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NATIONAL COUNCIL OF SOCIAL SERVICE ANNUAL REPORT FY2013 PURPOSE MISSION To ensure that every person has To provide leadership and direction the opportunity to live a life in social services, enhance the capabilities of dignity to his or her fullest of social service organisations, and promote potential within society. strategic partnerships for social services. We stay true to our mission by realigning our wide-ranging roles with five new strategic thrusts to better meet tomorrow’s social needs. Expanding on our responsibilities as a membership body, we strive to be the voice of the sector and an advocate for underserved needs. We enhance social services, pioneer innovative programmes, improve service delivery and efficacy, and increase corporate and community engagement to match capabilities and needs. Our multidirectional efforts to raise capabilities, mobilise resources and provide funding to scale up the sector’s competencies have a key goal in mind – assisting our members to create lasting positive impact.

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Cno te ts

02 Messages from the 10 W e Engage Corporate, 58 Code of Governance President and Chief Community and People 62 Management Data and Executive Officer 20 S ocial Service Training Analysis 04 A Look Back at Financial Institute's 10th Anniversary 66 Financial Statements Year (FY) 2013 22 We Build Capabilities 108 NCSS Board of Council, 06 Key Events 32 We Enhance Social Management, Committees 08 Community Chest's Services and Listings th Anniversary 30 44 We Advocate PRESIDENT’s message

Mr Hsieh Fu Hua and Mr Sim Gim Guan hosted a visit to the Social Service Institute by Mr JY Pillay, Chairman, Council of Presidential Advisers, and Mr Moses Lee, Chairman, Tote Board, on 18 February 2014. NCSS's refreshed roles and the sector's developments were shared during the visit.

was a year of leadership and Managing Director of broaden opportunities to enhance the 2013 change for the National Community Chest social service sector. Council of Social Service (NCSS). Ms • M r Phua Hooi Boon, Group Director Ang Bee Lian, who led NCSS for the for Advocacy and Membership NCSS is also expanding its role in past six years, handed over the reins aggregating views from the sector. of leadership to Mr Sim Gim Guan. Community Chest also saw a We will do more research, convene Ms Ang led NCSS in fostering closer leadership renewal with the handing discussions with our member VWOs relationships with the sector and she over of chairmanship by Ms Jennie and influence the government on the was instrumental in the strategic review Chua to Mr Phillip Tan. Ms Chua has planning and implementation of social that laid the groundwork for NCSS’s raised the level of social consciousness service programmes. current thrusts. in Singapore. Mr Tan has been closely involved with Community Chest for the As Singapore approaches its 50th year PASSING THE BATON past 20 years and I am confident that of independence, Community Chest is Mr Sim succeeded as the new he will be able to build upon the spirit leading the Care & Share Movement, a Chief Executive Officer (CEO) on of giving that Ms Chua promoted so national fund-raising and volunteerism 1 November. Having been Deputy ardently during her time. effort to rally all Singaporeans. Secretary in the government, Mr Sim Community Chest, together with its brings with him the experience and MOVING AHEAD member VWOs, will tap on the leadership skills to steer NCSS in its The emphasis in the coming years will $250 million government matching refreshed roles. To support him, be in a few key areas. One of them is grant to build the capabilities and Mr Sim has formed the management talent and leadership development. capacities of the sector. team comprising: NCSS will start a new scheme for the • Ms Tina Hung, Deputy CEO and sector to groom leaders with breadth There is much on our plate as we Group Director for Service Planning of knowledge and depth of experience. address these new areas. I look and Development forward to drawing on the support of • Mr Fermin Diez, Deputy CEO and Another key area is enhancing our member VWOs, the government Group Director for Human Capital cooperation between our member and other stakeholders to build a and Organisational Development voluntary welfare organisations stronger social service sector. • Ms Ng Ling Ling, Group Director (VWOs) and corporations. This will for Fund-Raising and Engagement

02 anticipate evolve impact CEO’s message

has shifted into We received positive feedback for an funding approaches, and raise the NCSS higher gear in easy-to-read guidebook we created on productivity and organisational building competency, capability and the 50 articles of the United Nations capability of member VWOs. NCSS capacity to better meet the sector’s Convention on the Rights of Persons also started Heartgifts, a social needs. I am privileged to join NCSS with Disabilities (UNCRPD). We ended enterprise effort which provides during these exciting times, building the campaign on a high note with a marketing solutions to member upon the strong foundation that conference in January 2014 attended VWOs and widens distribution Bee Lian laid. by 370 professionals, persons with channels for the craft items created special needs and caregivers. by their clients. More than 3,000 OUR ACHIEVEMENTS IN FY2013 items have been sold thus far. NCSS achieved several milestones Community Chest celebrated 30 Corporate engagement efforts are last year. During the 10th Anniversary years of fund-raising and caring for also being stepped up to develop celebrations of the Social Service the disadvantaged with Orange Day new partnerships and promote more Training Institute (SSTI) in June, in July 2013. This flag day raised more community involvement in terms of Deputy Prime Minister (DPM) and than $250,000 with the help of over monetary donations and gifts of time Minister for Finance, Mr Tharman 1,000 volunteers, including VWOs and expertise. Shanmugaratnam, officially launched and beneficiaries supported by the renamed Social Service Institute Community Chest. More innovative Strengthening our role as a bridge and (SSI). SSI was appointed the platforms, online collaborations and advocate for member VWOs, NCSS Continuing Education and Training new partnerships raised awareness will develop evidence-based surveys of (CET) centre for community and of social service causes, enabling social issues and sector needs. These social services, augmenting its Community Chest to reach new will be presented to the government position as the focal point for the donors and mobilise community for planning and budgeting, and for sector’s training and manpower funding to support more than pioneering services to test novel development. SSI will progressively 300,000 beneficiaries. approaches aimed at rolling out more adopt the Singapore Workforce Skills effective and efficient services. Qualifications (WSQ) framework for LOOKING AHEAD its programmes. Fu Hua has mentioned NCSS’s areas A STRONGER SOCIAL of focus for the coming years. New SERVICE SECTOR Also in June 2013, a year-long teams such as Funding Policy, New With the energy and passion in the campaign, ‘We Are Able!’, was and Emerging Initiatives and VWO sector, a vibrant ecosystem of strong launched to promote the vision of an Development will look into expanding VWOs and a committed volunteering inclusive society that is sensitised to the sector’s financing capabilities community, we will be able to build a the needs of persons with disabilities. through innovative and sustainable stronger social service sector.

OUR APPRECIATION We would like to express our deep gratitude to Ms Jennie Chua for her invaluable leadership of Community Chest over the past 14 years and her continuing role as the Adviser of Community Chest. We would also like to thank Ms Ang Bee Lian for her many contributions to NCSS. We very much look forward to working closely with her in her new capacity as Director of Social Welfare at the Ministry of Social and Family Development (MSF).

We are grateful to the Vice Presidents of the NCSS Board, Mr Phillip Tan and Mr Cyril Chua, Board and Committee members for their counsel. Our appreciation goes to our member VWOs, professionals, volunteers and donors in the sector for their passion and support, and to our staff for their commitment and their hard work. Finally, a big thank you to the many supporters who have helped our beneficiaries and us.

Hiehs Fu Hua Smi Gim Guan President Chief Executive Officer

NCSS ANNUAL REPORT FY2013 03 Aoa lo k b ck at fy2013

STRENGTHENING NCSS’S POSITION AS THE RESOURCE MOBILISER AND CAPABILITY BUILDER OF THE SOCIAL SERVICE SECTOR

NCSS Full Associate Membership: 425 VWOs 307 Members 118 Members

Strategically Allocated Funds and Sustainable Funding Sources to Meet Current and Emerging Needs

Tote Board Ministry of Ministry of Community Social Service Social and Family Education Special Chest Fund Development Funds Education Fund

Disbursed Enabled Supported Social Service $ 270 MILLION 147 VWOs 573 Programmes

COMMUNITY FUNDING NEEDS1

Supported Through of Community Social Service $81.5m Funding Needs 223 Programmes2

Nurturing Children Keeping Families 56% and Youth to 20% Together $ 45.3m Succeed3 $ 16.5m

Helping Persons 17% with Disabilities Dignifying the Lives 7% $ 13.8m Lead Independent of the Elderly $ 5.9m Lives

NOTES: 1 This refers to Community Chest Funding and the contribution from Tote Board Social Service Fund for flagship programmes to meet community funding needs. 2 The actual number of social service programmes with disbursed funding was lower than those with fund allocation at the beginning of FY2013 due to some programmes not running in the year. No funds were raised or disbursed to them given that no clients were served. 3 This includes early intervention for children with special needs and $28.5m for special education schools.

04 anticipate evolve impact B uilding Members’ Capabilities, Deepening Competencies and Widening Talent Pipelines

The VWOs-Charities Capability Fund supported VWOs, charities and Institutions of a Public Character (IPCs) in three areas:

$6.5m $2.8m $5.2m Built Professional Enhanced Organisational Seeded Innovation and Capabilities Excellence Powered Productivity

VWO staff were supported in VWOs, charities and IPCs VWOs were enabled to pursue skills upgrading, groomed and were supported in improving social service innovations, retained in the sector. organisational effectiveness, service quality improvements and and in obtaining organisational productivity enhancements. excellence certifications.

115 9,901 Training places filled in FY2013 in Scholarships and awards development areas such as governance, offered by NCSS management, organisation, professional skills and volunteers

Common Services and Benefit Schemes

17 services provided by 25 participating vendors and 318 (75%) member VWOs enjoyed total cost 11 schemes enabled member VWOs to operate more savings of $8.85 million - an increase of 16% efficiently and achieve significant cost savings. compared to FY2012.

Top 3 Common Services Used Top 3 Benefit Schemes Utilised by Member VWOs by Member VWOs

Insurance Services 56 SingTel Sponsorship 52 Scheme Audit Services 128 87 Fund-Raising Permit Discounted Groceries Exemptions

Admission to Wildlife 188 Reserves Singapore 87 Parks

NCSS ANNUAL REPORT FY2013 05 KEY EVENTS

15 July 2013 15 August 2013 Nwe Leadership for firsn t Joi t members conference Community Chest and annual general meeting Mr Phillip Tan, Vice President of the NCSS Board, became Mr Hsieh unveiled NCSS’s new strategic thrusts at the the new Chairman of Community Chest, succeeding NCSS Members Conference and Annual General Meeting. Ms Jennie Chua, who continues to serve as Adviser. Mr Chan Chun Sing was the Guest-of-Honour at the Mr Hsieh Fu Hua described the new Chairman as a event, that brought together over 425 representatives stalwart in engaging the community, the corporate world from member VWOs, ministries and partner and the man in the street, encouraging them to show organisations. Mr Han Fook Kwang, Managing Editor of care and concern by giving in small as well as big ways. English and Malay Newspaper Division, Singapore Press In thanking Ms Chua for her years of service, Minister Holdings Limited, was the keynote speaker at the event. for Social and Family Development, Mr Chan Chun Sing, cited her as an inspiration to others and praised her work in helping Singapore become a more caring society.

18 October 2013 1 November 2013 H onoURINg the Generosity P ASSING THE BATON of the community Mr Sim Gim Guan, former Deputy Secretary (Industry The Community Chest Awards 2013 saw 362 awards and Information) at the Ministry of Communications given to exemplary corporations, foundations, schools and Information, was appointed the new CEO of NCSS. and individuals. The Hitachi Group of Companies, Mr Sim succeeded Ms Ang Bee Lian, who returned to Baxter Healthcare SA, Changi General Hospital and the MSF as the Director of Social Welfare. Under Ms Ang’s Singapore Police Force - Traffic Police Department were leadership, NCSS made a major impact in raising the winners of the Pinnacle Award, the highest honour professionalism and standards in the social service given to donors. Community Chest also recognised sector. Ms Ang was also pivotal in setting up the Special student fund-raising efforts during the Children’s Day Needs Trust Company, Social Service Hubs and Centres Appeal and the Youth Day Appeal with awards presented of Specialisation. to six schools - Anglo-Chinese School (Junior), Nanyang Primary School, Singapore Chinese Girls’ School, Dunman High School, Hua Yi Secondary School and Nanyang Girls’ High School.

29 November 2013 m aking Dreams A reality “On behalf of NCSS’s member organisations and staff, I thank Bee The government has set aside $250 million in matching donations to the social service sector to support the Lian for her immense contribution over Care & Share Movement. The movement aims to the past six years. NCSS and the social mobilise more resources to help the disadvantaged service sector at large have benefited from and promote the spirit of giving. Community Chest’s her stellar leadership. The Council looks publicity and fund-raising campaign, ‘Dreams’, launched by Mr Chan Chun Sing was the first to benefit from forward to working with Gim Guan as he the movement. For the first time, people could use leads NCSS in its refreshed role to serve their EZ-Link cards to donate and help Community our members as well as Singaporeans in Chest's beneficiaries by tapping their cards on billboard need of our support.” advertisements located at five designated SMRT train stations. Mr Hsieh Fu Hua on the leadership change

06 anticipate evolve impact NCSS STRATEGIC THRUSTS

Building a stronger NCSS

CAPABILITY CORPORATE ADVOCACY MEMBERSHIP AND CAPACITY ENGAGEMENT FUNDING for emerging and for representation and BUILDING to increase public, for current needs underserved social development of to scale up for better private and people and emerging/ service needs VWOs delivery of social partnerships and underserved areas services vibrancy in sector

NCSS will grow its NCSS aims to engage NCSS will work NCSS will expand its Funds will be advocacy efforts to member VWOs to closely with member engagement efforts to strategically be an effective represent the needs VWOs to build up develop new allocated and bridge between of the sector and to their manpower partnerships and sustainable social service and strengthen their capabilities, widen promote corporate funding and public, private and capabilities. the talent pipelines involvement beyond creative business people sectors. and grow a larger giving to include models will be pool of committed volunteering and pioneered. and skilled social other contributions, service professionals. such as skills-based expertise and employment of VWO beneficiaries.

RE-ORA G NISING NCSS TO EMBRACE NEW ROLES

Chaired by Mr Hsieh Fu Hua, the NCSS steering To prepare staff for their new roles, several change committee reviewed its roles in 2013. At the end of management initiatives were undertaken. Customised the six-month review, NCSS implemented a set of workshops on a variety of topics, including transition recommendations supported by the NCSS Board of management and the restructuring of individual job Council. These set the foundation for the Council to scopes, were conducted to help staff to better understand deliver its refreshed roles along five key thrusts unveiled their new roles and increase productivity. Staff were at the NCSS Members Conference and Annual General regularly engaged and updated via town hall meetings and Meeting 2013. informal discussions to give their feedback on and adapt gradually to the change. An intranet web page was also set In line with the key thrusts, NCSS underwent a up to apprise staff of the latest progress. restructuring to align its work with the new priorities. Teams with interrelated job functions were grouped The office layout was re-designed to foster better synergy together to facilitate communication and enhance and more effective communication between newly productivity. NCSS was reorganised into five groups: formed groups. Interrelated teams are now grouped and • Advocacy and Membership identified with one of NCSS’s three corporate colours on • Human Capital and Organisation Development their new name cards for a stronger identity. Braille was • Service Planning and Development also added to reflect NCSS’s forward stance for a more • Fund-Raising and Engagement inclusive society. • Funding and Corporate Functions

NCSS ANNUAL REPORT FY2013 07 08 anticipate evolve impact Nurturing A Heart for Giving

In 2013, Community Chest celebrated 30 years of longstanding commitment to helping people in need and renewing hopes.

Community Chest saw a leadership renewal with the handing over of chairmanship by Ms Jennie Chua to Mr Phillip Tan. Ms Chua has generously extended her wide networks to garner support for many Community Chest fund-raising projects. She was instrumental in spearheading major fund-raising efforts such as The Straits Times Duck Race, World Gourmet Summit, The Power of Love Charity Gala and Ministers’ Calligraphy for Charity. In 2008, she spearheaded a collaboration between Community Chest and National Parks Board, which led to the launch of ComChest Green in the Labrador Nature Reserve to commemorate Community Chest’s 25th Anniversary.

NCSS ANNUAL REPORT FY2013 09 Community Chest kick-started its 30th Anniversary celebrations with an annual fund-raising launch.

Minister for Social and Family Development, Mr Chan Chun Sing, cheering on the beneficiaries before the ComChest Heartstrings Walk @ Marina Bay. ComChest Care provided timely aid to people in need by Lunar New Year connecting them to Festive Care and community needs. Fund-Raising Share (Fu Dai) Launch

ComChest Sharity Elephant, the mascot of Community Care Chest, visited children New and youth in schools to encourage them to support Initiatives Marina Bay and Orchard Road lighted Community Chest’s causes. Community Chest went back to basics by selling flags on up during the year end festive period

Orange Day to raise greater public awareness of its causes. ‘Dreams’ Publicity brought cheer to the needy.

Campaign

Day May 2013 JULY 2013 AUGUST 2013 Orange OCTOBER 2013 NOVEMBER 2013 DECEMBER 2013

Ambassadors Appreciation SHARE May 2013 – January 2014 AUGUST 2013 OCTOBER 2013 Lunch OCTOBER 2013 NOVEMBER 2013 JANUARY 2014

Christmas ChariTrees

@ Marina Bay/Orchard Road Staff volunteers of corporate partners, like Christmas Light-up Keppel Group, Maybank ComChest Heartstrings Singapore and Singapore Power Limited, packed @ Marina Bay Walk and delivered festive Evening of Creative fund-raising initiatives The Super Trouper ‘Dreams’ packs to 1,000 elderly Evergreens – were carried out to encourage Choir from MINDS Lee was the first beneficiaries. active participation from the Kong Chian Gardens CommunityCharity Chest Gala initiative to be community and online donors. ComChest School put up a heart- launched under Awards Schools warming performance the national Appeal at the gala dinner. Care & Share Movement.

SHARE Ambassadors Appreciation Lunch celebrated The Pinnacle Award winners - Singapore Police Force - Traffic Police and recognised Department, Baxter Healthcare SA, Changi General Hospital and the Hitachi Group of Companies. 30 years of strong Students from Singapore Chinese Girls’ School, support from a Special Events Award recipient, performed at SHARE donors. the ceremony. Community Chest kick-started its 30th Anniversary celebrations with an annual fund-raising launch.

Orange Day to raise greater public awareness of its causes. ‘Dreams’ Publicity brought cheer to the needy.

Campaign

Day May 2013 JULY 2013 AUGUST 2013 Orange OCTOBER 2013 NOVEMBER 2013 DECEMBER 2013

Ambassadors Appreciation SHARE May 2013 – January 2014 AUGUST 2013 OCTOBER 2013 Lunch OCTOBER 2013 NOVEMBER 2013 JANUARY 2014

Christmas ChariTrees

SHARE Ambassadors Appreciation Lunch celebrated The Pinnacle Award winners - Singapore Police Force - Traffic Police and recognised Department, Baxter Healthcare SA, Changi General Hospital and the Hitachi Group of Companies. 30 years of strong Students from Singapore Chinese Girls’ School, support from a Special Events Award recipient, performed at SHARE donors. the ceremony. WE ENGAGE CORPORATE, COMMUNITY AND PEOPLE Community Chest raises funds for over 80 VWOs and extends volunteering opportunities to partners from the private, public and people sectors. By coming together as one community that cares, we can bring hope to those in need.

To Increase Partnerships and Raise Funds for the Sector WE ENGagE CORPORATE, COMMUNITY AND PEOPLE

For over three decades, Ex panDINg Outreach Community Chest has nurtured generous giving within the community, bridged greater access to aid and connected volunteers to various disadvantaged groups. 2013 saw Reaching further and wider to Community Chest expanding its corporate and community partners, fund-raising avenues to extend its reach, deepening community foundations and individual donors to involvement and stepping up its fund-raising efforts. improve the lives of beneficiaries

It has kept its fund-raising costs to 16% of the total funds raised* - significantly lower Community Chest achieved new August 2013 also saw an increase in than the guideline of 30% set milestones in its 30th year in FY2013: the number of participants to 7,200, by the Charities Unit. These the largest to date in the event’s fund-raising and other operating • A wider donor base was reached three-year history. costs were primarily covered through innovative initiatives, by Tote Board and Singapore beginning with around 1,000 • With community funding needs Pools, ensuring that every dollar volunteers helping to raise of 228 programmes crossing the raised by Community Chest funds with representatives and $80 million mark, a new stream went towards the social service beneficiaries from Community of generous donations from Tote programmes under its care. Chest-supported VWOs during flag Board helped to meet a significant day on Community Chest Orange portion of the needs in flagship As Community Chest celebrates Day in July 2013. This kick-started a programmes serving several 30 years of longstanding year-long celebration of Community vulnerable groups. These included support from its partners, it Chest's joint efforts with a broad counselling services at family takes on a new leadership role range of donors, whose support of service centres, early intervention of mobilising Singaporeans Community Chest over the decades programmes for infants and through fund-raising and has enabled its growth in raising children, special education, volunteering efforts to show more funds each year. Other mass and training and employment care and concern for the needy events such as the ComChest programmes for people with through the nationwide Care & Heartstrings Walk @ Marina Bay in disabilities. Share Movement.

* This percentage was computed based on costs over total funds raised, excluding Tote Board’s donation to Community Chest from FY2013. This was due to a change in the basis of Tote Board’s donation to programmes supported by Community Chest. Tote Board required this basis of cost-efficiency percentage reporting for their support of operating costs of Community Chest. If Tote Board’s donation was included like previous years, Community Chest’s fund-raising costs would have been within 9% to 12% of the total funds raised.

Photo overleaf:

Hwo Do (S tANDING) (S itTING) They Help Ms Aileen Tan, Group Director, Human Resources, MAJ Hoirul Hafiidz Maksom, Staff Officer, Performance and Community SingTel Group, spearheads corporate social Engagement Branch (Army), makes monthly donations through the Chest? responsibility through the SingTel Touching Lives SHARE programme and participates in the Army Charity Drive to Fund and staff-volunteer activities for Community benefit Community Chest-funded VWO programmes. Chest beneficiaries. Ms P. Umadevi, Assistant Manager, HSBC Technology and Services, Mr Terry Tan, Director, Bestford Capital Pte Ltd, Quality, and HSBC staff volunteer leader, gives her time, energy and supported the Evening of Evergreens - Community talent to help beneficiaries by playing an active role in various HSBC Chest Charity Gala dinner and auction to help corporate social responsibility efforts. raise much needed funds to help the beneficiaries of Community Chest. Ms Chrystal Cheng, a final year student at the National University of Singapore (NUS) School of Design and Environment and Project Director, NUSSU Flag Day, organised the islandwide event for students to raise funds for Community Chest.

12 anticipate evolve impact Corporate donors, beneficiaries, representatives from member VWOs and Community Chest joined Ms Jennie Chua, former Chairman and current Adviser of Community Chest (fifth from left), • Community Chest's commitment at Community Chest Fund-Raising Launch FY2013. to care for the less fortunate was renewed with the launch of ComChest Care under new Community Chest Chairman, Mr Phillip Tan. This built on the strong foundation set by former Chairman, Ms Jennie Chua, who continues to support Community Chest's cause as its Adviser. Recognising that not everyone might be familiar with the social services available, ComChest Care was launched to connect individuals and families in need directly to community resources through Community Chest-supported VWOs. Through the extensive network of public and private organisations, VWOs and the media, ComChest Care provided Over 1,000 volunteers, staff and beneficiaries from 14 member VWOs joined Community Chest's staff to fan timely assistance to those urgently out across the island in July 2013 to sell flags and participate in a celebration of Community Chest's 30 years in need of help. of caring for the community at Wisma Atria. The event raised more than $250,000.

NCSS ANNUAL REPORT FY2013 13 WE ENGagE CORPORATE, COMMUNITY AND PEOPLE

Mr Phillip Tan took on the chairman role of Community Chest in August 2013. Source: The Straits Times © Singapore Press Holdings Limited. Reproduced with permission.

A jubilant and excited crowd gathered at the starting point of ComChest Heartstrings Walk @ Marina Bay in August 2013, ready to walk the extra mile for charity.

14 anticipate evolve impact “FairPrice Foundation is proud to launch the ‘FairPrice Foundation - ComChest Enriching Lives Fund’, which provides special training assistance to empower people from low income families and those with special needs in acquiring a skill. Our commitment of $2.4 million over three years will go towards funding various meaningful programmes designed to equip the less fortunate with the necessary skills to become successful citizens in society.” Mr Eric Ang (second from right), Vice Chairman of Community Chest, received a cheque of $2.4 million Mr Tan Kian Chew, from Mr Tan Kian Chew (second from left), Group CEO of FairPrice and a member of the Board of Group CEO of FairPrice and a member Directors for FairPrice Foundation, at Community Chest Orange Day 2013. of the Board of Directors for FairPrice Foundation

“Marina Bay Sands is committed to giving back to Singapore in substantial and creative ways, and we are proud to co-organise the Heartstrings Walk 2013 @ Marina Bay with Community Chest for the third consecutive year. We successfully raised a record sum of $1.35 million and these funds will go a long way in helping needy families, frail and vulnerable elderly, children with special needs, youth-at-risk, and persons with

disabilities. We look forward Mr Chan Chun Sing, Minister for Social and Family Development (centre), presented a token of to continued partnership with appreciation to Mr George Tanasijevich, President and CEO of Marina Bay Sands (right), witnessed by Mr Phillip Tan, Chairman of Community Chest. Community Chest.” Mr George Tanasijevich, President and CEO of Marina Bay Sands

NCSS ANNUAL REPORT FY2013 15 WE ENGAGE CORPORATE, COMMUNITY AND PEOPLE

D eEPENINg Community Involvement

Encouraging Singaporeans to contribute time, money and expertise to worthwhile causes

In the belief that caring and donor organisations better insights management and staff packing involvement go hand in hand, into beneficiaries’ needs and and delivering Lunar New Year Community Chest facilitated over 160 brought their staff together to give of festive packs to 1,000 frail and volunteerism engagement activities their time, effort and resources. lonely elderly. in FY2013: • L ongstanding donors strengthened • SHARE, Community Chest’s • New donors like Harley-Davidson, their corporate social responsibility signature workplace-giving E. Excel and PropNex Realty engagement through broader programme, saw a 7% increase were able to empathise with the initiatives supported by Community in donations in FY2013. Over 100 challenges faced by beneficiaries Chest to bring joy to the SHARE ambassadors also gathered through meaningful engagement, beneficiaries. Examples included for an appreciation lunch organised such as baking cupcakes with Eden SingTel staff organising a fun-filled by Community Chest in August School students, visiting the elderly children carnival at Marina Barrage 2013 to thank them for their efforts at Bright Hill Evergreen Home and for 450 special needs students as and support. home visits to low income families. well as Singapore Power Limited's These volunteering interactions gave and Keppel Care Foundation's

Harley-Davidson’s visit to Eden School and active interaction with its students was a good example of Community Chest’s efforts to deepen corporate partners’ understanding of social service needs and involvement with the beneficiaries.

