stronger - national council of social service

Enriching Lives Through Partnerships

StrongerNCSS ANNUAL REPORT 2014

togetHer

ContentS02 Messages from the President

and Chief Executive Officer

04 Highlights

06 Engaging

22 Growing

32 Connecting

61 Code of Governance

66 Financial Statements

100 NCSS Community Funding Disbursement

108 NCSS Board of Council, Management, Committees and Listings

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.

“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.”

PUrPoSeTo ensure that every person has the opportunity to live a life of dignity to his or her fullest potential within society.

MISSIonTo provide leadership and direction in social services, enhance the capabilities of social service organisations, and promote strategic partnerships for social services.

President’s Message

Over 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

2014 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.

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

• Mr Gautam Banerjee, a well-respected 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

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.

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 raised1. 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.

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.

Ceo’s Message

OUR APPRECIATIONOur 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.

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.

HsIEH FU HUAPresident

sIM GIM GUANChief Executive Officer

1 For the period from 1 December 2013 to 31 December 2014 and before the government matching grant cap.

02 STRONGER TOGETHER NCSS ANNUAL REPORT 2014 03

Highlights

The movement involved

112,202volunteers in

Capability building

$17.7m

*The proposed Care & Share projects are from 1 December 2013 to 31 December 2017 (The figures provided are as at 31 December 2014)

Capacity building

$58.6m

New programmes

$58.7mCritical existing needs

$5.2m2,021events

during the period of 1 December 2013 to 31 December 2014 and before the government matching grant cap

$334.1mand raised

Care & share Movement & Proposed Grant Usage*

$7.6mBuilt Professional Capabilities

$1.9mEnhanced Organisational Excellence

$6.8m Seeded Innovation & Powered Productivity

supported VWOs, charities and Institutions of a Public Character (IPCs) in three areas:

Disbursed

$242m

Community Chest

Tote Board socialservice Fund

Ministry of Educationspecial

Education Fund + +supported

464social service programmes

Enabled

125 VWOs

sustainable Funding to Meet Needs

The VWOs-Charities Capability Fund

NCss Membership

Building a skilled sector

Full Members

Associate Members+ 321 122Total

VWOs443 =

Top 3 Common services used by Member VWOs

Insurance Services

Audit Services

Fuel Discounts

1398861

Top 3 Benefit schemes used by

Member VWOs

Singtel Sponsorship Scheme

Fund-Raising Permit Exemptions

Civil Service Club Associate Membership

200139

64

111Scholarships and awards

10,764training places filled

386training 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

351 (79%)member VWOs

enjoyed total cost savings of

$8.7m


engAgIng corporate and individual donors, and volunteers to donate, as well as to give time and expertise to help beneficiaries.

On PhotoMr 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.”- Kevin Lee, a Community Chest donor for over 10 years

“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

“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

“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

#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.”- Kevin Lee, a Community Chest donor for over 10 years

“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

“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

“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

9

5

3

107

1

8

11

2,4,6

the Care & Share Movement Brings the Message of givingto All Parts of Singapore

strong support from Corporate Partners

Frasers Centrepoint Malls Family Monopoly Challenge (Causeway Point)

Frasers Centrepoint Malls (FCM) launched the inaugural Family Monopoly Challenge, a life-sized 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.

9

Community Chest’s signature Events

Led by

In celebration of

Led by

In celebration of

A movement supported by over 200 voluntary welfare organisations

To Care,To share andTo Celebrate

As One1 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.

4 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.

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.

8

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.

11

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.

2

3 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.

5 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.

6 Charity Gala (Sentosa)Benef ic iar ies

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.

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.

7

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.

10


Fund-raising & engagement

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.

Inspiring a Nation through the Care & share Movement

*Before the government matching grant cap

Source: Lianhe Zaobao © Singapore Press Holdings Limited. Reproduced with permission.

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.

Raising Awareness of the Movement through Publicity Campaigns and Outreach

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.

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 Light-up Ceremony, where students from the Singapore School for the Deaf signed the lyrics simultaneously (picture below).

*These figures are for the period from end 2013 to March 2015 and include publicity sponsorship from media owners and partners.

30 insertions

531,000 recipients

89,040 page views

5,250 displays

1,690 spots Over 1.1 million viewers

2,690 hashtags More than 50 million views

Print Ads

DMs/eDMs Out-of-Home Social Media Care & ShareVideo ‘Ripple’

Website TV/Radio Ads Care & ShareCharity Show


“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.”

- Mr Jonas Kor, Chairperson of the FairPrice CSR Committee

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.

LTA Care-Givers had monthly outings with beneficiaries from SPD Day Care Centre.

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.

Minister for Transport Lui Tuck Yew having heartening conversations with youth beneficiaries at the MOT Family Charity Outreach 2014 on 6 November.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.

“Singapore Airlines has been a long-standing 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

Encouraging More to Give their Time, Talent and Treasures through Volunteering and Fund-Raising Activities

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.

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.

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.

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.

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.


Enabling VillageEnabling 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.

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 one-stop 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.

“Setting up the Singtel Enabling Innovation Centre is a natural extension of our long-term 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)

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).

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.

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.

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.

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:

• 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

The fleet promotes independent living and offers an additional transport choice to persons with disabilities to better integrate into the community.

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.


“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.


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 PhotoMr 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.

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 sectorNCSS 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

Promoting Careers in social service

Human Capital Development

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.

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)

18 social service

organisations

25 individuals

Onboardthe scheme(As of 31 March 2015)

Individuals on Sun Ray with Mr Chan Chun Sing and Mr Sim Gim Guan.

“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.”

- Mr Fermin Diez, NCSS Deputy CEO and Group Director, Human Capital Development

“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.”

- Minister for Social and Family Development Chan Chun Sing


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.

number of enquiries received by Career Centre in FY2014

Industry Previews and recruitment Fairs

outreach to Youths

176Walk-Ins

513Calls

637Emails

365Number of Job Candidate

Referrals to VWOs

195Successful Job

Placements

2,157potential job candidates

30VWOs participated

2,670Reached Out to

students

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.

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.

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.

25Social Service Scholarships

4Singapore-Industry Scholarships

17Social Service Awards

12Professional Development and Management Programme

2Lien Scholarship for Social Service Leaders (supported by Lien Foundation)

33Professional Conversion Programme for Social Workers

12Ee Peng Liang Study Awards (supported by Temasek Cares CLG Limited)

6Leadership Development Programme


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 on-boarding processes, volunteer needs analysis, performance review schemes and training.

Optimising VWOs’ Manpower Capabilities

Growing A Competent Workforce The SSI encourages and facilitates active sharing of sector knowledge to deepen VWOs’ and sector professionals’ capabilities and boost service quality.

“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.

Dialogues with social service Experts

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.

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.

Communities of Practice

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.

ssI Enables 2015

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.

Mr Sim Gim Guan thanked Professor Wenger for his insightful speech at SSI Enables 2015.

significant CoP Achievements

• 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.


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.

Looking Ahead


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 PhotoHilmi 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.

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 ForumMore 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.

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.

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.

stepping Up Efforts To Improve Mental Health services

Service Planning And Development

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

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.

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 community-based facilities.

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.

CAL Caregivers Conference

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.

NCSS’ staff sharing the employment needs assesment.


Buddy’IN

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 TechnicalEducation (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.

Me Too! Club

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.

First Line of Care in sPED schools

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.

Pioneering Innovative Initiatives For An Inclusive society

Buddy’IN participants had fun at Bollywood Veggies.

Inclusive Playgrounds

The inclusive playground is an all-access play facility for children with different abilities. Accessible features such as a wheelchair accessible merry-go-round will allow children with special needs and their non-disabled peers to play together. Through these playgrounds, NCSS hopes that:

a) Children with special needs can develop age-appropriate 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.

Funding For sPED schools

Inaugural MOE-NCss 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.

Inclusive Games & Activities Guide for Children with special Needs

NCSS, together with Singapore Disability Sports Council, developed “Let’s Play Together!” – a user-friendly 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.


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

• 30,000 copies distributed to primary, secondary and SPED schools, VWOs, government and private establishments

• To educate on the Dos and Don’ts in everyday encounters with persons with mental health issues or who have untreated mental health issues.

• Partners, service users, hospitals, VWOs and individuals with expertise in mental health contributed as content providers.

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.

The NCSS contingent lent strong support to the Purple Parade.

26march past contingents

carnival booths

participating organisations

concert performers

supporters

Facts & Figures:

324

30 5,000 76

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.

studentsenrolled in special education at Rainbow Centre in 2014

298


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.

Enhancing services To Build Resilient Youth & Families And Recognise seniors

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 user-friendly 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.

• $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 evidence-based 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.

“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

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

Members of the public penned down their thoughts to their loved ones on the IDOP postcards.

ESM Goh Chok Tong with NCSS staff during the launch of the IDOP.


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.

Raising service standardssystems 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.

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 last-mile 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.

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.

Ang Mo Kio FsC served

868families in 2014


Improving Lives of those in need

$155.5m to support

7 befriending & mentoring programmes

49 programmes for children with disability

57 school based programmes5 children & youth programmes

2 child protection specialist centres

70 family support programmes13 employment support programmes

12 residential programmes44 community based disability / mental health programmes

6 befriending & counselling programmes

68 senior engagement programmes

6 caregiver support programmes

$4m to support

$58m to support

$7.9m to support

$0.6m to support

4,630 clients served by the programmes met

desired outcomes

Children and youth from disadvantaged backgrounds attain

developmental outcomes comparable to their peers


desired outcomes

Children and youth at risk remain in education

or employment, to reduce antisocial behaviours and

juvenile delinquency


desired outcomes

Community integration

of vulnerable individuals


desired outcomes

Vulnerable and isolated seniors stay connected and able

to age in place


desired outcomes

Care options and support in place for caregivers of

vulnerable individuals

For number of clients served and met desired outcomes, data was from Enhanced Programme Evaluation System, correct as of 19 May 2015


(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.

5,805sCs has reached out to

vulnerable children and youth in 2013

Quality of Life study

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.

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 in-depth 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.

social Impact

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.

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.

Looking Ahead


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.

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.

stronger Engagement with Member VWOs

Membership, Funding And VWo Development

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.

Dialogue with Nominated Members of Parliament (NMPs)

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 2014The survey was conducted online by an independent research company in May 2014. Survey questions were sent to all member VWOs.

Representing

57%of member VWOs

246 responses received

Respondents Key Survey Findings

80% of the responses were from Full members, representing 63% of total number of Full members.

20% of the respondents were from Associate members, representing 41% of total number of Associate members.

Overall satisfaction level on working with NCSS

Respondents agreed that NCSS had added value to their mission

76.4%

2014

83.1%

2014

57.9%

2012

80.6%

2012


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 DevelopmentThe 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.

Meeting Developmental Needs Of Member VWOs

Digital Inclusion Fund to Bridge Digital DivideThe 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.

Staff from NCSS and the Singapore Association for Mental Health at the kick-off meeting for ‘bite-size’ projects

VCF - Organisational Development Grant (ODG)

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.

“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 VWOsNCSS 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.

President’s Challenge 2013

$10 million

Donation of gym equipment by True Fitness Singapore

$50,000 Donation of electrical appliances by Panasonic R&D Center Singapore

More than$18,000

Allocation of Resources

NCSS facilitated the allocation of financial and non-financial resources from corporate partners and donors to member VWOs. The types of resources facilitated include:

Gold Cup 2014

$815,000


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.

20trainees from sPD workshop are now gainfully employed with Associated Carriage & Warehousing

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.

Growing Member VWOs’ Potential

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.

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.

• Facebook CampaignIn 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 CorporatesSelected 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


Cityscape Foil PaintingCerebral Palsy Alliance Singapore

Batik Painting SeriesArts@Metta, Metta Welfare Association

Batik Painting(Singapore Golden Jubilee Series)

Yellow Ribbon

Bumble Bee CuttingsMetta Rehabilitation Centre for the Elderly

Ceramic Tile Orchid SeriesTOUCH Community Services Ltd

Embroidery Beads ArtworkIndus Moral Care

Chinese Calligraphy – ShanLions Befrienders

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.

