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.”
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“This sets the tone for the leadership of Town Councils and underscores the point that there would be stern consequences for key decision-makers who abet poor governance or fail in their fiduciary duties. To streamline the enforcement process, clause 26 will also empower MND to offer composition for some of the offences. This is an existing provision. This will enable MND to take mitigating or aggravating factors into consideration when deciding whether to compound an offence or proceed to recommend prosecution to the public prosecutor. Besides what I have covered above, the Bill includes amendments to clarify existing definitions and processes. It also covers Town Council handover processes which have been a subject of review, and a handover guide in 2013. Mdm Speaker, the Town Councils (Amendment) Bill balances two objectives − to preserve the autonomy and latitude of Town Councils, while protecting residents' interests and public monies. These amendments have adhered to the original spirit and intent of allowing Town Councils to operate autonomously, while establishing the necessary standards of governance, public accountability and transparency that residents and the general public expect of our Town Councils, standards that this Parliament voted for in February 2015 to strengthen through legislation. With a stronger regulatory framework, MND will play a more effective role to safeguard residents' interests and public funds. We hope that these amendments can give residents greater assurance that their housing estates are properly managed and S&CC monies are used for their benefit. Mdm Speaker, I beg to move. [(proc text) Question proposed. (proc text)]”
“As I have said earlier, the findings by the inspectors will be shared with both MND and the Town Council. While the Bill has introduced stronger enforcement powers to investigate and require Town Councils to take specific remedial actions, they will generally be exercised when a Town Council is uncooperative or recalcitrant, refusing to correct irregularities despite due and fair notice. In addition to the three penalty provisions in the Town Councils Act, the Bill will introduce new penalty provisions to hold Town Councils accountable in three key areas. One, annual audit and disclosure of information. The Bill will make it an offence when Town Councils fail to provide regular submissions relating to audit and governance or fail to cooperate with requests for information relating to governance. Two, responsible financial management. Town Councils can be taken to task for flouting financial rules or specific instructions to rectify their contraventions. Three, abiding by public laws and cooperating with public authorities. Town Councils can be taken to task for making unlawful collections or putting public health and safety at risk. Where applicable, we have benchmarked the penalties to those for similar offences under the Charities Act. We all recognise and accept that Town Councils and their key decision-makers have to act honestly and responsibly. This is reflected in section 33(6B) of the current Town Councils Act where key decision-makers in the Town Council, namely, the Chairman and Secretary, are held equally liable for the offence committed by the Town Council, if the offence was committed with their consent or connivance. The Bill extends this existing treatment and penalties to the new offence provisions, so as to hold culpable parties accountable.”
“At the end of the review, the inspectors' findings and recommendations for improvement will be presented to both MND and the Town Council. Second, if there are reasonable grounds to suspect a material irregularity in a Town Council's affairs, MND may direct an investigation to be undertaken to establish if there was a contravention. Town Councillors and Town Council staff will be expected to extend their full cooperation to the inspectors during the investigation. Third, where the compliance reviews or investigations throw up deficiencies in the running of a Town Council or irregularities in its financial affairs, MND may follow up by issuing a rectification order. This rectification order will specify remedial actions for the Town Council to address the irregularity and a timeframe to do so. At the end of the specified period, the Town Council is to report on the action it has taken. Finally, as a last resort, the Minister may put the Town Council under Official Management, if there is urgency to act as the health or safety of the residents is under threat. To be very clear, this provision of last resort is not new and is already present in the current Town Councils Act. The Bill merely repeals the provision under section 50 and reintroduces it in the new section 43G. The various steps that I have just outlined enable MND to take timely action and calibrate its enforcement approach according to the action, or inaction, of the Town Council. In practical implementation, MND will first seek to engage the Town Councils to understand the situation and determine the severity of any contravention. Town Councils will continue to be responsible for correcting any lapses or management deficiencies that are uncovered in the course of the compliance reviews and investigations.”
“While MND is responsible for administering the Act, it lacks powers to require Town Councils to submit any information beyond their annual financial statements. In addition, MND lacks the regulatory levers to intervene where there is a detected non-compliance with the Act. There are only three narrow areas where non-compliance with the Act is now an offence: one, the misuse of Town Council funds; two, the contravention of Lift Upgrading Programme Rules; and three, the failure to provide information to the auditor without reasonable excuse. This is neither desirable nor tenable. As regulator, MND must also have powers to conduct regular health checks for Town Councils, look into suspected irregularities and, where necessary, take prompt and effective actions to safeguard residents' interests. Clause 24 of the Bill thus introduces a new Part VI A that allows MND to take the necessary investigative and enforcement actions to address potential regulatory breaches or systemic weaknesses in the Town Councils in a timely and calibrated manner. First, in addition to the annual financial reporting, MND may periodically conduct compliance reviews to check for regulatory compliance. These are basically health checks, in the form of risk-based audits on different aspects of Town Councils' operations. The objective is to assess if there are specific areas of non-compliance, process gaps or areas for improvement. MND will appoint inspectors, who may be public officers or professionals with the relevant qualifications and experience, to conduct these reviews. During these reviews, Town Councillors and staff will have to answer queries from the inspectors and produce documents upon request.”
“Earlier this year, we announced a series of steps that MND will take to ensure that Town Councils take a long-term view of their finances and start setting aside monies for big ticket items, such as lift and other asset replacements. The provisions in the Bill give legislative effect to some of these measures. First, the Bill will require Town Councils to establish a Lift Replacement Fund (LRF) that is ring-fenced for lift-related replacement and upgrading works. Clause 18 ensures that Town Councils set aside sufficient funds in the LRF, as lift expenditures are large and backloaded. The detailed mechanics of LRF, such as the minimum contribution rates, will be set out in the subsidiary legislation. As announced earlier, additional grants will also be provided to help Town Councils accumulate sufficient funds. Second, the Bill empowers MND to make rules for Town Councils to prepare and maintain long-term financial plans. Clause 23 will instil greater financial discipline among Town Councils to review their financial positions regularly and to make timely adjustments to their financial plans in response to changes in the operating environment. Third, the Bill introduces safeguards that avoid service disruptions, if a Town Council is on the brink of financial insolvency. Clause 23 allows MND to make rules under the TCFR that prescribe Town Councils' course of action in such scenarios. This could include the appointment of advisors to advise the Town Council on the proper management of its affairs. Madam, I will now move on to MND's powers as regulator. Under the current Town Councils Act, MND's regulatory levers to secure compliance from Town Councils with the law are limited.”
