Masagos Zulkifli B M M
Singapore
“Coordination between Early Intervention (EI) centres, families and preschools is important for the continuity of support for children with developmental needs.”
“The Taxi Subsidy Scheme supports persons with disabilities (PwDs) who are unable to take public transport, by providing means-tested subsidies to offset the cost of taxi travel to school, work and employment-related training supported by SG Enable.”
“The Skills and Salary Guidelines published by the National Council of Social Service (NCSS) guides social service agencies (SSAs) to pay their employees fair and competitive remuneration and maintain the sector's attractiveness. The Guidelines are adjusted so that salaries remain competitive with comparable roles in competing markets.”
“Staff turnover rates vary across social service agencies (SSAs). An individual's decision to leave an organisation is influenced by a myriad of factors, of which pay is only one.”
“Beyond the requirement of a structured daily programme, community-based SCFA administrators have the flexibility to offer programmes and additional enrichment activities that meet the needs of their students. MSF does not track staff salaries and turnover of SCCs in general nor those that administer SCFA.”
“Male preschool educators comprised about 1% of the early childhood workforce in each of the last five years. The Early Childhood Development Agency (ECDA) has not issued guidelines pertaining to the rules set by preschool centres specific to the conduct of male preschool educators.”
The complete record
Every one of 2,489 lines we hold for Masagos Zulkifli B M M, in date order, each linked to its source. Free to read, in full, without an account. Page 5 of 50.
“The Government has invested significantly in the early childhood sector to give every child a good start in life. The annual Government expenditure on the early childhood sector has increased from around $1.5 billion in FY2020 to over $2 billion in FY2024. The average Government expenditure per preschool-aged child has increased from $7,900 to $13,000 over the same period, with a higher amount spent per child in anchor and partner operator (AOP and POP) preschools and on children from lower-income families. We provide funding to AOPs and POPs to ensure that they invest in quality improvements and keep within monthly fee caps. These fee caps were lowered to $640 and $680, respectively, for full-day childcare this year. We will further reduce these fee caps to $610 and $650 respectively in 2026, and families will pay even less after basic and means-tested subsidies.”
“As of August 2025, there are 32 Ministry of Social and Family Development (MSF)-funded Day Activity Centres (DACs) with a total capacity of over 1,800 places, and an overall utilisation rate of about 90%. The mean and median waiting time for enrolment into a DAC is about eight months. MSF is progressively increasing DAC capacity by 500 places by 2030. In the meantime, persons with disabilities may tap on the Special Transition and Engagement Programme that provides interim engagement to graduates of Special Education schools, or activities via the Enabling Services Hub pilot.”
“The Government will continue to engage parents to understand their challenges and strengthen programmes and tools to help their children develop healthier screen time habits in this digital age.”
“In January, the Government launched Grow Well SG to support parents in managing their children’s screen use and promoting other healthy behaviours from an early age. These include the Childhood Health Behaviours Checklist at healthcare touchpoints and personalised Health Plans with lifestyle prescriptions through schools. We have developed practical parenting tips on guiding screen use, conversation starters and alternative non-screen activities for parents to engage their children. We have made these tips widely available through channels, such as the Families for Life website, Parent Hub website (e.g., Screen Use Buddy), Parenting for Wellness, Digital for Life Portal, Parenting Resources in Parents Gateway and the Early Childhood Development Agency's Beanstalk. In addition, the Families for Life Council works with community partners to offer parenting talks on screen use and device management during parents' meet up sessions and at community touchpoints. Parent Support Groups in schools also share screen use tips and strategies with their parent communities. As these measures are fairly nascent, we are still monitoring and assessing their effectiveness. There are no plans to make these programmes mandatory for new parents, as each family's needs differ. However, we recognise the importance of starting them young on the right footing for screen use. As part of the SG60 Baby Gift Pack distribution, all Singaporean parents of newborns in 2025 receive a parenting journal with a concise guide to resources on healthy habits, including adopting no screen use for infants. A similar guide will be made available to parents of newborns in subsequent years through various healthcare and community touchpoints.”
“Take-A-Break (TAB) is a home-based respite care pilot started by SG Enable in 2020 to support caregivers of persons with disabilities. As of 31 August 2025, TAB has supported close to 400 caregivers, utilising over 20,000 hours of respite. SG Enable continues to review and refine the programme to ensure that it meets the needs of caregivers. If caregivers are temporarily unable to provide care, they can access respite care options including home-based services like TAB, enrol their care recipients in activities at community facilities or short-term respite care at disability homes. SG Enable works with disability service providers, hospitals, Enabling Services Hubs and community organisations, like CaringSG's caregiver networks, to raise awareness of respite care options, including TAB. Caregivers may also learn about respite care options through the disability support website, Enabling Guide (www.enablingguide.sg).”