Metal ToolingAssociation for Persons with Special Needs

(Tanglin)

Pink Dangling BroochSingapore Association for Mental Health

Blue Classic BroochSingapore Association for Mental Health

Pink Pearl NecklaceSingapore Association for Mental Health

Lacquer ware Business Card Holder(Singapore Icon Series)

The Singapore Association for the Deaf

Tissue Art on Glass PlateSingapore Association of the Visually Handicapped

Double Panel Wallpaper Photo Frame – Portrait

SPD

Lacquer ware home set(Singapore Ethnic Series)

TOUCH Community Services Ltd

Lacquer ware Wine Box & Snack Box (Singapore Ethnic Series)

TOUCH Community Services Ltd

Hand Painted CoastersMovement for the Intellectually Disabled

of Singapore

For orders, visit

www.HeartGifts.org.sg and Art Gallery located at NCSS


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.

Advocacy and Communicationssocial 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.

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

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.

Residentsat Bright Hill Evergreen Home in 2014

244


Key Media HighlightsNCss generated

$18mof Advertising Value

Equivalency on media coverage in

FY2014


nCSS in national Committees1st 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 CommitteeIn 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.

Knowledge Management

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.

Looking AheadFocus on Caregiving for Complex Needs

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

60 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 GuidelinesCode

Guideline ID

NCSS Compliance

Remarks/Explanation

Board Governance1. If the governing instrument permits staff to become

Board members, they should comprise not more than one-third of the Board.

1.1.2 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.

Conflict of Interest7. There are documented procedures for Board

members and staff to declare actual or potential conflicts of interest to the Board.

2.1 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.

8. Board members do not vote or participate in decision-making on matters where they have a conflict of interest.

2.4 Complied Board members declare potential or actual conflicts of interest and this is documented in the minutes of meetings.

1 Large IPCs are defined to have gross annual receipts of $10 million or more in each of its two immediate preceding financial years.

Strategic Planning9. The Board reviews and approves the vision and

mission of the charity. They are documented and communicated to its members and the public.

3.1.1 Complied 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 Management11. 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.

Financial Management and Controls14. 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.

Workflow, forms and answers to Frequently Asked Questions are updated regularly for staff via the intranet to give greater clarity.

15. The Board ensures reviews on the charity’s controls, processes, key programmes and events.

6.1.3 Complied Internal audits are conducted regularly to review the processes and assess adequacy of internal controls.


Guideline ID

NCSS Compliance

Remarks/Explanation


16. The Board approves an annual budget for the charity’s plans and regularly monitors its expenditure.

6.2.1 Complied 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.

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.

Fund-Raising Practices19. 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 Transparency20. 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.

Public Image25. The charity accurately portrays its image to its

members, donors and the public.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.

2 These are policies associated with Expenditure on Manpower, budget and compensation/remuneration.


Guideline ID

NCSS Compliance

Remarks/ExplanationIn 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 1Total 267 314

*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.


FInAnCIALStAteMentS

67 Independent Auditor’s Report

69 Statement of Financial Position

70 Statement of Income and Expenditure

72 Statement of Comprehensive Income

73 Statement of Changes in Statutory Funds and Reserve

74 Statement of Cash Flows

75 Notes to the Financial Statements

NCSS ANNUAL REPORT 2014 67

Members of the CouncilNational Council of Social ServiceEstablished in Singapore under the National Council of Social Service ActFor 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

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.

InDePenDent AUDItor’S rePort


REPORT ON OTHER LEGAL AND REGULATORY REqUiREMENTS

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:

(a) 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

(b) proper accounting and other records have been kept, including records of all assets of the Council whether purchased, donated or otherwise.

Requirements under Charities (institutions of a Public Character) Regulations

During the course of our audit, nothing has come to our attention that causes us to believe that during the year:

(a) 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

(b) 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 LLPPublic Accountants and Chartered Accountants Singapore

15 June 2015

InDePenDent AUDItor’S rePort

Note 2015 2014$’000 $’000

Non-current assetsProperty, plant and equipment 4 8,029 8,475Intangible assets 5 570 415Held-to-maturity financial assets 6 22,193 26,204Investments at fair value through profit or loss 7 5,409 7,287

Total non-current assets 36,201 42,381

Current assetsHeld-to-maturity financial assets 6 2,000 6,000Investments at fair value through profit or loss 7 155,472 49,364Debtors, pledged receivables and prepayments 8 19,238 14,168Cash and bank balances 9 97,629 174,368

Total current assets 274,339 243,900

Total assets 310,540 286,281

Funds of the CouncilStatutory funds:

- Endowment fund 11 191,884 191,884- General fund 12 45,230 40,612- ComChest fund 13 28,496 16,011

Total funds 265,610 248,507

Non-current liabilitiesDeferred capital grants 14 6,337 7,089Provision for reinstatement cost 15 150 –

Total non-current liabilities 6,487 7,089

Current liabilitiesSundry creditors and accruals 16 38,443 30,685

Total liabilities 44,930 37,774

Total funds, reserve and liabilities 310,540 286,281

Net assets of trust funds 10 148,914 122,394

Mr Hsieh Fu Hua Mr Robert ChewPresident Honorary Treasurer15 June 2015 15 June 2015

StAteMent oF FInAnCIAL PoSItIonAs at 31 March 2015


Note 2015 2014

$’000 $’000Operating and investment income:

Interest income from bank balances 580 638Interest income from held-to-maturity financial assets 1,096 1,344Dividend income from available-for-sale investments – 51Dividend income from investments at fair value through profit or loss 366 744Net fair value gain/(loss) on investments at fair value through profit or loss:

- investments held by the Council 122 (588)- funds managed by fund managers 7 6,108 (1,400)

Gain on redemption of held-to-maturity financial assets 2 –Loss on sale of investments at fair value through profit or loss investments – (2)Amortisation of premium/(discount) on held-to-maturity financial assets (13) 56Subscriptions and miscellaneous income 540 15Total operating and investment income 8,801 858

Operating and investment expenditure:

Staff costs - salaries and related costs 20 (16,433) (14,136)Contributions to defined contribution plan 20 (2,098) (1,773)Operating lease expenses

- Temporary Occupation Licence fee (1,231) (781)- Other operating lease expenses (539) (452)

Depreciation of property, plant and equipment 4 (467) (365)Amortisation of intangible assets 5 (193) (276)

Funding of Community Chest operating expenses(1)(125) (2,241)

Building and system maintenance expenses (2,111) (1,976)Project expenses (4,675) (1,749)Utilities expenses (189) (214)Other expenses (2,353) (952)

Total operating and investment expenditure (30,414) (24,915)

Operating deficit before government and other grants (21,613) (24,057)

Government and other grants:

Operating grants 20,861 15,613Amortisation of deferred capital grant 14 453 319Grants for Temporary Occupation Licence fee 1,342 439Care & Share matching grant 160 –

Total government and other grants 22,816 16,371

Operating surplus/(deficit) before SSI(2) and Community Chest Operations 1,203 (7,686)

The accompanying notes form an integral part of the financial statements.

StAteMent oF InCoMe AnD exPenDItUreYear ended 31 March 2015

Note 2015 2014$’000 $’000

Social Service institute (SSi)

Proceeds and claims from SSI courses 6,744 3,961MSF Operating Grant 589 2,567MSF Capital Grant 14 299 11WDA Grant – 3Tote Board Grant 4,659 –Other Income 170 64Less: Direct SSI course expenditure (1,971) (1,766)

Staff costs – salaries and related costs 20 (3,316) (2,133)Contributions to defined contribution plan 20 (436) (297)Other administrative expenses (1,373) (710)Operating lease expenses- Temporary Occupation Licence fee (1,604) (1,437)- Other operating lease expenses – (99)Depreciation of property, plant and equipment 4 (287) (84)Amortisation of intangible assets 5 (59) (73)

Net surplus from SSI 3,415 7

Operating surplus/(deficit) for the year before Community Chest Operations 4,618 (7,679)

NCSS Charitable Fund (Community Chest Only)

Funding from NCSS operating income(1) 125 2,241Direct donations for fund-raising operating expenses (1) 7,204 4,163Less: Staff costs - salaries and related costs 20 (4,450) (3,371)

Contributions to defined contribution plan 20 (671) (475)Depreciation of property, plant and equipment 4 (98) (100)Amortisation of intangible assets 5 (63) (93)Other fund-raising expenses (1,937) (2,118)Operating lease expenses- Temporary Occupation Licence fee (110) (116)- Other operating lease expenses – (131)

– –Fund-raising proceeds from Community Chest 24 78,216 53,740

Less: Service allocations 17 (65,731) (52,744)

Surplus from Community Chest 12,485 996

NCSS Charitable Fund (Non-Comchest)Other donation income 100 –Less: Designated disbursement (100) –

– –Surplus/(Deficit) for the year 12 17,103 (6,683)

Mr Hsieh Fu Hua Mr Robert ChewPresident Honorary Treasurer15 June 2015 15 June 2015

1) 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.(2) Social Service Institute.


StAteMent oF InCoMe AnD exPenDItUreYear ended 31 March 2015


Note 2015 2014$’000 $’000

Surplus/(Deficit) for the year 17,103 (6,683)

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 disposalof financial assets – (55)

Other comprehensive deficit for the year, net of income tax – (55)

Total comprehensive surplus/deficit for the year attributable to Council funds 17,103 (6,738)


StAteMent oF CoMPreHenSIVe InCoMeYear ended 31 March 2015

Statutory Funds

NoteEndowment

FundGeneral

FundComChest

Fund

investments Revaluation

Reserve Total$’000 $’000 $’000 $’000 $’000

At 1 April 2013 191,884 48,291 15,015 55 255,245Deficit for the year – (6,683) – – (6,683)Investment revaluation reserve

transferred to statement of income andand expenditure upon disposal offinancial assets – – – (55) (55)

Transfer 12,13 – (996) 996 – –

At 31 March 2014 191,884 40,612 16,011 – 248,507

At 1 April 2014 191,884 40,612 16,011 – 248,507Surplus for the year – 17,103 – – 17,103Transfer 12,13 – (12,485) 12,485 – –

At 31 March 2015 191,884 45,230 28,496 – 265,610


StAteMent oF CHAngeS In StAtUtorY FUnDS AnD reSerVeYear ended 31 March 2015


notes to the financial statementsFor the financial year ended 31 March 2015

Note 2015 2014$’000 $’000

Operating activitiesSurplus/(Deficit) for the year 17,103 (6,683)Adjustments for:Depreciation of property, plant and equipment 4 852 549Amortisation of intangible assets 5 315 442Interest income from bank balances (580) (638)Interest income from held-to-maturity financial assets (1,096) (1,344)Dividend income from available-for-sale investments – (51)Dividend income from investments at fair value through profit or loss

(held by the Council) (366) (744)

Gain on redemption of held-to-maturity financial assets (2) –Net fair value (gain)/loss on investments at fair value through profit or loss (6,230) 1,988Loss on sale of investments at fair value through profit or loss – 2Amortisation of deferred capital grants 14 (752) (330)Amortisation of premium/(discount) on held-to-maturity financial assets 13 (56)

Operating gain/(loss) before working capital changes 9,257 (6,865)Increase in debtors, pledged receivables and prepayments (5,070) (2,069)Increase/(Decrease) in sundry creditors and accruals 7,758 (2,117)

Cash flows from/(used in) operating activities 11,945 (11,051)

investing activitiesPurchase of property, plant and equipment 4 (256) (2,103)Expenditure on software development 5 (470) (170)Interest received on bank balances 550 656Interest received on held-to-maturity financial assets 1,126 1,438Dividend income received 366 795Purchase of held-to-maturity financial assets – (3,118)Proceeds from redemption of held-to-maturity

financial assets 8,000 7,000Purchase of investments at fair value through profit or loss (100,000) –Proceeds from disposal of investments at fair value through profit or loss 2,000 58,413Proceeds from redemption and disposal of available-for-sale investments – 2,000

Cash flows (used in)/from investing activities (88,684) 64,911

Net (decrease)/increase in cash and cash equivalents (76,739) 53,860Cash and cash equivalents at beginning of year 174,368 120,508

Cash and cash equivalents at end of year 9 97,629 174,368


StAteMent oF CASH FLoWSYear ended 31 March 2015

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 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 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.


notes to the financial statementsnotes to the financial statementsFor the financial year ended 31 March 2015For the financial year ended 31 March 2015

2.3 Standards issued but not yet effective

The Council has not adopted the following standards and interpretations that have been issued but not yet effective:

Description

Effective for annual periods

beginning on or after

SB-FRS 19 Amendments to SB-FRS 19: Defined Benefit Plans: Employee Contributions

1 July 2014

Improvements to SB-FRSs : 1 July 2014- 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

Guidance Note 6

Disclosures on Management Entities 1 July 2014

SB-FRS 16, SB-FRS 38

Amendments to SB-FRS 16 and SB-FRS 38: Clarification of Acceptable Methods of Depreciation and Amortisation

1 January 2016

SB-FRS 16, SB-FRS 41

Amendments to SB-FRS 16 and SB-FRS 41: Agriculture: Bearer Plants

1 January 2016

SB-FRS 27 Amendments to SB-FRS 27: Equity Method in Separate Financial Statements

1 January 2016

SB-FRS 111 Amendments to SB-FRS 111: Accounting for Acquisitions of Interests in Joint Operations

1 January 2016

SB-FRS 114 Regulatory Deferral Accounts 1 January 2016

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.

