at how we can enhance the capabilities and effectiveness of the professionals in the sector. Since then, the taskforce has initiated various manpower development projects, which we will share more on in the coming months. Besides skilled and competent professionals, we also need social service agencies with the capability and capacity to deliver outcomes sustainably, effectively and efficiently. Donors generally prefer to support programmes and services that directly benefit service users and those in need – understandably so. However, resources are needed to build capability and capacity in our social service agencies. As announced by Deputy Prime Minister during Budget, we will introduce the Community Capability Trust (CCT). This is a dedicated, long-term fund of up to $480 million to strengthen our social service agencies capability and capacity to do more and to do so better.”
“You have heard from my colleagues in MOE, MOH and MOM on the measures that they have taken and are taking. The community and practitioners on the ground have also done a lot of good work. By bringing a social lens to this issue, however, we can further synergise our efforts and increase our overall impact. A person's mental well-being affects their families neighbours, colleagues and friends. It is more than a medical issue faced by a person. We want to address the social determinants of health – and consider what kinds of holistic support a person needs to stay healthy. Hence, there is more that we can do together. Last month, we made an open call for persons interested in the topic of youth mental well-being to step forward, connect with us to contribute ideas, and work with us to turn some of these ideas into reality. This is yet another challenge that Deputy Prime Minister mentioned, that we are issuing to the social sector. We are very encouraged by the enthusiasm of all who have reached out to us. In total, as of this time, more than 700 individuals and organisations have responded and the number continues to grow. Many are young people who are concerned by this issue and want to do something about it. Some have struggled with mental health issues. Some are care-givers or therapists of persons with mental health issues. We will be establishing a Youth Mental Well-being Network. Everyone who stepped forward during the open call, will have an opportunity to be part of this network. We will get to know one another, identify areas to collaborate and work together to deliver programmes and interventions, to better support our youths. And this work is just beginning. In a way, how we intend to proceed is uncharted waters. But some early ideas have already emerged.”
“Launched in July 2019, the PEERS network is a diverse group comprising Government agencies, charities, religious organisations and community groups. Mr Murali Pillai asked about how we assist those who have homes but are sleeping in public because of family problems. Sir, Government agencies join community partners in the PEERS network on their regular night walks to reach out to rough sleepers, befriend them and understand their circumstances. For those who are willing to receive help, we address their immediate needs, work on underlying issues, and support them towards eventual longer term housing. It was not easy initially. There were concerns among our newfound partners that Government agencies would forcibly move the rough sleepers off the streets. But as we continued to work with them, to look after the rough sleepers' well-being, our relationship strengthened. Because of this trust and understanding, we were collectively able to support more rough sleepers in finding longer term solutions than if each of us were to work alone. I would like to thank all our partners for your trust, your partnership and for coming together. We welcome more partners to join us on this initiative. Another area that we want to partner the community more rigorously is in enhancing youth mental well-being. The latest Singapore Mental Health Study noted that young people between 18 and 34 years of age had a higher prevalence of mental health conditions, compared to older people. Mental health issues are complex but prevention, early detection and intervention can go a long way to help. This is not a new area. We are keenly aware of the many issues and struggles faced by those with mental health issues.”
“For social service agencies, ComChest will also be providing support to help them cope with additional expenses. Beyond the challenges it poses to our economy, COVID-19 is also a test of our social resilience. I am encouraged to see people stepping forward to help one another. Many have signed up to volunteer and donated generously to The Courage Fund. Last Sunday, volunteers in the Families for Life Council launched the "Share-the-Care" movement, which encourages families to look beyond themselves to show appreciation to our frontline and their families. All 1,000 Share-the-Care baskets have been adopted and I hope families continue to pay the care forward. In fact, I got a message from one of the families. Their son, who is in Secondary school, after playing the games with his parents, packed the basket with new things, went to one of the clinics, after it closed to give it to the doctor and said, "This is for you and your family and children". It moved the doctor to tears. So, let us continue to stay vigilant, take the necessary precautions, take care of our families and keep a look out for one another and give each other a pat on the back, especially our frontline workers. Ms Denise Phua asked how we are tackling social challenges together as a society. The third key thrust of our transformation is indeed about collaborating more intensively with different partners across all areas of our work. Earlier, I spoke about how we are involving the community through partnerships such as "GROWING TOGETHER with KidSTART" and ComLink. Members might also recall the PEERS network or the Partners Engaging and Empowering Rough Sleepers network.”