“The Ministry of Social and Family Development (MSF) has established different processes with schools, hospitals and law enforcement agencies, customised to their operating environment, to pick up possible cases of child abuse or neglect. For Ministry of Education Schools, staff are trained to use the Education Sector-Specific Screening Guide to assess suspected cases of child abuse or neglect. As absenteeism can arise from other factors besides child abuse or neglect, the school will first contact the family and conduct home visits to check on the student's well-being. Teachers also monitor student welfare during daily interactions. School personnel also use the Child Abuse Reporting Guide to assess cases. Where required, they will make a report to the National Anti-Violence and Sexual Harassment Helpline (NAVH). When hospitals identify non-accidental injuries and suspect child abuse or neglect, their protocols require them to lodge a Police report and alert the medical social worker, who will report the case to NAVH. When law enforcement agencies like the Singapore Police Force or Central Narcotics Bureau encounter young children affected by the arrest of family members, officers will refer them to NAVH if there is no available caregiver or if there are concerns of abuse or neglect. MSF currently shares and has data sharing arrangements with various agencies. It will continually assess whether data alerts and triggers will on balance, provide a more effective response. Where they can do so, MSF will work with agencies to implement them.”
“Anchor Operator centres allocated Housing Development Board premises by the Early Childhood Development Agency (ECDA) are charged similar rental rates as other socio-communal facilities. ECDA does not currently allocate any sites to Partner Operator centres.”
“For the current term of the Partner Operator (POP) scheme, the Early Childhood Development Agency (ECDA) had run an open, competitive call for applicants. The selection process considered multiple factors such as the applicants' track record in providing quality childcare services, financial sustainability and accessibility of centres, and local preschool demand. In addition, applicants were required to demonstrate commitment and ability to meet the scheme's requirements, which included the ability to provide affordable and quality preschool services, and enhance professional development and career prospects for Early Childhood professionals. Unsuccessful applicants were informed that ECDA had considered the relative suitability of operators and centres against the aforementioned factors. ECDA is currently evaluating applications for the next term of the POP scheme, which will commence from 1 January 2026. The results will be announced soon. The principles for selecting POP operators and centres, and communications to unsuccessful applicants for the next term will be broadly in line with the practice for the current term of the POP scheme.”
“The Assistive Technology Fund (ATF) supports eligible persons with disabilities (PwDs) in purchasing assistive devices for the purposes of early intervention, education, employment, therapy, rehabilitation and independent living. To date, we have not received any applications for personal tracking devices from PwDs. Such devices can be supported under ATF as they enable persons with autism to live independently. Persons with autism and their caregivers may utilise different types of personal tracking devices, such as global positioning system tracking watches or air tags, depending on their preferences. As the decision to utilise such tracking devices rests with caregivers, we will not proactively provide such devices to children with autism via early intervention centres.”
“The National Institute of Early Childhood Development (NIEC) began offering the Certificate in Inclusive Practice (CIP) in 2022 and there has been an intake of about 80 in-service educators each year. Beyond equipping educators through CIP, the Early Childhood Development Agency (ECDA) also works with training providers to incorporate inclusive practice into the curriculum of early childhood pre-service training and continuing professional development (CPD) courses. These courses develop preschool educators' competencies in inclusive practice, including behaviour guidance and differentiated instruction to support children with additional needs. ECDA has also piloted the Inclusive Support Programme (InSP) in six preschools, to integrate early intervention and early childhood services at preschools for children requiring medium levels of early intervention support. Educators in InSP preschools undergo training and coaching to equip them with the necessary skills and competencies to support children with additional needs in the preschool setting. ECDA remains committed to working with partners to make preschools more inclusive and to provide a good start for every child.”
“The Disabled Persons Scheme (DPS) exempts eligible persons with disabilities (PwDs) who cannot take public transport from paying premiums for the Certificates of Entitlement and additional registration fees when they purchase a car for the primary purpose of travelling to and from work. Cars supported under DPS must have an engine capacity not exceeding 1,600cc, maximum power output not exceeding 97kW (130 brake horsepower) and open market value not exceeding $20,000. These specifications are set to support eligible PwDs to purchase an affordable car which can meet their work-related commuting needs, while ensuring fiscal prudence. We can consider appeals on a case-by-case basis.”
“The evaluation of the Inclusive Support Programme (InSP) pilot in preschools is nearing completion. The evaluation assessed the impact of InSP on the learning and social development of both children with developmental needs and typically developing children as well as the impact on caregivers of all children. More details about the evaluation and plans for InSP will be announced soon.”
“We will also encourage the pervasive adoption of digital technology, including artificial intelligence, to enhance social services. MSF will develop a comprehensive infrastructure plan for the next generation of social and residential services, making our services more accessible and fostering closer collaboration between social service agencies serving the same community. We will deepen our partnerships with research institutes and the innovation ecosystem in the social sciences and technology. We will strengthen regional and international collaboration to encourage the exchange of ideas, especially in the areas of family development and social mobility. We will grow the number of organisations that embrace the Sustainable Philanthropy Framework and commit time, talent and treasure to build a more caring society. We will amplify the contributions and impact of giving through SG SHARE and Community Chest, ensuring philanthropic efforts grow alongside the economy. MSF alone cannot nurture strong families and build a caring society. Strong families and meaningful opportunities grow from the support of communities, businesses and individuals working together. We will join hands with Singaporeans, in the spirit of Forward Singapore, to build a caring and inclusive future for all.”
