Edwin Tong Chun Fai
Singapore
“These questions have been answered in the reply to Questions Nos 26 to 31 for Oral Answer on today's Order Paper. [Please refer to "Addressing Issues Identified in Legal Profession Sustainability Study", Official Report, 7 July 2026, Vol 96, Issue 32, Written Answers to Questions for Oral Answer not Answered by End of Question Time secti…”
“I am answering in my capacity as the Minister charged with the responsibility for the People's Association. The Community Development Council (CDC) Vouchers Scheme was first introduced in June 2020 during the COVID-19 pandemic with two key objectives: one, to help Singaporean households cope with daily expenses; and two, to support hawker…”
“If the incident is a result of bilateral obligations relating to data protection and inviolability of equipment not being complied with, then the Government will consider all available legal and diplomatic options, in accordance with the bilateral RTS Link treaties, as well as the relevant international law.”
“In 2024, community sentences under part 17 of the Criminal Procedure Code 2010 (CPC) were imposed in 86 criminal cases handled by the State Courts.”
“It is a five-minute journey across both ways; and with the availability of closed circuit television coverage and the real-time monitoring that will be done by the officers on both sides, we did not think that this will be necessary.”
“The Ministry of Law will provide an oral reply to this Parliamentary Question, together with other Parliamentary Questions which have been filed on this topic at the next available opportunity.”
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“It also extends to many other aspects of our athletes' lives and enables them to compete in sports while excelling as students, professionals and as exemplary members of society. We recognise that each athlete will face different challenges outside of the sporting arena, at different stages of their own lives. The Sport Excellence (spex) framework addresses these needs. It comprises several schemes to help athletes at various stages and across various facets of their lives, so that they can thrive in both sporting and non-sporting environments. Let me briefly describe some of these initiatives. The spexEducation scheme was set up in 2013 to help athletes meet the demands of sports and education. I think it is a question that many parents, many athletes ask themselves: "How do we do both well at the same time?" The scheme assists student-athletes to balance their sporting and academic pursuits by supporting them with school admissions, scholarships and also importantly, scheduling their day-to-day classes and exams around their training sessions and competitions. This scheme has been made possible through agreements between SportSG and 16 partner Institutions of Higher Learning (IHLs), including the ITEs, Polytechnics, NUS and SMU. More than 500 student-athletes have benefited from this scheme. One of them is national shooter Martina Veloso, who has won two Commonwealth Games gold medals and a gold at the International Shooting Sport Federation World Cup in 2014. Martina, a graduate of Nanyang Polytechnic, is a beneficiary of the spexEducation scheme.”
“In the coming years, we will continue to commit a high level of funding to the HPS system because we believe this will enable us to continue enhancing the system, especially in areas that will maximise the individual performance of our elite athletes. Sir, besides funding HPS at a broad infrastructural systems level, at the broad infrastructure, systems level, a significant portion of funding also goes to supporting our athletes directly. For example, there is the spexScholarship, which is offered to the most promising athletes to allow them to excel at the Major Games and who can then serve as role models for young Singaporeans. The scholarship provides a monthly stipend that allows athletes to take care of their daily expenses. There is also funding to help offset their coaching costs, participate in local and overseas training and competitions, purchase equipment and obtain additional sport medicine and sport science support if they require it. There is, of course, a range in the amount of the financial support available, with our top athletes supported at several thousand dollars per month for those who can excel at the highest level of their sport. The spexScholarship has been given to 168 able-bodied and para-athletes since its establishment in 2013. There are currently, at this point in time, 76 scholarship holders, coming from a diverse cross section of sports. Several of them have won medals at the Major Games and at the world championship level and a handful, like Pin Xiu and Kean Yew, are household names amongst Singaporeans. But, Sir, the Government’s support for our elite athletes is not just a matter of dollars and cents, it is not just financial support, and not only about the technical or sports science support.”
“These include: (a) purchasing and operating new technological systems to support the SSI’s sport science facilities; (b) funding the cost of coaches and training programmes, both locally and overseas; (c) providing world-class facilities to allow elite athletes to train in the most optimal conditions possible; and (d) undertaking research and development to offer new and innovative forms of support to our athletes. Let me share two recent examples of these initiatives. Several years ago, the SSI established an environmental chamber in which factors such as temperature, humidity, wind and altitude can be closely controlled and calibrated. This chamber allows SSI’s sport scientists to monitor the effects of these variables on the performance of each athlete and calibrate their training accordingly. This in turn allows our athletes to acclimatise and to get used to factors such as altitude and temperature in their training environment for competitions. The second example, when the Badminton World Federation announced that it would be switching to synthetic feathered shuttlecocks for environmental reasons, the SSI’s sport biomechanics team conducted an intensive comparative study of the flight and projection characteristics of the new shuttlecocks and how each of our individual Team Singapore badminton players perform with them. This study resulted in valuable customised guidance to each player on how he or she can modify his or her movements to adapt to the speed and flight of the new shuttlecocks. These are some of the examples of the intrinsic support which we provide to Team Singapore athletes, through the HPS system.”
“For example, Mulyo Handoyo had coached several international badminton champions including former Olympic Champion Taufik Hidayat as well as guided our very own Ronald Susilo to a career-high world ranking of sixth. While he will step down soon as our national badminton singles head coach after a successful four-year stint to spend more time with his family after being away for an extended period due to the COVID-19 pandemic, he will leave behind a mentoring legacy which impacts not just our players but also our own local coaching pool. One of them is badminton coach Kelvin Ho. Kelvin is a former national athlete who won a bronze at the 2009 SEA Games before retiring from competition a year later. He has since honed his coaching skills, using his own experience as a top class shuttler and also benefitting from the guidance of coach Mulyo. Many members in this House would have been familiar with the role which Kelvin played in guiding Loh Kean Yew and other shuttlers to their recent successes on the court. There are many notable local coaches like Qing Liang and Kelvin within the Team Singapore fraternity. Recently, ex-national swimmer Gary Tan was named as the successor national swimming coach, replacing Australian Stephan Widmer. Gary learnt his craft under Widmer and his predecessor Sergio Lopez. I am confident that Gary with continue in the fine traditions of our Singapore swimming sporting culture. Sir, in total, the Government invests about $70 million in this HPS system each year, every year. Over the last five years, these investments have paid for many of the initiatives and efforts I have just described.”
“The Government extends substantial grants to the NSAs to enable them to hire selected coaches to train our elite athletes. Additionally, SSI’s sport scientists, specialists and experts work closely with many of these coaches to better integrate them into each athlete’s Daily Training Environment. We endeavour to identify and hire the best coaches for our athletes – foreign or local coaches, and sometimes a blend, so that our coaching environment can also benefit from foreign expertise. For instance, one of Team Singapore’s fencing coaches is Joseph Davin Engert, who was a former top German national youth fencer and a two-time World Cup Junior champion. Together with our own local coach Henry Koh, who was himself a double bronze medallist at the 2003 SEA Games, they recently led two of our fencers, Amita Berthier and Kiria Tikanah, to their maiden Olympic Games in Tokyo. There is also local coach Pang Qing Liang, who guided national para-archer Syahidah Alim to her first World Championship title in 2019, an unprecedented feat for a Singaporean. Syahidah has also maintained her top three world rankings to-date over this period of time. For his efforts, Qing Liang won a Singapore Disability Sports Award for best high-performance coach in 2020. Sir, top coaches are in high demand all over the world, and many talented expatriate coaches rarely remain with one team or in one country for long. Therefore, in hiring top foreign coaches for our athletes, we also want them to transfer their know-how, skills and expertise to Singaporean coaches, so that we can grow our own pool of talented local coaches.”
