here - NCSS

Transcription

here - NCSS

NCSS ANNUAL REPORT 2014
Stronger
TOGETHER
Enriching Lives Through Partnerships
PURPOSE
“I titled the drawing ‘Love’ as I hope that
we can move towards an inclusive society –
one where we show love and understanding
towards persons with special needs. I hope
my drawing can inspire others to help the less
privileged in our society.”
To ensure that every person has
the opportunity to live a life
of dignity to his or her fullest
potential within society.
MISSION
To provide leadership and
direction in social services,
enhance the capabilities of
social service organisations, and
promote strategic partnerships for
social services.
The drawing ‘Love’ by Isaac Liang, 28, is the design inspiration of this year’s NCSS Annual
Report. A beneficiary of the NCSS Heartgifts project, Isaac started expressing his thoughts
through drawings at the young age of six. Despite his hearing impairment, Isaac persevered
and graduated with a Diploma in Digital Media Design (Animation) from Nanyang
Polytechnic. Isaac is active in local artists’ networks and many of his beautiful sketches have
been published in books.
Contents
02
04
Messages from the President
and Chief Executive Officer
Highlights
06
22
32
Engaging
Growing
Connecting
61
66
100
Code of Governance
Financial Statements
NCSS Community Funding
Disbursement
108
NCSS Board of Council,
Management, Committees
and Listings
02
STRONGER TOGETHER
President’s Message
CEO’s Message
2
014 was an eventful year for
NCSS. We launched the Sun Ray
Scheme in November 2014 to
great excitement, after eight months
of intense engagement with social
service agencies and professionals.
We target to recruit more than 200
individuals for the scheme in the
next five years, and look forward to
harnessing their wide-ranging skills
and experience to bolster the sector’s
capability.
Mr Sim Gim Guan (extreme left) with Dr Benjamin Koh, Senior Director of Social Service Office (SSO) Division and Service Delivery and Development Group, Ministry of Social
and Family Development (MSF), Mr Jai Prakash, General Manager of SSO @ Bukit Merah, and Mr Hsieh Fu Hua, during a visit to the SSO @ Bukit Merah on 24 March 2015.
O
ver the past year, I was pleased
to see greater engagement by
our members with the National
Council of Social Service (NCSS).
In addition to the largest turnout at
an NCSS Members Conference, we
had a record 14 nominees running
for elections at the Annual General
Meeting. Representation on our
Council has been broadened with
the inclusion of, among others,
a respected social worker and a
leading advocate for persons with
disability.
The deepening of leadership in the
sector is one of the key thrusts at
NCSS. As we cultivate leaders for the
sector through schemes such as Sun
Ray, we are also drawing in prominent
leaders from different fields into the
sector to contribute, including:
• Mr Lim Siong Guan, former Head of
the Singapore Civil Service, to guide
human capital development
• Mr Gerard Ee, former NCSS
president, to lead efforts in research
and advocacy
1
• Mr Gautam Banerjee, a wellrespected corporate leader and
former Nominated Member of
Parliament, to advise on social
enterprises
• Dr Ang Seng Bin, an avid volunteer,
to optimise volunteer resources
• Mr Victor Ng, an entrepreneur, to
spearhead the drive for innovation
and productivity in the sector
NCSS will continue our cooperation
with the government, members and
organisations with similar objectives
to strengthen the social service
ecosystem. While voluntary welfare
organisations (VWOs) continue to be
the main driver of social services,
we believe that a vibrant community
of social enterprises is an important
source of innovation and sustainability.
With NCSS as founding partner,
we collaborated with MSF, Social
Enterprise Association and Tote Board
to form the Singapore Centre for Social
Enterprise (raiSE). This single touch
point will provide mentoring as well as
For the period from 1 December 2013 to 31 December 2014 and before the government matching grant cap.
03
funding, networking and consultancy
services for the resourcing and
development of social enterprises.
Partnership with the corporate sector
and participation by the community
are also cornerstones of fund-raising
and volunteerism at NCSS. A prime
example is the Care & Share Movement.
With Mr Phillip Tan’s able helming of
Community Chest, the Movement has
received tremendous support from all
around with $334.1 million raised 1.
The government’s expanded support
to the Movement, which doubles the
total available matching grant to $500
million, has boosted support by the
public at large.
We are well on our way to fulfilling
the thrusts conceived in our
strategic review. With an active
membership, strong leadership, an
enhanced ecosystem and an engaged
community, we look forward to a
thriving social service sector that will
make a significant contribution to our
beneficiaries and our community.
NCSS also stepped up our collaboration
with partners from various sectors
to strengthen our efforts to better
address emerging social needs. In
October 2014, we partnered Institute of
Mental Health, Agency for Integrated
Care and Health Promotion Board to
launch the inaugural Singapore Mental
Health Conference. Participants left
with a stronger belief that greater
integration of both mental healthcare
and social service sectors is important
for better service delivery in the area of
mental health issues.
In our continuous efforts to champion
for a more inclusive society, NCSS also
spearheaded a month-long celebration
of the United Nations-recognised
International Day of Older Persons
(IDOP) in October 2014. This was the
first time that NCSS and its partners
celebrated IDOP in such scale and
intensity. The event aims to recognise
seniors for their contributions to the
society. Outreach efforts were also
conducted to encourage better and
more effective communication across
generations.
Besides
raising
funds,
the
Community Chest-led Care &
Share Movement, together with
the participating VWOs mobilised
over 110,000 volunteers through
more than 2,000 events. Under
the Movement, Community Chest
organised the first-ever inclusive
mass beach picnic during its Orange
Day in September 2014. Together
with MediaCorp, Community Chest
also launched the SG Care & Share
Day in January 2015 – an inaugural
volunteering event on the SG50
calendar to encourage the public
to volunteer. The enthusiastic
response for these events bode well
as the Movement has been extended
to 31 March 2016.
LOOKING AHEAD
The VWO Development team, formed in
May 2014 to bring about improvements
in innovation and productivity for VWOs,
has introduced ‘bite-size’ projects
in November 2014. Eleven projects
were fully funded by VCF and the team
partnered
external
consultancies
to strengthen VWOs’ organisational
capability
and
capacity
through
innovative methods. I look forward to
more VWOs being involved in these
projects in 2016.
The Volunteer Resource Optimisation
programme is another new initiative by
NCSS to improve the sector’s productivity
and provide sustainable manpower
solutions. We hope to support VWOs in
the systematic absorption and retention
of volunteers to complement sector
professionals in service delivery. A
volunteer management framework will
be developed to guide VWOs in areas
such as needs analysis and training.
With a committed NCSS team and
stronger partnerships forged with
various stakeholders, we will be able
to achieve our goal of creating greater
impact on the lives of the beneficiaries.
OUR APPRECIATION
Our immense gratitude goes to Minister Chan Chun Sing for his visionary leadership over the past four years. Under his
guidance, the sector has been much energised and our capabilities have been raised. We warmly welcome Minister Tan
Chuan-Jin as the Council’s new patron, and we look forward to his leadership through the next lap of the sector.
We are grateful to the outgoing members of the previous Board who provided us with good advice and support: Mr Cyril Chua,
Ms Frances Cheang, Mrs Sandra Berrick, Mr Lee Kim Siang and Mr David Alexander Ong. We welcome the active engagement
of the new members of the Board, Mr Chern Siang Jye, Mr Keith Chua, Ms Anita Fam, Ms Maureen Fung, Dr Lee Cheng,
Mr Leo Chen Ian, Mr Albert Lim and Mr Mohamad Hairil.
Our deep appreciation goes to our member VWOs, sector professionals, volunteers and donors for their passion and support.
They have shown that they care for our community. Last but not least, we pay tribute to our staff who work tirelessly for our
beneficiaries.
Hsieh Fu Hua
President
SIM GIM GUAN
Chief Executive Officer
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STRONGER TOGETHER
Highlights
NCSS Membership
Care & Share Movement & Proposed Grant Usage*
443 VWOs = 321
Total
Full
Members
+ 122
Associate
Members
111 10,764 386
training places filled
The VWOs-Charities
Capability Fund
supported VWOs, charities and Institutions of a Public
Character (IPCs) in three areas:
$7.6m $1.9m $6.8m
Built Professional
Capabilities
Enhanced
Organisational
Excellence
Top 3 Common 139
Services used by 88
Member VWOs
61
Insurance Services
Audit Services
Fuel Discounts
Seeded Innovation
& Powered
Productivity
training programmes delivered by
the Social Service Institute in its first
year as the appointed Continuing
Education and Training centre for
community and social services.
Common Services and
Benefit Schemes
2,021events
Civil Service Club
Associate Membership
Critical existing needs
$58.6m $5.2m
*The proposed Care & Share projects are from 1 December 2013 to 31
December 2017 (The figures provided are as at 31 December 2014)
during the period of 1 December 2013
to 31 December 2014 and before the
government matching grant cap
Sustainable Funding to Meet Needs
$8.7m
Fund-Raising Permit
Exemptions
Capacity building
$334.1m
member VWOs
enjoyed total cost savings of
Singtel Sponsorship
Scheme
New programmes
and raised
351 (79%)
200
Top 3 Benefit
Schemes used by 139
Member VWOs
64
Capability building
$17.7m $58.7m
volunteers in
Building a Skilled Sector
Scholarships and
awards
112,202
The movement involved
Community
Chest
Disbursed
$242m
+
Tote Board Social
Service Fund
Enabled
125
VWOs
+
Ministry of Education
Special
Education Fund
Supported
464
social service
programmes
05
ENGAGING
corporate and individual donors,
and volunteers to donate, as well as
to give time and expertise to help
beneficiaries.
On Photo
Mr Ho Koon Long and Madam Marinah Binte Abdul Ghani (with
microphones), beneficiaries of AWWA Senior Community Home,
and other beneficiaries interacting with Mr Foo Say Thye (in
black) and other volunteers from Heartwarmers and staff from
Community Chest.
#careandshare photo booths were
set up at Community Chest events
to encourage participants to share
their #careandshare moments on
social media. About 1,500 photos
were posted on Instagram within five
months — a show of strong support
for a more caring society.
“The song is a subtle reminder that
we can increase the bond between
people just by simple gestures.”
- Joi Chua, composer and singer of the Care & Share
song ‘Be The One’
“I hope the ‘Ripple’ video will move
the audience emotionally and get
more to care for each other.”
- Daniel Yam, Director of the Care & Share Video
‘Ripple’
“Awesome to know that my donations
have helped children with special
needs learn at their own pace in a
special school.”
“Li-Lin has inspired me to follow
my dreams and never give up.”
-
Thirteen-year-old Iman Nur Khaliesah, a
beneficiary of Students Care Service Clementi
Centre
- Kevin Lee, a Community Chest donor for over 10 years
“I thought volunteering work is
boring but after helping out in the
packing and distribution of festive
packs to the elderly-in-need, I found
that it is very meaningful and fun.”
- Fifteen-year-old Natalie Sim, a student volunteer
from Dunman High School
“I don’t earn much but I am blessed
to be able to help others around
me. I hope that, as a society,
we will all help people in need
and give from the heart without
seeking anything in return.”
- Ms Rasimah Binte Mohameed, Assistant Cook at
Changi General Hospital
10
STRONGER TOGETHER
The Care & Share Movement
Brings the Message of Giving
to All Parts of Singapore
9
Orange Day (Sentosa)
The Orange Day on 6 September attracted over 1,500 people
including 120 children and youth with special needs, and their
families. A Care & Share train, decked with colourful visuals, also plied
the island to raise awareness on how the public could contribute their
time and treasures to help the less fortunate.
To Care,
To Share and
To Celebrate
As One
4
11
Community Chest’s Signature Events
1
Mother’s Day Concert (Shenton Way)
The event, which took place on 2 May, was
Community Chest’s first collaboration with the
Singapore Chinese Orchestra to organise a charity concert
for the Chinese-speaking community. Guest artiste Judy
Ongg specially flew in to lend her support.
Heartstrings Walk (Marina Bay area)
Jointly organised with Marina Bay
Sands, the event on 3 August saw
more than 8,800 participants in the 4km
fun walk around Marina Bay, including 160
scaling up 57 storeys of the Marina Bay Sands
Hotel to the Sands SkyPark.
3
Care & Share SG50 Light-up (Orchard Road & Marina Bay)
In addition to the Orchard Road Christmas on A Great Street
2014 Light-up on 15 November and ChariTrees @ Marina Bay
2014 Light-up on 8 November, 50 hotels and shopping malls, including
Royal Plaza on Scotts came forward to raise funds during the year-end
festive period. One of the hotel’s initiatives was the sale of teddy bears,
where all proceeds were donated to Community Chest.
8
2
Care & Share Charity Show 2014
(Sentosa)
The event took place at the
Resorts World Sentosa Theatre on 27 July
with an audience of 1,600 – one of the
largest for a Community Chest charity
show. Over 1.1 million viewers caught
the show, which was rated fourth highest
in viewership for Channel 8 programmes
in 2014. Over 200 international and local
celebrities, corporate volunteers, students
and beneficiaries participated in the show,
which raised a record amount of over $6.2
million. Staff of corporate partners also
volunteered their time over a few months
for the show’s practices and rehearsals
with beneficiaries.
Charity Gala
(Sentosa)
Beneficiaries
with hearing impairment
from Canossian School
interacted happily with
President Tony Tan Keng
Yam and Mrs Mary Tan
at the charity gala on 30
November. The event
received strong support
from main sponsor
Resorts World Sentosa
and leading bank partner
DBS Private Bank.
6
10
3
2,4,6
SG Care & Share Day (Singapore
Sports Hub)
More than 2,000 people attended
the inaugural event on 25 January 2015.
This collaboration between MediaCorp and
Community Chest brought together beneficiaries,
volunteers and more than 20 charities to promote
volunteerism. Members of the public were able to
learn a new skill to experience volunteerism and to
understand more about social causes. More than
150 corporate volunteers also distributed festive
packs that included sponsored grocery items to
seniors and families in need.
In celebration of
9
1
7
Led by
7
5
5
A movement supported by over
200 voluntary welfare organisations
Frasers Centrepoint Malls Family
Monopoly Challenge (Causeway Point)
Frasers Centrepoint Malls (FCM) launched
the inaugural Family Monopoly Challenge, a lifesized Monopoly game, where shoppers played as
pieces on the game board. Besides raising funds for
Community Chest, FCM also hosted 29 families from
family service centres during the event on 25 May.
Strong Support from Corporate Partners
8
Singapore Power’s Support for Eldercare
Programmes (HortPark)
Singapore Power broadened its support of
critical elderly services to all eldercare programmes
supported by Community Chest. More than 31,000
beneficiaries were helped through services such as
dementia day care, hospice care, community homes and
caregiver support. Singapore Power committed more
volunteer hours through outreach initiatives for elderly
beneficiaries from TOUCH Home Care at Jurong West,
THK Home Help at Queenstown and Lions Befrienders.
Volunteers also potted air-purifying plants in recycled
containers with the beneficiaries on 22 April.
10
UOB Heartbeat Run/Walk 2014 (East
Coast Park)
UOB rallied employees, corporate partners,
customers and their families to participate in the
UOB Heartbeat Run/Walk 2014 on 1 June. The
event raised $1 million for three special education
schools – APSN Katong School, MINDS Towner
Gardens School and the Pathlight School.
11
Maybank Global CR Day (Yio Chu Kang
Stadium)
Maybank hosted over 100 children with
special needs and their families to a fun and
meaningful day at the Maybank Global CR Day on 27
September, which raised $100,000 for MINDS.
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14
STRONGER TOGETHER
Fund-Raising & Engagement
Inspiring a Nation through the Care & Share
Movement
Community Chest initiated the Care & Share
Movement to rally the nation to do more for the less
fortunate as Singapore celebrates its 50th birthday.
More than $300 million* was raised by Community
Chest and over 200 participating voluntary welfare
organisations (VWOs) from 1 December 2013 to 31
December 2014. With a government grant to match
the amount raised, the social service sector now
has the resources to introduce new programmes,
strengthen infrastructure and build capability.
As at end 2014, more than 2,000 fund-raising
and volunteerism activities have been organised,
engaging over 110,000 volunteers. These efforts
deepened involvement by corporate partners,
volunteers and beneficiaries.
To build on the momentum, the government had
extended their support for the movement until 31
March 2016. The government and Tote Board will
set aside another $250 million, doubling the total
government matching grant for Care & Share to
$500 million.
Raising Awareness of the Movement through Publicity Campaigns and
Outreach
Print Ads
Website
30 insertions
89,040 page views
DMs/eDMs
Out-of-Home
531,000 recipients
5,250 displays
TV/Radio Ads
1,690 spots
Social Media
*Before the government matching grant cap
Every dollar raised by Community Chest goes
directly towards helping the VWOs it funds.
Community Chest is appreciative of the support
from Tote Board and Singapore Pools, in
covering most of its fund-raising and operating
costs. Community Chest thanks corporations
and individuals for their donations, as well as
sponsors for donations-in-kind.
Over 1.1 million
viewers
Care & Share
Video ‘Ripple’
More than
50 million views
*These figures are for the period from end 2013 to March 2015 and include publicity sponsorship from media owners and partners.
To engage and inspire the younger generation,
Community Chest Ambassador Wong Li-Lin visited
youth beneficiaries of Students Care Service
Clementi Centre in 10 October. She shared her
experiences in overcoming life challenges and
inspired them to pursue their dreams. An interactive
Sharity wall using augmented reality technology
was also installed at the Orchard MRT station in
September to engage the young and drive home
the message that helping someone was a choice as
simple as waving their hands.
Source: Lianhe Zaobao © Singapore Press Holdings Limited. Reproduced with permission.
2,690 hashtags
Care & Share
Charity Show
The Care & Share video ‘Ripple’ struck a chord among
local and overseas viewers, with more than 50 million
views garnered since its debut on social media in
September. ‘Be the One’, the Care & Share song
penned and performed by local singer-songwriter Joi
Chua, debuted in November. Joi touched the hearts
of many with her live performance of the song during
the Orchard Road Christmas on A Great Street Lightup Ceremony, where students from the Singapore
School for the Deaf signed the lyrics simultaneously
(picture below).
15
16
STRONGER TOGETHER
Encouraging More to Give their Time, Talent
and Treasures through Volunteering and
Fund-Raising Activities
Corporate partners and individuals had stepped
forward with their expertise, resources and networks to
help many less fortunate people progress in life. They
include Land Transport Authority (LTA), Marina Bay
Sands, Ministry of Transport (MOT) and its statutory
boards, NTUC FairPrice, Resorts World Sentosa,
Singapore Airlines (SIA), Singapore Pools, StarHub,
TANGS, Tote Board and Minister Tan Chuan-Jin.
David Beckham had an up-close encounter with some 200 youth and
children from Marina Bay Sands’ designated charities at the Marina Bay
Sands Festive Light-up on 15 November.
“Singapore Airlines has been a longstanding supporter of Community Chest and
its causes. Through the efforts of staff of the
SIA Group, the SIA Charity Drive 2014 helped
to raise over $2.5 million for Community
Chest. The fund-raising activities were very
meaningful as it enabled our staff to come
together to engage the public directly. In
being able to give back to those in need in
our local community, our staff felt a great
sense of accomplishment.”
- Mr Christopher Cheng, Senior Vice President Human
Resources, SIA Group
The SIA Charity Drive 2014 garnered more than $2.5 million for Community
Chest through a charity gala dinner on 16 October and a charity run on 2
November.
LTA Care-Givers had monthly outings with beneficiaries from SPD
Day Care Centre.
aRWSome volunteers and children with special needs from
Rainbow Centre had fun at the S.E.A Aquarium and Dolphin Island
at Resorts World Sentosa on 26 May.
Minister for Transport Lui Tuck Yew having heartening conversations
with youth beneficiaries at the MOT Family Charity Outreach 2014 on
6 November.
Singapore Pools raised more than $408,000 for six charities at their
inaugural “River With A Heart” event, held on 28 October. It was
organised by iShine, a Singapore Pools’ staff community programme.
“NTUC FairPrice and FairPrice Foundation
have contributed and volunteered towards
Community Chest’s initiatives for over 10
years to assist and empower the less fortunate.
To commemorate our Founder’s Day last year,
our management and staff played host to
some beneficiaries who celebrated with us by
shopping for free at our store. This enriching
experience motivated us to better the lives of
those in our community.”
NTUC FairPrice sponsored a grocery shopping trip for beneficiaries
on 5 August to commemorate its 41st Anniversary, with its staff and
CEO Mr Seah Kian Peng participating.
- Mr Jonas Kor, Chairperson of the FairPrice CSR Committee
StarHub started the #4Good Movement on 12 July, which enabled its
customers to donate their unused mobile phone talk time, data and
SMS messages to benefit 500 beneficiaries.
TANGS spearheaded a Shop for Good Movement in October to champion
social awareness in its shoppers and retail partners.
Minister Tan Chuan-Jin raised more than $660,000 from his first solo
photography book “The World We Live In” for charities under the Care &
Share Movement.
17
18
STRONGER TOGETHER
Donations from corporate partners and the public, coupled with matching
grant from the government under the Care & Share Movement, enabled
Community Chest to support sector-wide projects like Enabling Village,
Special Vehicle Fleet and the Inclusive Playgrounds (see page 37).
Enabling Village
Enabling Village is a pioneer one-stop centre for
integrated services for persons with disabilities
and their caregivers. The centre will encourage
greater integration through accessible facilities,
programmes and services.
independence of persons with disabilities. Singtel
will provide its expertise and volunteer resources
to support training programmes for the centre.
Singtel Innov8 – the company’s venture capital arm
- will also advise on the development of innovative
technologies for persons with disabilities.
Special Vehicle Fleet
The Special Vehicle Fleet is part of Ministry of Social
and Family Development (MSF)’s initiative to provide
a quality and efficient dedicated transport system
that will meet the diverse needs of persons with
disabilities. Thirty three new vehicles (picture on the
right) were purchased and retrofitted with features
such as:
The fleet was funded by MSF and the Care & Share
Movement, with donations from LTA, Ngee Ann
City, Resorts World Sentosa, Shaw Foundation and
Takashimaya Shopping Centre.
• hydraulic lifts that can raise wheelchair users
aboard the vehicle
• systems that put a brake on wheelchairs when
vehicles are on the move
• high roofs to accommodate wheelchairs with
high backs
“Setting up the Singtel Enabling Innovation
Centre is a natural extension of our longterm support for children and youths with
special needs. With our core capabilities
and staff expertise, we will impart useful
skills and knowledge to drive sustainable
improvements in their lives.”
- Mr Yuen Kuan Moon, Chairman of the Singtel Touching
Lives Fund and CEO Consumer Singapore at Singtel
(extreme left in photo, where he was invited to mark
a collaboration effort towards building an inclusive
society at the Enabling Village)
Corporate partners responded warmly to the project
with their donations. They leveraged their expertise
and seeded innovative projects which benefited the
disability community. Some examples include:
i) Singtel donated $1.1 million to establish and
operate the Singtel Enabling Innovation Centre
(EIC). The EIC houses a contact centre, infocomm
technology skills training facilities and a social
innovation hub for the development of assistive
technology to enhance the employability and
ii) Keppel Care Foundation is funding an urban
farm to equip persons with disabilities with the
necessary agriculture and horticulture skills and
knowledge. Besides learning how to operate the
farm, these individuals will also receive training
through job rotation.
iii)ST Engineering is supporting the setting up of
a showcase – iLAT (Independent Living through
Assistive Technology), which aims to be a onestop consultancy and education space for
assistive technology and information technology
to serve the needs of persons with disabilities.
Its staff will also be volunteering their skills and
time at the showcase.
The fleet promotes independent living and offers
an additional transport choice to persons with
disabilities to better integrate into the community.
More than 200 VWOs supported the Care & Share Movement by organising
activities with corporate and community partners, volunteers and
beneficiaries to promote the message of inclusiveness in our society.
VWOs that contributed to the Movement included
Autism Resource Centre (ARC), which collaborated
with Harvard University’s a cappella group – Din &
Tonics – to present ‘A Very Special Concert’ in August
2014 (top picture). The charity concert, graced
by Minister of Education Heng Swee Keat, was a
celebration of abilities, featuring performances by
Pathlight Youth Choir and Singapore Polytechnic’s
a cappella group, Vocal Talents. Funds raised
were channelled to ARC’s new Employability &
Employment Centre.
The Singapore Disability Sports Council also
celebrated inclusiveness during its 40th Anniversary
Charity Dinner and Sports Awards Night in February
2014 (bottom picture). For their outstanding
performances, nine athletes were presented awards
by guest-of-honour President Tony Tan at the event.
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20
STRONGER TOGETHER
“We had in mind how wonderful it will be if our
children and youth with special needs and their
families can come together with the public to
enjoy a beach outing when we decided to organise
this event as part of the Care & Share Movement.
Inculcating caring and sharing should start young
and we can all play a part in creating a more
inclusive environment.”
- Mr Phillip Tan, Chairman of Community Chest and the Care & Share Movement
Steering Committee, on Orange Day. The event set a new record for the biggest
heart formed using picnic mats.
21
GROWING
the sector’s manpower and
organisational capabilities
with member VWOs, sector
professionals and industry experts
to widen talent pipelines and build
a larger pool of committed and
skilled individuals.
On Photo
Mr Low Moon Chong (left), career consultant with the Social
Service Career Centre at Social Service Institute, and Mr Chong
Ooi – a former purchasing officer seeking a mid-career switch
to the social sector. The centre had successfully matched Mr
Chong’s work experiences and job skills with that of a care
coordinator in a voluntary welfare organisation.
24
STRONGER TOGETHER
Human Capital Development
Promoting Careers in Social Service
NCSS rolled out the Sun Ray Scheme to attract and retain quality
manpower in the sector. Sun Ray was officially launched on 20 November
2014 by Minister for Social and Family Development Chan Chun Sing.
The Sun Ray Scheme
Sun Ray is symbolic of NCSS’ intention to grow a
pool of future leaders who would illuminate the way
for others and bring hope to the clients in the social
service organisations they serve.
For the sector
NCSS will coordinate with member voluntary
welfare organisations (VWOs) to:
• Raise service standards by sharing good ideas
and practices through deployment of individuals
to VWOs
• Address future leadership needs and create
additional leadership pipelines
• Create a larger pool of candidates with wide
sector experience and deep expertise
• Build a core group of leaders in both the
professional and leadership tracks
For Sector Professionals
Onboard
the Scheme
(As of 31 March 2015)
18
social
service
organisations
Sun Ray offers structured career development
pathways by:
• Seconding and rotating individuals across social
service agencies to build breadth and depth of
their sector experience
• Broadening individuals’ perspectives through
sector leaders’ mentorship and the leadership
milestone programmes at the Social Service
Institute (SSI)
Individuals on Sun Ray with Mr Chan Chun Sing and Mr Sim Gim Guan.
25
individuals
“The scheme signifies a partnership between
MSF, NCSS and all partner VWOs, to come
together as one to recruit, retain, develop and
deploy all the social service professionals to
the best of their ability. If we get this right,
we will have very powerful social service
organisations in the years to come.”
“Former sector professionals who have
the experience and passion to serve our
vulnerable populations are very valuable
to us. Sun Ray, by offering a well-articulated
career progression pathway, addresses
these concerns and offers them better career
prospects than before.”