“Besides strengthening disclosure requirements, the Bill also seeks to strengthen internal controls in relation to potential conflicts of interest within a Town Council and related parties. Clauses 8, 13 and 16 disqualify the Town Council's Managing Agent (MA) and its appointed auditor from concurrently holding key roles in a Town Council, at the Town Council, Town Councils' committee and executive levels. These roles pose a conflict of interest risk because the Auditor is tasked to conduct an independent and objective assessment of the Town Councils' finances. The MA provides a significant proportion of Town Councils' services and could stand to gain from how contracts are awarded by the Town Council. We have intentionally nuanced these prohibitions, as disqualification is a heavy bar. It is certainly not our intention to stop individuals with the relevant skillsets and experience, for example, in audit and estate management, from serving residents in the Town Councils. The scenario that we want to avoid is one where a person wields significant influence or power in two conflicting roles, for example, as General Manager of the Town Council and the Chief Executive Officer or Managing Partner in the Town Council's MA. Non-C-suite executives and other regular employees of the Auditor and MA are not barred from double-hatting in the Town Council. Nevertheless, we will require, in clause 9, Town Council staff to make disclosure of interests to the Town Council and to recuse themselves from decision-making if there is potential conflict. Next, I will move on to enhancements in the Bill that aim to strengthen the way Town Councils manage their finances.”
“The new section 15A extends conflict disclosure requirements beyond Town Councillors, to committee members, employees of the Town Council or anyone who is delegated with the responsibilities of the Town Council. This will better manage any risk of conflicts that may arise in Town Councils' management and operations. The Town Council Secretary will be required by law to keep a register of all conflict disclosures. Second, on financial reporting. To strengthen public and regulatory oversight of Town Councils' finances, clause 21 now specifies a timeframe of six months from the financial year (FY)-end for Town Councils to submit their audited statements to MND for presentation to Parliament. Town Councils are also required to publish the statements for public access and viewing. It will be an offence if a Town Council, without reasonable excuse, persistently fails to submit its financial statements on time. Third, on governance. Clauses 23 and 31 expand the scope of rules that MND can prescribe and Town Councils must comply in the areas of finance and governance. These include rules for Town Councils to disclose their compliance with governance standards. MND will work with Town Councils to finetune these reporting instruments and roll them out in due course. In particular, we will work with Town Councils to develop a Code of Governance for Town Councils. This will take reference from similar Codes for Charities and Companies, which seek to strengthen accountability and boost public confidence in the respective sectors. The Code will cover best practices that Town Councils are encouraged to adopt through a comply-or-explain regime.”
“The amendments give Town Councils greater clarity on the activities that are part of their core functions and those that are not. Town Councils should focus on their core function of managing HDB estates and not take on unnecessary commercial and financial risks that detract from their core mission. At the same time, there is no reason why Town Councils, HDB and other public agencies should not work collaboratively to further residents' interest, or to safeguard public health, public safety and public order. Next, let me move on to provisions that improve Town Councils' governance and accountability to residents. The issue of governance of Town Councils has been a subject of much discussion and cause for concern, as seen from recent events. This House has spoken unanimously and agreed on the need to strengthen the legislative framework for Town Councils, and the question is how and by how much. As a regulator, MND seeks to promote good governance, without unduly hampering the Town Councils' operations and autonomy. The first suite of enhancements seeks greater transparency and public accountability from Town Councils by raising the standard of disclosure on three fronts: (a) key personnel appointments, (b) financial reporting and (c) Town Councils' compliance with other governance standards. First, on Town Councils' key personnel. Town Councils will be required to notify the public and MND of key personnel changes within the Town Council, through amendments to clause 10. Clause 9 of the Bill clarifies the definition and treatment of conflicts of interest scenarios.”
“Clause 29 reaffirms the status of HDB as landowner and emphasises that Town Councils must not perform their functions or exercise their powers in a way that is inconsistent with HDB's title and rights as landowner. Second, Town Councils are subordinate to public law. They cannot hamper statutory authorities carrying out their statutory functions to ensure public health, safety and order, or undertaking works, for instance, Smart Nation initiatives, to improve the quality of life of residents in and around the town. Clause 14 requires Town Councils to cooperate with these agencies and public officers and grant them access to and use of common property, for instance, allowing the National Environment Agency (NEA) to install closed circuit television (CCTV) cameras to catch or deter high-rise littering. If a Town Council unreasonably delays, hampers or obstructs the work of the agency or its officers despite receiving ample notice, the agency may have to, with HDB's consent as landlord, issue a notice to the Town Council, and non-compliance with the notice without reasonable excuse will be made an offence. Lastly, the Bill will make it clear that Town Councils have a role to play during public emergencies. Clause 14 allows MND to direct Town Councils to make emergency-related preparations, for instance, to ensure that essential services remain available. Where reasonable, MND may provide grants or reimbursements to Town Councils to defray costs incurred. I should emphasise that the provisions I just described merely spell out what is already expected of all Town Councils today. They do not curtail the broad autonomy and latitude that Town Councils currently enjoy.”
“In relation to this, the Bill sets out to clarify some areas that are not explicit in the current Act. First and foremost, Town Councils have a duty of care to their residents. Clause 12 clarifies that Town Councils are not to carry out commercial activities that are inconsistent with their core functions. Such activities include setting up subsidiary companies to carry out commercial activities which are not related to their core function to manage common property. Town Councils are clearly not set up for these purposes and residents should not be made to bear the uncertainties and business risks associated with such commercial ventures. Some Town Councils have asked if this restriction extends to the fund investments that Town Councils currently carry out to counter inflation. It does not. Town Councils can still invest their funds, subject to guidelines under the Town Councils Financial Rules (TCFRs) that limit risk exposure. Second, Town Councils do not own the common property and neither is their power unfettered. Under the existing Act, Town Councils may already set and collect charges but only for uses prescribed by MND and are not entitled already to charge HDB for the use of common property. This will continue to be the case going forward. In addition, it will now be an offence for a Town Council to impose unlawful charges. Another area that the Bill will clarify is the Town Councils' relationships and interactions with HDB and other statutory authorities. It makes two fundamental points clear. First, as the owner of common property in HDB estates, HDB has landowner rights, including the use and access to common property.”
“Mdm Speaker, this Bill caps a detailed review process spanning almost four years. As early as 2013, we engaged all the Town Councils on key proposals that would impact their operations, such as financial sustainability and Town Council handover arrangements. The Lift Replacement Fund in this Bill addresses a shared concern raised at one of these sessions, on the long-term adequacy of Town Councils' Sinking Funds. Over the last few years, we have heard from Members through debates in this House on Town Council-related issues. We have also received feedback from members of the public on these matters through letters to MND or HDB or to the media and, more recently, in October last year, MND held a month-long public consultation on the proposed amendments in the Bill. All Town Council chairmen were also invited to provide their feedback on the proposed amendments. The feedback that was received and MND's responses to them were also published online. We would like to thank Members of this House and the public for all their contributions and feedback. We have carefully considered all the views and incorporated them, where appropriate, in the process of drafting this amendment Bill. Madam, let me introduce the main provisions of this Bill, which I will broadly categorise into four categories: first, clarifying Town Councils' roles and functions; second, improving Town Councils' governance and accountability; third, strengthening Town Councils' financial management; and fourth, enhancing MND's regulatory oversight. First, the Bill clarifies the roles and functions of Town Councils. Clause 11 reiterates that the Town Councils' core function is to manage the common property of their towns and emphasises that Town Councils are to do so for the benefit of their residents.”