“Sir, I will use examples in the course of this answer to support and explain some of the points I make, but these examples serve as illustrations as no two sports, and indeed, no two individual athletes are similar, and the HPS system is designed to be curated to bring out the best in each individual athlete. In Pin Xiu’s case, sport biomechanists at the SSI record and analyse her swim timings and performances, rigorously. They also work closely with her coach and performance director to make fine adjustments and optimise her strokes. Pin Xiu’s SSI sport physiologist performs regular tests to monitor her own body conditions and provided valuable feedback to her coach on calibrating the volume, frequency and also intensity of her training. At the 2020 Tokyo Paralympic Games, for instance, the SSI sport physiologist employed various forms of heat retention to regulate Pin Xiu’s body temperature while she was in the holding room awaiting her events and this helped her to maximise her performance outcomes at the races. Taken together, SSI’s support for Pin Xiu – and many other athletes – has helped boost their competition performances. The HPS system supports all our elite athletes by recognising each athlete as a unique individual with specific gifts and abilities. The Government invests in the system and continually enhances it so that our athletes will be supported and developed in a way that best addresses their own individual needs and maximises their potential. The focus is on enabling each athlete to be at their best, to do their best and to succeed against the best in their chosen sport. Integral to this system is the provision of excellent coaching for our elite athletes, a point which Member Poh Li San asked about.”
“Over the last three years, we have invested an average of almost $90 million each year to develop and operate stadiums, running tracks, sports halls, pools and other venues that are accessible to the general public. This strategy not only allows us to foster a strong and broad-based sporting culture in Singapore, but provides opportunities to spot young sporting talents who can be offered pathways to develop their skills and potentially represent our country as national athletes, as Member Xie Yao Quan had asked about. Sir, over the years, the Government has also developed the High-Performance Sport, or HPS, system which is designed to nurture each high-performance athlete, maximising his or her own potential. The HPS is administered by the Singapore Sport Institute, or SSI, and the National Youth Sport Institute, NYSI. The HPS system provides athletes with end-to-end support and development. The system assists each athlete in a holistic and personalised way, as I have mentioned. We are able to go down to specific physical attributes, strengths and potential of each individual athlete, as well as determine the demands and requirements of their own respective sport, to maximise performance outcomes. Central to this approach is the development of a Daily Training Environment for each athlete, under which they are given a range of support and guidance in areas such as sport science and sport medicine, coaching and counselling. All of this are part of the HPS system. For example, the SSI and NYSI employ leading-edge technology to test, monitor and track performance, setting achievement milestones relevant for the individual challenge each athlete to meet his or her own full potential. Let me illustrate how the HPS system has supported champion para-swimmer Yip Pin Xiu.”
“Thank you, Sir. The Government has established a comprehensive approach to identify, nurture and develop Team Singapore athletes. There are two key overarching strategies in this approach. The first is to provide broad-based, accessible programming and continually enhance sporting infrastructure to give every Singaporean the opportunity to pursue their sporting interests, and hone and develop their skills. The second is to provide holistic, but individualised and personalised support to talented athletes so that they can maximise their own potential and represent Singapore at elite competitions like the Major Games. Sir, please allow me to elaborate on both these strategies. To make sports accessible to all Singaporeans, the Government devotes significant resources on mass participation programmes and courses. This includes Sport Singapore (SportSG)’s ActiveSG Academies and Clubs, which offer a more structured way for Singaporeans to pursue their sporting interests and develop their skills. MCCY and SportSG also work closely with the MOE schools, the People’s Association and the private sport academies to develop, coordinate and implement across the board sport programmes that allow young Singaporeans to experience sports and hone their skills and talents. This itself also helps to grow the base of available talent. The National Sports Associations (NSAs) also play a key role in providing exposure and training opportunities to young Singaporeans. Our efforts extend beyond mass programming. It is also essential that there is quality infrastructure to enable Singaporeans to engage meaningfully in sports.”
“Mr Speaker, I thank the Members for their interest in how we support our Team Singapore athletes. With Mr Speaker’s permission, may I take both Question Nos 1 and 2 together?”
“For example, most established charities will indicate on their websites the relevant authorities they are registered with. Donors can also cross check this information by going to the relevant authority’s website. Like in Singapore, most regulators maintain a publicly-accessible register of charities under their purview. On our part, the Commissioner is committed to developing a well-governed and thriving charity sector and building up a strong and safer giving culture in Singapore. We will continue to step up public education efforts to empower donors to give wisely and safely. Members of the public can find more information on safer giving practices on the Charity Portal (www.charities.gov.sg).”
“We are encouraged to see many Singaporeans step forward to help others in need, be it locally or overseas. This is a reflection of our caring and gracious society, and the global outlook of our citizens. While Singaporeans are generous in responding to appeals for donations, including appeals by charities based overseas, we urge members of the public to remain vigilant and be discerning. Charitable fundraising activities carried out by foreign charities for charitable causes outside of Singapore are not regulated by the Commissioner of Charities as we do not have extra-territorial jurisdiction. The anonymity of the Internet makes it difficult for potential donors to verify the authenticity of the fundraiser or ensure that funds are received by the intended beneficiary. If donors wish to support foreign charitable causes, donors may respond to appeals organised by registered charities in Singapore or entities that have obtained a fundraising for foreign charitable purposes (FRFCP) permit from the Commissioner. This will provide donors with assurance that the donations will be used for the intended purposes as required under the Charities (Fund-Raising Appeals for Local and Foreign Charitable Purposes) Regulations 2012. Donors can check if an appeal has been granted a permit by using the Charity Portal’s Fund-raising Permit search function at www.charities.gov.sg. If a donor wishes to give to a charity based overseas, the donor can verify the legitimacy of the appeal by checking whether the charity in question is registered with the relevant authority in that country. While the Commissioner does not maintain a list of other charity regulators, donors can find this information online.”
“We are doing this so our youths can overcome the challenges of this pandemic, thrive beyond the pandemic and in turn, contribute to building the future of our society, community and nation.”
“This is a nine-month programme for youths aged 12 to 21 who have developed mental health issues from excessive gaming and device use. Third, School Counsellors are trained by NAMS to support students with addiction issues and work with community partners to increase outreach to help our youths to develop healthy online habits. Finally, there are also those who partner the Government to provide social and community support for youths. To enable youths to seek support from fellow peers, Youth Corps Singapore (YCS) launched Project Re:ground, a Community Peer Supporter Programme in collaboration with HPB. Through activities organised by YCS and People’s Association Youth Networks, youths can come together to contribute meaningfully to their communities and foster a healthy social and community-oriented spirit at the same time. We are also moving upstream, through the Mentoring Alliance for Action (AfA) co-led by NYC and the Mentoring Alliance Singapore Limited (MASg). The AfA is expanding mentoring opportunities for youths so that more can benefit from support and guidance in order to navigate life’s challenges constructively. The Interagency Taskforce on Mental Health and Well-being, chaired by Dr Janil Puthucheary, Senior Minister of State for Health is helping to pull many of these initiatives together at the national level. The task force is working with the Government and community groups to coordinate efforts on mental health and well-being. Our youths are our future and our Government and partners in society are doing all we can to build an eco-system that can safeguard and strengthen our youths’ mental well-being and resilience.”