“Corporates and volunteers have stepped forward to offer their expertise and time. For instance, Etonhouse Community Fund donated more than 800 Boxes of Joy with brand-new toys and educational materials to families living in all four ComLink areas in December last year. Doctors and lawyers have stepped forward to provide free health screening and legal advice to residents. Students from Polytechnics and Universities run tuition and enrichment programmes for the children. ComLink is a good example of the type of cross-sectoral partnerships that can bear fruit when we come together to address specific needs in our local communities. ComLink is a microcosm of how our future social safety net will look like – proactive, upstream, integrated and with individuals and the families placed at the centre of what we do. Sir, during this time, we are also paying particular attention to those affected by the COVID-19 situation. MTI's assessment, as you heard during their COS, is that the economic impact of COVID-19 could be worse than SARS. The Government has introduced measures to help businesses with cash flow, help workers remain employed and provide additional support for specific sectors directly affected. For MSF, our priority is to support vulnerable families and individuals who are unable to meet their basic needs because they are unable to work or because the sector they are working in have taken a big hit. First, we provide financial assistance for persons under Quarantine Orders or Stay-Home Notices, if they are in financial need. We are also tapping on The Courage Fund which now stands at $3.6 million to provide additional support for lower income families who are affected by COVID-19.”
“In each location, we wanted to bring partners together to address the community's needs in a proactive and customised manner. Mr Seah Kian Peng, Mr Darryl David and Dr Lily Neo asked how we work with different community agencies to support individuals and families in need in a more coordinated manner. Our approach is to work with these agencies as equal partners right from the get go. Over the past year, local implementation workgroups comprising social service agencies, schools and pre-schools, Government agencies, and the grassroots went door-to-door to engage all families with young children, and conducted focus group discussions to understand their needs, worries, strengths and aspirations. Backend, the workgroups held regular case discussions to link families to the right agencies for additional support, coordinate the interventions provided and track their progress closely. 6.30 pm For areas that existing programmes may not fully address, the workgroups roped in new partners to bring new programmes to the community. For example, we noticed that families in Boon Lay lacked conducive study spaces at home. Often, parents are also not able to guide their children academically. To address this, the local implementation workgroup created a home work café at the Residents' Network, with South West CDC contributing funding and NTU students volunteering as tutors. In Jalan Kukoh and Marsiling, we have dedicated ComLink centres to run these programmes. We also make full use of existing community resources. So, in Boon Lay and Kembangan-Chai Chee, where the centres are being set up, we maximise existing spaces like the Residents' Network and RCs to operate these community programmes. Not only Government and community partners are involved.”
“Our assistance to low-income families through ComCare covers basic needs such as food. For families facing immediate needs, our Social Service Offices (SSOs) offer interim assistance such as cash and supermarket vouchers. We also connect them to community-based support such as free cooked food. Families who are unable to buy or prepare their own meals are also linked up with food rations and meal delivery services offered by social service agencies. We recognise that low-income households may face challenges in eating healthily. The Health Promotion Board (HPB) works with donors to encourage them to donate healthier and more nutritious food products. The community, too, plays an important role in supporting vulnerable households with food provisions. MSF has been working with food support organisations and charities since 2018. Last year, we convened a workgroup with food organisations and charities, volunteer groups and Government agencies to look at how to reduce food waste and inefficiencies in distributing food, in order to ensure that beneficiaries receive healthy and nutritious food. We have made some progress and will continue to work on these issues together. But we want to go beyond providing financial assistance and addressing immediate needs. For families with young children, we want to proactively reach out to provide Comprehensive, Convenient and Coordinated support. We want to empower them to overcome their challenges, achieve sustained stability and possibly even purchase their own homes. And we want to bring the community together to do this. At last year's COS, I announced that MSF will be launching Community Link, or ComLink, at four locations – Jalan Kukoh, Marsiling, Kembangan-Chai Chee and Boon Lay.”
