Introduction
1. Chairman, I thank members for their views.
2. Singapore’s Diamond Jubilee is an occasion to renew our commitment to our social compact.
3. In MSF, we remain dedicated to nurturing and building lives together. MOS Sun has spoken on our efforts to build strong families and provide every child a good start; and SPS Eric has spoken on our efforts to empower lower-income households and Persons with Disabilities.
4. Today, I would like to summarise with three key messages:
a. First, how far we have come, and the core principles that undergird MSF’s work;
b. Second, what lies ahead for us, and our vision for the social service sector and our society; and
c. Third, the important role our social service professionals play.
How Far We Have Come – Our Core Principles
5. Over the recent years, we made significant strides in nurturing strong families, resilient individuals, and a caring society. These efforts have been undergirded by three core principles:
a. Family-centricity;
b. strengths-based approach to uplift the family; and
c. Proactive, upstream engagement and intervention.
6. Let me elaborate.
7. First, our policies are family-centred.
a. Our families are the bedrock of our society. It is within families that our values and character are shaped, and where we find joy as well as support in times of trouble.
b. A strong family is therefore able to nurture children to fulfil their potential and contribute meaningfully to society. Collectively, we build a strong society.
c. That is why our policies emphasise the role of the family in the life of the individual and are aimed at building strong and resilient families.
8. Second, we adopt a strengths-based perspective in our work with families.
a. Each family possesses unique strengths.
b. Families have the strengths and resilience needed to overcome challenges. The role of the community and Government is to journey along with them, guiding them to harness their strengths in a meaningful manner.
i. Under ComLink+ for example, a dedicated family coach partners the family, helping them to stay focused on their goals and work towards lasting change.
9. Third, we are proactive in our outreach.
a. We begin early by laying good foundations for the family.
b. Where issues start to arise, we aim to address them upstream to prevent issues from getting worse. Downstream, problems can escalate and are often more complex to resolve.
i. KidSTART is a good example of how we equip families as early as the point of pregnancy. We equip parents with an understanding of maternal health and parenting strategies, so that they are more empowered in bringing up their children well.
10. But the Government cannot do this alone. To amplify the impact, a whole-of-society approach is necessary.
a. We weave together a network of support by fostering collaboration between different partners. This includes our social service agencies and professionals, academics and corporates.
b. The expertise and strength of this network enhances the support provided to families.
i. The Families for Life @ Community initiative is one such example. It brings together partners such as social service agencies, religious organisations, and community groups to foster a family-friendly environment in each town. This allows families to enjoy family-bonding activities and marriage and parenting courses and programmes close to their home.
11. The principles of family-centricity, strengths-based and proactiveness have laid a strong foundation in recent years and delivered good outcomes for our families, and we will remain guided by these principles.
What Lies Ahead – Our Vision for a Dynamic Social Service amidst a Society of Opportunities
12. Next, I would like to talk about what lies ahead.
13. The challenges in the years ahead have been discussed extensively in this house. We will face demographic changes, manpower constraints, and increasingly complex social issues, amongst other challenges. Rapid technological developments will also have an impact on the needs of our families, and certainly on our social services manpower and capabilities.
14. But challenges need not become crises. These challenges present us too with the opportunity to rise to the occasion as a society and as a social service sector, and reimagine the way that we operate and approach issues. It is an opportunity to build our future together.
15. This is MSF’s vision for our future:
a. As a sector, one that is dynamic and forward-looking; and
b. As a society, one that comes together to provide opportunities for all.
A Dynamic Social Service Sector
16. We envision a social service sector that is dynamic, forward-looking and future-oriented. That is agile and responsive to the evolving needs of families.
17. We will achieve this vision by strengthening the sector in two ways.
18. First, we must boldly reimagine the way we structure and operate our services.
a. At the sector level, NCSS has transformed itself beyond being a membership body, to deliver stronger outcomes for social service users as a sector developer.
i. We have been engaging the sector and will introduce amendments to the NCSS Act to reflect and strengthen NCSS’ role as a sector developer. The proposed amendments will provide NCSS with the mandate to continue to build the sector’s capabilities, strengthen service delivery, and build a stronger ecosystem.
ii. For example, NCSS is actively improving social service delivery by strengthening collaboration amongst sector partners and enabling users to find the support they need more easily.
iii. To share one such initiative, NCSS, together with IMHA, , is bringing together 12 partners to co-locate services at an integrated mental wellness centre called grovve [Pronounced as “grove”]. grovve will be officially launched later this year.