“As the former Minister for National Development Mr Khaw Boon Wan said in Parliament in 2015, MND can no longer take a light-touch approach and assume that the people running Town Councils will all be responsible. There is a need to ensure proper systems, accountability and governance to safeguard residents' interests. For instance, Town Councils may take the easy way out − make short-term, populist measures, such as lowering service and conservancy charges (S&CC), at the expense of their long-term financial health and the well-being of residents. We have also seen in recent years serious deficiencies in some Town Councils' governance and financial systems as well as regulatory breaches, but there were few direct levers to put things right. While most Town Councils have been cooperative, MND has limited powers under the current Town Councils Act to look into suspected irregularities or enforce the rules set out in the Act if they are not complied with. MND has powers to step in, only as a last resort, and in very limited circumstances. And this is why Parliament unanimously passed a Motion in February 2015 that called for, among other things, I quote, "strengthening of the legislative framework for Town Councils". The amendments to the Town Councils Act seek to address the limitations of the current legislative framework, while adhering to the original spirit and intent of the Act. Town Councils will continue to manage our Towns autonomously and can decide how best to serve their residents' interests. But the Act will establish the required standards of transparency, public accountability and performance for Town Councils and provide for more effective oversight of Town Councils to safeguard the interests of residents.”
“" Mdm Speaker, the raison detre of Town Councils remains relevant today. Through Town Councils, MPs and Town Councillors have partnered residents to shape their living environment, respond to residents' needs and enhance their sense of belonging to the community. However, over the past 28 years, we have learnt useful lessons from the management and operations of Town Councils. Today, Town Councils serve more than 3.2 million residents and collectively manage over $1.6 billion worth of public and residents' monies. This is a significant increase from 2.4 million residents and $300 million in the early 1990s. Residents' expectations of their Town Councils have also risen. They expect greater accountability and better performance, especially in areas, such as estate cleanliness and maintenance, where the results are visible and immediate. But the challenge lies in less tangible areas, like financial management and corporate governance. These are just as important, if not more, given the potential downstream impact of financial insolvency and loss of public funds if Town Councils are not managed well. But governance lapses and poor management of a Town Council's finances could remain unnoticed until much later, when significant damage or losses have already occurred. Ultimately, residents are the ones who will be saddled with the consequences. So, residents have a right to expect responsible governance from their Town Councils. As public institutions entrusted with millions of dollars received from residents and the Government, Town Councils should be held to at least the same standards of governance as charities and public-listed companies.”
“Mdm Speaker, I beg to move, "That the Bill be now read a Second time." The Town Councils Act, administered by the Ministry of National Development (MND), establishes the legal framework for Town Councils to control, manage, maintain and improve the common property of Housing and Development Board (HDB) housing estates for the benefit of residents living in those estates. When Town Councils were formed in 1989, the intent was to give elected Members of Parliament (MPs) the autonomy and latitude to run their own towns. MPs were empowered to engage residents directly, understand their concerns and work with them to shape their living environment. Each town could then develop a distinctive character of its own, under their MP's stewardship. In turn, MPs would be directly accountable to their constituents for their performance, through the ballot box. To quote then First Deputy Prime Minister Mr Goh Chok Tong at the Parliamentary debate in 1988, I quote, "This Bill will contribute to the attainment of the two philosophical objectives. First, it transfers some powers from HDB to the MPs and grassroots leaders. It gives them, and the residents, greater power and responsibility to manage their own affairs and to participate in their estate's development. Second, because MPs will have increased authority and responsibility, voters will be more likely to vote carefully and sincerely and choose honest and effective MPs." Mr Goh Chok Tong added that the formation of Town Councils would provide political parties without any track record with a platform to prove their mettle. To quote him, "If a party can manage Town Councils well, it will prove its competence in at least one area − good administration – which is the prerequisite of any government.”
“The tree inspection records will be kept indefinitely.”
“I thank the Member for her questions. On ECI, these are BCA's guidelines. We encourage firms to follow these guidelines when they do ECI. It aims to strike a right balance between certainty of getting the contracts and the amount of effort that you put in. Certainly, we will encourage more firms to comply with these guidelines. But for the public sector, this is what we do. On the question about Yishun Swimming Complex, let me go back and check. On the Code of Practice, as I said, it is being piloted. We are using this in some private sector projects to see whether architects, in compliance with the Code of Practice, will be able to put in the information necessary for contractors to use the BIM model in a way envisioned by BIM/VDC. After the pilot is completed, we will then know whether they work. When we launch them, the Member will be assured that the Code of Practice would have been tested.”
“I will respond to the Member's question on ICPHs. I said earlier that there are four sites for ICPH already out. Two are already operational and two are under construction. All four are Singapore firms. We target to have 10 ICPHs by 2020 and all should be operational by about 2022 or thereabouts. Currently, DfMA adoption is about roughly 10%. We aim to target to push it up to 40% by 2020 and beyond. So, with these 10 ICPHs, a rough forecast would be that it should be able to provide up to 60% to 70% of the components we need locally and the rest from abroad. But this is an early estimate. A lot of it depends on how successful we are in persuading firms to take up DfMA.”
“As the public lots are near residential areas, they are heavily subscribed with about 250 applicants on the waitlist. It is not possible to fully meet demand for overnight parking of heavy vehicles through public heavy vehicle parks that are in or near residential areas as this is likely to pose a nuisance and traffic hazard to residents, especially the elderly and the young. 7.30 pm Instead, we are ramping up the number of heavy vehicle parking lots within private industrial developments, and do so whenever we launch such sites, including those in the northern part of Singapore, such as Yishun. In addition, heavy vehicle owners should provide transport arrangements for their drivers if they cannot help them find a lot near their drivers' homes. And we are actively looking at measures to achieve this.”
“Hence, his reference to the tree replacement ratios. These tree replacement guidelines, therefore, take into consideration the size and amount of shade provided by the affected tree. HDB works closely with NParks to identify appropriate tree species for residential estates and takes into account existing site conditions, such as valuable planting space and proximity to residential blocks. NParks and HDB are also mindful that when you plant trees in estates, you also need to take care of its impact on residents, such as falling leaves, branches, insects, birds and tree roots. Town Councils can also propose alternative replacement tree species for HDB to consider. In general, the tree species should suit the existing landscape and site conditions, take into account residents' considerations and provide sufficient shade and are easy to maintain. At times, tree removal is necessary if a tree poses a risk to public safety or where trees are affected by new developments, upgrading or construction works. HDB's approval is required for all tree removal requests in HDB estates except where it is assessed that the tree may fall at any moment. In such cases, Town Councils should remove the tree first without HDB's prior approval and report the matter to HDB. These guidelines have served HDB well thus far, but we will bear the Member's concerns in mind. Sir, let me briefly address the remaining cuts. Er Dr Lee Bee Wah asked for more heavy vehicle parking in Yishun. On a nation-wide basis, the 43,000 heavy vehicle parking lots greatly exceed the 33,000 heavy vehicles registered with LTA. The issue is not at the national level; the issue is at the local level, as the Member is well aware. In Yishun, there are 1,270 lots, of which 866 are public lots.”