- Minister for Social and Family Development
Chan Chun Sing
- Mr Fermin Diez, NCSS Deputy CEO and Group Director,
Human Capital Development
25
26
STRONGER TOGETHER
Number of Enquiries Received
by Career Centre in FY2014
Walk-Ins
Calls
Emails
176 513 637
365
195
Number of Job Candidate
Referrals to VWOs
Successful Job
Placements
Industry Previews and
Recruitment Fairs
2,157
potential job candidates
30
VWOs participated
Outreach to Youths
Reached Out to
2,670
students
Social Service Career Centre
The centre provides career and training advisory
services to those who are keen to join the sector.
The services include sharing career opportunities
available in the sector, developing plans for
skills upgrading in social service professions,
facilitating job search and making referrals to
hiring VWOs.
Career Previews & Recruitment Fairs &
Outreach to Youths
Industry previews and recruitment fairs were
organised regularly round the year to allow potential
job candidates to learn more about the sector
and the respective professions. Hiring VWOs were
invited to network with employers and potential
candidates.
The centre also invited a mix of veteran and
emerging leaders to share inspiring experiences
with students from 12 universities, polytechnics,
junior colleges and secondary schools. This was
part of the centre’s effort to create awareness of
careers in the sector among youths.
Scholarships and Study Awards
A variety of scholarships and awards are given out each year to undergraduates and sector professionals,
to hone their professional and leadership skills.
25
Social Service
Scholarships
4
Singapore-Industry
Scholarships
6
Leadership
Development
Programme
33
Professional
Conversion Programme
for Social Workers
Sabbatical Leave Scheme
Twenty three professionals were awarded the
scheme, which is designed for experienced sector
professionals involved in direct work to recharge and
refresh themselves. From June 2014, this scheme,
previously only for social workers, is extended to
occupational therapists, physiotherapists, speech
therapists, psychologists, counsellors and Early
Intervention Programme for Infants and Young
Children teachers. Eight of the awardees took the
opportunities to pursue professional advancement
activities while they were on sabbatical leave.
17
Social Service
Awards
2
Lien Scholarship
for Social Service
Leaders (supported
by Lien Foundation)
12
Professional
Development and
Management Programme
12
Ee Peng Liang Study
Awards (supported by
Temasek Cares CLG
Limited)
Study on Perception of Careers in Social
Service Sector
NCSS appointed Universum Global in December
2014 to study how careers in the social service sector
are perceived by potential job candidates. This study
provided indications on the career goals and motivation
of potential job candidates. The findings would enable
a better alignment of the careers in the sector to these
indications and a better understanding of how the
sector compares with other industries. Insights from
the study would also be used to develop the sector’s
Employer Value Proposition.
27
28
STRONGER TOGETHER
Optimising VWOs’ Manpower Capabilities
Volunteer Resource Optimisation (VRO)
Programme
NCSS has engaged Ernst & Young to partner 6
VWOs to identify job roles and programmes suitable
for re-designation. Through the VRO programme,
NCSS hopes to:
• Support member VWOs in the systematic
absorption and retention of volunteers to
complement paid positions in service delivery
• Improve the sector’s productivity and provide
sustainable manpower solutions to scale up
VWOs’ capabilities and development
• Develop a replicable volunteer management
framework to guide VWOs in areas such as onboarding processes, volunteer needs analysis,
performance review schemes and training.
“NCSS is able to reach out to a wider
audience and through the exposure, more
people may find that the work we do is
suitable for them.”
- Mr Goh Boo Han, Executive Director of Lions Befrienders
on the VRO programme.
HR Development Funding Scheme
Twenty five participating VWOs took part in the
scheme, which started in July 2014. The Ministry of
Social and Family Development (MSF) co-funds the
recruitment of experienced HR professionals while
NCSS guides VWOs on development plans. The
scheme will be implemented till June 2017.
SSI Enables 2015
Communities of Practice
More than 130 sector practitioners exchanged
ideas and learnt about Communities of Practice
(CoPs) in a bustling Pop-up Café on 3 March. At
the keynote seminar, Professor Etienne Wenger,
a globally recognised thought leader in the field
of social learning and CoPs, spoke about how
learning should be anchored in practice. Mr Ng
Cher Pong, Chief Executive, Singapore Workforce
Development Agency (WDA), presented book prizes
to the top graduates of Accelerated Bachelor and
Graduate Diploma of Social Work. The participants
also celebrated the achievements of Professional
Conversion Programme for Social Workers
candidates.
CoPs connect sector professionals beyond the
classroom and builds up a resource from these
networks. SSI continued to cultivate this culture of
learning and sharing of knowledge and experiences,
and taps on the 15 CoPs’ expertise to help VWOs
improve their practices.
The SSI encourages and facilitates active sharing of sector knowledge to
deepen VWOs’ and sector professionals’ capabilities and boost service quality.
Dialogues with Social Service Experts
SSI also organised the Tuning in to the Leaders in
the Profession series with MSF to simulate active
sharing of real-life examples among seven veteran
and young social workers. These veterans included
Ms Nancy Ng, Director of Central Youth Guidance
Office at MSF and Ms Ng Bee Leng, Executive
Director of South Central Community Family Service
Centre.
• A Mental Health Resource Kit (picture below),
which serves as a guide to aid case workers in
the mental health community to better serve
their clients, was launched on 29 October 2014.
The kit includes explanation of the common
mental health issues, their signs and symptoms,
risk and protective factors, and key guidelines
for case workers.
• The Person-Centred Approach (PCA) CoP has
unveiled the 2nd edition of the PCA toolkit on 3
March 2015 at SSI Enables and will be piloting
the adoption of the toolkit at some VWOs starting
May 2015.
Growing A Competent Workforce
SSI invited local and overseas experts to share their
views on initiating, planning and implementing
change in the sector through the SSI Expert
Series. Dr Lori Ashcraft, a consultant in the United
States, shared how peer specialists can be trained
and sustained to complement professional staff
to provide employment support for persons with
mental health issues. Professor Daphna Oyserman,
Dean’s Professor of Psychology in the University
of Southern California, shared her research on
enhancing youths’ self-identification.
Significant CoP Achievements
Mr Sim Gim Guan thanked Professor Wenger for his insightful speech
at SSI Enables 2015.
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30
STRONGER TOGETHER
Looking Ahead
New Communities of Practice for FY2014
Name
Initiative
Correctional Rehabilitation
Aims to achieve greater efficacy in reintegrating and rehabilitating
correctional clients towards pro-social change through the sharing of
intervention practices.
Disability Sector Job
Coaches
Aims to harness the collective experience and knowledge in job placement
programmes for persons with disabilities, challenges encountered and
solutions employed. This will be used to develop best practices to further
build up capability of job coaches.
Narrative Practice
Aims to explore how narrative practices can be used in casework
management settings, organisational management and clinical supervision
and document into a local publication.
Positive Parenting
Programme (TripleP)
Aims to strengthen the practice of using Positive Parenting Programme
(TripleP) in working with parents and their children.
PRIDE-Professional
Responsibility in Developing
Excellence
Aims to develop a pool of champions in driving the sector’s capabilities in
the use of Child and Adolescent Needs and Strengths and Youth Level of
Service/Case Management Inventory assessment tools.
School Social Work
Aims to provide a learning platform for sharing of expertise and experience
among school social work practitioners to enhance the capability of school
social work practice in Singapore.
More Sector Practitioners Sharpen Skills
Sixteen students from the SSI Higher Diploma in Social Service (HDSS), who graduated in October 2014, were
successfully articulated into the UniSIM Bachelor of Social Work programme. This was significantly higher
than the previous year. The enrolment for SSI diploma and degree programmes doubled from 90 in the year
before to 179 in FY2014. This increase is partly due to WDA’s funding that defray up to 90% of course fees. The
graduate survey results showed that 98% of respondents found the skills and knowledge acquired in HDSS
was relevant and helped them work more effectively.
Implementation of National Social
Work Competency Framework into
Development Guide for Social Workers
and HR Toolkit
MSF, Ministry of Health and NCSS embarked
on the development of a National Social Work
Competency Framework in October 2013. Led by a
Steering Committee comprising respected social
work practitioners and educators, the project
team engaged social work professionals and key
stakeholders extensively to develop frameworks on
knowledge, skills and behavioural attributes. The
gaps of existing training intervention available to
social workers were also analysed.
The key elements of the National Social Work
Competency Framework will be translated into
a Development Guide for Social Workers and HR
Toolkit for employers of social workers in the VWOs
and healthcare settings.
The development guide will provide possible
progression pathways and competencies required
for each level, and help social workers assess
their current competency level and chart their
development needs. The toolkit will provide guidance
to employers to incorporate a competency-based
HR approach towards attracting, managing and
developing the social workers in their organisations.
Milestone Programmes
This initiative is integral to the development of a
future-ready social service workforce as it will
be a step towards professionalising training and
development in the sector. It is hoped that these
milestone programmes, to be developed by NCSS
for the social service sector, will help to drive the
sector’s manpower strategy to groom leaders
and ultimately assist in the building of strong and
capable social service agencies.
E-Learning
The concept of e-learning is not new. But SSI is
propelling this with a different approach. Using
powerful storyboards and sector-aligned contexts,
our e-courseware is designed to help our learners
internalise key concepts and acquire critical skills
that they can quickly transfer into their areas of
work. With fuss free user interface and complete
flexibility, our learners can have access to learning
round-the-clock. The inaugural launch of e-learning
for Case Management Process in 2015 is just the
beginning. Look out for the next big move from SSI
– the launch of Understanding the Social Service
Sector in the second half of 2015.
Collaboration with established IHLs &
Training Providers
SSI collaborates with recognised Institutes of
Higher Learning and other local organisations on
training and development programmes. The aim of
collaborating with partners ensures that the sector
benefits from relevant experts in the respective
fields and access to international best practices.
SSI is in collaboration with international partners
such as Griffith University for Practice Certificate
in Fieldwork Supervision and Flinders University
for Bachelor of Education (Special Education).
SSI also partners with local organisations such
as National Volunteer & Philantrophy Centre,
Institute of Financial Literacy and SIM Professional
Development.
31
CONNECTING
with government bodies, national
agencies and service providers to
shape the social sector landscape,
pioneer cutting-edge solutions and
scale effective initiatives to enhance
access to needed services. We also
work with the media to raise the
profile of the sector.
On Photo
Hilmi Bin Misran enjoying a light-hearted moment with his
mother Madam Amidah Binte Mohamed Amin. Hilmi is a student
at Rainbow Centre Margaret Drive School.
34
STRONGER TOGETHER
Service Planning And Development
Stepping Up Efforts To Improve Mental
Health Services
Singapore Mental Health Conference
Over 600 people attended the national conference,
jointly organised by partners from the healthcare and
social service sectors in October 2014. It was co-led
by the Institute of Mental Health (IMH) and NCSS, in
partnership with Agency for Integrated Care (AIC)
and Health Promotion Board (HPB). This strategic
partnership symbolised the organisers’ commitment
to strengthen integration of services across both
sectors to develop a community-based model that can
build resilience in, and meet the mental health needs
of our population.
Employment Needs Assessment and
Project H.I.R.E.
An employment needs assessment was completed
in May 2014 to understand the factors supporting
employment for persons with mental health issues.
Through interviews with persons recovering from
mental health issues and consultations with service
providers, three focus areas - public awareness, job
readiness and sustenance, and support networks
were identified.
Initiative 1: Closed-door Dialogue
Thirty mental health professionals attended a
two-day dialogue with Dr Lori Ashcraft to discuss
enhancing employment outcomes for persons
in recovery. Greater interagency collaboration to
support the recovery and employment of persons
with mental health issues was fostered through the
dialogue.
Initiative 2: Leading and Coaching Training
Twenty professionals working with persons in
recovery attended a two-day training conducted by
Recovery Opportunity Center, and organised with the
Social Service Institute (SSI). The curriculum aimed
to equip participants with skills and knowledge to
nurture and sustain the career development of peer
specialists.
Initiative 3: Employment Forum
More than 120 people attended the forum which
helped raised awareness on the employability
of persons with mental health issues. Keynote
speaker Dr Ashcraft shared successful case stories
of persons in recovery and employment.
Based on these focus areas, Project H.I.R.E. (Help
Integrate Recovering persons with mental health
issues through Employment) was piloted. In FY2014,
three initiatives were organised under Project H.I.R.E.
Mr Hsieh Fu Hua (extreme right) with Ms Tina Hung (second from left), Deputy CEO of NCSS, with IMH, AIC and HPB partners at the Singapore Mental
Health Conference.
HEALing Friends
CAL Caregivers Conference
NCSS assisted Club HEAL to develop HEALing
Friends, a pilot programme that guides volunteers
to address the diverse needs of persons with mental
health issues. Volunteers will undertake basic client
support and befriending, so that opportunities for
the recovery and reintegration of persons with
mental health issues can be increased.
Led by Caregivers Alliance Limited (CAL) and
supported by NCSS, this annual conference provided
caregivers with training in utilising the Wellness
Recovery Action Plan to better engage their loved
ones facing mental health issues. 110 participants
attended the conference.
Mental Health Network
This integrated network, co-organised by NCSS,
HPB, IMH and AIC in June 2014, served to bridge the
knowledge gap on mental health for professionals
across social and health sectors. An unprecedented
number of 216 participants from healthcare, social
service and education sectors attended. They gave
inputs and were updated on recent initiatives and
future plans for the mental health sector. A case
study on the importance of interagency collaboration
was presented, using an IMH example on step-down
care plans for patients discharged to communitybased facilities.
NCSS’ staff sharing the employment needs assesment.
National Addiction Recovery Conference
More than 120 participants attended the conference,
which was organised by Promises Pte Ltd and
supported by NCSS and SSI. An international list
of addiction specialists shared their expertise,
provided key insights on intervention skills for
addictions work and explored new frontiers of
addiction care. The conference was held from 24 to
27 June 2014.
35
36
STRONGER TOGETHER
Pioneering Innovative Initiatives For An
Inclusive Society
Me Too! Club
Buddy’IN
Inclusive Playgrounds
Funding For SPED Schools
NCSS, together with Asian Women’s Welfare
Association, Autism Association and Movement
for the Intellectually Disabled of Singapore, piloted
Me Too! Club in early 2015. The club created
opportunities for persons with moderate to severe
disabilities to interact with the community through
social recreational activities. These individuals were
at high risk of social isolation as they were unable
to engage in open employment or other community
supported programmes and tend to spend most
of their time at home. Volunteers also befriended
these individuals at home to better understand their
needs. The programme intends to reach out to more
than 100 persons with disabilities over three years.
NCSS pioneered Buddy’IN to socially integrate
graduating students from special schools with their
peers from institutes of higher learning, helping
them to transit from a school environment to the
working world. The initial phase involved students
from Association for Persons with Special Needs Delta Senior School (DSS) and Institute of Technical
Education (ITE) College West. Students engaged
in team building activities, designed and produced
shirts and banners for the NCSS contingent in
Purple Parade 2014. The communication skills of
the DSS students’ improved, while the ITE students
showed greater understanding for persons with
disability after participating in Buddy’ IN.
The inclusive playground is an all-access play facility
for children with different abilities. Accessible
features such as a wheelchair accessible merrygo-round will allow children with special needs and
their non-disabled peers to play together. Through
these playgrounds, NCSS hopes that:
Inaugural MOENCSS Joint Funding
Agreement for the
Provision of SPED
Funding
NCSS Community
Funding for SPED,
Early Intervention
Programme for
Infants and Children
and Training and
Employment
Programmes (S.E.T)
MOE and NCSS signed
the agreement in
April 2014 with VWOs
that are running
SPED schools. The
agreement formalised
MOE and NCSS’
continued commitment
to uplift the quality of
SPED. It provided a
sound basis to guide
SPED schools in
the governance and
management of the
budget provided by
MOE and NCSS and
ensures accountability
of public funds.
NCSS and Tote Board
implemented the
NCSS Community
Funding for S.E.T in
April 2014 to support
programmes that
help to integrate
persons with special
needs into the
society. This fund
is supported by
Community Chest and
Tote Board, amongst
other corporate and
individual donors.
First Line of Care in SPED Schools
a) Children with special needs can develop ageappropriate social, communication, motor and
cognitive skills;
b) Children with different abilities can learn to
accept differences and interact comfortably with
one another;
c) Public awareness, acceptance and understanding
of persons with disabilities will increase.
The first of these playgrounds is located in Bishan
Ang Mo Kio Park and was made possible by the Care
& Share Movement, with donations from Community
Chest’s corporate partners like Shaw Foundation, SMRT
Corporation Ltd and Variety, the Children’s Charity. The
public can also expect an inclusive playground in Pasir
Ris Park, which was funded by Madam Tan Kooi Hwa,
and a third to be introduced in West Coast Park, which
was jointly supported by Mr Lam Yew Chong, Mr Oan
Chim Seng and Mr Yin Fook Cheong.
NCSS initiated the efforts for SPED teachers to better
identify children at risk of neglect or abuse, and
mentally distressed caregivers for case management.
In collaboration with Ministry of Education (MOE),
Ministry of Social and Family Development (MSF)
and IMH, NCSS streamlined the referral and case
management process and consolidated ministry and
community resources for SPED schools. Training
plans were rolled out in early 2015 to strengthen
the capabilities of SPED teachers, social workers
and psychologists in handling such complex cases,
including caregivers with mental health issues.
Buddy’IN participants had fun at Bollywood Veggies.
Inclusive Games & Activities Guide for
Children with Special Needs
NCSS, together with Singapore Disability Sports
Council, developed “Let’s Play Together!” – a userfriendly resource guide for caregivers, educators and
practitioners. The guide offered practical suggestions
on how to modify various activities to suit children
with different types of abilities.
37
38
STRONGER TOGETHER
298
The Purple Parade
Co-organised by NCSS, Central Community
Development Council and partner voluntary welfare
organisations (VWOs) for the second year running,
the parade is a movement that supports inclusion and
celebrates the abilities of persons with special needs.
The parade saw more than 5,000 participants from the
public, private and people sectors coming together
to show solidarity for persons with disabilities. Led
by Ms Tina Hung, Deputy CEO and Group Director
for Service Planning and Development, the NCSS
contingent joined 25 other contingents at the event at
Hong Lim Park on 15 November 2014.
Facts & Figures:
26
324
march past
contingents
concert
performers
carnival booths
supporters
30
76
5,000
participating organisations
The NCSS contingent lent strong support to the Purple Parade.
Public Education: Removing Barriers Series
NCSS produced two booklets which served as user-friendly guides on interacting with persons with
disabilities or with mental health issues. The booklets are part of NCSS’ public education campaign for
an inclusive society and to promote greater awareness and acceptance of these individuals.
Disability Etiquette
Booklet – “Understanding
Persons with Disabilities”
“Interacting with
Persons with
Mental Health Issues”
• First-of-its-kind booklet in Singapore on the Dos
and Don’ts when interacting with persons with
disabilities
• To educate on the Dos and Don’ts in everyday
encounters with persons with mental health issues
or who have untreated mental health issues.
• 30,000 copies distributed to primary, secondary
and SPED schools, VWOs, government and private
establishments
• Partners, service users, hospitals, VWOs and
individuals with expertise in mental health
contributed as content providers.
students
enrolled in
special education
at Rainbow
Centre in 2014
13-year-old Hilmi Bin Misran has spastic quadriplegic
cerebral palsy. Under the Programme for Pupils with
Multiple Disabilities at Rainbow Centre Margaret Drive
School, Hilmi has shown improvements in his mobility and
social skills. He can now communicate his needs through
augmentative means, is able to interact with others more
actively and participates more in school activities. Hilmi
receives financial assistance for school and transport
fees as well as for his mobility and development trainings.
Rainbow Centre Family Life Services, a department which
runs school social work and programmes for parent and
sibling support groups, also provides Hilmi’s mother with
emotional and parenting support.
39
40
STRONGER TOGETHER
Enhancing Services To Build Resilient Youth &
Families And Recognise Seniors
Project SAFE (Support for recovering
Addicts and Families through
Empowerment)
NCSS fostered a partnership between NEXUS Family
Resource Centre and WE CARE Community Services
Limited to prevent intergenerational offending by
providing community rehabilitation services and a
support structure for families. A pair of caseworkers,
one from each organisation, was assigned to every
family and enabled caseworkers to better address
the complex needs of clients. NCSS collaborated
with Associate Professor Marcus Chiu from National
University of Singapore (NUS) to study the project’s
effectiveness. The findings will provide useful
information on the scalability of the project.
Throughcare Forum
NCSS hosted the inaugural forum on 6 November
2014. It brought together 43 member VWOs and
CARE Network key partners - Prisons, Singapore
Corporation
of
Rehabilitative
Enterprises,
Singapore After-Care Association and Singapore
Anti-Narcotics Association - to discuss ways to
improve the lives of former offenders and their
families. The forum received very encouraging
feedback from participants who benefited from the
opportunity to network with representatives from
the other organisations.
“I want to commend the team for bringing
this (forum) together. I think it was a good
start to the whole process of bringing
together agencies and partners under the
leadership of NCSS to brainstorm new and
fresh perspectives and ideas.”
- Mr Chan Soon Onn, Head, Care Family Services, Care
Community Services Society
The Straits Times School Pocket Money
Fund (SPMF)
• NCSS collated and shared statistics on income
and employment status of SPMF families,
and conducted a review of SPMF, leading to
a streamlined process to make it more userfriendly for VWOs to administer.
• The SPMF reviewed its eligibility criteria to
include more post-secondary students. This
encourages students to see their education
through to the tertiary level.
• NCSS commissioned a research to identify
recurrent needs and profiles of low income
families. Information collected through SPMF
exceptional cases submitted to NCSS were
charted to the Family and Adult Support Tool
to accurately represent this group’s needs and
strengths. The findings will be shared with policy
makers, planners, and service providers to
ensure services remain relevant and responsive
to the changing needs.
International Day of Older Persons (IDOP)
NCSS spearheaded the first IDOP celebration
in Singapore in October 2014. The month-long
celebrations, a collaboration among NCSS, VWOs
and community partners, were kickstarted on 28
September 2014 by Emeritus Senior Minister (ESM)
Goh Chok Tong. Members of the public were reached
through postcards that carried the IDOP message.
While student volunteers recorded the life stories
of seniors in recognition of their contributions to
the society, professional storytellers were engaged
to share tips on better communication to over 300
seniors at 15 senior centres.
“We are happy to be part of this celebration
of the IDOP in Singapore. Our students
responded to the call for volunteers from
NCSS as they are excited to find out more
about how they can communicate more
effectively with seniors, such as their
parents and grandparents.”
- Mr Eden Liew, Principal of ITE College East
• $6.96 million was disbursed to help over 13,900
students in need.
The Scaffold Programme (TSP)
TSP is a pilot school social work model developed
in collaboration with CARE Singapore and Students
Care Service. During its first implementation year
in 2014, 177 students participated in the 25-session
programme, which included components of evidencebased group-work intervention, school and family
engagement. A formative evaluation was carried
out with Associate Professor Chong Wan Har from
National Institute of Education to study the processes
and fidelity of the programme delivery. Preliminary
findings were promising and recommendations were
made to refine and strengthen the model.
ESM Goh Chok Tong with NCSS staff during the launch of the IDOP.
Members of the public penned down their thoughts to their loved ones
on the IDOP postcards.
41
42
STRONGER TOGETHER
Raising Service Standards
Technical Assistance to VWO
NCSS partnered with 11 VWOs to improve the quality
and effectiveness of their programmes to enhance
outcomes and increase the impact to service users.
One example would be the collaboration with the
Society of Sheng Hong Welfare Services to refine
the objectives, content and structure of the Life
Point programme. Life Point is a pilot project to
help seniors make informed decisions on matters
relating to the final stages of their lives while
preserving their dignity and ensuring peace of
mind. Through the assistance, the Life Point team
was able to develop clearer objectives, content
and structure which were incorporated into their
service model and programme implementation.
WeCare@MarineParade
NCSS seconded a staff to lead the setting-up of
WeCare@MarineParade. This local community
development initiative was the brainchild of ESM
Goh Chok Tong to turn the social and healthcare
vulnerabilities of Marine Parade residents into their
strengths. It is a collaborative project between the
Marine Parade Leadership Foundation and NCSS to
transform three areas. Firstly, it integrates the lastmile delivery of social, healthcare and municipal
services around vulnerable individuals and families.
Secondly, it grows relationships between residents,
volunteers and organisations so that the needs of the
vulnerable are proactively identified and addressed.
Thirdly, it pioneers community solutions that enable
these individuals to overcome their vulnerabilities
and lead fulfilling lives.
Systems Enhancements – Social Service
Net (SSNet)
NCSS is a partner in the development of SSNet,
an integrated case management system to
facilitate the exchange and flow of information
among government agencies, statutory boards
and organisations involved in the funding and
delivery of social services. This includes delivery
of financial assistance, counselling services and
schemes. The system will allow family service
centres and social service offices to have a holistic
view of a client’s social service needs, without the
clients having to repeat their needs to each agency.
As the administrator of the SPMF, NCSS ensures
that SPMF requirements are catered for and the
smooth migration of data from the current data
system to SSNet.
Ang Mo Kio
FSC served
868
families in
2014
Madam Faridah Binte Ibrahim, 51, has been helping her
niece-in-law to take care of her three young children, aged
8, 10 and 11, since June 2010. Ang Mo Kio Family Service
Centre (FSC) provides financial assistance to the family
through the SPMF, subsidies for student care and childcare
fee, and referrals for additional financial support from the
social service office. Ang Mo Kio FSC also provides food
rationing, academic support programmes and caregiver
counselling support for the family, which alleviated Madam
Faridah’s financial and emotional burden. This allows her
to spend more time with the young children while waiting
for her incarcerated niece-in-law to be released.
43
44
STRONGER TOGETHER
Improving Lives of Those in Need
$155.5m to support
7 befriending & mentoring
programmes
49 programmes for
children with disability
4,630 clients served by
the programmes met
desired outcomes
Children and youth
from disadvantaged
backgrounds attain
developmental outcomes
comparable to their peers
Children and youth at
risk remain in education
or employment, to
reduce antisocial
behaviours and
juvenile delinquency
$4m to support
57 school based programmes
5 children & youth programmes
2 child protection specialist centres
the programmes met
desired outcomes
$58m to support
70 family support programmes
13 employment support programmes
12 residential programmes
44 community based disability
/ mental health programmes
the programmes met
desired outcomes
Community
integration
of vulnerable
individuals
$7.9m to support
6 befriending & counselling
programmes
68 senior engagement
programmes
the programmes met
desired outcomes
Vulnerable and
isolated seniors stay
connected and able
to age in place
6 caregiver support
programmes
the programmes met
desired outcomes
Care options and
support in place
for caregivers of
vulnerable individuals
$0.6m to support
For number of clients served and met desired outcomes, data was from Enhanced Programme Evaluation System, correct as of 19 May 2015
45
46
STRONGER TOGETHER
SCS has
reached out to
5,805
vulnerable
children and
youth in 2013
(From left) Daryl Tham, Shawn Low and Alan Heng, all
21 years old, were facing growing up challenges such as
identity crisis, weak relationships with family and negative
influences from peers when they were Secondary 2
classmates. They did not like to go home as many of them
will be returning to empty houses. After going through a
community-based school social work programme, which is
a preventive intervention designed by Students Care Service
(SCS) for youths, the trio learnt how to establish meaningful
relationships with others and contribute back to the society
through volunteering. Over the years, the three youngsters
has forged a strong friendship and volunteer regularly at
SCS to plant seeds of positive changes in other youth who
are in similar situations as them in the past.
