Professional Services Support for Social Service Organisations

Debated in Parliament on 13 Sep 2021.

Summary written by AI (learn more)

Carrie Tan asked for the percentage distribution of social service sector employees across social work, back-office, volunteer management, and communications/fundraising functions, and whether there are targets for boosting non-social work functions under the Community Capability Trust.
Masagos Zulkifli replied that in 2019, about 60% of employees were in direct social service roles (including 14% social workers), while 40% were in non-direct functions like HR, administration, finance, communications, and volunteer management.
The ministry does not set specific targets for staff distribution across corporate functions but partners with agencies to strengthen capabilities through initiatives like the People Practice Consultancy, Organisation Development Journey, and funding schemes for volunteer management and transformation.
The Community Capability Trust, opening in FY2022, will build on existing efforts to support social service agencies in areas like volunteer management, digitalisation, evaluation, and research to achieve organisational excellence.

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Carrie Tan

Ms Carrie Tan asked the Minister for Social and Family Development (a) what is the current percentage distribution of employees in the social service sector across the (i) social work function (ii) back-office function (such as human resource, administrative and finance) (iii) volunteer management function and (iv) communications and/or fundraising function; and (b) whether there is a target or goals that the Community Capability Trust intends to achieve in terms of enabling non-social work professional functions in social service agencies to be beefed up and if so, what are these targets.

Summary written by AI (learn more)

Carrie Tan asked for the percentage distribution of social service sector employees across social work, back-office, volunteer management, and communications/fundraising functions, and whether there are targets for boosting non-social work functions under the Community Capability Trust.
Masagos Zulkifli replied that in 2019, about 60% of employees were in direct social service roles (including 14% social workers), while 40% were in non-direct functions like HR, administration, finance, communications, and volunteer management.
The ministry does not set specific targets for staff distribution across corporate functions but partners with agencies to strengthen capabilities through initiatives like the People Practice Consultancy, Organisation Development Journey, and funding schemes for volunteer management and transformation.
The Community Capability Trust, opening in FY2022, will build on existing efforts to support social service agencies in areas like volunteer management, digitalisation, evaluation, and research to achieve organisational excellence.

Questions identified by AI (learn more)

Professional Services Support for Social Service Organisations

Debated in Parliament on 13 Sep 2021.

Summary written by AI (learn more)

Carrie Tan asked for the percentage distribution of social service sector employees across social work, back-office, volunteer management, and communications/fundraising functions, and whether there are targets for boosting non-social work functions under the Community Capability Trust.
Masagos Zulkifli replied that in 2019, about 60% of employees were in direct social service roles (including 14% social workers), while 40% were in non-direct functions like HR, administration, finance, communications, and volunteer management.
The ministry does not set specific targets for staff distribution across corporate functions but partners with agencies to strengthen capabilities through initiatives like the People Practice Consultancy, Organisation Development Journey, and funding schemes for volunteer management and transformation.
The Community Capability Trust, opening in FY2022, will build on existing efforts to support social service agencies in areas like volunteer management, digitalisation, evaluation, and research to achieve organisational excellence.

Questions identified by AI (learn more)

Full Transcript

Carrie Tan

Summary written by AI (learn more)

Carrie Tan asked for the percentage distribution of social service sector employees across social work, back-office, volunteer management, and communications/fundraising functions, and whether there are targets for boosting non-social work functions under the Community Capability Trust.
Masagos Zulkifli replied that in 2019, about 60% of employees were in direct social service roles (including 14% social workers), while 40% were in non-direct functions like HR, administration, finance, communications, and volunteer management.
The ministry does not set specific targets for staff distribution across corporate functions but partners with agencies to strengthen capabilities through initiatives like the People Practice Consultancy, Organisation Development Journey, and funding schemes for volunteer management and transformation.
The Community Capability Trust, opening in FY2022, will build on existing efforts to support social service agencies in areas like volunteer management, digitalisation, evaluation, and research to achieve organisational excellence.

Questions identified by AI (learn more)

Masagos Zulkifli B M M

Based on MSF's Manpower and Salary Survey (MPSS) which collects manpower and salary data from Social Service Agencies (SSAs), there were around 16,500 social service sector employees in 2019. About 60% of these employees were in positions that provide direct social services, including social workers, therapists, counsellors and care staff, among others. Social workers comprised 14% of all social service sector employees, or around one-quarter of employees who provide direct social services.

The remaining 40% of social service sector employees were employed in functions that do not deliver direct social services, such as human resource, administration and finance, communications, fundraising, volunteer management and others.

As SSAs have different organisational structures and requirements, we do not set targets on the distribution or size of staff in corporate functions. Instead, we have been partnering SSAs to strengthen their capabilities, which includes corporate functions and have introduced various initiatives to do so. This includes schemes to help SSAs diagnose areas for improvement and implement solutions such as the People Practice Consultancy (PPC) and Organisation Development Journey (ODJ), and schemes to help SSAs hire to expand their corporate functions and implement capability-building projects such as the Enhanced Volunteer Manager Funding Scheme (EVMFS) and Transformation Support Scheme (TSS). Apart from these schemes, SSAs can tap various other grants under the VWOs-Charities Capability Fund (VCF).

The Community Capability Trust (CCT) will open for applications in FY2022 and will build upon our existing efforts to further support SSAs to achieve organisational excellence. This includes areas such as volunteer management, digitalisation, evaluation and research, among others.

Professional Services Support for Social Service Organisations

Summary

Questions Identified

Full Transcript

Carrie Tan

Summary

Questions Identified

Professional Services Support for Social Service Organisations

Summary

Questions Identified

Full Transcript

Carrie Tan

Summary

Questions Identified

Masagos Zulkifli B M M