“So, the numbers are from about 3,000 cases of tree failure a year in 2001 to over 800 cases in 2016 against a backdrop of seven million trees in total − two million along streets, streetscapes, parks that NParks specifically focuses on. But we are deeply saddened each time such incidents cause injury or loss of life. Behind the scenes, NParks officers and contractors work hard to ensure that trees are healthy and safe. NParks has a comprehensive tree management programme that includes a regime of inspections and pruning. This is aligned with international standards. Tree inspection is carried out only by certified professionals and records are digitalised to facilitate information retrieval and to ensure that trees under NParks are checked and maintained according to schedule. This system also enables NParks to zoom in on and pre-emptively replace storm-vulnerable trees. For fatal incidents, NParks will assist the Police Investigation Officer (IO) in his/her investigation. Independent arborists may also be engaged by NParks. Given the more unpredictable weather conditions, NParks has stepped up inspections and taken measures to improve the general health of our trees. These include routine mulching to supplement the application of fertilisers, and pruning techniques to improve tree structure and balance. NParks is also developing modelling techniques to better understand the structural behaviour of trees under heavy rain and wind and also in micro-climatic conditions. Mr Pritam Singh has suggested that we review tree replacement guidelines in mature HDB estates. He has articulated various examples that his Town Council had encountered. When trees need to be removed, HDB seeks to ensure that existing levels of greenery are generally maintained.”
“For lift shafts that are exposed to direct sunlight, additional measures, such as increasing the capacity of the mechanical fans or programming the lift cars to allow the lift doors to remain open when not in use, can be adopted. But I do not know the details of Mr Faisal Manap's case; we will follow up on it. Another aspect of maintenance we have been looking at is our building facades all over the city. Presently, BCA requires building owners to ensure that their buildings, including exterior features like windows and air-conditioning units, are properly maintained. BCA can require rectification if maintenance is poor. For HDB blocks, while maintenance of facades comes under the purview of the Town Councils, HDB has in place several measures to assist them, such as the co-payment scheme, since 2004 for the repair of facade finishes, audit inspection checks by HDB officers and conducting technical training for all Town Councils twice a year since 2010. Through normal wear and tear, older facades will need added maintenance and we are looking into enhancing the regulatory framework on facades, for both public and private buildings, to ensure that facades and exterior features are well-maintained, regularly inspected and remain properly secured. Sir, maintaining our city includes checking and maintaining also our greenery, a point that Mr Dennis Tan has made. This is important for us, as a City-in-a-Garden, with some seven million trees around the island. The number of tree failures has dropped around three-fold from 2001 to 2016, with the introduction of NParks' comprehensive tree management programme.”
“As with all machinery, lifts need to be maintained regularly. They have a limited lifespan before they need to be replaced. Lift owners, Town Councils and the lift maintenance industry all have a part to play in keeping our lifts reliable and safe. We have taken active steps on two fronts. First, we recently introduced a set of new grants and measures to provide additional financial support for Town Councils, specifically for lift maintenance. These include the new Lift Maintenance Grant, 50% matching of Town Councils' contributions to their Lift Replacement Funds (LRF) and the new Lift Enhancement Programme to retrofit some 20,000 older lifts with additional safety features. All in, this additional financial support to Town Councils will come up to more than $100 million a year, or over $1 billion over the next 10 years. Second, we have enhanced BCA's regulatory regime to strengthen our oversight of lifts. Third, we are also working with the industry to ensure a competent and sustainable lift maintenance workforce. These include building up technical competencies, attracting more locals to the sector, and improving productivity by encouraging the adoption of new technologies. On a related note, Mr Faisal Manap suggested that better heat insulation for lift shafts that are exposed to direct sunlight be provided. He highlighted certain shafts in his estate. I do not have exact details but we will follow up on that. Generally, to mitigate the heat built up in lift shafts, an insulation layer is incorporated in the cladding for all lifts. The lift cars are also designed to be well-ventilated with mechanical fans to improve the air quality and to purge trapped heat when the car doors open.”
“We will soon be holding public exhibitions in April and May this year where everyone can view the initial plans and provide another round of feedback. Second, at the neighbourhood level, the Neighbourhood Renewal Programme (NRP) will continue to facilitate estate rejuvenation, focusing on precinct and block level improvements. We also enhanced the Revitalisation of Shops (ROS) Scheme last year to help neighbourhood shops in the HDB heartlands to rejuvenate. Responses from HDB shop keepers and the Merchants' Associations have been positive: the number of applications for ROS upgrading works last year was the highest we have seen since the scheme was introduced in 2007. Third, at the individual home level, we will finalise the selection of the approximately 70,000 remaining flats eligible for the Home Improvement Programme (HIP). By the end of the programme, more than 300,000 flats built up to 1986 will benefit. So far, we have spoken about the building of our future city, the design of new estates and the rejuvenation of existing towns. An equally important but less frequently talked about aspect of our work is the active maintenance of our city, estates and infrastructure as they age. Maintainability should be an important consideration in building design. HDB, for example, takes into account maintenance considerations upfront in the design of BTO and upgrading projects, with a focus on design and detailing, materials and finishes and access for maintainability. As our infrastructure ages, we will need to spend more on maintenance and replacement. Often, we focus on building and building more but do not recognise enough the very long tail of maintenance, replacement and repair. We will need to manage this. A good example is the maintenance of lifts.”
“While we cannot be a big fish competing overseas, we could perhaps go as a school of fish, integrating across different sectors, different members of the value chain, going overseas under the Singapore brand, competing effectively. We will update this House on the results of the internationalisation taskforce's work when ready. Taken together, these moves bring us closer to realising our vision of a productive and progressive sector that provides good jobs for Singaporeans. Sir, Minister Lawrence Wong earlier described how our new HDB developments continue to push the frontier in terms of design, sustainability and liveability. For existing estates, we also need to constantly rejuvenate them so that they remain vibrant and liveable. First, at the town level, the Remaking Our Heartland 3 (ROH3) programme adopts a ground-up consultative approach to conceptualise the rejuvenation of existing towns. Under ROH3, we are now refining the proposals for Woodlands, Pasir Ris and Toa Payoh based on the earlier round of feedback from 400 residents and local stakeholders. So, for instance, in Woodlands, there will be a new "Community Nexus" located at the Admiralty MRT station that will serve as a "one-stop" hub of amenities for the residents, comprising new and existing facilities, such as Kampung Admiralty, the Admiralty Place Neighbourhood Centre and the Woodlands Galaxy Community Club. In Pasir Ris, residents can look forward to an enhanced walking and cycling experience with more facilities and greenery along key connections in the town. In Toa Payoh, the familiar "Ring Road", formed by Lorong 1 and Lorong 6 Toa Payoh will be enlivened with cycling paths to link facilities and transport nodes and pocket parks to provide rest points and gathering spaces.”