2.4 Foreign currency

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.

2.5 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) 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

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.

Loans and receivables comprise cash and cash equivalents, and debtors and pledged receivables.

(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.



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.

2.6 Property, plant and equipment

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 331/3%Furniture and equipment 10% to 25%Leasehold improvements 10% to 20% Motor vehicles 20%Other leasehold building 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.

2.7 intangible 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.



2.8 impairment 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-to-maturity 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.

2.9 impairment 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.

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.

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.

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.

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

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:

(a) Donation

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.



2.15 Employee benefits

Defined contribution plans

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.

Employee leave entitlement

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.

2.16 Leases

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.

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 straight-line 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.

2.17 Related parties (cont’d)

A related party is defined as follows: (cont’d)

(b) An entity is related to the Council if any of the following conditions applies:

(i) 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;

(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.

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.



4. Property, plant and equipment

Computer equipment

Furnitureand

equipmentLeasehold

improvementsMotor

vehicles

Otherleasehold

building

Assets under

construction Total$’000 $’000 $’000 $’000 $’000 $‘000 $’000

CostAt 1 April 2013 1,410 1,969 210 65 10,552 – 14,206Additions 21 7 4 – – 2,071 2,103Disposals (3) (1) – – – – (4)

At 31 March 2014 1,428 1,975 214 65 10,552 2,071 16,305Additions 51 17 193 – – 145 406Transfers 33 419 1,764 – – (2,216) –Disposals – (4) – – – – (4)

At 31 March 2015 1,512 2,407 2,171 65 10,552 – 16,707

Accumulated depreciation

At 1 April 2013 1,286 1,537 48 24 4,390 – 7,285Depreciation charge for

the year 70 106 11 13 349 – 549Disposals (3) (1) – – – – (4)

At 31 March 2014 1,353 1,642 59 37 4,739 – 7,830Depreciation charge for

the year 78 131 281 13 349 – 852Disposals – (4) – – – – (4)

At 31 March 2015 1,431 1,769 340 50 5,088 – 8,678

Carrying amountAt 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

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)

2015 2014$’000 $’000

Depreciation expense charged to statement of income and expenditure:- Operating and investment expenditure 467 365- SSI 287 84- NCSS Charitable Fund 98 100

852 549

5. intangible assets

2015 2014$’000 $’000

CostAt 1 April 9,852 9,682Additions 470 170

At 31 March 10,322 9,852

AmortisationAt 1 April 9,437 8,995Amortisation for the year 315 442

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 193 276- SSI 59 73- NCSS Charitable Fund 63 93

315 442

The intangible assets consist of software expenditure that are directly attributable to the development of a computer system.



6. Held-to-maturity financial assets

2015 2014$’000 $’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 11,084 13,092- More than 5 years 11,109 13,112

22,193 26,204

Fair value of quoted bonds 23,082 27,208

Total held-to-maturity financial assets 24,193 32,204

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).

Bonds whose maturity falls due within the next 12 months are disclosed as current assets.

The Council’s held-to-maturity financial assets are all denominated in Singapore dollars

7. investments at fair value through profit or loss

2015 2014$’000 $’000

Investments held by the Council:- Quoted equity securities 5,409 7,287- Funds managed by fund managers 155,472 49,364

Total investments at fair value through profit or loss 160,881 56,651

Non-current 5,409 7,287Current 155,472 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.

7. investments at fair value through profit or loss (cont’d)

Fund managed by fund managers

2015 2014$’000 $’000

Net fair value gain/(loss) for the year ended is as follows:- Realised loss upon maturity – (1,136)- Unrealised gain/(loss) during the year 6,108 (264)

6,108 (1,400)

No investments matured during the year ended 31 March 2015.

The movement of the carrying value of funds at 31 March 2015 is as follows:

Cost of investment

Carrying value of investment

at beginningof the year

Addition of investment

during the year

Unrealised gain

during the year


at end of the year

$’000 $’000 $’000 $’000 $’000

2015

(a) Principal guaranteed funds 20,000 20,471 – 451 20,922(b) Capital protected notes 30,000 28,893 – 438 29,331

(c) Non principal guranteed or capital protected funds 100,000 - 100,000 5,219 105,219

150,000 49,364 100,000 6,108 155,472

Cost of investment


at beginningof the year

Unrealised gain/(loss)

during the year


at end of the year

$’000 $’000 $’000 $’000

2014

(a) Principal guaranteed funds 20,000 20,303 168 20,471(b) Capital protected notes 30,000 29,325 (432) 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.



8. Debtors, pledged receivables and prepayments

2015 2014$’000 $’000

Debtors 2,004 2,416Other debtors and pledged receivables 16,189 10,630Interest receivable on bank balances 50 20Interest receivable on held-to-maturity financial assets 318 416Sundry deposits 630 636Prepaid operating expenses 35 38Advances to suppliers 12 12

19,238 14,168Less: Prepaid operating expenses (35) (38)Less: Advances to suppliers (12) (12)Add: Cash and bank balances 97,629 174,368

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:

2015 2014$’000 $’000

Debtors past due but not impaired:Past due 1-30 days 71 9Past due 31-90 days 44 26More than 90 days 456 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 2014$’000 $’000

Debtors- nominal amounts 20 –Less: Allowance for doubtful debt (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.

9. Cash and bank balances

2015 2014$’000 $’000

Cash at bank 41,570 43,860Fixed bank deposits 56,051 130,500Cash on hand 8 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.



10. Trust Funds

2015 2014$’000 $’000

VWOs - Charities Capability Fund:- VWO Capability Fund 1 1 1- VWO Capability Fund 2 776 946- VWO Capability Fund 3 2,629 1,899- ComCare and Others 3 3Charities Fund 613 687Charities Fund 2 1,908 883IMCDF – Reinvestment Fund for SWTS 374 374

6,304 4,793

WDA Disability Employment Project Fund 16 44MOE Special Education Fund 64,982 48,663School Pocket Money Fund 1,098 758Tote Board Social Service Fund 5,608 11,402Lee Wee Kheng Fund 25,837 25,602MSF Funding for VWOs Development Budget 164 1,106MSF Funding for VWOs Recurrent Budget 730 18,004The Wan Boo Sow Charity Fund 59 61President’s Challenge 8,546 10,133Social Service Sector ICT Master Plan 1,828 1,828Care & Share 25,742 –IDA Digital Inclusion Fund 8,000 –

Total 148,914 122,394

Represented by:Bank balances 161,436 141,712Fixed bank deposits – 6,000Sundry receivables 294 57Held-to-maturity financial assets 24,576 5,071

186,306 152,840Less: Sundry creditors and accruals (37,392) (30,446)

148,914 122,394

Balance as at beginning of the year 122,394 92,112

Incoming resources 294,070 315,759Outgoing resources (267,550) (285,477)

Net movement for the year 26,520 30,282

Balance as at end of the year 148,914 122,394

11. Endowment Fund

2015 2014$’000 $’000

At beginning and end of year 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 2015 2014$’000 $’000

At 1 April 40,612 48,291Surplus/(deficit) for the year 17,103 (6,683)Transfer to ComChest Fund 13 (12,485) (996)

At 31 March 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 2015 2014$’000 $’000

At 1 April 16,011 15,015Transfer from General Fund 12 12,485 996

At 31 March 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.



14. Deferred capital grants

2015 2014$’000 $’000

Capital grant received 18,858 18,858

Accumulated amortisation:At 1 April 11,769 11,439Amortisation for the year 752 330

At 31 March 12,521 11,769

Net carrying amount 6,337 7,089

Amortisation charged to statement of income and expenditure:

Government and other grants:- Amortisation of deferred capital grant 299 319

SSI- MSF Capital Grant 453 11

752 330

15. Provision for reinstatement cost

2015 2014$’000 $’000

At 1 April – –Provision during the year 150 –

At 31 March 150 –

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.

16. Sundry creditors and accruals

2015 2014$’000 $’000

Sundry creditors 1,702 1,442Accrued operating expenses 16,225 10,721Advances held for designated projects 10,317 5,289Grant income received in advance 10,199 13,233

38,443 30,685Less: Grant income received in advance (10,199) (13,233)

Total financial liabilities at amortised cost 28,244 17,452

17. Service allocations

2015 2014$’000 $’000

Allocation to programmes/projects 57,330 52,909Other allocations 8,401 –Service allocations charged as an expense to proceeds from Community Chest 65,731 52,909Service allocations charged as an expense to proceeds from other donation income 100 –Receipt of over allocation of prior years – (165)Service allocations 65,831 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.

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:

2015 2014$’000 $’000

Short-term employee benefits 3,102 2,139Contributions to defined contribution plan 221 159

3,323 2,298

Number of key management personnel 15 12

The remuneration of key management personnel is determined by the Board of the Council.



18. Significant related party transactions (cont’d)

(b) 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 2014$’000 $’000

Ministry of Social and Family Development Grant income and income on provision of services received and recognised 23,590 18,957

Singapore Totalisator BoardDonation received and recognised 28,463 18,163

Ministry of EducationGrant income received and recognised 276 276

Ministry of FinanceGrant income received and recognised 1,054 1,211Licence fee for accounting software paid/payable (577) (730)

infocomm Development Authority of SingaporeService fee paid/payable (1,699) (1,890)

People’s AssociationTemporary Occupation Licence fee paid/payable (526) (526)

Civil Service CollegeTraining courses fees paid/payable (182) (53)

Ministry of HealthGrant income received and recognised 388 –

Ministry of Trade and industryGrant income received and recognised 251 –

The Council also transacts with other government agencies in its normal day-to-day operations, where the amounts are individually and collectively not significant.

19. Commitments and contingent assets

2015 2014$’000 $’000

(a) Approved funding to members 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.

(b) Operating leases

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.

Future minimum rental payable under non-cancellable operating leases at the end of the reporting period are as follows

2015 2014$’000 $’000

Within one year 3,468 3,785 Between one and five years 1,652 5,120

5,120 8,905

(c) 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.



22. Financial risk management objectives and policies (cont’d)

Credit risk

Credit risk is the risk of financial loss to the Council if counterparty to a financial instrument fails to meet its contractual obligations.

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

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.

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).

Liquidity 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.

Analysis of financial instruments by remaining contractual maturities

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.