“We are committed to building a society where men and women stand as equals and can pursue their aspirations to the fullest. We will lead the whole-of-Government efforts to strengthen support for women in the family, workplace and society. Together we will move towards a fairer and more inclusive society. MSF will support lower-income families in gaining stability, self-reliance and social mobility. Through ComLink+, dedicated family coaches and volunteer befrienders will journey alongside these families to set and achieve their goals, with Progress Packages providing additional financial support to recognise their efforts. We will continue to invest in child development through KidSTART and help families with young children enrol in and attend preschools. We will improve the experience of families who need ComCare assistance and regularly review and update ComCare payouts. We will also enhance the physical and digital delivery of services at Social Service Offices, while improving coordination with other public organisations and social service agencies. The Family Services Review Committee, comprising senior leaders from the sector and MSF, is examining how we can deliver more holistic, family-centric services to improve outcomes for families with complex issues. To reduce the incidence of domestic violence and youth offending, MSF will enhance investments in preventive interventions. We will also strengthen the legal framework for protecting survivors through a new Domestic Violence Act. MSF will strengthen the National Council of Social Service’s role as a sector developer and support the sector in offering rewarding and meaningful careers to social service professionals.”
“The Ministry of Social and Family Development (MSF) will nurture resilient individuals, strong families and a caring society. Guided by family-centred, proactive and strengths-based approaches, we will give Singaporeans greater assurance throughout life’s journey. MSF will support families through every life stage. For families with young children, we will ensure access to affordable and quality early childhood (EC) services. We are on track to offer places for 80% of preschoolers in Government-supported preschools by the end of 2025 and will continue to keep pre-school affordable while expanding infant care options. We will invest in the professional development of EC educators and partner preschools to enable each child to achieve their potential. We will rally like-minded individuals, families and organisations to expand marriage and family programmes through the Families for Life (FFL) movement. For those facing family relationships challenges, MSF will develop accessible and affordable family counselling services. We will support caregivers in looking after loved ones and help them stay in or return to employment. We will review the Mental Capacity Act to better support families with vulnerable adults who lack mental capacity, while strengthening safeguards against misuse or abuse of the Lasting Powers of Attorney. For Persons with Disabilities (PwDs), MSF will enhance employment support and opportunities for lifelong learning and strengthen home-based and community support to enable PwDs to live and participate fully in society. We will help families with PwDs prepare for needs across life stages through Person- and Family-centred Planning and foster positive attitudes towards PwDs.”
“Since the Asatizah Recognition Scheme (ARS) was made mandatory in January 2017, 36 asatizah have had their ARS certifications cancelled by the Asatizah Recognition Board. These were due to contraventions of the ARS Code of Ethics, such as ethical misconduct or doctrinal issues. The majority of our asatizah are Sunni Muslims. There are asatizah who are Shia Muslims and they serve the needs of the Shia community in Singapore.”
“The audited annual financial statements of Warees Halal Limited, which is a Company Limited by Guarantee, are publicly available and can be purchased from the Accounting and Corporate Regulatory Authority's website. The treatment of any surplus is governed by its Board of Directors, which decides on the allocation to the company's reserves. The reserves may be used for purposes, such as meeting contingency needs, reinvestment in the company's operations and donations in support of welfare and charitable causes, provided that such donations are consistent with the company's objectives and comply with any applicable legal requirements.”
“Children with possible developmental needs must be formally assessed by a paediatrician to determine the level of Early Intervention (EI) support they need and be referred to suitable EI programmes. The decision for a child to undergo this process ultimately rests with the parent and we strongly encourage parents to allow their children to be assessed and to enrol their child in recommended EI programmes. These programmes are designed to provide the necessary support for both the child and the family.”
“Currently, such information is captured at the household1 level. This includes household size, number of married couple-based households and number of single-parent resident households2. The data is available on the Department of Statistics' website at https://tablebuilder.singstat.gov.sg/table/TS/M810651.”
“The preschool had observed visible injuries on the child and submitted to the Early Childhood Development Agency (ECDA) an incident report prepared by the community worker from its affiliated social service agency. However, the report did not fully describe the severity of the injuries. This resulted in inadequate interventions by the relevant agencies. The Ministry of Social and Family Development (MSF) has since enhanced protocols to strengthen the child protection ecosystem. This includes requiring preschools to use the Sector-Specific Screening Guide, a standardised assessment tool, to assess the situation and report any child abuse concern to ECDA within 24 hours. If there are concerns about sexual abuse, noticeable injuries or signs of immediate threat to the child's safety, preschools are required to consult the National Anti-Violence and Sexual Harassment Helpline within two hours. To ensure more accurate assessments, preschools are now required to use a diagram to document visible injuries on the child, rather than to rely solely on written descriptions. The Member may also wish to refer to the MSF's statement on "Strengthening the Child Protection Ecosystem – Learning from the Past" published on 8 April 2025 on the MSF's website. It explains how cases of child deaths are reviewed, with a view to identify critical lessons and systematically enhance protocols to strengthen the child protection ecosystem.”