16 anticipate evolve impact (From left) Ms Aileen Tan, SingTel Touching Lives Fund (STLF) Deputy Chairman and SingTel Group Director, Human Resources; Ms Jeann Low, STLF Chairman and SingTel Group Chief Financial Officer; and Ms Chua Sock Koong, SingTel Group CEO, spent time with STLF beneficiaries.

Management and staff of Singapore Power Limited packed and delivered festive packs to elderly beneficiaries during Community Chest's Lunar New Year Festive Care and Share initiative.

“Singapore Power strives to supply power with world class reliability, supporting our economy and quality of life. Through the Singapore Power Heartware Fund, we ensure the needy elderly have access to meals, medical care and other essential services. Together with Community Chest and our staff volunteers, we look forward to more meaningful engagements to Members of UOB senior management team led bank employees and their families at the enable and empower lives.” annual UOB Heartbeat Run/Walk 2013 to raise funds for charity. Mr Wong Kim Yin, Group CEO, Singapore Power Limited (left in picture above) “UOB has been partnering with Community Chest for more than a decade to help disadvantaged children develop their potential through art education and early skills intervention. In 2013, together with our employees and customers, we raised more than $500,000 to support art programmes for our beneficiaries under Community Chest.” Mr Wee Ee Cheong, Deputy Chairman and CEO of UOB Group (in picture above, front row, fourth from right without number bib)

NCSS ANNUAL REPORT FY2013 17 WE ENGagE CORPORATE, COMMUNITY AND PEOPLE

s tePPINg up fund-raising efforts

Forging new partnerships with the online community and encouraging donations through creative initiatives

To encourage giving, Community on billboards to donate to worthy involvement and fund-raising Chest stepped up its efforts to open causes. This campaign was also the activities for the less fortunate as a more channels and increase the first to be launched under the Care lead up to Singapore's celebration of innovative ways in which people could & Share Movement, a national fund- 50th year of independence in 2015. donate in FY2013: raising and volunteerism initiative. For eligible donations made under With more than 200 VWOs the movement until the end of 2014, • Piloted collaborations with partners working with Community Chest, the government pledged dollar-for- like Deal.com.sg, Qoo10.sg, the movement aims to engage dollar support up to a total sum of Showbox.com.sg, Clozette.co, the nation through community $250 million. Giift.com and Yahoo! Singapore to encourage internet users to donate to social causes online. These innovative fund-raising approaches were co- created with Community Chest's new partners, which saw positive responses from the public.

• With a strong belief that the spirit of giving should be nurtured from young, Community Chest mascot, Sharity Elephant, visited more primary schools during the Children’s Day Appeal to spread the values of caring for and sharing with the disadvantaged from a young age. Six schools’ efforts in nurturing a giving spirit and fund-raising for social services were recognised at the Community Chest Awards Mr Richin Desai, Vice President of Marketing, Dealguru Holdings Pte Ltd, handing the donations Ceremony 2013. collected from the campaign to Ms Mae Kng, Associate Director of Community Chest (centre).

• ‘Dreams’, an interactive public education and fund-raising “Social responsibility is etched deeply in our company DNA. However, campaign sponsored by SMRT, we are an e-commerce company with little knowledge of or expertise created by Tribal Worldwide in managing complex social programmes. With Community Chest, we Singapore on a pro-bono basis and know we are working with a responsible, accountable and reputable supported by EZ-Link, was launched in November 2013 by Community organisation committed to making a difference.” Chest. It enabled the public, for the Mr Richin Desai, first time, to tap their EZ-Link cards Vice President of Marketing, Dealguru Holdings Pte Ltd

18 anticipate evolve impact Coming Up

Community Chest continues to mobilise and engage society to do good by initiating and leading the Care & Share Movement. It will focus on the following areas in FY2014 to encourage sharing through donations and caring through volunteerism:

• Intensifying its efforts to reach out to the public and private sectors to shape the giving habits of employees through SHARE, its workplace Minister for Social and Family Development, Mr Chan Chun Sing (third from the right), with representatives of schools acknowledged for their efforts at the Community Chest Awards Ceremony 2013. giving programme. Community Chest will also leverage on business associations to influence their “When the opportunity arose network of organisations, such as to partner Community Chest the small and medium enterprises, on creating a public awareness to encourage sustainable giving for lasting impact. campaign, we entered into it naturally. Our teams of creatives • Encouraging corporate partners and technologists drew on their to deepen their involvement in insights and skills, and applied volunteerism to show their care for the less fortunate. Community them to a new format of fund- Chest is looking to create more raising - the first RFID-enabled opportunities for meaningful donation billboard - providing engagement of these partners' staff commuters easy access to 'tap through increasing their interaction with beneficiaries from charities to donate'. As a young company, supported by Community Chest. our people are always encouraged Mr Jeff Cheong, Vice President of Tribal to actively give back to society • Continuing to explore creative Worldwide Asia, tapping his EZ-Link card to in their own capacities, and this collaborations with online partners donate to Community Chest at the launch of the and other social media and 'Dreams' campaign. He also shared about Tribal's campaign served as a perfect collaboration with Community Chest on the mobile platforms. campaign. See quote on right. platform for us.”

NCSS ANNUAL REPORT FY2013 19 “Since it was established 10 years ago, SSI has made quality and progressive training its hallmark. I am heartened that the Institute will expand its role to foster an active learning culture and be a focal point for training, practice, resource and career services.”

Mr Hsieh Fu Hua President National Council of Social Service 2013 T he SSTI was rebranded as the SSI on its 10th Anniversary.

SSI has added Trainingcareer servicesPractice to itsHubs range for of offeringsNew premises and made the shiftHub to newHub and accessibleTraining, premises.at TripleOne All these changes reflect the PracticeInstitute's and growingSomerset made SSI accessible DPM and Ministerimportance for in the sector and layResources a strong foundation Finance, Mr Tharman create a learning Shanmugaratnam, for greater efforts to ecosystemcome. for the social officially opened SSI Career Resource Centre Hub service sector on 28 June 2013

SSI was appointed the CET Centre for the social service sector by the Singapore Workforce Development Agency (WDA) from 1 October 2013

9,901 training The Career Centre received places filled in FY2013 9 Communities of close to 1,300 walk-in, phone to upgrade the skills of Practice in areas such and email enquiries in total social service manpower as eldercare, children, youth and family, governance and cross SSI’s existing programmes will progressively sector issues adopt the WSQ framework and can qualify for up to 90% of WDA’s prevailing funding rate 2013

Training Practice Hubs for New premises Hub Hub Training, at TripleOne Practice and Somerset made DPM and Minister for Resources SSI accessible Finance, Mr Tharman create a learning Shanmugaratnam, ecosystem for the social officially opened SSI Career Resource Centre Hub service sector on 28 June 2013

SSI was appointed the CET Centre for the social service sector by the Singapore Workforce Development Agency (WDA) from 1 October 2013

Established School of Non-Profits 2004 Signed Memorandum of Understanding (MOU) with Nanyang Polytechnic to Launched Bachelor collaborate on the development of

of Social Work with manpower in the counselling sector 2005 Monash University Developed the first social Achieved dual accreditation of the Bachelor of worker training roadmap Social Work programme by both the Australia Association of Social Workers and the Singapore Association of Social Workers (SASW) Organised the conference on the Rehabilitation of Youth Offenders with the SASW and the 2006 former Ministry of Community Development,

2007 Youth and Sports Accredited as an Approved Training Organisation by WDA Launched the Designated as an Approved E-Learning Board Training Centre by the Institute 2008 Governance of Technical Education (ITE) to programmes conduct the NITEC in Social Launched SSTI Diploma in Services course Social Service Launched the Senior Management Programme Launched Bachelor Signed MOU with the National University of for Non-Profits (Core and of Education Advanced) (Special Education) Singapore (NUS)'s Lee Kuan with Flinders Yew School of Public Policy to Organised inaugural University develop the Executive Dr Robert C.K. Loh-SSTI Leadership programme Eldercare Seminar Admitted first intake of the Bachelor of Social Work Received $100,000 from (Honours) programme with Dr Robert C.K. Loh to build Monash University up the eldercare sector 2009 Admitted first intake of the Specialist Diploma in Launched SSTI Higher Diploma in Counselling programme with Social Service Nanyang Polytechnic 2010 Launched SSTI Learning Festival

Invested $300,000 in the SSTI Launched the SSI Alumni Capability Building Fund to boost Chapter capability building in the sector Co-organised the 3rd regional Organised inaugural Family Service symposium with the Consortium of Centre Seminar Institutes on Family in the Asian Region Successful articulation of SSTI Higher Diploma in Social Service to Bachelor of 2011 Social Work with SIM University (UniSIM) 2012 WE BUILD CAPABILITIES We deepen competencies by bringing experts together to negotiate more complex challenges and environments, and by broadening talent pipelines to attract more people to the social service profession. We adopt a national training framework for the sector and offer scholarships, incentive schemes and learning opportunities to retain talent and expertise.

For Operating in a Changing Social Landscape WEI BU LD CAPABILITIES

ENH ANCING THE As the key builder of the sector’s capabilities, NCSS ATTRACTIVENESS OF meets the sector’s manpower demands for skilled SOCIAL SERVICE CAREERS professionals through: • Enhancing the attractiveness of social service careers • Improving service delivery Enhancing the SSI as the focal point through specialisation and enhancing competencies of for quality social service learning and sector professionals • Nurturing and developing career opportunities trained professionals and future leaders

With training, practice, resource C eLEBRATING a Decade, “The SSI DSS is an excellent and career services all housed Beginning a New Era learning platform and a career under SSI, we are now better The SSTI celebrated its 10th Anniversary poised to strengthen VWO with a new name to go with its springboard to our sector. It development and capability to enhanced role. On 28 June 2013, DPM provides sufficient exposure to optimise manpower. and Minister for Finance, Mr Tharman social services as well as aligns Shanmugaratnam, officially launched students’ expectations with the SSI at TripleOne Somerset. ground realities. Interaction SSI will go beyond training to build with the practitioners will also capabilities in the sector, stimulating provide new entrants with the learning and inspiring new ideas confidence and assurance to as well as stronger partnerships. Its larger premises will house more take up a career in the sector.” facilities and its centralised location Ms Ang Bee Lian, will offer accessibility to working former CEO of NCSS professionals. This will provide a

Photo overleaf: (From left) Ms Carol H. Fusek, Ms Lim Hwee Er, Mr Keith Lee, Ms Lee Mei Ping and Ms Amurutham Thukaram are members of the Person-Centred Approach (PCA) Community of Practice (CoP), which meets regularly to brainstorm ideas and discuss possible solutions to the challenges faced by the eldercare sector. The group launched a PCA toolkit that will serve as a handy guide to sector professionals seeking to incorporate PCA into their practices. SSI introduced the CoP model to the sector in 2012 to provide sector professionals with a platform to share, discuss, and co-create practical solutions. The SSI facilitates and ensures its sustainability by providing logistic The Social Service Institute's milestone development was commemorated at the 10th Anniversary support and coaching. celebrations.

24 anticipate evolve impact secure infrastructure for a learning ecosystem and an integrated social service hub for training, practice, resources, development and career services.

The Diploma in Social Service (DSS), SSI’s flagship programme, aims to attract more entrants to the sector through its acceptance of participants who are not from the social service sector. Nearly 25% of the 55 students in the programme's intake in April 2014 had no prior working experience in the sector.

An appointed centre for quality structured learning The new career centre at SSI provides career counselling, knowledge sharing and networking SSI is committed to the continual opportunities for sector professionals and those interested in joining the social service sector. growth of dedicated, qualified and skilled professionals to better serve the community and the sector. In ensure that students’ knowledge acknowledgement of this goal and and skills remain relevant in real-life Number of Enquiries SSI’s position as the focal point for settings. Received by Career Centre the sector’s training and manpower in its First Year development, the WDA officially Beyond training, appointed SSI a CET Centre for building careers community and social services on Along with the rebranding of SSI, WK AL -INS 1 October 2013. a new career centre to strengthen SSI’s position as a one-stop hub for The WDA funding will attract employment and employability in the 327 prospective career entrants, widen social services was launched. As the talent pipelines and increase the first point of contact for job seekers sector’s capacity to meet society’s entering the social service sector, this rising needs for social services. centre will help to build capabilities, CALLS The competency-based training offer access to careers in the social and assessment offered under the service sector and support the Singapore WSQ framework will also employment needs of VWOs. 461

EMAIL ENQUIRIES “SSI has played an integral role in helping me to gain a firm footing in the social service sector. When I expressed interest in a career in this field, the career centre was quick to render assistance. They offered me 506 career advice and put me in touch with several VWOs, which led to my current employment. I now work as a Social Work Associate with SUCCESSFUL JOB Care Corner. PLACEMENTS ” (October 2013 to Mr Ian Ho, March 2014) Social Work Associate at Care Corner Family Service Centre (Toa Payoh), who held positions in corporate communications before making the switch to social services 44

NCSS ANNUAL REPORT FY2013 25 WEI BU LD CAPABILITIES

BT ET ER SERVICE DELIVERY THROUGH SPECIALISATION AND STRENGTHENING COMPETENCY

Deepening social service professionals' proficiencies and boosting service quality by facilitating active knowledge sharing

T rANSFORMING Learning into Practice Introduced in 2012, CoP connected sector professionals and reinforced the learning transfer from classroom to workplace. SSI aims to cultivate a culture of learning and sharing while actively integrating tacit knowledge into the sector and improving member VWOs’ standard operating procedures. The Practice Hub at SSI is specially dedicated for CoP sessions.

OPPORTUNITIES TO EXCHANGE BEST PRACTICES AND EXPERIENCES To encourage sharing of sector knowledge, good practices and research work, SSI organised SSI Enables in March 2014. Keynote speakers, Dr Helen Bound from the Mr Moses Lee (left), Chairman, Tote Board, and Mr Sim Gim Guan at the launch of the PCA toolkit at Institute for Adult Learning and SSI Enables. CoP is one of the many SSI initiatives sponsored by Tote Board. Dr Kerry Bissaker from Flinders University, spoke on the topics of ‘Transferring Classroom Learning into Practice’ and ‘Communities of Practice: Best Practices and Case “As fellow practitioners, we are passionate about increasing the Studies from Australia’ respectively. awareness and importance of PCA in services for our clients. We More than 240 participants benefited wanted to create a toolkit to consolidate and share our knowledge from networking opportunities among prospective job seekers, new entrants and experiences for the benefit of other practitioners in eldercare and professionals in the social service organisations, and of course, to improve the lives of our clients.” sector. SSI also launched a first-of- Ms Lim Hwee Er, its-kind in Singapore toolkit at SSI veteran social service professional and one of the leaders of the PCA CoP Enables to help sector professionals caring for seniors to adopt PCA. The toolkit offers practical guidelines and tips in areas such as staff management and work processes.

26 anticipate evolve impact Communities of Practice in FY2013

Community of Practice Sector/Domain Initiative/Progress

Person-Centred Approach Eldercare Developed a PCA toolkit

Facilitating Effective Outreach Children, Youth Sourced possible solutions from the community to Youth-At-Risk and Family on top three issues for youth outreach

Financial Governance Governance Developed a more user-friendly guide of the for Charities Conflict of Interest Policy with a Disclosure Statement

Service Excellence Cross Sector Developed an essential service excellence checklist for social service frontline personnel

Case Management Cross Sector Aims to develop a toolkit to support social workers in their practice

Mental Health Cross Sector Aims to develop the Mental Health Resource Kit for social service practitioners

Suicide Safer Singapore Cross Sector Aims to develop suitable consulting interventions to build capability of frontline officers and practitioners in public and private sectors and the community

Intergenerational Eldercare Aims to promote intergenerational approaches Approach and to work towards an inclusive society that encourages intergenerational solidarity

Impact Measurement Eldercare Aims to develop an assessment framework of outcome management for eldercare services to improve service impact for seniors

A guide and a checklist were developed by the Financial Governance for Charities and Service Excellence CoPs respectively to help VWOs to work more efficiently.

NCSS ANNUAL REPORT FY2013 27 WEI BU LD CAPABILITIES

NUR TURING LEADERSHIP, DEVELOPING TRAINED PROFESSIONALS and WIDENING THE TALENT PIPELINE

A ttracting and developing skilled professionals and growing future leaders to fill critical positions in the sector

N oURISHING the Green Shoots learned the importance of teamwork of the Social Services and forged stronger bonds through a Chosen for their leadership qualities series of activities, was launched. and passion for the social service sector, four outstanding students The Mentoring Programme was also were awarded the Singapore-Industry launched in July 2013, with 42 sector Scholarship (SgIS) by NCSS for the professionals appointed as mentors first time on 26 August 2013. They to 46 studying and newly placed were among 97 students who were scholars. The programme aimed to presented the award by Mr Heng provide young scholars with additional Swee Keat, Minister for Education. support and guidance from seasoned The scholarship aims to develop sector professionals. Through the a strong core of talent to anchor programme, scholars are continually strategic sectors in Singapore. exposed to current sector challenges NCSS collaborated with the Ministry and developments. of Education (MOE) to award the scholarship to groom young leaders Teambuilding for the NCSS scholar community for the social service sector. on 25 September 2013.

The scholarship journey with NCSS will include mentorship, regular visits and engagement with VWOs to deepen sector knowledge, and dialogues with sector leaders that will offer valuable insights. The four awardees will study psychology or accountancy at NUS, Yale-NUS College in Singapore and Nanyang Technological University (NTU).

Affirming Stronger Bonds From Within To build stronger relationships among likely future sector leaders, NCSS enhanced the Scholar Management Programme. To widen opportunities for scholars to network regularly, (From left) SgIS recipients, Ms Ng Tze Shien, Mr Daryl Tan, Ms Kelly Chow and Ms Marie Tan with annual teambuilding, where scholars (centre) Mr Heng Swee Keat, Minister for Education, at the award presentation ceremony.

28 anticipate evolve impact TOP Scholars and sector S kILLED PrOFESSIONALS Provide professionals with senior management from MSF and Boost to Sector NCSS at a talent engagement Sixty graduates from three SSI event on 12 December 2013. academic programmes – the Certification in Education Studies, the DSS and the Bachelor of Social Work – added much needed skilled LEFT SSI-Monash University graduates shared their joy talent to the sector from 12 July 2013. with Madam Halimah Yacob, The additional manpower helped fill Speaker of Parliament and up critical positions in the sector and Adviser to NCSS, at the graduation ceremony. further boosted the sector’s capability and competency.

Scholarships and Awards 21 13 10 9 13 NITEC in Community Social Service Social Work Social Work NCSS Award Care and Social Scholarship and Associate Training Training and Sponsorship Services Sponsorship Singapore-Industry Sponsorship Sponsorship recipients recipients Scholarship recipients recipients recipients 22 9 6 7 5 Professional Conversion Professional Development and Tan Chin Tuan- Temasek Cares Lien Foundation Programme for Social Management Programme* and Leadership SSI Award Study Award Scholarship Workers participants Development Programme** recipients recipients recipients recipients

* Formerly known as Professional Leadership Development Scheme ** Formerly known as Social Service Talent Development Scheme

NCSS ANNUAL REPORT FY2013 29 WEI BU LD CAPABILITIES

SENTTR G HENING VWO DEVELOPMENT and CAPABILITY TO OPTIMISE MANPOWER

Scaling up sector capabilities and the capacity to meet future needs

B oOSTING Organisational Monthly HR Clinic HR Networks, Workshops and Development with Structure Aon Hewitt also provided professional Focus Group Discussions and Support HR consultation services for VWOs Four focus group discussions with Compensation and Benefits through monthly HR clinic sessions. 40 VWOs, three HR networks and two Consultancy Services As of December 2013, 70 VWOs had workshops were organised for a deeper Following the joint collaboration with one-to-one consultation sessions on understanding of the HR challenges MSF to revise the salary for social a wide range of HR issues, such as and needs faced by NCSS's member service professionals in 2012, NCSS employee engagement, performance VWOs. Through these sessions, appointed Aon Hewitt Singapore Pte management and talent development. participants were able to leverage on Ltd to provide compensation and The HR clinic will run until March 2015. one another’s experiences, co-create benefits consultancy services for solutions and provide constructive VWOs in July 2013. The service will be feedback to further improve HR fully funded by the VCF until March management in the sector. 2015 and will assist VWOs in aligning their compensation and benefits structure with NCSS guidelines.

“The comparison between staff salary and NCSS guidelines allows us to determine if the centre is paying competitively. The increment matrix given is especially useful as it will serve as an easy tool to use for implementation during future salary increments.” Ms Adeline Chew, Executive Director, Serangoon Moral Family Service Centre

VWO representatives shared their HR experiences and provided useful feedback to improve sector practices at the workshops organised by NCSS.

30 anticipate evolve impact Coming Up

▸ National Social Work ▸ Enhanced Support for Key Social Competency Framework Service Professionals MSF, Ministry of Health (MOH) and From June 2014, professional NCSS are working closely to develop and leadership development the National Social Work Competency programmes will be extended to Framework. The framework identifies social workers, counsellors, EIPIC the required competencies at teachers, psychologists, occupational each career level and will lay the therapists, physiotherapists and foundation for job compensation, speech therapists. These professionals career development, and competency- can now apply for the following: based assessment for the social work • Leadership Development profession. It will also guide SSI in the Programme, which aims to groom development of competency-based professionals to take up top training for the sector, help social leadership and specialist positions work professionals to better chart • Professional Development and their professional growth and support Management Programme, which VWOs in providing greater clarity in aims to support professionals who career progression options. are starting to take on management roles ▸ Sector Competency Framework • Sabbatical Leave Scheme, which and Training Roadmap allows professionals to take a break, The existing Singapore WSQ recharge and engage in activities for framework for community and social professional advancement services, a structured competency framework adopted by SSI in ▸ Volunteer Resource Optimisation to partnership with WDA and MSF Address Manpower Needs to train new and existing sector The new Volunteer Resource professionals, will be enhanced in Optimisation (VRO) programme the third quarter of 2014. WDA has supports VWOs in the systematic invested up to $28 million over three engagement of volunteers to meet years, since the appointment of SSI as manpower needs and provide CET Centre for the sector in October complementary expertise to 2013, to co-fund SSI's WSQ training. professional services. With the VRO, The gamut of courses currently on NCSS aims to improve the sector’s offer at SSI and programmes such as productivity, enhance service delivery the Higher Diploma in Social Service and provide sustainable manpower will continue to be instrumental in the solutions to scale up VWOs’ training of sector professionals under capabilities and organisational this enhanced framework. development.

Source: The Straits Times © Singapore Press Holdings Limited. Reproduced with permission

NCSS ANNUAL REPORT FY2013 31 WE Enhance Social Services We identify areas of critical, emerging and underserved needs, and pioneer responsive and innovative social services for children, youth, families, seniors and persons with disabilities and mental health issues. We deepen expertise in the sector, bridge resources, co-create solutions and elevate VWOs’ standards of service delivery, empowering them to combat challenges on the ground.

To Meet Community Needs WE ENHANCE SOCIAL SERVICES

Buin ldi g An Recognising that social service issues are increasingly Inclusive Society complex and challenging, the NCSS’s Service Planning and Development Group (SPDG) reorganised into five specialised teams to focus Pioneering Innovative Initiatives to and channel more dedicated resources to enhancing social Co-create Solutions for Existing and services in Singapore: • Disability Services Emerging Needs • Children, Youth and Family Services • Eldercare Services • Mental Health Services • Standards and Impact Celebrating Abilities The Purple Parade An Inclusive Society All Year Round The Purple Parade, co-organised by In FY2013, NCSS (SPDG) took The ‘We Are Able!’ campaign received the Autism Resource Centre, Central steps to build an inclusive significant support from the public, Community Development Council, society to help children with with 8,600 pledges received in NCSS and partner VWOs, supported special needs achieve their total. The campaign was a year-long inclusion and celebrated the abilities potentials and increase support movement by NCSS that aimed of those with special needs. At the for caregivers. NCSS (SPDG) to create an inclusive society for parade, 4,500 people from the public, extended greater assistance persons with disabilities. As part of private and people sectors came to youth-at-risk and adopted a the campaign, NCSS produced an together in a show of solidarity for multidisciplinary approach to easy-read guidebook on the articles persons with disabilities. Led by Mr address the needs of seniors stated in the UNCRPD, which came Hsieh Fu Hua, the NCSS contingent and their caregivers. NCSS into effect for Singapore on 18 August joined 19 other contingents at (SPDG) will continue to work 2013. The guidebook is available on the event at Hong Lim Park on 30 closely with our member VWOs the NCSS website and the UNCRPD November 2013. The event also made to better meet community website, and 15,000 copies have been its entry into the Singapore Book of needs and improve the lives of distributed to VWOs and the public. Records for most number of pledges the disadvantaged. collected to support inclusion.

Photo overleaf:

11-year-old Rachel Chim Chu Er may have Down syndrome but A total of 186 students were enrolled in the school MINDS - Fernvale Gardens School has improved her social, in 2013. academic and motor skills tremendously. Rachel received the Good Progress Award at the MINDS Schools Annual Achievement Awards in 2012. She is but one of the children with “Raising a child is always a challenge, not to special needs who has benefited from this conducive, holistic mention a child with special needs. Rachel environment for skill and knowledge development. has progressed a lot since she started attending school. She is more vocal now and Besides academic, music, dance and physical education lessons, MINDS - Fernvale Gardens School also encourages is starting to write more. It is a joy to have a students to participate in co-curricular activities so that they daughter like her.” can learn important life skills such as communication and Madam Doris Dorothy Ng Hui Choo, Rachel’s mother teamwork, and build their self-confidence.