b. We will also transform our services, to meet the changing needs of our families, and to be more responsive to support those with complex needs.
i. SPS Eric earlier shared that we are undertaking the Family Services Landscape Review.
ii. Representatives from the sector are joining hands with MSF to consider how our SSAs and social service professionals can work together to achieve better outcomes for the families we serve.
iii. This is a complex issue. We will not rush the process, as we appreciate and recognise the diversity of perspectives and views.
iv. We will journey hand in hand with all our SSAs, and work closely with all of you to strengthen the sector and improve our services.
c. For the more vulnerable among us residing in our Social Residential Homes, we must continue to uplift the quality of care for them. To Mr Baey Yam Keng’s question, I am pleased to share that MSF has introduced the Social Residential Homes Bill.
i. Over the years, MSF has worked closely with our Social Residential Homes to raise standards of care for residents. Under this Bill, we will codify the good progress made by the sector through a new licensing regime, with clear requirements to ensure the safety and wellness of clients.
ii. At the same time, the Bill provides for the possibility of Homes evolving to meet residents’ needs, where different client profiles could be housed together.
iii. MSF and NCSS will also invest in supporting, training and capability building for SSAs operating the Homes.
d. Beyond residential services, we are also committed to enhancing support for vulnerable individuals in other areas, as Associate Professor Razwana Begum Abdul Rahim has raised.
i. Our efforts are tailored to meet the needs of different groups in a culturally sensitive and effective manner. This enables us to create stable, caring environments for all.
ii. For example, we focus on connecting children in care with nurturing family environments. We work with Fostering Agencies to recruit and train foster families to best meet the child’s needs, and provide ongoing support for the children and their foster families.
iii. For women with young children who have experienced violence, we provide safe shelters and trauma-informed care to support them through difficult times. We also provide employment assistance and referrals to preschool services for their children to facilitate mothers’ return to the workforce.
19. Second, we must harness the power of research and data in tackling issues.
a. Ms Ng Ling Ling will be pleased to hear that we have deepened our collaboration with sector practitioners, and local and regional academics. This builds up our body of knowledge, and helps us better design and evaluate our policies.
i. MSF partnered the Centre for Research on Successful Ageing at SMU and the Institute of Policy Studies at NUS, or IPS, to understand societal perspectives on essential household needs and how society can support less privileged Singaporeans to meet these needs. This study informed the recent review of ComCare assistance rates, as shared by SPS Eric.
b. In addition, NCSS, in collaboration with Tote Board, set up the Centre for Evidence in 2024 to propagate the Sector Evaluation Framework and partner SSAs to strengthen programme evaluation.
c. We must continue to facilitate the sharing of best practices regionally and internationally. We can benefit other communities by providing thought leadership in areas where we have done well.
i. At the Asian Family Conference 2024, various academics and practitioners shared Singapore's efforts in working with families and our approach to social issues. These resonated with local and regional researchers, policymakers, and practitioners, and inspired their thinking on similar challenges they face in their own communities and countries.
ii. We will also be hosting two conferences this year.
1. In April, we are partnering IPS to hold the inaugural International Conference for Societies of Opportunity to discuss how countries can do more to address the important issue of social mobility.
2. In July, NCSS will host the Social Service Summit. This year, for the first time, we will also invite social service leaders from the region, to facilitate connections and enrich our learning.
20. By boldly reimagining, transforming or restructuring the way we work, and creating platforms for sharing and collaboration, we will forge a social sector that is dynamic and forward looking.
A Society of Opportunities Built on Collective Effort
21. Mr Chairman, beyond the social service sector, we aim to build a Society of Opportunities through a collective effort, where all Singaporeans have opportunities to flourish.
