Chapter 2: Office on Disability Vision Mandate to pull and optimize resources from various ministries and agencies. Private Sectors to ensure effective outcomes for persons with disabilities. Introduction ‘Many Helping Hands’ Approach. Ensuring each party is doing what it is best at. Current Challenges Disability issues should be mainstreamed.  Eg. MND, MOT, BCA and LTA took on the barrier-free environment and disabled friendly public transport system.  They worked with MCYS, NCSS, VWOs and the private sector.  Core development areas in Disability Early Intervention Education Employment

Chapter 2: Office on Disability Recommendations Setting up a new office  Committee Coordinating Minister, Senior Leaders from MCYS, MOE, MOH and MOM. Reflecting the inter-ministry approach needed to address disability issues. Including Stakeholders (VWOs and NCSS)  Aims/Roles Facilitate Enabling Master plan To have mandate and resources to manage disability issues holistically. Roles of the Office  Two panels: 1) Early Intervention and Education Panel – co led by MOE & MOH 2) Employment Panel – co led by MOM / WDA & MCYS  Aims Working establishing Singapore as a Centre of excellence in the Education of Special Needs Students. Potential Economic Opportunity for Singapore. Resources  Resources are always limited  Optimally achieve successful outcomes for PWDs.  Work with MCYS, NVPC, NCSS and VWOs to bring in more resources into the sector through individual and corporate philanthropy.

Chapter 2: Office on Disability Recommendations Prevalence Rate and Definition of Disability  Undertake a study to determine the prevalence rate of disability in Singapore.  Regularly review the definition of disability in tandem. Issues on Elderly Disabled  A minister recently has been appointed to oversee elderly issues.  Where ageing issues and disability overlap, such as in areas of accessibility in the physical environment, it should be addressed as part of the ageing framework. Conclusion Pragmatic rather than Ideological  Various ministries and agencies to take charge of areas according to their functional portfolios.  Formation of national office is feasible.  More can be done to tap credible expertise in the private sector.