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Textbook on Social Services and Social Work in Singapore
NEEDS AND ISSUES OF PERSONS WITH DISABILITY Rosaleen Ow1 David W. Rothwell2 This is the preprint version of the work. The definitive version was published in Social Work in the Singapore Context as: Ow, R. & Rothwell, D. W. (2011). Needs and issues of persons with disability. In K. Mehta & A. Wee (Eds.), Social Work in the Singapore Context (2nd ed.; pp. 241-270). Singapore: Pearson. 1 Department head, National University of Singapore Department of Social Work, Blk AS3 Level 4, 3 Arts Link, Singapore 117570; [email protected] 2 Assistant Professor, McGill University School of Social Work 3506 University Street, Suite 300, Montreal, Quebec H3A 2A7; [email protected], http://www.mcgill.ca/socialwork/faculty/rothwell Social Work in the Singapore Context 8 Needs and Issues of Persons with Disability Rosaleen Ow and David Rothwell Introduction The collection of comprehensive statistical data on disabled persons is a worldwide problem due to various reasons, including: a) the lack of a universal definition of disability; b) a coherent system for data collection as disability can be social, physical or mental; and c) the tendency to under- report due to stigma and lack of knowledge. Despite these limitations, estimates suggest that 10% of the world’s population lives with a disability, the largest minority (United Nations Programme on Disabilities, 2010). However, measuring disability is not consistent across contexts For example, the incidence of disability in the latest US Census was estimated at 19.3% of the civilian non-institutionalised population, much higher than the UN standard (Waldrop & Stern, 2003). In Singapore, a 10% incidence of disability as proposed by the UN translates into about 490,000 persons based on a population of 4.9 million in 2009 Statistics Singapore, 2010). -
Strengthening Career Resilience
STRENGTHENING CAREER RESILIENCE ANNUAL REPORT 2019/2020 CONTENT 2 Foreword by Chairman and Chief Executive 5 Board Members and Committees 7 Senior Management 8 Organisation Charts 10 Key Achievements 21 Looking Ahead to 2020 22 Financial Statements 02 FOREWORD BY CHAIRMAN AND CHIEF EXECUTIVE FOREWORD BY CHAIRMAN AND CHIEF EXECUTIVE In 2019, Workforce Singapore (WSG) redoubled our efforts to walk the journey with both workers and companies in navigating through the economic challenges and uncertainties ahead. We pushed on with our outreach activities, to ensure that more Singaporeans could benefit from information about and access to the programmes and services under the Adapt and Grow initiative, through targeted events such as sectoral and thematic focused career fairs to help Mr Lim Ming Yan, connect them to relevant opportunities. Mr Tan Choon Shian, Chairman Chief Executive We extended our reach into the heartlands and increased our engagement efforts through Careers Connect On-the-Go (CCOTG) Pop-Ups, offering career advisory and job search tips to jobseekers in a light and nimble format. Our Adapt and Grow Town roadshows were also enhanced to provide a more engaging and interactive experience to an increased number of visitors. Leveraging technology, MyCareersFuture introduced machine learning to enhance the overall user experience and provided a smarter and easier job match relevant for jobseekers. To help ensure greater career mobility, our Professional Conversion Programmes enabled more PMETs to switch sectors or take on new job roles. More importantly, it helped companies retain more workers, by providing redeployment support. The Career Trial programme was also expanded to include part-time roles to provide more job opportunities for Singaporeans, such as those with family commitments. -
Study on the Impact of Technology on Human Resource Jobs & Skills
