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Human Resource DevelopmentHuman Resource Development – The Singapore ExperienceThe Singapore Experience
The 9th ASEAN & Japan High Level Officials Meeting on Caring Societiesg
25 – 28 Oct 2011
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Follow up from the 8th High Level Officials Meeting “Poverty alleviation with a focus onMeeting, “Poverty alleviation with a focus on vulnerable people”
• Continued Investment of our ComCare Endowment
• Regular inter‐agencies meetings among socialour ComCare Endowment
Fundmeetings among social assistance agencies to improve policy‐operations
• Regular reviews of existing social assistance policies
improve policy operations integration.
social assistance policies & schemes to improve coverage and delivery
• Participation at ASEAN‐related forums ‐ learncoverage and delivery related forums ‐ learn from partners & share best practices on deliverybest practices on delivery of social assistance 2
Guiding Principles underlying Si ’ H R D l tSingapore’s Human Resource Development
Caring for and developing social service professionals.
Target people with commitment and desire
to do good for societyto do good for society.
Strong commitment to capability and capacity building.
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Many Helping Hands
C iGovernment and Statutory Boards
Community Development
Councils
Grassroots Organisations
Many Helping HandsMany Helping Hands
Councils
Social CorporationsMany Helping HandsMany Helping HandsSocial
EnterprisesIndividuals
Voluntary Welfare Organisations
Community Organisations(e.g. Self‐Help Groups, Organisations
(e.g. Family Service Centres)religious organisations)
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Health Sector‐ Important to Build Up ILTC sector
Need to develop the ILTC fsector to care for our
elderly and chronically‐ill patientspatients.
•Rehab CentresCentres
Polycliniclli i
ScreeningNursing Home
Patient
Family
Palliative Care
g
&
Prevention
Patient
CommunityFamily Physician
Prevention
Restructured
Community Hospital
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Hospital
Health Sector‐ Key Manpower Initiatives
• Funding for improvements in staffing norms to help address understaffing St ffi p gissues and enable the sector to build up their capacity and capabilities.
Staffing
• Health Manpower Development Programme‐ILTC (HMDP‐ILTC);
• Learning InstituteTraining & Upgrading
• Learning Institute
• Central employment scheme (Career New employment Resourcing and Development of Allied Health Talents or CREATE)
New employment models
• ILTC Manpower Council : industry‐led platform
• Focuses on leadership developmentIndustry engagement
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• Focuses on leadership development, skills and career development and promoting the image of the sector.
Industry engagement
Social Service Sector ‐ Overview of Manpower
Total: 9,300 social service personnel
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Breakdown by Sub‐Sector
Social Service Sector ‐ Key Manpower & Capability Building InitiativesCapability Building Initiatives
Accreditation of
Increase supply of social work Leadership
l
Social Workers & social service
professionals Development
Strengthen
practitioners
Multi‐pronged Approach
Multi‐pronged Approach
Strengthen professional competencies
VWOs‐Charities Improve working di i
pe.g. “specialist” path for social
Capability Fund (VCF) for training and upgrading
conditions e.g. competitive salaries
workers
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and upgrading efforts.
salaries, recognition
Employment Sector ‐ Employability of Older Workers
Expand Enhance Cost
Workers
Expand Employment Opportunities
Enhance Cost Competitivenes
sRaise
Employability
pp
p y yand Effective Retirement
Age
Sh P itiRaise Skills and Shape Positive Perceptions
Raise Skills and Value
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Case Study: Facilitating Employment Opportunities for the Disabled
Enabling Masterplan
Opportunities for the Disabled
2007 ‐ 20111. Early Intervention &
Ed tiInitiative:
bli lEducation
2. Employment
Enabling Employers Network
(alliance of employers
3. Caregiver Support
(alliance of employers who champion
disability
4. Community‐based and Residential Services
employment)
I i i i5. Barrier‐Free Accessibility
Initiative:Open Door Fund
(incentive for employers to
116. Sports
(incentive for employers to hire the disabled)