One year or less

Total

$'000 $'0002015

Debtors, pledged receivables 19,203 19,203Cash and bank balances 97,629 97,629

Total undiscounted financial assets 116,832 116,832

Sundry creditors and accruals 38,443 38,443

Total undiscounted financial liabilities 38,443 38,443

Total net undiscounted financial assets 78,389 78,389

One year or less

Total

$'000 $'0002014

Debtors, pledged receivables 14,130 14,130Cash and bank balances 174,368 174,368

Total undiscounted financial assets 188,498 188,498

Sundry creditors and accruals 30,685 30,685

Total undiscounted financial liabilities 30,685 30,685

Total net undiscounted financial assets 157,813 157,813

22. Financial risk management objectives and policies (cont’d)

Reserves management

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.

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.

Market price risk

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.

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.

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.

interest rate risk

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:

Fixed interest rate maturingEffectiveinterest

rateWithin1 year

Within2 to 5years

More than 5years Total

% $’000 $’000 $’000 $’000

2015

Fixed bank deposits 1.34 56,051 – – 56,051Held-to-maturity financial assets 4.29 2,000 11,084 11,109 24,193

58,051 11,084 11,109 80,244

2014

Fixed bank deposits 0.48 130,500 – – 130,500Held-to-maturity financial assets 4.24 6,000 13,092 13,112 32,204

136,500 13,092 13,112 162,704

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.



23. Fair value of assets and liabilities

(a) 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,

- 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 – 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:

$’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) Total

2015

Financial assets measured at fair value

Investments at fair value through profit or loss:

- Quoted equity securities 5,409 – – 5,409- Funds managed by fund managers 102,901 23,240 29,331 155,472

Financial assets as at 31 March 2015 108,310 23,240 29,331 160,881

2014

Financial assets measured at fair value

Investments at fair value through profit or loss:

- Quoted equity securities 7,287 – – 7,287- Funds managed by fund managers – 20,471 28,893 49,364

Financial assets as at 31 March 2015 7,287 20,471 28,893 56,651

There have been no transfers between the levels during the year.

23. Fair value of assets and liabilities (cont’d)

Level 2 fair value measurements

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:

Investments at fair value through profit or loss

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 3 fair value measurements

(i) Information about significant unobservable inputs used in Level 3 fair value measurements

Investments at fair value through profit or loss

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:

2015 2014$’000 $’000

At 1 April 28,893 46,832Purchase – –

Total gains /(losses) for the year included in statement of income and expenditure 438 (208)Disposal – (17,731)

At 31 March 29,331 28,893Total 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 438 (208)

24. Fund-raising proceeds from Community Chest

2015 2014$’000 $’000

Tax deductible donations 44,311 32,265Tax non-deductible donations 33,905 21,475

78,216 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

nCSS CoMMUnItYFUnDIng DISBUrSeMent

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) 91,921 • Day Hospice Centre 451,635 • Home Hospice Service 1,350,919 • HCA Kang Le Day Care Centre - NEW 207,498

Lions Befrienders Service Association (Singapore)• Lions Befrienders 864,266

Metta Welfare Association• 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 244,763 • The Seniors Helpline 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) 53,656 • Sunlove Home Help Service 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 177,211 • TOUCH Home Care - Home Help 223,090

Subtotal (Dignifying the Lives of the Elderly) 6,725,340

HELPiNG PERSONS WiTH DiSABiLiTiES LEAD iNDEPENDENT LivES

Association for Persons with Special Needs• 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


FY2014

Disbursement ($)

Bizlink Centre Singapore Ltd• Business Development Division 611,292 • Employment Placement Division 106,521 • Vocational Assessment Division 116,602

Cerebral Palsy Alliance Singapore (CPAS)• Cerebral Palsy Alliance Singapore - Day Activity Centre 133,157 • CPAS - Goodwill Rehabilitation & Occupational Workshop (GROW) 355,151

Club Heal• The HEALing Friends - NEW 59,400

Handicaps Welfare Association1

• Dedicated Transport Service2 1,082,000Metta Welfare Association

• Metta Day Activity Centre for the Intellectually Disabled 68,269 Movement for the intellectually Disabled of Singapore

• Hi-Job! 44,699 • IDEA Employment Development Centre 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

National Council of Social Service• 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

Singapore Association for Mental Health • SAMH Bukit Gombak Group Homes 84,571 • SAMH Insight Centre 1,000,940 • SAMH Oasis Day Centre 215,035

Singapore Association of the visually Handicapped • Braille Production Unit 172,137 • Library Services 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 The Singapore Association for the Deaf

• 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

Thye Hua Kwan Moral Charities Limited • Skills Training and Sheltered Employment Programme for People with Visual Impairment 303,846

FY2014

Disbursement ($)

• THK Therapy Services 597,317 TOUCH Community Services Limited

• TOUCH Ubi Hostel 80,171 Subtotal (Helping Persons with Disabilities Lead independent Lives) 17,851,773

KEEPiNG FAMiLiES TOGETHER

AMKFSC Community Services Ltd• Ang Mo Kio Family Service Centre 191,658 • Cheng San Family Service Centre 232,083 • Family Services @ Yio Chu Kang - NEW 5,003 • Punggol Family Service Centre 140,453 • Sengkang Family Service Centre 213,218

AWWA Ltd (formerly known as Asian Women’s Welfare Association)• AWWA Family Service Centre 235,729

Beyond Social Services2 9,131Care Corner Counselling Centre 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) 124,283 Counselling and Care Centre 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


FY2014

Disbursement ($)

Samaritans of Singapore 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

• SBL Vision Family Service Centre 129,673 Singapore indian Development Association

• SINDA Family Service Centre 124,283 Society of Sheng Hong Welfare Services

• Hougang Sheng Hong Family Service Centre 145,843 South Central Community Family Service Centre Limited

• South Central Community Family Service Centre 183,573 Thye Hua Kwan Moral Charities Limited

• 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

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

NURTURiNG CHiLDREN & YOUTH TO SUCCEED

Alive Community Network• Alive Community Network - Enhanced STEP-UP (Service A and B) 22,403

AMKFSC Community Services Ltd• The Ang Mo Kio Family Service Centres (Cheng San) - Enhanced STEP-UP (Service A and B) 3,383

AWWA Ltd (formerly known as Asian Women’s Welfare Association)• 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

Association for Persons with Special Needs• Chaoyang School 515,264 • Delta Senior School 923,939 • Katong School 490,549 • Tanglin School 577,749

Autism Association (Singapore) • Eden Children’s Centre (Clementi) 42,144 • Eden Children’s Centre (Simei) 45,277 • Eden School 904,427

Autism Resource Centre (Singapore)• Pathlight School 2,416,932 • ARC WeCAN EIP 86,852

FY2014

Disbursement ($)

Bethesda Care & Counselling Services Centre• Bethesda Care & Counselling Services Centre - Enhanced STEP-UP (Service A and B) 3,060

Bethesda Community Assistance and Relationship Enrichment Centre• Bethesda Community Assistance and Relationship Enrichment Centre - Enhanced STEP-UP

(Service A and B) 4,704 Boys’ Town, Singapore

• Boys’ Town - Enhanced STEP-UP (Service A and B) 1,656 Canossian Daughters of Charity

• Canossian EIPIC 14,523 • Canossian School 151,693

Care Community Services Society• Care Community Services Society - Enhanced STEP-UP (Service A and B) 6,923

Care Corner - Teck Ghee Youth Centre • Care Corner - Teck Ghee Youth Centre - Enhanced STEP-UP (Service A and B) 20,123

Care Corner Family Service Centre (Admiralty) • Care Corner Family Service Centre (Admiralty) - Enhanced STEP-UP (Service A and B) 6,900

Care Corner Family Service Centre (Woodlands) • Care Corner Family Service Centre (Woodlands) - Enhanced STEP-UP (Service A and B) 360

Care Corner Singapore Ltd• Care Corner Educational Therapy Service2 5,100

Cerebral Palsy Alliance Singapore (CPAS)• 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

• EN Community Services Society - Enhanced STEP-UP (Service A) 7,044 Fei Yue Community Services

• eGEN 267,813 • Fei Yue EIPIC 140,671

Good News Community Services• Pasir Ris Family Service Centre - Enhanced STEP-UP (Service B) 45

Kampong Kapor Family Service Centre • 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 Welfare Association • Metta Preschool @ Punggol 72,044 • Metta Preschool @ Simei 64,356 • Metta School 805,767

Morning Star Community Services• Morning Star Community Services - Enhanced STEP-UP (Service A) 5,916


FY2014

Disbursement ($)

Movement for the intellectually Disabled of Singapore • Fernvale Gardens School 456,670 • Lee Kong Chian Gardens School 562,681 • MINDSville@Napiri - Children’s Wing 94,073 • Towner Gardens School 542,334 • Woodlands Gardens School 562,991

National Council of Social Service• SPED Financial Assistance Scheme 244,290 • Inclusive Playground 160,000

Persatuan Persuratan Pemuda Pemudi Melayu (Malay Youth Literary Association)• Frenz 437,676 • Persatuan Persuratan Pemuda Pemudi Melayu - Enhanced STEP-UP (Service A and B) 26,724

Presbyterian Community Services • Grace Orchard School 643,521

Rainbow Centre, Singapore• Rainbow Centre - Margaret Drive School 943,083 • Rainbow Centre - Yishun Park School 1,129,205 • Rainbow Centre EIP Margaret Drive 207,201 • Rainbow Centre EIP Yishun Park 244,219

REACH Community Services Society• REACH Family Service Centre - Enhanced STEP-UP (Service A and B) 11,685

Singapore Association of the visually Handicapped• Lighthouse School 134,213

SPD (formerly known as Society for the Physically Disabled)• Building Bridges EIPIC Centre (Jurong) 74,607 • Building Bridges EIPIC Centre (Tiong Bahru) 55,813

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 22,081 • Learning and Social Support Programme 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

The Singapore Association for the Deaf• SADeaf Community Integration Support for the Hearing Impaired - Itinerant Support Service 265,611 • Singapore School for the Deaf 64,683

Thye Hua Kwan Moral Charities Limited• THK EIPIC Centre @ Ang Mo Kio 78,594 • THK EIPIC Centre @ Choa Chu Kang 181,962 • THK EIPIC Centre @ Tampines 70,905 • THK EIPIC Centre @ Woodlands 148,075

TOUCH Community Services Limited• TOUCH Community Services Limited - Enhanced STEP-UP (Service A and B) 6,924

FY2014

Disbursement ($)

Young Men’s Christian Association of Singapore• Young Men’s Christian Association of Singapore - Enhanced STEP-UP (Service A and B) 10,755

Youth Guidance Outreach Services• Experiential Learning and Mentoring Programme (AMK) 58,715 • Experiential Learning and Mentoring Programme (Woodlands) 123,115 • Youth Guidance Outreach Services - Enhanced STEP-UP (Service A and B) 25,545

Subtotal (Nurturing Children & Youths to Succeed) 20,538,166

Expected Annual Adjustment3 189,472 Project Expenditure4 149,769 Subtotal: Allocation to programmes/projects 57,330,075

Other Allocations5 • Digital Inclusion Fund 8,000,000• Temasek Cares - Special Needs Building Capability Project 401,400

Subtotal: Other Allocations 8,401,400

GRAND TOTAL 65,731,475

Notes

1. Funding is given through the Ministry of Social and Family Development who is centrally managing the dedicated transport service.

2. These are disbursements of designated donations.

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.