Study on the Impact of Technology on Human Resource Jobs & Skills September 2020 Contents Preface iii 6. Transforming HR for Businesses 107 1. Executive Summary 1 7. Future Evolution for HR 111 2. Methodology 9 Afterword 116 3. Overall Findings 18 Appendix 119 a. Impact and Skills Analysis 120 b. Glossary of Terms 213 4. Overview of HR Functions 43 c. Industry Participants 217 4.1 Chief Human Resource Officer 45 4.2 Operations and Technology 48 4.3 Performance and Rewards 55 4.4 HR Business Partner 61 4.5 Talent Attraction 67 4.6 Employee Experience and Relations 73 4.7 Talent Management 79 4.8 Learning and Organisation Development 85 5. Career Transitions for Roles Highly Impacted by Technology 92 ii Preface The Institute for Human Resource Professionals (IHRP) and Ministry of Manpower (MOM) jointly commissioned Willis Towers Watson in 2019 to study the impact of technology on the Human Resource (HR) sector in Singapore, specifically on changes to jobs and skills in the sector. The study focused on a three to five year timeframe to analyse the impact in detail and identify actions to help shape the future of the HR sector in Singapore. The study aimed to answer three key questions – what technologies will impact HR in the future, how jobs will change i.e. jobs and tasks that will be displaced, those that will be augmented, and new jobs and tasks that will emerge, and which skills will be critical to perform these roles, particularly the technology-related skills that HR professionals will require to perform jobs of the future. -
A Voice of Our Own: Rethinking the Disabled in the Historical Imagination of Singapore Zhuang Kuan Song National University of S
A VOICE OF OUR OWN: RETHINKING THE DISABLED IN THE HISTORICAL IMAGINATION OF SINGAPORE ZHUANG KUAN SONG NATIONAL UNIVERSITY OF SINGAPORE 2010 A VOICE OF OUR OWN: RETHINKING THE DISABLED IN THE HISTORICAL IMAGINATION OF SINGAPORE ZHUANG KUAN SONG (B.A.(Hons.), National University of Singapore) A THESIS SUBMITTED FOR THE DEGREE OF MASTER OF ARTS DEPARTMENT OF HISTORY NATIONAL UNIVERSITY OF SINGAPORE 2010 “I long to accomplish a great and noble task, but it is my chief duty to accomplish small tasks as if they were great and noble…” Helen Keller, 1880-1968 Author, Political Activist, Lecturer Deaf Blind Person Acknowledgements This research had been a long, arduous but entirely rewarding process. Coming to this stage has not been easy, and apologies are in order for those whom I had inadvertently or accidentally offended throughout this process. Throughout the two years of my postgraduate studies, I learnt much about myself and about the lives of people with disabilities. Understanding the mentalities of disabled people and how their lives are structured has become second nature to me and I hope had made me a better person. This research would not have been possible without the support from my supervisor, Dr Sai Siew Min. She had been my academic supervisor since my Bachelors’ and had given me guidance since. Dr Sai had been encouraging and I thank her for the patience she had shown while I was formulating the direction of the research. Consulting her had been a breeze for she would gladly put aside whatever she was doing, whenever I entered her office without prior appointment. -
Title Context, Service Provision, and Reflections on Future Directions of Support for Individuals with Intellectual Disability I
Title Context, service provision, and reflections on future directions of support for individuals with intellectual disability in Singapore Author(s) Kenneth K. Poon Source Journal of Policy and Practice in Intellectual Disabilities, 12(2), 100–107 Published by Wiley Copyright © 2015 Wiley This is the peer reviewed version of the following article: Poon, K. K. (2015). Context, service provision, and reflections on future directions of support for individuals with intellectual disability in Singapore. Journal of Policy and Practice in Intellectual Disabilities, 12(2), 100– 107. http://dx.doi.org/10.1111/jppi.12121, which has been published in final form at http://dx.doi.org/10.1111/jppi.12121. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Self-Archiving. This document was archived with permission from the copyright owner. Context, Service Provision, and Reflections on Future Directions of Support for Individuals With Intellectual Disability in Singapore Manuscript ID: JPPID-13-0078.R2 Special Issue: World Disability Report Corresponding Author Kenneth K. Poon Nanyang Technological University, National Institute of Education 1 Nanyang Walk Singapore 637616Tel: +65 6790 3226; E-mail: [email protected] Keywords: disability, early intervention, intellectual disability, Singapore, special education Running Head: Disability Support in Singapore Date Received: 02-Dec-2013 Date Accepted: 24-Jun-2014 1 Abstract The author examined how individuals with intellectual disabilities (ID) are supported in Singapore and what are the needs for further service development. Service provision for individuals with disabilities in Singapore is broadly reflective of its changing needs as a developing nation. -