Daryl is currently a nurse, Shawn works as a mechanic in
his father’s workshop, while Alan is a hairdresser.
Looking Ahead
Quality of Life Study
Social Impact
NCSS embarked on a study on the quality of life
of persons with disabilities, seniors and persons
recovering from mental illness in FY2014. This
is the first large-scale, cross-subsector study in
Singapore that aims to find out the needs of these
three groups, with the general population as a
control group, using a standardised measure. The
findings will help NCSS to identify and prioritise
areas to explore for the improvement of existing
services and the development of new services. The
study will be completed in FY2015.
NCSS will initiate efforts to define, measure and
articulate the underlying principles of social impact
for the sector. This will include systematic thinking of
outcomes, convening collective impact roundtables,
and developing community-driven projects with
measureable social outcomes. NCSS will review and
refine the Enhanced Programme Evaluation System
indicators for current programmes under NCSS’
purview, in line with the outcome measurement
journey towards social impact.
Perception Study and Field Study
NCSS embarked on a perception study on public
attitudes towards people with disabilities to ascertain
the level of public understanding and acceptance
towards these individuals. The study aims to
determine the perceived level of opportunities and
discrimination towards persons with disabilities,
particularly in the areas of social interaction and
public access to services and facilities. Concurrently,
NCSS conducted focus group discussions and indepth interviews with persons with disabilities to
understand how they felt about the type of barriers
faced. Findings of these two studies, to be ready in
FY2015, will guide the implementation strategies of
NCSS’ public education efforts in these areas and
the impact will be evaluated in the next five years.
Silver Month 2015
NCSS will be organising Silver Month 2015
to mobilise community partners, involve the
community and create platforms to showcase
seniors’ resilience and potential. NCSS aims to
build a network of strategic stakeholders, and
facilitate discussions and dialogues to identify
areas of sustainable collaboration. NCSS hopes to
conceptualise campaigns with seniors’ involvement
and establish a mechanism to gather feedback from
seniors. The IDOP celebrations will be organised
during this month.
Accreditation
In FY2014, NCSS led an overseas study trip with
VWOs and MSF leaders to better understand the
role of accreditation in human services, focusing
on organisational excellence and client well-being.
The participants met local service providers, state
governments, third party accreditation bodies and
peak bodies. With support from VWOs - Charities
Capability Fund (VCF), NCSS will subsequently
embark on a learning journey with a small group
of VWOs in 2015 and 2016 to explore the benefits
of accreditation in Singapore’s context, through a
pilot process. The pilot seeks to inform and advise
on the road ahead for accreditation in Singapore’s
maturing social service ecosystem.
47
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STRONGER TOGETHER
Membership, Funding And VWO
Development
Stronger Engagement with Member VWOs
Livelier communication, greater
exchange of ideas, and a new
environment at Members Conference
and Annual General Meeting (AGM)
Held for the first time at the Pan Pacific Singapore,
the event (picture below) attracted over 550
participants from members, ministries and partner
organisations, making it the biggest member
engagement platform for NCSS. Minister for Social
and Family Development Chan Chun Sing graced
the occasion.
NCSS facilitated a dialogue session between
member VWOs and the two NMPs – Ms Chia Yong
Yong, President of SPD, and Mr Mohd Ismail Bin
Hussein, Director on the Board of Directors of the
Association of Muslim Professionals – on 31 October
2014, to support them in representing the sector’s
views in Parliament. There was a lively exchange
between the NMPs and participants, where they
gained a better understanding of each other’s
perspectives on issues important to the sector.
Internal Control Workshop
NCSS collaborated with Shared Services for
Charities Limited (SSC) for the first time to organise
a workshop focusing on the importance of proper
internal control practices within an organisation.
Held on 11 March 2015, 89 participants from 55
VWOs attended the workshop and found it useful.
Professionals from SSC brought the participants
through the fundamentals of internal control and
facilitated exchange of views on issues related to
conflict-of-interest and financial management.
NCSS Members Survey 2014
The survey was conducted online by an independent
research company in May 2014. Survey questions
were sent to all member VWOs.
Two specially-organised discussion sessions
encouraged participants to share their views,
experiences and challenges in the two hot topics:
human capital, and productivity and innovation.
Many ideas were harnessed and useful feedback
collected as participants shared generously.
In yet another first, an electronic voting system
was used for the biennial Council election during
the AGM. It allowed for the election results to be
tabulated almost instantaneously, and members did
not have to wait long to welcome their new Board
Council, as compared to the manual vote counting
used in the past.
Dialogue with Nominated Members of
Parliament (NMPs)
Respondents
246
Key Survey Findings
responses
received
Overall satisfaction level on
working with NCSS
80% of the
Professor Kishore Mahbubani, Dean and Professor of Public Policy at
the Lee Kuan Yew School of Public Policy at the National University of
Singapore, enthused the participants with his keynote speech.
Representing
57%
of member VWOs
responses
were from Full
members,
representing
63% of total
number of Full
members.
2014
83.1%
2012
80.6%
Respondents agreed that NCSS had
added value to their mission
2014
20% of the
respondents were
from Associate
members,
representing 41%
of total number of
Associate members.
76.4%
2012
57.9%
49
50
STRONGER TOGETHER
Meeting Developmental Needs Of Member VWOs
VCF - Organisational Development
Grant (ODG)
Formation of VWO Development Team
NCSS formed the VWO Development (VWOD)
team in May 2014 to bring about improvements in
innovation and productivity for member VWOs and
the sector. The team explores ways for member
VWOs to work with external expertise to strengthen
their organisational capability and capacity, through
bottom-up efforts in four key thrusts: organisational
development, innovation development, design and
ethnography research, and change management.
• ‘Bite-Size’ Projects for Pilot Group of Member
VWOs:
In November 2014, the team introduced ‘bite-size’
consulting projects along five categories: space
utilisation, client empowerment, community
engagement, service delivery process and finance
processes. Eleven of these projects were fully
funded by VCF – Innovation & Productivity Grant.
From January to June 2015, four consultancies
were appointed to work with Society for WINGS,
SPD, Equestrian Federation of Singapore,
Bethesda Care & Counselling Services Centre,
CAL, the Singapore Association for Mental Health,
Bright Vision Hospital, South Central Community
FSC, Aidha Ltd, Montfort Care, and Yayasan
MENDAKI. More VWOs will be involved in the next
phase in early 2016.
• Design & Ethnography Research and Innovation
Development
The team started work with design consultants to
uncover needs and potential concepts to create a
better experience for our VWOs and stakeholders
as part of the design and ethnography research.
On innovative development, NCSS is partnering
with NUS, Singapore Management University,
Singapore Polytechnic and ITE to develop
innovative solutions that VWOs can adapt for their
organisations and clients.
Through the VCF-ODG, administered by NCSS,
Care Corner Singapore Ltd was the first VWO to
obtain the People’s Developer certification for
the organisation’s excellence in managing people
and achieving high performance through people
systems.
Staff from NCSS and the Singapore Association for Mental Health at
the kick-off meeting for ‘bite-size’ projects
Digital Inclusion Fund to Bridge Digital
Divide
The Infocomm Development Authority of Singapore
donated $8 million to NCSS to set up the fund,
which comprises the Home Access Programme
and Social Innovation Grant. The Home Access
Programme targets to benefit about 8,000 low
income households to make information technology
accessible and affordable for them. Households
that meet the criteria will get a basic computing
device with Internet access for four years. The
Social Innovation Grant aims to help qualified VWOs
to leverage on technology to improve their existing
programmes and to encourage innovation.
“Achieving the People Develop certification
is very encouraging and such recognition
will spur other VWOs to also attain
excellence in their people processes and
practices. In recent years, NCSS has made
a quantum leap in many areas such as
funding human resource and capability
building.”
- Mr Vincent Teo, Human Resource and Administration
Manager, Care Corner Singapore Ltd
Securing Premises for Member VWOs
NCSS expanded its efforts to source for premises
for VWOs by including State properties administered
by the Singapore Land Authority. Potential sites are
identified and discussions with relevant agencies
are ongoing. CAL and Fei Yue Community Services
commenced operations at their new Community
and Sports Facilities Scheme premises at Valley
Point on River Valley Road in February 2015.
Allocation of Resources
NCSS facilitated the allocation of financial and nonfinancial resources from corporate partners and
donors to member VWOs. The types of resources
facilitated include:
President’s Challenge 2013
$10 million
Gold Cup 2014
$815,000
Donation of gym equipment by True
Fitness Singapore
$50,000
Donation of electrical appliances by
Panasonic R&D Center Singapore
More than
$18,000
51
52
STRONGER TOGETHER
20
trainees
from SPD
workshop are
now gainfully
employed with
Associated
Carriage &
Warehousing
29-year-old Muhammad Hanafiah Bin Abdemalik, who
has intellectual disability, enrolled into the SPD Sheltered
Workshop in May 2007. He learnt to pack and tag retail
products and picked up soft skills such as teamwork.
Hanafiah started working at the SPD workshop enclave at
the Associated Carriage & Warehousing (S) Pte Ltd (ACW)
in 2010. There, he learnt to stay focused at work, improve
his attention to details, maintain work consistency and
understand the importance of abiding workplace rules and
regulations. These training enhanced his cognitive and
functional abilities. With consistent good performance and
a positive attitude, Hanafiah has achieved certifications in
job skills competency. He is now employed as a general
cleaner with ACW.
Growing Member VWOs’ Potential
Heartgifts beneficiaries Goh Nga A (left) and Koh Ah Moi (right), from Handicaps Welfare Association, with their oil
paintings, and Tan Hui Min of TOUCH Community Services with her ceramic tile art piece.
More than Just Gifts with Heart
Heartgifts, a social enterprise project started by
NCSS in 2013, provided employment to more than
200 beneficiaries in FY2014. This is an increase of
35% compared to FY2013. Heartgifts also reached
out to the public, through online media and creative
partnerships, to drum up greater awareness of its
cause.
• Facebook Campaign
In August 2014, Heartgifts reached out to the
online community with a two-week Facebook
campaign. Through featuring information on
Heartgifts in its posts and adverts, and inviting
Facebook users to share meaningful messages
for their loved ones, the campaign successfully
reached out to about 55,000 Facebook users.
• Partnerships with Corporates
Selected Heartgifts’ merchandise was displayed
at Tangs Orchard in October 2014 as part of Tang’s
charity movement. In December 2014, Heartgifts
also engaged Keppel Land in heightening
awareness of Heartgifts among its staff.
“We are so glad to have Heartgifts to be
our additional marketing arm in promoting
the photo frames specially handcrafted
by our physically-challenged craftsmen to
corporate organisations. This collaboration
has been successful and created employment
and job opportunities for our craftsmen.”
- Tommy Tng, Head of Operations, SPD
Braille Desktop Printer – ‘For the blind,
by the blind’
NCSS prototyped the first-of-its-kind Braille Desktop
Printers, with $88,000 funded by VCF Innovation
and Productivity Grant. The five desktop printers,
designed for the production of items such as Braille
name cards and signage, will help to raise the
productivity of the Braille Production Unit under
Singapore Association of the Visually Handicapped
(SAVH). SAVH can look forward to increasing
employment at their Braille Production Unit, as well
as doubling their revenue within three years, as a
result of these new printers.
53
54
STRONGER TOGETHER
Touching lives with Heartgifts - A special project by NCSS for our member VWOs
Behind these exquisite handmade items are a special group of artists. Heartgifts aims to provide
beneficiaries from our member VWOs with an avenue to showcase their artistic talents. With each
purchase of Heartgifts artwork, our beneficiaries enjoy better salaries, but more importantly, a greater
sense of purpose in their lives.
Pink Dangling Brooch
Pink Pearl Necklace
Blue Classic Brooch
Singapore Association for Mental Health
Lacquer ware Business Card Holder
(Singapore Icon Series)
Movement for the Intellectually Disabled
of Singapore
Double Panel Wallpaper
Photo Frame – Portrait
Lacquer ware Wine Box & Snack Box
(Singapore Ethnic Series)
Lacquer ware home set
(Singapore Ethnic Series)
Ceramic Tile Orchid Series
Batik Painting
(Singapore Golden Jubilee Series)
TOUCH Community Services Ltd
Yellow Ribbon
Embroidery Beads Artwork
Indus Moral Care
Tissue Art on Glass Plate
The Singapore Association for the Deaf
Hand Painted Coasters
Bumble Bee Cuttings
Metta Rehabilitation Centre for the Elderly
Cityscape Foil Painting
Cerebral Palsy Alliance Singapore
SPD
Chinese Calligraphy – Shan
Lions Befrienders
Metal Tooling
Association for Persons with Special Needs
(Tanglin)
Batik Painting Series
Arts@Metta, Metta Welfare Association
For orders, visit
www.HeartGifts.org.sg
and Art Gallery located at NCSS
55
56
STRONGER TOGETHER
Advocacy and Communications
Social Service Research Network
NCSS organised the Social Service Research
Network 2015, a conference bringing together
academics, practitioners and policy makers to
bridge the gap between research and practice,
so that research findings can be translated to
actionable insights and practices. It was also an
opportunity to mobilise research attention, expertise
and resources for VWOs that are under-equipped to
leverage on research to improve services. Held in
March 2015, it was the second consecutive year that
NCSS had run this event with the Institute for Policy
Studies.
Stronger NCSS Presence in the Online
Sphere
NCSS’ online presence grew with the launch of the
official NCSS Facebook page in April 2014. Besides
daily posts on the programmes and initiatives of NCSS
and the sector, the NCSS Facebook page also hosted
publicity and awareness campaigns for various NCSS
initiatives such as Heartgifts, International Day of
Older Persons and the Professional Conversion
Programme for Social Workers.
Ms Ko Siew Huey (right) with her co-founder of ArtsWok Ms Ngiam Su-Lin, at the Social Service Research Network. Ms Ko presented on arts and social
change at the network
244
Residents
at Bright Hill
Evergreen
Home in 2014
Mr Abraham Isaacs D, 85, is single with no next-of-kin.
A former security officer, Mr Abraham was referred to
Bright Hill Evergreen Home in 2013 when his ex-employer
was unable to provide him with further employment and
accommodation. At the home, the cheerful and easy-going
Mr Abraham made many friends. He enjoys activities such
as Bingo and painting, and does regular rehabilitation
exercises like balancing, endurance and strength training,
which improve his mobility. The home also takes care of Mr
Abraham’s medical and nursing needs. Bright Hill Evergreen
Home offers psycho-social support, physiotherapy and
occupational therapy services to its residents. Counselling
services are also extended to the residents’ families.
57
58
STRONGER TOGETHER
Key Media Highlights
NCSS generated
$18m
of Advertising Value
Equivalency on
media coverage in
FY2014
59
60
STRONGER TOGETHER
NCSS in National Committees
1st Regional World Federation for Mental
Health Congress (Scientific Committee)
To increase capability-building among the local
and regional community-based providers of mental
health services, NCSS provided strategic input in
content and track topics to be covered during the
Regional Congress. NCSS will also use this platform
to share key information on its peer specialist
initiatives in October 2015.
Enabling Masterplan (EM)
Implementation Committee
In FY2014, NCSS played a key role in collaborating
with VWOs and other public agencies to pioneer
programmes recommended by the EM. As part of
these efforts, NCSS will continue its public education
efforts to promote an inclusive society for persons
with disabilities.
National Youth Guidance and
Rehabilitation (NYGR)
NCSS collaborated with partners to enhance services
which spur positive outcomes for youth-at-risk and
address issues related to juvenile delinquency. NCSS
was also part of an NYGR study trip to gain insights
on how government agencies and social services
could collaborate in juvenile delinquency prevention
and management. These will contribute to the
committee’s planning for future interventions.
Family Justice Committee
NCSS works closely with MSF on the
recommendations proposed by this Committee in
response to the increasing divorce rate and family
disputes over the last two decades. This included
the development of the service and funding models
for divorce support and specialist agencies for
transnational families.
Women’s Health Advisory Committee
(WHAC)
NCSS is represented on the WHAC, a consultation
group to HPB which sets strategic directions to
enhance the implementation of a holistic and
sustainable programme that addresses women’s
health issues such as mental health.
Data Protection Advisory Committee
(DPAC)
NCSS reflects the sector’s views in the DPAC, which
serves to advise the Personal Data Protection
Commission (PDPC) on matters relating to the
development and administration of the personal data
protection framework provided in the Personal Data
Protection Act. The DPAC advises PDPC on matters
such as development of advisory guidelines and
mediation and dispute resolution frameworks.
Looking Ahead
Knowledge Management
Focus on Caregiving for Complex Needs
A Knowledge Management Steering Committee and
a Knowledge and Risk Management team were set
up in 2014 and 2015 respectively to ensure more
effective use of information to achieve NCSS’ goals
and objectives more efficiently. NCSS will be setting
up structured approaches to knowledge management
to enhance work processes and more proficient use
of technology by staff.
Together with an appointed consultant, NCSS will work
with VWOs to adopt a user-centric approach to unearth
deeper insights to the experiences faced by caregivers
of complex needs. The design and design ethnography
project aims to identify issues and problems faced by
people with complex needs and the caregiving support
and systems available. A publication, a toolkit, visual
prints and videos will be developed and produced to
showcase the research, trends and potential concepts
for a better caregiving experience.
CODE OF
GOVERNANCE
62
STRONGER TOGETHER
CODE OF GOVERNANCE FOR CHARITIES &
INSTITUTIONS OF A PUBLIC CHARACTER (IPCs)
GOVERNANCE EVALUATION CHECKLIST FOR NCSS (1 APRIL 2014 – 31 MARCH 2015)
(For Large IPCs1 – Advanced Tier)
S/N
Key Code Guidelines
Code
Guideline
ID
NCSS
Compliance
S/N
Key Code Guidelines
Code
Guideline
ID
NCSS
Compliance
3.1.1
Complied
If the governing instrument permits staff to become
Board members, they should comprise not more
than one-third of the Board.
1.1.2
9.
The Board reviews and approves the vision and
mission of the charity. They are documented and
communicated to its members and the public.
Remarks/Explanation
Not
Applicable
The NCSS Act does not allow staff to
become board members.
2.
Staff does not chair the Board.
1.1.2
Not
Applicable
The board is chaired by a volunteer
appointed by the Minister for Social and
Family Development.
3.
There is a maximum limit of four consecutive years
for the Treasurer position (or equivalent e.g. Finance
Committee Chairman).
1.1.6
Complied
The term limit for the Honorary
Treasurer is two consecutive terms of
up to 2 years each, i.e. up to 4 years, as
specified in the NCSS Act.
4.
The Board conducts regular self-evaluation to
assess its performance and effectiveness.
1.1.10
Complied
The board makes a self-assessment
towards the end of its term.
5.
The Board has an audit committee (or designated
Board members) with documented terms of
reference.
1.2.1
Complied
The terms of reference of the Audit
Committee is in the Board Kit given to
every Board member at the start of the
term.
6.
The Board meets regularly with a quorum of at least
one-third or at least three members, whichever is
greater (or as required by the governing instrument).
1.3.1
Complied
The Board meets at least once every
three months, with a quorum of 8
members (i.e. just over one-third) as
specified in the NCSS Act.
8.
1
There are documented procedures for Board
members and staff to declare actual or potential
conflicts of interest to the Board.
Board members do not vote or participate in
decision-making on matters where they have a
conflict of interest.
2.1
2.4
Complied
Complied
NCSS’ policy on conflicts of interest
requires Board members to declare
any personal or vested interest in
business transactions, contracts
and/or joint ventures that NCSS may
enter into, as soon as such conflict or
potential conflict arises, and abstain
from discussion, decision-making and/
or voting on the transaction or contract.
The conflict of interest declaration
procedure for Board members is in
the Board Kit. The Human Resource
policy covers declaration of conflicts of
interest for paid staff.
Board members declare potential
or actual conflicts of interest and
this is documented in the minutes of
meetings.
Large IPCs are defined to have gross annual receipts of $10 million or more in each of its two immediate preceding financial years.
The Board is involved in the review of
any major shift in NCSS’ corporate
strategy and/or reorganisation, which
would include changes to NCSS
purpose and mission. The Board is
also informed of significant changes
to NCSS focus area and resources
required, through approval at its
respective committees.
The purpose and mission are
communicated to members and the
public through a number of channels,
including the corporate website and
annual reports.
10.
The Board approves and reviews a strategic plan for
the charity to ensure that the activities are in line
with its objectives.
3.2.2
Complied
The Board approves the strategic plan
as reflected in the NCSS work plan
which contains activities to achieve the
objectives.
Human Resource Management
11.
The Board approves documented human resource
policies for staff.
5.1
Complied
Human resource policies with major
financial impact2 are documented
and approved by the NCSS Executive
Committee. Approval of these policies
is recorded in the minutes of the
meetings.
12.
There are systems for regular supervision, appraisal
and professional development of staff.
5.6
Complied
Systems such as annual appraisal
exercise, mid-year performance review,
career development plan and training
programmes are in place.
13.
There is a system to address grievances and resolve
conflicts.
5.11
Complied
Grievance procedures for staff are
spelled out in Human Resource
operational manual.
The Board ensures internal control systems for
financial matters are in place with documented
procedures.
6.1.2
Complied
Finance policies and procedures are
documented.
The Board ensures reviews on the charity’s controls,
processes, key programmes and events.
6.1.3
Conflict of Interest
7.
Remarks/Explanation
Strategic Planning
Board Governance
1.
63
Financial Management and Controls
14.
15.
Workflow, forms and answers to
Frequently Asked Questions are
updated regularly for staff via the
intranet to give greater clarity.
Complied
Internal audits are conducted regularly
to review the processes and assess
adequacy of internal controls.
64
STRONGER TOGETHER
Code
Guideline
ID
NCSS
Compliance
The Board approves an annual budget for
the charity’s plans and regularly monitors its
expenditure.
6.2.1
Complied
17.
The charity discloses its reserves policy in the
annual report.
6.4.1
Complied
The reserves policy is disclosed in the
notes of audited accounts.
18.
The charity invests its reserves in accordance with
an investment policy approved by the Board. It
obtains advice from qualified professional advisors,
if deemed necessary by the Board.
6.4.3
Complied
NCSS’ investment mandate is approved
by the Minister for Social and Family
Development and the NCSS Investment
Committee.
S/N
16.
Key Code Guidelines
Remarks/Explanation
The annual work plan and budget are
submitted for approval by the NCSS
Board in March. Analysis of financial
reports are also tabled at the NCSS
Board meetings.
Fund-Raising Practices
19.
Donations collected are properly recorded and
promptly deposited by the charity.
7.2.2
Complied
Finance policies and procedures are
reviewed regularly and donations
are received in compliance with the
procedures.
Disclosure and Transparency
20.
The charity makes available to its stakeholders
an annual report that includes information on
its programmes, activities, audited financial
statements, Board members and executive
management.
8.1
Complied
Copies of Annual Reports are sent
to all NCSS members prior to the
NCSS Annual General Meeting (AGM)
each year and adopted at the AGM.
The report is published on the NCSS
corporate website.
21.
No Board member is involved in setting his or her
own remuneration.
2.2
Not
Applicable
NCSS does not provide Board members
with any remuneration.
22.
The charity discloses the exact remuneration and
benefits received by each Board member in the
annual report.
8.2
Not
Applicable
NCSS does not provide any
remuneration/ benefits to its Board
members.
23.
No staff is involved in setting his or her own
remuneration.
2.2
Complied
Remuneration is determined by
the remuneration policy that has
been approved by NCSS Executive
Committee.
24.
The charity discloses in its annual report the annual
remuneration of its three highest paid staff who each
receives remuneration exceeding $100,000, in bands
of $100,000. If none of its top three highest paid staff
receives more than $100,000 in annual remuneration
each, the charity discloses this fact.
8.3
Complied
The annual remuneration of all NCSS
staff, in salary bands, is disclosed in the
Annual Report.
9.1
Complied
Information is made available on the
corporate website. Publications such as
annual reports and Rapport magazines
are sent to various stakeholders
including NCSS member organisations,
donors, government bodies and
grassroots organisations.
Public Image
25.
2
The charity accurately portrays its image to its
members, donors and the public.
These are policies associated with Expenditure on Manpower, budget and compensation/remuneration.
In compliance with item 24 of the Code of Governance, in terms of remuneration band, the breakdown below shows a two-year
comparison by headcount.
Annual Remuneration*
Remuneration
Band
FY13
FY14
<$100,000
226
263
$100,000 to $200,000
37
45
$200,001 to $300,000 2
4
$300,001 to $400,000
1
1
$400,001 to $500,000
0
0
$500,001 to $600,000
1
1
267
314
Total
*Salary and bonus (including employer’s CPF contribution). This excludes remuneration for NCSS staff who are on secondment to
MSF but includes secondment charges for staff who are seconded to NCSS.
65
67
Independent auditor’s report
Members of the Council
National Council of Social Service
Established in Singapore under the National Council of Social Service Act
For the financial year ended 31 March 2015
Report on the financial statements
We have audited the accompanying financial statements of National Council of Social Service (the “Council”), which comprise
the statement of financial position as at 31 March 2015, the statement of income and expenditure, statement of comprehensive
income, statement of changes in statutory funds and reserve and statement of cash flows for the year then ended, and a
summary of significant accounting policies and other explanatory information, as set out on pages 69 to 99.
Management responsibility for the financial statements
FINANCIAL
STATEMENTS
67
69
70
Independent Auditor’s Report
72
Statement of Comprehensive
Income
73
Statement of Changes in
Statutory Funds and Reserve
74
75
Statement of Cash Flows
Statement of Financial Position
Statement of Income and
Expenditure
Notes to the Financial
Statements
Management is responsible for the preparation and fair presentation of these financial statements in accordance with the
provisions of the National Council of Social Service Act, Chapter 195A (the “Act”) and Statutory Board Financial Reporting
Standards, and for such internal control as management determines is necessary to enable the preparation of financial
statements that are free from material misstatement, whether due to fraud or error.
Auditor’s responsibility
Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in
accordance with Singapore Standards on Auditing. Those standards require that we comply with ethical requirements and
plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material
misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements.
The procedures selected depend on the auditor’s judgement, including the assessment of the risks of material misstatement
of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal
control relevant to the entity’s preparation and fair presentation of financial statements in order to design audit procedures
that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s
internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of
accounting estimates made by management, as well as evaluating the overall presentation of the financial statements.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.
Opinion
In our opinion, the financial statements are properly drawn up in accordance with the provisions of the Act and Statutory Board
Financial Reporting Standards so as to present fairly, in all material respects, the state of affairs of the Council as at 31 March
2015 and the results, changes in statutory funds and reserve and cash flows of the Council for the year ended on that date.