“From 2022 to 2024, the number of ComCare Short-to-Medium-Term Assistance (SMTA) households with per capita income above $800 were: 1,689 households in 2022; 1,372 households in 2023; and 1,328 households in 2024. These households account for around 6% of the total number of households receiving SMTA each year1. The Per Capita Household Income benchmark indicates the approximate income level at which households in need could qualify for SMTA but is not meant to be a criterion. Eligibility for SMTA is based on a holistic assessment by the Social Service Offices. For example, a family with household per capita income above the benchmark but having specific needs, such as assistive devices and educational materials for children, can still be granted SMTA.”
“Foster parents receive the monthly fostering allowance ranging from $1,100 to $1,500, which is sized to cover childcare and other out-of-pocket expenses related to caring for their foster child. The Ministry of Social and Family Development also supports foster parents by enrolling the foster child in an Anchor Operator or Partner Operator childcare centre, where foster parents are charged a flat monthly rate of $200 and $150 for full-day and half-day childcare respectively. As such, foster parents do not need to tap into the child's Child Development Account (CDA) funds for this purpose. It is better to retain the CDA funds with the birth parents to support child-raising costs, if and when the child is returned home.”
“The Code of Practice under the Early Childhood Development Centres Act requires preschool operators to provide at least six months' written notice to parents and the Early Childhood Development Agency (ECDA) before they relocate or cease operations. This allows parents sufficient time to make alternative arrangements for their children. Preschools that breach this requirement may face regulatory actions. In June 2024, The Schoolhouse informed ECDA of The Grassroots' Club centre's cessation and relocation plans. The Schoolhouse officially informed parents on 17 September 2024 of its planned cessation of operations on 31 December 2025. These notices complied with the timelines specified in the Code of Practice. In February 2025, The Schoolhouse sought parents' views on the preschool ceasing operations earlier in May 2025 and offered options for their children to be transferred to another of its preschool branches. When this proposal was brought to ECDA's attention, ECDA had reminded the operator of the requirement to provide six months' notice. The Schoolhouse has since maintained its original cessation date of 31 December 2025. The Schoolhouse has been engaging parents on alternative care and education arrangements and is managing affected staff at the current Grassroots' Club branch, while maintaining adequate staffing of both current and new branches to ensure continuity of care and education. ECDA will also continue to monitor the situation to ensure the orderly transition of operations.”
“As of March 2025, about 320,000 Singaporeans have made their Lasting Powers of Attorney (LPAs). Digitalising the LPA-making process has significantly improved the uptake of LPAs, with monthly LPA registrations doubling since the launch of the Office of the Public Guardian Online portal in 2022. To increase the awareness and adoption of legacy planning tools, such as LPA, the Ministry of Social and Family Development launched a three-year Legacy Planning Campaign in July 2023, in collaboration with the Agency for Integrated Care, Ministry of Health and Public Service Division. The campaign comprised public education initiatives, such as roadshows and mobile clinics that offered pro bono LPA certification, to Singapore citizens aged 50 years and above. This year, we will be expanding our partnerships with Institutes of Higher Learning, insurance companies and banks. We will also increase targeted communications to seniors, to encourage them to make their LPAs and to take advantage of the LPA Form 1 fee waiver that will end on 31 March 2026.”
“Any member of public, including whistle-blowers, should call the 24-hour NAVH, make an online report via the MSF website or LifeSG app to report suspected child abuse, or call the Police if there is imminent danger to a child. Cases with child abuse and neglect concerns will be referred for support or intervention by relevant agencies, such as Family Service Centres, Child Protection Specialist Centres, based on the assessed risk and severity. Megan's mother and the mother’s boyfriend were sentenced on 3 April 2025. The protocols outlined in this reply are the result of MSF's review of the case, aimed at identifying areas for improvement and systematically enhancing the overall child protection system. The Members may wish to refer to MSF's more detailed statement "Strengthening the Child Protection Ecosystem – Learning from the Past", published on its website on 8 April 2025.”
“The Early Childhood Development Centres (ECDC) Regulations impose a duty on all educators and preschool staff to report suspected child abuse to the Early Childhood Development Agency (ECDA). Signs of child abuse or neglect and the legal obligation to report to ECDA are covered in the training curriculum for all educators. In 2021, the ECDC Code of Practice was updated to include additional operational guidelines and workflows to guide preschools on actions to take if there are suspicions that a child is being abused. Preschools are now required to use the Sector-Specific Screening Guide, a standardised assessment tool, to assess signs of abuse or neglect and report any child abuse concerns to ECDA within 24 hours. If there are concerns about sexual abuse, noticeable injuries or signs of immediate threat to the child's safety, preschools are required to consult the National Anti-Violence and Sexual Harassment Helpline (NAVH) within two hours. Since 2021, ECDA introduced protocols relating to the withdrawal or frequent absence from preschool. If a child with child abuse concerns has been regularly absent or is withdrawn from preschool without valid reasons, preschools are required to inform the social worker or the Ministry of Social and Family Development's (MSF's) Child Protection Officer working with the child. If the child is not known to any social service agency or MSF's Child Protective Service (CPS), preschools must report the matter to ECDA, which will then assess whether a report to CPS is necessary. Aside from preschools, frontline professionals in schools, healthcare institutions and social service agencies are also trained in the use of assessment tools to pick up safety concerns involving children and to intervene based on established protocols.”
