36 years of rehabilitating and reintegrating offenders

BUILDING (1970s) On 1 April 1976, SCORE was established and officially took over the operations of the Prison Industries. SCORE inherited the “traditional” industries (such as laundry, cane products, printing services, metal fabrication and carpentry) workshop from the Prison Industries. Footwear workshops, car spray-painting workshops were phased out to make way for more viable industries. The “new” industries were introduced with participation from the private sector, such as woodwork and tailoring. In 1977, under the supervision of SCORE staff, 100 inmates participated in the construction projects to build workshops in Changi Prison. SCORE also broadened our responsibilities to include the provision of work therapy to drug offenders from the Drug Rehabilitation Centre. SCORE’s building years were not without challenges. Efforts to attract new participants into SCORE’s industrial programme did not receive enthusiastic response as private manufacturers fear low productivity and poor work attitudes among the inmate workforce. However, SCORE industries had remained productive and the quality of our products was evident in the display of works at the SCORE Display Centre in the then-National Stadium. EXPANDING (1980s) 1980 – 1984 1985 - 1989 As the economic landscape changes, some “traditional” industries were phased out as they had little occupational therapy or vocational value. Other industries were revitalized with new equipments and machines. In 1982, SCORE directed its attention to the upgrading of the skills of inmates. In May 1982, a vocational training scheme for inmates was introduced for selected inmates to undergo formalised skills training. The Vocational Training Scheme for inmates showed encouraging results. However, SCORE was affected by the poor business climate in 1985 with the workshops experiencing slower sales growth. In August 1985, the Work Release Scheme for short-term inmates and the Pre-Release Employment Scheme was introduced to help ease inmates’ return to society. Job Placement for the Day-Release Scheme for criminal law detainees at the Ahmad Ibrahim Prisons was introduced in 1987. In 1989, Industrial & Services Co-operative Society Ltd (ISCOS), a multi-purpose co-operative, sponsored by SCORE was formed. The objective of ISCOS was for ex-offenders to create jobs and self-employment opportunities for released offenders who need support and assistance. It is also intended to supplement jobs sourced from private firms by SCORE’s Job Placement Unit. In the same year, SCORE unveiled a new logo to reflect its extended functions in rehabilitation and aftercare services for inmates. DEVELOPING (1990s) 1990 – 1994 1995 – 1999 An Aftercare Division was set up to identify, promote and provide a full range of aftercare services to released offenders and their families. Principal rehabilitative services in 1990 include the following: - Vocational training of inmates; - Management of work programme in the prisons and DRCs; and - Providing counselling support to the Prison Department SCORE adopted a five-year strategy in 1990 to increase the number of courses offered to inmates. SCORE’s vocational and skills training programmes grew in 1991. In 1994, for the first time since its inception in 1976, SCORE faced a deficit of $867,552. Total Quality Management (TQM) was implemented corporation-wide and under the guidance of SCORE’s Total Quality Management Committee, Quality Action Teams were set up to look into ways of improving production and the quality of products and services. As a result of the dedication and efforts of SCORE staff, SCORE managed to turnaround a net surplus of $301, 155 in 1995. The economic downturn in Singapore and the region in 1998 affected SCORE and several of SCORE’s programmes and schemes grew at a slower rate. ENHANCING (2000s) 2000 – 2004 In October 2002, SCORE Headquarters was relocated to within Prisons Headquarters, providing greater synergy and collaboration with Prisons. In addition, the Vocational Training Unit partnered with various agencies to introduce new courses for offenders. SCORE developed two new core industries, namely Food Production and Original Equipment Manufacturing (OEM). SCORE also took over the role of CARE Network Secretariat from the Singapore Prison Service in February 2003. The National Aftercare Framework was conceptualised in September 2003, addressing the reintegration needs of discharged offenders. SCORE battled SARS alongside Singapore when the virus broke out in 2003. SCORE Laundry staff were recognised for their tireless effort in providing clean linen to the hospitals during the SARS outbreak. SCORE was awarded the President’s Certificate of Commendation and Courage Medals were given to 48 SCORE staff. With the new Changi Prison Complex Cluster A, SCORE facilities were relocated and commissioned in 2004. SCORE collaborated with NTUC Foodfare to take over the operation of the Central Kitchen in Cluster A since February 2004. SCORE’s laundry was also completely refurbished. New equipment and processes were added and introduced with the aims to enlarge the capacity and improve the efficiency of the older equipment. In the same year, the CARE Network launched the Yellow Ribbon Project, which had since garnered the community support for the rehabilitation and reintegration of offenders. The Yellow Ribbon Charity Fund Programme was also launched to mobilise the community to participate in the rehabilitation and reintegration of ex-offenders. 2005-2009 In May 2005, SCORE bakery achieved Hazard Analysis and Critical Control Points (HACCP) certification, in recognition of our high standards in food hygiene and safety. In the same year, SCORE piloted a ‘Place & Train’ scheme to match pre-release inmates with employers in the landscaping industry. This is in collaboration with National Parks (NParks), WDA and NTUC. To keep up with the economic landscape, SCORE also experimented with a Digital Media Unit in 2005 as a small pilot project. An innovative linen leasing project was piloted with the NHG hospitals, which was believed to be the first of such large-scale project in Singapore. It was initiated in June 2006 as part of SCORE’s continued efforts to improve and provide quality linen services to the healthcare sector. The pilot project’s initial objectives were successfully achieved and concluded in December 2006. In 2006, SCORE’s Central Kitchen at Cluster A successfully obtained the Food Shop (Catering) License from National Environment Agency (NEA). In 2007, SCORE Bakery retained its “A” grading from AVA and also successfully renewed its HACCP certification, showing our continued efforts to maintain the high standards in food hygiene and safety. In addition, SCORE introduced the Prepare and Place (PnP) scheme in collaboration with WDA, NTUC and Community Development Centres (CDCs) in 2007. In 2009, the Singapore economy went through a brief recession arising from the global financial crisis. Despite this, SCORE managed to emerge with a surplus of $152,786. The same year, SCORE Laundry obtained the ISO 9001:2008 certification as part of its continuous effort to improve. Strengthening (2010 – Present) In 2010, SCORE was awarded the coveted Singapore Quality Class and the People Developer Award. In recognition of these awards and the efforts in striving for organisational excellence, SCORE was later awarded the Public Service Milestone Award in April 2011. To chart the new directions for SCORE for the next ten years, a Strategic Planning Committee (SPC) was set up in 2010. Several recommendations were made to develop holistic throughcare, enhance community engagement and strengthen organisational excellence. SCORE also won the Meritorious Defence Partner Award 2011 under MINDEF’s Total Defence Award as an appreciation of SCORE’s continuing efforts and contributions to create a positive environment and awareness amongst our SCORE staff towards National Service.