68
STRONGER TOGETHER
Independent auditor’s report
statement of financial position
As at 31 March 2015
Report on other legal and regulatory requirements
Note
2015
$’000
2014
$’000
4
5
6
7
8,029
570
22,193
5,409
8,475
415
26,204
7,287
36,201
42,381
2,000
155,472
19,238
97,629
6,000
49,364
14,168
174,368
Total current assets
274,339
243,900
Total assets
310,540
286,281
191,884
45,230
28,496
191,884
40,612
16,011
265,610
248,507
6,337
150
7,089
–
6,487
7,089
38,443
30,685
44,930
37,774
310,540
286,281
148,914
122,394
Requirements under the Act
Management’s responsibility for compliance with legal and regulatory requirements
Management is responsible for ensuring that the receipts, expenditure, investment of monies and the acquisition and disposal
of assets, are in accordance with the provisions of the Act. This responsibility includes implementing accounting and internal
controls as management determines are necessary to enable compliance with the provisions of the Act.
Auditor’s responsibility
Our responsibility is to express an opinion on management’s compliance based on our audit of the financial statements. We
conducted our audit in accordance with Singapore Standards on Auditing. We planned and performed the compliance audit to
obtain reasonable assurance about whether the receipts, expenditure, investment of monies and the acquisition and disposal
of assets, are in accordance with the provisions of the Act.
Our compliance audit includes obtaining an understanding of the internal control relevant to the receipts, expenditure,
investment of monies and the acquisition and disposal of assets; and assessing the risks of material misstatement of the
financial statements from non-compliance, if any, but not for the purpose of expressing an opinion on the effectiveness of the
entity’s internal control. Because of the inherent limitations in any accounting and internal control system, non-compliances
may nevertheless occur and not be detected.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion on
management’s compliance.
Opinion
In our opinion:
Non-current assets
Property, plant and equipment
Intangible assets
Held-to-maturity financial assets
Investments at fair value through profit or loss
Total non-current assets
Current assets
Debtors, pledged receivables and prepayments
Cash and bank balances
Funds of the Council
Statutory funds:
- Endowment fund
- General fund
- ComChest fund
the receipts, expenditure, investment of monies and the acquisition and disposal of assets by the Council during the
year are, in all material respects, in accordance with the provisions of the Act; and
Non-current liabilities
Deferred capital grants
Provision for reinstatement cost
(b)
proper accounting and other records have been kept, including records of all assets of the Council whether purchased,
donated or otherwise.
Total non-current liabilities
Requirements under Charities (Institutions of a Public Character) Regulations
Current liabilities
Sundry creditors and accruals
During the course of our audit, nothing has come to our attention that causes us to believe that during the year:
Total liabilities
(b)
the use of the donation monies was not in accordance with the objectives of the Council as required under Regulation
16 of the Charities (Institutions of a Public Character) Regulations; and
11
12
13
Total funds
(a)
(a)
6
7
8
9
14
15
16
Total funds, reserve and liabilities
Net assets of trust funds
10
the Council has not complied with the requirements of Regulation 15 (fund-raising expenses) of the Charities
(Institutions of a Public Character) Regulations.
Ernst & Young LLP
Public Accountants and Chartered Accountants
Singapore
Mr Hsieh Fu Hua
15 June 2015
President
15 June 2015
Mr Robert Chew
Honorary Treasurer
15 June 2015
69
70
STRONGER TOGETHER
Statement of income and expenditure
Statement of income and expenditure
Year ended 31 March 2015
Note
2015
2014
$’000
$’000
580
1,096
638
1,344
Operating and investment income:
Interest income from held-to-maturity financial assets
Dividend income from available-for-sale investments
Dividend income from investments at fair value through profit or loss
Net fair value gain/(loss) on investments at fair value through profit or loss:
- investments held by the Council
Gain on redemption of held-to-maturity financial assets
7
–
51
366
744
122
(588)
6,108
(1,400)
2
Loss on sale of investments at fair value through profit or loss investments
Amortisation of premium/(discount) on held-to-maturity financial assets
Subscriptions and miscellaneous income
Total operating and investment income
–
–
(2)
(13)
56
540
15
8,801
858
Operating and investment expenditure:
Staff costs - salaries and related costs
Contributions to defined contribution plan
Operating lease expenses
20
(16,433)
(14,136)
20
(2,098)
(1,773)
(1,231)
(781)
(539)
(452)
4
(467)
(365)
5
(193)
(276)
(125)
(2,241)
(2,111)
(1,976)
(4,675)
(1,749)
- Temporary Occupation Licence fee
- Other operating lease expenses
Depreciation of property, plant and equipment
Amortisation of intangible assets
Funding of Community Chest operating expenses(1)
Building and system maintenance expenses
Project expenses
Utilities expenses
(189)
(214)
(2,353)
(952)
Total operating and investment expenditure
(30,414)
(24,915)
Operating deficit before government and other grants
(21,613)
(24,057)
Other expenses
Government and other grants:
Operating grants
Amortisation of deferred capital grant
Grants for Temporary Occupation Licence fee
Care & Share matching grant
Total government and other grants
Operating surplus/(deficit) before SSI(2) and Community Chest Operations
Note
14
Proceeds and claims from SSI courses
MSF Operating Grant
MSF Capital Grant
WDA Grant
Tote Board Grant
Other Income
Less: Direct SSI course expenditure
Staff costs – salaries and related costs
Other administrative expenses
2014
$’000
6,744
589
299
–
4,659
170
(1,971)
(3,316)
(436)
(1,373)
3,961
2,567
11
3
–
64
(1,766)
(2,133)
(297)
(710)
14
20
20
(1,604)
–
(287)
(59)
(1,437)
(99)
(84)
(73)
4
5
Net surplus from SSI
3,415
Operating surplus/(deficit) for the year before Community Chest Operations
4,618
(7,679)
7
125
7,204
(4,450)
(671)
(98)
(63)
(1,937)
2,241
4,163
(3,371)
(475)
(100)
(93)
(2,118)
(110)
–
(116)
(131)
NCSS Charitable Fund (Community Chest Only)
Funding from NCSS operating income(1)
Direct donations for fund-raising operating expenses (1)
Less: Staff costs - salaries and related costs
Other fund-raising expenses
20
20
4
5
Fund-raising proceeds from Community Chest
24
–
78,216
–
53,740
Less: Service allocations
17
(65,731)
(52,744)
20,861
15,613
453
319
1,342
439
160
–
22,816
16,371
NCSS Charitable Fund (Non-Comchest)
Other donation income
Less: Designated disbursement
1,203
(7,686)
Surplus/(Deficit) for the year
Surplus from Community Chest
Mr Hsieh Fu Hua
President
15 June 2015
1)
(2)
The accompanying notes form an integral part of the financial statements.
2015
$’000
Social Service Institute (SSI)
Interest income from bank balances
- funds managed by fund managers
71
12,485
100
(100)
12
–
17,103
996
–
–
–
(6,683)
Mr Robert Chew
Honorary Treasurer
15 June 2015
All expenses of the NCSS Charitable Fund (Community Chest only) are covered by donations for fund-raising expenses and NCSS operating income for the year.
Social Service Institute.
72
STRONGER TOGETHER
Statement of comprehensive income
Statement of changes in statutory funds and reserve
Note
2015
$’000
2014
$’000
17,103
(6,683)
Statutory Funds
Note
Other comprehensive income
Items that may be reclassified subsequently to Income and Expenditure:
Investment revaluation reserve (available-for-sale financial assets):
- Reserve transferred to statement of income and expenditure upon disposal
of financial assets
–
(55)
Other comprehensive deficit for the year, net of income tax
–
(55)
17,103
(6,738)
Total comprehensive surplus/deficit for the year attributable to Council funds
At 1 April 2013
Deficit for the year
Investment revaluation reserve
transferred to statement of income and
and expenditure upon disposal of
financial assets
Transfer
General
Fund
$’000
ComChest
Fund
$’000
Investments
Revaluation
Reserve
$’000
55
–
191,884
–
48,291
(6,683)
15,015
–
–
–
–
(996)
–
996
(55)
–
Total
$’000
255,245
(6,683)
(55)
–
At 31 March 2014
191,884
40,612
16,011
–
248,507
At 1 April 2014
Surplus for the year
Transfer
191,884
–
–
40,612
17,103
(12,485)
16,011
–
12,485
–
–
–
248,507
17,103
–
191,884
45,230
28,496
–
265,610
At 31 March 2015
12,13
Endowment
Fund
$’000
12,13
73
74
STRONGER TOGETHER
Statement of cash flows
notes to the financial Statements
Note
2015
$’000
2014
$’000
17,103
(6,683)
852
315
(580)
(1,096)
–
549
442
(638)
(1,344)
(51)
(366)
(744)
(2)
(6,230)
–
(752)
13
–
1,988
2
(330)
(56)
Operating gain/(loss) before working capital changes
Increase in debtors, pledged receivables and prepayments
Increase/(Decrease) in sundry creditors and accruals
9,257
(5,070)
7,758
(6,865)
(2,069)
(2,117)
Cash flows from/(used in) operating activities
11,945
(11,051)
Operating activities
Adjustments for:
Interest income from bank balances
Interest income from held-to-maturity financial assets
Dividend income from available-for-sale investments
Dividend income from investments at fair value through profit or loss
(held by the Council)
Gain on redemption of held-to-maturity financial assets
Net fair value (gain)/loss on investments at fair value through profit or loss
Loss on sale of investments at fair value through profit or loss
Amortisation of deferred capital grants
Amortisation of premium/(discount) on held-to-maturity financial assets
Investing activities
Purchase of property, plant and equipment
Expenditure on software development
Interest received on bank balances
Interest received on held-to-maturity financial assets
Dividend income received
Purchase of held-to-maturity financial assets
Proceeds from redemption of held-to-maturity
financial assets
Purchase of investments at fair value through profit or loss
Proceeds from disposal of investments at fair value through profit or loss
Proceeds from redemption and disposal of available-for-sale investments
4
5
14
4
5
(256)
(470)
550
1,126
366
–
(2,103)
(170)
656
1,438
795
(3,118)
7,000
–
58,413
2,000
Cash flows (used in)/from investing activities
(88,684)
64,911
Net (decrease)/increase in cash and cash equivalents
Cash and cash equivalents at beginning of year
(76,739)
174,368
53,860
120,508
97,629
174,368
1.
General
National Council of Social Service (the “Council”) was established as a statutory body on 1 May 1992 under the National
Council of Social Service Act (Chapter 195A amended in September 2000) (the “Act”) and is domiciled in Singapore. The
registered office of the Council and principal place of operations is at NCSS Centre, Ulu Pandan Community Building, 170
Ghim Moh Road #01-02, Singapore 279621.
The NCSS Charitable Fund was established on 1 May 2003, as an Institution of a Public Character (IPC) under the Charities
Act (Chapter 37) and comprises all the charitable activities of NCSS, including the Community Chest.
The principal activities of the Council are to provide, develop and promote efficient and effective social services and
encourage voluntary work to meet current and future needs.
2.
Summary of significant accounting policies
2.1
9
Basis of accounting
The financial statements have been prepared in accordance with the applicable requirements of the National
Council of Social Service Act (Chapter 195A amended in September 2000) and Statutory Board Financial Reporting
Standards (“SB-FRS”). SB-FRS includes Statutory Board Financial Reporting Standards, Interpretations of SB-FRS
and SB-FRS Guidance Notes as promulgated by the Accountant-General.
The financial statements have been prepared on the historical cost basis except as disclosed in the accounting
policies below.
The financial statements are presented in Singapore Dollar (SGD or $) and all values in the tables are rounded to
the nearest thousand ($’000) except when otherwise indicated.
2.2
8,000
(100,000)
2,000
–
Cash and cash equivalents at end of year
75
Changes in accounting policies
The accounting policies adopted are consistent with those of the previous financial year except in the current
financial year, the Council has adopted all the new and revised standards that are relevant to its operations and
effective for annual periods beginning on or after April 1, 2014. The adoption of these standards did not have any
material effect on the results or the position of the Council.
76
STRONGER TOGETHER
2.3
Standards issued but not yet effective
2.5
The Council has not adopted the following standards and interpretations that have been issued but not yet effective:
Effective for
annual periods
beginning on
or after
Description
SB-FRS 19
Guidance
Note 6
SB-FRS 16,
SB-FRS 38
SB-FRS 16,
SB-FRS 41
SB-FRS 27
SB-FRS 111
Amendments to SB-FRS 16 and SB-FRS 38: Clarification of
Acceptable Methods of Depreciation and Amortisation
Amendments to SB-FRS 16 and SB-FRS 41: Agriculture: Bearer
Plants
Amendments to SB-FRS 27: Equity Method in Separate
Financial Statements
Amendments to SB-FRS 111: Accounting for Acquisitions of
Interests in Joint Operations
Regulatory Deferral Accounts
1 July 2014
1 July 2014
Financial instruments
(a) Financial assets
Initial recognition and measurement
Financial assets are recognised when, and only when, the Council becomes a party to the contractual
provisions of the financial instrument. The Council determines the classification of its financial assets at
initial recognition.
When financial assets are recognised initially, they are measured at fair value, plus, in the case of financial
assets not at fair value through profit or loss, directly attributable transaction costs.
Subsequent measurement
The subsequent measurement of financial assets depends on their classification as follows:
(i)
1 July 2014
1 January 2016
1 January 2016
1 January 2016
1 January 2016
Financial assets at fair value through profit or loss
Financial assets at fair value through profit or loss include financial assets held for trading. Financial
assets are classified as held for trading if they are acquired for the purpose of selling or repurchasing
in the near term. This category includes derivative financial instruments entered into by the Council.
Derivatives, including separated embedded derivatives are also classified as held for trading.
Subsequent to initial recognition, financial assets at fair value through profit or loss are measured at fair
value. Any gains or losses arising from changes in fair value of the financial assets are recognised in the
statement of income and expenditure. Net gains or net losses on financial assets at fair value through
profit or loss include exchange differences, interest and dividend income.
(ii) Loans and receivables
The Council expect that the adoption of the standards and interpretations above will have no material impact on the
financial statements in the period of initial application.
Non-derivative financial assets with fixed or determinable payments that are not quoted in an active
market are classified as loans and receivables. Subsequent to initial recognition, loans and receivables
are measured at amortised cost using the effective interest method, less impairment. Gains and losses
are recognised in income and expenditure when the loans and receivables are derecognised or impaired,
and through the amortisation process.
Foreign currency
Loans and receivables comprise cash and cash equivalents, and debtors and pledged receivables.
SB-FRS 114
2.4
Amendments to SB-FRS 19: Defined Benefit Plans: Employee
Contributions
Improvements to SB-FRSs :
- Amendments to SB-FRS 102 Share-Based Payment
- Amendments to SB-FRS 103 Business Combinations
- Amendments to SB-FRS 108 Operating Segments
- Amendments to SB-FRS 16 Property, Plant and Equipment
- Amendments to SB-FRS 24 Related Party Disclosures
- Amendments to SB-FRS 38 Intangible Assets
- Amendments to SB-FRS 113 Fair Value Measurement
- Amendments to SB-FRS 40 Investment Property
Disclosures on Management Entities
77
1 January 2016
The financial statements are presented in Singapore dollars which is also the Council’s functional currency.
Transactions and balances
Transactions in foreign currencies are measured in the functional currency of the Council and are recorded on
initial recognition in the functional currency at exchange rates approximating those ruling at the transaction dates.
Monetary assets and liabilities denominated in foreign currencies are translated at the rate of exchange ruling
at the end of the reporting period. Non-monetary items that are measured in terms of historical cost in a foreign
currency are translated using the exchange rates as at the dates of the initial transactions. Non-monetary items
measured at fair value in a foreign currency are translated using the exchange rates at the date when the fair value
was measured.
Exchange differences arising from the settlement of monetary items or on translating monetary items at the end
of the reporting period are recognised in statement of income and expenditure.
(iii) Held-to-maturity financial assets
Non-derivative financial assets with fixed or determinable payments and fixed maturity are classified
as held-to-maturity when the Council has the positive intention and ability to hold the investment to
maturity. Subsequent to initial recognition, held-to-maturity investments are measured at amortised
cost using the effective interest method, less impairment. Gains and losses are recognised in income
and expenditure when the held-to-maturity investments are derecognised or impaired, and through the
amortisation process.
Held-to-maturity financial assets comprise quoted and unquoted bonds.
78
STRONGER TOGETHER
2.5
Financial instruments (cont’d)
De-recognition
A financial asset is derecognised where the contractual right to receive cash flows from the asset has expired.
On de-recognition of a financial asset in its entirety, the difference between the carrying amount and the sum
of the consideration received and any cumulative gain or loss that had been recognised in other comprehensive
income is recognised in statement of income and expenditure.
Regular way purchase or sale of a financial asset
All regular way purchases and sales of financial assets are recognised or derecognised on the trade date
i.e., the date that the Council commits to purchase or sell the asset. Regular way purchases or sales are
purchases or sales of financial assets that require delivery of assets within the period generally established
by regulation or convention in the marketplace concerned.
(b) Financial liabilities
Initial recognition and measurement
Financial liabilities are recognised when, and only when, the Council becomes a party to the contractual
provisions of the financial instrument. The Council determines the classification of its financial liabilities
at initial recognition. All financial liabilities are recognised initially at fair value plus in the case of financial
liabilities not at fair value through profit or loss, directly attributable transaction costs. Other financial
liabilities comprise sundry creditors and accruals.
Subsequent measurement
The measurement of financial liabilities depends on their classification as follows:
(i)
Financial liabilities at fair value through profit or loss
Financial liabilities at fair value through profit or loss include financial liabilities held for trading. Financial
liabilities are classified as held for trading if they are acquired for the purpose of selling in the near term.
Subsequent to initial recognition, financial liabilities at fair value through profit or loss are measured at
fair value. Any gains or losses arising from changes in fair value of the financial liabilities are recognised
in income and expenditure.
The Council has not designated any financial liabilities upon initial recognition at fair value through profit
or loss.
(ii) Financial liabilities at amortised cost
After initial recognition, financial liabilities that are not carried at fair value through profit or loss are
subsequently measured at amortised cost using the effective interest method. Gains and losses are
recognised in statement of income and expenditure when the liabilities are derecognised, and through
the amortisation process.
De-recognition
The Council derecognises a financial liability when its contractual obligations are discharged, cancelled or
expired.
When an existing financial liability if replaced by another from the same lender on substantially different
terms, or the terms of an existing liability are substantially modified, such an exchange or modification is
treated as a de-recognition of the original liability and the recognition of a new liability, and the difference in
the respective carrying amount is recognised in statement of income and expenditure.
79
2.6
All items of property, plant and equipment are initially recorded at cost. Subsequent to recognition, property, plant
and equipment are measured at cost less accumulated depreciation and any accumulated impairment losses.
Depreciation is based on the cost of an asset less its residual value. Significant components of individual assets are
assessed and if a component has a useful life that is different from the remainder of that asset, that component is
depreciated separately.
Depreciation is recognised as an expense in the statement of income and expenditure on a straight-line basis over
their estimated useful lives as follows:
Computer equipment
Furniture and equipment
Leasehold improvements
Motor vehicles
Other leasehold building
331/3%
10% to 25%
10% to 20%
20%
31/3%
Assets under construction included in property, plant and equipment are not depreciated as these assets are not
yet available for use.
Property, plant and equipment costing less than $500 are charged to the statement of income and expenditure in
the year of purchase.
The carrying values of property, plant and equipment are reviewed for impairment when events or changes in
circumstances indicate that the carrying value may not be recoverable.
Depreciation methods, useful lives and residual values are reviewed at the end of each reporting period and
adjusted prospectively, if appropriate.
An item of property, plant and equipment is derecognised upon disposal or when no future economic benefits
are expected from its use or disposal. Any gain or loss on de-recognition of the asset is included in statement of
income and expenditure in the year the asset is derecognised.
2.7Intangible assets
Intangible assets represent software expenditure directly attributable to the development of a computer system. The
development expenditures are capitalised and carried at cost less accumulated amortisation and any accumulated
impairment losses. Amortisation of the intangible asset begins when development is complete and the asset is
available for use. The intangible asset has a finite useful life and are amortised over estimated useful life of three
years on a straight-line basis.
80
STRONGER TOGETHER
2.8Impairment of financial assets
The Council assesses at each reporting date whether there is any objective evidence that a financial asset is
impaired.
(a) Financial assets carried at amortised cost
The Council considers evidence of impairment for loans and receivables and held-to-maturity financial assets
at both a specific asset and collective level. All individually significant loans and receivables and held-tomaturity financial assets are assessed for specific impairment. All individually significant loans and receivables
and held-to-maturity investment found not to be specifically impaired are then collectively assessed for any
impairment that has been incurred but not yet identified. Loans and receivables and held-to-maturity financial
assets that are not individually significant are collectively assessed for impairment by grouping together loans
and receivables and held-to-maturity financial assets with similar risk characteristics.
In assessing collective impairment, the Council uses historical trends of the probability of default, the timing
of recoveries and the amount of loss incurred, adjusted for management’s judgement as to whether current
economic and credit conditions are such that the actual losses are likely to be greater or less than suggested
by historical trends.
An impairment loss in respect of a financial asset measured at amortised cost is calculated as the difference
between its carrying amount and the present value of the estimated future cash flows, discounted at the
asset’s original effective interest rate. Losses are recognised in the statement of income and expenditure
and reflected in an allowance account against loans and receivables or held-to-maturity investment. Interest
on the impaired asset continues to be recognised. When a subsequent event (e.g. repayment by a debtor)
causes the amount of impairment loss to decrease, the decrease in impairment loss is reversed through the
statement of income and expenditure.
2.9Impairment of non-financial assets
The Council assess at each reporting date whether there is any indication that an asset may be impaired. If any such
indication exists, or when an annual impairment testing for an asset is required, the Council makes an estimate of
the asset’s recoverable amount.
81
2.12 Provisions
Provisions are recognised when the Council has a present obligation (legal or constructive) as a result of a past
event, it is probable that the Council will be required to settle the obligation, and a reliable estimate can be made
of the amount of the obligation.
Provision are reviewed at the end of each reporting period and adjusted to reflect the current best estimate. If it
is no longer probable that an outflow of economic resources will be required to settle the obligation, the provision
is reversed. If the effect of the time value of money is material, provisions are discounted using a current pre-tax
rate that reflects, where appropriate, the risks specific to the liability. When discounting is used, the increase in the
provision due to the passage of time is recognised as a finance cost.
When some or all of the economic benefits required to settle a provision are expected to be recovered from a third
party, the receivable is recognised as an asset if it is virtually certain that reimbursement will be received and the
amount of the receivable can be measured reliably.
2.13 Government grants
Government grants are recognised when there is reasonable assurance that the grant will be received and all
attaching conditions will be complied with. Where the grant relates to an asset, the fair value is recognised as
deferred capital grant on the balance sheet and is amortised to statement of income and expenditure over the
expected useful life of the relevant asset by equal annual instalments.
Grants from the government to meet the Council’s operating expenses are recognised as income to match the
related operating expenditure.
Government grants for the purchase of depreciable assets are taken to the Deferred Capital Grant Account. The
grants are recognised as income over the useful lives of the related assets to match the depreciation of those
assets.
Both operating and capital grants are accounted for on an accrual basis.
2.14 Revenue recognition
An asset’s recoverable amount is the higher of an asset’s or cash-generating unit’s fair value less costs of disposal
and its value in use and is determined for an individual asset, unless the asset does not generate cash inflows that
are largely independent of those from other assets or group of assets. Where the carrying amount of an asset or
cash-generating unit exceeds its recoverable amount, the asset is considered impaired and is written down to its
recoverable amount.
Revenue is recognised to the extent that it is probable that the economic benefits will flow to the Council and the
revenue can be reliably measured, regardless of when the payment is made. Revenue is measured at the fair value
of consideration received or receivable, taking into account contractually defined terms of payment and excluding
taxes or duty. The Council assesses its revenue arrangements to determine if it is acting as principal or agent. The
following specific recognition criteria must also be met before revenue is recognised:
Impairment losses of continuing operations are recognised in statement of income and expenditure. A previously
recognised impairment loss is reversed only if there has been a change in the estimates used to determine the
asset’s recoverable amount since the last impairment loss was recognised. If that is the case, the carrying amount
of the asset is increased to its recoverable amount. That increase cannot exceed the carrying amount that would
have been determined, net of depreciation, had no impairment loss been recognised previously. Such reversal is
recognised in statement of income and expenditure unless the asset is measured at revalued amount, in which
case the reversal if treated as a revaluation increase.
(a) Donation
2.10 Cash and cash equivalents
Cash and cash equivalents comprise cash at bank and call deposits that are readily convertible to known amount
of cash and which are subject an insignificant risk of changes in value.
2.11 Trust Funds
Monies received where the Council is not the owner and beneficiary are accounted for as trust funds. The receipts
and payments in respect of trust funds are taken directly to the funds accounts and the net assets relating to these
funds are shown as a separate line item in the statement of financial position.
A donation of cash or assets is recognised in the statement of income and expenditure when the Council
obtains control of the donation or the right to receive the donation; it is probable that the economic benefits
comprising the donation will flow to the Council; and the amount of the donation can be measured reliably.
(b) Dividend income
Dividend income is recorded in the statement of income and expenditure when the right to receive the dividend
has been established.
(c) Interest income
Interest income from bank deposits and bonds is accrued on a time proportion basis with reference to the
principal outstanding and at the rate applicable on an effective yield method.
(d) Training programme income
Training programme income is recognised when the services are rendered.
82
STRONGER TOGETHER
2.15 Employee benefits
2.17 Related parties (cont’d)
Defined contribution plans
A related party is defined as follows: (cont’d)
The Council make contributions to the Central Provident Fund scheme in Singapore, a defined contribution pension
scheme. Contributions to defined contribution pension schemes are recognised as expenditure in the period in
which the related service is performed.
(b) An entity is related to the Council if any of the following conditions applies:
(i)
Employee leave entitlement
(iii) the entity is controlled or jointly controlled by a person identified in (a);
(iv) a person identified in (a) (i) has significant influence over the entity or is a member of the key management
personnel of the entity.
2.16 Leases
Finance leases which transfer to the Council substantially all the risks and rewards incidental to ownership of
the leased item, are capitalised at the inception of the lease at the fair value of the leased asset or, if lower, at the
present value of the minimum lease payments. Any initial direct costs are also added to the amount capitalised.
Lease payments are apportioned between the finance charges and reduction of the lease liability so as to achieve
a constant rate of interest on the remaining balance of the liability. Finance charges are charged to statement
of income and expenditure. Contingent rents, if any, are charged as expenditure in the periods in which they are
incurred.
Capitalised leased assets are depreciated over the shorter of the estimated useful life of the asset and the lease
term, if there is no reasonable certainty that the Council will obtain ownership by the end of the lease term.
Operating lease payments are recognised as an expenditure in statement of income and expenditure on a straightline basis over the lease term. The aggregate benefit of incentives provided by the lessor is recognised as a
reduction of rental expense over the lease term on a straight-line basis.
2.17 Related parties
A related party is defined as follows:
(a) A person or a close member of that person’s family is related to the Council if that person:
(i)
has control or joint control over the Council;
(ii) has significant influence over the Council; or
(iii) is a member of the key management personnel of the Council.
the entity and the Council are members of the same group (which means that each member is related to
the others).