“This clinic saw about 290 and 230 patients, aged between 13 and 34, in 2019 and 2020, respectively. Second, the Government also works closely with community partners to provide a range of professional services for youths to strengthen their mental health and well-being. Let me share some examples. The Community Health Assessment Team (CHAT) set up by IMH conducts outreach and mental health assessments for youths between 16 and 30 years old. It also has a WebCHAT service for youths to seek help about mental health issues and conditions online. In the community, there are Social Service Agencies (SSAs) that engage and develop youths through a range of healthy activities such as sports, performing arts and adventure activities. SSAs also provide a safe and conducive space via their drop-in centres to meaningfully engage youths through centre-based activities. Programmes such as The Grit Academy by Lakeside Family Services and the Experiential Learning and Mentoring Programme by Youth Guidance Outreach Services have continued to provide support to youths during the pandemic. Youth workers are also present to befriend these youths and mentor them. There are online counselling services for youths. These include eC2 by Fei Yue Community Services and e-counselling services by Limitless. Family Service Centres (FSCs) also serve as a key community touchpoint to provide case management services for youths with personal or family issues, including emotional needs. Where necessary, FSCs will refer youths to specialised services for concurrent support. The DigitalMINDSET programme provided by TOUCH Community Services is one example of such specialised services.”
“COVID-19 has led to more challenges and stressors for youths. These have impacted their mental health and well-being. According to our National Youth Council’s (NYC) polls conducted from February to October 2021, one in five youths reported poor or very poor mental well-being1. The youths in the survey indicated that they were stressed about the COVID-19 situation and uncertain about their future. They continue to also be concerned about more enduring issues such as their studies and work-life balance for working youths. We note that the findings from a survey conducted by TODAY2 showed that our youths are adopting a range of coping mechanisms during the pandemic. Miss Cheng referred to coping habits such as social media scrolling, excessive drinking and shopping. However, the findings show that the majority of youth respondents chose healthy coping mechanisms, such as exercising (53%), talking to loved ones (52%), starting a new hobby (40%) and being in nature and outdoors (36%). The same TODAY survey indicated that the majority of youths are willing to seek professional help – about 66% of the respondents. This is encouraging and consistent with NYC's findings. Such help-seeking behaviour is reassuring, so that our youths can receive help in a timely manner. Our youths can seek professional help from multiple avenues and have various options to suit their needs and situations. They can do so through healthcare institutions, services provided by community organisations, or community peer support. First, the Institute of Mental Health (IMH) runs a National Addictions Management Service (NAMS) clinic to provide treatment for individuals, including youths, who face habit or impulse control and various addictions issues.”
“Singapore Together will always be a work in progress, requiring the commitment of each successive generation of Singaporeans. We will continue to grow the ethos of Singapore Together and partner citizens and stakeholders to strengthen our National Identity and Shared Values, and build a more caring, confident and cohesive Singapore.”
“As a living heritage that forms an integral part of our daily lives, we will continue to partner our citizens to promote and celebrate this intangible cultural heritage. We also partnered citizens on their ideas to promote national identity through our Citizens’ Workgroup for National Symbols. The Workgroup gathered 47 Singaporeans from diverse backgrounds to review the use, governance and promotion of our National Symbols, including the National Flag, National Anthem and National Pledge. They, in turn, engaged around 1,500 other Singaporeans to formulate their recommendations. The Workgroup’s recommendations will inform (a) the Government’s legislative review of the Singapore Arms and Flag and National Anthem (SAFNA) Act and Rules; as well as (b) non-legislative measures such as better public education on using the National Symbols respectfully. Our youths also want to play a key role in building our nation. And we provide opportunities for them to do so. They can volunteer through Youth Corps Singapore and the People’s Association Youth Networks. They can also lead ground-up initiatives on issues they care about through our Youth Action Challenge and contribute to policymaking through our Youth Circles. By coming together through shared experiences in contributing to society and interacting with others from diverse backgrounds, our youths are building up our social cohesion and national identity. These partnerships embody the spirit of Singapore Together. The concept of Singapore Together is a means through which we strengthen our National Identity and Shared Values. It allows us to express our sense of obligation towards one another as fellow citizens and to our nation. It is about building consensus and working together towards our shared future as a country.”
“As of the end of September 2021, 166 organisations and individuals have pledged their support to build a mentoring culture in Singapore. Our national policies will continue to respond and adapt to reflect what is important to Singaporeans. Some recent policy moves such as the expansion of the Progressive Wage Model and enhancements to Workfare payouts were shaped by Singaporeans’ aspirations for a more fair, caring and inclusive society. On the theme of National Identity and Shared Values that Mr Gan highlighted, Singaporeans raised the need to share responsibility in helping one another, especially vulnerable groups such as low-income earners, seniors and persons with disabilities. I mentioned a number of AfAs formed on these themes earlier. They also raised the need to cultivate and promote Singapore’s cultural resources. In this vein, our Arts and Heritage play an important role in cultivating our national identity and shared values through our cultural resources. Our arts grow a Singaporean identity that is strong and distinctive, while remaining open and outward-looking. Our tangible and intangible heritage reflect our roots and shared milestones in our history. They strengthen our sense of belonging and are sources of pride and confidence for Singaporeans. One such example that connects with all Singaporeans and reflects our multicultural identity is our Hawker Culture. Together with NEA and the Federation of Merchants' Associations, Singapore (FMAS), we worked closely with hawkers’ associations and representatives as well as the public and experts to successfully inscribe our Singapore Hawker Culture on the UNESCO list of intangible cultural heritage in December last year.”
“These included lessons for seniors on how to use digital Government tools and lifestyle apps such as Singpass, ActiveSG and Zoom, and workshops for working adults to upskill and get a headstart to explore opportunities in the digital economy. Creating a more compassionate and caring, resilient and inclusive society was another thread that came out very strongly during the Conversations. A number of AfAs speak to these issues. The AfA on Emerging Needs and Volunteerism has three focus areas, each led by different SG Cares partners. The first focus area, led by RSVP Singapore, taps on the resources of different partners to help seniors learn digital skills and empower them to use technology in their daily life. The second focus area, led by Gift for Good1 in partnership with the SG Cares Volunteer Centres, seeks to better aggregate and match donations-in-kind to community needs at the town level using an online platform. The third focus area, led by the SG Cares Volunteer Centre @ Jurong East, aims to increase mental wellness support in the Yuhua community. As part of the AfA on Corporate Purpose, some 40 businesses and Corporate Social Responsibility (CSR) leaders are co-developing a national blueprint for corporate purpose and social impact. The AfA for Caregivers of Persons with Disabilities is working on self-care, mutual support and improving caregiver well-being. The Mentoring AfA, co-led by the National Youth Council (NYC) and the Mentoring Alliance Singapore (MASg), is building a culture of mentoring in Singapore. The AfA works with the public, private and people sectors to involve youths to build this mentoring culture and provide mentoring opportunities to help our youths in navigate educational, career and life transitions.”