“To better support persons with disabilities and their care-givers, we will make special student care service much more affordable. We will increase the subsidy quantum across all income tiers to reduce what parents have to pay out of pocket and raise the income cap so that more families can qualify. Minister of State Sam Tan will provide you the details later. Sir, we have also adopted this approach of providing wrap-around, client-centric support to families with young children living in rental housing. Assoc Prof Daniel Goh asked whether we track the financial health of families at the bottom income quintile as their expenses seem to be growing faster than their incomes. Lower income families also seem to be spending more on household and utilities. There are two reasons for these observations. First, some of these families are retiree households who tap on other sources of income, including savings, allowances from children, CPF payouts and so on. Second, in calculating household expenditure and utilities, rent is included, but mortgage repayment for owner-occupied property is not. Many 1- to 2-room HDB flats are public rental flats. That is why families living in these flats seem to be spending more on housing. In any event, for low-income families experiencing hardship, we provide financial assistance, along with the support from our community partners and agencies, to help them with daily expenses and household bills, including utilities, public rental fees and mobile data plans. We regularly review the assistance to account for changes in the prices of essential items as well as changing needs. Assoc Prof Walter Theseira and Mr Mohamed Irshad asked how we will assist families who face food insecurity.”
“They will be able to coordinate early childhood development and early intervention as one integrated continuum. As a next step, we will further streamline the administration of disability functions. Through our conversations with the community, we recognise that it can be challenging for persons with disabilities (PWDs) and their care-givers to approach different agencies for different needs and different issues. To better support persons with disabilities and their care-givers, SG Enable will be the single touchpoint for disability services and public education efforts. Accordingly, disability service-related functions and programmes currently under MSF headquarters and the National Council of Social Service (NCSS) will be transferred to SG Enable. This will strengthen the delivery of services for PWDs and their care-givers across different life stages and needs. MSF's Disability Office will retain policy oversight over disability matters. We will continue to work closely with our stakeholders to see how we can better meet the needs of persons with disabilities. Last year, we formed three Enabling Masterplan workgroups to look at Employment and Employability, Independent Living and Inclusive Pre-schools. Minister of State Sam Tan will provide updates on these three cross-sectoral workgroups in his speech later. In our community engagements, we often hear the worries and concerns of care-givers of persons with disabilities. For students with special needs, care-givers tell us that special student care service is essential. Besides helping care-givers to balance work and care-giving responsibilities, the service also helps to reinforce what is taught in school.”
“Mr Louis Ng asked whether MSF could require divorce rulings to specify which parent can list their child as an essential occupier when applying to buy an HDB BTO flat. I think the Member asked the same question yesterday during MND's COS and also got his answer. Sir, it is better for couples to work out arrangements between themselves. It involves their children and they will be co-parents for the lives of their children as they grow up. This is where the initiatives I just described – the portal, online counselling – could help them work out the best care arrangements for their children. Having said that, the Member is right that not all divorces are amicable. HDB is prepared to consider waiving the mutual agreement requirement if there is clear evidence that one party has already moved on. And the Courts ultimately have the power to make care and control orders and impose conditions. Parties may return to Court for detailed rulings, if necessary. Mr Louis Ng also asked about single unwed parents. We recognise the challenges faced by single parents. This is why benefits to support the growth and development of children are given to parents of all Singaporean children, regardless of their marital status. Besides the Child Development Account benefits, we have also extended 16 weeks of maternity leave to unwed mothers. Sir, I move on to the second key thrust of our transformation – putting individuals and families at the centre of our work. Last year, we announced that we would be integrating the oversight of early intervention services for children with special needs, with mainstream pre-school services, under one body – the Early Childhood Development Agency (ECDA). ECDA will have a holistic view of the developmental needs of children below the age of seven.”
“The portal will help couples understand the immediate as well as long-term impact on children, learn how to co-parent effectively and point them to relevant services, if needed. Currently, divorcing parents with minor children, who are unable to reach an agreement on divorce are required to attend the Mandatory Parenting Programme (MPP) where counsellors from the Divorce Support Specialist Agencies (DSSAs) help them better understand the practical issues of divorce. We will ride on the online portal to introduce an enhanced Mandatory Parenting Programme. This will help divorcing parties better understand their specific circumstances and needs through an e-learning module, and have a more personalised discussion with their counsellor. Both this enhanced programme and the online portal will be ready in the later part of next year. However, some couples are hesitant to use face-to-face counselling services or prefer online avenues. To overcome this, MSF will implement a two-year pilot with the Community Psychology Hub to provide online counselling through live chat or email later this year. This pilot can reach out to 200 clients a year. We hope that this online channel will encourage those who are hesitant about face-to-face services to seek help earlier. We will assess the demand and the response to this service, before making it available on the online portal itself. To ensure that the online portal is truly useful, relevant and sensitive, we will engage Singaporeans in focus group discussions in the third quarter of this year to seek honest feedback and develop various aspects of the portal such as design, content and flow.”