(ii) the entity is a post-employment benefit plan for the benefit of employees of either the Council or an entity
related to the Council. If the Council is itself such a plan, the sponsoring employers are also related to
the Council;
Employee entitlements to annual leave are recognised as a liability when they are accrued to the employees. The
undiscounted liability for leave expected to be settled wholly before twelve months after the end of the reporting
period is recognised for services rendered by employees up to the end of the reporting period. The liability for leave
expected to be settled beyond twelve months from the end of the reporting period is determined using the projected
unit credit method. The net total of service costs, net interest on the liability and re-measurement of the liability are
recognised in statement of income and expenditure.
The determination of whether an arrangement is, or contains a lease is based on the substance of the arrangement
at inception date: whether fulfilment of the arrangement is dependent on the use of a specific asset or assets and
the arrangement conveys a right to use the asset, even if that right is not explicitly specified in an arrangement.
83
3.
Significant accounting judgements and estimates
The preparation of the Council’s financial statements requires management to make judgments, estimates and assumptions
that affect the reported amounts of income, expenditure, assets and liabilities, and the disclosure of contingent liabilities
at the end of each reporting period. Uncertainty about these assumptions and estimates could result in outcomes that
require a material adjustment to the carrying amount of the asset or liability affected in the future periods.
Estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are
recognised in the period in which the estimates are revised and in any future periods affected.
The Council based its assumptions and estimates on parameters available when the financial statements were prepared.
Existing circumstances and assumptions about future developments, however, may change due to market changes or
circumstances arising beyond the control of the Group. Such changes are reflected in the assumptions when they occur.
The key assumptions concerning the future and other key sources of estimation uncertainty at the end of the reporting
period are discussed in Note 2.8 Impairment of financial assets and Note 23 Fair value of assets and liabilities.
84
STRONGER TOGETHER
4.
5.Intangible assets
Computer
equipment
$’000
Furniture
and
equipment
$’000
Leasehold
improvements
$’000
Other
Assets
Motor leasehold
under
vehicles
building construction
$’000
$’000
$‘000
Total
$’000
Cost
At 1 April 2013
Additions
Disposals
1,410
21
(3)
1,969
7
(1)
210
4
–
65
–
–
10,552
–
–
–
2,071
–
14,206
2,103
(4)
At 31 March 2014
Additions
Transfers
Disposals
1,428
51
33
–
1,975
17
419
(4)
214
193
1,764
–
65
–
–
–
10,552
–
–
–
2,071
145
(2,216)
–
16,305
406
–
(4)
At 31 March 2015
1,512
2,407
2,171
65
10,552
Accumulated
depreciation
At 1 April 2013
Depreciation charge for
the year
Disposals
1,286
70
(3)
1,537
106
(1)
–
48
24
4,390
–
11
–
13
–
349
–
–
–
59
37
4,739
–
281
–
13
–
349
–
–
–
16,707
7,285
549
(4)
At 31 March 2014
Depreciation charge for
the year
Disposals
1,353
At 31 March 2015
1,431
1,769
340
50
5,088
–
8,678
Carrying amount
At 31 March 2014
75
333
155
28
5,813
2,071
8,475
At 31 March 2015
81
638
1,831
15
5,464
–
8,029
78
–
1,642
131
(4)
85
7,830
852
(4)
Included with additions of leasehold improvements for the year ended 31 March 2015 is a provision for reinstatement cost
of $150,000 (31.3.14: $Nil)
Depreciation expense charged to statement of income and expenditure:
- Operating and investment expenditure
- SSI
- NCSS Charitable Fund
2015
$’000
2014
$’000
467
287
98
365
84
100
852
549
2015
$’000
2014
$’000
9,852
470
9,682
170
10,322
9,852
Amortisation
At 1 April
Amortisation for the year
9,437
315
8,995
442
At 31 March
9,752
9,437
Net carrying amount
570
415
Amortisation expense charged to statement of income and expenditure:
- Operating and investment expenditure
- SSI
- NCSS Charitable Fund
193
59
63
276
73
93
315
442
Cost
At 1 April
Additions
At 31 March
The intangible assets consist of software expenditure that are directly attributable to the development of a computer
system.
86
STRONGER TOGETHER
6.
7.Investments at fair value through profit or loss (cont’d)
2015
$’000
2014
$’000
Current:
- Quoted bonds, at amortised cost
2,000
6,000
Fair value of quoted bonds
2,028
6,014
Non-current:
Quoted bonds, at amortised cost maturing:
- Within 2 to 5 years
- More than 5 years
87
Fund managed by fund managers
Net fair value gain/(loss) for the year ended is as follows:
- Realised loss upon maturity
- Unrealised gain/(loss) during the year
11,084
11,109
13,092
13,112
No investments matured during the year ended 31 March 2015.
22,193
26,204
The movement of the carrying value of funds at 31 March 2015 is as follows:
Fair value of quoted bonds
23,082
27,208
Total held-to-maturity financial assets
24,193
32,204
Cost of
investment
$’000
The bonds have fixed coupon rates ranging from 3.10% to 5.13% (2014: 3.10% to 5.13%) per annum. The maturity dates
range from January 2016 to January 2026 (2014: April 2014 to January 2026).
2015
$’000
2014
$’000
–
6,108
(1,136)
(264)
6,108
(1,400)
Carrying value
of investment
Addition of
Unrealised
at beginning
investment
gain
of the year during the year during the year
$’000
$’000
$’000
Carrying value
of investment
at end of the
year
$’000
2015
Bonds whose maturity falls due within the next 12 months are disclosed as current assets.
(a) Principal guaranteed
funds
(b) Capital protected notes
The Council’s held-to-maturity financial assets are all denominated in Singapore dollars
(c) Non principal guranteed
or capital protected funds
7.Investments at fair value through profit or loss
2015
$’000
20,000
30,000
20,471
28,893
–
–
451
438
20,922
29,331
100,000
150,000
49,364
100,000
100,000
5,219
6,108
105,219
155,472
Carrying value
of investment
Unrealised
at beginning
gain/(loss)
of the year during the year
$’000
$’000
Carrying value
of investment
at end of the
year
$’000
2014
$’000
Investments held by the Council:
- Quoted equity securities
- Funds managed by fund managers
5,409
155,472
7,287
49,364
Total investments at fair value through profit or loss
160,881
56,651
Non-current
Current
5,409
155,472
7,287
49,364
160,881
56,651
The investments comprise groups of financial assets that are managed and their performance is evaluated on a fair value
basis in accordance with a documented risk management or investment strategy, and information is provided to the
Council on that basis. Accordingly, these investments have been treated as financial assets at fair value through profit
or loss.
The performance of the investments held by the Council and funds managed by fund managers are actively monitored
and managed on a fair value basis.
The Council’s investments at fair value through profit or loss are all denominated in Singapore dollars.
Included in the funds managed by fund managers are investments where the fund managers have guaranteed the
principal amounts if the investment are carried to the end of the management term and investments in capital protected
notes that are redeemable at par on maturity of the notes.
Cost of
investment
$’000
2014
(a) Principal guaranteed
funds
(b) Capital protected notes
20,000
30,000
20,303
29,325
168
(432)
20,471
28,893
50,000
49,628
(264)
49,364
(a)
The principal guaranteed funds account for $20,922,000 (2014: $20,471,000) of the carrying amounts above, for
which the fund managers have guaranteed the aggregate principal balance amounting to $20,000,000 (2014:
$20,000,000).
(b)
The principal of the capital protected notes, amounting to $30,000,000 (2014: $30,000,000) are redeemable at par
on maturity.
88
STRONGER TOGETHER
8.
9.
Debtors, pledged receivables and prepayments
2015
$’000
2014
$’000
Debtors
Other debtors and pledged receivables
Interest receivable on bank balances
Interest receivable on held-to-maturity financial assets
Sundry deposits
Prepaid operating expenses
Advances to suppliers
2,004
16,189
50
318
630
35
12
2,416
10,630
20
416
636
38
12
Less: Prepaid operating expenses
Less: Advances to suppliers
Add: Cash and bank balances
19,238
(35)
(12)
97,629
14,168
(38)
(12)
174,368
Total loans and receivables
116,820
188,486
Debtors that are past due but not impaired
The Council has receivables amounting to $571,000 (2014: $77,000) that are past due at the end of the reporting period
but not impaired. These receivables are unsecured and the analysis of their aging at the end of the reporting period is
as follows:
Debtors past due but not impaired:
Past due 1-30 days
Past due 31-90 days
More than 90 days
2015
$’000
2014
$’000
71
44
456
9
26
42
571
77
Debtors that are impaired
The Council’s debtors that are impaired at the end of the reporting period and the movement of the allowance accounts
used to record the impairment are as follows:
2015
$’000
Debtors- nominal amounts
Less: Allowance for doubtful debt
89
2014
$’000
20
(20)
–
–
–
–
Movement in allowance accounts:
At 1 April
Charge for the year
–
20
–
–
At 31 March
20
–
At the end of the reporting period, NCSS has provided an allowance of $19,766 for impairment of the donation income
that is receivable from Coin Company International PLC which has entered into administration on 27 Nov 2014.
2015
$’000
2014
$’000
Cash at bank
Fixed bank deposits
Cash on hand
41,570
56,051
8
43,860
130,500
8
Cash and cash equivalents
97,629
174,368
Fixed bank deposit bears interest at an average rate of 1.34% (2014: 0.48%) per annum and for tenure of approximately
99 days (2014: 58 days).
The Council’s cash and bank balances are denominated in Singapore dollars.
90
STRONGER TOGETHER
10. Trust Funds
11. Endowment Fund
2015
$’000
2014
$’000
1
776
2,629
3
613
1,908
374
1
946
1,899
3
687
883
374
6,304
4,793
16
64,982
1,098
5,608
25,837
164
730
59
8,546
1,828
25,742
8,000
44
48,663
758
11,402
25,602
1,106
18,004
61
10,133
1,828
–
–
Total
148,914
122,394
Represented by:
Bank balances
Fixed bank deposits
Sundry receivables
161,436
–
294
24,576
141,712
6,000
57
5,071
Less: Sundry creditors and accruals
186,306
(37,392)
152,840
(30,446)
148,914
122,394
122,394
92,112
294,070
(267,550)
315,759
(285,477)
26,520
30,282
148,914
122,394
VWOs - Charities Capability Fund:
- VWO Capability Fund 1
- ComCare and Others
Charities Fund
Charities Fund 2
IMCDF – Reinvestment Fund for SWTS
WDA Disability Employment Project Fund
MOE Special Education Fund
School Pocket Money Fund
Tote Board Social Service Fund
Lee Wee Kheng Fund
MSF Funding for VWOs Development Budget
MSF Funding for VWOs Recurrent Budget
The Wan Boo Sow Charity Fund
President’s Challenge
Social Service Sector ICT Master Plan
Care & Share
IDA Digital Inclusion Fund
Balance as at beginning of the year
Incoming resources
Outgoing resources
Net movement for the year
Balance as at end of the year
91
At beginning and end of year
2015
$’000
2014
$’000
191,884
191,884
The Endowment Fund, which was established under Section 12 of the National Council of Social Service Act (Chapter 195A
amended in September 2000) (the “Act”) and in accordance with the provision of the Act, consists of:
(a)
all donations and gifts accepted by the Council for the Endowment Fund;
(b)
all reserves of the Council in excess of two years of its operating expenditure; and
(c)
such other monies as the Council may determine to transfer to the Endowment Fund.
Interest, dividends and other income derived from the Endowment Fund are credited to the General Fund. The Endowment
Fund may be used for such purposes as may be approved by the Minister in writing. The Endowment Fund is intended
to provide a safeguard towards continuity of funding for all member Voluntary Welfare Organisations in the event the
Council has difficulties in raising funds. During any financial year, the aggregate amount of General Fund and ComChest
Fund that is in excess of two years of the Council’s operating expenditure will be transferred from the General Fund to the
Endowment Fund. No transfer has been made in the current and prior year.
12. General Fund
Note
At 1 April
Surplus/(deficit) for the year
Transfer to ComChest Fund
13
At 31 March
2015
$’000
2014
$’000
40,612
17,103
(12,485)
48,291
(6,683)
(996)
45,230
40,612
The General Fund represents accumulated surplus and is for the purpose of meeting operating expenses incurred by the
Council.
The General Fund, together with the Comchest Fund, do not exceed two years of the Council’s operating expenses.
13. ComChest Fund
Note
At 1 April
Transfer from General Fund
At 31 March
12
2015
$’000
2014
$’000
16,011
12,485
15,015
996
28,496
16,011
The ComChest Fund was established by the Board, effective from the financial year commencing 1 April 2007.
The purpose of ComChest Fund is to fund programmes of the Council’s members supported by Community Chest, in the
event that there is a shortfall in fund-raising in future years.
The amount equivalent to the surplus of Community Chest in any financial year is transferred from the General Fund to
the ComChest Fund. In the event of a deficit in the fund-raising proceeds from Community Chest in any financial year, the
amount equivalent to the deficit is transferred from the Comchest Fund to the General Fund to cover service allocations
due to members.
92
STRONGER TOGETHER
14. Deferred capital grants
17. Service allocations
2015
$’000
2014
$’000
Capital grant received
18,858
18,858
Accumulated amortisation:
At 1 April
Amortisation for the year
11,769
752
11,439
330
At 31 March
12,521
11,769
6,337
7,089
Net carrying amount
Amortisation charged to statement of income and expenditure:
Government and other grants:
- Amortisation of deferred capital grant
SSI
- MSF Capital Grant
299
319
Allocation to programmes/projects
Other allocations
Service allocations charged as an expense to proceeds from Community Chest
Service allocations charged as an expense to proceeds from other donation income
Receipt of over allocation of prior years
Service allocations
2015
$’000
2014
$’000
57,330
8,401
65,731
100
–
65,831
52,909
–
52,909
–
(165)
52,744
Allocation to programmes and projects includes disbursements to member Voluntary Welfare Organisations, project
expenditure to build capability of Voluntary Welfare Organisations, raise public awareness of social services and
disbursements under ComChest Care Programme. For the year of 2015, no amount has been disbursed under ComChest
Care Programme (2014: $500).
Other allocations refer to transfer of funds to trust accounts ring-fenced for specific purposes.
453
11
752
330
2015
$’000
2014
$’000
At 1 April
Provision during the year
–
150
–
–
At 31 March
150
–
15. Provision for reinstatement cost
18. Significant related party transactions
For the purposes of these financial statements, parties are considered to be related to the Council if the Council has the
direct and indirect ability to control the party, jointly control or exercise significant influence over the party in making
financial and operating decisions, or vice versa, or where the Council and the party are subject to common control or
common significant influence. Related parties may be individuals or other entities. The Council considers government
agencies to be related parties.
The Council considers the CEO and directors of the Council to be key management personnel in accordance with SB-FRS
24 Related Party Disclosures.
(a)
Compensation of key management personnel
The remuneration of key management personnel during the year was as follows:
Provision for reinstatement cost is determined based on quotation from the quantity surveyor for the renovation project.
The cost is capitalised as part of property, plant and equipment and is depreciated over the lease terms.
Short-term employee benefits
16. Sundry creditors and accruals
2015
$’000
2014
$’000
Less: Grant income received in advance
1,702
16,225
10,317
10,199
38,443
(10,199)
1,442
10,721
5,289
13,233
30,685
(13,233)
Total financial liabilities at amortised cost
28,244
17,452
Sundry creditors
Accrued operating expenses
Advances held for designated projects
Grant income received in advance
93
Number of key management personnel
The remuneration of key management personnel is determined by the Board of the Council.
2015
$’000
2014
$’000
3,102
221
2,139
159
3,323
2,298
15
12
94
STRONGER TOGETHER
18. Significant related party transactions (cont’d)
19. Commitments and contingent assets
(b)
95
Other related party transactions
Other than disclosed elsewhere in the financial statements, the transactions with related parties based on agreed
terms are as follows:
2015
$’000
(a)
Approved funding to members
2015
$’000
2014
$’000
47,131
55,696
The Council has budgeted an approved funding of $47,131,000 (2014, $55,696,000) for disbursements to its VWOs
for subsequent financial year.
2014
$’000
(b)
Operating leases
Ministry of Social and Family Development
Grant income and income on provision of services received and recognised
23,590
18,957
Singapore Totalisator Board
Donation received and recognised
The Council has entered into commercial leases on its leasehold buildings and computer software. These leases
have an average tenure of three with no contingent rent provision included in the contracts.
28,463
18,163
Future minimum rental payable under non-cancellable operating leases at the end of the reporting period are as
follows
276
276
Ministry of Finance
Grant income received and recognised
Licence fee for accounting software paid/payable
1,054
(577)
1,211
(730)
Infocomm Development Authority of Singapore
Service fee paid/payable
(1,699)
(1,890)
People’s Association
Temporary Occupation Licence fee paid/payable
(526)
(526)
Civil Service College
Training courses fees paid/payable
(182)
(53)
Ministry of Health
388
–
Ministry of Trade and Industry
251
–
Within one year
Between one and five years
(c)
The Council also transacts with other government agencies in its normal day-to-day operations, where the amounts
are individually and collectively not significant.
2015
$’000
2014
$’000
3,468
1,652
3,785
5,120
5,120
8,905
Contingent assets
The Care & Share is a national fund-raising and volunteerism movement for the social service sector which was
launched in December 2013. The Council will be able to claim matching grants for funds raised by Community
Chest from Ministry of Social and Family Development over the next few years until 31 December 2017, for eligible
projects which are subject to approval by the Board and Ministry of Social and Family Development. Based on the
funds raised by Community Chest in the reporting period, $46.8m (2014: $12.7m) is eligible to be matched under
the Care & Share movement. During the reporting period, approved projects amounted to $11.8m, of which $5.2m
has been received (2014: nil).
20. Number of employees
The number of employees in the Council at the end of the year was 314 (2014: 267). Total staff costs of the Council
amounted to $27,404,000 (2014: $22,185,000).
21. Taxation
The Council is exempted from income tax under Section 13(1)(e) of the Income Tax Act, Cap. 134.
22. Financial risk management objectives and policies
The Council is exposed to credit risk, liquidity risk and market risk (including interest rate and market prices risks) arising
from its operations. The Council’s risk management approach seeks to minimise the potential material adverse effects
from these exposures. As a whole, the Council has implemented risk management policies and guidelines which set out
its tolerance of risk and its general risk management philosophy. In connection with this, the Council has established a
framework and process to monitor the exposures so as to ensure appropriate measures can be implemented in a timely
and effective manner.
96
STRONGER TOGETHER
22. Financial risk management objectives and policies (cont’d)
22. Financial risk management objectives and policies (cont’d)
97
Credit risk
Reserves management
Credit risk is the risk of financial loss to the Council if counterparty to a financial instrument fails to meet its contractual obligations.
The reserves of the Council comprise the ComChest Fund, General Fund and Endowment Fund. The ComChest Fund is
an internally established reserve to track the fund-raising proceeds that are yet to be distributed to the member Voluntary
Welfare Organisations in any financial year. The sum of the ComChest Fund and General Fund as at the financial year
reporting date is capped at an amount not exceeding two years of the Council’s annual operating expenditure (including
service expenditure). All reserves of the Council in excess of two years of its annual operating expenditure are transferred to
the Endowment Fund. Utilisation of the reserves from the Endowment Fund would require written approval from the Minister.
Management has a credit policy in place and the exposure to credit risk is monitored on an ongoing basis. Investments
and financial transactions are with counterparties that are of high credit standing. Substantial portion of the Council’s
investments are of investment grades, as defined by Standards & Poor’s or Moodys. Cash and bank balances are placed
with financial institutions which are regulated.
Exposure to credit risk
There were no changes in the Council’s approach to reserves management during the year. The Council is not subject to
externally imposed capital reserve requirements.
At the end of the reporting period, the maximum exposure to credit risk is represented by the carrying amount of each
financial asset in the statement of financial position.
Market price risk
Credit risk concentration profile
At the end of the reporting period, approximately 52% (2014: 34%) of the Council’s outstanding debtors and pledged
receivables were due from two debtors (2014: two).
Market price risk is the risk that the fair value or future cash flows of the Council’s financial instruments will fluctuate
because of changes in market prices (other than interest or exchange rates). The Council’s exposure to changes in market
prices relates primarily to the investments in debt and equity securities.
Liquidity risk
The Council’s objective is to manage and control market risk exposures within acceptable parameters, while optimising
the return on risk. It is the Council’s policy to achieve an appropriate diversification in its investment portfolio in order to
mitigate such risk.
Liquidity risk is the risk that the Council will encounter difficulty in meeting financial obligations due to shortage of
funds. The Council’s exposure to liquidity risk arises primarily from mismatches of the maturities of financial assets and
liabilities. In the management of liquidity risk, the Council monitors and maintains a level of cash and bank balances
deemed adequate to finance the Council’s operations and to mitigate the effects of fluctuations in short-term cash flows.
At the reporting date, if market prices for the investments in debt and equity securities had declined by 10%, assuming
all other variables remain constant, the Council’s surplus/(deficit) for the year would decrease/increase by approximately
$16,088,000 ( 2014: $5,665,000) respectively. An increase in 10% of the equity prices would have an equal but opposite effect.
Analysis of financial instruments by remaining contractual maturities
Interest rate risk
The table below summarises the maturity profile of the Company’s financial assets and liabilities at the end of the
reporting period based on contractual undiscounted repayment obligations.
Interest rate risk is the risk that the fair value or future cash flows of the Council’s financial instruments will fluctuate
because of changes in market interest rates. The Council’s exposure to changes in interest rates relates primarily to the
interest-bearing fixed bank deposits and investment in debt securities. The effective interest rates at the statement of
financial position date and the periods in which they mature or re-price (whichever is earlier) are as follows:
2015
Debtors, pledged receivables
One year
or less
Total
$'000
$'000
19,203
97,629
19,203
97,629
116,832
116,832
38,443
38,443
Total undiscounted financial liabilities
38,443
38,443
Total net undiscounted financial assets
78,389
78,389
Total undiscounted financial assets
2014
One year
or less
Total
$'000
$'000
Debtors, pledged receivables
14,130
174,368
14,130
174,368
Total undiscounted financial assets
188,498
188,498
30,685
30,685
Total undiscounted financial liabilities
30,685
30,685
Total net undiscounted financial assets
157,813
157,813
Fixed interest rate maturing
Within
More
2 to 5
than 5
years
years
$’000
$’000
Effective
interest
rate
%
Within
1 year
$’000
1.34
56,051
–
–
56,051
4.29
2,000
11,084
11,109
24,193
58,051
11,084
11,109
80,244
0.48
130,500
–
–
130,500
4.24
6,000
13,092
13,112
32,204
136,500
13,092
13,112
162,704
Total
$’000
2015
Fixed bank deposits
Held-to-maturity financial
assets
2014
Fixed bank deposits
Held-to-maturity financial
assets
As the Council’s investments in bonds and placements of fixed bank deposits are fixed rate instruments, the Council has
no exposure to interest rate volatility.
The Council does not utilise interest rate swaps to hedge against its interest rate risk. The Council relies on professional
fund managers to monitor and mitigate the adverse effects of interest rate changes on its investment portfolios.
98
STRONGER TOGETHER
99
23. Fair value of assets and liabilities
Level 2 fair value measurements
(a) Fair value hierarchy
The following is a description of the valuation techniques and inputs used in the fair value measurement for assets that
are categorised within Level 2 of the fair value hierarchy:
The Council categorises fair value measurements using a fair value hierarchy that is dependent on the valuation
inputs used as follows:
- Level 1 – Quoted prices (unadjusted) in active market for identical assets or liabilities that the Group can access at
the measurement date,
The fair value is a combination of quoted instruments and funds at published market bid price at the balance sheet date
and unquoted funds based on the net asset value of the investees provided by non-related fund managers.
- Level 2 – Inputs other that quoted prices included within Level 1 that are observable for the asset or liability, either
directly or indirectly, and
Level 3 fair value measurements
- Level 3 – Unobservable inputs for the asset or liability.
Fair value measurements that use inputs of different hierarchy levels are categorised in its entirety in the same level
of the fair value hierarchy as the lowest level input that is significant to the entire measurement.
(b) Assets and liabilities measured at fair value
The following table shows an analysis of each class of assets measured at fair value at the end of the reporting period:
(i) Information about significant unobservable inputs used in Level 3 fair value measurements
The fair value is determined by reference to valuation provided by non-related fund managers based on the net asset
value of the investees.
(ii) Movements in Level 3 assets and liabilities measured at fair value
The following table shows a reconciliation from the beginning balances to the ending balances for fair value
measurements in Level 3 of the fair value hierarchy:
$’000
Fair value measurements at the end of the
reporting period using
Quoted prices
in active
markets for
identical
instruments
Significant
observable
inputs other
than quoted
prices
Significant
unobservable
inputs
(Level 1)
(Level 2)
(Level3)
At 1 April
Purchase
Total
2015
Financial assets measured at fair value
Investments at fair value through profit or
loss:
5,409
–
–
5,409
102,901
23,240
29,331
155,472
Financial assets as at 31 March 2015
108,310
23,240
29,331
160,881
Financial assets measured at fair value
Financial assets as at 31 March 2015
46,832
–
At 31 March
Total gains /(losses) for the year included in statement of income and expenditure
- Net fair value gain/ loss on investments at fair value through profit or loss
29,331
438
7,287
–
–
7,287
–
20,471
28,893
49,364
7,287
20,471
28,893
56,651
(208)
(17,731)
28,893
(208)
24. Fund-raising proceeds from Community Chest
2015
$’000
2014
$’000
44,311
33,905
32,265
21,475
78,216
There have been no transfers between the levels during the year.
23. Fair value of assets and liabilities (cont’d)
28,893
–
438
–
Investments at fair value through profit or
loss:
2014
$’000
Total gains /(losses) for the year included in statement of income and expenditure
Disposal
Tax deductible donations
Tax non-deductible donations
2014
2015
$’000
53,740
25. Authorisation of financial statements for issue
The financial statements for the year ended 31 March 2015 were authorised for issue in accordance with a resolution of
the Council members on 15 June 2015.