“Singapore Together is a governance approach that involves the Government working with Singaporeans and Singaporeans working with one another, to build our shared future together. In that spirit, we launched the Emerging Stronger Conversations (ESCs) as we exited the circuit breaker in June 2020. The Conversations were a platform for Singaporeans to reflect on our COVID-19 experience, and our aspirations for a more resilient post-COVID-19 society. In February 2021, the Government published a report to take stock of the Conversations and feedback received from 17,000 Singaporeans from all walks of life. The report highlighted 15 key themes that were most discussed, including National Identity and Shared Values. Conversations are an important starting point, but they must eventually lead to action that translates aspirations into reality through strong and sustained partnerships. To respond to Mr Gan’s question, 30 Singapore Together Alliances for Action (AfAs) have been formed to date. The AfAs are making steady progress on the key themes that emerged from the ESCs. These AfAs address issues which are important to what we stand for collectively as a nation. For example, at the ESCs, many touched on building a more inclusive society and shared concerns that COVID-19 had accentuated the digital divide. As part of the AfA to Enhance Digital Readiness Skills and Literacy, Smart Nation Ambassadors from more than 50 business and community groups, as well as individual contributors, curated and launched programmes to help Singaporeans learn more about digital initiatives and emerging technology.”
“MCCY and NAC will continue to develop the arts sector in partnership with the community, as well as the public and private sectors. Key areas of focus include: (a) Growing audience development and engagement efforts through signature arts events and touchpoints in the neighbourhoods. NAC Arts and Culture Nodes, together with community partners, will bring year-round arts experiences to Singaporeans across the island. (b) Developing diverse capabilities of arts workers, including the self-employed, with an emphasis on digital competency. (c) Creating spaces for experimentation, innovation and incubation of works that connect with audiences. For example, NAC is partnering the Singapore Land Authority to set up pilot arts sandboxes in Kampong Java. (d) Boosting long-term sustainability of the arts sector and strengthening private giving to the arts, such as through the Sustain the Arts (stART) Fund launched by NAC in January 2021 and the Cultural Matching Fund. NAC has been consulting broadly for the next iteration of Our SG Arts Plan and will be hosting public engagement sessions over the next few months. These engagement sessions will gather views and test ideas for the future development of the arts in Singapore.”
“According to the latest data from MOM, the median monthly income of workers in the arts, entertainment and recreation sector was between $3,800 and $4,100 from 2018 to 20201. Data for 2021 will be released by MOM once available. Our arts community has shown resilience, creativity and innovation in their response to the challenges brought about by COVID-19, presenting their works and engaging audiences in novel and interesting ways. Through the $75 million Arts and Culture Resilience Package (ACRP), MCCY and the National Arts Council (NAC) have worked with our arts practitioners and organisations to safeguard livelihoods, retain capabilities and develop new ones. Many Singaporeans were able to continue to enjoy and experience arts events despite the pandemic. The outlook for the arts scene in 2022 is a cautiously optimistic one. We hope to see the arts sector lock in the gains made over the last two years. These include reaching new digital audiences, creating new arts experiences and business solutions and building capabilities to accelerate the adoption of technology, especially with the growth of audience demand online. Based on NAC’s COVID-19 Arts Consumption Survey (2020-2021), about eight in 10 digital arts consumers responded that they would continue online consumption after the pandemic. MCCY and NAC will continue to work closely with arts practitioners and organisations to transform the way they work and to resume a wider variety of arts activities – both digital and in-person – as we grow more resilient against COVID-19. We look forward to renewed vibrancy in our arts, with enhanced offerings for all Singaporeans as we move into 2022.”
“In addition, Digital Ambassadors at the SG Digital community hubs found in selected CCs and public libraries island-wide are at hand to assist residents in this area. Further, our grassroots volunteers who reach out to residents and seniors in their ongoing community engagement efforts are also able to offer assistance. The Silver Generation Ambassadors will guide seniors in claiming the vouchers or direct them to the nearest CCs for help. To reach out to as many Singaporean households as possible, we are continuing to publicise the CDC Vouchers Scheme on digital display panels at HDB lift landings, newspaper print ads and the CDCs’ social media channels. To encourage and make it easier for Singaporean households to spend their vouchers, the five CDCs recently launched the CDC Vouchers Merchants Go Where online search function on 23 December 2021 in partnership with Government Technology Agency (GovTech). With this, Singaporeans can now easily find the CDC Voucher Scheme participating hawkers and heartland merchants nearest to them. This complements our other efforts to identify these participating outlets with the use of decals and displaying banners in areas where clusters of participating businesses are located, as well as tapping on social media channels. The CDC Vouchers Merchants Go Where listing is also updated regularly. Since its launch, feedback from residents and participating hawkers and heartland merchants on the CDC Voucher Scheme has been positive. Residents have benefited from the ease and convenience of claiming and spending their digital vouchers and merchants have welcomed the seamless and responsive digital interface for sales. We wish to thank all Singaporeans for their support and participation in the CDC Vouchers Scheme.”
“The five Community Development Councils (CDCs) launched the $130 million CDC Vouchers Scheme on 13 December 2021 to thank Singaporeans for their sense of solidarity during the COVID-19 pandemic and to support hawkers and heartland merchants affected by the pandemic. Up to 1.3 million Singaporean households will each receive $100 in CDC vouchers which can be spent at the participating hawkers and heartland merchants. This Scheme is part of the $900 million Household Support Package announced in Budget 2021. We are heartened by the keen response from Singaporean households who have claimed their CDC vouchers thus far. Within one month of the launch of the scheme, more than three-quarters of the 1.3 million Singaporean households have successfully claimed their vouchers and over $28 million worth of vouchers have been spent. This speedy response was also possible because of the use of the digital platform for claims and spending. Feedback from merchants indicates that the CDC vouchers have boosted their businesses significantly. To ensure all Singaporean households can enjoy the benefits of the CDC Vouchers Scheme, help is readily available at Community Centres/Clubs (CCs). Seniors without family members to help them claim their CDC vouchers, residents without smartphones or those who are digitally less savvy, may go to their nearest Community Centre/Club (CC) for assistance to claim the digital vouchers and/or request for the CDC vouchers to be printed. Besides the CCs, assistance to guide residents in claiming the CDC vouchers is also available at selected Residents’ Committee (RC)/Residents’ Network (RN) Centres located in areas with a higher concentration of elderly persons.”