Disability Rights and Inclusion in 1980S Singapore
Disability and the Global South, 2020 OPEN ACCESS Vol.7, No. 1, 1813-1829 ISSN 2050-7364 www.dgsjournal.org At the Margins of Society: Disability Rights and Inclusion in 1980s Singapore Kuansong Victor Zhuanga* aPhD Candidate in Disability Studies, University of Illinois at Chicago Macquarie University, Sydney. Corresponding Author- Email: [email protected] A new era focused on the inclusion of disabled people in society has emerged in recent years around the world. The emergence of this particular discourse of inclusion can be traced to the 1980s, when disabled people worldwide gathered in Singapore to form Disabled Peoples’ International (DPI) and adopted a language of the social model of disability to challenge their exclusion in society. This paper examines the responses of disabled people in Singapore in the decade in and around the formation of DPI. As the social model and disability rights took hold in Singapore, disabled people in Singapore began to advocate for their equal participation in society. In mapping some of the contestations in the 1980s, I expose the logics prevailing in society and how disabled people in Singapore argued for their inclusion in society as well as its implications for our understanding of inclusion in Singapore today. Keywords: Disability studies; Singapore; inclusion; normalcy Introduction In 1981, disabled people from all around the world came to Singapore to form Disabled Peoples’ International (DPI), heralding a new era of disability activism and their call for emancipation from oppression in society. The clarion call – a voice of our own – was to have repercussions around the world. As James Charlton (1998) notes, disabled activists internationally attributed their political awakening to the first world congress and the ideas that circulated from there. -
Creating an Inclusive Classroom
AY 2017 CREATING AN INCLUSIVE CLASSROOM: COUNTRY CASE STUDIES ANALYSIS ON MAINSTREAM TEACHERS’ TEACHING-EFFICACY AND ATTITUDES TOWARDS STUDENTS WITH SPECIAL NEEDS IN JAPAN AND SINGAPORE A THESIS SUBMITTED IN PARTIAL FULFILMENT OF THE REQUIREMENT FOR THE DEGREE OF DOCTOR OF PHILOSOPHY IN INTERNATIONAL STUDIES ADRIAN YAP YEI MIAN Major in Policy Analysis of Comparative and 4014S316-1 International Education GRADUATE SCHOOL OF ASIA AND PACIFIC STUDIES WASEDA UNIVERSITY PROF. LIU-FARRER GRACIA C.E. PROF. KURODA, KAZUO D.E. PROF. KATSUMA YASUSHI PROF. TARUMI YUKO KEYWORDS TEACHING-EFFICACY, ATTITUDES, JAPAN, SINGAPORE, SPECIAL EDUCATION, INCLUSIVE EDUCATION, THEORY OF PLANNED BEHAVIOUR, THEORY OF SELF-EFFICACY, MIXED-METHODS, DISABILITIES i ABSTRACT “Creating an inclusive classroom” is no easy feat for education policy-makers and school educators to include students with special educational needs in the regular school settings. How we want to idealise our schools to become an inclusive educational institution depends on how the school leaders, educators and policy-makers put in their measures to realise inclusivity at schools. For the past few decades, inclusive education was often pushed to the forefront of educational agenda and it became a frequently talked-about topic at educational conferences. Past research indicated that teachers’ teaching-efficacy and attitudes created significant impacts on their teaching competence and students’ achievements (Avramidis, Bayliss & Burden, 2000; Scruggs & Mastropieri, 1996; Soodak & Podell, 1994; Wilczenski, 1992). This dissertation focusses on two country case studies in Japan and Singapore. The study employed a sequential mixed method design starting with the quantitative research followed by qualitative phase: Phase 1, a questionnaire-type research and Phase 2, a semi-structured interview research. -
Embargoed Till After 17 November 2017, 1.00 Pm More Than 5,200