NCSS ANNUAL REPORT 2014 101
FY2014
Disbursement ($)
Dignifying the Lives of the Elderly
Alzheimer’s Disease Association
• Alzheimer’s Disease Association Specialised Caregiver Support Service (Dementia)
91,921
• New Horizon Centre (Toa Payoh)
89,118
AWWA Ltd (formerly known as Asian Women’s Welfare Association)
• AWWA Senior Community Home (formerly known as AWWA Community Home for Senior Citizens)
426,285
• AWWA Rehab & Day Care Centre (formerly known as AWWA READYCARE Centre)
234,447
Bright Hill Evergreen Home
533,390
HCA Hospice Care
• HCA Specialised Caregiver Support Service (Palliative)
• Day Hospice Centre
• Home Hospice Service
• HCA Kang Le Day Care Centre - NEW
91,921
451,635
1,350,919
207,498
Lions Befrienders Service Association (Singapore)
• Lions Befrienders
864,266
Metta Welfare Association
NCSS
COMMUNITY
FUNDING
DISBURSEMENT
• Metta Hospice Care
146,621
PERTAPIS Education and Welfare Centre
• PERTAPIS Senior Citizens Fellowship Home
90,262
Presbyterian Community Services
• Dorcas Home Care Service
112,218
SAGE Counselling Centre
• SAGE Counselling Centre
• The Seniors Helpline
244,763
41,190
Sathya Sai Social Service (Singapore)
• Tembusu Home Help Service
28,298
Singapore Leprosy Relief Association
• SILRA Home
121,733
Sunlove Abode for Intellectually-Infirmed Ltd
• Dementia Day Care Centre for the Elderly (Formerly known as Sunlove Dementia Day Care)
• Sunlove Home Help Service
53,656
159,193
Sunshine Welfare Action Mission
• SWAMI Dementia Day Care
70,243
• SWAMI Home Help Service
98,969
Thye Hua Kwan Moral Charities Limited
• THK Care Provider
378,758
• THK Home Help Service East
121,752
• THK Home Help Service West
315,983
TOUCH Community Services Limited
• TOUCH Home Care - Ensuite
• TOUCH Home Care - Home Help
Subtotal (Dignifying the Lives of the Elderly)
177,211
223,090
6,725,340
Helping Persons with Disabilities Lead Independent Lives
• APSN Centre for Adults
600,883
Autism Association (Singapore)
• Eden Centre for Adults
54,270
Autism Resource Centre (Singapore)
• ARC(S) Employability and Employment Centre - NEW
5,747
102
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FY2014
FY2014
Disbursement ($)
Disbursement ($)
• THK Therapy Services
Bizlink Centre Singapore Ltd
• Business Development Division
611,292
• Employment Placement Division
106,521
• Vocational Assessment Division
116,602
Subtotal (Helping Persons with Disabilities Lead Independent Lives)
• Cerebral Palsy Alliance Singapore - Day Activity Centre
133,157
Keeping Families Together
• CPAS - Goodwill Rehabilitation & Occupational Workshop (GROW)
355,151
AMKFSC Community Services Ltd
597,317
• TOUCH Ubi Hostel
80,171
17,851,773
Cerebral Palsy Alliance Singapore (CPAS)
Club Heal
• The HEALing Friends - NEW
59,400
• Dedicated Transport Service
1,082,000
• Metta Day Activity Centre for the Intellectually Disabled
68,269
• IDEA Employment Development Centre
44,699
1,180,565
• MINDS Ang Mo Kio Training and Development Centre
265,168
• MINDS Clementi Training and Development Centre
244,929
• MINDS MYG
20,060
• MINDSville@Napiri - Home
539,522
• MINDSville@Napiri - Hostel/Group Home
185,910
• MINDSville@Napiri - Napiri Training and Development Centre
102,873
• SIA-MINDS Employment Development Centre
1,486,755
• Woodlands Employment Development Centre
1,241,266
• Project H.I.R.E.
13,953
SG Enable Ltd
• ‘LTA Cares’ Fund
100,000
• NCSS Special Assistance Fund
486,000
• Enabling Village2
2,730,000
• SAMH Bukit Gombak Group Homes
• SAMH Insight Centre
• SAMH Oasis Day Centre
84,571
1,000,940
215,035
• Braille Production Unit
• Library Services
172,137
37,267
SPD (formerly known as Society for the Physically Disabled)
• Employment Support Programme
68,673
• Sheltered and Production Workshop
609,840
• SPD Therapy Hub
834,642
• Specialised Case Management Programme
309,720
• SPD-SOKA Day Activity Centre
379,570
• The Specialised Assistive Technology Centre
193,771
SUN-DAC (2 centres)
273,418
• SADeaf Deaf Access
202,356
The Singapore Cheshire Home
• The Singapore Cheshire Home Day Care Centre
131,347
• The Singapore Cheshire Home Residential Care
490,040
• The Singapore Cheshire Home2
32,120
• Skills Training and Sheltered Employment Programme for People with Visual Impairment
• Cheng San Family Service Centre
232,083
303,846
5,003
• Punggol Family Service Centre
140,453
• Sengkang Family Service Centre
213,218
• AWWA Family Service Centre
Movement for the Intellectually Disabled of Singapore
• Hi-Job!
191,658
• Family Services @ Yio Chu Kang - NEW
Handicaps Welfare Association1
2
• Ang Mo Kio Family Service Centre
Beyond Social Services
2
Care Corner Counselling Centre
235,729
9,131
1,090,102
Care Corner Family Service Centre (Admiralty)
186,268
Care Corner Family Service Centre (Queenstown)
178,183
Care Corner Family Service Centre (Toa Payoh)
223,998
Care Corner Family Service Centre (Woodlands)
180,878
Care Corner Singapore Ltd
• Care Corner Family Service Centre (Tampines)
Counselling and Care Centre
124,283
905,910
Fei Yue Family Service Centre
• Fei Yue Family Service Centre (Bukit Batok)
186,268
• Fei Yue Family Service Centre (Champions Way)
135,063
• Fei Yue Family Service Centre (Choa Chu Kang)
175,488
• Fei Yue Family Service Centre (Yew Tee)
132,368
Foundation of Rotary Clubs (Singapore) Ltd
• Rotary Family Service Centre
151,233
Good News Community Services
• Pasir Ris Family Service Centre
132,368
HELP Family Service Centre
337,115
Kampong Kapor Family Service Centre
162,013
Lakeside Family Services
• Lakeside Family Centre (Jurong East)
145,843
• Lakeside Family Centre (Jurong West)
237,473
Methodist Welfare Services
• Covenant Family Service Centre
135,063
• Daybreak Family Service Centre
140,453
• Tampines Family Service Centre
151,233
Montfort Care
• @27 Family Service Centre
151,233
• Marine Parade Family Service Centre
215,913
PAVE
• PAVE at Siglap
163,271
Persatuan Pemudi Islam Singapura
• As-Salaam PPIS Family Support Centre
337,115
• PPIS Family Service Centre (East)
118,893
• PPIS Family Service Centre (West)
116,198
REACH Community Services Society
• REACH Family Service Centre
180,878
104
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Samaritans of Singapore
FY2014
FY2014
Disbursement ($)
Disbursement ($)
1,472,305
Sembawang Family Service Centre
151,233
Serangoon Moral Family Service Centre
162,013
Shan You Counselling Centre
• Shan You Counselling and Casework
393,201
Singapore After-Care Association
• SACA Aftercare Case Management Service
84,289
Singapore Anti-Narcotics Association
• SANA Aftercare Case Management Service
108,221
Singapore Buddhist Lodge Welfare Foundation
Bethesda Care & Counselling Services Centre
• Bethesda Care & Counselling Services Centre - Enhanced STEP-UP (Service A and B)
Bethesda Community Assistance and Relationship Enrichment Centre
• Bethesda Community Assistance and Relationship Enrichment Centre - Enhanced STEP-UP
(Service A and B)
• Boys’ Town - Enhanced STEP-UP (Service A and B)
• Canossian EIPIC
14,523
• Canossian School
151,693
124,283
Care Corner - Teck Ghee Youth Centre
145,843
183,573
• THK Family Service Centre @ Bedok North
285,983
• THK Family Service Centre @ Bukit Panjang
148,538
• THK Family Service Centre @ Jurong
159,318
• THK Family Service Centre @ MacPherson
191,658
• THK Family Service Centre @ Tanjong Pagar
194,353
• SINDA Family Service Centre
Society of Sheng Hong Welfare Services
• Hougang Sheng Hong Family Service Centre
South Central Community Family Service Centre Limited
• South Central Community Family Service Centre
TRANS Family Services
• Trans Family Service Centre (Bedok)
153,928
• Trans Family Service Centre (Bukit Timah)
105,418
Viriya Family Service Centre
105,418
Whispering Hearts Family Service Centre
153,928
Subtotal (Keeping Families Together)
11,875,555
22,403
• The Ang Mo Kio Family Service Centres (Cheng San) - Enhanced STEP-UP (Service A and B)
3,383
• AWWA Early Intervention Centre (formerly known as AWWA Early Years Centre)
153,770
• AWWA School
847,245
• AWWA Community Integration Service (formerly known as AWWA TEACH ME Services)
871,538
• Chaoyang School
515,264
• Delta Senior School
923,939
• Katong School
490,549
• Tanglin School
577,749
• Eden Children’s Centre (Clementi)
42,144
• Eden Children’s Centre (Simei)
45,277
• Eden School
• Care Corner - Teck Ghee Youth Centre - Enhanced STEP-UP (Service A and B)
• Care Corner Family Service Centre (Admiralty) - Enhanced STEP-UP (Service A and B)
• Care Corner Family Service Centre (Woodlands) - Enhanced STEP-UP (Service A and B)
• Care Corner Educational Therapy Service2
6,923
20,123
6,900
360
5,100
• CPAS - EIPIC
395,351
• CPAS - Therapy Rehabilitation
226,920
• Cerebral Palsy Alliance Singapore School
530,212
Children-At-Risk Empowerment Association
• Children-At-Risk Empowerment Association (CARE Singapore) - Enhanced STEP-UP
(Service A and B)
10,507
EMCC
• EMCC - Enhanced STEP-UP (Service A)
5,610
EN Community Services Society
7,044
Fei Yue Community Services
Alive Community Network
• Alive Community Network - Enhanced STEP-UP (Service A and B)
• Care Community Services Society - Enhanced STEP-UP (Service A and B)
• EN Community Services Society - Enhanced STEP-UP (Service A)
Nurturing Children & Youth to Succeed
1,656
Canossian Daughters of Charity
Care Community Services Society
Singapore Indian Development Association
4,704
Boys’ Town, Singapore
129,673
• SBL Vision Family Service Centre
3,060
904,427
• Pathlight School
2,416,932
• ARC WeCAN EIP
86,852
• eGEN
267,813
• Fei Yue EIPIC
140,671
• Pasir Ris Family Service Centre - Enhanced STEP-UP (Service B)
45
• Kampong Kapor Family Service Centre - Enhanced STEP-UP (Service A)
1,296
Life Community Services Society
• Friends of Children and Youth
167,758
• MightyKids, Families & Community (MightyKFC)
108,931
Lutheran Community Care Services Limited
• Lutheran Community Care Services - Enhanced STEP-UP (Service A and B)
33,624
MCYC Community Services Society
• MCYC Community Services Society - Enhanced STEP-UP (Service A)
1,125
• Metta Preschool @ Punggol
• Metta Preschool @ Simei
• Metta School
72,044
64,356
805,767
Morning Star Community Services
• Morning Star Community Services - Enhanced STEP-UP (Service A)
5,916
106
STRONGER TOGETHER
FY2014
FY2014
Disbursement ($)
Disbursement ($)
Movement for the Intellectually Disabled of Singapore
Young Men’s Christian Association of Singapore
• Fernvale Gardens School
456,670
• Lee Kong Chian Gardens School
562,681
• MINDSville@Napiri - Children’s Wing
94,073
• Young Men’s Christian Association of Singapore - Enhanced STEP-UP (Service A and B)
Youth Guidance Outreach Services
• Experiential Learning and Mentoring Programme (AMK)
• Towner Gardens School
542,334
• Experiential Learning and Mentoring Programme (Woodlands)
• Woodlands Gardens School
562,991
• Youth Guidance Outreach Services - Enhanced STEP-UP (Service A and B)
Subtotal (Nurturing Children & Youths to Succeed)
• SPED Financial Assistance Scheme
244,290
• Inclusive Playground
160,000
Persatuan Persuratan Pemuda Pemudi Melayu (Malay Youth Literary Association)
• Frenz
• Persatuan Persuratan Pemuda Pemudi Melayu - Enhanced STEP-UP (Service A and B)
437,676
• Rainbow Centre - Yishun Park School
123,115
25,545
20,538,166
Expected Annual Adjustment3
189,472
Project Expenditure4
149,769
Subtotal: Allocation to programmes/projects
57,330,075
Other Allocations5
643,521
• Digital Inclusion Fund
8,000,000
• Temasek Cares - Special Needs Building Capability Project
Rainbow Centre, Singapore
• Rainbow Centre - Margaret Drive School
58,715
26,724
• Grace Orchard School
10,755
401,400
943,083
1,129,205
• Rainbow Centre EIP Margaret Drive
207,201
• Rainbow Centre EIP Yishun Park
244,219
Subtotal: Other Allocations
Grand Total
8,401,400
65,731,475
REACH Community Services Society
• REACH Family Service Centre - Enhanced STEP-UP (Service A and B)
11,685
Notes
• Lighthouse School
134,213
SPD (formerly known as Society for the Physically Disabled)
1. Funding is given through the Ministry of Social and Family Development who is centrally managing the dedicated transport
service.
• Building Bridges EIPIC Centre (Jurong)
74,607
2. These are disbursements of designated donations.
• Building Bridges EIPIC Centre (Tiong Bahru)
55,813
3. This is a provision for adjustment of per cap programmes that have served different musters from the expected musters. The
adjustments are expected after the audited accounts are submitted, which also include adjustments for prior year.
St Andrew’s Mission Hospital
• St Andrew’s Autism School
502,342
Student Advisory Centre Limited
• Student Advisory Centre Limited - Enhanced STEP-UP (Service A)
30,330
Students Care Service
• Buddy’IN - New
• Learning and Social Support Programme
22,081
375,720
• Students Care Service (Clementi) - Enhanced STEP-UP (Service A and B)
8,448
• Students Care Service (Hougang) - Enhanced STEP-UP (Service A and B)
4,332
• Students Care Service (Yishun)- Enhanced STEP-UP (Service A and B)
5,808
• SYNC (3 centres)
687,999
• Youth COP
265,147
The Ramakrishna Mission
• WINGS Counselling Centre - Enhanced STEP-UP (Service A)
8,767
The Salvation Army
• Kids In Play
99,818
• SADeaf Community Integration Support for the Hearing Impaired - Itinerant Support Service
• Singapore School for the Deaf
265,611
64,683
• THK EIPIC Centre @ Ang Mo Kio
• THK EIPIC Centre @ Choa Chu Kang
78,594
181,962
• THK EIPIC Centre @ Tampines
70,905
• THK EIPIC Centre @ Woodlands
148,075
• TOUCH Community Services Limited - Enhanced STEP-UP (Service A and B)
6,924
4. Project expenditure includes funding to build capability of VWOs and to raise public awareness of social services.
5. Other allocation refers to transfer of funds to trust accounts ringfenced for specific purposes.
6. All funding figures in this listing are rounded to the nearest dollar.
108
STRONGER TOGETHER
Organisational Chart
BOARD
Executive
Committee
NCSS BOARD
OF COUNCIL,
MANAGEMENT,
COMMITTEES,
AND LISTINGS
Audit
Committee
Community
Chest
Committee
Services
Committee
Investment
SubCommittee
Human
Capital
Development
Panel
Advocacy &
Research
Panel
Volunteer
Resource
Committee
Resource
Provisions
Committee
(till July 2014)
CEO
Internal
Audit
Central
Office
Executive
Office
-- Human Resource
-- Planning and
Organisation
Development
-- Corporate
Communications
Advocacy and
Membership
Group
-- Advocacy and
Research
-- Membership
-- Funding Policy
-- VWO Development
-- New and Emerging
Initiatives
Fund-Raising
and Engagement
Group
-- Community Chest
-- Care & Share
Secretariat
-- President’s
Challenge
Secretariat
Human Capital
Development
Group
-- Social Service
Institute
-- Sector Manpower
-- Social Service
Leadership Unit
Service Planning
and Development
Group
Funding and
Corporate
Functions Group
-- Children, Youth and
Family Services
-- Disability Services
-- Eldercare Services
-- Mental Health
Services
-- Standards and Impact
-- Fund Allocation
-- VWO Benefits
-- Finance
-- Administration
-- Info-Communication
System
110
STRONGER TOGETHER
NCSS Board of Council
Patron-In-Chief
His Excellency
Dr Tony Tan Keng Yam
President of the Republic of Singapore
Patron
Mr Chan Chun Sing (till 8 April 2015)
Minister in the Prime Minister’s Office
Adviser
Madam Halimah Yacob
Speaker of Parliament
Mr TAN CHUAN-JIN (from 9 April 2015)
Minister for Social and Family Development
Hsieh Fu Hua
Robert Chew PBM
Honorary Treasurer
Mr Chew has been an NCSS Board member since 2010 and is the NCSS Honorary Treasurer from
2014. He is a former partner at Accenture and is currently a partner at Stream Global Pte Ltd.
He is a Director of Pteris Global, Alexandra Health and Integrated Health Information Systems
and serves on the boards of Kwong Wai Shiu Hospital, Shared Services for Charities and TOUCH
Community Services.
President
Mr Hsieh was appointed President of the NCSS Board in August 2012. He is the founder of
BinjaiTree, a charitable organisation since 2008. He also helped establish two other charities,
Shared Services for Charities Ltd and Caregiver Alliance Ltd. He sits on the boards of other
non-profit organisations including the Lien Foundation, the National Gallery Singapore, and the
Stewardship Asia Centre Pte Ltd. Mr Hsieh is also currently Chairman of United Overseas Bank,
Tiger Airways Holdings, and ACR Capital Holdings Pte Ltd. He is a board member of GIC Private
Limited and an adviser to Prime Partners Group which he co-founded. He previously served on
the Board of Temasek Holdings Pte Ltd (2010 – 2012) and ICAP, a UK listed company (2010 –
2013), and was the CEO of Singapore Exchange Limited (2003 – 2009).
Girija Pande
Board Member
Mr Pande joined the NCSS Board in November 2012. He is currently Executive Chairman of Apex
Avalon Consulting, a joint venture with Avalon Consulting, India, which is ranked in the top 10 in the
Asia Pacific (APAC) for Strategy Consulting. Mr Pande was also CEO of Tata Consultancy Services
APAC for over a decade. He won the Top CEO Award by the Singapore Human Resources Institute
in 2010. Mr Pande serves on the boards of many listed companies in Singapore, including the
Singapore International Chamber of Commerce and the Institute of South Asian Studies as well
as on SINDA’s Board of Trustees and the Advisory Board of Singapore Management University
(SMU). He has also served on the Manpower Council of the Infocomm Development Authority.
Phillip Tan JP, BBM(L), BBM, PBM
Vice President and Chairman, Community Chest
Mr Tan has been serving as Vice President of the NCSS Board since 2006. He was appointed
Chairman of Community Chest in August 2013 and is currently the Group Financial Director of
Citystate Capital Asia Pte Ltd. Mr Tan has served NCSS in various capacities since 1983 and
contributes extensively in other charitable organisations, including the Tsao Foundation, Mount
Alvernia Hospital and the Yellow Ribbon Fund.
Dr Ang Seng Bin
Vice President
Dr Ang has been an NCSS Board member since 2010 and was elected as NCSS Vice President
in 2014. He currently chairs the Volunteer Resource Committee in NCSS. Dr Ang has been
involved in various volunteer roles ranging from direct volunteer to management volunteer at
the Students Care Service (SCS) since 1994. From August 2014, Dr Ang became Chairman of the
SCS Board. Dr Ang is also Chairman of the SSI Diploma and Higher Diploma in Social Service
Evaluation and Review Committee and is a member of the management committee of AMKFSC
Community Services Ltd. He heads the Family Medicine Service as well as the Menopause Unit
at KK Women’s and Children’s Hospital. He teaches as an Adjunct-Assistant Professor at DukeNational University of Singapore (NUS) Graduate Medical School Singapore and is an Associate
Program Director of Singhealth Family Medicine Residency Program.
Richard Sim Hwee Cher
Honorary General Secretary
Mr Sim joined the NCSS Board as Honorary Treasurer in 2008 and has been Honorary General
Secretary since August 2012. He is PwC Singapore’s Vice Chairman of Operations and Head of
Audit, and a member of the PwC Executive Board for Singapore, China, Hong Kong and Taiwan.
Mr Sim sits on the Council of the Institute of Singapore Chartered Accountants and is a Fellow
of the Chartered Public Accountants of Australia and the Association of Chartered Certified
Accountants of United Kingdom. He is also a member of the NUS School of Accounting Advisory
Council and Singapore Accountancy Commission’s Accountancy Sector Research Centre Advisory
Council. He is also a director of Wildlife Reserves Singapore.
Anita Fam BBM, PBM
Board Member
Ms Fam first served on the NCSS Board from 2006 – 2012 and rejoined in August 2014. Formerly
a lawyer, she has been a full-time volunteer since 2000 in the areas of disability, palliative care,
health, family and international volunteerism. Ms Fam is Chairman of the Central Regional
Health System Advisory Council, Co-Chairman of the Community Silver Trust Evaluation Panel
and Deputy Chairman of Assisi Hospice. She also serves on the boards of Caregivers Alliance
Limited (CAL), the National Healthcare Group, Sembawang Family Service Centre, Singapore
International Foundation and St Andrew’s Autism Centre among others.
CHAN CHIA LIN
Board Member
Ms Chan joined the NCSS Board in August 2012. She is Director of Holywell Private Limited and
Chairman of Urbanspace Sdn Bhd. Ms Chan is a member of the NUS Board of Trustees, a Board
member of HealthServe Limited and also serves on the investment and finance committees of
several non-profit organisations.
Ong Toon Hui PPA(P)
Ministry of Social and Family Development (MSF) Representative
Ms Ong has been an NCSS Board member since 2009. She is presently the Deputy Secretary of
MSF and has previously served in other government agencies such as Ministry of Education and
the Public Service Division. Ms Ong is a board member of the Housing and Development Board,
Casino Regulatory Authority, the Community Justice Centre and the Advisory Council for Early
Childhood Education and Training. She also serves on the School Advisory Committee of Peirce
Secondary School.
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STRONGER TOGETHER
ALEX LEE KA BUT JP, PBM
MohAMAd HairiL B Johari
Board Member
Board Member
Mr Lee has been an NCSS Board member since 2010. He is a retired banker and was a former
CEO of NCSS from 1994 to 1997. Mr Lee currently serves on the Executive Committee of the
Singapore Children’s Society. He is also active in several other VWOs, such as Cheng Hong
Welfare Service Society, Bright Vision Hospital, Geylang East Home for the Aged, Society of
Sheng Hong Welfare Services, as well as in several ministries, including Health, Home Affairs
and Social and Family Development.
Mr Md Hairil joined NCSS as a Board member in August 2014. He has been a volunteer at Malay
Youth Literary Association (4PM) since 1989. He is currently the Vice-President of 4PM, whose
mission is to maximise human potential for the future of the community through empowering
children, youth and families. Mr Md Hairil previously served Yayasan MENDAKI as a volunteer
and then as member of its board of directors. Mr Md Hairil also served as a grassroots leader
and a volunteer at the mosque within his local constituency.
ProfESSOR Tsui Kai Chong
Maureen SK FunG
Board Member
Board Member
Professor Tsui joined the NCSS Board in November 2012 and has been the Provost of SIM
University (UniSIM) since 2005. He was the Founding Dean of the School of Business and the
Vice Provost of Undergraduate and Graduate Education at SMU. He is currently a board member
at the National Community Leadership Institute and Intellectual Property Academy. Professor
Tsui also serves on advisory committees at ITE and the Ong Teng Cheong Labour Leadership
Institute.
Ms Fung has been on the Management Committee of the TRANS Family Services since 1995.
She serves on the Dover Park Hospice Medifund Committee and Assisi Hospice Programme and
Services Committee. Ms Fung is an adjunct social work lecturer at UniSIM and an external social
work supervisor. She was previously the Chief Executive Officer at the Asian Women’s Welfare
Association and Executive Director of Samaritans of Singapore. She is also a registered and Life
Member of the Singapore Association of Social Workers.
Chew Kwee San
Keith Chua
Board Member
Board Member
Mr Chew joined the NCSS Board in August 2012. A lawyer by training, he is Executive Director
of The Tecity Group. Mr Chew has been serving as Board Member of the Young Men’s Christian
Association of Singapore since 2008. He is also Honorary Secretary and Council Member of the
Tan Chin Tuan Foundation, which provides charitable assistance to the elderly, needy and sick.
Mr Chua is the Chairman of the Management Committee and Vice President of the Singapore
Anglican Community Services. He is the Treasurer for the Anglican Province of South East Asia
and Convenor for Economic Empowerment for the Global South Anglican Provinces, in addition
to other leadership positions in the local Anglican community. Mr Chua is currently the Chairman
of CAL, Advisory Board of the Asia Centre for Social Entrepreneurship and Philanthropy at the
NUS Business School, and Asia Philanthropic Ventures. He is a board member of the Community
Foundation of Singapore and has been the Executive Chairman of ABR Holdings Limited since
2004.
Dr Mary Ann Tsao
Board Member
Dr Tsao joined the NCSS Board in August 2012, having served a prior term from 2008 to 2010.
She is Chairman and Founding Director of the Tsao Foundation, which is dedicated to addressing
the well-being of older people as well as population ageing issues. Dr Tsao serves on numerous
boards and committees, including Centre for Seniors, the Asia Centre for Social Entrepreneurship
and Philanthropy at NUS and the Tote Board Community Healthcare Fund Committee. She has
also served on various national policy committees, including the Inter-Ministerial Committee on
Ageing and the Committee on Ageing Issues.
Albert S.K. Lim
Leo Chen Ian
Board Member
Mr Leo is passionate about diversity education and philanthropy. He is the founder and Director
of Insight N Access with more than ten years’ experience in these two fields. He is also a strong
champion and expert in both ageing and disability training, having conducted series of training
programmes in ‘Exploration in Disability’ as well as ‘Exploration in Ageism’. As a speaker, Mr Leo
has shared his life experiences on topics ranging from personal leadership to disability issues in
the working world in many local and overseas conferences. He is currently on the Board of the
Disabled People’s Association, having served as President from 2005 to 2010.
Board Member
Mr Lim was elected to NCSS Board in July 2014, having served in the previous term 2010 to 2012.
Presently, he sits in the boards of Methodist Welfare Services (MWS), Students Care Service and
FaithActs. In MWS, Mr Lim chairs the Daybreak FSC and the Fund-Raising Committee. He is a
member of the President’s Challenge Social Enterprise Awards Committee since 2012 and is an
appointed Local Solemnizer by the Registry of Marriages for a term of three years from 2014 to 2016.
Dr Lee Cheng
Board Member
Dr Lee joined the NCSS Board in August 2014. He has been actively involved in mental health
voluntary work since 1997. Dr Lee previously served as the Vice President of the Singapore
Association for Mental Health and is currently the Honorary Treasurer. He is the President of
Silver Ribbon Singapore and is in his second term as the President of the Singapore Psychiatric
Association. Dr Lee serves on various inter-agencies committees for Ministry of Health (MOH),
Agency for Integrated Care (AIC) and MSF, and is a member of the Singapore Armed Forces
Psychiatry Advisory Board and Singapore Medical Council Disciplinary Committee.
Chern Siang Jye
MOH Representative
Mr Chern is Chief Corporate Officer and Chief, Regional Engagement and Integration of Agency
for Integrated Care (AIC). AIC is an agency of the MOH to promote care integration across the
healthcare continuum, with particular emphasis on strengthening the community care sectors.
Mr Chern oversees AIC’s corporate functions and leadership development for the community care
sector. He also oversees AIC’s engagement efforts with its partners, with particular emphasis on
organising care and well-being services around our seniors to enable them to age and live well
in the community.