“To better coordinate these efforts, the Interagency Taskforce on Mental Health and Well-being, chaired by Dr Janil Puthucheary, Senior Minister of State for Health, is developing a national strategy and action plan on mental health and well-being. This includes measures to strengthen support for youths. Past crises, like SARS, showed that we need to build a strong social compact to weather such national challenges. To this end, the Government has been working with our youths and citizens to strengthen their commitment to our society, community and nation. As such, in spite of the COVID-19 pandemic, our youths have demonstrated passion, drive and proactiveness in supporting others. Through our Youth Corps Singapore (YCS), our youth volunteers have supported food charities, such as Willing Hearts, with food packing and meal service to vulnerable communities. YCS volunteers also helped with TOUCH Community Services’ Meals-on-Wheels programme, delivering lunch and dinner meals to home-bound seniors living alone. Our SG Cares Volunteer Centres have also been working closely with our partners in the SG Cares Community Networks to channel support towards community mental wellness initiatives in the respective towns. Our youths have also initiated their own ground-up movements to support vulnerable groups in the community. For example, when schools transitioned to home-based learning, not all students had a laptop or Wi-Fi at home. ReadAble, a youth volunteer group that runs weekly reading classes for children living in Jalan Kukoh, sourced for donated laptops to needy families from their own networks. Our youths are our future. And our Government is committed to supporting them and helping them thrive during this pandemic and beyond.”
“Fresh graduates facing difficulties in their job searches can refer to the Career Starter Programme by Workforce Singapore, which provides tailored career resources and personalised career coaching. Beyond the initial stages of education, youths can continue upgrading their skills through initiatives supported by SkillsFuture Singapore (SSG). They can use their SkillsFuture Credit and tap the SkillsFuture Work-Study Programmes (WSPs) at various levels, that is, certificate, diploma, post-diploma and degree programmes, to acquire work-relevant skills and help them transition into the workforce. MOE and SSG will scale up WSPs as a mainstream pathway and aim to make these programmes available to 12% of each age cohort by 2025. Youths with entrepreneurial aspirations can also take advantage of Enterprise Singapore’s (ESG) Startup SG. This unifies efforts to support our vibrant startup ecosystem. Youths can benefit from programmes, such as Startup SG Founder, which provides mentorship and seed capital for first-time entrepreneurs. ESG also has an extensive network of Accredited Mentor Partners (AMP) to provide budding entrepreneurs with mentorship, learning programmes, networking contacts and potential funding. We are also working closely with our youths to safeguard and enhance their mental health and well-being, which have taken a toll during the pandemic. The Government, schools and healthcare institutions provide services, and partner community organisations have come together to roll out initiatives to strengthen our youths’ mental well-being and resilience, so they can thrive in this challenging environment and beyond.”
“Our youths have faced multiple challenges and stressors during the COVID-19 pandemic. Concerns over future uncertainty, job security and COVID-19’s impact on their financial resources have contributed to insecurity and anxiety among some youths. We are supporting our youths during this trying period. On the job front, we have rolled out a range of job, training and skills upgrading initiatives to help our youths stay confident about their future. Youths can take up a range of job and training opportunities under the SGUnited Jobs and Skills Package (SGUJS). An additional $5.4 billion was set aside in 2021 to support the hiring of 200,000 locals through the Jobs Growth Incentive (JGI) and provide 35,000 traineeships, attachments and training opportunities this year for jobseekers to pick up industry-relevant skills that can ensure their employability. For graduates who may not be able to secure a job straightaway, the SGUnited Traineeships provide them with traineeship opportunities hosted by companies. These traineeship opportunities provide them with valuable industry-relevant experience and help them to build up their skillsets and networks while receiving an allowance. NYC’s complementary YouthTech Programme and Youth Corps Internship Scheme provide youths with a greater diversity of traineeship and internship opportunities in the social and community sectors. As of October 2021, over 800 youths had benefited from both these programmes. Graduates of the Institutes of Higher Learning (IHLs) from the Class of 2020 and 2021 also benefited from the free Continuing Education and Training courses offered by their alma maters, the IHLs’ virtual career fairs and enhanced career guidance services and job placement support.”
“We want to encourage a democracy of deeds where Singaporeans can actively participate in building a caring and cohesive society. To retain public confidence in the sector, organisations should also do their part in ensuring that their operations are well-run and remain accountable to their donors and beneficiaries while delivering their charitable purposes.”
“Applicants that lack substantive activities and do not demonstrate their ability to exercise proper control and management of the organisation will be rejected. In supporting charitable efforts, including ground-up community groups serving charitable objectives, collaborators, donors and funders should be discerning and check for registration details. If the organisation appears to be a charitable one, members of the public can check for the organisation’s information on the Charity Portal. Donors and members of the public are advised to practise caution when working with or donating to unregistered organisations. Aside from registration, charitable fundraising is similarly regulated. Anyone, including businesses, organisations and individuals, conducting fundraising appeals in Singapore for charitable, benevolent or philanthropic purposes are regulated by COC under the Charities (Fund-raising Appeals for Local and Foreign Charitable Purposes) Regulations 2012. This includes fundraising appeals for in-kind donations. The Regulations spell out the duties and obligations of fundraisers, which include disclosure of clear and accurate information; proper management and usage of donations; as well as keeping accounting records of donations received and disbursed. If there is reason to believe that a fund-raiser has violated any of the fundraising regulations, the COC’s Office will look into the matter. Where there is misconduct in any fundraising appeal, COC can act to protect donors by invoking his powers to suspend, restrict or prohibit the conduct of the appeal. The COC’s Office adopts a risk-based regulatory approach to ensure good stewardship and public accountability while not stifling the growth of philanthropic acts.”
“Community groups play a crucial role in society. Ranging from small, informal groups of volunteers, to larger, registered entities that are professionally managed, community groups respond to social needs in the community and have the potential to build bridges and unite people through their work. We are heartened to see society coming together and initiating projects to serve the community. This kampung spirit is commendable and should be encouraged. The ground-up community groups that Mr Sitoh Yih Pin mentioned are usually informal, small in scale and run by volunteers. MCCY has worked with many such groups to support their efforts through funding and other resources. As they and their efforts grow in scale, we encourage organisations to do more to maintain accountability and put in place stronger governance structures to ensure that their activities and resources continue to be well-managed, to deliver sustained impact. This includes seeking registration with the appropriate authorities and subjecting themselves to the regulatory regime which promotes transparency and strong governance. The Commissioner of Charities (COC)’s Office plays an important role in upholding trust between charities and the public, and the regulation of the charity sector serves to promote a well-governed sector which has the trust and confidence of the public. Organisations that are set up for exclusively charitable purposes are required to be registered under the Charities Act. The COC’s Office registers charities only when the applicants are able to meet registration requirements, such as having objects which are exclusively charitable.”
“But in singling out GRLs as a group, the premise of the Member’s question not only does a disservice to the work of 40,000 GRLs and thousands more who came before, it also undermines the very trust that GRLs have painstakingly built up with residents over many years. There is no basis to contend that GRLs are disproportionately more involved in criminal activity than any other group in society. As leaders in the community, we expect GRLs to conduct themselves in a manner that befits their standing and role in the community. There are, therefore, sound processes and due diligence in place when it comes to the appointment of GRLs, and we constantly review the appointment system to ensure that there is sufficient rigour. For instance, before GRLs join the grassroots organisations and are appointed to leadership positions, they will serve as observers for a period of time and are given a direct and hands-on assessment on their suitability for appointment into the GROs as full-fledged GRLs. We make the best judgement of a person before the appointment is made. But that is not to say that the system, or, indeed, any system, can predict in advance who might then run afoul of the law subsequently. In those cases where GRLs are accused of crimes and it undermines his or her ability to perform their roles, they might be suspended from active involvement in the grassroots organisations or be immediately removed from all grassroots appointments if they are subsequently convicted.”