22. We all have a role in creating a Society of Opportunities, and must collectively uplift our members of the society. These community contributions complement government funding for social services, which has grown over the years, allowing us to make a greater impact and invest more to build the sector’s capabilities.
a. For our corporates, it means including corporate social responsibility as part of their business strategy, and aligning their corporate purpose with their social mission.
i. I am encouraged that more are stepping forward. Since we launched the Sustainable Philanthropy Framework last year, more than 40 businesses have adopted the framework to measure their social impact.
ii. I was also heartened to hear that at the recent travel fair, the National Association of Travel Agencies, or NATAS, encouraged people to donate generously to communities in need, and even displayed the ComChest donation QR code throughout the event hall.
b. In addition, more employers are coming onboard SGSHARE, which allows employees to donate a small amount of their salary each month, through ComChest.
i. Employers like Sheng Shiong, Moneymax and Changi Airport Group have embraced SGSHARE. Together, they can bring close to 6,000 employees into our community of givers.
ii. I am heartened that small and medium enterprises, such as Bright Point International and Red Beacon Asset Management, have also come onboard SGSHARE. This demonstrates that big or small, all businesses can play a part. Every contribution counts.
c. At the community-level, individual efforts are organised for maximum impact.
i. We have moved beyond individual ad-hoc volunteering towards sustained and more impactful volunteering.
ii. The MSFCare Network now has more than 4,000 active volunteers. Through the Network, volunteering is personalised based on volunteers’ skills and interest, such as in mentoring or mobilising new volunteers.
iii. More individuals are volunteering regularly, and this coordinated effort has meant that we are able to achieve greater impact.
d. At the individual-level, many have also contributed through generous donations, and we see more individuals donating directly to ComChest. We encourage individuals to continue to play their part through regular and sustained giving.
23. As Mr Melvin Yong noted, everyone must play their part in uplifting fellow citizens, particularly our vulnerable and low-income groups, as part of our social compact.
a. As shared by PM in the Budget Speech, as part of SG60, the Government will launch a $250 million SG Gives matching grant to match donations made through Community Chest, President’s Challenge and Collective for a Stronger Society.
i. This will amplify the impact of donations made towards key social programmes, supporting those with more needs in our community, including low-income families, Persons with Disabilities, children and youth.
ii. The ComLink+ Progress Packages and KidSTART are some examples. Several corporate partners have already come forward to donate to these programmes, and we want to encourage more Singaporeans to join us in uplifting families.
iii. Alongside nationwide programmes, the matching grant will also benefit community-led initiatives identified by ComChest, President’s Challenge or the Collective.
b. Beyond programme funding, the Government is also studying further support for SSAs and the sector. We will share more details in due course.
24. I am heartened that since the announcement at Budget, Propnex, a local listed real estate company has committed to contribute more than 1 million over three years for SGGives in commemoration of SG60. The Rao Family Foundation, too, has come forward and will contribute $1 million over three years. Let me thank these companies and all those that have already come on board SGGives, and call upon others to play our part in realising our vision of a Society of Opportunities.
The Important Role of our Social Service Professionals
25. Let me now highlight the significant role and contributions of our social service professionals. In recognition of this, we have dedicated 2025 as the Year of Celebrating Social Service Professionals.
26. For the sector, the road ahead will be an exciting one. We have been presented with the opportunity to reimagine the way we operate and support our families. To achieve this, we need to continue to invest in supporting and uplifting our social service professionals, at each stage of their careers.
27. To questions raised by Mr Keith Chua and Mr Baey Yam Keng, we are committed to offering attractive pathways for professional growth and development.
a. First, we are committed to ensuring the competency of the sector.
i. This starts by equipping social service professionals for their roles. To Associate Professor Razwana’s question, we work with IHLs and SSAs to ensure curriculum and training programmes are relevant and based on industry needs.
ii. Once our professionals enter the workforce, they can stage their development based on the Skills Framework for Social Service, which lays out the required competencies and progression pathways.
iii. Much learning takes place on the job and conducted by employers. For instance, Child Protection Officers receive skills-based training, structured supervision and peer support to equip them for the challenges of their work.
b. Second, we must attract and retain talent.
i. Mr Keith Chua will be happy to know we will provide more opportunities for passionate individuals to make a mid-career switch into the social service sector, such as through our Career Conversion Programmes.
ii. To Mr Melvin Yong’s query, we have been steadily increasing the Skills and Salary Guidelines to be competitive with the market, and commensurate with professionals’ contributions. We have been engaging employers to strengthen adherence with the guidelines, and today about 80% of SSA employees adhere to the salary guidelines.
iii. The work in social services can be demanding, as Associate Professor Razwana and Ms Carrie Tan noted. We will work with SSAs and empower SSA leaders. For example, the Social Service Institute’s courses on organisational development equip SSA leaders to create a supportive work environment where our professionals feel valued, respected and empowered. NCSS also rolled out support for SSAs to conduct the Employee Engagement Survey so they can take active steps to improve staff engagement and well-being.
iv. NCSS also provides social service professionals with training on self-care and resilience, and a Sabbatical Leave Scheme to recharge. Employers can also do their part. In MSF for example, Child Protection Officers experiencing high levels of stress are granted time-off, and those requiring additional support are referred for specialised intervention.
c. Third, the sector must continue to reward and recognise those who have contributed significantly to the cause.
i. To do this, we recently launched the new Sector Awards for Social Service Professionals, including the new President’s Awards for Social Service Professionals, which will be the pinnacle award for the sector.