“This allows PSPs to provide more customised support for each family. These moves incorporate feedback that we have received – that early support is important to help parents pick up skills for more effective parenting. As families get smaller, and increasingly both parents work, it can be challenging for families to strike a balance between work and family life. So, we will do more to give families early support in their parenting journey. Ms Rahayu Mahzam asked about the status of the recommendations made by the Committee to Review and Enhance Reforms in the Family Justice System. We have accepted the Committee's recommendations, which include more upstream pre-divorce support for couples. The feedback and our assessment have been uploaded on the Internet. They are quite detailed. The Member can find more details there. Over the course of marriage, there will be couples who face significantly more challenges. Some may consider divorce as an option. We will develop an online portal to support these couples. The portal will make it easier to access marriage counselling. We hope that this will help couples to make better decisions and to give their marriage another chance. But for those who decide to proceed with the divorce, the portal will consolidate information and resources on housing, finance and other important issues that will significantly impact the family's lives after divorce. This helps couples to better understand the practical implications of their decision and reduces the need for couples to approach multiple agencies for information. Children are often the most severely affected in a divorce.”
“Senior Parliamentary Secretary Muhammad Faishal Ibrahim will elaborate on this in his speech. I will now touch on what we are doing to go upstream, to strengthen and support families. A strong marriage is the foundation for a strong family. Marriage preparation programmes help couples build a strong foundation for their married life and pick up useful skills such as communication and conflict management. Mr Seah Kian Peng asked how we are making these programmes more accessible and affordable. To encourage more couples to take up such programmes, we have been providing generous rebates and will continue to do so. When couples start a family and become parents, they will face a new set of challenges. Evidence-based parenting programmes, such as the Positive Parenting Programme or Triple P, have helped parents to pick up skills to manage difficult behaviours exhibited by their children and to reduce their parenting stress. Ms Irene Quay asked for an update on Triple P, in front of her children. In 2014, we piloted Triple P in Primary and Secondary schools. After we saw how it helped parents, we expanded it to more schools. Today, Triple P is offered in 295 Primary and Secondary schools in Singapore, and over 20,000 parents have attended. An online option for Triple P, or Triple P Online, is also available for the convenience of parents. Last year, we decided to put in more structure to our upstream family support and anchor upstream support at the regional and community level. And so, we appointed 10 social service agencies as regional Parenting Support Providers or PSPs. Besides working with schools in their regions to deliver Triple P to more parents, these providers also serve as a one-stop shop offering a wider range of programmes.”
“In conjunction with this, we launched the "GROWING TOGETHER with KidSTART" movement where individuals and organisations can contribute directly to the growth and development of children from lower income households. If you join us, you can partner families, the community and the Government to provide extra resources and support and watch these children grow up. We hope more of you will step forward and work with us to give our children the best possible start in life. This is again one of the social sector challenges that Deputy Prime Minister referred to in his Budget Statement – to grow a whole-of-society effort to better support children from lower income families. Our efforts to give every child a good foundation go beyond pre-school. Working parents may not have time to supervise their children after school. For some parents, student care services can fill this gap by providing a structured and conducive after-school environment. This augments the foundation built in school. Therefore, we will increase subsidies to make student care more affordable and accessible for lower income families. 6.15 pm My colleague, Senior Parliamentary Secretary Muhammad Faishal Ibrahim, will share more details later. Sir, giving every child a good start also means protecting children who are vulnerable. Last September, Parliament amended the Children and Young Persons Act. The raising of the age limit for children and young persons from 16 to 18 years will enable more children to benefit from care, protection and rehabilitation, if needed. MSF has been working with community partners and agencies on implementation and capability building. We aim to bring the first set of amendments into effect in the second quarter of this year.”
“To facilitate such partnerships, we will build capability, tap on technology to strengthen links between partners and grow organic local community networks. So, let me share some details about how we are pushing ahead in some of these areas. First, expanding our early intervention efforts, to give every child and every family a good start. The early years are critical for a child's development. Over the past decade, we have made significant progress in making quality preschools more accessible and affordable for Singaporean families. In January, we increased the preschool subsidies for low- and middle income families and enabled more families to benefit from the Additional Subsidy by raising the monthly household income ceiling from $7,500 to $12,000. We also support our Anchor and Partner operators to keep their fees below the caps set by ECDA and invest in improving the quality of their programmes. We will do more. To enable more families to access affordable and quality preschool, we will extend the Partner Operator scheme for another five-year term, starting from January 2021. We have 250 Partner Operators today. In the new term, we intend to appoint more. When we do so, we will further lower the fee caps, so families with children attending these centres can pay lower fees for quality preschool education. For low-income families, we provide upstream support to them and their children through KidSTART. Since 2016, KidSTART has benefited over 1,000 children. With the positive feedback, we will expand KidSTART to reach 5,000 more children and their families over the next three years.”