“GRLs also played an invaluable role in helping our people, particularly those who were more acutely impacted due to the pandemic, through these challenging times. They worked with community and corporate partners to distribute food, daily essentials, and vouchers, which helped to defray household expenses for low-income families and assisted to process Temporary Relief Fund (TRF) applications of Singaporeans who lost their jobs during the pandemic. Many of them also volunteered to provide help for persons under quarantine and those serving Stay-Home Notices and Home Recovery Programme (HRP) despite personal risks to themselves. With the help of GRLs and volunteers, we have distributed more than 92,000 WeCare packs to households with residents on HRP. And as we speak, GRLs continue to be active as we prepare for the possibility of a next wave of heightened COVID-19-positive cases due to Omicron. Members will recall that when we started our national vaccination campaign, there was, initially, some hesitancy among people, especially seniors. Our GRLs went from door-to-door to reach out and explain and also encourage residents to get vaccinated and help address and dispel misinformation surrounding vaccinations. These vaccination outreach efforts allowed us to lend further assistance to seniors who were staying alone or residents who needed help. In 2021, through the support of 14,000 GRLs and volunteers, we were able to reach out to over 300,000 seniors. These efforts have contributed greatly to the high rates of vaccination that we have today. This is possible, in no small part, because residents, by and large, trust our GRLs. This relationship is a precious one, cultivated over time, and should not be taken for granted.”
“Grassroots leaders (GRLs) come from all walks of life and volunteer their time, effort and resources in an effort to make Singapore a better home for all. Since the People’s Association was set up over six decades ago, GRLs have played an integral role in building and serving our communities, often quietly and behind-the-scenes. GRLs are part of the fabric of our community. They help to promote a diverse, united and resilient society and also connect the Government and the people by explaining Government policies and often serve as the hands and legs which close the last mile in policy communications and delivery. The work of our GRLs can be done effectively because of the trust which GRLs have built up over the years with the community, incrementally, over time, both through good times and bad. Many of them are active and on the ground on a daily basis. They meet with and see residents. Over time, their work contributes to our racial harmony and social cohesion and also serve a larger national purpose. This reservoir of trust and goodwill is also what has enabled us to respond effectively as one Singapore during crises, such as SARS in 2003 and, most recently, COVID-19. When the pandemic hit us, GRLs stepped up to look after our residents, sometimes at risks to their own personal well-being. Members will know that throughout our fight against COVID-19, GRLs were constantly active on the ground, reaching out to residents, in tandem with our national responses. GRLs and volunteers disseminated important information to residents, worked on the frontlines supporting nationwide COVID-19 operations, such as mask distribution, the roll out of TraceTogether and helping our people with vaccination at Community Vaccination Centres.”
“To this end, the National Youth Council (NYC) and Mentoring Alliance Singapore (MASg) launched the Mentoring Alliance for Action (AfA), to provide youths with greater access to mentors that can help them navigate life’s challenges and difficulties. Supporting our youths requires everyone – Government, the community, families, and friends, to play a role. Let us continue to extend kindness and support to those who need help, so that we can overcome the challenges of COVID-19 together.”
“The Government and the community also leverages digital platforms to reach youths. (a) During Circuit Breaker in 2020, the National Youth Council (NYC) launched MehGoWhere, an online site that provided youths with resources, coping tips and online activities to stay connected. This has transitioned into Youthopia, a first-stop portal providing youth-centric content, including mental health resources such as tips on self-coping and resilience, as well as information on community events for them to connect with like-minded individuals. (b) The SSAs engage youths online to impart important values and life skills, such as through Instagram live chats. Youths may also access online counselling services, such as eC2 by Fei Yue Community Services and e-counselling services by Limitless. Additional measures to strengthen the social support networks of youths include the following: (a) Youths can take part in meaningful volunteering activities organised by Youth Corps Singapore and the People’s Association (PA) Youth Networks, through which they can meet peers and contribute to their communities together. In doing so, they are also expanding networks that are vital for social resilience. Youths can also participate in town and community-level initiatives by the SG Cares Volunteer Centres. (b) We partner youth enterprises such as Friendzone, to organise regular online community events where youths can bond with others in their neighbourhoods. (c) We also recognise that youths can benefit from the support and guidance from those who are more experienced.”
“The Government recognises the importance of social support for our youths, and has put in place measures to identify and support the needs of youths who are isolated: (a) In schools, teachers, counsellors, or student welfare officers identify youths who display worrying behaviours or show early signs of absenteeism. They check in on these students, conduct home visits if necessary, and work closely with their parents to ensure their well-being. School staff assess the students’ needs, and provide appropriate in-school support and referral to professional or community agencies. Peers also look out for one another, and check in on friends and classmates who are experiencing difficulties. (b) In the wider community, MOH and the Agency for Integrated Care have set up youth community outreach teams to raise awareness on mental health, and to provide basic emotional support and resources to youths in mental distress. The outreach encourages youths to step forward to seek support, and family members to support the home environment of the youths. (c) MSF collaborates with Social Service Agencies (SSAs) to address the needs of these youths and their families. SSAs provide a range of youth-centric activities such as sports, performing arts and adventure activities, and drop-in centres to engage youths meaningfully. SSAs may link youths and their families to relevant services for additional support, including mental health resources or financial assistance. In cases where youths require urgent intervention, SSAs will conduct home visits to check in on the youths and work with their families to manage conflicts. Should there be safety concerns for these youths, SSAs will consult and refer to MSF Child Protective Service.”
“Now, Sir, I beg to move, "That the Bill be now read a Third time."”
“Sir, I believe this brings me to the end of the responses to the various questions that are raised. I have touched on, I think, almost all of the queries. With that, Sir, I beg to move.”
“I cannot speak for their manpower needs moving forward but, certainly, this demonstrates that officers have been working hard to ensure that justice is not just served correctly but served expeditiously as well. Let me touch on some questions raised by Members on the opportunities for cross-learning and collaboration. Mr Zhulkarnain mentioned ensuring opportunities for cross-learning between the two Services and that the Singapore Judicial College could be involved. We thank him for these suggestions. We agree that the Services must continue sharing knowledge and best practices even after the restructuring, and we will pass this feedback on to the two Commissions. Last couple of queries. Mr Dennis Tan asked about career development after the split of the two Commissions. The Commissions will study and consider. But I can say to Mr Tan that their focus will be what works best for Singapore, how best to attract and retain talent and how best to develop their respective officers, as I have mentioned earlier. Mr Lim Biow Chuan asked about the secondments. I mentioned that in the two Articles 111F and 111N., and the framework here is to jointly develop a framework for cross-seondings secondments. Members might also wish to know that after the Adjournment Motion by Mr Pillai, there were townhalls held by the Working Group. There was a workgroup that was set up. There were at least five townhalls, significant engagement with Legal Service Officers, and they expressed a desire for secondments to continue; to continue to allow them to be seconded so that they can, as Mr Lim puts it, gain a far wider breadth of experience so that this will come to bear positively in the discharge of their services.”