Embargoed till after 17 November 2017, 1.00 pm More than 5,200 enterprises have tapped on Lean Enterprise Development Scheme to Transform and Grow Additional resources for technology solutions to push for quicker and more pervasive industry-level transformation Singapore, 17 November 2017 – Since its launch in October 2015, the LED Scheme has helped over 5,200 enterprises from all sectors harness technology and lean manpower solutions to transform their business operations and processes and improve productivity. 2. The LED initiatives range from optimisation of technology and automation, to adoption of progressive human resource practices and more. These efforts can take place at either the individual-enterprise or enterprise-cluster levels, providing companies with readily-available, customised solutions and supporting them in capability development so that workers can also benefit from the resulting higher-value jobs. (refer to Annex A for the LED Scheme factsheet ) Driving the next level of business growth through RTG solutions 3. Nearly 1,000 companies supported by the LED Scheme this year have adopted over 40 government pre-approved ready-to-go (RTG) solutions that are designed for various industries and business functions. These RTG solutions are featured on Tech Depot, a centralised platform launched in April 2017 under the SME Portal. (refer to Annex B for details on Tech Depot, and Annex C for examples of companies who have tapped on RTG solutions ) Page 1 of 20 Cluster projects for broader impact 4. Cluster projects offer benefits through economies of scale, helping companies access technology and solutions without having to expressly invest in hardware and resources. -
Skills Framework for Media
Skills Framework f or Media or Skills Framework for Media An initiative of In support of A Guide to Occupations and Skills skillsfuture.sg Contents About the Skills Framework 2 Media Landscape 3 Key Statistics 4 Media Trends and Skills in Demand 5 Desired Attributes 6 Take Your Career Further 7 Realise Your Potential - Take the Next Step Forward 11 Media Career Tracks and Skills Map 12 Media Sub-track Descriptions 14 Game Production 19 Game Design 23 Game Technical Development 31 Quality Assurance 41 Content Production and Management 45 Visual Graphics 71 Production Technical Services 83 Content Post-production 105 Media Technology and Operations 113 Media Business Management 127 Supporting Organisations and Acknowledgements 157 Wage Information 158 Skills Framework for Media: Career Pathways 161 The information in this publication serves as a guide for individuals, employers and training providers. SkillsFuture Singapore, Workforce Singapore and the Infocomm Media Development Authority provide no warranty whatsoever about the contents of this document, and do not warrant that the courses of action mentioned in this document will secure employment, promotion, or monetary benefits. Published in December 2018 1 About the Skills Framework The Skills Framework is a SkillsFuture initiative developed for the Singapore workforce to promote skills mastery and lifelong learning. Jointly developed by SkillsFuture Singapore (SSG), Workforce Singapore (WSG) and Infocomm Media Development Authority (IMDA), together with employers, industry associations, education and training providers, the Skills Framework for Media provides useful information on: Sector Career Occupations Existing and Training Information Pathways and Job Roles Emerging Skills Programmes for Skills Upgrading and Mastery With the Skills Framework, individuals are equipped to make informed decisions about career choices, as well as take responsibility for skills upgrading and career planning. -
Skillsfuture Enterprise Credit (SFEC) 技能创前程企业补助
SkillsFuture Enterprise Credit (SFEC) 技能创前程企业补助 What is the SFEC about? 1. The SkillsFuture Enterprise Credit (SFEC) provides funding support to employers as they invest in their transformation and the capabilities of their workers as part of the Next Bound of SkillsFuture. Eligible employers will receive additional support for their enterprise and workforce transformation efforts, over and above the support levels of existing schemes. Support Level 2. Eligible employers will receive a one-off $10,000 credit per firm to cover up to 90% of out-of-pocket (OOP) expenses on qualifying costs for the following existing programmes: a. Enterprise Transformation – Programmes that support enterprise transformation, e.g. programmes by various agencies hosted on the Business Grant Portal (BGP); and/or b. Workforce Transformation – Job redesign initiatives, and curated training programmes by SkillsFuture Singapore (SSG) and Workforce Singapore (WSG), such as training courses aligned to the Skills Framework, Professional Conversion Programmes and sector-specific programmes [e.g. TechSkills Accelerator (TeSA)]. 