“"The Next Step" is a programme initiated and run by non-profit organisation, Project X. It provides sex workers with upskilling and employment support, and social support in the form of peer groups and counselling services, to enable them to leave the commercial sex industry. The programme is partially supported by funding administered by the National Council of Social Service from October 2023 to September 2026. Project X raises funds to cover the remainder. As a general approach, all funding is time-bound so that the grant recipient's performance can be evaluated and the benefit of extension weighed against other social needs. Hence, we encourage grant recipients to make sure their programmes deliver strong results and to seek wider support from the community.”
“Our public transport has catered well to many persons with disabilities. Not all persons with disabilities require dedicated transport services to access Special Education (SPED) schools or disability services. SPED schools and disability service providers will make suitable transport arrangements for persons with disabilities who require dedicated transport services. The Government defrays the cost of such dedicated transport services through the Enabling Transport Subsidy. Over the past five years, the number of persons with disabilities who have tapped into the Enabling Transport Subsidy for dedicated transport services has increased by an average of 6% annually. This can be attributed to the increase in enrolment in SPED schools and disability services.”
“I totally agree with Ms Nadia's proposal that we really should support them and give them as much support as possible. Which is why we hope that they also tap into national programmes. And for our families which are qualified to get into KidSTART, they are also now part of the ComLink programme, which means that beyond KidSTART, they get support for career planning, they get support for preschool fees, development and so forth. So, this is one way that we can support these families. At the same time, I am also happy that under Dr Maliki, the Project Dian volunteers are reaching out to them, so that there is also a cultural element in motivating them to take the right steps in uplifting themselves.”
“SCIS. We have not started yet. So, we do not know how it will be. But it is a full-time course and, therefore, they will have to be studying full-time. I hope they dedicate that time studying and not moonlighting and working, because if they do, I do not think they can put their best effort in achieving the kind of knowledge that we want them to have. But at the same time, we want to ensure that it is affordable and if their families need support while they are studying, there are many avenues in Singapore for them to be supported.”
“I just want to clarify is the Member asking about PCICS or SCIS? It sounds about the same.”
“I have one other question to answer which is the mosque executive chairmen. Twenty percent was just a guideline, because that is about the right amount to get the mosque to support the deployment of the executive chairman. But today, what we have looked at is the ability of the mosque and how much fund they can collect on a monthly basis, and then a portion, according to their affordability.”
“We do not want to end up with our asatizah pursuing a very long journey in becoming a religious scholar, finding no place in our society or mostly freelancing for that matter, while they do other jobs. So, for now, this 400 is sufficient, it is what we need and, over time, if we need more, we will certainly increase it. But then, again, it is focused on the interest of the community's needs, as well as to ensure that every child that gets into our madrasah system does not lose out in becoming a contributing citizen in Singapore.”
“Mr Chairman, when we receive or accept the placement into the madrasah, we are not just looking at the point of entry. We have to look at the whole journey the child will take and we are responsible for it. That means that by the time they leave school, they must have a livelihood; and this is the reality of living in Singapore. It is not just pursuing an education to fulfil the dreams of the parents alone, but we must be able to ensure that when they go out, they have a career, a meaningful career and livelihood. Today, out of the 400 annually that we admit into madrasah, actually only around 150 move on to do Islamic tertiary education beyond our madrasah system. Where did the others go? If we had not designed our madrasah so that if they were to leave the madrasah system or cannot complete the madrasah system, they can go back to the national system, we would have a situation that we had before the year 2000 – many drop-outs who would not be able to get back into the national system. But because, over the years, we have constrained the numbers or limited the numbers to fit the needs of the community, the number of asatizahs we need in the years to come and we have done the manpower planning for that, 400 is about just nice. At the same time, for those 400, those who cannot continue, they are able to continue their national stream with no problems, which is why we do not have any dropouts in that sense of the word. And for this 150 who move on to become asatizahs, we want to ensure that they are competent, and when they come back, they have a job waiting for them, they have a livelihood that they can rely on.”
“So, the question is whether madrasahs really should expand, because the demand is much higher than the placement?”
“Before I respond to the questions, I would like to ask Mr Faisal Manap whether he wants us to expand or he is asking me whether we should expand the places in the madrasahs.”
“So, faraid is the default, but only when you do not have a will or you have cleared your debts. So, this instrument is a very important instrument and through WMS, we would like them to be aware that they should really have a will, and also, while doing a will, leave something for WMS.”