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STRONGER TOGETHER
NCSS Management
SIM GIM GUAN PPA(P),PPA(P)(T)
NG LING LING
Chief Executive Officer
Group Director, Fund-Raising and Engagement, and Managing Director, Community Chest
Mr Sim spent 23 years with the Republic of Singapore Navy, where he held various staff and
operational appointments. He retired from the Singapore Armed Forces as Chief of Staff –
Naval Staff, at the rank of Rear Admiral, in June 2006. He joined the Ministry of Information,
Communications and the Arts (MICA) in August 2006 as Senior Director (Information and
Corporate Management) and became MICA’s Deputy Secretary (Information and Corporate
Management) in February 2007. His last appointment was as Deputy Secretary (Industry and
Information) at the Ministry of Communications and Information (MCI). Mr Sim currently serves
on the Board of Directors of the National Volunteer & Philanthropy Centre, the Charity Council,
raiSE (the Singapore Centre for Social Enterprise) as well as the National Environment Agency.
Mr Sim was a Singapore Armed Forces Overseas Scholarship recipient and holds a Bachelor’s
degree from the University of Oxford, and a Master of Business Administration from the
Massachusetts Institute of Technology through its Sloan Fellows Programme. He was awarded
the Public Administration Medal (Silver) (Military) in 2006 and the Public Administration Medal
(Silver) in 2014.
Ms Ng joined NCSS in 2001. She currently leads Community Chest’s fund-raising efforts, donor
engagement, outreach and publicity initiatives. Ms Ng is instrumental in the launch of the Care
& Share Movement for SG50, a national fund-raising and volunteerism movement for the social
service sector, led by Community Chest and supported by over 200 charities, to contribute to
Singapore 50th celebration of independence in 2015. She holds a Bachelor of Accountancy from
NTU and a Master of Public Administration from the Australian National University. She has 14
years of experience in the social service sector, spanning board governance, consultancy, social
service training operations, and fund allocation of over $300 million to charities. Prior to NCSS,
Ms Ng worked in the financial industry, specialising in treasury functions.
TINA HUNG
Deputy Chief Executive Officer and Group Director, Service Planning and Development
Group Director, Advocacy and Membership (concurrently from 23 March 2015)
Ms Hung leads and guides NCSS’ efforts in planning, pioneering and designing quality social
services for children, youth, families, elderly and persons with disabilities and mental health
issues. She provides leadership in raising social service standards and guides social research and
advocacy. Ms Hung has been appointed to various inter-ministry committees to conduct national
reviews, develop masterplans and coordinate national efforts to address social problems. She
is a member of the Social Service Research Centre Advisory Board, Data Protection Advisory
Committee, Board of Visitors for Prisons and Psychiatric Institutions, Special Needs Trust
Company Board, South West Community Development Council, and the Women’s Health Advisory
Committee. Ms Hung is the Chairman for the VWOs-Charities Capability Fund Scholarship Panel
and the Margaret Mary Wearne Trust Fund. She is also the Vice-Chairman for the Social Work
Accreditation Board. Ms Hung holds a Master in Public Administration and a Master in Social
Work.
BELINDA TAN
Director, Social Service Institute (SSI)
Ms Tan joined NCSS in 2002. She has been instrumental in transforming SSI into a centre of
learning and capability building for practitioners. Under her leadership, SSI has been appointed
the Continuing Education and Training Centre for the social service sector by the Singapore
Workforce Development Agency. Ms Tan holds a Bachelor of Arts from NUS and a Master of
Health Science (Gerontology) from the University of Sydney. She has 14 years of experience
in the social service sector, ranging from service development and fund-raising to corporate
communications.
ANGELA YAK
Director, Sector Manpower (till 3 September 2014)
Director, Social Service Leadership Unit (from 4 September 2014)
Ms Yak joined NCSS in 2004. She currently spearheads the Sun Ray scheme, a centralised
leadership scheme which aims to attract and develop a pool of organisational and professional
leaders for the sector. She holds a Master in Social Work and a Graduate Diploma in Human
Resource and Talent Management. Ms Yak has 16 years of experience in the social service
sector and has vast experience in addressing manpower challenges and developing manpower
initiatives to strengthen social service capabilities.
FERMIN DIEZ
Deputy Chief Executive Officer and Group Director, Human Capital Development
Mr Diez brings over 30 years of people development and human resource experience to NCSS,
having worked in global companies like Deloitte, Towers Watson, PepsiCo and Freescale
Semiconductor. He was a Senior Partner at Mercer immediately before joining NCSS. He was a
board member of the Children’s Cancer Foundation, and an Advisory Board Member of the SMU
Business School and of the Taylor’s Educations group. He is currently an adjunct faculty member
at SMU and at Nanyang Technological University (NTU) where he teaches human resource
courses at the undergraduate, postgraduate and executive levels. Mr Diez also co-authored the
book “Human Capital and Global Business Strategy”. He holds a Bachelor of Arts with Distinction
from the University of Michigan and an MBA from The Wharton School, University of Pennsylvania.
CHAN WHEE PENG
Director, Membership and Funding Policy
Mr Chan joined NCSS in 1999 and has led various efforts to develop and review social services in
the eldercare, family and disability sectors. He has contributed to sector-wide projects including
the Enabling Masterplan and a consultancy project to improve the capabilities of early intervention
services. Mr Chan leads his teams in strengthening relationships with member Voluntary
Welfare Organisations (VWOs), and in developing and implementing sustainable funding policies,
strategies and approaches to enhance VWOs’ programmes and capabilities. Mr Chan holds a
Master in Social Science (Social Work) and a Master in Public Administration from NUS.
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STRONGER TOGETHER
QUEK BOON KIEN
ALEX LUM
Director, Fund Allocation, VWO Benefits and Corporate Functions
Director, Advocacy and Research
Ms Quek joined NCSS in 2013. As Director of Fund Allocation and VWO Benefits, she is responsible
for the administration and allocation of funds, grants and services to support member VWOs in
critical, strategic programmes and projects and oversees the provision of common services to
support member VWOs. In her concurrent role as the Director of Corporate Functions, Ms Quek
oversees the Finance, Administration and Info- Communication System portfolios. She has more
than 20 years of experience in audit and finance, holds a Bachelor of Accountancy from NUS and
is a member of the Institute of Singapore Chartered Accountants.
Mr Lum joined NCSS in 2014, with 15 years of experience in analysing data, statistical, consumer
and behavioural patterns, and developing implementable solutions for organisations. He was
previously the Director of the Institute for Financial Literacy before joining the analytics team at
EY Advisory. Mr Lum holds a Doctor of Philosophy in Economics from NUS, a Master of Philosophy
in Economics from the University of Cambridge and a Bachelor of Science in Economics from the
University of Leicester.
VIVIEN LAI
Director, Human Resource and Planning and Organisation Development
LOW WAN VE
Director, New and Emerging Initiatives
Ms Lai joined NCSS in 2014. She leads the New and Emerging Initiatives team to explore
sustainable and innovative funding practices by incorporating new business and financial models
to help the sector grow and scale. Ms Lai also spearheaded Heartgifts, a social enterprise project
by NCSS to showcase and market items made by beneficiaries. A former corporate banker, Ms
Lai held senior management positions with various international banks before starting her
own businesses. She is an active volunteer and serves in various VWO committees and boards.
She holds a Master in Applied Finance from Macquarie University and a Bachelor in Business
Administration from NUS.
Ms Low joined NCSS in 2014. She graduated with a Bachelor of Business Studies (Applied
Economics) degree and has more than 18 years of experience in developing human capital and
corporate planning frameworks in both public and private sectors. Ms Low’s vast experience
focuses on the design of remuneration schemes and rewards management, workforce planning,
employee engagement, competency development, performance management and career
management system design and implementation.
PEARLYN TSENG
Director, Corporate Communications (from 2 February 2015)
ANJAN GHOSH
Director, Service Planning and Development
Mr Ghosh has more than 20 years of experience in various areas of social service, including social
service strategy, service management, member relations and international philanthropy. Prior
to joining NCSS in 2014, Mr Ghosh was Director, Organisation and Operations at the Temasek
Foundation. Mr Ghosh holds an Honours degree in Occupational Therapy and a Masters in Health
Sciences Management. He is currently a Board and Audit Committee member of SG Enable
Ltd; a mentor under the Mentorship programme at the Centre for Non-Profit Leadership and a
member of the Occupational Therapy Advisory Committee at Nanyang Polytechnic.
Ms Tseng has more than 15 years of experience in marketing, advertising, branding, corporate
communications and partnership in public, private and non-profit sectors. Prior to joining NCSS,
she was Deputy Director at the Health Promotion Board, leading the corporate marketing and
industry partnership teams. She was responsible for building the “I Quit” anti-smoking campaign
brand and other award-winning communication campaigns which addressed health issues from
dementia to HIV/AIDS. Ms Tseng holds a Master of Mass Communication from Wee Kim Wee
School of Communication, NTU.
PHUA HOOI BOON
Group Director, Advocacy and Membership (till 22 March 2015)
VON LEONG
Director, Sector Manpower
Ms Leong joined NCSS in 2014, bringing over 12 years of comprehensive human resource
management experience including recruitment, performance management, learning and
development and organisational development, both from local and overseas organisations. She
was Director, Talent Solutions and Business Development and Marketing in Aon Consulting
before joining Kelly Services Pte Ltd. to be its Global Solutions Asia Pacific Director. Ms Leong
holds a Bachelor of Business Administration degree from the University of South Australia.
118
STRONGER TOGETHER
Committees
EXECUTIVE COMMITTEE
Chairman
Mr Hsieh Fu Hua
Vice Chairman
Mr Phillip Tan Eng Seong JP, BBM(L),
BBM, PBM
Members
Dr Ang Seng Bin
Ms Anita Fam BBM, PBM
Ms Chan Chia Lin
Mr Girija Pande
Mr Richard Sim Hwee Cher
Mr Robert Chew PBM
Ms Ong Toon Hui PPA(P) (MSF representative)
SERVICES COMMITTEE
Chairman
Ms Anita Fam BBM, PBM
Service Advisors
Children, Youth & Family Services
Mr Alex Lee Ka But JP, PBM
Mr Mohd Hairil B Johari
Disability Services
Professor Ho Lai Yun JP, BBM, PBM, PBS
Eldercare Services
Mr Chew Kwee San
Dr Mary Ann Tsao BBM, PBM
Mental Health Services
Mr Keith Chua Tiang Choon
Dr Lee Cheng
Member
Mr Sim Gim Guan PPA(P), PPA(P)(T)
Representatives
Mr Bernard Lee P.Kepujian (from
September 2014)
MOH
Mrs Boon-Ngee Sebastian
Tote Board
Mrs Choo Swee Gek
Mr Goh Chye Boon
Mr Tan Puay Kern PPA(P)
Community Chest
Dr Wong Loong Mun
AIC Secretary
Ms Tina Hung
COMMUNITY CHEST COMMITTEE
Chairman
BBM, PBM
Adviser
Ms Jennie Chua JP, PJG, BBM, PPA(P),
PBM
Vice Chairmen
Mr Chew Kwee San
Mr Eric Ang PBM
Mr Tan Puay Kern PPA(P)
Honorary General Secretary
Honorary Treasurer
Mr Robert Chew PBM
Members
Mr Andrew John da Roza
Mr Andrew M. Lim
Ms Ang Bee Lian PPA(P)
COL Gan Siow Huang PPA(P)
Mr Goh Chye Boon
Mr Ho Sing
Mr Lim Tien Hock PPA(G)
Mr Manoj M Murjani
Mr Peter Wee PPA(G)(T), PBS(T)
Ms Sharon Ang
SAC Tan Hung Hooi
Mr Tan Kwang Hwee
Ms Toh Su Fen PPA(P)
Mr Wee Sin Tho
Mr Yang Tse Pin
AUDIT COMMITTEE
Chairman
MOE
Ms Denise Low P.Kepujian
Members
MSF
Mr Chew Kwee San
Mr Gerard Tan
Mr Khoo Kum Wing
Ms Ooi Chee Kar
Mr Sallim Abdul Kadir PBM
RESOURCE PROVISIONS
COMMITTEE (till July 2014)
Chairman
Mr Girija Pande
Vice Chairman
Members
Mr Alex Lee Ka But JP, PBM
Mr Eugene Seah
Mr Jeffrey Lim
VOLUNTEER RESOURCE
COMMITTEE
SSI ADVISORY COMMITTEE (till 31
July 2014)
Chairman
Professor Tsui Kai Chong
Members
Dr Ang Seng Bin
Ms Frances Cheang JP, BBM, PBM
Dr Gog Soon Joo (till 1 May 2014)
Professor Ho Lai Yun JP, BBM, PBM, PBS
Professor Kua Ee Heok
Dr Mary Ann Tsao BBM, PBM
Ms Sharon Ang
HUMAN CAPITAL DEVELOPMENT
PANEL (from 1 August 2014)
Chairman
Mr Lim Siong Guan
Chairman
Dr Ang Seng Bin
Members
Mr Andrew Buay
Dr Cheong Choong Kong BBM
Ms Janice Ang
Mr Koh Juay Meng
Ms Lillian Lee
Ms Melissa Kwee
Mr Mohd Hairil B Johari
Ms Morene Sim
Mr Richard Koong
INVESTMENT SUBCOMMITTEE
Chairman
Ms Chan Chia Lin
Members
Mr Danny Koh
Mr Lee Ming San
Mr Ng Yong Ngee
Mr Rao Ker Ee
Mr Robert Chew PBM
Mr Yeoh Lam Keong
Mr Tow Heng Tan
SSI MANAGEMENT COMMITTEE
(till 31 July 2014)
Chairman
Members
Ms Chan Chia Lin
Ms Ong Toon Hui PPA(P)
Members
Ms Chan Chia Lin
Ms Denise Phua
Mr Keith Chua
Ms Maureen Fung
ADVOCACY & RESEARCH PANEL
Chairman
Mr Gerard Ee
Members
Mr Albert Lim
Ms Chia Yong Yong
Mr Girija Pande
Mr Leo Chen Ian
Dr Leong Chan Hoong
Mr Peter Ong
CARE & SHARE @ SG50 STEERING
AND WORKING COMMITTEES
Chairman
BBM, PBM
Members (Steering Committee)
Mr Chan Heng Kee
Ms Chua Sock Koong
Mr Goh Choon Phong
Mr Lee Kim Siang BBM(L), BBM, PBM
Ms Priscylla Shaw
Mr Sallim Bin Abdul Kadir JP, PBM
Mr Sunil Tissa Amarasuriya
Members (Working Committee)
Ms Aileen Tan
Ms Ang Bee Lian PPA (P)
Mr Chang Long Jong
Ms Khoo Siew Bee
Mr Laurence Lien (till 31 July 2014)
Ms Melissa Kwee (from 1 March 2015)
Ms Sharon Ang
Ms Yee Lishan
LEADERSHIP AND DEVELOPMENT
PROGRAMMES RESOURCE PANEL
Chairman
Ms Agatha Tan
Mr Alvin Chua
Associate Professor Celia Tan
Ms Christina Van Huizen
Ms Clare Yeo
Associate Professor Corinne Ghoh
Dr Esther Tan
Mr Jim Bek
Dr Lam Chee Meng
Ms Lee Lay Beng
Mr Lim Hua Beng
Ms Robyn Foo
Ms Ruth Chua
Members
VWOs-CHARITIES CAPABILITY
FUND EVALUATION PANEL
SSI DIPLOMA AND HIGHER
DIPLOMA IN SOCIAL SERVICE
EVALUATION AND REVIEW
COMMITTEE
Dr Ang Seng Bin
Ms Agnes Chia
Mr David Blakely (till 26 August 2014)
Ms Lau Cheng Mun
Dr Seng Boon Kheng
Ms Sharon Ang
Mr Tay Wei Sern
SCHOLARSHIPS, LEADERSHIP AND
DEVELOPMENT PROGRAMMES
SELECTION PANEL
Chairpersons
Mr Fermin Diez
Ms Tina Hung
Member (MSF Representatives)
Ms Grace Teo
Mr Loh Chin Hui
Ms Nancy Ng
Ms Sharon Ang
Member (Professional Representatives)
Mr Abhimanyau Pal
Associate Professor Corinne Ghoh
Dr Daniel Fung
Dr Lam Chee Meng
Ms Lee Lay Beng
Ms Ruth Chua
Mrs Stephenie Khoo
Mrs Tan-Wu Mei Ling
Mr Tim Oei
Ms Vivienne Ng
Mr Yew Teng Leong
Chairpersons
Professor Ho Lai Yun
Members
Mr Eugene Seah
Mr Geoffrey Yeo
Associate Professor Ho Kong Chong
(till July 2014)
Mr Louis Lim PBM (till July 2014)
Dr Mathew Mathews
Ms Sharon Ang
Mr Tan Seng Chai
Associate Professor Tan Tin Wee (till
July 2014)
Ms Tina Hung
Dr Victor Tong
VWOs-CHARITIES CAPABILITY
FUND INNOVATION AND
PRODUCTIVITY GRANT RESEARCH
RESOURCE PERSONS
Dr Hong Song-Iee
Mr Koh Juan Kiat (till July 2014)
Dr Randolph Tan Gee Kwang
Dr Seng Boon Kheng (till July 2014)
Dr Vanessa Yong
Dr Yap Mui Teng
120
STRONGER TOGETHER
Listings
FULL MEMBERS
*scape Co., Ltd.
365 Cancer Prevention Society
Abilities Beyond Limitations And Expectations
Limited
Action For AIDS (Singapore)
ADAM Association
Adventist Community Services
Adventist Home for the Elders
Adventist Nursing and Rehabilitation Centre
Agape Counselling and Training Centre
AGORA@WESTCOASTPLAZA LTD
Ain Society
Alife Ltd
Alive Community Network
All Saints Home
Alzheimer’s Disease Association
Ang Mo Kio - Thye Hua Kwan Hospital Ltd
Aoxiang Counselling Service
Apex Day Rehabilitation Centre For Elderly
Apex Harmony Lodge
Arc Children’s Centre Co Limited
Asian Women’s Welfare Association
Assemblies of God Community Services Society
Assisi Hospice
Association of Muslim Professionals
Association of Women for Action And Research
Babes Pregnancy Crisis Support Ltd
Bartley Community Care Services
Bethel Community Services
Bethesda Care and Counselling Services Centre
Fei Yue Family Service Centre
Loving Heart Multi-Service Centre (Jurong)
Ronald McDonald House Charities Singapore
Special Needs Trust Company Limited
Care Corner - Teck Ghee Youth Centre
Filos Community Services Ltd.
Lutheran Community Care Services Limited
Sree Narayana Mission (Singapore)
Care Corner Counselling Centre
Focus on the Family Singapore Limited
Majlis Pusat Singapura
RSVP Singapore The Organisation of Senior
Volunteers
Foreign Domestic Worker Association For Skills
Training (FAST)
Make-A-Wish Foundation (Singapore) Limited
SAGE Counselling Centre
St Andrew’s Cathedral Home for the Aged
Foundation of Rotary Clubs (Singapore) Ltd
Marine Parade Leadership Foundation
Care Corner Family Service Centre
(Queenstown)
Care Corner Family Service Centre (Toa Payoh)
Franciscan Missionaries of Mary
Friends-In-Deed Counselling Society
Geylang East Home For The Aged
Caregivers Alliance Limited
Glory Centre Community Services Association
Caregivers’ Association of the Mentally-ill (CAMI)
Man Fut Tong Nursing Home
Marymount Centre
MCYC Community Services Society
SATA CommHealth
Golden Years Fellowship
Sathya Sai Social Service (Singapore)
Caregiving Welfare Association
Sembawang Family Service Centre
Caring Fleet Services Limited
Grace Lodge
Montfort Care
Sembawang Tamils’ Association
Caritas Singapore Community Council Limited
Great Joy Community Care Ltd
Morning Star Community Services
Serangoon Moral Family Service Centre
Casa Raudha Women Home
Halogen Foundation (Singapore)
Handicaps Welfare Association
Movement for the Intellectually Disabled of
Singapore (MINDS)
SG Enable Ltd
Catholic AIDS Response Effort
Catholic Welfare Services, Singapore
HCA Hospice Care
Muhammadiyah Welfare Home
Sian Chay Medical Institution
Centre for Fathering Limited
Healthserve Ltd
Centre for Seniors
Heartware Network
HEB-Ashram Halfway House (formerly known
as Hindu Endowments Board – Community
Welfare Fund)
Change Community Services Limited
Charis Centre
Chen Su Lan Methodist Children’s Home, The
Cheng Hong Welfare Service Society
Child At Street 11 Ltd
Children-At-Risk Empowerment Association
Children’s Aid Society
Children’s Cancer Foundation
Chinese Development Assistance Council
Chinese Women’s Association
Chong Hua Tong Tou Teck Hwee
Christian Care Services (Singapore)
Christian Outreach to the Handicapped
City Harvest Community Services Association
Clarity Singapore Limited
Help Family Service Centre
Helping Hand, The
Highpoint Community Services Association
Home Nursing Foundation
Hope Centre (Singapore)
Hope Community Services Centre
Muscular Dystrophy Association (Singapore)
Muslim Kidney Action Association (MKAC
Association)
Muslim Missionary Society, Singapore, The
(Jamiyah)
Muslimin Trust Fund Association
Nam Hong Welfare Service Society
Neighbour Ring Community Services
New Charis Mission, The
New Hope Community Services
New Life Community Services
HOPE Worldwide (Singapore)
New Redeemer’s Fellowship Society
Humanitarian Organization for Migration
Economics
NTUC Eldercare Co-Operative Ltd
NTUC Health Co-Operative Limited
IC2 Prephouse Limited
NuLife Care & Counselling Services Limited
Infant Jesus Homes and Children’s Centres
Oikos.Community@Sengkang Ltd.
Inmates’ Families Support Fund
O’Joy Care Services
Jewish Welfare Board, Singapore, The
One Hope Centre
Jia Ying Community Services Society
Operation Renewal (Singapore)
Ju Eng Home for Senior Citizens
Pasir Panjang Hill Community Services Centre
Just Parenting Association
PAVE
Persatuan Pemudi Islam Singapura (PPIS)
Coalition Against Bullying for Children & Youth
Beyond Social Services
Concern & Care Society
Bible-Presbyterian Welfare Services, Singapore
Cornerstone Community Services
Kampung Senang Charity and Education
Foundation
Persatuan Persuratan Pemuda Pemudi Melayu
(Malay Youth Literary Association)
Bishan Home for the Intellectually Disabled
Counselling and Care Centre
Kang Ming Free Clinic
PERTAPIS Education and Welfare Centre
Bizlink Centre Singapore Ltd
Crime Library (Singapore)
Kheng Chiu Loke Tin Kee Home
Philippine Bayanihan Society (Singapore)
Bo Tien Welfare Services Society
Deaf and Hard-of-Hearing Federation
(Singapore)
Kidney Dialysis Foundation Limited
PLAYEUM LTD
Diabetic Society of Singapore
Kwan-In Welfare Society
Potter’s Place Community Services Society
Kwong Wai Shiu Hospital
Lakeside Family Services
Prison Fellowship Singapore Limited
Dyslexia Association of Singapore
Lawn Bowls Association for the Disabled
(Singapore)
Promisedland Community Services
Eden Community Services Centre
Lejia Society
EMCC
Leukemia and Lymphoma Foundation
En Community Services Society
Life Community Services Society
Epilepsy Care Group (Singapore)
Life Spring Community Network
Equestrian Federation of Singapore (E.F.S)
Light and Love Charity
Buddha of Medicine Welfare Society
Eurasian Association, The
Ling Kwang Home for Senior Citizens
Buddhist Compassion Relief Tzu-Chi
Foundation (Singapore) (formerly known
as Buddhist Compassion Relief Tzu-Chi
Foundation (Singapore Branch)
FaithActs
Family Life First (formerly known as Family
Life Centre)
Lions Befrienders Service Association
(Singapore)
Calvary Community Care
Family Life Society
Lotus Light Charity Society (Singapore)
Fei Yue Community Services
Loving Heart Multi-Service Centre
Breadline Group
Breakthrough Missions Ltd
Breast Cancer Foundation
Breastfeeding Mothers’ Support Group (Singapore)
Bright Vision Hospital
Brighton Connection
Canossian Daughters Of Charity
Sanctuary House Ltd.
Metropolitan Young Men’s Christian Association
of Singapore
Bethesda Community Services Society
Brahm Centre Ltd
Samaritans of Singapore
SASCO Senior Citizens’ Home
Bethesda Community Assistance and
Relationship Enrichment Centre
Boys’ Town, Singapore
Salvation Army, The
Methodist Welfare Services
Club Heal
Boys’ Brigade in Singapore
Salem Welfare Services Ltd
Club Rainbow (Singapore)
Dover Park Hospice
Down Syndrome Association (Singapore)
Lions Home for the Elders
PSALT Care Ltd
Pu Ti Lian She
Queenstown Multi-Service Centre
Rainbow Centre, Singapore
Ramakrishna Mission, The
Reach Community Services Society
Realm of Tranquility
Red Swastika Charity Foundation
Ren Ci Hospital
Riding for The Disabled Association of Singapore
RiverLife Community Services Limited
Rochore Kongsi for the Aged
Shan You Counselling Centre
Sikh Welfare Council
Singapore After-Care Association
Singapore Anglican Community Services
Singapore Anti-Narcotics Association
Singapore Association for Mental Health, The
Singapore Association for the Deaf, The
Singapore Association for the Study of Obesity
Singapore Association of Social Workers
Singapore Association of the Visually
Handicapped
Singapore Buddhist Free Clinic
Singapore Buddhist Lodge Welfare Foundation
Singapore Buddhist Welfare Services
Singapore Cancer Society
Singapore Children’s Society
Singapore Christian Home
Singapore Chung Hwa Medical Institution
Singapore Corporation of Rehabilitative
Enterprises (SCORE)
Singapore Council of Women’s Organisations
Singapore Heart Foundation
Singapore Indian Development Association
(SINDA)
Singapore Leprosy Relief Association
Singapore Life Saving Society, The
Singapore National Stroke Association
Singapore Planned Parenthood Association, The
Singapore Red Cross Society
Singapore Tenkasi Muslim Welfare Society, The
(Singapore Tenkasi Muslim Nalanapivirithi
Sangam, The)
Sri Krishna Mandir Welfare Society
St Andrew’s Mission Hospital
St Gabriel’s Foundation
St Luke’s ElderCare Ltd
St Luke’s Hospital
St. Hilda’s Community Services Centre
St. John Ambulance Singapore (formerly known
as National St John Council for the Republic
of Singapore, The)
St. John’s Home for Elderly Persons
Student Advisory Centre Limited
SUN-DAC
Sunshine Welfare Action Mission (SWAMI)
Tai Pei Old People’s Home
Tai Pei Social Service (TPSS)
Taman Bacaan Pemuda Pemudi Melayu
Singapura (Singapore Malay Youth Library
Association)
Teen Challenge (Singapore)
Tent, The
The Community Justice Centre Limited
The Hiding Place (Christian Home Mission) Ltd
The National Kidney Foundation
The Ray of Hope Initiative Ltd
The Silver Lining Community Services Ltd
The Singapore Cheshire Home
Thong Kheng Welfare Services Society
TOUCH Community Services International
Limited (formerly known as TOUCH Youth
Limited)
TOUCH Family Services Limited
TRANS Family Services
Transient Workers Count Too (TWC2)
Trybe Limited
Tsao Foundation
Tung Ling Community Services
Turning Point, The
Very Special Arts Singapore Ltd
Viriya Community Services
Wan Min Community Services
WE CARE Community Services Limited
Singapore Thong Chai Medical Institution
Whispering Hearts Family Service Centre
Society for The Aged Sick
Wicare Support Group
Society for the Promotion of Attention Deficit
Hyperactivity Disorder Research and
Knowledge
Willing Hearts
Society for WINGS
Society of Sheng Hong Welfare Services
Society of St. Vincent De Paul (National Council
of Singapore)
Woodlands Social Centre
Xin Yuan Community Care
Yayasan Mendaki
Yong-en Care Centre
Young Men’s Christian Association of Singapore
South Central Community Family Service
Centre Limited
Young Women’s Christian Association of
Singapore
SPD (formerly known as Society for the
Physically Disabled, The)
Zion Home for the Aged
Youth Guidance Outreach Services
122
STRONGER TOGETHER
ASSOCIATE MEMBERS
Action Group for Mental Illness
Aidha Ltd
American Women’s Association of Singapore
Apex Club of Bukit Timah, The
Apex Club of Radin Mas
Apex Club of Singapore (City), The
Art Therapists’ Association Singapore
Asian Venture Philanthropy Network Limited
Association For Early Childhood Educators
(Singapore)
Association for Psychiatric Rehabilitation
(Singapore)
Australian & New Zealand Association (Singapore)
Binjaitree
Blossom World Society
Blue Cross Charitable Institution
Buddhist Union, The
Care Corner Training Association
Centre for Non-Profit Leadership
Lions Club of Singapore Phoenix
Special Olympics Asia Pacific Ltd
Institute of Mental Health
Roche Singapore Pte Ltd
Tan Tock Seng Hospital Pte Ltd
Lions Club of Singapore Raffles City
Special Olympics, Singapore
Institute of Technical Education
Royal Plaza on Scotts
Temasek International Pte Ltd
Lions Club of Singapore Sentosa
Speech-Language and Hearing Association
(Singapore)
Intellectual Property Office of Singapore
RSM Chio Lim LLP
Temasek Polytechnic
Student Volunteer Corps (Singapore) (SVC)
JTC Corporation
SATS Ltd
Jurong Health Services
SBS Transit Ltd
The Bank of Tokyo-Mitsubishi UFJ Ltd.