“In fact, I meet from time to time the young leaders of the built environment sector − the young architects, engineers and quantity surveyors - and they share with me how they look forward to this transformation and how technology can be used to bring our future city to a different level. For these young millennials, they take to technology like fish to water. In a sense, this process will take time and move with the generations. In the long run, growing our built environment sector means looking beyond our shores. As Er Dr Lee Bee Wah said, there is a limit to what we can build here. But as the region develops, there will be increasing demand for sophisticated infrastructure. Our companies can help meet this demand. To venture overseas, companies need scale and niche competencies. The Government will help the industry achieve these aims as much as we can. Companies that wish to expand abroad may lack sufficient capital and overseas contacts. They may be unfamiliar with overseas markets and regulations and these are serious issues, so we have formed an internationalisation taskforce with public and private sector representatives to study ways where we can provide support. The taskforce will identify synergies across the Construction, Real Estate, Security, Environmental Services and Landscape sectors to see if our companies can band together and provide integrated services. In fact, during one of our subcommittee meetings, one member of the built environment sector, an industry player, asked, "Well, how big a fish can you grow in Singapore?" Certainly, we can be nimble, sophisticated and productive.”
“This Code of Practice will set out what the architects and engineers need to include in the model to make it more useful in a collaborative fashion. BCA is piloting the Code of Practice at a few projects to refine it and will formally launch the Code of Practice sometime at the end of this year. To help our firms take up BIM and VDC, we will continue to provide funding support for collaborative BIM projects. We encourage firms to apply for these generous schemes. We need to build up industry capabilities in BIM and VDC and we encourage our firms to send their employees to attend BIM and VDC training at the BCA Academy. We subsidise these courses heavily, too. 7.15 pm To complement the submission of building plans via BIM, we will upgrade and redevelop the CORENET e-submission platform to make the process easier to use. New features will include rules-based automated checking software. This will improve service delivery and achieve higher productivity. I am happy that younger generation professionals in the built environment sector seem to be embracing digital technology, BIM and VDC. I met Ms Eunice Chen at BCA's Young Leaders Retreat in November last year. She started off as an architect, recently upgraded herself by pursuing a Master of Science in Real Estate in the National University of Singapore. Currently, as a Project Manager in Far East Organization, she is working with a team of consultants using BIM for a commercial project in Woodlands. Information technology, digital technology like BIM and VDC opens up exciting and better opportunities for our millennials.”
“But when they went to these overseas markets, firms from that market were already using digital technologies, BIM, even though the regulators in that country were not BIM-enabled, had no rules mandating it, did not know what to do with the BIM models. In fact, the foreign firms had to dumb down their 3D models into 2D designs to submit as regulatory submissions. Yet, these firms overseas, without compulsion, saw the competitive edge that BIM and digital technology offered them in their own market and around the world. That is why our ITM has initiatives to increase the adoption of BIM and Virtual Design and Construction (VDC). So, look at this slide. It is a virtual design and construction project, MapleTree Business City 2. In fact, if you have visited the BCA virtual laboratory and put on 3D goggles like what the firms do, you will literally be able to walk through the entire building, room to room, and be able to build virtually first, and then build onsite in reality. This helps prevent abortive work downstream as architects, engineers and contractors can identify and fix problems before construction starts. We are also improving implementation on the ground. We hear Er Dr Lee Bee Wah that BIM models are sometimes less useful because they lack the information required for construction planning. So, the architects put up one set to meet regulatory requirements, but they do not have enough information in the BIM model and, as a result, the contractors have had to redo everything, because they have to look at it from a construction angle. BCA is working with the industry to bridge this gap by developing a Code of Practice.”
“ICPHs are high-density and highly-automated factories that manufacture DfMA components shown in the short video earlier. Currently, we have four sites for ICPHs and will be launching more in the coming years. The scheme will provide tax relief on the capital investment needed to develop ICPHs. We will share more details of this later. Sir, we know that there is a cost premium with DfMA technologies that our industry needs to ride out. To help lower this premium, the public sector will continue to take the lead to generate demand. As announced during the Budget, we will implement the $150 million Public Sector Construction Productivity Fund to offset the premium for adopting DfMA technologies for public projects. This will allow us to roll out more tenders to benefit progressive builders. For example, some of MOE's upcoming sports halls will include the use of MET, and some of JTC's industrial premises will use structural steel. To accelerate the transformation of our Built Environment sector, we will be working closely with the industry on a Construction Industry Transformation Map (ITM). We have consulted extensively and will continue to do so. While still a work-in-progress, some preliminary ideas are to further adopt DfMA technology, do more digital engineering and encourage firms to internationalise to have access to new markets. The Government will take the lead in adopting digital technology in the Built environment sector. We need to act swiftly to harness these benefits or we will be left behind. In fact, recently, I met some executives from a built environment firm which have ventured overseas. They said that they benefited from the regulatory requirement to use BIM in Singapore, and felt that it would be a competitive advantage.”
“So, we will continue to assist firms through various funding schemes. But these funds are for them to apply and seize in order to innovate. In tandem, our workers are becoming more skilled. Nearly 40% of construction workers are now at the higher-skilled (R1) level. It was only 20% in 2014 and just 2% in 2011. To sustain this momentum, BCA will consult the industry to review the minimum R1 requirements at firm level. I encourage firms to tap on Government subsidised funding schemes to upgrade their workforce. Our annual site productivity, which measures work done per man-day, has also improved by 2% per year from 2014 to 2016. Compare this to a mere 0.3% per year in 2010. But we aim to achieve 2.5% to 4% annual site productivity improvements from now till 2020. To achieve our productivity targets, we encourage the industry to adopt prefabrication technologies along the DfMA continuum. DfMA has many benefits. Offsite construction requires less labour onsite and shortens project time. There are less noise and dust. As Er Dr Lee Bee Wah pointed out, DfMA is not just about PPVC. There is a broad spectrum to choose from, including as you can see from the slide, Mass Engineered Timber (MET), advanced precast structural steel and other DfMA technologies. We are looking to pilot a GLS site that will specify construction productivity outcomes without mandating specific technologies. This will give firms the flexibility to propose suitable technologies to meet the productivity outcomes. To help increase our supply resilience for DfMA technologies, we will provide incentives to help more firms set up DfMA manufacturing facilities locally. We will extend the Land Intensification Allowance (LIA) scheme to cover the construction of ICPHs.”