“To the question from Mr Zhulkarnain, we are very glad that other agencies in the Government are very keen to support us and to help us in the growing of the funds for WMS. For example, at the Bulan Wakaf that we celebrated in August last year, the Office of the Public Guardian (OPG) was actually there, not just to tell the community that it is important to have a will, but also to talk about what you should do even before you pass on, like having a Lasting Power of Attorney (LPA), and so on. For the Malay/Muslim community, the reliance on instruments like faraid, where one's estate will be automatically distributed after their passing on, is a tradition we have had for the longest time. But actually, the real tradition in the Islamic practice is to have a will, always to have a will. And that is a practice that we have not practised in this part of the world, because we assume the Government or MUIS will take care of whatever we leave behind. The will is a very important instrument, not only for WMS, but for people we want to give to, who may not benefit from the faraid distribution. So, we hope that this awareness of WMS also creates awareness of the need to always have a will. Just a practice I would like to share with Members here is that, in the early days of Islam, everyone in the adherents of Islam had a will. Everyone had a will. To the fact that when they leave home to travel or when they went to war in those days, they would look back at the will and see whether the people they left this will behind for were still alive or if it should be changed. They were very serious about their will. So, the distribution of the estate is the will first, and then debts and, then faraid.”
“I look forward to sharing more about our plans in my speech at my annual Hari Raya Get-Together in April. Mr Chairman, as we celebrate SG60, we stand on the firm foundation of our community’s strong religious Character, which continues to guide us as we grow in Competency and nurture a deep sense of Citizenry. Character keeps us united, competency will make us strong and citizenry, trusted. These pillars will propel us forward, uniting us in purpose and progress. Together, as a Community of Success, we will shape a brighter future for our community and for Singapore. [Applause.]”
“Since 2023, we have raised the salaries of more than 80% of asatizah working in our mosques and madrasahs to meet the CSG salary range, with an increase in their salaries ranging between an average of 5% to 12%. With the third phase of implementation this year, I hope to bring more of our asatizah to within the CSG salary range. MUIS is committed to working with employers to continue adjusting our asatizah’s salaries so that it commensurates with their knowledge and skills. This is also done so that they meet the national salary benchmarks for relevant sectors progressively. We hope that these moves will provide assurance for our asatizah and recognise all their hard work in providing religious guidance and pastoral support for the Muslim community – that even in their chosen career, they can provide a comfortable living for themselves and their families, just like every other Singaporean. (In English): Through our shared commitment and collective efforts, our vision of a Community of Success is not just a model that resonates within Singapore – it is now recognised and respected beyond our shores. At the second edition of the International Conference on Communities of Success (ICCOS) in October 2024, regional and international audiences were deeply impressed by how our Malay/Muslim community practise Islam in context, harmonising faith with Singapore’s rich multicultural society. Many expressed keen interests in learning from our journey, inspired by how we have navigated challenges and embraced opportunities to thrive. This recognition reaffirms our approach in building Communities of Success, strengthening our confidence to contribute meaningfully to the development of similar communities around the world.”
“Ongoing initiatives like KidSTART also equip parents with the knowledge and skills to confidently support their child’s development. I encourage the selected families to join KidSTART through touchpoints like ComLink+ as well as Bersamamu. Just like how our Kadi and Naib Kadi provide invaluable support to families, we see the same spirit in FITRAH’s asatizah volunteers, where 40 asatizah from 29 mosques have stepped forward beyond their roles as Mosque Religious Officers (MROs) to support various services offered by FITRAH. Our asatizah also play a key role in forging trust and mutual understanding between different faiths and communities. They lead their congregants to continue to actively expand our common spaces and open the mosques to other communities. This is especially felt during this Ramadan, when the mosques welcome non-Muslim friends to join us for “buka puasa”, as we share the joy and blessings of Ramadan together. We must therefore ensure that the religious sector remains attractive to have a steady pipeline of quality asatizah. Their journey usually begins at our madrasahs. To Mr Faisal Manap’s query, for each Primary 1 cohort, our madrasahs can admit up to 400 students. On average, the madrasahs accept one of every two students who apply. One key strategy to grow the attractiveness of our asatizah sector is the phased implementation of a Common Salary Guideline (CSG), as recommended by the Committee of Future Asatizah (COFA) earlier. MUIS has conducted rigorous evaluations of the asatizah’s job scope, benchmarked their salaries against related sectors at the national level and engaged employers to ensure that salary adjustments are competitive and sustainable.”
“To raise awareness of WMS, MUIS held its inaugural Wakaf month campaign last August and will do so again this July. I am pleased to report that we have raised $6.25 million so far. Out of this amount, almost $1 million are cash contributions, and the remainder in pledges. In conjunction with SG60, MUIS will launch a campaign to increase the number of pledgers to WMS to 6,000 individuals by the end of the year. This is five times the number of about 1,150 pledgers currently. I hope more among us will contribute to WMS. Our contributions will go a long way in supporting the socio-religious needs of our future generations. Chairman, our asatizah contribute beyond their traditional role of religious instruction. They also support the community in other ways. To Mr Faisal Manap’s query, there are 5,080 asatizah recognised under the Asatizah Recognition Scheme (ARS), of which around two-thirds are female. Ms Nadia Samdin, who asked for an update on Bersamamu, may be glad to know that our Kadi and Naib Kadi have journeyed with about 31,000 couples so far. They are competent in other areas like marriage counselling or as Marital First Responders, family violence awareness and financial literacy. Therefore, they are well-informed of the trends and issues of married couples, and are more equipped to guide these couples. Bersamamu is part of the community support ecosystem, complementing national-level initiatives that we have in place for young couples and families. In response to Ms Nadia Samdin, we can do more to help young families who face additional challenges. The Prime Minister has announced a suite of Budget initiatives to support growing families and in early childhood care and education, which we hope will benefit many Malay/Muslim families as well.”