Singapore Branch
Jurong International Holdings Pte Ltd
SDDA Pte Ltd
The Polyolefin Company (Singapore) Pte. Ltd.
Keppel FELS Limited
Seagate Singapore International Headquarters
Pte Ltd
Toyota Tsusho Asia Pacific Pte Ltd
United Overseas Bank Limited
Seagate Technology International
UOB Kay Hian Private Limited
Sembawang Shipyard Pte Ltd
Urban Redevelopment Authority
SH Cogent Logistics Pte Ltd
Utac Manufacturing Services Singapore Pte Ltd
SIA Engineering Company Limited
Windsor Airmotive Asia Pte. Ltd.
Lions Club of Singapore Serangoon Gardens
Lions Club of Singapore Tanah Merah
Lions Club of Singapore Tanglin
Lions Community Service Foundation
(Singapore)
MILK (Mainly I Love Kids) Fund
The Community Foundation of Singapore
The Food Bank Singapore Ltd
The Law Society of Singapore Pro Bono,
Learning and Support Services
Nanyang Technological University Welfare
Services Club
The Operation Hope Foundation Limited
National Arthritis Foundation
The Wan Boo Sow Charity Fund Limited
National Association of Apex Clubs of Singapore
Thong Chai Institute of Medical Research
National Safety Council of Singapore, The
United Indian Muslim Association
National University of Singapore Students’ Union
United World College of South East Asia
National Volunteer and Philanthropy Centre
Viva Foundation for Children with Cancer
Netherlands Charity Association, The
Zonta Club of Singapore
The Straits Times School Pocket Money Fund
Lee Wee Kheng Fund
Singapore Land Authority
Lien Foundation
Ministry of Defence
Singapore Police Force
NTUC Fairprice Foundation Ltd
Singapore Polytechnic
Singapore Telecommunications Limited
Ministry of Finance
Singapore Pools (Private) Limited
StarHub Ltd
Ministry of Foreign Affairs
Singapore Post
Ministry of Health
Singapore Power Limited
The Hongkong and Shanghai Banking
Corporation Limited
Ministry of Home Affairs
Singapore Press Holdings Limited
Ministry of Law
Singapore Prison Service
Ministry of Manpower
Singapore Technologies Aerospace Ltd
Ministry of National Development
Singapore Technologies Electronics Limited
Singapore Technologies Kinetics Ltd
Ministry of Trade & Industry
Singapore Technologies Marine Ltd
Ministry of Transport
Monetary Authority of Singapore
Singapore Test Services Private Limited
Nanyang Polytechnic
Singapore Turf Club
Nanyang Technological University
Singapore Workforce Development Agency
SMOE Pte Ltd
National Environment Agency
SMRT Automotive Services Pte. Ltd.
National Heart Centre of Singapore Pte Ltd
SMRT Buses Ltd.
National Library Board
SMRT Trains Ltd.
National Parks Board
Sony Electronics (Singapore) Pte. Ltd./SETS
National Skin Centre
Sony Electronics Asia Pacific Pte. Ltd.
Civil Aviation Authority of Singapore
National University Hospital
Coilcraft Industries Singapore Pte Ltd /
Coilcraft Singapore Pte Ltd
National University of Singapore
Sport Singapore (formerly known as Singapore
Sports Council)
Ngee Ann Polytechnic
DBS Bank Ltd
NTUC Fairprice Co-Operative Limited
Defence Science & Technology Agency
NTUC Income Insurance Co-operative Ltd
Delphi Automotive Systems Singapore Pte Ltd
Panasonic Asia Pacific Pte. Ltd.
DFS Venture Singapore (Pte) Limited
Panasonic Factory Solutions Asia Pacific
DSO National Laboratories
Panasonic Industrial Devices Semiconductor Asia
E M Services Private Limited
Parliament of Singapore
Eastern Health Alliance
People’s Association
Energy Market Authority
Petrochemical Corporation of Singapore
(Private) Limited
AETOS Security Management Pte. Ltd.
Compassion Fund Ltd
Singapore Association for Continuing
Education, The
Agency for Science, Technology and Research
(A*STAR)
Conjunct Consulting (Singapore) Limited
Singapore Association for Counselling
Agri-Food and Veterinary Authority
Council for Third Age
Singapore Association of Occupational Therapists
Alexandra Health
Credit Counselling Singapore Society
Singapore Association of the Institute of
Chartered Secretaries and Administrators, The
Attorney-General’s Chambers
Singapore Branch of the Mission to Seafarers,
The
Borneo Motors (Singapore) Pte. Ltd.
Fu Hui Buddhist Cultural Centre
Gerontological Society
Girl Guides Singapore
Girls’ Brigade, Singapore, The
Guide Dogs Association of the Blind Ltd
Habitat For Humanity Singapore Ltd
Haemophilia Society of Singapore
Healthy Aging Association (Singapore)
I Love Children
Inner Wheel Club of Singapore
Inner Wheel Club of Singapore East
Inner Wheel Club of Singapore West
International Y’s Men’s Club of Singapore
(Alpha Chapter), The
Joyful Charity
Junior Chamber of Singapore
Kamala Club, Singapore, The
Leap Foundation Ltd
Lee Foundation
Lembaga Biasiswa Kenangan Maulud (Prophet
Muhammad’s Birthday Memorial Scholarship
Fund Board)
Lioness Club of Singapore, The
Lions Club of Singapore East
Lions Club of Singapore Jurong
Singapore Committee of the World Organisation
for Early Childhood Education (OMEP), The
Singapore Dental Health Foundation
Singapore Disability Sports Council
Singapore Gujarati Society
Singapore Hospice Council
Singapore Indian Education Trust
Singapore International Chamber of Commerce
Singapore International Foundation
Singapore Kadayanallur Muslim League, The
Singapore Kindness Movement
Singapore Nurses Association
Singapore Physiotherapy Association
Singapore Psychological Society, The
Singapore Scout Association, The
Singapore Tao Yuan also named The World Red
Swastika Society (Singapore Administration
Centre)
$10,000 & Above
Abbott Laboratories (S) Private Limited
Abbott Manufacturing Singapore Pte Ltd
Advanced Material Engineering Pte. Ltd.
Agency For Integrated Care Pte Ltd
Baxter Healthcare SA, Singapore Branch
Building And Construction Authority
Capitaland Limited
Cargill Asia Pacific Holdings Pte. Ltd.
Central Narcotics Bureau
Central Provident Fund Board
Certis CISCO Security Pte Ltd
Changi Airport Group (Singapore) Pte. Ltd.
Changi General Hospital Pte Ltd
City Developments Limited
Singapore Women’s Association (Persatuan
Wanita Singapura)
ExxonMobil Asia Pacific Pte. Ltd.
Social Innovation Park Limited
Globalfoundries Singapore Pte. Ltd.
Society Against Family Violence
Society for Audiology Professionals
Society for Continence (Singapore)
Lions Club of Singapore North
Society for the Prevention of Cruelty to Animals,
Singapore
Lions Club of Singapore Oriental
Soroptimist International of Singapore
DONORS & SPONSORS
$500,000 & Above
Ministry of Culture, Community and Youth
Singapore American Community Action Council,
The
Singapore Business Federation Foundation
Singapore Civil Defence Force
Kwan Im Thong Hood Cho Temple
Children’s Charities Association of Singapore,
The
Singapore Buddhist Federation, The
Maritime and Port Authority of Singapore
Singapore Armed Forces
Singapore Health Services Pte Ltd
Sikh Sewaks Singapore
Friends of the Disabled Society
Lubrizol Southeast Asia (Pte.) Ltd
Singapore Airlines Limited
Ministry of Communications and Information
SHARE COMPANIES
Cheshire Homes East Asia and Pacific Regional
Council
Food from the Heart
Langdon & Seah Singapore Pte Ltd
Sime Darby Group
Infocomm Development Authority of Singapore
Shared Services for Charities Limited
Federation of Youth Clubs, Singapore
Land Transport Authority
Singapore General Hospital Pte Ltd
Chen Su Lan Trust
Disabled People’s Association
KK Women’s And Children’s Hospital Pte. Ltd.
Micron Semiconductor Asia Pte Ltd (Micron
Singapore Backend)
Restroom Association (Singapore)
City College Holdings Ltd
Keppel Singmarine Pte Ltd
Singapore Food Industries Pte. Ltd.
Centre of Activity and Recreation for the Elders
(CARE)
Silver Ribbon (Singapore)
Keppel Shipyard Limited
Singapore Customs
OnePeople.sg
Rotary Club of Singapore
Keppel Logistics Pte Ltd
MediaCorp Pte. Ltd.
NUHS Fund Limited
Parkinson Society Singapore
Keppel Land Limited
Gardens By The Bay
Grand Hyatt Singapore
Health Promotion Board
Health Sciences Authority
Housing & Development Board
Immigration & Checkpoints Authority
Inland Revenue Authority of Singapore
PropNex Realty Pte. Ltd.
PSA Corporation Limited
PSA Marine (Pte) Ltd
PUB, The National Water Agency
Public Service Division
Raffles Hotel (1886) Ltd.
RC Hotels (Pte.) Ltd.
Republic Polytechnic
ST Aerospace Engineering Pte Ltd
ST Aerospace Engines Pte Ltd
ST Aerospace Services Co Pte. Ltd.
ST Aerospace Supplies Pte Ltd
ST Aerospace Systems Pte Ltd
ST Electronics (E-Services) Pte. Ltd.
ST Electronics (Info-Comm Systems) Pte Ltd
ST Electronics (Info-Software Systems) Pte Ltd
ST Electronics (Satcom & Sensor Systems) Pte Ltd
ST Electronics (Training & Simulation Systems)
Pte Ltd
ST Logistics Pte. Ltd.
ST Synthesis Pte Ltd
State Courts
Stone Forest Accountserve Pte Ltd
Surbana International Consultants Pte. Ltd.
Surbana Site Supervisors Pte. Ltd.
Symrise Asia Pacific Pte. Ltd.
Binjaitree
The Shaw Foundation Pte
Tote Board & Singapore Pools (Private) Limited
$100,000 - $499,999
Chainah Bte Muhali
Chan Hua Lin
Chang Meng Kiat
China Horse Club
DBS Bank Ltd
Evangel Family Church
Hitachi Group of Companies
Japfa Limited
Keppel Care Foundation
Lam Yew Chong
Lee Foundation
Lifan International (Trading) Pte Ltd
Marina Bay Sands
Ngee Ann Development Private Limited
Oan Chim Seng
Olam International Limited
Resorts World At Sentosa Pte. Ltd.
See Lian Tin
Sembcorp Marine Ltd
Sentosa Development Corporation
Singapore Press Holdings Limited &
Singapore Press Holdings Foundation Limited
Tan Kwang Hwee
Temasek Cares CLG Limited
Touch Family Services Ltd
WOHA Architects Pte. Ltd.
Xilinx Asia Pacific Pte. Ltd.
Yin Fook Cheong
124
STRONGER TOGETHER
Bank of Singapore Limited
Lim Joo Boon
The Hour Glass Limited
NTUC Fairprice Co-Operative Limited
Barclays Bank PLC
Lim Peng Chiok
The Plush Pte Ltd
BNP Paribas
Lim Teck Chai Danny
The Sophia Foundation Limited
BreadTalk Group Limited
Lim Tse Ghow Olivier
The Swatch Group S.E.A. (S) Pte Ltd
Swissôtel The Stamford Singapore
Certis CISCO Security Pte. Ltd.
Lo Kwok Heng
Tian Kong Buddhist Temple
Cheng Kwee Kiang
Loo Choon Yong
Tie Nyuk Siong Edmund
Chew Gek Khim
Lucky Joint Construction Pte. Ltd.
Toa Payoh Seu Teck Sean Tong
Chong De Cultural Society
Lum Chang Holdings Ltd
Toh Say Cheong William
Chua Joo Cheng @ Chua Su Yin
Macondray Holdings Pte Ltd
UBS AG
Chua Sock Koong
Madhujeet Chimni
Citi Singapore
Malifax Technologies (S) Pte Ltd
UOB Kay Hian Pte Ltd
City Developments Limited
Mapletree Investments Pte Ltd
Uten Lohachitpitaks
PACC Offshore Services Holdings Ltd
Marina Green Limited
Wee Ee Chao
Petrochemical Corporation of Singapore
(Private) Limited
C K Holdings (2003) Pte Ltd
Windsor Airmotive Asia Pte. Ltd.
Credit Suisse AG
Mary Ann Tsao
Wong Seak Eng
Donation Box Partners
Poh Tiong Choon Holdings (Pte) Ltd
Cushman & Wakefield (S) Pte Ltd
Masatsugu Otani
Wong Weng Sun
8 on Claymore Serviced Residences Singapore
Samsung Asia Pte Ltd
CWT Limited
MasterCard Asia/Pacific Pte Ltd
XL Catlin
SC Wong Foundation Trust
Daum Pte Ltd
Mee Toh School
Yahya Abdulhussain Lukmanji Saif Charity Trust
Alexandra Health Pte Ltd (Khoo Teck Puat
Hospital)
Sembcorp Industries Ltd
David Hong How Wai
Meinhardt (Singapore) Pte Ltd
Yang Tse Pin
SymAsia Singapore Fund
DBS Vickers Securities Pte Ltd
Merrill Lynch (Singapore) Private Limited
Yeo Yit Boon
Trident Development Pte Ltd
Deloitte & Touche LLP
Mitsubishi Electric Asia Pte Ltd
Yeoh Choon Jin
Ding Kit Yeng Elisa
Morgan Stanley Asia (Singapore) Pte.
dnata Singapore Pte Ltd
Mothercare (Singapore) Pte Ltd
Dover Rise Ltd
Mount Pleasant Referral Clinic Pte Ltd
DP Architects Pte Ltd
Nakano Singapore (Pte) Ltd
D-Ron Singapore Pte Ltd
DSO National Laboratories
National University Hospital (Singapore) Pte Ltd
DTZ Facilities & Engineering (S) Limited
Ng Kit Har
Eltek Power Pte Ltd
Ng Ze En Gabriel
EQ Insurance Company Limited
Nokia Siemens Networks Singapore Pte Ltd
Ntegrator Pte Ltd
$50,000 - $99,999
Antony Peter Michell
Caesar Sengupta
Chew Kwee San
Ericsson Telecommunications Pte Ltd
Evangel Family Church Ltd
Fu Lu Shou Si Mian Fo Pte. Ltd.
G. K. Goh Holdings Limited
Goh Tiong Yong George
Hewlett-Packard Singapore (Private) Limited
ID Architects Pte Ltd
New Creation Church
$30,000 - $49,999
Alcatel Philippines
Alcatel-Lucent Singapore Pte. Ltd.
Aurigin Technology Pte Ltd
Chan Chia Lin
Dilhan Pillay Sandrasegara
Frasers Centrepoint Malls
Hwang Yee Cheau
Isaac Manasseh Meyer Trust Fund
KLA-Tencor (Singapore) Pte Ltd
Logicalis Singapore Pte Ltd
Loo Choon Chiaw
Monetary Authority of Singapore
Ng Chad-Son
Phyllis Poh Beng Min
Qualcomm Global Trading Pte. Ltd.
Risis Pte Ltd
Sim Gim Guan
State Street
Tay Yun Chwan Henry
Terry Tan
The Singapore Society of Optometrists
$10,000 - $29,999
ABR Holdings Limited
Accenture Pte Ltd
Activ Communications Pte Ltd
Ernst & Young Solutions LLP
Frasers Centrepoint Limited
Fullerton Fund Management
Fung Cho Kwong Harry
Ganendran Sarvananthan
Goh Aik Hon
Goh Seau Kang
Guddi Reddigari Vishnu Dev
Hasetrale Holdings Pte Ltd
Hong Lam Marine Pte Ltd
Huawei Indonesia
Huawei International Pte. Ltd.
Hwang Mei Chen Emily
In Memory of Late Mdm Chua Shok Hwa
ISG Asia (Singapore) Pte Ltd
Juniper Networks (Singapore) Pte Ltd
KaiKhushru Shiavax Nargolwala
Kelly Keak Rui Ting
Kelvin Chia Partnership and Kinetica Pte Ltd
ADDP Architects LLP
Kentish Court Pte Ltd
Agency for Science, Technology And Research
(A*STAR)
Keong Hong Construction Pte Ltd
Keppel Land Limited
AIA Singapore Private Limited
Kirk Bradford Alexander
Allen & Gledhill LLP
Ko Kock Kin
Andrew da Roza
Kwek Yong Pheng
Andrew Ng Wai Hung
Lee Kean Phi Mark
Ang Teik Lim Eric
Lew Kah Hoo
Anglo-Chinese School (Junior)
LG Electronics Singapore Pte. Ltd.
Arrowcrest Technologies Pte Ltd
Lim Ee Seng
Aztech Technologies Pte Ltd
Lim Horng Leong
Baker & McKenzie. Wong & Leow
Lim Hwee Chiang John
Bank of America National Association
ORGANISERS OF EVENTS
$500,000 & Above
$10,000 - $29,999
Amoris Singers
DEAL.com.sg
AONIA Pte Ltd
Ministry of Transport
Audemars Piguet
SAFRA National Service Association
Belgarath Investments Group of Companies
Singapore Post
Bestford Capital Pte Ltd
Blancpain (The Swatch Group S.E.A. (S) Pte Ltd
Bengawan Solo Pte Ltd
Best Denki (S) Pte Ltd
Changi General Hospital
Concorde Hotel Singapore
Dorsett Singapore
Eng Soon Auto Pte Ltd
Fu Lu Shou Si Mian Fo Pte Ltd
Grand Mercure Roxy Singapore
Hillgrove Secondary School
HomeTeamNS
Hotel Miramar
Ibis Singapore Novena Hotel
Perennial (Singapore) Retail Management Pte
Ltd
Inland Revenue Authority of Singapore
Phillip Tan Eng Seong
Fu Lu Shou Si Mian Fo Pte. Ltd.
Jayleen 1918 Hotel
Longines (The Swatch Group S.E.A. (S) Pte Ltd)
Jurong Health Services (Alexandra Hospital)
Lighthouse Bistro Pte Ltd
Maybank Singapore
MediaCorp Pte. Ltd.
National Skin Centre (S) Pte Ltd
Ministry of Defence
Novotel Singapore Clarke Quay
Ministry of National Development Recreation
Club
NTUC Fairprice Co-operative Limited
National University of Singapore Students’
Union (NUSSU) Council
Peninsula Excelsior Hotel Singapore
Sam Chee Keong
SC Global Developments Pte Ltd
Singapore LNG Corporation Pte Ltd
Singapore Post
Singapore Retailers Association
Singapore United Estates (Pte) Ltd
Sony Mobile Communications International AB
Standard Chartered Bank (Singapore) Limited
Swee Cheng Holdings Pte Ltd
Swee Seng Credit Pte Ltd
SymAsia Foundation Limited
Symrise Asia Pacific Pte. Ltd.
Syniverse Technologies Mobile Solutions
(Singapore) Pte Ltd
Tan Bee Hiok
Tan Chek Soon
Tan Hee Teck
Tan Kim Biau
Peter Knipp Holdings Pte Ltd
POSB
StarHub Ltd
The Great Eastern Life Assurance Company
Limited
Toyota Motor Asia Pacific Pte Ltd
$50,000 - $99,999
BreadTalk Pte Ltd
C.K. TANG Limited
Daikin Airconditioning (Singapore) Pte. Ltd.
Project Happy Feet Ltd
The Japanese Association, Singapore
Tan Lee Keow
Tay Chee Hian
Tay Soo Meng
Tecsia Lubricants Pte Ltd
Teh Gek Yen
$30,000 - $49,999
Emirates
Immigration & Checkpoints Authority
J.P. Morgan
ABR Holdings Ltd
Alex Hwang
Ibis Singapore on Bencoolen Hotel
Abbott Laboratories (Singapore) Pte. Ltd.
Citibank Singapore
$100,000 - $499,999
Rudi’s Fine Food Pte Ltd
7 - Eleven
Atos Information Technology (S) Pte Ltd
On Line Mobile Pte Ltd
Robert Chew
Sponsorships/Services
Rendered to Community
Chest
Pan Pacific Singapore
Pertama Merchandising Pte Ltd (Harvey
Norman)
POSB
Ren Ting Trading Pte Ltd
Riverview Hotel Singapore
Royal Plaza on Scotts Singapore
Sakae Holdings Ltd
Science Centre Singapore
SGS Testing & Control Services Singapore Pte
Ltd
Boy’s Brigade
Cerebos Pacific Limited - Brand’s
Changi Airport Group
Chong De Cultural Society
Clouet Trading Pte Ltd - Ayam Brand & Healthy
Gourmet
COSMOPROF Academy
DBS Private Bank
DEAL.com.sg
Decathlon Singapore
Diseno Advertising Pte Ltd
Dorchester Collection
Dunman High School
Eazi Printing Pte Ltd
Edmund Tie
Energizer Holdings
Eric Ang
Foo Say Thye
G.H. MUMM (Pernod Ricard Singapore)
Gardenia Foods (S) Pte Ltd
Global Wellness Holding Pte Ltd
Gloria Photo Studio
Heartwarmers
Institute of Technical Education (Centre for
Music and the Arts)
Jaeger-LeCoultre South East Asia
Koufu Pte Ltd
Larry Ang
Li An Foodstuff Pte Ltd
Lion Corporation (S) Pte Ltd
Marina Bay Sands
McDonald’s Singapore
Mervyn Goh
MyMart.sg
Nanyang Junior College
National Heritage Board
National Parks Board
National University of Singapore
Singapore Health Services (Singapore General
Hospital)
Ngai Heng Pte Ltd
Singapore Maritime Officers’ Union
NTUC Fairprice Co-operative Limited
Singapore Post Limited
Ode To Art Pte Ltd
Suki Sushi Pte Ltd
Ong Kim Seng
Swissotel Merchant Court Singapore
ONI GLOBAL PTE. LTD
The Ritz-Carlton, Millenia Singapore
Orchard Road Business Association
VICOM Ltd
Patrick Garcia Fiat
W Singapore
Perennial Real Estate Holdings Pte. Ltd.
Noel Hawkes
126
STRONGER TOGETHER
Phillip Tan
Super Group Ltd
Amara Singapore
PlusOne Asia Pte Ltd
Susan Ng
Anita Fam
PocketDeals Pte Ltd
Tan Soo Nan
Chan Chia Lin
Pu Ti Lian She
Tanjong Katong Band
Chern Siang Jye
PUB, Singapore’s National Water Agency
Taobao China Holding Limited
Cold Storage Singapore Pte Ltd
Qoo10 Singapore (Giosis Pte. Ltd.)
Tay Choon Meng Agency
Elid Technology International Pte Ltd
Resorts World at Sentosa Pte. Ltd.
The Entertainer Pte Ltd
Furama RiverFront Singapore
The New Age Parents
Goodwood Park Hotel Singapore
Scott Tan
The Singapore Scout Association
Grand Hyatt Singapore
SG Gives, by NVPC
TP Dental Surgeons Pte Ltd
Hsieh Fu Hua
Sheng Siong
Treetops Executive Residences
Jardine Cycle & Carriage
Showbox Group Pte Ltd
Unifood International (S) Pte Ltd
Lee Cheng
WellnessXpert
Mandarin Orchard Singapore
Singapore American School
Yahoo! Asia Pacific Pte Ltd
Orchard Hotel Singapore
Singapore Management University
YHS (Singapore) Pte Ltd
PARKROYAL Hotels & Resorts
Zenaco CO2 (S) Pte Ltd
Phillip Tan
Singapore Red Cross
Zenith from LVMH Watch & Jewellery
Singapore Tourism Board
St Joseph Institution
Sterling Trends and Concepts Pte Ltd
NCSS DINNER & DANCE
SPONSORS
Sunshine Bakeries
Air Sino-Euro Associates (ASA) Travel Pte Ltd
Suntory Beverage & Food Singapore Pte Ltd
- Ribena
Albert Lim
Singapore Press Holdings Ltd
Swissôtel Merchant Court Singapore
Alex Lee
Acknowledgement
Our sincere appreciation to the following organisations and individuals who have contributed quotes and/or photographs
to the publication of this annual report. We apologise to those whom we may have inadvertently missed out.
Ang Mo Kio Family Service Centre
Kevin Lee
SG Enable
AWWA Senior Community Home
Lions Befrienders Service Association
(Singapore)
Marina Bay Sands
Singtel
Chong Ooi
Daniel Yam
Frasers Centrepoint Malls
Handicaps Welfare Association
Heartwarmers
Isaac Liang
Iman Nur Khaliesah
ITE College East
Joi Chua
Maybank Singapore
Ministry of Transport and its statutory boards
Natalie Sim
NTUC FairPrice
Rainbow Centre Margaret Drive School
Rashimah Binte Mohameed
Singapore Press Holdings Limited
SPD
StarHub Ltd
TANGS
TOUCH Community Services
This page is intentionally left blank
NATIONAL COUNCIL OF SOCIAL SERVICE
170 Ghim Moh Road
#01-02 Singapore 279621
Tel: 6210 2500 Fax: 6468 1012
www.ncss.org.sg
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