“In addition, as announced by the Minister for Finance during the Budget, we will bring forward $700 million in public infrastructure projects to start construction this year and next. These will be smaller projects, like upgrading of Community Clubs (CCs), sports facilities and Neighbourhood Police Posts and Centres (NPCs), which our small and medium enterprises (SMEs) can bid for. We will also encourage public agencies to parcel out larger projects into smaller ones, where appropriate. This will help diversify risk and enable more local firms to participate. In the long run, the best thing we can do is to help our local companies remain competitive by strengthening their capabilities and improving their productivity. Our Construction Productivity and Capability Fund (CPCF) subsidises this process to help our firms level up. We will monitor if more measures are needed. This period of uncertainty is a reminder that we need to strengthen our Built Environment sector by becoming more productive and future-ready. This is why we have been partnering the industry at every step of the way, especially when it comes to improving productivity. Our efforts since the first Construction Productivity Roadmap in 2010 have yielded results. Almost $800 million has been made available to firms through CPCF. At end 2016, some $450 million of CPCF has been committed, benefiting more than 9,000 firms. Around 90% of these firms are SMEs. One local contractor, as an example, Teambuild Engineering and Construction tapped on CPCF funding to develop a new prototype for concrete PPVC that can be better used for high-rise buildings and they are piloting this prototype at a residential project. This new system can potentially improve productivity by up to 40%.”
“Now I will just ask Members to watch a very short video which will show what DfMA is all about and what we are aspiring to achieve. So, this is a video of an ICPH where robotics and machinery set moulds and concrete is cast, again using machinery, with precision quality control of each component. The prefabricated members are then packed once they are completed and are then sent by logistics to site, just in time to be assembled at the worksite. Sir, this transformation, if successful, will create good PMET jobs for Singaporeans. It is a bold vision. We are excited about it. But getting there is challenging, especially in times of economic uncertainty. In 2016, the built environment sector had around $26 billion of building and civil engineering contracts or $1 billion less than in 2015. We expect between $28 billion to $35 billion in contracts to be awarded this year. But private sector demand is expected to remain subdued. Earlier, Er Dr Lee and Mr Gan Thiam Poh asked how we can help construction firms during this period. The Government will push out a strong pipeline of major infrastructure projects in the next few years. These include Tengah HDB Town, LTA's Circle Line 6, Changi Airport Terminal 5 and more. We expect public sector demand to make up 70% of overall construction demand this year. And to put things in perspective, in 2012, five years ago, the public sector demand accounted for about 30% of overall construction demand, with the private sector taking up 70%. And in 2017 and over the next few years, we might expect this ratio to flip around, with the public sector accounting for about 70% of overall demand.”
“Madam, Er Dr Lee Bee Wah spoke about her concerns about early contractor involvement, which I have just mentioned as being one possible way to create a detailed 3D model of a project. For those who are not familiar, early contractor involvement is a kind of procurement method where contractors are engaged early, in fact, right upfront, to provide inputs into the design of a project. For traditional procurement, contractors will bid for a project based on a fixed design and they cannot influence the design upfront. In contrast, early contractor involvement (ECI) allows the input of contractors to be incorporated at the design stage. As I have said, this reduces abortive work and leads to potential time and cost savings for the project. So, contractors do need to commit more resources for ECI, as they are expected to develop detailed design solutions. That said, the BCA's guide on ECI limits the number of tenderers under ECI to a maximum of five. This seeks to strike a balance between giving good tender options to ensure value for money and good design, while increasing the opportunities of winning the bids for tenderers. In addition, tenderers are compensated for their efforts to come up with concept designs submitted for the ECI tender even if they are unsuccessful. So, as part of an effort to bring design in a detailed fashion upstream, we have to strike a balance. Sir, the construction process will become more like manufacturing. The approved plans will be sent to suppliers in highly automated Integrated Construction and Pre-fabrication Hubs (ICPHs). Once completed, Design for Manufacturing and Assembly (DfMA) components will be sent, just in time, to be assembled onsite.”
“Miss Cheng Li Hui asked about the impact of oil spills, algae blooms and global warming on our marine biodiversity. Sir, we have recently just answered a Parliamentary Question on the issue of algae blooms and oil spills, but in addition to what we have answered previously, climate change is, indeed, raising sea temperatures, contributing to algal blooms and ocean acidification. To manage the impact, NParks is working with academia and environmental interest groups to enhance the resilience of our marine ecosystems. Studies show that this is the best way to help our ecosystems withstand and recover from the impact of climate change, including algal blooms. 7.00 pm Sir, let me now turn to our urban environment. Our Pioneers in the built environment sector have built up our world-class infrastructure. But things are never static. We need to look at new ways to construct our future City. We want our built environment sector to be technologically-advanced, coordinated across the entire construction value chain, and be supported by a highly-skilled workforce with a strong Singaporean Core of professionals, managers, executives and technicians (PMETs). Sir, just imagine at the design stage, all stakeholders of the value chain coming together and cooperating to work on a detailed, coordinated digital 3D model of the project. This means bringing in contractors at the design stage so that the model will be close to what will eventually be built. This reduces abortive work and wastage downstream. The digital model will then be sent to a one-stop portal for coordinated regulatory approvals, and rules-based automated checking can speed this up.”
“Let me now address Members' cuts on greenery and the environment. Many stakeholders have played a part in greening our city. I join Mr Darryl David in affirming the efforts of our landscape architecture industry. NParks collaborates with the Singapore Institute of Landscape Architects (SILA) to establish industry best practices. It supports SILA's accreditation programme through workshops and seminars in horticulture and landscaping, for continuous professional development. NParks also partners SILA and the Landscape Industry Association of Singapore (LIAS) to organise international trade shows and conferences and promote knowledge-sharing and showcase industry development. Ms Low Yen Ling asked about the Rail Corridor. In May, URA will share the design for the four-km stretch of the Corridor, from Bukit Timah Railway Station to Hillview Road. This stretch is rich in greenery and heritage. Work will begin in 2018. To prepare for this, URA will launch a 400-metre test track along Choa Chu Kang Road later this year to test possible types of surface material that may be used for the Rail Corridor trail, while retaining its rustic character. We will invite public feedback to help us assess their suitability for the Corridor. When this four-km stretch is completed, residents can look forward to a trail that people of all ages and abilities can use, and basic amenities, such as toilets, drinking fountains and bicycle rentals. Dr Lim Wee Kiak asked about the Sembawang hot spring. NParks will grow the area sensitively into a park, enhancing greenery while retaining its rustic character. Work will start at the end of this year. NParks will continue to gather more feedback from the community and residents on design. The park will be completed by end-2018.”