34 anticipate evolve impact ‘We Are Able!’ Conference The conference on 18 January 2014 rallied about 340 participants, including persons with special needs, caregivers, VWO staff, employers and policymakers, to play their part in celebrating the abilities of and enhancing possibilities for persons with special needs. At the conference, nine panel members from different segments of the community shared on the importance of partnerships between the people, private and public sectors to achieve an inclusive society. Panellists also shared their experiences and inspired persons with special needs to contribute actively to the community. Mr Hsieh Fu Hua, Mr Sim Gim Guan and Ms Tina Hung participating in The Purple Parade with the Participants also applauded NCSS NCSS contingent. for being the first in Singapore to incorporate Communication Access Realtime Translation (CART) or live During a trial of the scheme, trained captioning at a conference. The volunteers known as AA were brought use of CART allowed participants in to help facilitate communication. with hearing disabilities to fully understand and participate in Going the Extra Mile for the conference proceedings. Children with Special Needs Madam Halimah Yacob, Speaker of Helping Children with Autism Parliament and Adviser to NCSS, Go Further was the event’s Guest-of-Honour. The Temasek Cares-Integration Support Programme for Preschoolers Legal Safeguards for with Autism (TC-ISPPA) supported Persons with Disabilities preschoolers with mild Autism Appropriate Adults (AA) Scheme Spectrum Disorder (ASD) in The AA Scheme was initiated by the mainstream preschools. The Committee on Assisting Offenders programme helped children with with Mental Disabilities, chaired by ASD to attain skills and strategies the Attorney-General's Chambers. The to integrate into mainstream committee included representatives preschool centres, thereby easing from the Association of Criminal their transition and integration into Lawyers of Singapore, the Singapore mainstream primary schools. TC- The UNCRPD Guidebook produced as part of the Police Force, the Law Society of ISPPA is administered by NCSS and ‘We Are Able!’ campaign is a primer on the rights of persons with disabilities and aims to promote Singapore, MSF and NCSS. supported with a grant from Temasek the creation of an inclusive society. Cares. The Asian Women’s Welfare The scheme stemmed from Association (AWWA) and Rainbow concerns that persons with limited Centre, Singapore implemented this mental capacity suspected of two-year pilot programme in January committing an offence may admit 2014. NCSS (SPDG) will be leading to offences that they did not the process and outcome evaluation commit, or incriminate themselves study of the programme. due to their inability to effectively communicate with the Investigation Officer during police interviews.

NCSS ANNUAL REPORT FY2013 35 WE ENHANCE SOCIAL SERVICES

Temasek Cares - EIPIC Bursary Partners in Community Mental Health Insights into an Inclusive Society NCSS received feedback that families To provide more support for Over 50 caregivers, persons of children in the Early Intervention caregivers of persons with mental with mental illness and VWO Programme for Infants and Children illness, NCSS facilitated the representatives attended CAL’s (EIPIC) face a heavier financial burden setting up of a new VWO - the inaugural Caregivers Conference due to the additional support a child Caregivers Alliance Limited (CAL) on 9 November 2013. The NCSS- with special needs requires, such - in partnership with the Singapore supported conference featured a as medication and transportation. Anglican Community Services panel discussion on ‘Building an These financial challenges may cause and BinjaiTree Foundation. Inclusive Society for Persons with low income families to discontinue Mental Illness’. Representatives their child’s participation in EIPIC. A total of 138 caregivers attended from NCSS, IMH and the National the inaugural Caregiver-to-Caregiver Alliance on Mental Illness, Recognising that the early years are Education Programme piloted by CAL. America's largest mental health critical to the development of children When the 10-session programme organisation, shared their views on with special needs, NCSS created drew to a close, 88% of attendees how caregivers can contribute to the Temasek Cares - EIPIC Bursary to reported a deeper understanding the recovery of their loved ones. provide financial support to help low of mental illness and that they were income families. The programme is better equipped with problem solving Greater Collaboration administered by NCSS and supported and self-care skills. Caregivers in On Youth WITH Mental with a grant from Temasek Cares. The attendance continued to receive Health Issues two-year bursary scheme commenced support from caregiver leaders trained Held on 5 August 2013, the inaugural on 1 April 2013 and will help 315 to provide support under the warm Youth Counsellors' Conference was children and their families with their line call initiative. In the first year of an initiative by the National Mental transport costs to EIPIC Centres. funding, close to 1,200 warm line calls Health Working Group (Children were made to provide non-emergency and Youth Sub-Committee) led by Increased Support for and referral services to caregivers MOE and supported by NCSS. The Caregivers of persons with mental illness. conference, attended by over 800 Understanding the Needs professionals from schools, hospitals of Caregivers Since December 2013, NCSS has also and VWOs, encouraged more NCSS (SPDG), in collaboration with been providing funding support to collaboration between school-based NUS, conducted a needs assessment the Caregiver-to-Caregiver Support and social service professionals to through six focus group discussions Centre, a pilot outreach service step up efforts to help children and with 33 caregivers and 925 survey located at the Institute of Mental youth with mental health issues. New responses to better understand the Health (IMH). The programme tools and resources such as the ‘Reach respite needs of caregivers. Over targeted caregivers of persons with for Students’ online portal (www. the next two years, NCSS will be mental illness accompanying their reachforstudents.com) were launched implementing new initiatives based loved ones to appointments at to provide stakeholders with easily on these results, which revealed that IMH. As part of the support given, accessible mental health information caregivers with higher levels of stress volunteer caregiver leaders provided relating to children and adolescents. were more willing to use respite befriending, information and care. Factors impacting stress levels referral services while professional included the age of the child and staff offered counselling. Additional Grants for Special the severity of the child's disability. Education (SPED) Schools NCSS administered five additional special purpose “To build an inclusive society where every person is respected and grants on behalf of MOE to enhance the capability valued is not just a noble vision. It is an achievable vision. We can and capacity of the SPED achieve this through collective efforts by the public, people and schools. The grants provided private sectors, and by lending our strengths, voices and resources additional help to students to this end.” from low income families, funding for curriculum Ms Tina Hung, development and support for NCSS Deputy CEO, at the Conference on Building an Inclusive Society for Persons a new sensory school. with Mental Illness on 9 November 2013.

36 anticipate evolve impact Now 21 years of age, Paul Simon discovered that he had a mild intellectual disability when he was in primary school. Initially, he was devastated and demoralised by the news. However, his life changed when he enrolled at the Association for Persons with Special Needs (APSN).

At APSN’s Delta Senior School (DSS), Paul was inspired by his Food and Beverage vocation trainer and worked hard to achieve a Certificate in Culinary Arts awarded by the WDA. He was ecstatic to be placed as an intern at Shangri-La's Rasa Sentosa Resort & Spa under DSS’s Work Experience Programme for 18 months. It was during this internship that Paul’s father - the sole breadwinner of the family - passed away. With support from both his school and the resort, Paul stayed strong. He continued to work hard and performed well, eventually joining the Resort full-time in January 2013. In his position as a Cook II at the Resort’s Silver Shell Cafe, Paul has learned how to prepare items on the a la carte menu, the buffet line and at the live stations. Today, he continues on his journey to independence. “I was given more responsibilities and independence, like an equal member of Shangri-La’s Rasa Sentosa Resort & Spa has been a partner of the team. I am proud to be recognised for APSN DSS since 2003. The resort has offered over 40 students industrial attachments and internships. Four students also my abilities and feel empowered to take became full-time employees. on new challenges.” Paul Simon

NCSS ANNUAL REPORT FY2013 37 WE ENHANCE SOCIAL SERVICES

Erve y Child An Asset; Families As Agents of Change

Enhancing Programmes and Breaking New Ground

G rEATER Assistance for Increased Assistance for “Thank you so much for Youth-at-Risk Teen Pregnancy making the Scaffold More Financial Aid Through the NCSS (SPDG) initiated the Teenage Programme a reality. It's a School Pocket Money Fund Pregnancy Workgroup, which NCSS and the School Pocket Money comprised representatives from the huge sense of relief that this Fund (SPMF) have increased the people, private, and public sectors. work is getting the funding monthly assistance for students in Some of the needs identified by needed to upscale the service. primary and secondary schools to the workgroup are information and We truly appreciate NCSS's $60 and $95 respectively from education on contraception, parenting, 1 January 2014. This demonstrated socio-emotional support and medical efforts in planning the long- commitment from NCSS and SPMF care in areas like pre and post-natal term sustainability of this in helping children and youth to care as well as infant and child care. programme.” complete their education and realise These insights would be used to guide Ms Adelyn Poh, their potential. NCSS conducted service planning and development. Co-Founder and Director a profile study of SPMF recipients of Enterprise, and their families, and identified Enhancements to Current Initiatives CARE Singapore key trends, such as an increase in NCSS (SPDG) worked with partners the number of foreign spouses, to review its existing stable of social older parents and children with service programmes. One of these special needs requiring longer term programmes was Kids in Play, support. The findings were shared which supports children with one or with VWOs to develop more focused both parents who are incarcerated. services and relevant programmes As a result of the review, Kids in that address the needs of low income Play implemented more targeted and multi-stressed families. interventions, including a checklist to systematically gather caregivers’ Supporting a More Engaged feedback on a child’s pro-social Student Population behaviour and socio-emotional The Scaffold Programme, a competencies. preventive school initiative, was developed through a partnership NCSS (SPDG) also supported the between NCSS (SPDG), Students review of the Malay Youth Literary Care Service and the Children-at-Risk Association (4PM) mentoring Empowerment Association (CARE programme, FRENZ, which targeted Singapore). This pilot project is ITE students. NCSS (SPDG) designed to mitigate potential risk provided specialised assistance on factors through the provision of early the programme development and interventions to reduce the risk of outcome management to engage youths dropping out of school. students to remain in school and increase resilience.

38 anticipate evolve impact 19-year-old Nur Nadzirah Binte Mohamed Ismail’s (right) father passed away from a genetic disorder nine years ago. Overwhelmed, Nur Nadzirah was unable to focus on her studies initially. She was referred to 4PM where she received counselling. Nur Nadzirah regained her interest in studies and eventually became the leader of her class. She has since graduated from ITE and plans to further her studies.

4PM has reached out to 24,000 students through the Enhanced STEP UP and BESTARI ITE programmes over the past decade. “4PM is the best. It helped me to build up my self-confidence and made me a stronger person. With 4PM's assistance and guidance, I now have more purpose and direction in life.” Nur Nadzirah Binte Mohamed Ismail

A single mother of four young children, 35-year-old Madam Norzalinah Binte Abu Hassan (right) approached AWWA Family Service Centre (FSC) in 2012. For two years, the family stayed with Madam Norzalinah’s younger sister and her family in a two-room rental flat occupied by three adults and 10 children.

AWWA FSC provided financial assistance, food rationing, childcare literacy and parenting support. Madam Norzalinah and her family have since moved into their own flat. She is now able to focus on caring for and giving her children the best education possible. “I am deeply grateful for the assistance that AWWA FSC has provided my children and me. The children are happier and more motivated AWWA FSC served 730 families by our improved living conditions. AWWA FSC has relieved much of and 2,416 individuals in 2013. our financial burdens and the children can now attend school without worries while I focus on improving our situation.” Madam Norzalinah Binte Abu Hassan

NCSS ANNUAL REPORT FY2013 39 WE ENHANCE SOCIAL SERVICES

Helping Our Seniors To Live In The Community With Dignity

A Multidisciplinary Approach to Address the Needs of the Elderly and their Caregivers

Aust Rob Social Network Respite Assistance for Caregivers Equipping Caregivers to Befriending Services of Palliative Patients Support Seniors Befriending Services provided Hospice Day Care provided social Specialised caregiver support support to 3,424 seniors with and rehabilitative care to 170 patients services provided by the Alzheimer’s limited or no family support, who with terminal illness and offered Disease Association (ADA) and HCA were at risk of social isolation. respite for caregivers in 2013. Hospice Care equipped caregivers Trained volunteers reached out to Physiotherapeutic activities like to look after persons with dementia and engaged vulnerable seniors stretching and muscle strengthening or terminal illness. More than 600 through home visitations and exercises at the centres allowed 64% caregivers who attended the two social activities. This programme of 99 patients to maintain or improve agencies’ training and support provided support in running their abilities to perform activities of services responded that they left errands, ad hoc escort services, daily living such as mobility, feeding, with renewed positivity towards referrals to appropriate services and dressing and bathing as well as delay caregiving and were able to better coordination of programmes with the need for inpatient hospice care. care for their loved ones as a result. external parties. 97% of participants Medical Social Workers provided surveyed reported feeling less psychosocial support through isolated and more supported to counselling for patients, their family age in place in the community. members and their caregivers to cope with their grief and pain. Caring for SENIORS AND THE Terminally Ill Palliative Care at Home In 2013, Hospice Home Care offered “Lions Befrienders has arranged for a befriender to visit me every week. palliative care and support for 4,078 She even brings me to the doctor for my medical appointment. She is terminally ill people. Out of 1,388 a wonderful friend to me.” who passed away at home, 82% were assessed as having their symptoms Madam Tan Choon Lan, under control. Teams of doctors, a beneficiary of Lions Befrienders since May 2012 nurses, social workers and counsellors met patients’ medical, nursing and psychosocial needs, and enabled “The team at HCA Hospice Care ensured my wife did not suffer too clients to continue living at home. In much. My family is deeply grateful for their excellent service during addition, the multidisciplinary teams this difficult period.” also helped family members and caregivers to cope with the stresses of Mr Daniel Sin, caring for a terminally ill loved one. husband of the late Madam Lim Gek Nai

40 anticipate evolve impact P rOVIDING Support through seniors and the development of “The beneficiary is at the centre the Golden Years effective measurements to evaluate the of the move to integrate Counselling for Seniors outcomes of gerontological counselling. Supported by NCSS, the Tsao services. As the challenges Foundation Expert Series held from Sharing of Resources through faced by our beneficiaries 10 to 12 September 2013 improved Integrated Eldercare Network become more complex, so do participants' understanding of the On 6 May and 26 November 2013, the the challenges of integration. benefits of gerontological counselling Biannual Integrated Eldercare Network to improve the psychoemotional well- organised by NCSS offered eldercare This complexity necessitates being of seniors. service providers insights into social specialists coming together innovation, current issues and best to provide integrated services One of the series' highlights was practices in eldercare services. delivery and thus, aid for a forum where international and Over 280 partners and eldercare local experts shared their views professionals from VWOs and the beneficiaries as we move on gerontological counselling with healthcare sector attended both forward.” service providers. Participants from events, generating knowledge sharing Minister for Social and Family 14 VWOs, hospitals and government and bridging multiple disciplines. Development, Mr Chan Chun Sing, at agencies also attended two closed- Profile-based discussions were also the NCSS Members Conference and door discussions exploring local introduced to allow participants to Annual General Meeting 2013 on and overseas practices, factors that understand clients’ needs through the 15 August 2013. influence treatment outcomes for sharing of experiences.

Madam Quek Quee Eng, 87, has early-stage Alzheimer’s disease. While she stays with her son and his family and they provide strong social and emotional support, Madam Quek goes to ADA's New Horizon Centre (NHC) at Jurong Point Shopping Centre twice a week, which offers them respite from their daily care duties. Jovial and physically independent, she enjoys mah-jong, art therapy and the group activities.

ADA's NHC at Jurong Point offers activities such as group exercises, Chinese chess and handicrafting to engage seniors and provide opportunities for interaction. It has “My mother enjoys interacting with the other seniors at the New 62 clients as of February 2014. Horizon Centre at Jurong Point. The activities there keep her gainfully engaged and she has made many new friends since joining the centre. I am grateful for the attentiveness, care and support that the centre staff have given my mother.” Mr Tan Kheen Seng, Madam Quek Quee Eng’s son

NCSS ANNUAL REPORT FY2013 41 WE ENHANCE SOCIAL SERVICES

Coming Up

▸ Inclusive Playground ▸ Project SAFE in community activities through This is a pioneering initiative by NCSS NCSS (SPDG) will be conducting projects such as Community in Action (SPDG) to create an inclusive play a process evaluation of the first in FY2014, where senior volunteers are space for all children to play together. year of Project SAFE (Support for engaged in the inclusive playground The project aims to incorporate recovering Addicts and Families for children with special needs. universal design elements and through Empowerment), which facilities that allow children with supports ex-drug offenders and ▸ Service Consultancy for VWOs special needs to access such public their families. The evaluation, in to Strengthen Service Delivery amenities. NCSS (SPDG) hopes consultation with Associate Professor NCSS (SPDG) aims to provide that the inclusive playground, to Marcus Chiu from NUS, will refine member VWOs with advice and be launched in FY2014, will be a work processes to better serve support in areas relating to the service springboard for greater inclusiveness ex-offenders and their families. delivery of VWO programmes, such as in the communities all over Singapore. service planning, service development, ▸ Creating Employment Opportunities monitoring and evaluation. NCSS ▸ Buddy’IN NCSS (SPDG) has identified will also take a more proactive Buddy’IN cultivates friendship employment for persons with approach to identify the types of between students from special mental health issues as an service consultancy it can provide to schools and institutions of higher area where more can be done. member VWOs on a regular basis learning. The students will undergo NCSS (SPDG) will spearhead to co-grow more effective services. a nine-month structured curriculum initiatives to enhance employment of dynamic social activities, which opportunities for job-ready persons ▸ Accreditation for Standards Journey will culminate in a final performance with mental health issues. In the next lap of enhancements project in FY2014. Through regular to VWOs’ service effectiveness engagement and interaction, ▸ Integrating Seniors into the and delivery as well as to further students with special needs will learn Community strengthen competency, NCSS plans social skills, while students from NCSS (SPDG) will continue to drive to work with member VWOs to mainstream institutions will learn to initiatives to empower seniors, explore the benefits of accreditation at be more accepting of persons with allowing them to contribute to the organisational and programme levels. special needs in our society. community in their golden years. In FY2014, NCSS will be engaging and NCSS (SPDG) will work with member consulting member VWOs through VWOs and other sector players to dialogues and sharing sessions. encourage more seniors to participate

Source: The Straits Times © Singapore Press Holdings Limited. Reproduced with permission.

42 anticipate evolve impact K ey Service Outcomes 14,082 $77.1M Individuals and families-in-need became stronger From the Tote Board Social Service Fund expanded and more resilient with help extended by NCSS- critical social services and increased capacity of VWOs. funded VWOs. $ 11.7M 10,469 Helped 36,209 seniors gain access to services that Caregivers were supported through $0.6m invested in promote independence and ageing in place. training, support programmes and sessions. $ 6.27M 4,010 From the SPMF was disbursed to help 13,600 Students at risk of dropping out of school and 139 children and youth in need to complete their out-of-school youth remained in or returned to school education and build resilience. as a result of the Enhanced STEP-UP, an NCSS-funded programme that builds and strengthens social and emotional resilience in youth. $157M* Helped 24,317 persons with special needs to maximise their potential and integrate into the 5,194 community. Students benefited from education offered by 20 SPED * includes funding for SPED schools from MOE, Tote Board and Community Chest schools in 2013. 69% of the 389 graduands were placed in mainstream schools, vocational training, open employment and sheltered workshop settings. These included the following: $ 5.1 M • 19 0 students from SPED schools secured open employment or placement in mainstream schools. Supported 1,870 persons with mental health issues • 21 students attained ‘N’ or ‘O’ Level to reintegrate into the community. qualifications and progressed on to junior colleges, ITEs or polytechnics in 2013. • 89 SPED students attained industry-recognised qualifications or national certifications to secure open employment. Among them, 86 secured employment.

NCSS ANNUAL REPORT FY2013 43 WE ADVOCATE We facilitate sharing of views with member VWOs on social needs and gaps, acting as a conduit between our member VWOs and policymakers to influence policy decisions and shape social investment priorities. We engage and support member VWOs in meeting their organisational needs and developments. We drive media engagement to profile NCSS and the sector.

To Champion Unmet Needs WE ADVOCATE

AIPTNTIC A ING and Aligning to its strengthened role as the sector’s advocate, IDENTIFYING EMERGING and NCSS will grow its efforts to be an effective bridge between the UNDERSERVED NEEDS social service and the public, private and people sectors. By leveraging on research and stepping up engagement efforts with member VWOs A dvancing innovative, scalable solutions and and key stakeholders, NCSS seeks to anticipate strengthening services to meet priorities and identify emerging and underserved needs. It also aims to strengthen social services by co-creating and advancing innovative and S tRENGTHENING Our to be active participants in their scalable solutions with Advocacy and Research Role search for employment and that work interested partners. In 2013, NCSS set up a dedicated team readiness was best fostered by work to grow its role as a thought leader itself. These discoveries led to new As the sector’s leading agency, and proactive advocate for unmet and opportunities and solutions that were NCSS aims to maximise underserved needs. To be a better created and shaped by persons with member VWOs’ potential advocate for disadvantaged and disabilities and other stakeholders. and provide support to meet vulnerable persons, the Advocacy and their developmental needs. Research team will engage partners, The use of design thinking marked a The Council also encourages member VWOs and clients more significant shift for NCSS - moving frequent sharing of ideas closely to gain a deeper understanding away from designing and developing and views between member of complex social issues. Project Liftoff solutions for users to doing so with VWOs and thought leaders and the manpower research piloted in them. NCSS plans to continue to use to energise the sector with FY2013 helped to raise awareness on this approach for holistic and creative fresh perspectives. With these social issues. problem solving in future projects. concerted efforts, and through positive engagement of the Project Liftoff Mr Jack Sim and Mr Dickson Tan, government and community, Spearheaded by an inter-agency team who did not let their disabilities the Council strives to galvanise from NCSS, MSF and the Public impede them from living fulfilling lives, resources and efforts to Service Division, Project Liftoff used were interviewed by the Project Liftoff meet the needs of the people design thinking - a research method team. Project Liftoff also collaborated we serve. that begins with end-users in mind. with the team behind the ‘Singaporean of the Day’ project on a series of For eight months, the Project Liftoff videos, including two that featured Mr team focused on how to increase Sim and Mr Tan. This collaboration sustainable employment options helped to raise awareness for persons for persons with disabilities from with disabilities. mainstream schools. The team found that persons with disabilities wanted

Photo overleaf: Mr Justin Lee (second from right) and Ms Eunice Lin (second from left) in a discussion with NCSS colleagues (from left) Mr Yap Poh Keong, Ms Sherlyn Ang and Ms Heng Swee San.

46 anticipate evolve impact Scan the QR codes above to find out more about Mr Jack Sim and Mr Dickson Tan who were featured in ‘Singaporean of the Day’ Through design thinking and by shadowing persons with disabilities as they went about their daily activities, the videos. Project Liftoff team got one step closer to understanding their needs.

NCSS ANNUAL REPORT FY2013 47 WE ADVOCATE

The Impact Seminar provided a platform for sector players to convene, exchange ideas and share knowledge to effect greater social services outcomes.

Manpower Research EXPLORING NEW WAYS TO BETTER of Public Policy, delivered the keynote NCSS commissioned the Institute of MEET NEEDS address. Over 300 participants Policy Studies to conduct a research Harnessing Data for Greater attended the seminar. on manpower in December 2012 to Social Impact better understand the factors affecting NCSS (SPDG) organised the Impact Engaging Funders to Grow job satisfaction, burnout and turnover Seminar in March 2014 to advocate Effective Services in the sector. A total of 706 social the adoption of best practices in NCSS (SPDG) engaged potential and service professionals including social harnessing data as a significant existing funders to gain their support workers, psychologists and other resource in a non-profit setting. for key social service programmes, professionals took part in a survey as Case studies from MSF, NCSS, pioneer new service initiatives and part of the research. Singapore Children Society and improve service quality in three Conjunct Consulting, customised ways. It connected with prospective Besides monetary rewards and workshops conducted by sector overseas funders such as the Charities career development, characteristics experts, and new tools to source, Aid Foundation of America to such as work-life balance and employee collate and analyse data to enhance explore possible funding solutions; involvement in organisational decisions VWOs’ capabilities were presented. maintained successful partnerships were found to be determinants of Topics and research approaches with current funders including Tote work satisfaction. These research such as Design Thinking, Theory of Board to ensure continued investment findings will help VWOs and sector Change and Systems Thinking were in existing social services; and courted manpower planners to better design also discussed. Dr Tan Khee Giap, new funders like Temasek Cares to co- job scopes and improve employer- Co-Director of Asia Competitiveness create innovative pilot services such employee connections. Institute at the Lee Kuan Yew School as Temasek Cares-ISPPA.

“The speakers at Impact Seminar were excellent, especially Dr Tan who gave a very thought-provoking keynote address, and Mr Stuart Smith, whose presentation on design thinking provided a fresh and practical way to assess impact. I am looking forward to sharing the ideas with the rest of my team.” Ms Karen Fernandez, CEO, Aidha

48 anticipate evolve impact CONNECTING WITH MEMBER VWOS, THOUGHT LEADERS AND THE PUBLIC

Seeking viewpoints to improve social services and raising the profile of NCSS

REGULAR COMMUNICATION challenges and support required by as a social worker. The 250 sector WITH MEMBERS the sector. leaders in attendance were treated to VWO Dialogue Sessions with rare insights into how Mr Nathan’s NCSS President DIALOGUES AND VISITS WITH experiences had shaped his views Mr Hsieh Fu Hua held dialogue THOUGHT LEADERS on social services. He also shared sessions on topics ranging from the NCSS organised a series of dialogues his thoughts on current challenges mobilisation of volunteers to sector and sharing sessions to provide for the sector, on the roles and new trends with leaders of member VWOs opportunities for member VWOs to possibilities for VWOs and NCSS. and social enterprises. The exchanges share views and spark stimulating were lively as attendees gave their discussions among themselves as Visit by Emeritus Senior Minister feedback and discussed ideas with well as with thought leaders on the (ESM), Mr Goh Chok Tong NCSS management. sector’s developments and needs. ESM Goh Chok Tong visited NCSS on 19 December 2013. Vice President, NCSS CEO’s Visits to VWOs Dialogue Session with Mr S R Nathan Mr Cyril Chua, Mr Hsieh, Mr Sim and Mr Sim Gim Guan visited more than At a dialogue session with member members of the management team 20 member VWOs and held VWOs on 16 May 2013, Mr S R hosted the visit. Mr Sim delivered constructive discussions with them Nathan, Sixth President of the a presentation on the social service since his appointment. These visits Republic of Singapore and former sector and NCSS's strengthened helped NCSS to better understand the Patron-in-chief of NCSS, recounted efforts to integrate social services and personal stories of his early career resources to achieve greater service

Mr Hsieh Fu Hua facilitated the panel discussion at the dialogue session with Mr S R Nathan.

NCSS ANNUAL REPORT FY2013 49 WE ADVOCATE

delivery impact. ESM Goh shared his thoughts on areas of concern in the sector and on possible approaches to serve those in need.