“To Mr Faisal Manap’s query, there are currently 32 mosques under the management of Executive Chairmen while the rest are led by Honorary Chairmen. Our Executive Chairmen receive competitive compensation packages that commensurate with their responsibilities in managing mosque operations and serving the community. Mr Faisal Manap also asked about Warees Halal Limited (WHL). WHL was set up to provide a complementary role to MUIS’ Halal Certification Unit. Given significant developments in the halal regulatory regime and the halal industry over the years, MUIS will continue to review the role of WHL in response to these changes. Back to Mr Faisal Manap’s question on the sharing of costs to pay for the employment of Mosque Executive Chairmen, the cost-sharing arrangement between MUIS and the mosques is reviewed based on the mosques' financial capabilities. Even as we ensure we have enough funds to build new mosques and to establish the SCIS, we must also ensure that our community’s funds are sustainable. Hence, the Wakaf Masyarakat Singapura (WMS), which was launched last year to support the long-term religious needs of the Malay/Muslim community, is crucial. WMS will create a long-term, sustainable funding stream for our community and empower the Malay/Muslim community to chart a brighter future. MUIS set up the WMS Protem Committee to establish strong foundations for the governance and implementation of WMS. Mr Zhulkarnain Abdul Rahim asked how we can help our community better understand Islamic legacy planning principles and instruments. To achieve this aim, MUIS formed the Islamic Legacy Planning Workgroup (ILPW) comprising lawyers, financial planners and estate planners, as well as asatizah.”
“The Steering Committee, led by Mufti Dr Nazirudin, has started the important work of charting the roadmap for the SCIS' developments. The Board of Governors, chaired by Mr Abdullah Tarmugi, will play a key role in stewarding the College's governance and providing oversight on matters like fees and entry qualifications. For more information on our journey to develop the SCIS thus far, I invite Members to collect a copy of the SCIS booklet, "Building the Foundations", from the Parliament Library. Chairman, in Malay, please. 2.30 pm (In Malay): [Please refer to Vernacular Speech.] Chairman, the SCIS reflects our ongoing efforts to meet the socio-religious needs of our Malay/Muslim community. Our mosques have also been a key node for the Malay/Muslim community’s religious life. Mr Sharael Taha and Mr Faisal Manap asked about mosque development plans. As our Prime Minister recently announced, we will resume developing the mosque in Tampines North and build a new mosque in Tengah in the coming years. The mosque in Tampines North was announced in 2015. At the time, the area was still under development. In 2019, we upgraded Masjid Darul Ghufran with a larger prayer hall to accommodate more congregants. The construction of the mosque in Tampines North was delayed due to COVID-19, which also significantly impacted the implementation of other planned infrastructure projects. When the situation improved, MUIS reviewed the mosque development plans and decided that planning for new mosques could proceed. MUIS works closely with national agencies on the planning of new mosques, which considers demographic changes and population projections with the development of new towns across Singapore.”
“As part of the SCIS experience, prospective students can look forward to participating in immersion programmes for applied learning in specialisations across the SCIS' inter-disciplinary curriculum, such as Fatwa Studies, Quranic Studies, Social Work and Counselling. Through these programmes, students can gain practical skills to better contribute to different facets of socio-religious life in Singapore. For those interested in pursuing their post-graduate studies after SCIS, MUIS is working with our foreign partner institutions to enable interested students to benefit from advanced standing for postgraduate programmes at these institutions. These opportunities are possible because of our partnerships with local and foreign institutions. The SCIS will partner the Singapore University of Social Sciences (SUSS) for its social sciences pathway and with renowned Islamic institutions, such as Dar al-Ifta in Egypt, the University of Jordan and Al-Qarawiyyin in Morocco, for its Islamic studies pathway. These distinguished partners are a testament to how our vision to establish SCIS is held in high regard and resonates internationally. Through partnering world-class Islamic institutions, we can also ensure the SCIS is globally relevant, while remaining responsive to Singapore's context. Proper governance is critical. We have put in place an Advisory Panel, a Steering Committee and a Board of Governors to guide SCIS' development. Leaders of our partner institutions, together with other renowned universities like Al-Azhar, will be part of the SCIS' Advisory Panel. They will have their first meeting in Singapore in June 2025, on the sidelines of the International Conference on Cohesive Societies (ICCS).”