“Thank you. Sir, cities with the size and density of Singapore tend to be jungles of concrete, glass and steel. People have to travel out of the city to connect with nature. As a city-state, we have taken quite a different approach from Day 1. Our nature reserves and the nature parks that buffer them are green gems in the heart of the city. Biodiversity hotspots are connected through urban areas by nature parks, nature ways and lush streetscape greenery. Nature envelops our urban city completely, as greenery courses through the veins of our cityscape and now, up our skyline. Being in such close proximity to nature, there is so much that Wild Singapore offers us. As Ms Ria Tan, a nature advocate, often says, and I quote: "Singapore is probably the only place in the world where one can visit a rainforest, a mangrove and a coral reef, all within half an hour from our city". Proximity to nature, however, means increased human-wildlife interactions and the potential for conflicts. Today, Singapore is recognised by experts and academics as a Biophilic City, where nature and greenery are integral to our design and planning. As the Minister said earlier, we have the opportunity to take things to the next level where people learn to co-exist more harmoniously with our natural heritage and wildlife. This can only be achieved through extensive outreach and education and by different stakeholders working together as stewards of our natural heritage and adopting a scientific approach to managing urban ecologies. MND will work closely with our nature groups and animal welfare groups, as well as our Friends of the Park communities, and find opportunities in the course of the year to share more of our thoughts with fellow Singaporeans.”
“Mr Chairman, in the course of my presentation, may I have your permission to show some slides and a video?”
“I will take this back and check with the Police.”
“Is the Member asking for all APOs? Or just foreign APOs?”
“I had explained earlier that whenever you give arms to any person, regardless of his background, there will always be these risks. In determining whether to arm an APO, you would look both at the risk assessment as well as the operational needs of the officer and the position in which he has been posted. So, I think we need to look at it from that perspective and try to address the risk upstream through proper selection and training.”
“Officers will learn about the functions of Home Team departments. They will gain a better insight into the heritage, history, ethos and values of each department, as well as the importance of integration across the Home Team departments. As an officer progresses through his career, he will be trained in joint operations and gain an understanding of the different capabilities of the Home Team departments. So, we have courses like the Home Team Leadership Programmes for Senior and Junior Officers, and the Home Team Senior Command and Staff Course, which will equip officers at different stages of their career with the knowledge, skills and network to work together as one Home Team.”
“Madam, I thank the Member for his clarifications. On his first question about older workers in the Home Team, the Police will be putting in place a more structured career transition programme. I had spoken about it recently. It provides our retiring officers with dedicated training time as well as subsidies for them to take part in career transition courses. These will enable them to have the necessary skills to transit smoothly into a second career. Based on the outcome of these initiatives, MHA will also progressively extend these career transition support programmes to other Home Team departments. The departments are also actively looking out for opportunities to deploy and re-employ our veteran officers in both uniformed and civilian positions where we can tap on their experience, skills and knowledge. The Member also asked about how we can have a better joint Home Team psyche for our officers. In today's complex operating environment, this is critical because no Home Team department completely operates in silo. In more complex situations, our officers often have to find themselves having to work together on the ground at the operational level. I spoke earlier about the Police Operations Command Centre, where you will have other Home Team agencies in that nerve cell. With quicker sharing of information, it will begin to translate into a fuller, whole-of-Home Team operational stance. But to support this, you have to start from training, and officers need to go into their Home Team uniformed service knowing that they are part of a larger organisation and that they have to work together. So, the Home Team Academy will be rolling out two new Home Team training modules later this year for our new officers.”
“The Committee has made several recommendations, including to further strengthen the protection of youth offenders between the ages of 16 and 18 and raising the threshold under CYPA to 18 years of age. The Government is presently studying the recommendations and will announce details in due course. Ms Sylvia Lim also asked whether parents could be allowed to be Appropriate Adults. There is the risk that some persons related to the young suspect would face difficulties staying neutral during the interview. Therefore, we prefer a neutral third-party, with no direct interest, to be the Appropriate Adult. This will achieve the objective of providing emotional support to young suspects without unduly interfering with the investigation process. In conclusion, the Home Team is committed to staying ahead of challenges by harnessing technology in new and innovative ways, further integrating our operations and partnering the community. Together, we will continue to keep Singapore safe and secure.”
“We should protect the rights of the accused without prejudicing the rights of the victims and the safety and security of society. We have, therefore, taken the approach of granting access to counsel within a reasonable time after investigations begin. This has served us well. Ms Sylvia Lim also asked about the status of the video recording of interviews (VRI) pilot. My Minister had spoken about it last year. The Member may refer to that Statement. Essentially, we have consulted the legal community and, after taking into account the feedback that they have given, we have decided it would be better to put in place the necessary legislative amendments before starting the pilot. The work to amend the legislation is ongoing. We are also configuring VRI-enabled interview rooms for our law enforcement agencies and enhancing training for our officers. We will announce details in due course. For youths between 16 and 18 years old facing criminal charges, which Ms Sylvia Lim spoke about, there are various protective measures in place. Offenders in this age group are usually dealt with by the Community Court, which is committed to restorative justice and rehabilitation. These offenders could be asked to undergo family conferences or offender-victim mediations. Youths below 19 years old who commit minor offences can also be diverted from prosecution in Court to community-based rehabilitation programmes, such as the Guidance Programme and Enhanced Streetwise Programme. In October 2015, MSF, MHA and the Attorney-General's Chambers started a review of the Criminal Justice System for youths.”
“Investigations will invariably impact those involved, such as accused persons, victims and witnesses, and we understand this. Regulatory agencies that issue licences, including vocational licences, have a responsibility to consider the potential risks to the public and to assess whether there is a need to suspend or revoke those licences. In the case of vocational driving licences, the suspension or revocation is determined by the Land Transport Authority. They consider each case and whether the commuter's safety is at risk. If this creates hardship, then we should immediately refer these individuals to social support agencies so that they get assistance. I assure the Member that the Police will conduct investigations as speedily as possible. Although they try to expedite investigations, they also require sufficient time to conduct a thorough and fair investigation, and some cases will take longer to investigate. This applies as well for investigations into alleged sexual abuse against minors, which Mr Christopher de Souza asked about. The Police treat such cases with great urgency. But speed should not come at the expense of due process, diligence and sensitivity. Utmost care is taken to support child victims during investigations. For example, investigations are carried out in private consultation rooms designed to provide a safe and comfortable environment. Investigation officers are specially trained to use interviewing techniques sensitive to the welfare and emotional state of the child. We are also working with agencies to reduce the number of times a victim has to recount his or her experience to different parties. On providing early access to counsel, we need to be fair to the accused, but also to the victims and to society as a whole.”