3. To encourage employers to train and upskill their workers, $3,000 of the credit will be ring-fenced for Workforce Transformation. The remaining $7,000 can be used for both Workforce Transformation and Enterprise Transformation. 4. The list of SFEC-supportable programmes can be found in Annex A. The list will be updated from time to time and will be available on https://www.skillsfuture.sg/sfec. Eligibility 5. Employers which meet the following conditions will qualify for the SFEC: a. Have contributed at least $750 Skills Development Levy over a qualifying period; b. Have employed at least three Singapore Citizens (SCs) or Permanent Residents (PRs) every month over the same period; and c. -
Cover Responsible Employers, Sustainable Business
ANNUAL 2016/2017 We operate from two locations Head Office Corporate Learning Centre 60 Paya Lebar Road, #13-45 19 Tanglin Road, #10-01/07 Paya Lebar Square (Lobby 2) Tanglin Shopping Centre Singapore 409051 Singapore 247909 Tel : (65) 6290 7633 Tel : (65) 6827 6927 Fax : (65) 6290 7600 Fax : (65) 6827 6803 Email : [email protected] Email : [email protected] www.snef.org.sg Responsible Employers, Sustainable Business Cover Photos (clockwise from top): • Mr Sam Tan at the Age Management Seminar 2016 • Mr Stephen Lee (extreme left) and Dr Robert Yap (extreme right) with ANNUAL the SNEF-Stephen Lee awardees 2016 • Dr Robert Yap briefing members on NWC Guidelines for 2016 / 2017 2016/2017 We operate from two locations Head Office Corporate Learning Centre • 41st ASEAN Confederation of Employers Meeting 60 Paya Lebar Road, #13-45 19 Tanglin Road, #10-01/07 Paya Lebar Square (Lobby 2) Tanglin Shopping Centre Singapore 409051 Singapore 247909 Tel : (65) 6290 7633 Tel : (65) 6827 6927 Fax : (65) 6290 7600 Fax : (65) 6827 6803 • Training session conducted at SNEF Email : [email protected] Email : [email protected] www.snef.org.sg • Launch of SAPPHIRE at the Second SNEF BeyondSG50 CEO and Employers Forum • Tripartite Retreat 2017 • The Second SNEF BeyondSG50 CEO Roundtable • Dr Robert Yap at the 5th CFE Main Committee Meeting Responsible Employers, Sustainable Business 5th CFE Main Committee Meeting photo on the cover: Committee on the Future Economy https://www.gov.sg/microsites/future-economy/gallery/photos/content/5th-cfe-main-committee-meeting -
Animal Welfare
#One_AVA 977.200001111222 Future Ready ANNUAL REPORT 2017/18 2 Annual Report 2017/18 Contents 4 Vision Chairman’s Statement Safe food, healthy animals and plants for Singapore; trusted and 10 respected globally. Board of Directors / Leadership Team Mission 16 Ensure a resilient supply of safe food; Organisational Chart • Ensure the health & safeguard the welfare of animals; • Safeguard the health of plants; 18 • Facilitate agri-trade; and Corporate Governance • Nurture and inspire staff to be the best we can be! 20 Food Supply Resilience Values (ExCITe) 40 Excellence: • We strive to be the best in all that Food Safety we do. • We seek lifelong learning and 56 continuous innovation. Animal Health, Welfare & Care: Management • We value and nurture our staff. • We care for the community and 72 the environment. Plant Health Integrity: • We serve with professionalism. 80 • We treat our customers fairly and International Relations honestly. Teamwork: 86 • We trust and respect each other. Organisational Excellence • We work as a team and partner our stakeholders to achieve our goals. 96 Performance Indicators #One_AVA 3 Awards & Accolades Singapore Quality Class (STAR) Certificate of Commendation re-certified in December 2016 for Outstanding Work Done in Singapore to Combat Illegal People Developer Wildlife Trade re-certified in December 2016 received from Convention on International Trade in Endangered Innovation Class Species of Wild Fauna and Flora (CITES) re-certified in December 2016 Secretary-General ISO/IEC 17025 SAC-SINGLAS NS Mark Accreditation