Visit to SSI by Mr JY Pillay, Chairman, Council of Presidential Advisers, and Mr Moses Lee, Chairman, Tote Board Mr Hsieh, together with NCSS Vice President, Mr Phillip Tan, and Mr Sim, hosted Mr JY Pillay and Mr

Moses Lee on 18 February 2014 at SSI LEFT NCSS shared for a site visit, which included a developments in the discussion on sector issues. The social service sector guests toured SSI to gain a better with ESM Goh. understanding of the resources BOTTOM Mr Hsieh Fu available for potential and existing Hua hosted Mr JY sector professionals. Pillay and Mr Moses Lee, and they were briefed on the sector's Visit by Ms Sonal Shah, former developments during Director of the first White House the SSI visit. Office of Social Innovation and Civic Participation Ms Sonal Shah, who was also former Deputy Assistant to the President of the United States, was invited to deliver a keynote address on social innovation at SSI’s official opening. She also shared her insights with sector professionals and VWO representatives through a panel discussion and a workshop. Ms Shah is a Senior Fellow at the Case Foundation working on Impact Investing and a Senior Advisor at the Center for American Progress on social innovation.

Raising the Profile of NCSS NCSS connected, engaged and educated the general public locally and our counterparts abroad, media that enabled NCSS to raise For example, NCSS launched a spreading awareness of the latest greater public awareness of social microsite on the ‘We Are Able!’ developments as well as the services, manpower initiatives and campaign that enabled members of programmes and initiatives in the new developments within the sector. the public to pledge their support to sector. This was done through various increase awareness and inclusiveness media which we engaged on a regular The official NCSS website of persons with disabilities. A basis as well as through our corporate (www.ncss.gov.sg) was also regularly comprehensive and user-friendly website, our magazine Rapport, and updated with the latest information page on manpower schemes such as foreign visits. such as critical developments in the Leadership Development Programme sector, new initiatives launched by and the Social Service Scholarship was NCSS continued to work closely NCSS and the newest benefit schemes also created. This allows potential as with media partners to cultivate and that member VWOs can enjoy. well as existing social service talents strengthen our relationship with the to find the schemes that best match their needs and interests quickly.

50 anticipate evolve impact 19.6m weekly ridership exposed to the NCSS outdoor media publicity

Source: SMRT's website at www.smrt.com.sg

NCSS generated

$13m of Advertising Value Equivalency on media coverage for NCSS in FY2013 Websites, magazines, posters are some of NCSS's communication efforts.

37 CHINA 6 ASU TRALIA

117 24 HONG KONG 11 JAPAN foreign visitors 35 Thailand 4 TAIWAN

Mr John Rau (fourth from left), Deputy Premier of South Australia, toured the SSI in September 2013 and was briefed on the Institute's plans and manpower development in the sector.

NCSS ANNUAL REPORT FY2013 51 WE ADVOCATE

K ey Communication Initiatives and Events

• Care & Share Movement to Receive $250 Million • Deputy Prime Minister, Mr Tharman Shanmugaratnam, Support from Government Officiates the Social Service Institute Opening • Community Chest Thanks Donors for Championing • S ocial Service Institute Appointed as CET Centre for Progressive and Integrated Social Services for the Community And Social Services Past 30 Years • Social Service Institute’s Flagship Diploma Course • Community Chest Helps Disadvantaged Groups to Takes in Inaugural Batch of Non-Sector Personnel Tackle the Haze with a Fund for VWOs to Buy Items • Social Service Institute Woos Mid-Career • Community Chest Holds First Flag Day in Two Decades Professionals to Become Social Workers • Jennie Chua to Hand Over Chairmanship of Community Chest at NCSS AGM and Stays On as Adviser • NCSS Takes On Refreshed Roles • Four Pinnacle Award Recipients Raised Half A Million • Pl edge an Action to Improve Lives of Persons with for Community Chest Disabilities • T apping EZ-Link Cards on Advertisement Billboards in • N ew Chief Executive Officer for the National Council MRT Stations to Donate to Community Chest of Social Service

52 anticipate evolve impact MX A IMISING MEMBER VWOS' POTENTIAL and meeting their developmental needs

Strengthening engagement with member VWOs to generate cost-efficient solutions

HEARTGIFTS – A SHOWCASE OF BENEFICIARIES’ TALENTS NCSS devoted more resources to the development of member VWOs in FY2013 to enhance the robustness of the social service sector. Heartgifts, a social enterprise initiated by NCSS, was set up in April 2013. It allowed member VWOs to sell items handmade by their beneficiaries. This was also an avenue for beneficiaries to demonstrate their artistic talents in addition to earning an income. There were more than 100 items for sale from 14 VWOs, from elegant lacquerware to jewellery and curated paintings.

In addition to working closely with member VWOs to design and market the products, NCSS set up a retail space and art gallery on its premises. To date, Heartgifts has sold more than 3,000 items, and its customers include the general public, banks, medical associations, the law fraternity, large corporations as well as government ministries. Heartgifts has helped more than 150 beneficiaries since its launch. Source: The Straits Times © Singapore Press Holdings Limited. Reproduced with permission.

Heartgifts showcased the artistic talents of beneficiaries and widened the distribution channels for vulnerable population groups to gain employment and financial independence.

NCSS ANNUAL REPORT FY2013 53 WE ADVOCATE

COMMON SERVICES AND for users, the directory showcased a to share feedback and experiences, BENEFITS SCHEMES listing of vendors offering preferential and express their needs. In FY2013, To optimise the limited funds, the rates for a variety of services. New 155 representatives from 89 member NCSS Common Services and Benefits services such as car rental, wholesale VWOs attended these dialogues. Schemes were strengthened through food products and licences for increased publicity and engagement copyrighted videos were introduced New Premises under the Community with member VWOs and vendors to in FY2013. and Sports Facilities Scheme (CSFS) better meet member VWOs’ needs. Three member VWOs (Breast Cancer A series of quarterly dialogues Foundation, Life Community Services Online Directory with member VWOs and vendors Society and TOUCH Community The online directory was launched at was conducted to promote greater Services) moved into their new CSFS the NCSS Members Conference and awareness of the Common Services premises at Kallang Leisure Park Annual General Meeting in August and Benefit Schemes. The dialogues and commenced operations at these 2013. Featuring intuitive navigation provided a platform for member VWOs premises in 2014.

“A consulting firm, one of NCSS's Common Services providers, helped to improve our internal operations. We wanted greater standardisation of work processes that would allow better governance and efficiency. The training also raised staff awareness of the benefits of risk management and controls.” Mr Edmund Song, Executive Director, RSVP Singapore, The Organisation of Senior Volunteers

The online directory, available at www.ncss.gov.sg/VWOcorner/commonservices.asp, provided convenient access to information on common services.

54 anticipate evolve impact Coming Up

▸ Research and Advocacy Focus ▸ Targeted Team for VWO ▸ Mobile Corporate Site The research team will focus Development NCSS is launching a mobile corporate on understanding the unique A new VWO Development team site in FY2014 to reach out to characteristics of social service has been formed to increase the more users, especially the younger organisations in order to better organisational capability and capacity audience. The mobile site aims to support and mobilise the sector. It of member VWOs. The immediate complement the existing corporate will also seek to identify emerging focus of the team is to develop a suite website, which will remain the primary and unmet needs so as to develop of resources for member VWOs. The library of critical and comprehensive a sector-wide investment strategy. team also aims to enhance existing information on NCSS and the sector. This will include taking stock of the assistance schemes and encourage With a user-friendly interface and mental health landscape as a new member VWOs to tap on these in navigation, the mobile site will offer priority area to complement NCSS’s their capability building journeys. users a convenient access to essential existing focus. These efforts will set sector information while on the move. the basis for NCSS to influence and ▸ New Customer Relationship secure changes, be it on matters of Management System ▸ Organisational Culture Review government policy, societal support, NCSS is rolling out a new online NCSS will be launching an capabilities or community attitudes, Customer Relationship Management organisational culture review to ensure that such growing needs System to replace the current Agency in FY2014. To further enhance are met. Management System for better and staff engagement, all staff would more efficient data and information be involved in the refinement management. of organisational values and development of the desired culture to support NCSS's refreshed roles in the year ahead.

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

NCSS ANNUAL REPORT FY2013 55 WE ADVOCATE

NCSS – Voice of the Sector in National Committees

Standing Committee on Disability of resources required to enhance Association for Persons with Special Chaired by the Permanent Secretary education for students with special Needs (APSN) - MOE Taskforce of MSF, the committee is the first needs. The committee completed and As of January 2014, 26 students were whole-of-government platform for implemented a Quality Assurance enrolled in APSN’s new Transition the discussion and coordination of Framework for all SPED schools and Programme, which aims to extend disability matters. NCSS represented set up a referral committee for difficult vocational training for students above and provided the people sector’s cases to ensure that no child falls 16 years old who may not yet be able inputs and perspectives in this through the cracks. to obtain WSQ certification but have committee. The committee was the potential for open employment. instrumental in charting the direction, Steering Committee for Teaching NCSS was involved in the development laying the groundwork and overseeing and Learning and implementation of this dual-track the implementation of Singapore’s The committee comprised programme at the APSN. Enabling Masterplan (EM). The representatives from MOE’s Special EM paved the way for Singapore’s Education Branch and NCSS, which National Dementia Network (NDN) ratification of the UNCRPD, which administers the Teaching and NCSS was a member of the NDN, came into effect in August 2013. Learning Fund. It aims to enhance specifically in the training and the capability of special schools in manpower subgroup, to look into Enabling Masterplan (EM) curriculum design and development, strengthening capabilities of doctors, Implementation Committee pedagogy in classroom management nurses, Allied Health Professionals NCSS collaborated with the and teaching, and innovative ideas and care staff in providing dementia government and key stakeholders in teaching and learning. The care. The NDN planned for the on the implementation of EM committee also supported SPED development of training framework recommendations to build an Learning Day, which enabled 1,600 and enhancement of the curriculum inclusive society for persons with SPED educators to learn, share and for the training of these dementia disabilities. This committee was set up network as a community. care professionals. by MSF to engage the disability sector and strengthen the dialogue between Multi-Agency Advisory Panel National Mental Health Work Group the public, private and people sectors. A collaborative effort among NCSS represented the social service The committee ensures the timely specialists and professionals from sector in this work group to drive implementation of programmes and MOE, MOH, NCSS, and various and monitor the development of an initiatives in areas such as EIPIC, SPED schools, the panel worked integrated mental healthcare system education and employment of persons to streamline and coordinate the and enhance the capabilities of with disabilities. process of admissions to SPED agencies in providing mental health schools. The panel helped to develop support for three sub-committees Co-Ordinating Committee for a SPED school application form to catering to children and youth; Special Education be used by all referral agencies and adults; and seniors and caregivers. The Minister of State for Education caregivers when they make a referral The work group's children and youth chairs the Co-Ordinating Committee to any of the 20 SPED schools funded sub-committee, of which NCSS was a for Special Education. NCSS by MOE and NCSS. member, spearheaded the Inaugural participated in the setting of Youth Counsellors' Conference. Please policy direction and identification see page 36 for more information.

56 anticipate evolve impact National Committee on Youth Inter-Ministry Workgroup on Community Action for the Guidance and Rehabilitation Child Protection Rehabilitation of Ex-Offenders Network NCSS collaborated with partners to Chaired by MSF, the workgroup The network reviewed the Case enhance services to spur youth-at- undertook a strategic role in ensuring Management Framework to reduce risk to achieve successful outcomes. the child-safe practices across recidivism and increase support for The committee planned future government and non-government families of ex-offenders. interventions, coordinated services sectors. The workgroup comprised and promoted a better understanding professionals from the education, Task Force on Drugs of youth profiles across ministries. health, law enforcement and social NCSS provided insights into The committee also set up the Youth service sectors. NCSS represented the best practices to evaluate current Employment and Advancement Hub social service sector and participated programmes and improve the (YEAH!), which provided career in the workgroup discussions. reintegration of ex-offenders into guidance, life skills training, WSQ the community. The Task Force vocational training, apprenticeship Working Committee on the Child recommended expanding the scope and job matching for youth-at-risk to Protection Competency Framework of services provided by aftercare reduce youth crimes and dropouts. NCSS worked with partners to agencies. NCSS also piloted Project review the training curriculum and SAFE to work with drug offenders and Committee for Family Justice (CFJ) develop a framework to enhance their families. Project SAFE started in As a member of the CFJ and its Sub- the competency of social service September 2013 and is expected to be Committee for Social Support, NCSS professionals involved in child completed by 2015. identified gaps in services for foreign protection work. spouses of Singaporeans and children of divorcing parents. The committee Inter-Agency Workgroup on worked with MSF to establish Helping At-Risk Children at Primary specialist agencies that provide School Level divorce and family-related services. The workgroup helped children up to 15 years old, who registered Common Risks and Needs for school but did not attend, or Assessment Workgroup registered and attended school but NCSS worked with MSF to propose were absent continuously without improvements to early detection valid reasons, to complete their and needs assessment of children primary school education. at risk of abuse, including the use of tools to improve risk and need Residential Care Competency assessment accuracy. This would Framework Working Committee lead to an overall increase in service Training curriculum, career effectiveness. The Family Advocacy development and progression and Support Tool was used in Project programmes of staff at Voluntary SAFE (Support for recovering Addicts Children’s Homes were reviewed and Families through Empowerment) by the committee. It identified as it focused on families as a whole. It staff training needs, developed also facilitated communication about and recommended strategies to families’ needs and strengths for better implement a tiered-level framework. planning and intervention measures.

NCSS ANNUAL REPORT FY2013 57 Code of Governance CEOD OF GOVERNANCE FOR CHARITIES AND INSTITUTIONS OF A PUBLIC CHARACTER (IPCs) GOVERNANCE EVALUATION CHECKLIST FOR NCSS (1 APRIL 2013 – 31 MARCH 2014) (For Large IPCs1 – Advanced Tier)

Code NCSS S/N Key Code Guidelines Guideline Remarks/Explanation Compliance ID Board Governance 1 If the governing instrument permits 1.1.2 Not The NCSS Act does not allow staff to staff to become Board members, they Applicable become board members. should comprise not more than one- third of the Board. 2 Staff does not chair the Board. 1.1.2 Not The board is chaired by a volunteer Applicable appointed by the Minister for Social and Family Development. 3 There is a maximum limit of four 1.1.6 Complied The term limit for the Honorary Treasurer consecutive years for the Treasurer is two consecutive terms of up to 2 years position (or equivalent, e.g. Finance each, i.e. up to 4 years, as specified in the Committee Chairman). NCSS Act. 4 The Board conducts regular self- 1.1.10 Complied The board makes a self-assessment towards evaluation to assess its performance the end of its term. and effectiveness. 5 The Board has an audit committee 1.2.1 Complied The terms of reference of the Audit (or designated Board members) with Committee is in the Board Kit given to documented terms of reference. every Board member at the start of the term. 6 The Board meets regularly with a 1.3.1 Complied The Board meets at least once every three quorum of at least one-third or at least months, with a quorum of 8 members three members, whichever is greater (i.e. just over one-third) as specified in the (or as required by the governing NCSS Act. instrument). Conflict of Interest 7 There are documented procedures for 2.1 Complied NCSS’s policy on conflicts of interest Board members and staff to declare requires Board members to declare any actual or potential conflicts of interest personal or vested interest in business to the Board. 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 2.4 Complied Board members declare potential or actual participate in decision-making on conflicts of interest and this is documented matters where they have a conflict of in the minutes of meetings. interest.

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

NCSS ANNUAL REPORT FY2013 59 Code NCSS S/N Key Code Guidelines Guideline Remarks/Explanation Compliance ID Strategic Planning 9 The Board reviews and approves the 3.1.1 Complied The Board is involved in the review of any vision and mission of the charity. They major shift in NCSS’s corporate strategy are documented and communicated to and/or reorganisation, which would include its members and the public. 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 3.2.2 Complied The Board approves the strategic plan as strategic plan for the charity to ensure reflected in the NCSS work plan which that the activities are in line with its contains activities to achieve the objectives. objectives. Human Resource Management 11 The Board approves documented 5.1 Complied Human resource policies with major human resource policies for staff. 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 5.6 Complied Systems such as annual appraisal supervision, appraisal and exercise, mid-year performance review, professional development of staff. career development plan and training programmes are in place. 13 There is a system to address 5.11 Complied Grievance procedures for staff are spelled grievances and resolve conflicts. out in Human Resource operational manual. Financial Management and Controls 14 The Board ensures internal control 6.1.2 Complied Finance policies and procedures are systems for financial matters are in documented. place with documented procedures. 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 6.1.3 Complied Internal audits are conducted regularly to charity’s controls, processes, key review the processes and assess adequacy programmes and events. of internal controls. 16 The Board approves an annual budget 6.2.1 Complied The annual work plan and budget are for the charity’s plans and regularly submitted for approval by the NCSS Board monitors its expenditure. in March. Analysis of financial reports are also tabled at the NCSS Board meetings. 17 The charity discloses its reserves 6.4.1 Complied The reserves policy is disclosed in the notes policy in the annual report. of audited accounts.

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

60 anticipate evolve impact Code NCSS S/N Key Code Guidelines Guideline Remarks/Explanation Compliance ID

Financial Management and Controls 18 The charity invests its reserves in 6.4.3 Complied NCSS’s investment mandate is approved accordance with an investment policy by the Minister for Social and Family approved by the Board. It obtains Development and the NCSS Investment advice from qualified professional Committee. advisors, if deemed necessary by the Board. Fund-Raising Practices 19 Donations collected are properly 7.2.2 Complied Finance policies and procedures are recorded and promptly deposited by reviewed regularly and donations are the charity. received in compliance with the procedures. Disclosure and Transparency 20 The charity makes available to its 8.1 Complied Copies of Annual Reports are sent to stakeholders an annual report all NCSS members prior to the NCSS that includes information on its Annual General Meeting (AGM) each year programmes, activities, audited and adopted at the AGM. The report is financial statements, Board members published on the NCSS corporate website. and executive management. 21 No Board member is involved in 2.2 Not NCSS does not provide Board members setting his or her own remuneration. Applicable with any remuneration. 22 The charity discloses the exact 8.2 Not NCSS does not provide any remuneration/ remuneration and benefits received Applicable benefits to its Board members. by each Board member in the annual report. 23 No staff is involved in setting his or 2.2 Complied Remuneration is determined by the her own remuneration. remuneration policy that has been approved by NCSS Executive Committee. 24 The charity discloses in its annual 8.3 Complied The annual remuneration of all NCSS staff, report the annual remuneration of in salary bands, is disclosed in the Annual its three highest paid staff who each Report. 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. Public Image 25 The charity accurately portrays its 9.1 Complied Information is made available on the image to its members, donors and the corporate website. Publications such as public. annual reports and Rapport magazine are sent to various stakeholders, including NCSS member organisations, donors, government bodies and grassroots organisations.

NCSS ANNUAL REPORT FY2013 61 MANAGEMENT DATA AND ANALYSIS CMU OM NITY FUNDING NEEDS

100,000

90,000

80,000

70,000 ($'000)

60,000

50,000 FY2013 40,000 FY2009 FY2010 FY2011 FY2012 FY2013

Community Funds Raised (Community Chest funds raised + Tote Board contribution to flagship programmes) Actual Community Funds Disbursed Projected Community Funding Needs

Community funding needs for Community Chest-supported programmes are covered by Community Chest fund-raising efforts and Tote Board. In FY2013, the community funding needs rose significantly to reach $81.5m, a jump of 15% from previous year of $70.9m due to continued increase in norm costs and operating needs of supported programmes.

In order to meet the rising community funding needs which were outstripping growth in donations from corporations, foundations and individuals, Tote Board made a new direct contribution of $28.5m to support critical flagship programmes, including Special Education Schools, Early Intervention Programme for Infants and Children, Family Service Centres and Training and Employment Programmes. This flagship programme funding by Tote Board is a new funding framework implemented from FY2013 to FY2015. Correspondingly, in view of the direct contribution towards flagship programmes, Tote Board has reduced its donation to Community Chest by $12m from $26m to a lower $14m in FY2013.

Community Chest fulfilled the rest of the community funding needs of $53m through its heightened fund-raising efforts. Donations from corporations, foundations and individuals rose from previous year as a result of expanded outreach and more innovative fund-raising campaigns including online donation drives. Engagement for more partners to understand the needs of supported beneficiaries were also ramped up with double the voluntary activities facilitated by Community Chest than the year before to cultivate more sustained giving and support for growing community needs.

The actual disbursement for community funding needs in FY2013 at $81.5m was lower than the budgeted $87.8m due to a difference in projected and actual musters. The budget amount set at the beginning of FY2013 was based on projected musters (i.e. number of clients to be served) by the supported programme and corresponding costs. During the year, the actual funds disbursed were adjusted according to the actual musters. Since FY2007, any surplus arising from the funds raised but not disbursed in the financial year will be rolled forward into the next financial year and will continue to be fully channelled to supported programmes.

NCSS ANNUAL REPORT FY2013 63 F UNDed PROGRAMMES

Actual fund allocation 230 90,000 220 80,000 210 200 70,000 190 60,000 180 170 50,000 160 40,000 150 30,000 140 130 20,000 120 Number of funded programmes 10,000 110 100 FY2009 FY2010 FY2011 FY2012 FY2013

Funded Programmes Actual Community Funds Disbursed

FY2010 actual fund allocation includes a $3m one-off grant to VWOs.

The community funding needs had increased by 60% from $51m in FY2009 to $81.5m in FY2013. The funding needs had increased over the years to adequately resource VWOs to manage inflation and other cost increases. In addition, the number of supported programmes had increased from 157 in FY2009 to 223 in FY2013.

NCSS OPERATING COSTS & INCOME

45,000

40,000

35,000

30,000

25,000

($'000) 20,000

15,000

10,000

5,000

0 FY2009 FY2010 FY2011 FY2012 FY2013

Operating expenses (excluding direct fund-raising cost) Government grant Donations for fund-raising expenditure Investment income & misc income

NCSS operating expenses are funded by government grant, donations for fund-raising expenditure and investment income. In the current financial year, NCSS had a deficit of $7.7m before Community Chest operations. The deficit in NCSS in FY2013 was due primarily to lower government grant as well as the mark-to-market loss of investments carried at fair value through profit and loss.

64 anticipate evolve impact B ReaKDOWN OF OPERATING COSTS

40,000

35,000

30,000

25,000

20,000 ($'000) 15,000

10,000

5,000

0 FY2009 FY2010 FY2011 FY2012 FY2013

Depreciation + Amortisation Other Operating Costs Staff Costs (Including fund-raising staff costs)

NCSS was supported by staff strength of 303 as of 31 March 2013. In FY2013, MSF took on the role to provide more direct services to the community. To support this initiative, NCSS staff with relevant competencies and experiences were seconded to MSF on a two-year secondment which started in FY2013. This enabled the beneficiaries to continue receiving undisrupted services in an effective and seamless manner as these transferred roles moved from NCSS to MSF. This secondment resulted in a lower staff strength of 267 as of 31 March 2014. The seconded total staff cost were borne by MSF.

In terms of remuneration band, the breakdown below shows a two-year comparison by headcount.

Annual Remuneration* Remuneration Band FY13 FY12 <$100,000 226 270 $100,000 to $200,000 37 30 $200,001 to $300,000 2 2 $300,001 to $400,000 1 1 $400,001 to $500,000 0 0 $500,001 to $600,000 1 0 Total 267 303

* 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.

NCSS ANNUAL REPORT FY2013 65 FI INANC AL STATEMENTS

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 Inde pendent Auditor's Report

Members of the Council National Council of Social Service Established in Singapore under the National Council of Social Service Act (Chapter 195A amended in September 2000) Year ended 31 March 2014

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 2014, 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 2014 and the results, changes in statutory funds and reserve and cash flows of the Council for the year ended on that date.

NCSS ANNUAL REPORT FY2013 67 Inde pendent 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) t he 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.

Other Matter

The financial statements of National Council of Social Service for the year ended 31 March 2013, were audited by another auditor who expressed an unmodified opinion on those statements on 4 June 2013.

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) t he 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 LLP Public Accountants and Chartered Accountants Singapore 3 June 2014

68 anticipate evolve impact Sntateme t of Financial Position As at 31 March 2014

Note 2014 2013 $’000 $’000

Non-current assets Property, plant and equipment 4 8,475 6,921 Intangible assets 5 415 687 Held-to-maturity financial assets 6 26,204 29,125 Available-for-sale investments 7 – 2,055 Investments at fair value through profit or loss 8 7,287 14,376 Total non-current assets 42,381 53,164

Current assets Held-to-maturity financial assets 6 6,000 7,017 Investments at fair value through profit or loss 8 49,364 102,678 Debtors, pledged receivables and prepayments 9 14,168 12,099 Cash and bank balances 10 174,368 120,508 Total current assets 243,900 242,302

Total assets 286,281 295,466

Funds of the Council Statutory funds: - Endowment fund 12 191,884 191,884 - General fund 13 40,612 48,291 - ComChest fund 14 16,011 15,015 Total funds 248,507 255,190

Reserve Investments revaluation reserve – 55

Non-current liabilities Deferred capital grants 15 7,089 7,419 Current liabilities Sundry creditors and accruals 16 30,685 32,802

Total liabilities 37,774 40,221

Total funds, reserve and liabilities 286,281 295,466

Net assets of trust funds 11 122,394 92,112

Mr Hsieh Fu Hua Ms Cheang Chin Neo@Frances Cheang President Honorary Treasurer 3 June 2014 3 June 2014

NCSS ANNUAL REPORT FY2013 69 Sntateme t of Income and Expenditure Year ended 31 March 2014

Note 2014 2013 $’000 $’000

Operating and investment income: Interest from bank balances 638 382 Interest income from held-to-maturity financial assets 1,400 1,474 Dividend income from available-for-sale investments 51 500 Dividend income from investments at fair value through profit or loss 744 679 (Loss)/Gain on investments at fair value through profit or loss: - investments held by the Council (588) (50) - funds managed by fund managers (capital guaranteed/ capital protected) 8 (1,400) 1,813 Loss on sale of available-for-sale investments – (3) Loss on sale of fair value through profit or loss investments (2) – Gain on redemption/disposal of held-to-maturity financial assets – 7 Subscriptions and miscellaneous income 15 894 Total operating and investment income 858 5,696

Operating and investment expenditure: Staff costs - salaries and related costs 20 (14,136) (14,990) Contributions to defined contribution plan 20 (1,773) (1,951) Operating lease expenses - Temporary Occupation Licence fee (781) (375) - Other operating lease expenses (452) (357) Depreciation of property, plant and equipment 4 (365) (408) Amortisation of intangible assets 5 (276) (336) Bad debts written off – * Funding of Community Chest operating expenses(1) (2,241) (1,554) Building and system maintenance expense (1,976) (2,201) Project expenses (1,749) (2,206) Utilities expenses (214) (254) Other expenses (952) (976) Total operating and investment expenditure (24,915) (25,608)

Operating deficit before government and other grants (24,057) (19,912) Government and other grants: Operating grants 15,613 20,578 Amortisation of deferred capital grant 15 319 377 Grants for Temporary Occupation Licence fee 439 428 Total government and other grants 16,371 21,383

* The amount is less than $1,000.