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.

nCSS BoArD oF CoUnCIL, MAnAgeMent, CoMMItteeS, AnD LIStIngS

organisational Chart

BOARD

ExecutiveCommittee

ServicesCommittee

AuditCommittee

Human Capital

Development Panel

CommunityChest

Committee

Advocacy & Research

Panel

Volunteer Resource

Committee

Resource Provisions Committee(till July 2014)

InvestmentSub-

Committee

CEO

Human Capital Development

Group

Service Planning and Development

Group

Funding and Corporate

Functions Group

Fund-Raisingand Engagement

Group

Advocacy and Membership

Group

- Social Service Institute

- Sector Manpower - Social Service Leadership Unit

- Children, Youth and Family Services

- Disability Services - Eldercare Services - Mental Health Services

- Standards and Impact

- Fund Allocation - VWO Benefits - Finance - Administration - Info-Communication System

- Community Chest - Care & Share Secretariat

- President’s Challenge Secretariat

- Advocacy and Research

- Membership - Funding Policy - VWO Development - New and Emerging Initiatives

- Human Resource - Planning and Organisation Development

- Corporate Communications

InternalAudit

CentralOffice

ExecutiveOffice


DR ANG sENG BINVice 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 Duke-National 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.

nCSS Board of Council

HsIEH FU HUAPresident

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).

PHILLIP TAN JP, BBM(L), BBM, PBMVice 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.

Patron-In-ChiefHis ExcellencyDR TONY TAN KENG YAMPresident of the Republic of Singapore

PatronMR CHAN CHUN sING (till 8 April 2015)Minister in the Prime Minister’s Office

MR TAN CHUAN-JIN (from 9 April 2015)Minister for Social and Family Development

AdviserMADAM HALIMAH YACOBSpeaker of Parliament

CHAN CHIA LINBoard 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.

ROBERT CHEW PBMHonorary 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.

GIRIJA PANDEBoard 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.

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.

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.


PROFEssOR TsUI KAI CHONGBoard 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.

CHEW KWEE sANBoard 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.

ALEX LEE KA BUT JP, PBMBoard 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.

ALBERT s.K. LIMBoard 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 MARY ANN TsAOBoard 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.

DR LEE CHENGBoard 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.

MOHAMAD HAIRIL B JOHARI Board Member

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.

MAUREEN sK FUNGBoard Member

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.

CHERN sIANG JYEMOH 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.

KEITH CHUABoard Member

Mr Chua is the Chairman of the Management Committee and Vice President of the SingaporeAnglican 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.

LEO CHEN IANBoard 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.


nCSS ManagementsIM GIM GUAN PPA(P),PPA(P)(T)Chief Executive Officer

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.

TINA HUNGDeputy Chief Executive Officer and Group Director, Service Planning and DevelopmentGroup 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.

FERMIN DIEZDeputy 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.

NG LING LINGGroup Director, Fund-Raising and Engagement, and Managing Director, Community Chest

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.

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.

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.


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.

QUEK BOON KIEN Director, Fund Allocation, VWO Benefits and Corporate Functions

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.

VIVIEN LAI 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.

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.

ALEX LUM Director, Advocacy and Research

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.

LOW WAN VE Director, Human Resource and Planning and Organisation Development

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)

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 BOONGroup Director, Advocacy and Membership (till 22 March 2015)


CommitteesEXECUTIVE COMMITTEE Chairman Mr Hsieh Fu Hua

Vice Chairman Mr Phillip Tan Eng Seong JP, BBM(L), BBM, PBM

Members Dr Ang Seng BinMs Anita Fam BBM, PBMMs Chan Chia LinMr Girija PandeMr Richard Sim Hwee CherMr Robert Chew PBMMs Ong Toon Hui PPA(P) (MSF representative)

sERVICEs COMMITTEEChairmanMs Anita Fam BBM, PBM

Service AdvisorsChildren, Youth & Family ServicesMr Alex Lee Ka But JP, PBMMr Mohd Hairil B Johari

Disability ServicesProfessor Ho Lai Yun JP, BBM, PBM, PBS

Eldercare ServicesMr Chew Kwee SanDr Mary Ann Tsao BBM, PBM

Mental Health ServicesMr Keith Chua Tiang ChoonDr Lee Cheng

MemberMr Sim Gim Guan PPA(P), PPA(P)(T)

RepresentativesMr Bernard Lee P.Kepujian (from September 2014)MOH

Mrs Boon-Ngee SebastianTote Board

Mrs Choo Swee Gek MOE

Ms Denise Low P.KepujianMSF

Mr Goh Chye BoonMr Tan Puay Kern PPA(P) Community Chest

Dr Wong Loong Mun AIC

SecretaryMs Tina Hung

COMMUNITY CHEsT COMMITTEEChairmanMr Phillip Tan Eng Seong JP, BBM(L), BBM, PBM

AdviserMs Jennie Chua JP, PJG, BBM, PPA(P), PBM

Vice ChairmenMr Chew Kwee San Mr Eric Ang PBM Mr Tan Puay Kern PPA(P)

Honorary General SecretaryMr Richard Sim Hwee Cher

Honorary TreasurerMr Robert Chew PBM

MembersMr Andrew John da RozaMr Andrew M. LimMs Ang Bee Lian PPA(P)COL Gan Siow Huang PPA(P) Mr Goh Chye Boon Mr Ho SingMr Lim Tien Hock PPA(G)Mr Manoj M MurjaniMr Peter Wee PPA(G)(T), PBS(T)Ms Sharon AngSAC Tan Hung HooiMr Tan Kwang Hwee Ms Toh Su Fen PPA(P)Mr Wee Sin ThoMr Yang Tse Pin

AUDIT COMMITTEEChairmanMr Richard Sim Hwee Cher

Members Mr Chew Kwee SanMr Gerard TanMr Khoo Kum Wing

Ms Ooi Chee KarMr Sallim Abdul Kadir PBM

REsOURCE PROVIsIONs COMMITTEE (till July 2014) Chairman Mr Girija Pande

Vice Chairman Mr Richard Sim Hwee Cher

MembersMr Alex Lee Ka But JP, PBMMr Eugene SeahMr Jeffrey Lim

VOLUNTEER REsOURCE COMMITTEE ChairmanDr Ang Seng Bin

MembersMr Andrew BuayDr Cheong Choong Kong BBMMs Janice AngMr Koh Juay MengMs Lillian LeeMs Melissa KweeMr Mohd Hairil B JohariMs Morene SimMr Richard Koong

INVEsTMENT sUBCOMMITTEEChairmanMs Chan Chia Lin

Members Mr Danny KohMr Lee Ming SanMr Ng Yong NgeeMr Rao Ker EeMr Robert Chew PBMMr Yeoh Lam KeongMr Tow Heng Tan

ssI MANAGEMENT COMMITTEE (till 31 July 2014)Chairman Professor Tsui Kai Chong

Members Ms Chan Chia LinMs Frances Cheang JP, BBM, PBMMs Ong Toon Hui PPA(P)

ssI ADVIsORY COMMITTEE (till 31 July 2014)Chairman Professor Tsui Kai Chong

Members Dr Ang Seng BinMs Frances Cheang JP, BBM, PBMDr Gog Soon Joo (till 1 May 2014)Professor Ho Lai Yun JP, BBM, PBM, PBSProfessor Kua Ee Heok Dr Mary Ann Tsao BBM, PBM Ms Sharon Ang

HUMAN CAPITAL DEVELOPMENT PANEL (from 1 August 2014)ChairmanMr Lim Siong Guan

Members Ms Chan Chia LinMs Denise PhuaMs Frances Cheang JP, BBM, PBMMr Keith ChuaMs Maureen FungMs Ong Toon Hui PPA(P)Professor Tsui Kai Chong

ADVOCACY & REsEARCH PANEL ChairmanMr Gerard Ee

Members Mr Albert LimMs Chia Yong YongMr Girija PandeMr Leo Chen IanDr Leong Chan HoongMr Peter Ong

CARE & sHARE @ sG50 sTEERING AND WORKING COMMITTEEs ChairmanMr Phillip Tan Eng Seong JP, BBM(L), BBM, PBM

Members (Steering Committee)Mr Chan Heng KeeMs Chua Sock KoongMr Goh Choon PhongMr Lee Kim Siang BBM(L), BBM, PBMMs Priscylla Shaw Mr Sallim Bin Abdul Kadir JP, PBMMr Sunil Tissa Amarasuriya

Members (Working Committee)Ms Aileen TanMs Ang Bee Lian PPA (P)Mr Chang Long JongMs Khoo Siew BeeMr Laurence Lien (till 31 July 2014)Ms Melissa Kwee (from 1 March 2015)Ms Sharon AngMr Sim Gim Guan PPA(P), PPA(P)(T)Ms Yee Lishan

ssI DIPLOMA AND HIGHER DIPLOMA IN sOCIAL sERVICE EVALUATION AND REVIEW COMMITTEE ChairmanDr Ang Seng Bin

MembersMs Agnes ChiaMr David Blakely (till 26 August 2014)Ms Lau Cheng MunDr Seng Boon KhengMs Sharon AngMr Tay Wei Sern

sCHOLARsHIPs, LEADERsHIP AND DEVELOPMENT PROGRAMMEs sELECTION PANEL ChairpersonsMr Fermin DiezMr Sim Gim Guan PPA(P), PPA(P)(T)Ms Tina Hung

Member (MSF Representatives)Ms Ang Bee Lian PPA(P)Ms Grace TeoMr Loh Chin HuiMs Nancy NgMs Ong Toon Hui PPA(P) Ms Sharon Ang

Member (Professional Representatives)Mr Abhimanyau PalAssociate Professor Corinne GhohDr Daniel FungDr Lam Chee MengMs Lee Lay BengMs Ruth ChuaMrs Stephenie KhooMrs Tan-Wu Mei LingMr Tim OeiMs Vivienne NgMr Yew Teng Leong

LEADERsHIP AND DEVELOPMENT PROGRAMMEs REsOURCE PANEL

Ms Agatha TanMr Alvin ChuaAssociate Professor Celia TanMs Christina Van HuizenMs Clare YeoAssociate Professor Corinne Ghoh Dr Esther TanMr Jim BekDr Lam Chee MengMs Lee Lay BengMr Lim Hua BengMs Robyn FooMs Ruth Chua

VWOs-CHARITIEs CAPABILITY FUND EVALUATION PANEL ChairpersonsMs Ang Bee Lian PPA(P)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 MathewsMs Sharon AngMr Sim Gim Guan PPA(P), PPA(P)(T)Mr Tan Seng Chai Associate Professor Tan Tin Wee (till July 2014)Ms Tina HungDr 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 KwangDr Seng Boon Kheng (till July 2014)Dr Vanessa YongDr Yap Mui Teng


FULL MEMBERs *scape Co., Ltd.365 Cancer Prevention SocietyAbilities Beyond Limitations And Expectations

LimitedAction For AIDS (Singapore)ADAM AssociationAdventist Community ServicesAdventist Home for the EldersAdventist Nursing and Rehabilitation CentreAgape Counselling and Training CentreAGORA@WESTCOASTPLAZA LTDAin SocietyAlife LtdAlive Community NetworkAll Saints HomeAlzheimer’s Disease AssociationAMKFSC Community Services LtdAng Mo Kio - Thye Hua Kwan Hospital LtdAoxiang Counselling ServiceApex Day Rehabilitation Centre For ElderlyApex Harmony LodgeArc Children’s Centre Co LimitedAsian Women’s Welfare AssociationAssemblies of God Community Services SocietyAssisi HospiceAssociation for Persons with Special NeedsAssociation of Muslim ProfessionalsAssociation of Women for Action And ResearchAutism Association (Singapore)Autism Resource Centre (Singapore)Babes Pregnancy Crisis Support LtdBartley Community Care ServicesBethel Community ServicesBethesda Care and Counselling Services CentreBethesda Community Assistance and

Relationship Enrichment CentreBethesda Community Services SocietyBeyond Social ServicesBible-Presbyterian Welfare Services, SingaporeBishan Home for the Intellectually DisabledBizlink Centre Singapore LtdBo Tien Welfare Services SocietyBoys’ Brigade in SingaporeBoys’ Town, SingaporeBrahm Centre LtdBreadline GroupBreakthrough Missions LtdBreast Cancer FoundationBreastfeeding Mothers’ Support Group (Singapore)Bright Hill Evergreen HomeBright Vision HospitalBrighton ConnectionBuddha of Medicine Welfare SocietyBuddhist Compassion Relief Tzu-Chi

