ENG-2001 — Page 244

SOCIAL WELFARE

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A Social Safety Net

The Government is committed to providing a well-resourced social security system and an active welfare system that helps people to help themselves and ensures a proper level of support in times of need. During the year, the Active Employment Assistance programme under the Support for Self-reliance Scheme introduced in June 1999 was extended by phases to cover all unemployed CSSA recipients. The programme has been reinforced by special employment-related projects to provide direct help to CSSA recipients. NGOs have been commissioned to provide tailor- made assistance to unemployed CSSA recipients and other socially disadvantaged groups through the Special Job Attachment Programme and projects supported under the Intensive Employment Assistance Fund, introduced in January and March 2001, respectively. These programmes provide intensive counselling, training, job attachment, job placement and post-placement services for the target clients. By the end of the year, 13 per cent of those who participated in the Active Employment Assistance programme had found a paid job. The Computerised Social Security System was fully implemented during the year, thereby improving efficiency in the administration of social security schemes.

Subvention Reform

The Lump Sum Grant Subvention system, which aims to improve the delivery of welfare services through greater flexibility in deployment of resources, was introduced on January 1. By the end of the year, 127 NGOs had switched to the new funding mode, covering 90 per cent of the total subventions. The Lump Sum Grant is now the mainstream subvention system and is well accepted by the welfare sector. It aims to enhance efficiency and effectiveness, improving quality, encouraging innovation, and strengthening the accountability and responsiveness of welfare services to meet changing community needs. Other subvention reforms included the implementation of the final phase of the Service Performance Monitoring System and a new framework for selecting operators of new welfare service units, which placed emphasis on quality, innovation and value for money.

Reorganisation of the SWD

The reorganisation of the SWD aims to meet new and greater challenges in the planning and provision of social welfare services, to meet new demands, to increase responsiveness to users' needs and to enhance efficiency and productivity. The reorganisation streamlined the three-tiered headquarters, regional and district structure into a two-tiered one, and created capacity in the headquarters to deal with emerging areas of significance such as human resource management, planning and research. The reorganisation will be completed by March 2002 with the formation of district Planning and Co-ordinating Teams, Family Support Resources Centres and Family Support Networking Teams by merging the Youth Offices and Rehabilitation and Elderly Offices and refocusing the Group Work Units, so as to strengthen the functions of district-based planning and proactive outreaching to identify and support vulnerable families.

Progress in Other Programmes

Good progress has been made in strengthening services to help families in need. The consultancy study on Review of Family Welfare Services was completed. It