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

70 anticipate evolve impact Sntateme t of Income and Expenditure Year ended 31 March 2014

Note 2014 2013 $’000 $’000

Operating (deficit)/surplus before SSI(2) and Community Chest Operations (7,686) 1,471 SSI Proceeds and claims from SSI courses 3,961 3,748 MSF Operating Grant 2,567 2,776 MSF Capital Grant 15 11 – WDA Grant 3 18 Other Income 64 18 Less: Direct SSI course expenditure (1,766) (2,009) Staff costs - salaries and related costs 20 (2,133) (1,860) Contributions to defined contribution plan 20 (297) (255) Other administrative expenses (710) (527) Operating lease expenses - Temporary Occupation Licence fee (1,437) (49) - Other operating lease expenses (99) (47) Depreciation of property, plant and equipment 4 (84) (65) Amortisation of intangible assets 5 (73) (55)

Net surplus from SSI 7 1,693

Operating (deficit)/surplus for the year before Community Chest Operations (7,679) 3,164 NCSS Charitable Fund (Community Chest Only) Funding from NCSS operating income(1) 2,241 1,554 Direct donations for fund-raising operating expenses(1) 4,163 4,164 Less: Staff costs - salaries and related costs 20 (3,371) (3,085) Contributions to defined contribution plan 20 (475) (416) Depreciation of property, plant and equipment 4 (100) (97) Amortisation of intangible assets 5 (93) (104) Other fund-raising expenses (2,118) (1,839) Operating lease expenses - Temporary Occupation Licence fee (116) (91) - Other operating lease expenses (131) (86)

Fund-raising proceeds from Community Chest 23 53,740 64,603 Less: Service allocations to members 17 (52,744) (71,037)

Surplus/(Deficit) from Community Chest 996 (6,434)

Deficit for the year 13 (6,683) (3,270)

Mr Hsieh Fu Hua Ms Cheang Chin Neo@Frances Cheang President Honorary Treasurer 3 June 2014 3 June 2014

(1) All expenses of the NCSS Charitable Fund (Community Chest only) are covered by donations specifically for fund-raising expenses and NCSS operating income for the year. (2) Social Service Institute. The accompanying notes form an integral part of the financial statements.

NCSS ANNUAL REPORT FY2013 71 Statement of Comprehensive Income Year ended 31 March 2014

Note 2014 2013 $’000 $’000

Deficit for the year (6,683) (3,270)

Other comprehensive income

Items that may be reclassified subsequently to Income and Expenditure: Investment revaluation reserve (available-for-sale financial assets): - Net change in fair value – (60) - Re serve transferred to statement of income and expenditure upon disposal of financial assets (55) (262)

Other comprehensive loss for the year, net of income tax (55) (322)

Total comprehensive loss for the year attributable to Council funds (6,738) (3,592)

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

72 anticipate evolve impact Sntateme t of Changes in Statutory Funds and Reserve Year ended 31 March 2014

Statutory Funds Investments Endowment General ComChest Revaluation Note Fund Fund Fund Reserve Total $’000 $’000 $’000 $’000 $’000

At 1 April 2012 191,884 45,127 21,449 377 258,837 Deficit for the year – (3,270) – – (3,270) Net change in fair value of available-for-sale financial assets – – – (60) (60) Investment revaluation reserve transferred to statement of income and expenditure upon disposal of financial assets – – – (262) (262) Transfer 13,14 – 6,434 (6,434) – –

At 31 March 2013 191,884 48,291 15,015 55 255,245

At 1 April 2013 191,884 48,291 15,015 55 255,245 Deficit for the year – (6,683) – – (6,683) Investment revaluation reserve transferred to statement of income and expenditure upon disposal of financial assets – – – (55) (55) Transfer 13,14 – (996) 996 – –

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

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

NCSS ANNUAL REPORT FY2013 73 Sntateme t of Cash Flows Year ended 31 March 2014

Note 2014 2013 $’000 $’000

Operating activities Deficit for the year (6,683) (3,270) Adjustments for: Depreciation of property, plant and equipment 4 549 570 Amortisation of intangible assets 5 442 495 Interest income from bank balances (638) (382) Interest income from held-to-maturity financial assets (1,400) (1,474) Dividend income from available-for-sale investments (51) (500) Dividend income from investments at fair value through profit or loss (held by the Council) (744) (679) Loss on sale of available-for-sale investments – 3 Gain on redemption/disposal of held-to-maturity financial assets – (7) Loss/(gain) on investments at fair value through profit or loss 1,988 (1,763) Loss on sale of fair value through profit or loss 2 – Amortisation of deferred capital grants (330) (377) Gain on disposal of property, plant and equipment – –

Operating (loss)/profit before working capital changes (6,865) (7,384) Increase in debtors, pledged receivables and prepayments (2,069) (5,771) (Decrease)/increase in sundry creditors and accruals (2,117) 1,246

Cash flows used in operating activities (11,051) (11,909)

Investing activities Purchase of property, plant and equipment 4 (2,103) (223) Expenditure on software development 5 (170) (207) Interest received on bank balances 656 387 Interest received on held-to-maturity financial assets 1,438 1,621 Dividend income received 795 1,179 Purchase of held-to-maturity financial assets (3,118) (9,162) Proceeds from maturity, disposal and early redemption of held-to- maturity financial assets 7,000 14,757 Purchase of investments at fair value through profit or loss – (50,000) Disposal of investments at fair value through profit or loss 58,413 – Proceeds from redemption and disposal of available-for-sale investments 2,000 8,000

Cash flows from/(used in) investing activities 64,911 (33,648)

Financing activity Proceeds from capital grants – 2,885

Cash flows from financing activity – 2,885

Net increase/(decrease) in cash and bank balances 53,860 (42,672) Cash and bank balances at beginning of year 120,508 163,180 Cash and bank balances at end of year 10 174,368 120,508

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

74 anticipate evolve impact Notes to the financial statements Year ended 31 March 2014

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.

T he 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.

T he 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

T he 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.

T he financial statements are presented in Singapore Dollar (SGD or $) and all values in the tables are rounded to the nearest thousand ($’000) as indicated.

T he financial statements have been prepared on the historical cost basis except as disclosed in the accounting policies below.

2.2 Adoption of new and revised standards

T he 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 1 April 2013. The adoption of these standards did not have any material effect on the results or the position of the Council.

NCSS ANNUAL REPORT FY2013 75 Notes to the financial statements Year ended 31 March 2014

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:

Effective for annual periods beginning on Description or after

SB-FRS 27 Separate Financial Statements 1 January 2014 SB-FRS 28 Investments in Associates and Joint Ventures 1 January 2014 SB-FRS 32 Offsetting of Financial Assets and Financial Liabilities 1 January 2014 SB-FRS 110 Consolidated Financial Statements 1 January 2014 SB-FRS 112 Disclosure of Interests in Other Entities 1 January 2014 Amendments to SB-FRS 110, SB-FRS 111, SB-FRS 112, SB-FRS 27 - and SB-FRS 28: Mandatory Effective Date Consolidated Financial Statements 1 January 2014 Consolidated Financial Statements, Joint Arrangements and 1 January 2014 Disclosure of Interest in Other Entities: Transition Guidance (Amendments to SB-FRS 110, SB-FRS 111 and SB-FRS 112) SB-FRS 111 Joint Arrangements 1 January 2014 Illustrative Examples 1 January 2014 SB-FRS 112 Disclosure of Interests in Other Entities 1 January 2014 SB-FRS 110, SB-FRS Amendments to SB-FRS 110, SB-FRS 112 and SB-FRS 27: 1 January 2014 112 and SB-FRS 27 Investment Entities SB-FRS 36 Amendments to SB-FRS 36: Recoverable Amount Disclosures for 1 January 2014 Non-Financial Assets SB-FRS 39 Amendments to SB-FRS 39: Novation of Derivatives and 1 January 2014 Continuation of Hedge Accounting

T he 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

T he financial statements are presented in Singapore dollars which is also the Council's functional currency. All financial information presented in Singapore dollars has been rounded to the nearest thousand, unless otherwise stated.

T ransactions and balances

T ransactions 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.

76 anticipate evolve impact Notes to the financial statements Year ended 31 March 2014

2.5 Financial instruments

(a) Financial assets

I nitial recognition and measurement

F inancial 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.

W hen 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

F inancial 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 that are not designated as hedging instruments in hedge relationships as defined SB-FRS 39. Derivatives, including separated embedded derivatives are also classified as held for trading unless they are designated as effective hedging instruments.

S ubsequent 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 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.

F inancial assets designated at fair value through profit or loss comprise equity and debt securities that otherwise would have been classified as available for sale.

(ii) Loans and receivables

N on-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

N on-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.

NCSS ANNUAL REPORT FY2013 77 Notes to the financial statements Year ended 31 March 2014

2.5 Financial instruments (cont'd)

(iv) Available-for-sale financial assets

A vailable-for-sale financial assets include equity. Equity investments classified as available-for-sale are those, which are neither classified as held for trading nor designated at fair value through profit or loss.

A fter initial recognition, available-for-sale financial assets are subsequently measured at fair value. Any gains or losses from changes in fair value of the financial assets are recognised in other comprehensive income, except that impairment losses, foreign exchange gains and losses on monetary instruments and interest calculated using the effective interest method are recognised in income and expenditure. The cumulative gain or loss previously recognised in other comprehensive income is reclassified from equity to income and expenditure as a reclassification adjustment when the financial asset is de-recognised.

I nvestments in equity instruments whose fair value cannot be reliably measured are measured at cost less impairment loss.

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 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

F inancial 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.

S ubsequent 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.

78 anticipate evolve impact Notes to the financial statements Year ended 31 March 2014

2.5 Financial instruments (cont'd)

(b) Financial liabilities (cont'd)

(ii) Financial liabilities at amortised cost

A fter 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 income or 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.

2.6 Property, plant and equipment

(a) Recognition and measurement

Property, plant and equipment are stated at cost less accumulated depreciation and impairment losses.

(b) Depreciation

D epreciation 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.

D epreciation 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 50% Leasehold improvements 10% 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 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 income or expenditure in the year the asset is derecognised.

NCSS ANNUAL REPORT FY2013 79 Notes to the financial statements Year ended 31 March 2014

2.7 Intangible assets

Intangible assets represent software expenditure directly attributable to the development of a computer system. This is capitalised and carried at cost less accumulated amortisation and impairment loss. Intangible assets are amortised in the statement of income and expenditure on a straight-line basis over their estimated useful life of three years.

2.8 Impairment of financial assets

A financial asset not carried at fair value through profit or loss is assessed at the end of each reporting period to determine whether there is objective evidence that it is impaired. A financial asset is impaired if objective evidence indicates that a loss event has occurred after the initial recognition of the asset, and that the loss event has a negative effect on the estimated future cash flows of that asset that can be estimated reliably.

O bjective evidence that financial assets (including equity securities) are impaired can include default or delinquency by a debtor, restructuring of an amount due to the Council on terms that the Council would not consider otherwise, indications that a debtor or issuer will enter bankruptcy, adverse changes in the payment status of borrowers or issuers in the Council, economic conditions that correlate with defaults or the disappearance of an active market for a security. In addition, for an investment in an equity security, a significant or prolonged decline in its fair value below its cost is objective evidence of impairment.

(a) Financial assets carried at amortised cost

The Council considers evidence of impairment for loans and receivables and held-to-maturity investment securities at both a specific asset and collective level. All individually significant loans and receivables and held-to-maturity investment securities are assessed for specific impairment. All individually significant receivables and held-to-maturity investment securities 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 investment securities that are not individually significant are collectively assessed for impairment by grouping together loans and receivables and held- to-maturity investment securities 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 securities. 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.

(b) Financial assets carried at cost

I f there is objective evidence (such as significant adverse changes in the business environment where the issuer operates, probability of insolvency or significant financial difficulties of the issuer) that an impairment loss on financial assets carried at cost had been incurred, the amount of the loss is measured as the difference between the asset’s carrying amount and the present value of estimated future cash flows discounted at the current market rate of return for a similar financial asset. Such impairment losses are not reversed in subsequent periods.

80 anticipate evolve impact Notes to the financial statements Year ended 31 March 2014

2.8 Impairment of financial assets (cont'd)

I mpairment losses on available-for-sale financial assets are recognised by reclassifying the losses accumulated in the investments revaluation reserve to the statement of income and expenditure. The cumulative loss that is reclassified from the investments revaluation reserve to the statement of income and expenditure is the difference between the acquisition cost, net of any principal repayment and amortisation, and the current fair value, less any impairment loss recognised previously in the statement of income and expenditure. Changes in impairment provisions attributable to application of the effective interest method are reflected as a component of interest income. If, in a subsequent period, the fair value of an impaired available-for-sale debt security increases and the increase can be related objectively to an event occurring after the impairment loss was recognised in the statement of income and expenditure, then the impairment loss is reversed. The amount of the reversal is recognised in the statement of income and expenditure. However, any subsequent recovery in the fair value of an impaired available-for-sale equity security is recognised in other comprehensive income.

2.9 Impairment of non-financial assets

T he carrying amounts of the Council's non-financial assets are reviewed at each reporting date to determine whether there is any indication of impairment. If any such indication exists, the assets' recoverable amounts are estimated.

A n impairment loss is recognised if the carrying amount of an asset or its cash-generating unit exceeds its recoverable amount. A cash-generating unit is the smallest identifiable asset group that generates cash flows that largely are independent from other assets and groups. Impairment losses are recognised in the statement of income and expenditure.

T he recoverable amount of an asset or cash-generating unit is the greater of its value in use and its fair value less costs to sell. In assessing value in use, the estimated future cash flows are discounted to their present value using a pre-tax discount rate that reflects current market assessments of the time value of money and the risks specific to the asset or cash-generating unit.

Impairment losses recognised in prior periods are assessed at each reporting date for any indications that the loss has decreased or no longer exists. An impairment loss is reversed if there has been a change in the estimates used to determine the recoverable amount. An impairment loss is reversed only to the extent that the asset's carrying amount does not exceed the carrying amount that would have been determined, net of depreciation, if no impairment loss had been recognised.

2.10 Cash and cash equivalents

C ash and cash equivalents comprise cash balances and call deposits and which are subjects an insignificant risk of changes in value.

2.11 Trust Funds

M onies 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

Pr ovisions 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.

NCSS ANNUAL REPORT FY2013 81 Notes to the financial statements Year ended 31 March 2014

2.12 Provisions (cont'd)

T he amount recognised as a provision is the best estimate of the consideration required to settle the present obligation at the statement of financial position date, taking into account the risks and uncertainties surrounding the obligation. Where a provision is measured using the cash flows estimated to settle the present obligation, its carrying amount is the present value of those cash flows.

W hen 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

G overnment 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 income or expenditure over the expected useful life of the relevant asset by equal annual instalments.

G rants from the government to meet the Council's operating expenses are recognised as income to match the related operating expenditure.

G overnment 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.

B oth operating and capital grants are accounted for on an accrual basis.

2.14 Revenue recognition

Re venue 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) Donations

Donations of cash or assets are 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

D ividend income is recorded in the statement of income and expenditure when the right to receive the dividend has been established.

I nterest 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) Recovery of overfunding

Recovery of overfunding of voluntary welfare organisations is recognised when receipt of overfunded amounts is certain.

(e) Training programme income

Training programme income is recognised when the services are rendered.

82 anticipate evolve impact Notes to the financial statements Year ended 31 March 2014

2.15 Employee benefits

Defined contribution plans

T he 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

E mployee 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 income or expenditure.

2.16 Leases

T he 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.

F inance 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 income or expenditure. Contingent rents, if any, are charged as expenditure in the periods in which they are incurred.

C apitalised 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.

O perating lease payments are recognised as an expenditure in income or 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.

(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.

NCSS ANNUAL REPORT FY2013 83 Notes to the financial statements Year ended 31 March 2014

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.

E stimates 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.

Information about assumptions and estimation uncertainties that have a significant risk of resulting in a material adjustment within the next financial year is included in note 2.8 – impairment of financial assets and note 22 – estimates of fair values of financial instruments.

4. Property, plant and equipment Furniture Other Computer and Leasehold Motor leasehold WIP equipment equipment improvements vehicles building Asset Total $’000 $’000 $’000 $’000 $’000 $’000 $’000

Cost At 1 April 2012 1,392 1,877 105 65 10,552 – 13,991 Additions 24 94 105 ––– 223 Disposals (6) (2) –––– (8)

At 31 March 2013 1,410 1,969 210 65 10,552 – 14,206 Additions 21 7 4 –– 2,071 2,103 Disposals (3) (1) –––– (4) At 31 March 2014 1,428 1,975 214 65 10,552 2,071 16,305

Accumulated depreciation At 1 April 2012 1,200 1,432 38 11 4,042 – 6,723 Depreciation charge for the year 92 107 10 13 348 – 570 Disposals (6) (2) –––– (8)

At 31 March 2013 1,286 1,537 48 24 4,390 – 7,285 Depreciation charge for the year 70 106 11 13 349 – 549 Disposals (3) (1) –––– (4) At 31 March 2014 1,353 1,642 59 37 4,739 – 7,830

Carrying amount At 31 March 2013 124 432 162 41 6,162 – 6,921 At 31 March 2014 75 333 155 28 5,813 2,071 8,475

2014 2013 $’000 $’000

Depreciation expense charged to: Statement of income and expenditure: - operating and investment expenditure 365 408 - SSI 84 65 - NCSS Charitable Fund 100 97 549 570

84 anticipate evolve impact Notes to the financial statements Year ended 31 March 2014

5. Intangible assets

2014 2013 $’000 $’000

Cost At beginning of year 9,682 9,475 Additions 170 207 At end of year 9,852 9,682

Amortisation At beginning of year 8,995 8,500 Amortisation for the year 442 495 At end of year 9,437 8,995

Net carrying amount At beginning of year 687 975 At end of year 415 687

Amortisation expense charged to: Statement of income and expenditure: - operating and investment expenditure 276 336 - SSI 73 55 - NCSS Charitable Fund 93 104 442 495

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

6. Held-to-maturity financial assets

2014 2013 $’000 $’000

Current assets Quoted bonds, at amortised cost 6,000 3,019 Unquoted bonds, at amortised cost – 3,998 6,000 7,017

Fair value of quoted bonds 6,014 3,031 Fair value of unquoted bonds – 4,045

Non-current assets Quoted bonds, at amortised cost maturing: - Within 2 to 5 years 13,092 9,001 - More than 5 years 13,112 20,124 26,204 29,125

Fair value of quoted bonds 27,208 30,988

NCSS ANNUAL REPORT FY2013 85 Notes to the financial statements Year ended 31 March 2014

6. Held-to-maturity financial assets (cont'd)

The bonds have fixed coupon rates ranging from 3.10% to 5.13% (2013: 1.10% to 4.84%) per annum. The maturity dates range from April 2014 to January 2026 (2013: June 2013 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. Available-for-sale investments

2014 2013 $’000 $’000

Quoted equity shares, at fair value – 2,055

T he equity shares comprising mainly preference shares of local banks, offer the Council an opportunity for return through dividend income and fair value gains.

The Council's available-for-sale investments are all denominated in Singapore dollars.

8. Investments at fair value through profit or loss

These relate to investments which are designated as financial assets at fair value through profit or loss.

2014 2013 $’000 $’000

Investments held by the Council Quoted equity securities 7,287 14,376 Funds managed by fund managers 49,364 102,678

Total investments at fair value through profit or loss 56,651 117,054

Non-current 7,287 14,376 Current 49,364 102,678 56,651 117,054

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.

86 anticipate evolve impact Notes to the financial statements Year ended 31 March 2014

8. Investments at fair value through profit or loss (cont'd)

Fund managed by fund managers

2014 2013 $’000 $’000

The (loss)/gain for the year ended is as follows: - Realised loss upon disposal/redemption/maturity (1,136) – - Unrealised (loss)/gain during the year (264) 1,813 (1,400) 1,813 The movement of the carrying value of funds at 31 March 2014 is as follows:

Cost of Carrying value Unrealised gain/ Carrying value of investment of investment at (loss) during the investment at end beginning of the year of the year 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

2013 (a) Principal guaranteed funds 50,000 53,555 2,214 55,769 (b) Capital protected notes 45,000 47,310 (401) 46,909 95,000 100,865 1,813 102,678

(a) The principal guaranteed funds account for $20,471,000 (2013: $55,769,000) of the carrying amounts above, for which the fund managers have guaranteed the aggregate principal balance amounting to $20,000,000 (2013: $50,000,000). (b) The principal of the capital protected notes, amounting to $30,000,000 (2013: $45,000,000) are redeemable at par on maturity.

NCSS ANNUAL REPORT FY2013 87 Notes to the financial statements Year ended 31 March 2014

9. Debtors, pledged receivables and prepayments

Gross 2014 2013 $’000 $’000

Debtors and pledged receivables 13,066 10,702 Interest receivable on bonds 416 455 Sundry deposits 636 623 Loan and receivables 14,118 11,780 Advance disbursement to agencies – * Prepaid operating expenses 38 307 Advances to suppliers 12 12 14,168 12,099

* The amount is less than $1,000.

T he Council has receivables amounting to $77,000 (2013: $104,000) 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:

Not past due 14,041 11,676 Past due 1-30 days 9 56 Past due 31-90 days 26 7 More than 90 days 42 41 14,118 11,780

No allowance is recognised on the debts and pledged receivables. Based on the historical default rates, the Council believes that no allowance for doubtful debts is necessary in respect of the above receivables.

10. Cash and bank balances

2014 2013 $’000 $’000

Cash at bank 43,860 46,503 Fixed bank deposits 130,500 74,000 Cash on hand 8 5 174,368 120,508

Bank balances and cash comprise monies held by the Council and short-term bank deposits.

Fixed bank deposit bears interest at an average rate of 0.48% (2013: 0.69%) per annum and for tenure of approximately 58 days (2013: 95 days).

The Council’s cash and bank balances are denominated in Singapore dollars.

88 anticipate evolve impact Notes to the financial statements Year ended 31 March 2014

11. Trust Funds

2014 2013 $’000 $’000

VWOs - Charities Capability Fund: - VWO Capability Fund 1 1 – - VWO Capability Fund 2 946 1,562 - VWO Capability Fund 3 1,899 382 - ComCare and Others 3 3 Charities Fund 687 1,079 Charities Fund 2 883 (179) IMCDF – Reinvestment Fund for SWTS 374 425 4,793 3,272 WDA Disability Employment Project Fund 44 135 MOE Special Education Fund 48,663 30,247 School Pocket Money Fund 758 198 Tote Board Social Service Fund 11,402 4,299 Lee Wee Kheng Fund 25,602 25,893 MCYS Funding for VWOs Development Budget 1,106 1,870 MCYS Funding for VWOs Recurrent Budget 18,004 13,012 The Wan Boo Sow Charity Fund 61 66 President’s Challenge 10,133 11,098 Social Service Sector ICT Master Plan 1,828 2,022 Total 122,394 92,112

Represented by: Bank balances 141,712 92,380 Fixed bank deposits 6,000 11,000 Sundry receivables 57 2,512 Held-to-maturity financial assets 5,071 7,087 Investments at fair value through profit or loss – 6,060 152,840 119,039 Less: Sundry creditors and accruals (30,446) (26,927) 122,394 92,112

Balance as at beginning of the year 92,112 70,037 Incoming resources 315,759 258,198 Outgoing resources (285,477) (236,123) Net movement for the year 30,282 22,075 Balance as at end of the year 122,394 92,112

NCSS ANNUAL REPORT FY2013 89 Notes to the financial statements Year ended 31 March 2014

12. Endowment Fund

2014 2013 $’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.

13. General Fund

Note 2014 2013 $’000 $’000

At beginning of year 48,291 45,127 Deficit for the year (6,683) (3,270) Transfer (to)/from ComChest Fund 14 (996) 6,434

At end of year 40,612 48,291

T he 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.

14. ComChest Fund

Note 2014 2013 $’000 $’000

At beginning of year 15,015 21,449 Transfer from/(to) General Fund 13 996 (6,434)

At end of year 16,011 15,015

The ComChest Fund was established by the Board, effective from the financial year commencing 1 April 2007.

T he 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.

90 anticipate evolve impact Notes to the financial statements Year ended 31 March 2014

14. ComChest Fund (cont'd)

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.

15. Deferred capital grants

2014 2013 $’000 $’000

Capital grant received 18,858 18,858

Accumulated amortisation: At beginning of year 11,439 11,062 Amortisation for the year 330 377 At end of year 11,769 11,439

Net carrying amount 7,089 7,419

Amortisation charged to: Statement of income and expenditure:

Government and other grants: Amortisation of deferred capital grant 319 377

SSI MSF Capital Grant 11 –

330 377

16. Sundry creditors and accruals

2014 2013 $’000 $’000

Sundry creditors 1,442 4,878 Grant income received in advance 13,233 12,786 Accrued operating expenses 10,721 9,433 Advances held for designated projects 5,289 5,705 30,685 32,802

NCSS ANNUAL REPORT FY2013 91 Notes to the financial statements Year ended 31 March 2014

17. Service allocations to members

2014 2013 $’000 $’000

Allocation to members 52,871 70,788 Project expenditure 38 84

Service allocations charged as an expense to proceeds from Community Chest 52,909 70,872 (Receipt)/payment of (over)/under allocation of prior years (165) 165 Service allocations to members 52,744 71,037

A llocation to members refers to disbursements to member Voluntary Welfare Organisations. For the year of 2014, it includes disbursements under Comchest Care Programme of $500 (2013: $nil).

Pr oject expenditure includes funding for the renovation or upgrading of Voluntary Welfare Organisations' premises and purchases of furniture and equipment required for service delivery. It also relates to expenditure incurred to build up the capability amongst Voluntary Welfare Organisations' employees to professionalise the social service sector and to raise public awareness of the critical social service issues and services.

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.