“15 pm Our priority is still to increase the number of Singaporean APOs. Singaporeans APOs are employed on better terms than foreigners, and the Auxiliary Police Forces have stepped up efforts to attract more Singaporeans. I will now respond to other questions from Members. Mr Christopher de Souza asked for an update on cybercrime. Cybercrime continues to grow in scale and complexity. Last year, MHA launched the National Cybercrime Action Plan. Under the plan, we have stepped up efforts to raise public awareness, as prevention remains key. The Police's Scam Alert portal educates members of the public on the latest scams and we launched an Anti-Scam Helpline in November last year for members of public who wish to seek advice on potential scam situations. We are also enhancing our agencies' capabilities and strengthening our legislation, so that we remain effective in fighting cybercrime. Mr Christopher de Souza also asked for an update on the exempt operator regime under the Remote Gambling Act. As exempt operators, Singapore Pools and Singapore Turf Club have to put in place a very extensive suite of safeguards. It is too early to draw conclusions on the impact of the regime on problem gambling. MHA and MSF will continue to monitor the situation and adjust our regulation, if necessary. The National Council on Problem Gambling (NCPG) has also stepped up public education and outreach on problem gambling. Ms Sylvia Lim also asked about how the rights of the accused are safeguarded during Police investigations. She also made observations on the time taken for Police investigations, in the context of people who hold vocational licences. When a Police report is lodged and there is a prima facie case, the Police have a duty to investigate.”
“Mr Zainal Sapari highlighted areas for review in the Security Agencies Grading Exercise (SAGE). In working on the ITMs, we will certainly take his comments and suggestions into account. Ms Sylvia Lim raised some concerns about having foreigners as APOs. The reality is that there is a shortage of APOs, as Ms Sylvia Lim also acknowledges. It has not been possible for the Auxiliary Police Forces to recruit only Singaporeans. Our supply is limited. So, we have to decide what to do. What are our options? Do we live with the shortage of APOs and compromise on overall security when we need to deploy officers, or do we find other sources to meet these needs? We have carefully considered the options and have decided to allow the recruitment of foreign APOs. They supplement our Singaporean APOs to meet our security needs. They are properly screened to ensure that they are suitable for security work and we also make careful assessments with regard to where they are deployed, and this is reviewed from time to time. We have not heard of a more effective proposal. Ms Sylvia Lim was concerned about foreign APOs bearing arms. There are already, since the 1970s, non-Singaporean APOs carrying arms − these are the Malaysians. Anytime we give weapons to people, there is that risk. We have had isolated cases of both local and foreign APOs misusing their arms. There is a risk when equipping people. But we have to arm our officers with weapons, if the risk assessment and operational needs so require, so that they can carry out their tasks and protect our installations. Not doing so may compromise our security even more. We have to recognise and manage the risks through screening, training and supervision, whether it is an APO of Singaporean or foreign origin who is equipped with arms. 3.”
“Third, we still need to find a way to bring help to persons in need. This is where the SCDF's myResponder app comes in. The app alerts its users if there is a report of somebody suffering from cardiac arrest nearby. I urge more people to learn CPR-AED, download and use the myResponder app, and be part of our life-saving force. (In English): Aside from individual citizens, businesses have an important role to play in Singapore's security. We will amend our laws this year to require businesses to adopt certain measures to guard against security threats. We will amend the Public Order Act to require certain events to put in place security measures. We will also introduce a Bill to enact a new Infrastructure Protection Act. In imposing these requirements, we are mindful of the potential impact on businesses. We will take a practical approach so as to keep the cost of such measures reasonable. This is a cost which terrorism has imposed on society as a whole. The Government has borne a significant share of this cost. Communities have been roped in to play their part through SGSecure, and we seek the business community's understanding that these measures are necessary as a shared effort to keep Singapore and Singaporeans safe. Another important partner in ensuring Singapore's safety and security is the Private Security Industry. The quality of our private security agencies has improved. The Progressive Wage Model has also laid the foundation to raise the skills, wages and productivity of our security officers. To build on these developments, MHA will work with the tripartite partners to develop an Industry Transformation Map (ITM) for the Private Security Industry, with a strong focus on innovation and technology, as well as the upgrading of jobs and skills of our officers.”
“Mr Desmond Choo also highlighted the need for Home Team departments to work together. We have taken steps to further integrate Home Team operations. For example, we are co-locating the various departments' operation centres. So, by the end of this year, officers from the Police, CNB, SCDF and ICA will sit side-by-side at the Police Operations Command Centre, enabling faster communication and information sharing and enhancing coordination of ground responses to incidents. Mr Murali Pillai spoke about the importance of the Home Team partnering the community, and I agree. An active citizenry that is invested in the safety and security of Singapore is essential to the Home Team's work. We have, therefore, stepped up efforts to strengthen partnerships between the Home Team and the community. Let me share an example of the Save-a-Life initiative by SCDF, to illustrate. Madam, I will now speak in Mandarin. (In Mandarin): [Please refer to Vernacular Speech.] The Save-a-Life initiative by SCDF seeks to increase peoples' awareness of first aid and build a nation of lifesavers. Trained community responders can become first aiders to provide initial response to out-of-hospital cardiac arrest cases. We will scale up community involvement in three ways. First, we will equip citizens with the skills to help those who suffer a cardiac arrest. About 2,000 residents have been trained in CPR-AED skills under the Save-A-Life initiative. In the coming years, we hope to train more than 24,000 residents, or about 300 residents, per constituency. Second, we will install more AEDs across Singapore. Currently, there are close to 460 AEDs installed in eight constituencies. By 2019, there will be one AED for every two HDB blocks in all constituencies across the whole island.”
“We will be brief, Madam. Madam, over the past few years, the Home Team has been transforming to meet future challenges. This year, we are shifting gears significantly from planning to implementation. I will cover three aspects of this transformation. First, we are ramping up the use of technology to better combat crime, secure our borders and save lives. Second, we are further integrating the Home Team's operations, so that we can more effectively deal with evolving and complex threats. Third, we are strengthening the Home Team's partnerships with the community, because everyone has a stake in keeping Singapore safe and secure. Mr Gan Thiam Poh and Mr Desmond Choo spoke about leveraging technology. We are doing so across the whole spectrum of our operations. One example is the use of unmanned aerial vehicles (UAVs). They give our officers a bird's-eye view of the situation and allow them to make better ground decisions. We have begun to deploy UAVs to support Police and SCDF operations. For instance, in the Tuas View Circuit fire just last week, after the fire was extinguished, the UAV located hotspots in the large area which were otherwise out of sight from the firefighters. This allowed SCDF to act quickly and prevent the hotspots from re-igniting the fire. We will train our officers to use technology and help them adapt to new ways of working. Indeed, our people are central to our transformation. Officers will deepen their skills and master new ones. We will redesign jobs as new technologies are introduced. One example is ICA's automated self-clearance lanes for motorbikes at our land checkpoints. ICA officers who no longer have to man the counters as a result can now be trained and redeployed to detect suspicious travellers and manage incidents on the ground.”
“Madam, there have been some 25 minutes of savings from MINDEF's COS. In order for Parliamentary Secretary Amrin Amin and I to address the remaining cuts, may we have Mdm Chair's indulgence for us to take that extra time?”