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Though current appraisal was upgraded and some of the domains were changed, the core of the appraisal system remains unchanged.

E.g. 01
Rating of 5 in any of the KPI/Competency appears to be unattainable.

E.g. 02
Not all staff will get to participate in MFC Project, thus rating will be at '1' (according to instruction), thus bringing the overall grading lower.

Would the appraisal be able to have clearer and achievable indicators so rating can be more objective?

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Can HR explain the rationale of recent change in eligibility of bonus?

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Is it easier to be promoted from a manager to another level as compared to a practitioner because there are a lot of domains from CSWP to meet as a practitioner? And also, must all be the domains be achieved before moving up to next level?

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How do management decide on promotion? Is it purely based on Director’s recommendation? If the Director do not like the staff then does it mean that the staff will likely be not promoted although he/she may have done good enough.

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Would there be transparency on how the increment % be distributed?

SINGAPORE: The salaries of workers in the social service sector will be raised by between 4 per cent and 15 per cent from Apr 1, Minister for Social and Family Services Masagos Zulkifli said on Friday (Mar 3).

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Social service agencies will also receive greater financial support to better serve those in need, MSF said.

For instance, the Tote Board has committed about S$846 million in funding for more than 70 key social service programmes over the next five years, the ministry said. This is their largest commitment to date and complements the Government's funding of about S$400 million a year.

ENABLING HUBS IN COMMUNITIES

The first Enabling Services Hub will be launched in Tampines West Community Centre by mid-2023, said Senior Parliamentary Secretary for Family and Social Services Eric Chua. The hub is operated by SG Enable in collaboration with SPD, a charity serving people with disabilities in Singapore.

Tampines was selected as it has one of the highest numbers of adults with disabilities in the east, said MSF. There will also be a satellite site at Bedok.

This is part of initiatives in the Enabling Masterplan 2030 to help people with disabilities, their caregivers and families to access community and employment support closer to their homes.

At the Enabling Services Hub, people with disabilities can take part in social activities to interact with neighbours and volunteers, and attend courses to pick up new skills. Caregivers who need a short break can also make use of drop-in respite care services, said Mr Chua.

The ESH will have an outreach team, which will actively engage people with disabilities and their families living in Tampines and Bedok, especially those not currently enrolled in any disability services, he added. Community befrienders will be matched to those who need more support.

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Salaries for social service sector to go up by between 4% and 15%

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Social service agencies will also receive greater financial support to better serve those in need, MSF said. For instance, the Tote Board has committed about S$846 million in funding for more than 70 key social service programmes over the next five years, the ministry said.

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Favoritism seems to be an often-whispered word. Some have also wondered why they have to work so hard, while others receive fast track promotion somewhat effortlessly.

Is it true that one of the fastest ways to get promoted is to leave MFC and then join back after a year or two?

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Leadership Training for Practice Leaders

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Leadership Training for Practice Leaders

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Aside trainings for our Would there be any leadership trainings for Practice Leaders? Leadership trainings would be necessary for us as middle mgmt level.

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With the rapid expansion in CS since last year, what should be the healthy ratio of CS: practitioners?

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While Practitioners have their own series of clinical trainings, I am curious what are the leadership trainings (underpinned a common belief) put in place for the management because I believe leadership is crucial in driving and leading all levels of staff in the organisation.

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How can practice leaders work closely and hopefully seamlessly with management? Probably its role definition? While we have CEO, CFO, CSO, CSS, can there be a CPL (Chief Practice Leader)?

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Second the 1st question on sharper roadmap

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Second the 1st question on sharper roadmap

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Current stated KRA on Leapsome for a practice leader /LSW seems to require the person to do everything, including clinical practice, individual, group and comm work plus management of staff, programs, training, networking and etc. One could get confused and overwhelmed by this long list of expectations from the Organization. I wonder if these expectations are valid and realistic?

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Sharper roadmap for Practitioners' Development

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Sharper roadmap for Practitioners' Development

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While appreciating the existing roadmap and internal training structure, I would appreciate a sharper focus e.g. specialty practice tracks especially beyond the first 2 years of practice.

Also, would like to explore the track of a social work manager which would recognize that senior practitioners do not and cannot just focus on practice but has to look at people management and operations.

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Would appreciate more sharing on Corporate Services arm, especially with its rapid expansion in the last year or so; and about the specific support that the different divisions in Corporate Services is providing to Management and Practitioners?

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Unity in Diversity, Cohesion in Expansion

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Unity in Diversity, Cohesion in Expansion

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How can we build unity amongst the diverse services and programmes that MFC is providing and will be providing? It seems that the largest expansion will be in the eldercare section, which is in line with the overall sector expansion; and I would like to have more information about this expansion, and to explore the interface between eldercare services/programmes with family services and any areas of synergy.

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Would appreciate a sharing of what each version mean/means. TBH, I did not know we are in Version 2; and I'm curious about what Version 3 is about. I'm guessing Version 1 is the founding journey of MFC?

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would like to understand what would be the ways for checks and balance, and also what would be the ways for the ground staff to provide feedback to centre directors that would be transparent to the top management too.

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With manpower and programmes expansion, would like to understand what would be MFC's overarch in the next 5 years, where will it be heading towards, what would be its guide.