“I had earlier mentioned in my speech how both the Judicial and Legal Branches have been taking measures to deepen specialisation within their own skillsets. They will continue to build on these efforts after the restructuring. With the restructuring, the two Commissions will have the flexibility to also develop their own unique value proposition in terms of breadth of exposure for their officers, talent development, opportunities for career progression, recruitment and so on. As I have said earlier, the competition is not just within the Service. It is how do we attract the best talent, given that we have developed the legal industry, the legal landscape in Singapore to an extent where the top talent does exist in Singapore. But I am confident that the two Commissions will be able to chart the way forward for the respective Services as we enter this next stage of institution-building. On this note, Mr Dennis Tan asked about caseloads. Mr Lim Biow Chuan also cited some figures. The cases are getting more complex; not just more but also more complicated. But the officers have worked very hard. And just to give Members a sense, between 2018 and 2020, the State Courts and Family Justice Courts collectively dealt with an average caseload of more than 292,000 cases each year. What is also commendable is that, in these three years at least, the State Courts have consistently achieved a total case clearance rate of more than 100% each year, which means that the number of cases they clear exceeds the number of new cases that are filed each year. So, they are progressively clearing a backlog and making sure that cases are disposed of more expeditiously.”
“Mr Pillai asked how the reconstituted LSC plans to attract and retain its fair share of top talent with the right set of values after restructuring. Those are perennial problems, not just today, previously but also in the private sector. Mr Louis Ng queried if there are plans to diversify the talent pool of judicial officers within the JSC. First, let me thank Mr Pillai's impassioned speech and his recognition of the impactful work undertaken by the LSOs in the past year and a half, at least. It has been a challenging period – as Mr Pillai illustrated with various examples – but the officers, I think we can agree, have delivered far beyond expectations. The plans going forward are matters for the new Commissions when they are constituted. That is precisely why they are set up with the respective Personnel Boards. Nevertheless, I am sure that both the Chief Justice and the Attorney-General, as the future Presidents of the two Commissions, share Mr Pillai's concerns that both their Services must continue to attract the right legal talent with a heart for service and a care for Singapore in their respective domains. I think Mr Dennis Tan also raised this point and what I have just said will also answer the query he had raised. I should also add to Mr Tan's question that the intent is not to have the Chief Justice nominated to the LSC or for the Attorney-General to be nominated to the JSC. That would not be compatible with the spirit of the amendments that we are proposing. The issue of talent diversification – I have to come back to this point that I think Mr Louis Ng also raised – and, more importantly, ensuring that we have the right people with the relevant skillsets and also temperament for the Bench will, undoubtedly, be on the forefront of the minds of the JSC.”
“Mr Nair asked if secondments would be more difficult after the restructuring since there are different Commissions governing the officers and whether there is a risk that if an officer remains in one Branch, they would not get a broader perspective that will help them to perform their functions better. In the same vein, Mr Zhulkarnain made a number of proposals on secondments for exposure. Mr Zhulkarnain, in particular, asked if permanent transfers will be available where necessary to meet manpower needs and if the possibility for suitable Judicial Officers (JOs) to be seconded to the Syariah Court can be retained. I welcome Mr Lim's, Mr Nair's and Mr Zhulkarnain's points. The goal of the restructuring is to better support the training and development of officers in the Judicial Service and the Legal Service. This overall objective has not changed. We want to provide the best development opportunities for officers. As I mentioned in my opening speech, both the Judicial and Legal Branches have now matured to a state where there are diverse opportunities within each Branch – not just across but within each Branch – for exposure. Nevertheless, as I have mentioned earlier, secondments will continue to be made available under a framework to be discussed and agreed upon by both Commissions. With the restructuring, I expect that the two Commissions will explore even more innovative ways of enhancing the development of both Legal and Judicial Service Officers. In this regard, I am sure that the Commissions will take very seriously the various proposals and suggestions that Members have put forward. Mr Pillai and Mr Ng touched on talent attraction and talent diversification in their speeches respectively.”
“She discharges her duties with a direct mandate from the electorate. The eligibility criteria for JSC and LSC members are also set out in the Constitution and designed to make sure that members have no formal political links. Just for Members' information, Article 111K sets out the qualifications, and 111L sets out the disqualifications. In addition, all JSC and LSC members must take an oath of office and it will be an offence for any member to disclose any information in connection with any matter referred to the Commission. Mr Louis Ng asked if there are limits on the reappointment of JSC and LSC members and, if not, the reasons for not limiting the number of reappointments that a member can hold on the JSC and LSC. The short answer to Mr Louis Ng is no. There are no limits on the reappointment of JSC and LSC members. Whilst we understand Mr Louis Ng's concerns about leadership renewal and organisational change, we must also, at the same time, be realistic about the pool of candidates that are suitable and also willing to serve on these Commissions. Candidates must be suitably qualified – I set out earlier the Articles that prescribe the criteria – and sufficiently senior, with experience, and for those from the private sector especially, must be willing to devote time and energy to Public Service. We want the best people to sit on both Commissions. Given our small size, this pool is not large. It is not feasible to impose strict limits on reappointments, which would not lead to the best results for both Commissions. Next, let me touch on secondments and transfers. Both Mr Lim Biow Chuan and Mr Vikram Nair spoke on the benefits of secondments in providing breadth of exposure for officers. Mr Lim asked for confirmation that such secondments would continue.”
“It has allowed the LSC to draw from the best practices, particularly from a human resource perspective, of the PSC, while the Commissions remain separate and independent. So, this will continue after the restructuring. The JSC and the LSC can draw on Chairman/PSC's experience and expertise whilst the various Commissions remain separate and independent. There is no question of Chairman/PSC's ability to act independently. He is himself appointed by the President in her discretion, acting on the advice of the Prime Minister, and there are constitutional safeguards, which I have outlined earlier, to secure his independence. Mr Louis Ng also mentioned that Chairman/PSC nominates up to two members each on the JSC and the LSC. Again, as I have said in my opening speech, this is something that has already been in place since the 1959 Constitution although, prior to 2007, Chairman/PSC could nominate two members of the PSC directly to the LSC, whereas, today, Chairman/PSC advises the President on the appointment of up to two members and the President has the discretion to veto such nominations. That structure remains today in the Bill. In fact, just to be complete, this is on the same footing as the Chief Justice and the Prime Minister. Their nominees are also subject to the President's veto. Even if, for the sake of argument, one were to accept that there is some risk that Chairman/PSC would not act independently, this concern is premised on the notion that Chairman/PSC's nominees will somehow be unable to act independently as well. But Mr Louis Ng will be assured to know that the appointments of both JSC and LSC members, including the Chairman of PSC's nominees, will be made by the President, acting in her discretion.”