Foundation (Singapore) (formerly known as Buddhist Compassion Relief Tzu-Chi Foundation (Singapore Branch)

Calvary Community CareCanossian Daughters Of Charity

Care Community Services SocietyCare Corner - Teck Ghee Youth CentreCare Corner Counselling CentreCare Corner Family Service Centre (Admiralty)Care Corner Family Service Centre

(Queenstown)Care Corner Family Service Centre (Toa Payoh)Care Corner Family Service Centre (Woodlands)Care Corner Singapore LtdCaregivers Alliance LimitedCaregivers’ Association of the Mentally-ill (CAMI)Caregiving Welfare AssociationCaring Fleet Services LimitedCaritas Singapore Community Council Limited Casa Raudha Women HomeCatholic AIDS Response Effort Catholic Welfare Services, SingaporeCentre for Fathering LimitedCentre for SeniorsCerebral Palsy Alliance Singapore (CPAS)Change Community Services LimitedCharis CentreChen Su Lan Methodist Children’s Home, TheCheng Hong Welfare Service SocietyChild At Street 11 LtdChildren-At-Risk Empowerment AssociationChildren’s Aid Society Children’s Cancer FoundationChinese Development Assistance CouncilChinese Women’s AssociationChong Hua Tong Tou Teck HweeChristian Care Services (Singapore)Christian Outreach to the HandicappedCity Harvest Community Services AssociationClarity Singapore LimitedClub HealClub Rainbow (Singapore)Coalition Against Bullying for Children & YouthConcern & Care SocietyCornerstone Community ServicesCounselling and Care CentreCrime Library (Singapore)Deaf and Hard-of-Hearing Federation

(Singapore)Diabetic Society of SingaporeDover Park HospiceDown Syndrome Association (Singapore)Dyslexia Association of SingaporeEden Community Services CentreEMCCEn Community Services SocietyEpilepsy Care Group (Singapore)Equestrian Federation of Singapore (E.F.S)Eurasian Association, TheFaithActsFamily Life First (formerly known as Family

Life Centre)Family Life SocietyFei Yue Community Services

Fei Yue Family Service CentreFilos Community Services Ltd.Focus on the Family Singapore LimitedForeign Domestic Worker Association For Skills

Training (FAST)Foundation of Rotary Clubs (Singapore) LtdFranciscan Missionaries of MaryFriends-In-Deed Counselling SocietyGeylang East Home For The AgedGlory Centre Community Services AssociationGolden Years FellowshipGood News Community ServicesGrace LodgeGreat Joy Community Care LtdHalogen Foundation (Singapore)Handicaps Welfare AssociationHCA Hospice CareHealthserve LtdHeartware NetworkHEB-Ashram Halfway House (formerly known

as Hindu Endowments Board – Community Welfare Fund)

Help Family Service CentreHelping Hand, TheHighpoint Community Services AssociationHome Nursing FoundationHope Centre (Singapore)Hope Community Services CentreHOPE Worldwide (Singapore)Humanitarian Organization for Migration

EconomicsIC2 Prephouse LimitedInfant Jesus Homes and Children’s CentresInmates’ Families Support FundJewish Welfare Board, Singapore, TheJia Ying Community Services SocietyJu Eng Home for Senior CitizensJust Parenting AssociationKampong Kapor Family Service Centre Kampung Senang Charity and Education

FoundationKang Ming Free ClinicKheng Chiu Loke Tin Kee HomeKidney Dialysis Foundation LimitedKwan-In Welfare SocietyKwong Wai Shiu HospitalLakeside Family ServicesLawn Bowls Association for the Disabled

(Singapore)Lejia SocietyLeukemia and Lymphoma FoundationLife Community Services SocietyLife Spring Community NetworkLight and Love CharityLing Kwang Home for Senior CitizensLions Befrienders Service Association

(Singapore)Lions Home for the EldersLotus Light Charity Society (Singapore)Loving Heart Multi-Service Centre

ListingsLoving Heart Multi-Service Centre (Jurong)Lutheran Community Care Services LimitedMajlis Pusat SingapuraMake-A-Wish Foundation (Singapore) LimitedMan Fut Tong Nursing HomeMarine Parade Leadership FoundationMarymount CentreMCYC Community Services Society Methodist Welfare ServicesMetropolitan Young Men’s Christian Association

of SingaporeMetta Welfare AssociationMontfort CareMorning Star Community ServicesMovement for the Intellectually Disabled of

Singapore (MINDS)Muhammadiyah Welfare HomeMuscular Dystrophy Association (Singapore)Muslim Kidney Action Association (MKAC

Association)Muslim Missionary Society, Singapore, The

(Jamiyah)Muslimin Trust Fund AssociationNam Hong Welfare Service SocietyNeighbour Ring Community ServicesNew Charis Mission, TheNew Hope Community ServicesNew Life Community ServicesNew Redeemer’s Fellowship SocietyNTUC Eldercare Co-Operative LtdNTUC Health Co-Operative LimitedNuLife Care & Counselling Services LimitedOikos.Community@Sengkang Ltd.O’Joy Care ServicesOne Hope Centre Operation Renewal (Singapore)Pasir Panjang Hill Community Services CentrePAVEPersatuan Pemudi Islam Singapura (PPIS)Persatuan Persuratan Pemuda Pemudi Melayu

(Malay Youth Literary Association)PERTAPIS Education and Welfare CentrePhilippine Bayanihan Society (Singapore)PLAYEUM LTDPotter’s Place Community Services SocietyPresbyterian Community ServicesPrison Fellowship Singapore LimitedPromisedland Community ServicesPSALT Care LtdPu Ti Lian SheQueenstown Multi-Service CentreRainbow Centre, SingaporeRamakrishna Mission, TheReach Community Services SocietyRealm of TranquilityRed Swastika Charity FoundationRen Ci HospitalRiding for The Disabled Association of SingaporeRiverLife Community Services LimitedRochore Kongsi for the Aged

Ronald McDonald House Charities SingaporeRSVP Singapore The Organisation of Senior

VolunteersSAGE Counselling CentreSalem Welfare Services LtdSalvation Army, TheSamaritans of SingaporeSanctuary House Ltd.SASCO Senior Citizens’ HomeSATA CommHealthSathya Sai Social Service (Singapore)Sembawang Family Service CentreSembawang Tamils’ AssociationSerangoon Moral Family Service CentreSG Enable LtdShan You Counselling CentreSian Chay Medical InstitutionSikh Welfare CouncilSingapore After-Care AssociationSingapore Anglican Community ServicesSingapore Anti-Narcotics AssociationSingapore Association for Mental Health, TheSingapore Association for the Deaf, TheSingapore Association for the Study of ObesitySingapore Association of Social WorkersSingapore Association of the Visually

HandicappedSingapore Buddhist Free ClinicSingapore Buddhist Lodge Welfare FoundationSingapore Buddhist Welfare ServicesSingapore Cancer SocietySingapore Children’s SocietySingapore Christian HomeSingapore Chung Hwa Medical InstitutionSingapore Corporation of Rehabilitative

Enterprises (SCORE)Singapore Council of Women’s OrganisationsSingapore Heart FoundationSingapore Indian Development Association

(SINDA)Singapore Leprosy Relief AssociationSingapore Life Saving Society, TheSingapore National Stroke AssociationSingapore Planned Parenthood Association, TheSingapore Red Cross SocietySingapore Tenkasi Muslim Welfare Society, The

(Singapore Tenkasi Muslim Nalanapivirithi Sangam, The)

Singapore Thong Chai Medical InstitutionSociety for The Aged SickSociety for the Promotion of Attention Deficit

Hyperactivity Disorder Research and Knowledge

Society for WINGS Society of Sheng Hong Welfare ServicesSociety of St. Vincent De Paul (National Council

of Singapore)South Central Community Family Service

Centre LimitedSPD (formerly known as Society for the

Physically Disabled, The)

Special Needs Trust Company LimitedSree Narayana Mission (Singapore)Sri Krishna Mandir Welfare SocietySt Andrew’s Cathedral Home for the AgedSt Andrew’s Mission HospitalSt Gabriel’s FoundationSt Luke’s ElderCare LtdSt Luke’s HospitalSt. Hilda’s Community Services CentreSt. John Ambulance Singapore (formerly known

as National St John Council for the Republic of Singapore, The)

St. John’s Home for Elderly PersonsStudent Advisory Centre LimitedStudents Care ServiceSUN-DACSunlove Abode for Intellectually-Infirmed LtdSunshine Welfare Action Mission (SWAMI)Tai Pei Old People’s HomeTai Pei Social Service (TPSS)Taman Bacaan Pemuda Pemudi Melayu

Singapura (Singapore Malay Youth Library Association)

Teen Challenge (Singapore)Tent, TheThe Community Justice Centre LimitedThe Hiding Place (Christian Home Mission) LtdThe National Kidney FoundationThe Ray of Hope Initiative LtdThe Silver Lining Community Services LtdThe Singapore Cheshire HomeThong Kheng Welfare Services SocietyThye Hua Kwan Moral Charities LimitedTOUCH Community Services International

Limited (formerly known as TOUCH Youth Limited)

TOUCH Community Services LimitedTOUCH Family Services LimitedTRANS Family ServicesTransient Workers Count Too (TWC2)Trybe LimitedTsao FoundationTung Ling Community ServicesTurning Point, TheVery Special Arts Singapore LtdViriya Community ServicesWan Min Community ServicesWE CARE Community Services LimitedWhispering Hearts Family Service CentreWicare Support GroupWilling HeartsWoodlands Social CentreXin Yuan Community CareYayasan MendakiYong-en Care CentreYoung Men’s Christian Association of SingaporeYoung Women’s Christian Association of

SingaporeYouth Guidance Outreach ServicesZion Home for the Aged


AssOCIATE MEMBERs Action Group for Mental IllnessAidha LtdAmerican Women’s Association of SingaporeApex Club of Bukit Timah, TheApex Club of Radin MasApex Club of Singapore (City), TheArt Therapists’ Association SingaporeAsian Venture Philanthropy Network LimitedAssociation For Early Childhood Educators

(Singapore)Association for Psychiatric Rehabilitation

(Singapore)Australian & New Zealand Association (Singapore)BinjaitreeBlossom World SocietyBlue Cross Charitable InstitutionBuddhist Union, TheCare Corner Training AssociationCentre for Non-Profit LeadershipCentre of Activity and Recreation for the Elders

(CARE)Chen Su Lan TrustCheshire Homes East Asia and Pacific Regional

CouncilChildren’s Charities Association of Singapore,

TheCity College Holdings LtdCompassion Fund LtdConjunct Consulting (Singapore) LimitedCouncil for Third AgeCredit Counselling Singapore SocietyDisabled People’s AssociationFederation of Youth Clubs, SingaporeFood from the HeartFriends of the Disabled SocietyFu Hui Buddhist Cultural CentreGerontological SocietyGirl Guides SingaporeGirls’ Brigade, Singapore, TheGuide Dogs Association of the Blind LtdHabitat For Humanity Singapore LtdHaemophilia Society of SingaporeHealthy Aging Association (Singapore)I Love ChildrenInner Wheel Club of SingaporeInner Wheel Club of Singapore EastInner Wheel Club of Singapore WestInternational Y’s Men’s Club of Singapore

(Alpha Chapter), TheJoyful CharityJunior Chamber of SingaporeKamala Club, Singapore, TheLeap Foundation Ltd Lee FoundationLembaga Biasiswa Kenangan Maulud (Prophet

Muhammad’s Birthday Memorial Scholarship Fund Board)

Lioness Club of Singapore, TheLions Club of Singapore EastLions Club of Singapore JurongLions Club of Singapore NorthLions Club of Singapore Oriental

Lions Club of Singapore PhoenixLions Club of Singapore Raffles CityLions Club of Singapore SentosaLions Club of Singapore Serangoon GardensLions Club of Singapore Tanah MerahLions Club of Singapore TanglinLions Community Service Foundation

(Singapore)MILK (Mainly I Love Kids) FundNanyang Technological University Welfare