T he Council considers the CEO, directors and deputy 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:

2014 2013 $’000 $’000

Short-term employee benefits 2,497 2,571 Contributions to defined contribution plan 197 214 2,694 2,785

2014 2013

Number of key management personnel 16 15

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

(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:

92 anticipate evolve impact Notes to the financial statements Year ended 31 March 2014

18. Significant related party transactions (cont'd)

2014 2013 $’000 $’000

Ministry of Social and Family Development Grant income and income on provision of services received and recognised 20,168 22,995

Singapore Totalisator Board Donation received and recognised 18,163 30,164

Ministry of Education Grant income received and recognised 276 231

Ministry of Finance Grant income received and recognised 1,211 681 Licence fee for accounting software paid/payable (730) (524)

Infocomm Development Authority of Singapore Service fee paid/payable (1,890) (1,971)

People’s Association Temporary Occupation Licence fee paid/payable (526) (551)

Civil Service College Training courses fees paid/payable (53) (91)

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

2014 2013 $’000 $’000

(a) Approved funding to members 55,696 51,744

(b) Operating leases

Non-cancellable operating lease payable are as follows:

2014 2013 $’000 $’000

Within one year 3,785 3,052 Between one and five years 5,120 8,488 More than five years – 204 8,905 11,744

NCSS ANNUAL REPORT FY2013 93 Notes to the financial statements Year ended 31 March 2014

20. Number of employees

The number of employees in the Council at the end of the year was 267 (2013: 303). Total staff costs of the Council amounted to $22,185,000 (2013: $22,557,000).

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

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.

Credit risk

C redit risk is the risk of financial loss to the Council if a 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.

A t the statement of financial position date, the maximum exposure to credit risk is represented by the carrying amount of each financial asset in the statement of financial position. There was no significant concentration of credit risk except for receivables from 2 debtors (2013: 2) which accounted for 34% (2013: 61%) of the Council’s outstanding debtors and pledged receivables.

L iquidity risk

L iquidity 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. The Council’s exposure to liquidity risk relates primarily to its cash and bank balances and debtors, pledged receivables and prepayments, as presented in note 9, which are to be settled within 1 year and sundry creditors and accruals, as presented in note 16, which are due within 1 year.

Reserves management

T he 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.

94 anticipate evolve impact Notes to the financial statements Year ended 31 March 2014

22. Financial risk management (cont'd)

Market price risk

M arket 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.

T he 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.

A t 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 investments revaluation reserve of the Council would decrease by approximately $ - (2013: $206,000) and the Council’s (deficit)/surplus for the year would increase/decrease by approximately $5,665,000 (2013: $11,705,000) 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 maturing Effective Within More interest Within 2 to 5 than rate 1 year years 5 years Total % $’000 $’000 $’000 $’000

2014

Fixed bank deposits 0.48 130,500 – – 130,500 Held-to-maturity financial assets 4.24 6,000 13,092 13,112 32,204 136,500 13,092 13,112 162,704

2013

Fixed bank deposits 0.69 74,000 – – 74,000 Held-to-maturity financial assets 4.00 7,017 9,001 20,124 36,142 81,017 9,001 20,124 110,142

A s the Council’s investments in bonds and placements of fixed bank deposits are mainly fixed rate instruments, the Council has minimal exposure to interest rate volatility.

T he 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.

NCSS ANNUAL REPORT FY2013 95 Notes to the financial statements Year ended 31 March 2014

22. Financial risk management (cont'd)

Accounting classifications and fair values

Fair values versus carrying amounts

T he fair values of financial assets and liabilities, together with the carrying amounts shown in the statement of financial position, are as follows:

Other Total Designated Held-to- Loans and financial carrying Note at fair value maturity receivables liabilities amount Fair value $’000 $’000 $’000 $’000 $’000 $’000

2014 Held-to-maturity financial assets 6 – 32,204 –– 32,204 33,222 Financial assets designated at fair value through profit or loss 8 56,651 ––– 56,651 56,651 Loans and receivables 9 –– 14,118 – 14,118 14,118 Cash and bank balances 10 –– 174,368 – 174,368 174,368 56,651 32,204 188,486 – 277,341 278,359

Sundry creditors and accruals* 16 ––– 17,452 17,452 17,452

Other Total Designated Held-to- Loans and Available- financial carrying Note at fair value maturity receivables for-sale liabilities amount Fair value $’000 $’000 $’000 $’000 $’000 $’000 $’000

2013 Held-to-maturity financial assets 6 – 36,142 ––– 36,142 38,064 Available-for-sale investments 7 ––– 2,055 – 2,055 2,055 Financial assets designated at fair value through profit or loss 8 117,054 –––– 117,054 117,054 Loans and receivables 9 –– 11,780 –– 11,780 11,780 Cash and bank balances 10 –– 120,508 –– 120,508 120,508 117,054 36,142 132,288 2,055 – 287,539 289,461

Sundry creditors and accruals* 16 –––– 20,016 20,016 20,016

* Excluding grant income received in advance

96 anticipate evolve impact Notes to the financial statements Year ended 31 March 2014

22. Financial risk management (cont'd)

Estimates of fair values

T he fair values of investments classified as available-for-sale investments, investments at fair value through profit or loss and held-to-maturity financial assets are based on closing bid prices on the last market day of the financial year or market prices on the last market day of the financial year provided by brokers or banks.

T he carrying amounts of cash and bank balances, debtors, pledged receivables and sundry creditors and accruals approximate their respective fair values due to the relatively short-term maturity of these financial instruments.

(a) Fair value hierarchy

T he table below analyses financial instruments carried at fair value, by valuation method as at 31 March 2013 and 31 March 2014. The different levels have been defined as follows:

(i) Level 1: quoted prices (unadjusted) in active markets for identical assets or liabilities

(ii) Level 2: inputs other than quoted prices included within Level 1 that are observable for the asset or liability, either directly (i.e., as prices) or indirectly (i.e., derived from prices)

(iii) Level 3: inputs for the asset or liability that are not based on observable market data (unobservable inputs).

(b) Assets 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:

Level 1 Level 2 Level 3 Total $’000 $’000 $’000 $’000

2014 Financial assets designated at fair value through profit or loss 7,287 20,471 28,893 56,651

2013 Available-for-sale financial assets 2,055 –– 2,055 Financial assets designated at fair value through profit or loss 14,376 55,846 46,832 117,054

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

Methods and assumptions used to determine fair values

T he methods and assumptions used by management to determine fair values of assets other than those whose carrying amounts reasonably approximate their fair values are as follows:

Assets Methods and assumptions • Level 2 financial assets designated at The fair value is a combination of quoted instruments and funds at fair value through profit or loss 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 financial assets designated at The fair value is determined by reference to valuation provided by non- fair value through profit or loss related fund managers based on the net asset value of the investees.

NCSS ANNUAL REPORT FY2013 97 Notes to the financial statements Year ended 31 March 2014

22. Financial risk management (cont'd)

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:

2014 2013 $’000 $’000

At 1 April 46,832 17,305 Purchase – 30,000 Losses recognised in the statement of income and expenditure (208) (473) Disposal (17,731) – Balance as at 31 March 28,893 46,832

Total losses for the year included in the statement of income and expenditure for assets held at 31 March (208) (473)

Losses included in the statement of income and expenditure for the year (above) are presented as losses on investments at fair value through profit or loss in the statement of income and expenditure.

23. Tax deductible donations

Fund-raising proceeds from Community Chest during the financial year include tax deductible donations received amounting to $32,265,000 (2013: $43,553,000).

98 anticipate evolve impact Notes to the financial statements Year ended 31 March 2014

24. Comparative figures

In prior year, the income and expenditure of SSI only pertains to two significant centres of SSI. In FY2013, management decided to disclose the income and expenditure of all the centres in SSI separately under SSI in the Statement of Income and Expenditure. Accordingly, the following comparative figures in the financial statements have been reclassified to conform to current year's presentation.

Statements of income and expenditure

Council Reclassification As previously reported 2013 2013 $’000 $’000

Operating and investment income: Subscriptions and miscellaneous income 894 919

Operating and investment expenditure: Staff costs – salaries and related costs (14,990) (16,062) Contributions to defined contribution plan (1,951) (2,088) Operating lease expenses – Temporary Occupation License fee (375) (515) – Other operating lease expenses (357) (490) Depreciation of property, plant and equipment (408) (469) Amortisation of intangible assets (336) (389) Other expenses (5,637) (5,890)

Government and other grants: Operating grants 20,578 23,363

SSI Proceeds and claims from SSI courses 3,748 3,751 MSF Operating Grant 2,776 – WDA Grant 18 – Other Income 18 – Less: Direct SSI course expenditure (2,009) (1,991) Staff costs – salaries and related costs (1,860) (788) Contributions to defined contribution plan (255) (118) Other administrative expenses (623) (116) Depreciation of property, plant and equipment (65) (4) Amortisation of intangible assets (55) (2) (889) (889)

25. Authorisation of financial statements for issue

The financial statements for the year ended 31 March 2014 were authorised for issue in accordance with a resolution of the Council members on 3 June 2014.

NCSS ANNUAL REPORT FY2013 99 NCSS COMMUNITY FUNDING DISBURSEMENT FY2013 DISBURSEMENT ($)

Dignifying the Lives of the Elderly Alzheimer’s Disease Association • Alzheimer's Disease Association Specialised Caregiver Support Service (Dementia) 90,658 • New Horizon Centre (Toa Payoh) 78,626 Asian Women’s Welfare Association • AWWA Community Home for Senior Citizens 429,680 • AWWA READYCARE Centre 209,617 Bright Hill Evergreen Home 468,216 HCA Hospice Care • HCA Specialised Caregiver Support Service (Palliative) 90,658 • Day Hospice Centre 438,535 • Home Hospice Service 911,422 Lions Befrienders Service Association (Singapore) • Lions Befrienders 829,235 Metta Welfare Association • Metta Hospice Care 75,518 PERTAPIS Education and Welfare Centre • PERTAPIS Senior Citizens Fellowship Home 88,573 Presbyterian Community Services • Dorcas Home Care Service 97,962 SAGE Counselling Centre • SAGE Counselling Centre 235,953 • The Seniors Helpline 40,582 Sathya Sai Social Service (Singapore) • Tembusu Home Help Service 21,548 Singapore Leprosy Relief Association • SILRA Home 127,380 Sunlove Abode for Intellectually-Infirmed Ltd • Sunlove Dementia Day Care 47,559 • Sunlove Home Help Service 144,872 Sunshine Welfare Action Mission • SWAMI Dementia Day Care 70,071 • SWAMI Home Help Service 92,407 Thye Hua Kwan Moral Charities Limited • THK Care Provider 418,772 • THK Home Help Service East 127,677 • THK Home Help Service West 254,528 TOUCH Community Services Limited • TOUCH Home Care - Ensuite 124,968 • TOUCH Home Care - Home Help 202,396 Subtotal (Dignifying the Lives of the Elderly) 5,717,413

Helping Persons with Disabilities Lead Independent Lives Association for Persons with Special Needs • APSN Centre for Adults 634,224 Autism Association (Singapore) • Eden Centre for Adults 50,296 Bizlink Centre Singapore Ltd • Business Development Division 557,059 • Employment Placement Division 109,817 • Vocational Assessment Division 112,840

NCSS ANNUAL REPORT FY2013 101 FY2013 DISBURSEMENT ($)

Cerebral Palsy Alliance Singapore (CPAS) • CPAS - Day Activity Centre 119,069 • CPAS - Goodwill Rehabilitation & Occupational Workshop (GROW) 341,921 Metta Welfare Association • Metta Day Activity Centre for the Intellectually Disabled 62,284 Movement for the Intellectually Disabled of Singapore • Hi-Job! 15,560 • IDEA Employment Development Centre 1,170,742 • MINDS Ang Mo Kio Training and Development Centre 243,108 • MINDS Clementi Training and Development Centre 224,540 • MINDS MYG 19,111 • MINDSville@Napiri - Home 557,824 • MINDSville@Napiri - Hostel/Group Home 183,762 • MINDSville@Napiri - Napiri Training and Development Centre 87,432 • SIA-MINDS Employment Development Centre 1,491,878 • Woodlands Employment Development Centre 1,184,762 SG Enable Ltd (formerly known as Centre for Enabled Living Ltd) • 'LTA Cares' Fund 183,431 • NCSS Special Assistance Fund 486,000 Singapore Association for Mental Health • SAMH Bukit Gombak Group Homes 61,284 • SAMH Insight Centre 985,529 • SAMH Oasis Day Centre 235,395 Singapore Association of the Visually Handicapped • Braille Production Unit 169,593 • Library Services 36,716 Society for the Physically Disabled • Employment Support Programme 15,560 • Sheltered and Production Workshop 608,878 • SPD Therapy Hub 529,532 • Specialised Case Management Programme 256,337 • The SPD-SOKA Day Activity Centre 367,979 • The Specialised Assistive Technology Centre 190,907 SUN-DAC (2 centres) 266,405 The Singapore Association for the Deaf • SADeaf Deaf Access 200,253 The Singapore Cheshire Home • The Singapore Cheshire Home Day Care Centre 159,270 • The Singapore Cheshire Home Residential Care 521,580 Thye Hua Kwan Moral Charities Limited • Community Integration Support Programme for People with Visual Impairment 101,518 • Skills Training and Sheltered Employment Programme for People with Visual Impairment 344,833 • THK Therapy Services 305,077 TOUCH Community Services Limited • TOUCH Ubi Hostel 86,141 Subtotal (Helping Persons with Disabilities Lead Independent Lives) 13,278,447

102 anticipate evolve impact FY2013 DISBURSEMENT ($)

Keeping Families Together AMKFSC Community Services Ltd (formerly known as The Ang Mo Kio Family Service Centres) • Ang Mo Kio Family Service Centre (formerly known as The Ang Mo Kio Family Service Centres (Ang Mo Kio)) 184,001 • Cheng San Family Service Centre (formerly known as The Ang Mo Kio Family Service Centres (Cheng San)) 207,897 • Punggol Family Service Centre (formerly known as The Ang Mo Kio Family Service Centres (Punggol)) 107,000 • Sengkang Family Service Centre (formerly known as The Ang Mo Kio Family Service Centres (Sengkang)) 197,277 Asian Women’s Welfare Association • AWWA Family Service Centre 227,419 Care Corner Counselling Centre 1,079,788 Care Corner Family Service Centre (Admiralty) 176,035 Care Corner Family Service Centre (Queenstown) 168,069 Care Corner Family Service Centre (Toa Payoh) 210,553 Care Corner Family Service Centre (Woodlands) 178,690 Care Corner Singapore Ltd • Care Corner Family Service Centre (Tampines) 107,000 Counselling and Care Centre 900,881 Fei Yue Family Service Centre • Fei Yue Family Service Centre (Bukit Batok) 165,414 • Fei Yue Family Service Centre (Champions Way) 112,310 • Fei Yue Family Service Centre (Choa Chu Kang) 168,069 • Fei Yue Family Service Centre (Yew Tee) 128,242 Foundation of Rotary Clubs (Singapore) Ltd • Rotary Family Service Centre 149,483 Good News Community Services • Pasir Ris Family Service Centre 128,242 HELP Family Service Centre 442,845 Kampong Kapor Family Service Centre 154,794 Lakeside Family Services (formerly known as Lakeside Family Centre) • Lakeside Family Centre (Jurong East) 146,828 • Lakeside Family Centre (Jurong West) 282,243 Methodist Welfare Services • Covenant Family Service Centre 133,552 • Daybreak Family Service Centre 144,173 • Tampines Family Service Centre 165,414 Montfort Care (formerly known as Marine Parade Family Service Centre) • @27 Family Service Centre 122,931 • Marine Parade Family Service Centre 186,656 PAVE (formerly known as Promoting Alternatives to Violence) • PAVE at Siglap 147,480 Persatuan Pemudi Islam Singapura • As-Salaam PPIS Family Support Centre 442,845 • PPIS Family Service Centre (East) 120,276 • PPIS Family Service Centre (West) 122,931 REACH Community Services Society • REACH Family Service Centre 154,794 Samaritans of Singapore 1,451,790 Sembawang Family Service Centre 144,173 Serangoon Moral Family Service Centre 146,828 Shan You Counselling Centre • Shan You Counselling and Casework 391,211

NCSS ANNUAL REPORT FY2013 103 FY2013 DISBURSEMENT ($)

Singapore After-Care Association • SACA Aftercare Case Management Service 81,536 Singapore Anti-Narcotics Association • SANA Aftercare Case Management Service 100,755 Singapore Buddhist Lodge Welfare Foundation • SBL Vision Family Service Centre 120,276 Singapore Indian Development Association • SINDA Family Service Centre 125,586 Society of Sheng Hong Welfare Services • Hougang Sheng Hong Family Service Centre 138,862 South Central Community Family Service Centre Limited • South Central Community Family Service Centre (formerly known as Bukit Ho Swee Family Service Centre) 160,104 The Ramakrishna Mission • WINGS Family Support and Counselling Programme 322,180 Thye Hua Kwan Moral Charities Limited • THK Family Service Centre @ Bedok North 261,001 • THK Family Service Centre @ Bukit Panjang 162,759 • THK Family Service Centre @ MacPherson 168,070 • THK Family Service Centre @ Tanjong Pagar 181,364 • THK Family Service Centre @ Jurong - NEW 38,759 TRANS Family Services • Trans Family Service Centre (Bedok) 146,828 • Trans Family Service Centre (Bukit Timah) 104,345 Viriya Family Service Centre - NEW 69,317 Whispering Hearts Family Service Centre 168,070 Subtotal (Keeping Families Together) 11,847,946

Nurturing Children and Youth to Succeed Ain Society • Ain Society - Enhanced STEP-UP (Service A and B) 4,920 Alive Community Network • Alive Community Network - Enhanced STEP-UP (Service A and B) 22,583 AMKFSC Community Services Ltd (formerly known as The Ang Mo Kio Family Service Centres) • The Ang Mo Kio Family Service Centres (Cheng San) - Enhanced STEP-UP (Service A and B) 11,527 Asian Women’s Welfare Association • AWWA Early Years Centre 295,128 • AWWA School 785,935 • AWWA TEACH ME Services 878,767 Association for Persons with Special Needs • Chaoyang School 498,992 • Delta Senior School 871,138 • Katong School 460,864 • Tanglin School 522,708 Autism Association (Singapore) • Eden Children's Centre (Clementi) 67,049 • Eden Children's Centre (Simei) 67,610 • Eden School 798,757 Autism Resource Centre (Singapore) • Pathlight School 2,106,027 • ARC WeCAN EIP 173,935

104 anticipate evolve impact FY2013 DISBURSEMENT ($)

Bethesda Care & Counselling Services Centre • Bethesda Care & Counselling Services Centre - Enhanced STEP-UP (Service A and B) 3,240 Bethesda Community Assistance and Relationship Enrichment Centre • Bethesda Community Assistance and Relationship Enrichment Centre - Enhanced STEP-UP 14,280 (Service A and B) Boys' Town, Singapore • Boys' Town - Enhanced STEP-UP (Service A and B) 3,756 Canossian Daughters of Charity • Canossian EIPIC 29,457 • Canossian School 141,602 Care Community Services Society • Care Community Services Society - Enhanced STEP-UP (Service A and B) 6,105 Care Corner - Teck Ghee Youth Centre • Care Corner - Teck Ghee Youth Centre - Enhanced STEP-UP (Service A and B) 64,373 Care Corner Family Service Centre (Admiralty) • Care Corner Family Service Centre (Admiralty) - Enhanced STEP-UP (Service A and B) 21,576 Care Corner Family Service Centre (Woodlands) • Care Corner Family Service Centre (Woodlands) - Enhanced STEP-UP (Service A and B) 6,405 Care Corner Singapore Ltd • Care Corner Family Service Centre (Tampines) - Enhanced STEP-UP (Service A) 17,625 Cerebral Palsy Alliance Singapore (CPAS) • CPAS - EIPIC 567,448 • CPAS - Therapy Rehabilitation 226,652 • Cerebral Palsy Alliance Singapore School (formerly known as The Spastic Children's Association School) 479,041 Children-At-Risk Empowerment Association • Children-At-Risk Empowerment Association (CARE Singapore) - Enhanced STEP-UP (Service A) 15,270 EMCC • EMCC - Enhanced STEP-UP (Service A) 13,245 EN Community Services Society • EN Community Services Society - Enhanced STEP-UP (Service A) 34,536 Fei Yue Community Services • eGEN 263,940 • Fei Yue EIPIC 287,133 Good News Community Services • Pasir Ris Family Service Centre - Enhanced STEP-UP (Service A and B) 4,808 Kampong Kapor Family Service Centre • Kampong Kapor Family Service Centre - Enhanced STEP-UP (Service A) 4,728 Lakeside Family Services (formerly known as Lakeside Family Centre) • Lakeside Family Centre (Jurong East) - Enhanced STEP-UP (Service A) 225 • Lakeside Family Centre (Jurong West) - Enhanced STEP-UP (Service A) 1,350 Life Community Services Society • Friends of Children and Youth 165,278 • MightyKids, Families & Community (MightyKFC) - NEW 107,320 Lutheran Community Care Services Limited • Lutheran Community Care Services - Enhanced STEP-UP (Service A and B) 125,988 MCYC Community Services Society • MCYC Community Services Society - Enhanced STEP-UP (Service A) 3,615 Metta Welfare Association • Metta Preschool @ Punggol 139,709 • Metta Preschool @ Simei 127,365 • Metta School 771,721

NCSS ANNUAL REPORT FY2013 105 FY2013 DISBURSEMENT ($)

Morning Star Community Services • Morning Star Community Services - Enhanced STEP-UP (Service A) 16,344 Movement for the Intellectually Disabled of Singapore • Fernvale Gardens School 454,837 • Lee Kong Chian Gardens School 551,682 • MINDSville@Napiri - Children's Wing 99,813 • Towner Gardens School 545,865 • Woodlands Gardens School 583,197 National Council of Social Service • SPED Financial Assistance Scheme 262,161 Persatuan Persuratan Pemuda Pemudi Melayu (Malay Youth Literary Association) • Frenz 437,676 • Persatuan Persuratan Pemuda Pemudi Melayu - Enhanced STEP-UP (Service A and B) 101,460 Presbyterian Community Services • Grace Orchard School 608,137 Rainbow Centre, Singapore • Rainbow Centre - Margaret Drive School 837,691 • Rainbow Centre - Yishun Park School 875,610 • Rainbow Centre EIP Margaret Drive 336,487 • Rainbow Centre EIP Yishun Park 421,210 REACH Community Services Society • REACH Family Service Centre - Enhanced STEP-UP (Service A and B) 7,500 Shan You Counselling Centre • Shan You Counselling Centre - Enhanced STEP-UP (Service A) 8,235 Singapore Association of the Visually Handicapped • Lighthouse School 132,230 Society for the Physically Disabled • Building Bridges EIPIC Centre (Jurong) 86,687 • Building Bridges EIPIC Centre (Tiong Bahru) 71,257 St Andrew's Mission Hospital • St Andrew’s Autism School 453,538 Student Advisory Centre Limited • Student Advisory Centre Limited - Enhanced STEP-UP (Service A) 42,480 Students Care Service • Learning and Social Support Programme 375,720 • Students Care Service (Clementi) - Enhanced STEP-UP (Service A and B) 11,232 • Students Care Service (Hougang) - Enhanced STEP-UP (Service A and B) 11,940 • Students Care Service (Yishun)- Enhanced STEP-UP (Service A and B) 7,140 • SYNC (3 centres) 917,331 • Youth COP 261,228 The Ramakrishna Mission • WINGS Counselling Centre - Enhanced STEP-UP (Service A) 11,280 The Salvation Army • Kids In Play 98,343 The Singapore Association for the Deaf • SADeaf Community Integration Support for the Hearing Impaired - Itinerant Support Service 248,426 • Singapore School for the Deaf 63,960

106 anticipate evolve impact FY2013 DISBURSEMENT ($)

Thye Hua Kwan Moral Charities Limited • THK EIPIC Centre @ Ang Mo Kio 96,786 • THK EIPIC Centre @ Choa Chu Kang 354,322 • THK EIPIC Centre @ Tampines 111,094 • THK EIPIC Centre @ Woodlands 277,314 TOUCH Community Services Limited • TOUCH Community Services Limited - Enhanced STEP-UP (Service A and B) 39,324 Young Men's Christian Association of Singapore • Young Men's Christian Association of Singapore - Enhanced STEP-UP (Service A and B) 24,120 Youth Guidance Outreach Services • Experiential Learning and Mentoring Programme (AMK) - NEW 57,847 • Experiential Learning and Mentoring Programme (Woodlands) - NEW 121,296 • Youth Guidance Outreach Services - Enhanced STEP-UP (Service A and B) 29,377 Subtotal (Nurturing Children & Youths to Succeed) 21,265,908

Expected Annual Adjustment1 518,897

ComChest Haze Fund2 231,000

Project Expenditure3 48,781

Subtotal: Community Chest Total Disbursement 52,908,392

Tote Board Contribution for flagship programmes4 28,547,035

Grand Total 81,455,427

Notes 1 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. 2 This is a fund that was set up in response to the haze situation, supporting 228 programmes run by 80 VWOs. 3 Project expenditure includes funding to build capability of VWOs, to professionalise the social service sector, to raise public awareness of social services and to provide for higher allocation to programmes which have met the required standards. 4 This is the contribution from Tote Board Social Service Fund for flagship programmes to meet community funding needs. 5 All funding figures in this listing are rounded to the nearest dollar.