“Mr Chairman, I thank Members for their thoughtful and heartfelt speeches. Over the last few years, we have been working with many community partners and stakeholders to transform our social sector, better enable Singaporeans to seize opportunities and uplift those who have encountered setbacks, at every stage of their lives. MSF will continue to push ahead with efforts to transform our social safety net in three significant ways. First, we will go upstream and intervene early, where possible. Intensive downstream measures or casework remains necessary to support those who have fallen behind. But I think we all agree that prevention is better than cure. Second, we will continue to put individuals and families at the centre of our work. Not agencies and organisations but people and families. The needs of families and individuals can be complex and inter-locking. They can seldom be addressed by a single organisation on its own. Yet, as we bring in more partners, we also need to make sure that it is simple and intuitive for families to access help and resources. So, we will continue to streamline structures and processes, tighten coordination across partners and organise services around families and individuals. Third, we will reach out and work with even more partners to transform our social safety net together and to address the challenges in the social sector that Deputy Prime Minister mentioned in his Budget Statement. In order to achieve greater impact, we have to reach out, build relationships, earn the trust of our partners, collaborate and draw on the diverse strengths of the people, private and public partnerships.”
“We have also set up the Inclusive Preschool Workgroup, which will develop recommendations on how to better support children with moderate to severe developmental needs in preschools.”
“Today, many young children with developmental needs are enrolled in a preschool. Three-quarters of children aged five to six who are enrolled in the Early Intervention Programme for Infants & Children (EIPIC) are also enrolled in preschools. There is a range of support available within preschools for children with developmental needs. For example, about 550 preschools offer the Learning Support and Development Support programmes, which cater to children with learning and mild developmental needs respectively. However, some preschools may find it challenging to cater to a child with moderate to severe developmental needs. The Early Childhood Development Agency (ECDA) receives feedback on a few such cases per year. Where needed, ECDA works with parents and stakeholders such as SG Enable, EIPIC centres and preschools to find a solution that meets the needs of the child. This includes engaging the parents and the preschools to better understand the child's needs, and arranging for the preschools to work with EIPIC centres to adopt appropriate strategies to support the child. ECDA may also refer the child to suitable preschools which are better placed to support the child’s development. The Government is continuing to enhance support for children with developmental needs in preschools. For example, we introduced the Development Support-Plus (DS-Plus) programme last year to cater to children who have made sufficient progress under EIPIC and are able to transit to receiving intervention in a preschool setting with added support. Under DS-Plus, early intervention professionals from EIPIC centres work with the child in his or her preschool up to twice a week, co-teaching the child alongside the preschool teacher.”
“Sir, in the next bound of greening Singapore and energising our city, it is partnerships that are key – the commitment by Singaporeans across all walks of life to work together with us to imagine the next Singapore, to work hand-in-hand to keep our city green, to keep our city lively and buzzing. Apart from partnerships, we also have to thank many of our colleagues and officers who work assiduously behind the scenes to make this a reality. For example, the aborists, conservationists, botanists, scientists in NParks and Gardens by the Bay who dream of a yet more green Singapore and the city planners and innovators who think of ways to energise community partnerships in order to make our city that much more vibrant and exciting. We look forward to continued partnership with Members of this House as well. [Applause.]”
“For example, we saw The Lawn next to The Sail and Marina Bay Financial Centre being activated for the first time during the Marina Bay Singapore Countdown, and so expect many more such new initiatives in the coming year and months. Community feedback was key throughout the Draft Master Plan 2019 process. This is another example of how Singaporeans get involved in rejuvenating our city. We exhibited the plan in March 2019 after rounds of consultation, and gazetted it eight months later. We assessed each public feedback thoroughly, and incorporated ideas and suggestions where appropriate. I am confident that the plan has been made better because of our collective efforts and because Singaporeans cared and participated. Members asked about heritage and conservation of buildings to maintain the character of a city. As a city-state, we have to meet the national physical needs while retaining links to our past, retaining links to our national collective memory. And to-date, after a 30-year journey, we have conserved close to 7,200 buildings across our island, with some in the heartlands. Recent additions include the former Bukit Timah Fire Station, former Railway Station Staff Quarters and SCGS campus at Emerald Hill. In our conservation efforts, partnerships are key. And in the case of SCGS, a group of alumnae worked with stakeholders and the public to garner support for conservation. We also engage industry partners and the stakeholders in determining which building to conserve, and how we can sustain the built heritage of places.”