Services ClubNational Arthritis FoundationNational Association of Apex Clubs of SingaporeNational Safety Council of Singapore, TheNational University of Singapore Students’ UnionNational Volunteer and Philanthropy CentreNetherlands Charity Association, TheNUHS Fund LimitedOnePeople.sgParkinson Society SingaporeRestroom Association (Singapore)Rotary Club of SingaporeShared Services for Charities LimitedSikh Sewaks SingaporeSilver Ribbon (Singapore)Singapore American Community Action Council,

TheSingapore Association for Continuing

Education, TheSingapore Association for CounsellingSingapore Association of Occupational TherapistsSingapore Association of the Institute of

Chartered Secretaries and Administrators, TheSingapore Branch of the Mission to Seafarers,

TheSingapore Buddhist Federation, TheSingapore Business Federation FoundationSingapore Committee of the World Organisation

for Early Childhood Education (OMEP), TheSingapore Dental Health FoundationSingapore Disability Sports CouncilSingapore Gujarati SocietySingapore Hospice CouncilSingapore Indian Education Trust Singapore International Chamber of CommerceSingapore International FoundationSingapore Kadayanallur Muslim League, TheSingapore Kindness MovementSingapore Nurses AssociationSingapore Physiotherapy AssociationSingapore Psychological Society, TheSingapore Scout Association, TheSingapore Tao Yuan also named The World Red

Swastika Society (Singapore Administration Centre)

Singapore Women’s Association (Persatuan Wanita Singapura)

Social Innovation Park LimitedSociety Against Family ViolenceSociety for Audiology ProfessionalsSociety for Continence (Singapore)Society for the Prevention of Cruelty to Animals,

SingaporeSoroptimist International of Singapore

Special Olympics Asia Pacific LtdSpecial Olympics, SingaporeSpeech-Language and Hearing Association

(Singapore)Student Volunteer Corps (Singapore) (SVC)The Community Foundation of SingaporeThe Food Bank Singapore LtdThe Law Society of Singapore Pro Bono,

Learning and Support Services The Operation Hope Foundation LimitedThe Straits Times School Pocket Money FundThe Wan Boo Sow Charity Fund LimitedThong Chai Institute of Medical ResearchUnited Indian Muslim AssociationUnited World College of South East AsiaViva Foundation for Children with CancerZonta Club of Singapore

sHARE COMPANIEs$10,000 & AbOVeAbbott Laboratories (S) Private LimitedAbbott Manufacturing Singapore Pte LtdAdvanced Material Engineering Pte. Ltd.AETOS Security Management Pte. Ltd.Agency For Integrated Care Pte LtdAgency for Science, Technology and Research

(A*STAR)Agri-Food and Veterinary AuthorityAlexandra Health Attorney-General’s ChambersBaxter Healthcare SA, Singapore BranchBorneo Motors (Singapore) Pte. Ltd.Building And Construction AuthorityCapitaland LimitedCargill Asia Pacific Holdings Pte. Ltd.Central Narcotics BureauCentral Provident Fund BoardCertis CISCO Security Pte LtdChangi Airport Group (Singapore) Pte. Ltd.Changi General Hospital Pte LtdCity Developments LimitedCivil Aviation Authority of SingaporeCoilcraft Industries Singapore Pte Ltd /

Coilcraft Singapore Pte LtdDBS Bank LtdDefence Science & Technology AgencyDelphi Automotive Systems Singapore Pte LtdDFS Venture Singapore (Pte) LimitedDSO National LaboratoriesE M Services Private LimitedEastern Health Alliance Energy Market AuthorityExxonMobil Asia Pacific Pte. Ltd.Gardens By The BayGlobalfoundries Singapore Pte. Ltd.Grand Hyatt SingaporeHealth Promotion BoardHealth Sciences AuthorityHousing & Development BoardImmigration & Checkpoints AuthorityInland Revenue Authority of Singapore

Institute of Mental HealthInstitute of Technical EducationIntellectual Property Office of SingaporeJTC CorporationJurong Health Services Jurong International Holdings Pte LtdKeppel FELS LimitedKeppel Land LimitedKeppel Logistics Pte LtdKeppel Shipyard LimitedKeppel Singmarine Pte LtdKK Women’s And Children’s Hospital Pte. Ltd.Land Transport Authority Langdon & Seah Singapore Pte LtdLubrizol Southeast Asia (Pte.) LtdMaritime and Port Authority of SingaporeMediaCorp Pte. Ltd.Micron Semiconductor Asia Pte Ltd (Micron

Singapore Backend)Ministry of Communications and InformationMinistry of Culture, Community and YouthMinistry of Defence Ministry of EducationMinistry of FinanceMinistry of Foreign AffairsMinistry of HealthMinistry of Home Affairs Ministry of LawMinistry of ManpowerMinistry of National DevelopmentMinistry of Social and Family DevelopmentMinistry of Trade & IndustryMinistry of TransportMonetary Authority of SingaporeNanyang PolytechnicNanyang Technological UniversityNational Council of Social ServiceNational Environment AgencyNational Heart Centre of Singapore Pte LtdNational Library BoardNational Parks BoardNational Skin Centre National University Hospital National University of SingaporeNgee Ann PolytechnicNTUC Fairprice Co-Operative LimitedNTUC Income Insurance Co-operative LtdPanasonic Asia Pacific Pte. Ltd.Panasonic Factory Solutions Asia PacificPanasonic Industrial Devices Semiconductor AsiaParliament of SingaporePeople’s AssociationPetrochemical Corporation of Singapore

(Private) LimitedPropNex Realty Pte. Ltd.PSA Corporation LimitedPSA Marine (Pte) LtdPUB, The National Water AgencyPublic Service DivisionRaffles Hotel (1886) Ltd.RC Hotels (Pte.) Ltd.Republic Polytechnic

Roche Singapore Pte LtdRoyal Plaza on ScottsRSM Chio Lim LLPSATS LtdSBS Transit LtdSDDA Pte LtdSeagate Singapore International Headquarters

Pte LtdSeagate Technology InternationalSembawang Shipyard Pte LtdSH Cogent Logistics Pte LtdSIA Engineering Company LimitedSime Darby GroupSingapore Airlines LimitedSingapore Armed ForcesSingapore Civil Defence ForceSingapore CustomsSingapore Food Industries Pte. Ltd.Singapore General Hospital Pte LtdSingapore Health Services Pte LtdSingapore Land AuthoritySingapore Police ForceSingapore PolytechnicSingapore Pools (Private) LimitedSingapore Post Singapore Power LimitedSingapore Press Holdings LimitedSingapore Prison ServiceSingapore Technologies Aerospace LtdSingapore Technologies Electronics LimitedSingapore Technologies Kinetics LtdSingapore Technologies Marine LtdSingapore Telecommunications LimitedSingapore Test Services Private LimitedSingapore Turf ClubSingapore Workforce Development AgencySMOE Pte LtdSMRT Automotive Services Pte. Ltd.SMRT Buses Ltd.SMRT Trains Ltd.Sony Electronics (Singapore) Pte. Ltd./SETSSony Electronics Asia Pacific Pte. Ltd.Sport Singapore (formerly known as Singapore

Sports Council)ST Aerospace Engineering Pte LtdST Aerospace Engines Pte LtdST Aerospace Services Co Pte. Ltd.ST Aerospace Supplies Pte LtdST Aerospace Systems Pte LtdST Electronics (E-Services) Pte. Ltd.ST Electronics (Info-Comm Systems) Pte LtdST Electronics (Info-Software Systems) Pte LtdST Electronics (Satcom & Sensor Systems) Pte LtdST Electronics (Training & Simulation Systems)

Pte LtdST Logistics Pte. Ltd.ST Synthesis Pte LtdState CourtsStone Forest Accountserve Pte LtdSurbana International Consultants Pte. Ltd.Surbana Site Supervisors Pte. Ltd.Symrise Asia Pacific Pte. Ltd.

Tan Tock Seng Hospital Pte LtdTemasek International Pte LtdTemasek PolytechnicThe Bank of Tokyo-Mitsubishi UFJ Ltd.

Singapore BranchThe Polyolefin Company (Singapore) Pte. Ltd.Toyota Tsusho Asia Pacific Pte LtdUnited Overseas Bank LimitedUOB Kay Hian Private LimitedUrban Redevelopment AuthorityUtac Manufacturing Services Singapore Pte LtdWindsor Airmotive Asia Pte. Ltd.

DONORs & sPONsORs$500,000 & AbOVeBinjaitreeInfocomm Development Authority of SingaporeKwan Im Thong Hood Cho TempleLee Wee Kheng FundLien FoundationNTUC Fairprice Foundation LtdSingapore Telecommunications LimitedStarHub LtdThe Hongkong and Shanghai Banking

Corporation LimitedThe Shaw Foundation PteTote Board & Singapore Pools (Private) Limited

$100,000 - $499,999Chainah Bte MuhaliChan Hua LinChang Meng KiatChina Horse ClubDBS Bank LtdEvangel Family ChurchHitachi Group of CompaniesJapfa LimitedKeppel Care FoundationLam Yew ChongLee FoundationLifan International (Trading) Pte LtdMarina Bay SandsNgee Ann Development Private LimitedOan Chim SengOlam International LimitedResorts World At Sentosa Pte. Ltd.See Lian TinSembcorp Marine LtdSentosa Development CorporationSingapore Airlines LimitedSingapore Pools (Private) LimitedSingapore Press Holdings Limited &

Singapore Press Holdings Foundation LimitedTan Kwang HweeTemasek Cares CLG LimitedTouch Family Services LtdWOHA Architects Pte. Ltd.Xilinx Asia Pacific Pte. Ltd.Yin Fook Cheong


$50,000 - $99,999Antony Peter MichellCaesar SenguptaChew Kwee SanEricsson Telecommunications Pte LtdEvangel Family Church LtdFu Lu Shou Si Mian Fo Pte. Ltd.G. K. Goh Holdings LimitedGoh Tiong Yong GeorgeHewlett-Packard Singapore (Private) LimitedID Architects Pte LtdNew Creation ChurchPACC Offshore Services Holdings LtdPetrochemical Corporation of Singapore

(Private) LimitedPoh Tiong Choon Holdings (Pte) LtdSamsung Asia Pte LtdSC Wong Foundation TrustSembcorp Industries LtdSymAsia Singapore FundTrident Development Pte Ltd

$30,000 - $49,999Alcatel PhilippinesAlcatel-Lucent Singapore Pte. Ltd.Aurigin Technology Pte LtdChan Chia LinDilhan Pillay SandrasegaraFrasers Centrepoint MallsHwang Yee CheauIsaac Manasseh Meyer Trust FundKLA-Tencor (Singapore) Pte LtdLogicalis Singapore Pte LtdLoo Choon ChiawMonetary Authority of SingaporeNg Chad-SonPhyllis Poh Beng MinQualcomm Global Trading Pte. Ltd.Risis Pte LtdSim Gim GuanState Street Tay Yun Chwan HenryTerry TanThe Singapore Society of Optometrists

$10,000 - $29,999ABR Holdings LimitedAccenture Pte LtdActiv Communications Pte LtdADDP Architects LLPAgency for Science, Technology And Research

(A*STAR)AIA Singapore Private LimitedAllen & Gledhill LLPAndrew da RozaAndrew Ng Wai HungAng Teik Lim EricAnglo-Chinese School (Junior)Arrowcrest Technologies Pte LtdAztech Technologies Pte LtdBaker & McKenzie. Wong & LeowBank of America National Association