NCSS ANNUAL REPORT FY2013 107 NCSS BOARD OF COUNCIL, MANAGEMENT, COMMITTEES AND LISTINGS ORNS GA I ATION CHART

BOARD

Community Resource Social Service Executive Audit Services Chest Provisions Institute Committee Committee Committee Committee Committee Committee

Investment CEO Sub-Committee

Internal Audit

Central Executive Office Office

• Human Resource • Planning and Organisation Development • Corporate Communications

Human Capital Service Funding and Advocacy and Fund-Raising and Organisation Planning and Corporate Membership and Engagement Development Development Group Group Functions Group Group Group

• Advocacy and • Community Chest • Social Service • Children, Youth and • Fund Allocation Research Institute Family Services • VWO Benefits • Membership • Sector Manpower • Disability Services • Finance • Funding Policy • Eldercare Services • Administration • VWO Development • Mental Health • Info- • New and Emerging Services Communication Initiatives • Standards and System Impact

NCSS ANNUAL REPORT FY2013 109 NCSs Board of council

Patron-In-Chief His Excellency Dr Tony Tan Keng Yam President of the Republic of Singapore

Patron Mr Chan Chun Sing Minister for Social and Family Development and Second Minister for Defence

Hi s eh Fu Hua PBM P hILLIP Tan JP, BBM(L), BBM, PBM Adviser Vice President and Chairman, Community Chest Madam Halimah Yacob President Speaker of Parliament

Cuyril Ch a PBM Richard Sim Hwee Cher Vice President Honorary General Secretary

Hi s eh Fu Hua Phillip Tan Richard Sim Hwee Cher Mr Hsieh has been President of the Mr Tan has been serving as Vice Mr Sim joined the NCSS Board NCSS Board since August 2012. President of the NCSS Board since as Honorary Treasurer in 2008 He is currently Chairman of United 2006. He was appointed Chairman and has been Honorary General Overseas Bank, and board director of Community Chest in August 2013 Secretary since August 2012. He is of the Government of Singapore and is currently the Group Financial PwC Singapore’s Vice Chairman of Investment Corporation as well as Director of Citystate Capital Asia Operations and Head of Audit, and Tiger Airways Holdings. He is an Pte Ltd. Mr Tan has served NCSS a member of the PwC Executive adviser to Prime Partners Group, in various capacities since 1983 Board for Singapore, China, Hong which he co-founded. In 2008, Mr and contributes extensively in other Kong and Taiwan. Mr Sim sits on the Hsieh also founded BinjaiTree, a charitable organisations, including Council of the Institute of Singapore charitable organisation. He previously the Tsao Foundation, Mount Alvernia Chartered Accountants and is a served on the Board of Temasek Hospital and the Yellow Ribbon Fund. Fellow of the Chartered Public Holdings Pte Ltd (2010-2012) and Accountants of Australia and the was the CEO of Singapore Exchange Cyril Chua Association of Chartered Certified Limited (2003-2009). Mr Hsieh also Mr Chua joined the NCSS Board Accountants of United Kingdom. He sits on the boards of other non- in 2004 and has been serving as is also a member of the NUS School profit organisations, including the Vice President since 2008. Mr of Accounting Advisory Council and National Gallery Singapore, the Chua is a partner at ATMD Bird & Singapore Accountancy Commission’s Lien Foundation, Singapore Indian Bird LLP and a member of Project Accountancy Sector Research Centre Development Association (SINDA) Law Help under the Law Society of Advisory Council. and the Stewardship and Corporate Singapore. He has been Chairman Governance Centre. of the AMKFSC Community Services Ltd since 2008, and is a director of the Special Needs Trust Company. He previously served as Chairman of the Student Advisory Centre.

110 anticipate evolve impact F rances Cheang JP, BBM, PBM Professor Tsui Kai Chong Honorary Treasurer Board Member

Dr Ang Seng Bin Dr Mary Ann Tsao BBM, PBM Board Member Board Member

F rances Cheang Education at Singapore Management Dr Mary Ann Tsao Ms Cheang has been serving on University (SMU). He is currently Dr Tsao joined the NCSS Board in the NCSS Board since 2008. She is a board member at the National August 2012, having served a prior currently Honorary Treasurer and Community Leadership Institute term from 2008 to 2010. She is served previously as Honorary General and Intellectual Property Academy. Chairman and Founding Director Secretary. Between 1998 and 2004, she Professor Tsui also serves on advisory of the Tsao Foundation, which is served as Vice President and Honorary committees at ITE and the Ong Teng dedicated to addressing the well- Treasurer. A former partner at KPMG, Cheong Labour Leadership Institute. being of older people as well as Ms Cheang serves on the board population ageing issues. Dr Tsao of WE CARE Community Services Dr Ang Seng Bin serves on several boards, including Ltd, the Board of Visiting Justices Dr Ang has been an NCSS Board the Centre for Seniors, Community and Board of Inspection, and the member since 2010. He heads the Foundation of Singapore and the Asia Practising Management Consultants - Family Medicine Service as well as Centre for Social Entrepreneurship Certification Board. She is also on the the Menopause Unit at KK Women’s and Philanthropy at NUS. She has Reformative Training Centre Advisory and Children’s Hospital and teaches also served on various national policy Committee and the Panel of Advisers as an Adjunct-Assistant Professor at committees, including the Inter- to the Juvenile Court. Duke-NUS Graduate Medical School Ministerial Committee on Ageing and Singapore. Dr Ang has been involved the Committee on Ageing Issues. Professor Tsui Kai Chong in various volunteer roles ranging Professor Tsui joined the NCSS Board from direct volunteer to management in November 2012. He chairs the volunteer at the Students Care Service SSI Management Committee and (SCS) since 1994. In 2013, Dr Ang Advisory Committee, and has been became Vice-Chairman of the SCS the Provost of UniSIM since 2005. He Board. Dr Ang is also Chairman of was the Founding Dean of the School the SSI Diploma and Higher Diploma of Business and the Vice Provost in Social Service Evaluation and of Undergraduate and Graduate Review Committee.

NCSS ANNUAL REPORT FY2013 111 G irija Pande Rrobe t Chew PBM Chan Chia Lin Board Member Board Member Board Member

AXELE LE KA BUT JP, PBM Lee Kim Siang BBM(L), BBM, PBM Board Member Board Member

G irija Pande Robert Chew Committee of the Singapore Mr Pande joined the NCSS Board Mr Chew has been an NCSS Board Children’s Society. He is also active in in November 2012. He is currently member since 2010. He is a former several other VWOs, such as AWWA, Executive Chairman of Apex Avalon partner at Accenture and is currently Bright Vision Hospital, Geylang East Consulting, a joint venture with Avalon a partner at Stream Global Pte Ltd. Home for the Aged, Society of Sheng Consulting, India, which is ranked in He is a Director of Pteris Global, Hong Welfare Services, as well as in the top 10 in the Asia Pacific (APAC) Alexandra Health and Integrated several ministries, including Health, for Strategy Consulting. Mr Pande Health Information Systems and Home Affairs and Defence. was also CEO of Tata Consultancy serves on the boards of Dover Park Services APAC for over a decade. Hospice, Kwong Wai Shiu Hospital, Lee Kim Siang He won the Top CEO Award by the Shared Services for Charities and Mr Lee joined the NCSS Board Singapore Human Resources Institute TOUCH Community Services. in August 2012. He is a lawyer by in 2010. Mr Pande serves on the profession, and Chairman of THK boards of many listed companies in Chan Chia Lin Moral Society and THK Moral Singapore, including the Singapore Ms Chan joined the NCSS Board Charities Ltd. He also serves in Ang International Chamber of Commerce in August 2012. She was previously Mo Kio-THK Hospital, North East and the Institute of South Asian Executive Director and Chief Community Development Council Studies as well as on SINDA's Investment Officer of the Fullerton and on the City for All Ages Advisory Board of Trustees and the Advisory Fund Management Company. Ms Committee of MOH. Mr Lee has Board of SMU. He has also served Chan is a member of the NUS Board previously served in various on the Manpower Council of the of Trustees and Vice President of the organisations and committees, Infocomm Development Authority. Economic Society of Singapore. including Singapore Anti-Narcotics Association and the Inter-Ministerial ALEX LEE KA BUT Committee Workgroup on Social Mr Lee has been an NCSS Board Integration of the Elderly. 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

112 anticipate evolve impact Chew Kwee San Sandra Berrick Board Member Board Member

David Alexander Ong JP, PBM Dr Jason Cheah Ong Toon Hui PPA(P) Board Member Ministry of Health Representative Ministry of Social and Family Development Representative

Chew Kwee San including the Singapore Children’s and is presently CEO of the Agency for Mr Chew joined the NCSS Board in Society, Dover Park Hospice, Integrated Care. Previously, August 2012. A lawyer by training, Gracehaven Children’s Home and Dr Cheah was CEO of the National he is Executive Director of The the Centre for Non-Profit Leadership Healthcare Group Polyclinics and Tecity Group. Mr Chew has been at the National Volunteer and Chief Projects Officer at Alexandra serving as Honorary Treasurer Philanthropy Centre (NVPC). Hospital. He has held a number of of the Young Men’s Christian leadership appointments in MOH Association of Singapore since David Alexander Ong and at various public and private 2008. He is also Honorary Secretary Mr Ong joined the NCSS Board in sector hospitals. Dr Cheah is also and Council Member of the Tan August 2012, having previously served an active adjunct teaching fellow Chin Tuan Foundation, which as a Board member from 2000 to at the Saw Swee Hock School of provides charitable assistance 2010. A retired property consultant, Public Health, and an Editorial to the elderly, needy and sick. he is the Director of Finance, Board member of the International Administration and Programmes at Journal for Integrated Care. Sandra Berrick the Methodist Church in Singapore Mrs Berrick joined the NCSS Board and a member of the Ministry of Ong Toon Hui in August 2012. An educational Home Affairs’ Board of Visiting Ms Ong has been an NCSS Board psychologist and special needs Justices and Board of Inspection, member since 2009. She is presently educator by training, she supervises and MOH’s National Transplant the Deputy Secretary of MSF and special education trainee teachers at Ethics Panel. He has also served has previously served in other the National Institute of Education. as Chairman of Methodist Welfare government agencies such as MOE Mrs Berrick served as President of Services and Prison Fellowship and the Public Service Division. AWWA from 2007 to 2013. She is Singapore Ltd and as Deputy Ms Ong is a board member of the presently an AWWA Board member, Chairman of Singapore Hospice National Council Against Drug Abuse, Chairman of the AWWA School Council. the Housing and Development Board, Management Committee, and School Casino Regulatory Authority, the Supervisor. Mrs Berrick serves on Dr Jason Cheah Charity Council and the Community the Boards of Visitors for MSF and Dr Cheah has been an NCSS Board Justice Centre. She also serves on the the Ministry of Defence and has member since 2010. He is a medical School Advisory Committee of Peirce volunteered for several other VWOs, doctor and a public health specialist, Secondary School.

NCSS ANNUAL REPORT FY2013 113 NSC s MANAGEMENT

Smi Gi Guan PPA(P)(T) ANE G BE LIAN PPA(P) Chief Executive Officer Former Chief Executive Officer (from 1 November 2013) (till 31 October 2013)

TIA N HUNG FERMIN DIEZ Deputy Chief Executive Officer and Deputy Chief Executive Officer and Group Group Director, Service Planning and Director, Human Capital and Organisational Development Development (from 21 April 2014)

SIM GIM GUAN Tina Hung Accreditation Board. Ms Hung holds a Mr Sim spent 23 years with the Ms Hung leads and guides NCSS’s Master in Public Administration and a Republic of Singapore Navy, where he efforts in planning, pioneering and Master in Social Work. held various leadership appointments. improving social services for children, He retired from the Singapore Armed youth, families, elderly and persons FERMIN DIEZ Forces as Chief of Staff – Naval Staff, with disabilities and mental health Mr Diez brings over 30 years of people at the rank of Rear Admiral in June issues. She provides leadership in development and human resource 2006. He joined the Ministry of raising social service standards and experience to NCSS, having worked in Information, Communications and research work. Ms Hung has been global companies like Deloitte, Towers the Arts (MICA) in August 2006 as appointed to various inter-ministry Watson, PepsiCo and Freescale Senior Director (Information and committees to conduct national Semiconductor. He was a Senior Corporate Management) and became reviews, develop masterplans Partner at Mercer immediately before MICA’s Deputy Secretary (Information and coordinate national efforts to joining NCSS. He is a board member and Corporate Management) in address social problems. She is a of the Children's Cancer Foundation, February 2007. His last appointment member of the SG Enable Board, an Advisory Board Member of the was as Deputy Secretary (Industry National Committee on Youth SMU Business School and an adjunct and Information). Mr Sim currently Guidance and Rehabilitation, Board faculty member at SMU and Nanyang serves on the Board of Directors of of Visitors for Prisons and Psychiatric Technological University (NTU). NVPC and the Charity Council. He was Institutions, Family Service Centre a Singapore Armed Forces Overseas Advisory Council, Special Needs Mr Diez received the Faculty of the Scholarship recipient and holds a Trust Company Board, ComCare Year Award in 2011, when he served as Master of Business Administration Supervisory Committee and the Adjunct Professor, Human Resource (MBA) from the Massachusetts Women’s Health Advisory Committee. Management at SMU. He has taught Institute of Technology (MIT) through Ms Hung is the Chairman for the human resource and business- its Sloan Fellows Programme. He was VWOs-Charities Capability Fund planning courses at postgraduate awarded the Public Administration Scholarship Panel and the Margaret level at NTU, Temple University, US, Medal (Silver) (Military) at the Mary Wearne Trust Fund. She is also the University of Puerto Rico and National Day Awards 2006. the Vice-Chairman for the Social Work Universidad del Sagrado Corazon,

114 anticipate evolve impact Ng Ling Ling Phua Hooi Boon Group Director, Fund-Raising and Group Director, Advocacy Engagement, and Managing Director, and Membership Community Chest

Bei l nda Tan A ngela Yak Director, Social Service Institute Director, Sector Manpower

Puerto Rico. He holds a Bachelor Phua Hooi Boon Belinda Tan of Arts with Distinction from the Mr Phua was seconded to NCSS Ms Tan joined NCSS in 2002. She has University of Michigan and an MBA in 2013 from the Singapore Civil been instrumental in transforming SSI from The Wharton School, University Service. He oversees the Advocacy into a centre of learning and capability of Pennsylvania. and Membership Group, which building for practitioners. Under her is responsible for engaging NCSS leadership, SSI has been appointed Ng Ling Ling member VWOs, spearheading new the CET Centre for the social service Ms Ng joined NCSS in 2001. She solutions to address social needs and sector by the Singapore WDA. Ms leads Community Chest’s fund-raising developing NCSS’s advocacy agenda Tan holds a Bachelor of Arts from efforts, donor engagement, outreach to further awareness of social issues NUS and a Master of Health Science and publicity initiatives. Ms Ng was in Singapore. Mr Phua obtained (Gerontology) from the University of instrumental in the launch of the a Master of Engineering from the Sydney. She has 13 years of experience Care & Share Movement, a national University of Oxford on a Public in the social service sector, ranging fund-raising and volunteerism Service Commission Overseas Merit from service development and fund- movement for the social service Scholarship and an MBA from MIT raising to corporate communications. sector, led by Community Chest. through its Sloan Fellows Programme. Ms Ng holds a Bachelor of Mr Phua previously held portfolios in Angela Yak Accountancy from NTU and a Master the Transport, Home Affairs, National Ms Yak joined NCSS in 2004. She of Public Administration from the Development and Defence ministries, holds a Master in Social Work and Australian National University. She and had spent time at The World Bank a Graduate Diploma in Human has 13 years of experience in the in Washington, D.C. Resource and Talent Management. social service sector, spanning board Ms Yak addresses manpower governance, consultancy, social challenges and is responsible for service training operations, fund developing manpower initiatives to allocation and administration. strengthen social service capabilities. She has 15 years of experience in the social service sector.

NCSS ANNUAL REPORT FY2013 115 C han Whee Peng Quek Boon Kien Director, Membership and Funding Policy Director, Fund Allocation and VWO Benefits Director, Corporate Functions (concurrently from 1 February 2014)

R ajesvari Somaligam Vivien Lai F UIOna CH A Director, Human Resources and Planning Director, New and Emerging Initiatives Former Director, Corporate Functions and Organisation Development (from 6 January 2014) (till 31 January 2014)

C han Whee Peng support member VWOs in critical and Vivien Lai Mr Chan joined NCSS in 1999 and strategic programmes and projects, Ms Lai joined NCSS in 2014. She has led various efforts to develop and and oversees the provision of leads the New and Emerging review social services in the eldercare, common services to support Initiatives team to explore sustainable family and disability sectors. He has member VWOs. In her concurrent and innovative funding approaches contributed to sector-wide projects role as the Director of Corporate for the sector. Ms Lai spearheaded including the Enabling Masterplan Functions, Ms Quek oversees the Heartgifts, a social enterprise and a consultancy project to improve Finance, Administration and Info- created by NCSS to showcase and the capabilities of early intervention Communication System portfolios. sell items made by beneficiaries. services. Mr Chan leads his teams She has more than 20 years of Previously a corporate banker, Ms in strengthening relationships with experience in audit and finance, holds Lai held senior positions with various member VWOs, and in developing a Bachelor of Accountancy from NUS international banks before starting and implementing sustainable and is a member of the Institute of her own businesses. She is an active funding policies, strategies and Singapore Chartered Accountants. volunteer and serves in various VWO approaches to enhance VWOs’ committees and boards. She holds programmes and capabilities. Rajesvari Somaligam a Master in Applied Finance from Mr Chan holds a Master in Social Ms Somaligam joined NCSS in 2013, Macquarie University and a Bachelor Science (Social Work) and a Master bringing two decades of private and in Business Administration from NUS. in Public Administration from NUS. public sector leadership experience in multinational corporations and Quek Boon Kien government agencies with her. She Ms Quek joined NCSS in 2013. As leads the human resource and planning Director of Fund Allocation and and organisational development VWO Benefits, she is responsible functions within NCSS. She holds for the administration and allocation a Bachelor of Arts from NUS and a of funds, grants and services to Master in Education from NTU.

116 anticipate evolve impact C OMMITTEES

EXECUTIVE COMMITTEE Representatives COL Gan Siow Huang PPA(P) President Mrs Boon-Ngee Sebastian Mr Goh Chye Boon (from December 2013) Tote Board Mr Hsieh Fu Hua PBM Mr Goh Liang Kwang PPA(P)(L) President (2012 – current) Mrs Choo Swee Gek (till March 2014) MOE Mr Ho Sing Vice Presidents Ms Denise Low P. Kepujian Mr Liak Teng Lit PBM (till January 2014) Mr Phillip Tan Eng Seong MSF Mr Lim Jit Chek PPA(P) JP, BBM(L), BBM, PBM Mr Hwang Peng Yuan BBM, PPA(P), PBM Vice President (2006 – current) (till July 2013) Mr Lim Tien Hock PPA(G) Honorary Treasurer (2002 – 2006) Mr Patrick Garcia Fiat Honorary Treasurer (1992 – 1998) Mr Tan Puay Kern PPA(P) Community Chest Mr Peter Wee PPA(G)(T), PBS(T) Mr Cyril Chua PBM Mr Ong Yunn Shing (from August 2013) Ms Sharon Ang Ee Hsien (from July 2013) Vice President (2008 – current) Ms Wong Wai Yee SAC Tan Hung Hooi (from March 2014) (from May to August 2013) Honorary General Secretary Mr Tan Kwang Hwee (from September 2013) Mr Yip Hon Weng (till May 2013) Mr Tan Puay Kern PPA(P) Mr Richard Sim Hwee Cher MOH Honorary General Secretary (2012 – current) (till December 2013) Honorary Treasurer (2008 – 2012) Dr Wong Loong Mun Ms Toh Su Fen PPA(P) AIC Mr Wee Sin Tho (from August 2013) Honorary Treasurer Secretary Ms Frances Cheang JP, BBM, PBM Honorary Treasurer (2012 – current) Ms Tina Hung AUDIT COMMITTEE Honorary General Secretary (2011 – 2012) Chairman Vice President (2002 – 2004) Ms Yeo Lian Sim PPA(E) Honorary Treasurer (1998 – 2002) COMMUNITY CHEST COMMITTEE Adviser Members Member (MSF representative) Ms Jennie Chua JP, BBM, PPA(P), PBM Mr Chew Kwee San Ms Ong Toon Hui PPA(P) (from August 2013) Ms Ooi Chee Kar Chairman Mr Robert Chew PBM SERVICES COMMITTEE Ms Jennie Chua JP, BBM, PPA(P), PBM Mr Sallim Bin Abdul Kadir PBM Chairman (till July 2013) Mr Cyril Chua PBM Mr Phillip Tan Eng Seong JP, BBM(L), BBM, PBM (from August 2013) RESOURCE PROVISIONS COMMITTEE Service Advisers Chairman Children Disability Services Vice Chairmen Mr Girija Pande Professor Ho Lai Yun JP, BBM, PBM, PBS Mr Chew Kwee San (from February 2014) Vice Chairman Mrs Sandra Berrick Mr Edmund N S Tie BBM, PBM (till December 2013) Mr Richard Sim Hwee Cher Adult Disability Services Mr Eric Ang PBM Members Mr Chew Kwee San Mr Hwang Peng Yuan BBM, PPA(P), PBM (till July 2013) Mr Alex Lee Ka But JP, PBM Mr Lee Kim Siang BBM(L), BBM, PBM Mr Tan Puay Kern PPA(P) Mr Eugene Seah (from January 2014) Mr Jeffrey Lim (from 3 September 2013) Children, Youth & Family Services Mr Alex Lee Ka But JP, PBM Honorary General Secretary INVESTMENT SUBCOMMITTEE Dr Ang Seng Bin Mr Richard Sim Hwee Cher Chairman Eldercare Services Honorary Treasurer Ms Chan Chia Lin Mr Charles Tan Ms Frances Cheang JP, BBM, PBM Members Mr David Alexander Ong JP, PBM Members Mr Danny Koh Dr Mary Ann Tsao BBM, PBM Mr Andrew M. Lim (from August 2013) Ms Frances Cheang JP, BBM, PBM Members Ms Ang Bee Lian PPA(P) Mr Lee Ming San Ms Ang Bee Lian PPA(P) (till October 2013) (from November 2013) Mr Ng Yong Ngee Mr Sim Gim Guan PPA(P)(T) Mr Chew Kwee San (till January 2014) Mr Ronald Seah (from November 2013) Ms Denise Low P.Kepujian (till July 2013) Mr Tow Heng Tan Mr Freddy Soon PPA(P), BBM

NCSS ANNUAL REPORT FY2013 117 SSI MANAGEMENT COMMITTEE CHRISTMAS ON A GREAT STREET 2013 WORLD GOURMET SUMMIT 2013 Chairman LIGHT-UP CEREMONY ORGANISING CHARITY GALA DINNER ORGANISING Professor Tsui Kai Chong COMMITTEE COMMITTEE Chairman Chairman Members Mr Tan Puay Kern PPA(P) Dr Henry Tay Ms Chan Chia Lin Ms Frances Cheang JP, BBM, PBM Members Members Ms Ong Toon Hui PPA(P) Mr Freddy Soon PPA(P), BBM Mr Eric Ang PBM Mr Patrick Garcia Fiat Ms Jennie Chua JP, BBM, PPA(P), PBM SSI ADVISORY COMMITTEE Mr Peter Wee PPA(G)(T), PBS(T) Chairman LONGINES SINGAPORE GOLD Professor Tsui Kai Chong CHRISTMAS CHARITREES @ MARINA CUP 2013 CHARITY LUNCHEON BAY 2013 ORGANISING COMMITTEE ORGANISING COMMITTEE Members Chairman Chairman Dr Ang Seng Bin Mr Tan Puay Kern PPA(P) Mr Richard Sim Hwee Cher Ms Denise Low P. Kepujian (from October 2012 till September 2013) Members Members Ms Frances Cheang JP, BBM, PBM Mr Chew Kwee San Mr Andrew M. Lim Dr Gog Soon Joo (till 1 May 2014) Mr Lim Jit Chek PPA(P) Mr Eric Ang PBM Professor Ho Lai Yun JP, BBM, PBM, PBS Mr Lim Tien Hock PPA(G) Professor Kua Ee Heok ASIAN MASTERS 2013 CHARITY Dr Mary Ann Tsao BBM, PBM COMCHEST HEARTSTRINGS WALK DINNER ORGANISING COMMITTEE Ms Sharon Ang Ee Hsien 2013 ORGANISING COMMITTEE Chairman (from September 2013) Co-Chairmen Mr Ho Sing Mr Hwang Peng Yuan BBM, PPA(P), PBM (till Jul 2013) SHARE COMMITTEE Members Co-Chairmen Ms Lisa Williamson Ms Cheng Xiu Juan PBM Mr Su Jia Xian Mr Eric Ang Members Mr Tan Puay Hiang Mr Liak Teng Lit PBM (till January 2014) Mr Chester Chua PPA(P) Members COL Gan Siow Huang Mr Goh Liang Kwang PPA(P)(L) CARE & SHARE MOVEMENT Mr Amos Tan STEERING COMMITTEE Mr Lim Jit Chek PPA(P) (April – July 2013) Ms Cho Pei Lin Chairman Mr Lim Tien Hock PPA(G) Mr Declan P. MacFadden Mr Phillip Tan Eng Seong Mr Tan Puay Kern PPA(P) Ms Denise Low P.Kepujian (till July 2013) JP, BBM(L), BBM, PBM Professor Narayan Pant Ms Toh Su Fen PPA(P) Members Mr Patrick Garcia Fiat Mr Chan Heng Kee Mr Peter Koh EVENING OF EVERGREENS – Ms Chua Sock Koong Mr Renny Yeo PBM COMMUNITY CHEST CHARITY GALA 2013 ORGANISING COMMITTEE Mr Goh Choon Phong Ms Sharon Ang Ee Hsien (from July 2013) Chairman Mr Lee Kim Siang BBM(L), BBM, PBM Mr Tan Puay Kern PPA(P) Mr Edmund N S Tie BBM, PBM Ms Priscylla Shaw Ms Toh Su Fen PPA(P) Mr Sallim Bin Abdul Kadir PBM Members COMMUNITY CHEST AWARDS 2013 Mr Sunil Tissa Amarasuriya H.E. Minda Calaguian-Cruz COMMITTEE Ms Babes Conde Chairman MOE-NCSS STEERING COMMITTEE Ms Juliana Teo Mr Tan Puay Kern PPA(P) FOR TEACHING AND LEARNING Mr Lai Huen Poh Advisers Members Mrs Laura Hwang Ms Phyllis Chua Ms Frances Cheang JP, BBM, PBM Mr Lee Suan Hiang Ms Tina Hung Mr Lim Jit Chek PPA(P) Mr Patrick Garcia Fiat Mr Lim Tien Hock PPA(G) Mr Seah Choo Meng Chairman Mr Patrick Garcia Fiat Mrs Choo Swee Gek Contributor Mr Harris Zaidi