“Various Members asked about on-going efforts to rejuvenate our CBD and the city and progress of MND's work over the year. We aspire to be amongst the leading cities in the world, where people want to live, work and visit. We have introduced the CBD Incentive Scheme for this purpose. A successful CBD must have a good mix of office spaces, a lively street life, with diverse offerings. To encourage the development of different neighbourhoods in the CBD, we introduced incentives for the conversion of older office buildings into residences and hotels. Interest and take-up have been encouraging and URA planners are working with interested building owners on this. 6.00 pm We have also introduced the Strategic Development Incentive Scheme to encourage commercial building owners to partner neighbours to comprehensively redevelop a few plots, where transformation is not limited to one building but a whole area along the street or precinct for the public to enjoy. URA is in dialogue with several building owners who are keen with potential to rejuvenate different parts of our city. But a leading city is nothing without its people and its soul – not just about buildings and shops, but one that reflects the Singaporean attitude of innovation, openness, daring and verve. Deputy Prime Minister Heng spoke about the spirit of partnership at the launch of the Singapore Together movement last year. At MND we embrace it and will do more to partner Singaporeans. Members have asked how we intend to do so. We have private sector partners from 10 precincts all across Singapore on the pilot Business Improvement District programme (BID). The pilot BID programmes are making good progress. These stakeholders seek to take a people-centred approach in creating spaces that will draw people into them.”
“We will involve schools, communities, corporate organisations and many more. In fact, more than 200 stakeholders have already pledged their support to plant more than 120,000 trees. This includes companies on Jurong Island, Keppel Corporation, the National University of Singapore, OCBC, Shimizu Corporation, United Parcel Service (UPS) and many other community groups, organisations and individuals. I am encouraged to see that everyone is doing their part to keep Singapore green. We also want Singaporeans to be more actively involved in the design, development and programming of our parks. Over the next five years, Singaporeans can join in the designing, building and management of 50 new and redeveloped parks, as my colleague Minister Lawrence Wong had announced recently. This includes signage design or promoting park etiquette, and partnering our gardeners to do landscape planting. It is one thing for a park to be built near you; it is another for a park to be built near you in which you have had a hand in designing, conceptualising, building and literally knocking the nails into some of the furniture for the park and planting the trees. It also gives a sense of ownership, custodianship and stewardship of the green spaces around you. We will also step up efforts to build awareness amongst Singaporeans so that we can live harmoniously with nature. To have 48,000 NParks volunteers working closely and passionately with us today is something we are very proud of, and we hope to grow this number to some 70,000 over the next 10 years. We invite you to join in our efforts, forge closer bonds with fellow Singaporeans and strengthen our sense of ownership of our environment. Sir, even as we enhance the quality of our green spaces, we will energise and rejuvenate our city.”
“It was along one of the roads. After they had shovelled soil around their sapling, I could not help but overhear this elderly lady asking someone to help her take a photograph of her and her grandson next to the sapling. She told her grandson in Mandarin, "Boy, let us take a photo. Remember where we planted this tree. Next time, when Ah Ma is gone, come and visit the tree with your family. It will surely be a lot taller by then. You can remember me by that tree." This story stuck deep in me about how our greenery can bind Singaporeans and families in Singapore together, and how one generation takes it upon itself to plant trees for the next generation to enjoy. Literally planting trees for the next generation but also figuratively taking responsibility for the long term, not just for ourselves, but for the future. We want this DNA to run deep in our future generations. So, we will continue this legacy with a new movement – the One Million Trees movement. Today, we plant around the order of 50,000 trees a year. We will double the pace and plant one million trees over the next 10 years. We will do so along our roads, in our parks, estates and green areas, and along some of our coastal areas, we will plant mangrove trees. We may lose some streetscape greenery due to developmental needs, but we will plant back what is lost and more. I recently met with a number of partners, who are passionate about greening, to discuss how this One Million Trees movement can galvanise the length and breadth of Singapore, and bring on-board a broad spectrum of Singapore, especially the next generation, to have a stake in greening Singapore, to have a stake in making sure this place remains liveable, not just for themselves but for the next generation.”