Bank of Singapore LimitedBarclays Bank PLCBNP ParibasBreadTalk Group LimitedCertis CISCO Security Pte. Ltd.Cheng Kwee KiangChew Gek KhimChong De Cultural SocietyChua Joo Cheng @ Chua Su YinChua Sock KoongCiti SingaporeCity Developments LimitedCivil Aviation Authority of SingaporeC K Holdings (2003) Pte LtdCredit Suisse AGCushman & Wakefield (S) Pte LtdCWT LimitedDaum Pte LtdDavid Hong How WaiDBS Vickers Securities Pte LtdDeloitte & Touche LLPDing Kit Yeng Elisadnata Singapore Pte LtdDover Rise LtdDP Architects Pte LtdD-Ron Singapore Pte LtdDSO National LaboratoriesDTZ Facilities & Engineering (S) LimitedEltek Power Pte LtdEQ Insurance Company LimitedErnst & Young Solutions LLPFrasers Centrepoint LimitedFullerton Fund Management Fung Cho Kwong HarryGanendran SarvananthanGoh Aik HonGoh Seau KangGuddi Reddigari Vishnu DevHasetrale Holdings Pte LtdHong Lam Marine Pte LtdHuawei IndonesiaHuawei International Pte. Ltd.Hwang Mei Chen EmilyIn Memory of Late Mdm Chua Shok HwaISG Asia (Singapore) Pte LtdJuniper Networks (Singapore) Pte LtdKaiKhushru Shiavax NargolwalaKelly Keak Rui TingKelvin Chia Partnership and Kinetica Pte LtdKentish Court Pte LtdKeong Hong Construction Pte LtdKeppel Land LimitedKirk Bradford AlexanderKo Kock KinKwek Yong PhengLee Kean Phi MarkLew Kah HooLG Electronics Singapore Pte. Ltd.Lim Ee SengLim Horng LeongLim Hwee Chiang John

Lim Joo BoonLim Peng ChiokLim Teck Chai DannyLim Tse Ghow OlivierLo Kwok HengLoo Choon YongLucky Joint Construction Pte. Ltd.Lum Chang Holdings LtdMacondray Holdings Pte LtdMadhujeet ChimniMalifax Technologies (S) Pte LtdMapletree Investments Pte LtdMarina Green LimitedMaritime and Port Authority of SingaporeMary Ann TsaoMasatsugu OtaniMasterCard Asia/Pacific Pte LtdMee Toh SchoolMeinhardt (Singapore) Pte LtdMerrill Lynch (Singapore) Private LimitedMitsubishi Electric Asia Pte LtdMorgan Stanley Asia (Singapore) Pte.Mothercare (Singapore) Pte LtdMount Pleasant Referral Clinic Pte LtdNakano Singapore (Pte) LtdNational Council of Social ServiceNational University Hospital (Singapore) Pte LtdNg Kit HarNg Ze En GabrielNokia Siemens Networks Singapore Pte Ltd

Ntegrator Pte LtdOn Line Mobile Pte LtdPerennial (Singapore) Retail Management Pte

LtdPhillip Tan Eng SeongRobert ChewRudi’s Fine Food Pte LtdSAFRA National Service AssociationSam Chee KeongSC Global Developments Pte LtdSIA Engineering Company LimitedSingapore LNG Corporation Pte LtdSingapore PostSingapore Retailers AssociationSingapore United Estates (Pte) LtdSony Mobile Communications International ABStandard Chartered Bank (Singapore) LimitedSwee Cheng Holdings Pte LtdSwee Seng Credit Pte LtdSymAsia Foundation LimitedSymrise Asia Pacific Pte. Ltd.Syniverse Technologies Mobile Solutions

(Singapore) Pte LtdTan Bee HiokTan Chek SoonTan Hee TeckTan Kim BiauTan Lee KeowTay Chee HianTay Soo MengTecsia Lubricants Pte LtdTeh Gek Yen

The Hour Glass LimitedThe Plush Pte LtdThe Sophia Foundation LimitedThe Swatch Group S.E.A. (S) Pte LtdTian Kong Buddhist TempleTie Nyuk Siong EdmundToa Payoh Seu Teck Sean TongToh Say Cheong WilliamUBS AGUnited Overseas Bank LimitedUOB Kay Hian Pte LtdUten LohachitpitaksWee Ee ChaoWindsor Airmotive Asia Pte. Ltd.Wong Seak EngWong Weng SunXL CatlinYahya Abdulhussain Lukmanji Saif Charity TrustYang Tse PinYeo Yit BoonYeoh Choon Jin

ORGANIsERs OF EVENTs$500,000 & AbOVe Land Transport AuthoritySingapore Airlines LimitedSingapore Power LimitedSingapore Telecommunications LimitedUnited Overseas Bank Limited

$100,000 - $499,999Civil Aviation Authority of SingaporeFu Lu Shou Si Mian Fo Pte. Ltd.Longines (The Swatch Group S.E.A. (S) Pte Ltd)Maritime and Port Authority of SingaporeMaybank SingaporeMediaCorp Pte. Ltd.Ministry of DefenceMinistry of National Development Recreation

ClubNational University of Singapore Students’

Union (NUSSU) CouncilPeter Knipp Holdings Pte LtdPOSBStarHub LtdThe Great Eastern Life Assurance Company

LimitedToyota Motor Asia Pacific Pte Ltd

$50,000 - $99,999BreadTalk Pte LtdC.K. TANG LimitedDaikin Airconditioning (Singapore) Pte. Ltd.Housing & Development BoardProject Happy Feet LtdThe Japanese Association, Singapore

$30,000 - $49,999EmiratesImmigration & Checkpoints AuthorityJ.P. Morgan

NTUC Fairprice Co-Operative LimitedRoyal Plaza on ScottsSIA Engineering Company LimitedSwissôtel The Stamford Singapore

$10,000 - $29,999Atos Information Technology (S) Pte LtdCitibank SingaporeDEAL.com.sgMinistry of TransportSAFRA National Service AssociationSingapore Post

DONATION BOX PARTNERs8 on Claymore Serviced Residences SingaporeAlexandra Health Pte Ltd (Khoo Teck Puat

Hospital)Bengawan Solo Pte LtdBest Denki (S) Pte LtdChangi General HospitalConcorde Hotel SingaporeDorsett SingaporeEng Soon Auto Pte LtdFu Lu Shou Si Mian Fo Pte LtdGrand Mercure Roxy Singapore Hillgrove Secondary SchoolHomeTeamNSHotel MiramarHousing & Development BoardIbis Singapore Novena HotelIbis Singapore on Bencoolen HotelInland Revenue Authority of Singapore Jayleen 1918 HotelJurong Health Services (Alexandra Hospital)Lighthouse Bistro Pte LtdNational Council of Social ServiceNational Skin Centre (S) Pte LtdNovotel Singapore Clarke QuayNTUC Fairprice Co-operative LimitedPan Pacific SingaporePeninsula Excelsior Hotel SingaporePertama Merchandising Pte Ltd (Harvey

Norman)POSBRen Ting Trading Pte LtdRiverview Hotel SingaporeRoyal Plaza on Scotts SingaporeSAFRA National Service AssociationSakae Holdings LtdScience Centre SingaporeSGS Testing & Control Services Singapore Pte

LtdSingapore Health Services (Singapore General

Hospital)Singapore Maritime Officers’ UnionSingapore Post LimitedSuki Sushi Pte LtdSwissotel Merchant Court SingaporeThe Ritz-Carlton, Millenia SingaporeVICOM LtdW Singapore

sPONsORsHIPs/sERVICEs RENDERED TO COMMUNITY CHEsT7 - ElevenAbbott Laboratories (Singapore) Pte. Ltd.ABR Holdings LtdAlex HwangAmoris SingersAONIA Pte LtdAudemars PiguetBelgarath Investments Group of CompaniesBestford Capital Pte LtdBlancpain (The Swatch Group S.E.A. (S) Pte LtdBoy’s BrigadeCerebos Pacific Limited - Brand’sChangi Airport GroupChong De Cultural SocietyClouet Trading Pte Ltd - Ayam Brand & Healthy

Gourmet COSMOPROF AcademyDBS Private BankDEAL.com.sgDecathlon SingaporeDiseno Advertising Pte LtdDorchester CollectionDunman High SchoolEazi Printing Pte LtdEdmund TieEnergizer HoldingsEric AngFoo Say ThyeG.H. MUMM (Pernod Ricard Singapore)Gardenia Foods (S) Pte LtdGlobal Wellness Holding Pte LtdGloria Photo StudioHeartwarmers Institute of Technical Education (Centre for

Music and the Arts)Jaeger-LeCoultre South East AsiaKoufu Pte Ltd Larry Ang Li An Foodstuff Pte LtdLion Corporation (S) Pte LtdMarina Bay SandsMcDonald’s SingaporeMervyn GohMinistry of Social and Family DevelopmentMyMart.sgNanyang Junior CollegeNational Heritage BoardNational Parks BoardNational University of SingaporeNgai Heng Pte LtdNoel HawkesNTUC Fairprice Co-operative LimitedOde To Art Pte LtdOng Kim SengONI GLOBAL PTE. LTD Orchard Road Business AssociationPatrick Garcia FiatPerennial Real Estate Holdings Pte. Ltd.


Ang Mo Kio Family Service CentreAWWA Senior Community Home Bright Hill Evergreen HomeCare Community Services SocietyChong Ooi Daniel YamFrasers Centrepoint MallsHandicaps Welfare AssociationHeartwarmersIsaac Liang Iman Nur KhaliesahITE College EastJoi Chua

Kevin LeeLand Transport AuthorityLions Befrienders Service Association

(Singapore) Marina Bay SandsMaybank Singapore Ministry of Social and Family Development Ministry of Transport and its statutory boardsNatalie SimNTUC FairPrice Rainbow Centre Margaret Drive SchoolRashimah Binte MohameedResorts World at Sentosa Pte. Ltd.

SG EnableSingapore Airlines Limited Singapore Power Limited Singapore Press Holdings Limited SingtelSPDStarHub LtdStudents Care Service TANGSSingapore Pools (Private) Limited TOUCH Community ServicesUnited Overseas Bank Limited

AcknowledgementOur 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.

Phillip TanPlusOne Asia Pte LtdPocketDeals Pte LtdPu Ti Lian ShePUB, Singapore’s National Water AgencyQoo10 Singapore (Giosis Pte. Ltd.)Resorts World at Sentosa Pte. Ltd.Royal Plaza on ScottsScott TanSG Gives, by NVPCSheng SiongShowbox Group Pte LtdSingapore Airlines LimitedSingapore American School Singapore Management UniversitySingapore Pools (Private) LimitedSingapore Red CrossSingapore Tourism BoardSt Joseph InstitutionSterling Trends and Concepts Pte Ltd Sunlove Abode for Intellectually-Infirmed LtdSunshine BakeriesSuntory Beverage & Food Singapore Pte Ltd

- Ribena

Super Group Ltd Susan NgTan Soo NanTanjong Katong BandTaobao China Holding LimitedTay Choon Meng AgencyThe Entertainer Pte LtdThe New Age ParentsThe Singapore Scout AssociationTP Dental Surgeons Pte LtdTreetops Executive ResidencesUnifood International (S) Pte LtdWellnessXpertYahoo! Asia Pacific Pte LtdYHS (Singapore) Pte LtdZenaco CO2 (S) Pte LtdZenith from LVMH Watch & Jewellery

NCss DINNER & DANCE sPONsORs Air Sino-Euro Associates (ASA) Travel Pte LtdAlbert LimAlex Lee

Amara SingaporeAnita FamChan Chia LinChern Siang JyeCold Storage Singapore Pte LtdElid Technology International Pte LtdFurama RiverFront SingaporeGoodwood Park Hotel SingaporeGrand Hyatt SingaporeHsieh Fu HuaJardine Cycle & CarriageLee ChengMandarin Orchard SingaporeOrchard Hotel SingaporePARKROYAL Hotels & ResortsPhillip TanResorts World at Sentosa Pte. Ltd.Royal Plaza on ScottsSingapore Press Holdings LtdSwissôtel Merchant Court Singapore

126 STRONGER TOGETHER

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NATIONAL COUNCIL OF sOCIAL sERVICE170 Ghim Moh Road

#01-02 Singapore 279621Tel: 6210 2500 Fax: 6468 1012

www.ncss.org.sg

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stronger - national council of social service

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