“Mr Speaker, I thank Members who spoke in support of the Bill from both sides of the House. Let me quickly and directly address the questions raised. Mr Zhulkarnain Abdul Rahim asked about the definition of “subordinate court” as used in clause 26 of the Bill. As set out in clause 26, on the appointed date, the existing Judicial Branch officers will be assigned to the Judicial Service, and all other Legal Service officers will remain in the reconstituted Legal Service. A Judicial Branch officer is defined as an officer holding a post in the Supreme Court or a subordinate court immediately before the date of the commencement of the Act. To avoid doubt, the LSC Secretariat will be notifying the individual officers of the Service that they have been assigned to. The term "subordinate court" as used in clause 26 of the Bill has the same meaning as that in Article 93 of the Constitution. So, it includes the State Courts, the Family Courts and the Youth Courts. Mr Louis Ng asked about the safeguards for judicial independence, notwithstanding the "overlaps" in the composition of the JSC, LSC and PSC. I think he refers to the overlap in question, which is the Chairman of PSC. On Chairman/PSC's presence on both the JSC and LSC, Mr Louis Ng might be interested to know that, in fact, the 1959 Constitution, which I referred to earlier and which first established the LSC, already provided for the Chairman of PSC to be an ex-officio member of the LSC and that, has since, remained unchanged. So, we are simply using that and Chairman/PSC remains now on both of the two Commissions, post-split. Mr Speaker, there is a good reason for this.”
“These clauses do not relate to the Commissions. These clauses amend the references in the Constitution to various statutes relating to Government borrowing. The changes are consequential to the amendments made in the Government Borrowing (Miscellaneous Amendments) Bill, which was just debated. Sir, I will now turn briefly to the Judicial Service (Miscellaneous Amendments) Bill, which makes consequential amendments to various other Acts. The Bill inserts terms, such as "Judicial Service Officer", "Judicial Service Commission" or "Singapore Judicial Service" into the affected Acts, where appropriate, such that Acts which apply in relation to the Legal Service will also apply to the Judicial Service, and Acts that apply in relation to the LSC will also apply to the JSC and, finally, Acts that apply in relation to LSOs will also apply to JSOs. Sir, in conclusion, these amendments are intended to build on the six decades of institution-building that has made the Legal Service the premier service that it is today. Sir, I beg to move. [(proc text) Question proposed. (proc text)]”
“There is also a requirement that PBs must have at least three members to ensure a diversity of voices within a PB and to bring balance to its discussion and decisions. Safeguards, at the same time, will be retained. The Commissions may not delegate functions and powers relating to (a) either senior officers at or above a threshold grade; and (b) discipline and dismissal of any officers. So, both of those remain non-delegable. As is the case today, these matters will be decided at the Commission level because matters relating to senior officers should be decided directly by the Commissions, and functions of discipline and dismissal have serious professional implications and consequences. The appointment of members to any PB remains subject to the President's concurrence, as is the case today. Cross-Service secondments will continue to be available on application after the restructuring. I mentioned cross-Service secondments earlier in my speech. Those will continue to be available. To facilitate this, Articles 111F and 111N, for JSC and LSC respectively, allow them to make joint regulations to provide that their personnel management functions over officers holding prescribed posts may be exercised by the other Commission. Secondments will be available under a framework jointly developed by the two Commissions. Such movements will likely be subject to the prevailing rules or requirements developed by the two Commissions; the needs of the Services, obviously, given their specific manpower needs, including the availability of positions; and, necessarily, the officers' relevant experience and suitability for the job. Sir, before I move on from the Constitution (Amendment) Bill, let me just briefly draw Members' attention to clauses 21 and 22 of this Bill.”
“The Judicial Branch Special Personnel Board comprises CJ and three other Supreme Court Judges, and the Legal Branch Special Personnel Board comprises the CJ and senior members of the AGC, including the AG and a Supreme Court Judge. As part of the review, we also reviewed the appropriate structure for the PBs in the context of the changes that we seek to make for the proposed specialist model. With the restructuring, we have decided, following discussions with both CJ and AG, to shift to a system of formalised delegation. The structure of the Commissions already align authority and responsibility, reducing the need for devolution. CJ and AG, as Presidents of their respective Commissions, will be closely involved in the management of the officers in their respective Commissions. They will each be able to nominate Supreme Court Judges and Deputy Attorneys-General to the Commission if they so choose. Both offices are involved in the management of their organisations and enjoy constitutional protection for their independence. A system of formalised delegation will facilitate alignment of purpose and efficient decision-making and also facilitate the division of responsibilities between the Commissions and the PBs. Post-restructuring, the sizes of the Services will also be smaller – about 200-plus officers in the Judicial Service and 500-plus for the Legal Service. Under this proposed structure, Commissions will be empowered to delegate, by way of subsidiary legislation, stipulated functions and powers to one or more of the PBs. These are to be exercised under the Commission's direction and control. In terms of composition of the PBs, the Articles set out a closed list of persons who may be appointed as PB members.”
“The CJ will be the President of the JSC and the AG will be the President of the LSC. Chairman/PSC will be the ex-officio Vice-President of both Commissions. The key change here is the hardcoding of Chairman/PSC's role as Vice-President of both Commissions. Other than this, the remaining provisions replicate the current position in the Constitution. So, the respective Presidents of the Commissions, Chairman/PSC and the Prime Minister may nominate up to two members, whose appointment is subject to a Presidential veto. Where any of them nominate two members, then at least one of them must be legally trained and of adequate seniority in order for both to be appointed. The existing disqualifications that you see today will continue to apply. Similar to today, Personal Boards (PBs) may be established to exercise certain functions of the two Commissions. However, there will be some structural changes to the PBs, which I will take Members through. In 2014, Members may recall that I had said PBs were restructured along Branch lines instead of by seniority. This was part of a broader shift towards specialisation, as I mentioned earlier. The two PBs that had been operating since 1995 were replaced by the Judicial Branch Special Personnel Board and the Legal Branch Special Personnel Board, which have been in operation since that time. These two new PBs respectively oversee most human resource functions in respect of LSOs in the Judicial Branch and LSOs in the Legal Branch, up to Superscale Grade 3. Officers at Superscale Grade 2 and above continue to be overseen by the LSC directly. The two Boards also oversee career development pathways in the Legal and Judicial tracks. The Boards are currently constituted as such. Both are chaired by CJ, who is President of the LSC.”
“Each Commission will focus on the particular demands of their respective services. They will have flexibility to adapt their personnel management and development frameworks according to their respective services' specific needs. The shift to a specialist model is not so much to address the problems of today but really a matter of forward planning, preparing for the challenges of the future. As Minister Shanmugam said in his response to Mr Murali's Motion, the key question is: when is the right time to move? We could take a wait-and-see approach, given what I have said, and maintain the current system and make small adjustments at the margins, smaller tweaks; or we can make the move now, prepare ourselves for the future. We believe this will, eventually, make sense: to split the two services when the Legal Service grows further. Sir, I will now take Members through the key provisions of the Bills, starting with the Constitution of the Republic of Singapore (Amendment) Bill. Broadly, the new provisions seek to replicate the existing provisions in respect of the current LSC, with appropriate adjustments to be made where necessary in introducing the JSC. Clause 6(a), read with clause 26(1), establishes the Singapore Judicial Service. It will consist of existing LSOs holding posts in the Supreme Court or a subordinate court. All other LSOs will remain in the reconstituted Legal Service. Clause 14 inserts new articles to establish a JSC and to reconstitute the LSC. The new Articles 111B to 111I relate to the new JSC while 111J to 111Q relate to the reconstituted LSC. The composition of the Commissions is set out in the new Articles 111B and 111J of the Constitution. Each Commission will have two ex-officio members.”