“I will share three ways we can continue making strides for the asatizah sector: one, grooming the next generation of Singapore Islamic leaders who are equipped to guide the community through contemporary challenges; two, galvanising contributions to strengthen the religious sector and the community; and three, growing the attractiveness of the religious sector. We have been investing in grooming a pipeline of quality asatizah here in Singapore, where they can thrive. In 2020, MUIS introduced the Postgraduate Certificate in Islam in Contemporary Societies (PCICS) to train returning graduates from overseas Islamic universities in the practice of Islam relevant to our context. Graduates of PCICS shared that they appreciated how the course opened up their worldview. As importantly, the course also brought them back together again on returning from studying Islam from various overseas universities and uniting them in the process. Back then, I said the PCICS would lay the foundations for a future Islamic college in Singapore. Today, we are fulfilling a long-standing aspiration of our community in setting up our Singapore College of Islamic Studies (SCIS). Mr Fahmi Aliman asked about how we have been working to develop the SCIS. The SCIS will open its doors for an initial intake of 60 students in 2028. It will offer Islamic teachings, both classical and contemporary, to apply to our context. Students will be well prepared for employment opportunities in the religious and adjacent sectors. They can hit the ground running.”
“Chairman, as Singapore marks its 60th year of Independence, it is timely that the Malay/Muslim community reflects on how far we have come and the common aspirations we have as we shape our future together. Our journey has been one of building unity and trust among different communities within our multiracial and multi-religious society, ensuring that we thrive as a Malay/Muslim community and collectively, as a nation. Over the years, we have been steadfastly pursuing our vision to be a Community of Success, anchored on the three pillars of character, competency and citizenry. My colleagues spoke about growing competency and exemplifying citizenry in their respective speeches. Our community leaders and volunteers are key in the effort. Together with our M3 agencies and Malay/Muslim organisations, their contributions in bringing people together and for last-mile delivery, have been invaluable in dealing head on with our community's needs, while complementing the Government's efforts at the national level. I will touch on the final "C" – character – which reflects the religious outlook of our community. Living in a society marked by change and complexity, our community look to our asatizah for religious guidance. The quality of asatizah – our Islamic religious teachers and scholars – therefore shapes the character of our community. To Dr Wan Rizal's query on how our asatizah can meet our community's needs today and in the future, we have stepped up efforts to nurture our asatizah and develop an ecosystem for them to thrive, following recommendations on the Committee on Future Asatizah (COFA) five years ago.”
“Actually, I am a little confused by Ms Carrie Tan's question. Is it about whistle-blowing or survey? Because for whistle-blowing, every organisation should have policies on whistle-blowing and from time to time, NCSS does receive this feedback from the SSAs and we will follow up. On the survey, it is specifically for improving work environment, engagement with employees, and this is used as a tool for the SSAs to improve their organisation. At this point of time, it is not necessary for them to put it back to NCSS because it is a tool for them to use.”
“ComLink+ is really, very long-term study. If you work on a preschool child today, you already know even the initial outcome, maybe 10, if not 15 years later. And then, onwards, beyond that, was there really impact on the work we did to the to the development of the person as an adult, for example? These are really interesting questions to ask and to research on. We are very happy they are onboard and they will help us with this. Another example would be NUS-IPS study on the priorities and outcomes of 5,000 households in Singapore, across the diverse range of areas like employment, family support, young children's development. Actually, I am also very happy that in the last Asian Family Conference we signed a commitment with the Association of Southeast Asian Nations (ASEAN) member states, who endorsed a research collaboration. This research collaboration allows SUSS to go out into the region to work with various institutes of higher learning in the ASEAN member states to study the state of the families in ASEAN. At the same time, I am also thankful to Stephen Riady Foundation for the $1 million donation to support this venture and to establish ourselves as a centre of learning, centre of social service development in our institutes of higher learning.”
“We thank Ms Ng Ling Ling for the clarification questions. On the second question, it is a joint project with MOH. Senior Minister of State Janil Puthucheary mentioned it yesterday. They are still working out where to put it and what the norms and delivery of the service would be like. That will be announced later. [Please refer to "Clarification by Minister for Social and Family Development", Official Report, 10 March 2025, Vol 95, Issue 161, Correction By Written Statement section.] To address the first question, for the last five years, since I came onboard, I have been meeting many researchers from various Institutes of Higher Learning and I discovered that they are really a trove of knowledge, experience, data. Some of the data are in MSF and one of the complaints they do have is that they cannot publish it and therefore, they cannot establish themselves. We have a great opportunity to put all these together and involve them together with MSF to even establish our own body of knowledge, one that is Singapore's body of knowledge on social science and social service sector. The first one, you may have heard in my speech, we worked with SMU and IPS and we established the essential household needs. It is quite a daring venture because we did not do it internally, we put it out in the open, with statistically sound methodology, get it challenged, presented it. And then MSF accepted it and therefore the ComCare review was made. The same thing with longitudinal studies. We believe in evidence-based approaches and therefore, we have signed several memoranda of understanding (MOUs), one with the Singapore University of Social Sciences (SUSS) to undertake a major initiative on the longitudinal studies. KidSTART is one. The other one will be ComLink+.”