“So, we will plant native trees and plants in a multi-tiered structure and create green corridors along roads called Nature Ways. These can be further integrated with pedestrian and cycling paths to form lush and natural park connectors. In fact, we have been planting Nature Ways since 2013 and, by 2030, we aim to have 300 km of Nature Ways and 500 km of park connectors. With these, all households will be within a 10-minute walk from a park and, over the long term, where feasible, we aim to make every road a Nature Way. During a recent dialogue with friends from the nature community, they shared that the work of greening Singapore cannot be done by MND alone and they are quite right. The transformation of Singapore into a City in Nature – a qualitative change – requires close collaboration with other agencies and we will infuse this into our planning and development systems. But Government efforts alone will not be sufficient. Various Members also asked how Singaporeans can be more involved in the greening of Singapore. We want a whole new generation of Singaporeans to carry on this responsibility to keep planting and nurturing trees for the benefit of future Singaporeans. Mr Lee Kuan Yew sowed the seeds of Singapore's greening movement with the planting of a Mempat Tree in 1963 at a time when the Government was also grappling with serious challenges of unemployment, public health, illiteracy and so on. But greening, to our pioneers, was serious business back then, and it remains a key priority of national development right till today. A few years ago, I organised a Nature Way planting in Jurong West. I was standing next to an elderly lady, who was there with her grandson, and they were participating with neighbours and friends in planting the Nature Way.”
“We have done this in Bishan-Ang Mo Kio Park and Lakeside Garden, where we transformed concrete canals into natural rivers. We will incorporate such designs in all our coastal and riverine parks. This will also help to protect against sea-level rise and flooding. Lastly, we will conserve important native plants and animal species. Some of our world's most unique biodiversity call our tropical island home. Singaporeans would have encountered rare native species, such as the Singapore Kopsia, on the left, and tiger orchid, on the right, and this is because of our restoration efforts. In fact, the tiger orchid is the largest orchid in the world. It can weigh a few tonnes each. We will partner nature groups and the community to carry out recovery plans for over 70 more animal and plant species and enhance 30 hectares of forest, marine and coastal habitats by 2030. Sir, our third strategy is to restore nature into our urban areas to bring greenery closer to our everyday lives, so that Singaporeans benefit from greenery at their doorstep. We aim to nearly double the skyrise greenery footprint in our buildings and infrastructure to 200 hectares by 2030. We will focus on greening our industrial estates. These are amongst some of the hottest areas on the island – hottest in terms of temperature. Over the next 10 years, we will plant 100,000 more trees in industrial estates, such as the Tuas Industrial Estate and Seletar Aerospace Park. These efforts will cool the environment, improve air quality and beautify the surroundings in those industrial estates. Lastly, we will strengthen the connectivity between our green spaces. It is not enough to intensify greenery in isolated pockets.”
“Sir, our key strategy is to enhance and extend our natural capital across the island. Let me outline four key moves over the next 10 years. First, we will extend our nature park network. Today, we have more than 350 hectares of nature parks, which act as complementary habitats and buffers to our nature reserves to protect them from the impact of urbanisation. This is important as the nature reserves are the richest sources of our natural capital. They contain our primary and secondary rainforests and core habitats for our native biodiversity and wildlife. In all, we will dedicate another 200 hectares of nature parks by 2030. This is two-and-a-half times the size of the Singapore Botanic Gardens. Singaporeans can look forward to more places, such as the Rifle Range Nature Park for nature-based recreation, such as hiking and bird watching in future. Khatib Bongsu is a rich mangrove and mudflat habitat on the north-eastern coast of Singapore. I have kayaked there with NParks and our nature community volunteers a number of years ago. It is one of the few good mangrove habitats left in Singapore and I am happy to announce that NParks will also be establishing a 40-hectare nature park there. Next, we will intensify nature and the greenery in our gardens and parks. First, we will incorporate natural designs and plantings in our new and redeveloped parks. You can expect to see a greater variety of vegetation that resembles the look and feel of natural forests and also benefit from the positive effects of nature on your health and well-being. You can look forward to the addition of another 140 hectares of such parks and gardens over the next five years. Second, we will naturalise more waterways and water bodies in our gardens and parks.”
