The set up of the National Mental Health Office is a first step to a vision where mental health sits on a continuum with social-economic determinants, and is not merely the absence of illness.
That said, we still have to work towards a clear vision to improve Singaporeans’ mental health. For example, Scotland’s Mental Health Strategy 2017 focuses on reducing inequalities for mental health in treatment and access using a Life Stage model, and Malaysia’s National Strategic Plan for Mental Health 2020-2025 aimed to reduce adolescent depression rates from 18% to 10%.
These strategies clearly outline a vision of success for improving mental health and well-being, describing what a mentally healthy population looks like. They also include time-bound targets and outcomes beyond broad focus areas.
This aligns with recent WHO guidance on policy and strategic actions to promote and protect mental health and well-being across government sectors. The guidance calls for:
One, active engagement with all stakeholders, and ensure meaningful participation of those with lived experience.
Two, regular reporting and clear commitments.
Three, allocating fully costed and dedicated funding to support policy directives and strategic actions to prevent implementation delays.
I would like to seek four clarifications:
First, what is the picture of success of the National Mental Health and Wellbeing Strategy. To coordinate efforts across policy areas and sectors, the strategy should outline a few key outcomes and have clear targets
Second, how does the NMHO plan to work with Ministries and agencies to engage Singaporeans on current initiatives and future plans? Incorporating ongoing feedback from those with lived experience, communities, and civil society will ensure the Strategy remains relevant and grounded in real needs.
Third, how will the NMHO coordinate reporting, monitoring, and evaluation through regular updates? For instance, Scotland’s January 2026 monitoring report tracked KPIs across nine strategic outcomes to enhance agency accountability, responsiveness, and effectiveness.
Fourth, is there dedicated funding for mental health and well-being initiatives to support the strategy. If so, what is it? Between 2020 to 2022, MOH dedicated around 3% of its healthcare expenditure towards mental health treatment, promotion and prevention. Has this increased, and what are the projected amounts going forward?