28. It is my hope that through all these efforts, the sector will constantly innovate new practices and approaches, ultimately to improve service delivery. There are many who are already doing so.
a. Mr D Senthil Kumar, from Cerebral Palsy Alliance Singapore, CPAS, has been instrumental in integrating innovative technologies into physiotherapy to improve patient outcomes.
i. For example, he was involved in introducing an advanced treadmill leveraging virtual reality for balance and motor function training in cerebral palsy rehabilitation. With this, CPAS clients feel more motivated and engaged, and are able to achieve their therapy outcomes.
ii. Mr Kumar’s work inspires us to constantly innovate and upskill, so that we can achieve better outcomes for those we serve.
b. The social service sector offers a future with potential and rewarding opportunities, and we seek to inspire more Singaporeans to join.
29. Chairman, allow me to continue in Malay.
30. Keluarga adalah akar yang menjadi asas masyarakat kita. Mereka mencorak nilai-nilai, kesejahteraan dan masa depan masyarakat kita. Umpama akar yang menyokong pokok agar dapat berdiri teguh, apabila kita memperkukuhkan keluarga, kita juga akan memperkukuh masyarakat kita secara keseluruhan.
31. Pemerintah akan terus berusaha berdasarkan tiga prinsip utama.
32. Pertama, kami akan mengukuhkan dasar kami supaya ia berasaskan keluarga, dan menyokong setiap keluarga. Keluarga yang kukuh boleh mengasuh anak-anak untuk memenuhi potensi mereka dan beri sumbangan yang bermakna kepada masyarakat.
33. Kedua, kami akan menyokong keluarga secara proaktif.
a. Sokongan bukan hanya tersedia apabila isu menjadi terlalu rumit. Sebaliknya, kami secara proaktif akan menghubungkan keluarga dengan sokongan masyarakat pada tahap yang lebih awal.
i. Program Cinta Abadi menyediakan pasangan Melayu/Islam yang bakal berkahwin dengan cara-cara berkesan untuk berkomunikasi serta menggalak pasangan untuk berbincang tentang jangkaan dan cabaran yang dihadapi pada tahap yang lebih awal.
34. Ketiga, kami akan mengambil pendekatan yang menggunakan keupayaan keluarga apabila menyokong mereka.
35. Kami juga akan mengukuhkan sektor perkhidmatan sosial supaya kami dapat menemui keperluan yang berubah-ubah. Kami akan bekerjasama dengan ahli sektor untuk bayangkan semula landskap perkhidmatan sosial, meningkatkan mutu penjagaan di Rumah Kediaman Sosial, dan menguatkan peranan NCSS sebagai pemaju sektor.
36.Usaha untuk mengukuhkan keluarga juga dijayakan dengan sumbangan para karyawan perkhidmatan sosial. Oleh itu, kami telah mengkhususkan tahun 2025 sebagai Tahun Meraikan Karyawan Perkhidmatan Sosial. Kami ingin menjadikan perkhidmatan sosial sebagai kerjaya pilihan, serta bina sebuah sektor yang menarik dan memupuk bakat.
Conclusion
37. Mr Chairman, through our efforts over the recent years, together with our sector partners and professionals, we have made good progress in empowering resilient and thriving families in Singapore. We will continue to strengthen families through family-centred, strengths-based, and proactive initiatives.
38. Looking ahead, we are excited to embark on this journey to collectively shape and build a social service sector that is dynamic and forward-looking, and a Society of Opportunities for all in Singapore.
39. I am confident that with the strong capabilities we have built up in our sector professionals and academic community, Singapore can become a thought leader in the social services. We are pioneering unique approaches to tackle complex issues that have inspired others in the regional and international community.
40. As we commemorate SG60, let us renew our shared commitment to play our part, to build a society full of opportunities for all. Together, we can build a resilient tomorrow with our collective strengths of today. To build a Singapore where no one is left behind.