“The subsidy was intended to support mothers who go to work. And the way to encourage them to return to the labour market, if they wish; and if they do, then, they can be assured that childcare will be supported.”
“Mr Speaker, all parents, regardless of their working status, are supported with basic subsidies for childcare for their Singapore Citizen children. As working mothers need childcare while they are at work, the Government provides them with higher basic subsidies, as well as means-tested additional subsidies, if eligible. The mother's working status is thus a criterion for higher subsidies. Notwithstanding this, the Government does exercise flexibility where the mother is unable to work and yet requires childcare services. ECDA is planning to provide better subsidy support, especially for low-income families and will announce details at MSF's Committee of Supply. Non-working mothers who do not require full-day childcare can enrol their children in half-day kindergartens, which are shorter and often more affordable than full-day childcare programmes. There is, of course, KiFAS, which does not depend on working mother status. Families with children enrolled in kindergartens run by Anchor Operators and MOE may be eligible for means-tested kindergarten subsidies – as I said, KiFAS – which do not depend on the mother’s working status. So, I urge the Member to wait another day or two.”
“Fathers play an important role in their children’s care and development, and paternity leave supports fathers in caring for their newborns. As fathers may have different work arrangements, the two weeks of paternity leave can already be taken flexibly, in durations shorter than one day, if there is mutual agreement between employers and employees. Beyond leave provisions, the Government encourages and provides support for employers to implement the Tripartite Standards on Flexible Work Arrangements (FWAs) and Unpaid Leave for Unexpected Care Needs, to develop a more family-friendly work culture. Parents may tap on such arrangements to care for their children as well. We will continue to work with tripartite partners to encourage companies to better support parents in managing their work and family responsibilities.”
“Sheltered Homes (SHs) provide residential and care services to seniors aged 60 and above, who have little or no family support. There are 14 SHs licensed under the Homes for the Aged Act. We do not track residents' age at admission to SHs. Based on a recent survey conducted in 2019 on SHs which are funded by the Ministry of Social and Family Development, the average age at admission was 72 years; and the average length of stay was about six years. The gender ratio of residents in SHs is about one male to one female. There are no immediate plans to set up more SHs as the occupancy rate has been relatively stable. Not every senior requires the services and close supervision provided by SHs. Most seniors prefer to grow old where they live, and with or close to their loved ones. To enable seniors to age in the community, there are other housing options such as senior group homes which provide assisted living in public rental flats for seniors with mild care needs. The Ministry of National Development and Ministry of Health will also launch a pilot on assisted living typology, where seniors can purchase a flat bundled with a package of programmes and services. Seniors with care needs can also access other services in the community, which include centre-based and home-based care services. The Government will continue to ensure that there are various options for seniors to age-in-place.”
“To this end, MSF set up SG Enable in 2013 to enhance the employability of persons with disabilities and increase employment options for them. SG Enable works closely with SSAs to support persons with disabilities in finding employment through its job placement and job support services provided by job coaches. This helps to empower and enable them to live more independently. Persons with disabilities and caregivers can refer to the SG Enable website at www.sgenable.sg and the Enabling Guide at www.enablingguide.sg for more information on such schemes and services.”
“Persons with disabilities can also benefit from the following: (a) CareShield Life – which provides universal coverage to all Singaporean Citizens and Permanent Residents born in or after 1980 from mid-2020, to ensure basic protection of long-term care needs for our future generations, including those with pre-existing disability. Coverage starts from 30 years old, and monthly payouts are provided as long as one is severely disabled. (b) Home Caregiving Grant – which provides a $200 monthly cash payout to offset the caregiving costs of eligible persons who always require some assistance to perform three or more Activities of Daily Living. Families can contact the Agency for Integrated Care if they would like to apply for this grant. (c) Other Government subsidies – which help ensure the affordability of essential services and products utilised by persons with disabilities, which include early intervention, special education, day care, residential care, assistive technology devices and transportation. Low-income families pay minimal or no out-of-pocket fees, with Government subsidies to cover their expenses. For those who are unable to afford the out-of-pocket fees, social workers from Social Services Agencies (SSAs) help to look into their financial situation. The SSAs may further subsidise persons with disabilities through donations raised by their organisations. Persons with disabilities can also tap on MediShield Life, a basic health insurance plan that protects all Singapore Citizens and Permanent Residents against large hospital bills for life, regardless of age or health conditions. There are many persons with disabilities who are capable of finding work on their own, and living independently. Some may require a little more support to find employment.”