118 anticipate evolve impact Members VWOs-CHARITIES CAPABILITY FUND SOCIAL SERVICE TALENT Ms Christina Michael INNOVATION AND PRODUCTIVITY DEVELOPMENT PANEL (till May 2014) Ms Dilys Tan GRANT RESOURCE PERSONS Chairman Ms Fazlin Abdullah Research Resource Persons Dr S Vasoo JP Ms Kate Choo Dr Hong Song-Iee Members Ms Lisa Choy Dr Seng Boon Kheng Mr Ahmad Nizam Abbas Ms Rita Wang Dr Vanessa Yong Dr Yap Mui Teng Ms Ang Bee Lian PPA(P) Mr Lee Tiong Peng SSI DIPLOMA AND HIGHER DIPLOMA Productivity Resource Person Ms Nancy Ng (till 31 October 2013) IN SOCIAL SERVICE EVALUATION AND Mr Koh Juan Kiat Ms Pang Kee Tai REVIEW COMMITTEE Dr Rosaleen Ow Chairman Dr Ang Seng Bin SOCIAL SERVICE Mr Sim Gim Guan PPA(P)(T) SCHOLARSHIP PANEL Mr Tim Oei Members Chairman Ms Wong Chooi Ling Ms Agnes Chia Ms Tina Hung Ms Belinda Tan Members SOCIAL SERVICE TALENT Mr David Blakely Mr David Alexander Ong JP, PBM DEVELOPMENT RESOURCE PERSONS Ms Denise Low P. Kepujian Management Track (from October 2012 till September 2013) Ms Lau Cheng Mun Mr Alex Lee Ka But JP, PBM Ms Lau Cheng Mun Ms Sharon Ang Ee Hsien Ms Angela Yak Dr Seng Boon Kheng Professor Tan Ngoh Tiong Ms Doris Lee Ms Sharon Ang Ee Hsien Ms Vivienne Ng PBM (from September 2013) Ms Wong Chooi Ling Mr Sallim Bin Abdul Kadir Mr Tay Wei Sern (from October 2013) Mr Yeo Teow Chong Mr Tim Oei Dr Vincent Ng COMMITTEE TO RECOMMEND LIEN FOUNDATION SCHOLARSHIP Social Work Specialist Track WAIVER OF COE AND ARF UNDER FOR SOCIAL SERVICE LEADERS PANEL THE DISABLED PERSONS’ SCHEME Ms Angela Yak Chairman (till October 2013, transferred to SG Ms Doris Lee Enable and reconstituted thereafter) Ms Tina Hung Ms Julia Lam Chairman Members Ms Pang Kee Tai Ms Ang Bee Lian PPA(P) Professor Ho Lai Yun JP, BBM, PBM, PBS Dr Tan Bee Wan Mrs Wong Cher Meng Members Mr Robert Chew PBM Ms Alison Tan (from 1 August 2013) Mr Yeo Teow Chong Dr Kong Keng He NCSS NETWORKS Dr Low Boon Yong PROFESSIONAL AND LEADERSHIP Disability Network Mr Yeo Teck Guan (till 1 August 2013) DEVELOPMENT SCHEME AND EIPIC Network SABBATICAL LEAVE SCHEME PANEL Human Resource Network (till May 2014) Integrated Eldercare Network VWOs-CHARITIES CAPABILITY FUND Chairman EVALUATION PANEL Children, Youth and Family Services Mr Sim Gim Guan PPA(P)(T) Co-Chairmen Network Psychologists’ Network Ms Ang Bee Lian PPA(P) Members Social Service Research Network Professor Ho Lai Yun JP, BBM, PBM, PBS Ms Frances Cheang JP, BBM, PBM Senior Activity Centre Network Dr Khoo Kim Choo Members Sheltered Home Network Ms Sharon Ang Ee Hsien Associate Professor Ho Kong Chong Social Workers’ Network Mrs Theresa Lee Mr Louis Lim PBM Mr Melvin Lee (till February 2014) Ms Sharon Ang Ee Hsien Mr Sim Gim Guan PPA(P)(T) Associate Professor Tan Tin Wee Ms Tina Hung

NCSS ANNUAL REPORT FY2013 119 LISTIS NG

FULL MEMBERS Change Community Services Limited Lakeside Family Services (formerly known as *scape Co., Ltd. Charis Centre Lakeside Family Centre) 365 Cancer Prevention Society Chen Su Lan Methodist Children's Home, The Lawn Bowls Association for the Disabled (Singapore) Abilities Beyond Limitations And Cheng Hong Welfare Service Society Lejia Society Expectations Limited Child At Street 11 Ltd Leukemia and Lymphoma Foundation Action For AIDS (Singapore) Children-At-Risk Empowerment Association Life Community Services Society ADAM Association Children's Aid Society Life Spring Community Network Adventist Community Services Children's Cancer Foundation Light and Love Charity (formerly known as Light and Adventist Home for the Elders Chinese Development Assistance Council Love Welfare Services Centre) Adventist Nursing and Rehabilitation Centre Chinese Women's Association Ling Kwang Home for Senior Citizens Agape Counselling and Training Centre Chong Hua Tong Tou Teck Hwee Lions Befrienders Service Association (Singapore) Ain Society Christian Care Services (Singapore) Lions Home for the Elders Alife Ltd Christian Outreach to the Handicapped Lotus Light Charity Society (Singapore) Alive Community Network City Harvest Community Services Association Loving Heart Multi-Service Centre All Saints Home Clarity Singapore Limited Loving Heart Multi-Service Centre (Jurong) Alzheimer's Disease Association Club Heal Lutheran Community Care Services Limited AMKFSC Community Services Ltd (formerly Club Rainbow (Singapore) Majlis Pusat Singapura Ang Mo Kio Family Service Centres, The) Coalition Against Bullying for Children & Youth Make-A-Wish Foundation (Singapore) Limited Ang Mo Kio - Thye Hua Kwan Hospital Ltd Concern & Care Society Man Fut Tong Nursing Home Aoxiang Counselling Service Cornerstone Community Services Marymount Centre Apex Day Rehabilitation Centre For Elderly Counselling and Care Centre MCYC Community Services Society Apex Harmony Lodge Crime Library (Singapore) Methodist Welfare Services Arc Children's Centre Co Limited Deaf and Hard-of-Hearing Federation (Singapore) Metropolitan Young Men's Christian Association of Singapore Asian Women's Welfare Association Diabetic Society of Singapore Metta Welfare Association Assemblies of God Community Services Society Dover Park Hospice Montfort Care (formerly known as Marine Parade Assisi Hospice Down Syndrome Association (Singapore) Association for Persons with Special Needs Family Service Centre) Dyslexia Association of Singapore Morning Star Community Services Association of Muslim Professionals Eden Community Services Centre Association of Women for Action And Research Movement for the Intellectually Disabled of EMCC Singapore (MINDS) Autism Association (Singapore) En Community Services Society Muhammadiyah Welfare Home Autism Resource Centre (Singapore) Eurasian Association, The Muscular Dystrophy Association (Singapore) Babes Pregnancy Crisis Support Ltd FaithActs Muslim Kidney Action Association Bethel Community Services Family Life Centre (MKAC Association) Bethesda Care and Counselling Services Centre Family Life Society Muslim Missionary Society, Singapore, The (Jamiyah) Bethesda Community Assistance and Relationship Fei Yue Community Services Muslimin Trust Fund Association Enrichment Centre Fei Yue Family Service Centre Nam Hong Welfare Service Society Bethesda Community Services Society Filos Community Services Ltd. National St John Council for the Republic of Beyond Social Services Focus on the Family Singapore Limited Singapore, The Bible-Presbyterian Welfare Services, Singapore Foreign Domestic Worker Association For Neighbour Ring Community Services Bishan Home for the Intellectually Disabled Skills Training (FAST) New Charis Mission, The Bizlink Centre Singapore Ltd Foundation of Rotary Clubs (Singapore) Ltd New Hope Community Services Bo Tien Welfare Services Society Franciscan Missionaries of Mary New Life Community Services Boys' Brigade in Singapore Friends-In-Deed Counselling Society New Redeemer's Fellowship Society Boys' Town, Singapore Geylang East Home For The Aged NTUC Eldercare Co-Operative Ltd Brahm Centre Ltd Glory Centre Community Services Association NuLife Care & Counselling Services Limited Breadline Group Golden Years Fellowship Oikos.Community@Sengkang Ltd. Breakthrough Missions Ltd Good News Community Services O'Joy Care Services Breast Cancer Foundation Grace Lodge One Hope Centre Breastfeeding Mothers' Support Group (Singapore) Great Joy Community Care Ltd Operation Renewal (Singapore) Bright Hill Evergreen Home Handicaps Welfare Association Pasir Panjang Hill Community Services Centre Bright Vision Hospital HCA Hospice Care PAVE (formerly known as Promoting Alternatives Buddha of Medicine Welfare Society Healthserve Ltd to Violence) Buddhist Compassion Relief Tzu-Chi Foundation Heartware Network Persatuan Pemudi Islam Singapura (PPIS) (Singapore Branch) Help Family Service Centre Persatuan Persuratan Pemuda Pemudi Melayu Calvary Community Care Helping Hand, The (Malay Youth Literary Association) Canossian Daughters Of Charity Highpoint Community Services Association PERTAPIS Education and Welfare Centre Care Community Services Society Home Nursing Foundation Philippine Bayanihan Society (Singapore) Care Corner - Teck Ghee Youth Centre Hope Centre (Singapore) Potter's Place Community Services Society Care Corner Counselling Centre Hope Community Services Centre Presbyterian Community Services Care Corner Family Service Centre (Admiralty) HOPE Worldwide (Singapore) Prison Fellowship Singapore Limited Care Corner Family Service Centre (Queenstown) Humanitarian Organization for Migration Economics Promisedland Community Services Care Corner Family Service Centre (Toa Payoh) IC2 Prephouse Limited Pu Ti Lian She Care Corner Family Service Centre (Woodlands) Infant Jesus Homes and Children's Centres Queenstown Multi-Service Centre Care Corner Singapore Ltd Jewish Welfare Board, Singapore, The Rainbow Centre, Singapore Caregivers Alliance Limited Jia Ying Community Services Society Ramakrishna Mission, The Caregivers' Association of the Mentally-ill (CAMI) Ju Eng Home for Senior Citizens Reach Community Services Society Caregiving Welfare Association Just Parenting Association Realm of Tranquility Caring Fleet Services Limited Kampong Kapor Family Service Centre Red Swastika Charity Foundation Caritas Singapore Community Council Limited Kampung Senang Charity and Education Foundation Ren Ci Hospital Casa Raudha Women Home Kang Ming Free Clinic Riding for The Disabled Association of Singapore Catholic AIDS Response Effort Kheng Chiu Loke Tin Kee Home RiverLife Community Services Limited Catholic Welfare Services, Singapore Kidney Dialysis Foundation Limited Rochore Kongsi for the Aged Centre for Fathering Limited Kwan-In Welfare Society Ronald McDonald House Charities Singapore Centre for Seniors Kwong Wai Shiu Hospital RSVP Singapore The Organisation of Senior Volunteers Cerebral Palsy Alliance Singapore (CPAS)

120 anticipate evolve impact SAGE Counselling Centre Tent, The Habitat For Humanity Singapore Ltd Salem Welfare Services Ltd The Community Justice Centre Limited Haemophilia Society of Singapore Salvation Army, The The Hiding Place (Christian Home Mission) Ltd Healthy Aging Association (Singapore) Samaritans of Singapore The National Kidney Foundation I Love Children Sanctuary House Ltd. The Silver Lining Community Services Ltd Inner Wheel Club of Singapore SASCO Senior Citizens' Home The Singapore Cheshire Home Inner Wheel Club of Singapore East SATA CommHealth Thong Kheng Welfare Services Society Inner Wheel Club of Singapore West Sathya Sai Social Service (Singapore) Thye Hua Kwan Moral Charities Limited International Y's Men's Club of Singapore Sembawang Family Service Centre TOUCH Community Services Limited (Alpha Chapter), The Sembawang Tamils' Association TOUCH Family Services Limited Joyful Charity Serangoon Moral Family Service Centre TOUCH Youth Limited Junior Chamber of Singapore SG Enable Ltd (formerly known as Centre for TP Healthcare Ltd Kamala Club, Singapore, The Enabled Living Ltd) TRANS Family Services Leap Foundation Ltd Shan You Counselling Centre Transient Workers Count Too (TWC2) Lee Foundation Sian Chay Medical Institution Tsao Foundation Lembaga Biasiswa Kenangan Maulud (Prophet Singapore After-Care Association Tung Ling Community Services Muhammad's Birthday Memorial Scholarship Fund Board) Singapore Anglican Community Services Turning Point, The Lioness Club of Singapore, The Singapore Anti-Narcotics Association Very Special Arts Singapore Ltd Lions Club of Singapore East Singapore Association for Mental Health, The Viriya Community Services Lions Club of Singapore Jurong Singapore Association for the Deaf, The Wan Min Community Services Lions Club of Singapore North Singapore Association for the Study of Obesity WE CARE Community Services Limited Lions Club of Singapore Oriental Singapore Association of Social Workers Whispering Hearts Family Service Centre Lions Club of Singapore Phoenix Singapore Association of the Visually Handicapped Wicare Support Group Lions Club of Singapore Raffles City Singapore Buddhist Free Clinic Willing Hearts Lions Club of Singapore Sentosa Singapore Buddhist Lodge Welfare Foundation Woodlands Social Centre Lions Club of Singapore Serangoon Gardens Singapore Buddhist Welfare Services Xin Yuan Community Care Lions Club of Singapore Tanah Merah Singapore Cancer Society Yayasan Mendaki Lions Club of Singapore Tanglin Singapore Children's Society Yong-en Care Centre Lions Community Service Foundation (Singapore) Singapore Christian Home (formerly known as Young Men's Christian Association of Singapore MILK (Mainly I Love Kids) Fund Singapore Christian Home For The Aged) Young Women's Christian Association of Singapore Singapore Chung Hwa Medical Institution Nanyang Technological University Welfare Youth Guidance Outreach Services Services Club Singapore Corporation of Rehabilitative Enterprises Zion Home for the Aged (SCORE) National Arthritis Foundation Singapore Council of Women's Organisations National Association of Apex Clubs of Singapore Singapore Heart Foundation National Safety Council of Singapore, The ASSOCIATE MEMBERS Singapore Indian Development Association (SINDA) National University of Singapore Students' Union Action Group for Mental Illness Singapore Leprosy Relief Association National Volunteer and Philanthropy Centre Aidha Ltd Singapore Life Saving Society, The Netherlands Charity Association, The American Women's Association of Singapore Singapore National Stroke Association OnePeople.sg Apex Club of Bukit Timah, The Singapore Planned Parenthood Association, The Parkinson Society Singapore (formerly known as Apex Club of Radin Mas Singapore Red Cross Society Parkinson's Disease Society (Singapore)) Apex Club of Singapore (City), The Singapore Tenkasi Muslim Welfare Society, The Restroom Association (Singapore) (Singapore Tenkasi Muslim Nalanapivirithi Sangam, Art Therapists' Association Singapore Rotary Club of Singapore The) Asian Venture Philanthropy Network Limited Shared Services for Charities Limited Singapore Thong Chai Medical Institution Association For Early Childhood Educators Sikh Sewaks Singapore Society for The Aged Sick (Singapore) Sikh Welfare Council Society for the Physically Disabled, The Association for Psychiatric Rehabilitation (Singapore) Silver Ribbon (Singapore) Society for the Promotion of Attention Deficit Australian & New Zealand Association (Singapore) Singapore American Community Action Council, The Hyperactivity Disorder Research and Knowledge BinjaiTree Singapore Association for Continuing Education, The Society for WINGS Blossom World Society Singapore Association for Counselling Society of Sheng Hong Welfare Services Blue Cross Charitable Institution Singapore Association of Occupational Therapists Society of St. Vincent De Paul (National Council Buddhist Union, The Singapore Association of the Institute of Chartered of Singapore) Care Corner Training Association Secretaries and Administrators, The South Central Community Family Service Centre Centre for Non-Profit Leadership Singapore Branch of the Mission to Seafarers, The Limited (formerly known as Bukit Ho Swee Family Centre of Activity and Recreation for the Elders Singapore Buddhist Federation, The Service Centre Limited) (CARE) Singapore Committee of the World Organisation for Special Needs Trust Company Limited Chen Su Lan Trust Early Childhood Education (OMEP), The Sree Narayana Mission (Singapore) Cheshire Homes East Asia and Pacific Regional Singapore Dental Health Foundation Sri Krishna Mandir Welfare Society Council (formerly known as Cheshire Homes Far Singapore Disability Sports Council St Andrew's Cathedral Home for the Aged Eastern Regional Council, The) Singapore Gujarati Society St Andrew's Mission Hospital Children's Charities Association of Singapore, The Singapore Hospice Council St Gabriel's Foundation City College Holdings Ltd Singapore Indian Education Trust St Luke's ElderCare Ltd Compassion Fund Ltd Singapore International Chamber of Commerce St Luke's Hospital Conjunct Consulting (Singapore) Limited Singapore International Foundation St. Hilda's Community Services Centre Council for Third Age Singapore Kadayanallur Muslim League, The St. John's Home for Elderly Persons Credit Counselling Singapore Society Singapore Nurses Association Student Advisory Centre Limited Disabled People's Association Singapore Physiotherapy Association Students Care Service Federation of Youth Clubs, Singapore Singapore Psychological Society, The SUN-DAC Food from the Heart Singapore Scout Association, The Sunlove Abode for Intellectually-Infirmed Ltd Friends of the Disabled Society Singapore Tao Yuan also named The World Red Sunshine Welfare Action Mission (SWAMI) Fu Hui Buddhist Cultural Centre (formerly known as Swastika Society (Singapore Administration Centre) Buddhist Cultural Centre) Tai Pei Old People's Home Singapore Women's Association Tai Pei Social Service (TPSS) Gerontological Society (Persatuan Wanita Singapura) Taman Bacaan Pemuda Pemudi Melayu Singapura Girl Guides Singapore Social Innovation Park Limited (Singapore Malay Youth Library Association) Girls' Brigade, Singapore, The Society Against Family Violence Teen Challenge (Singapore) Guide Dogs Association of the Blind Ltd Society for Audiology Professionals

NCSS ANNUAL REPORT FY2013 121 Society for Continence (Singapore) Keppel Shipyard Limited Singapore Power Limited Society for the Prevention of Cruelty to Animals, Keppel Singmarine Pte Ltd Singapore Press Holdings Limited Singapore KK Women's And Children's Hospital Pte. Ltd. Singapore Prison Service Soroptimist International of Singapore Land Transport Authority of Singapore Singapore Sports Council Special Olympics, Singapore Langdon & Seah Singapore Pte Ltd Singapore Technologies Aerospace Ltd Speech-Language and Hearing Association Lubrizol Southeast Asia (Pte.) Ltd Singapore Technologies Electronics Limited (Singapore) Maritime and Port Authority of Singapore Singapore Technologies Engineering Ltd Student Volunteer Corps (Singapore) (SVC) MediaCorp Pte. Ltd. Singapore Technologies Kinetics Ltd The Community Foundation of Singapore Micron Semiconductor Asia Pte. Ltd. Singapore Technologies Marine Ltd The Law Society of Singapore Pro Bono, Learning and Ministry of Communications and Information Singapore Telecommunications Limited Support Services Ministry of Culture, Community and Youth Singapore Test Services Private Limited The Straits Times School Pocket Money Fund Ministry of Defence Singapore Turf Club The Wan Boo Sow Charity Fund Limited Ministry of Education Singapore Workforce Development Agency Thong Chai Institute of Medical Research Ministry of Finance SMOE Pte Ltd Trybe Limited Ministry of Foreign Affairs SMRT Automotive Services Pte. Ltd. United Indian Muslim Association Ministry of Health SMRT Buses Ltd. United World College of South East Asia Ministry of Home Affairs SMRT Trains Ltd. Viva Foundation for Children with Cancer Ministry of Law Sony Electronics (Singapore) Pte. Ltd./SETS Zonta Club of Singapore Ministry of Manpower Sony Electronics Asia Pacific Pte. Ltd. Ministry of National Development ST Aerospace Engineering Pte Ltd Ministry of Social and Family Development ST Aerospace Engines Pte Ltd SHARE COMPANIES Ministry of Trade and Industry ST Aerospace Services Co Pte. Ltd. $10,000 & Above Monetary Authority of Singapore ST Aerospace Supplies Pte Ltd Abbott Laboratories (S) Private Limited Nanyang Polytechnic ST Aerospace Systems Pte Ltd Abbott Manufacturing Singapore Pte Ltd Nanyang Technological University ST Electronics (E-Services) Pte. Ltd. Advanced Material Engineering Pte. Ltd. National Council of Social Service ST Electronics (Info-Comm Systems) Pte Ltd AETOS Security Management Pte. Ltd. National Environment Agency ST Electronics (Info-Software Systems) Pte Ltd Agency For Integrated Care Pte Ltd National Heart Centre of Singapore Pte Ltd ST Electronics (Satcom & Sensor Systems) Pte Ltd Agri-Food and Veterinary Authority National Library Board ST Electronics (Training & Simulation Systems) Alexandra Health (Khoo Teck Puat Hospital) National Parks Board Pte. Ltd. Attorney-General's Chambers National Skin Centre (Singapore) Pte Ltd ST Logistics Pte. Ltd. Avago Technologies Manufacturing (Singapore) National University Hospital (Singapore) Pte Ltd Standard Chartered Bank Pte. Ltd. National University of Singapore Stone Forest Accountserve Pte Ltd Baxter Healthcare SA, Singapore Branch NCS Pte. Ltd. Subordinate Courts Borneo Motors (Singapore) Pte. Ltd. Ngee Ann Polytechnic Surbana International Consultants Pte. Ltd. Building and Construction Authority Nippon Paint (Singapore) Company Private Limited Surbana Site Supervisors Pte. Ltd. CapitaLand Limited NTUC FairPrice Co-operative Ltd Symrise Asia Pacific Pte. Ltd. Cargill Asia Pacific Holdings Pte. Ltd. NTUC Income Insurance Co-operative Ltd Tan Tock Seng Hospital Pte Ltd Central Narcotics Bureau Panasonic Asia Pacific Pte. Ltd. Temasek International Pte Ltd Central Provident Fund Board Panasonic Factory Solutions Asia Pacific Temasek Polytechnic Certis CISCO Security Pte Ltd Panasonic Industrial Devices Semiconductor Asia The Bank of Tokyo-Mitsubishi UFJ Ltd. Singapore Changi Airport Group (Singapore) Pte. Ltd. Parliament of Singapore Branch Changi General Hospital Pte Ltd People's Association The Polyolefin Company (Singapore) Pte. Ltd. City Developments Limited Petrochemical Corporation of Singapore (Private) The Sime Darby Group Civil Aviation Authority of Singapore Limited United Overseas Bank Limited Coilcraft Industries Singapore Pte Ltd / Coilcraft PSA Corporation Limited UOB Kay Hian Private Limited Singapore Pte Ltd PSA Marine (Pte) Ltd Urban Redevelopment Authority DBS Bank Ltd PUB, The National Water Agency Windsor Airmotive Asia Pte. Ltd. Defence Science and Technology Agency Public Service Division YTL PowerSeraya Pte. Limited Delphi Automotive Systems Singapore Pte Ltd Raffles Hotel (1886) Ltd. DFS Venture Singapore (Pte) Limited Republic Polytechnic DSO National Laboratories Roche Singapore Pte Ltd DONORS & SPONSORS E M Services Private Limited Royal Plaza on Scotts $500,000 & Above Eastern Health Alliance Pte Ltd RSM Chio Lim LLP Kwan Im Thong Hood Cho Temple Energy Market Authority SATS Ltd NTUC Fairprice Foundation Ltd. ExxonMobil Asia Pacific Pte. Ltd. SBS Transit Ltd Singapore Telecommunications Limited Gardens By The Bay SDDA Pte Ltd Tote Board & Singapore Pools (Private) Limited Globalfoundries Singapore Pte. Ltd. Seagate Singapore International Headquarters Grand Hyatt Singapore Pte Ltd Health Promotion Board Seagate Technology International $100,000 - $499,999 Health Sciences Authority Sembawang Shipyard Pte Ltd DBS Bank Ltd Housing and Development Board SH Cogent Logistics Pte Ltd Evangel Family Church IBM Singapore Pte Ltd SIA Engineering Company Limited Hitachi Group of Companies Igxist Pte Ltd Singapore Airlines Limited Keppel Care Foundation Immigration and Checkpoints Authority Singapore Armed Forces Lee Foundation Inland Revenue Authority of Singapore Singapore Civil Defence Force Marina Bay Sands Pte. Ltd. Institute of Mental Health Singapore Customs Sembcorp Marine Ltd Institute of Microelectronics Singapore Food Industries Pte. Ltd. Singapore Airlines Limited Institute of Technical Education Singapore General Hospital Pte Ltd Singapore Press Holdings Limited & Singapore Press JTC Corporation Singapore Land Authority Holdings Foundation Limited Jurong Health Services Pte Ltd Singapore Police Force StarHub Ltd Jurong International Holdings Pte Ltd Singapore Polytechnic The Hongkong and Shanghai Banking Keppel FELS Limited Singapore Pools (Private) Limited Corporation Limited Keppel Land International Limited Singapore Post Limited

122 anticipate evolve impact $50,000 - $99,999 Hong Lam Marine Pte Ltd WongPartnership LLP Douglas Ooi Housing and Development Board Yip Yii Ching May Fu Lu Shou Si Mian Fo Pte. Ltd. Hu Hui Chen Zeng Hongde Nicholas Guddireddigari Vishnu Dev Hwang Yee Cheau Heng Mok Jin Sebastian In memory of the Late Nunes Henry Aloysius Hewlett-Packard Singapore (Private) Limited In memory of the Late Mr Tan Yee Foong ORGANISERS OF EVENTS Indotech Asia Irene Gan Chui Ping $500,000 & Above In memory of the Late Gan Gek Eng Keppel Land Limited Peter Knipp Holdings Pte Ltd Jumbo Valley Pte Ltd KPMG LLP Singapore Power Limited Lianbee-Jeco Pte Ltd Laura Hwang Singapore Telecommunications Limited Petrochemical Corporation of Singapore Lee Hock Lye @ Lee Chew Haut United Overseas Bank Limited (Private) Limited Lim Kien Kong Frankie SC Wong Foundation Trust Lim Peng Chiok Sembcorp Industries Ltd Macondray Corporation Pte Ltd $100,000 - $499,999 State Street Maha Bodhi School Civil Aviation Authority of Singapore Tan Soon Lee Terry Maria Warner Wong Fu Lu Shou Si Mian Fo Pte. Ltd. Trustees of Isaac Manasseh Meyer Trust Fund Mark Li Jian Hong Land Transport Authority of Singapore Xilinx Asia Pacific Pte. Ltd. Masatsugu Otani MediaCorp Pte. Ltd. Maybank Singapore Ministry of National Development Recreation Club Mee Toh School National University of Singapore $30,000 - $49,999 Micron Semiconductor Asia Pte. Ltd. POSB Aurigin Technology Pte Ltd Mitsubishi Electric Asia Pte Ltd Singapore Armed Forces Chan Soo Sen Mothercare (Singapore) Private Limited SMRT Corporation Ltd Chang Meng Kiat National University of Singapore Sphere Exhibits Pte. Ltd. Immigration and Checkpoints Authority Neo Cheng Hong StarHub Ltd Low Check Kian New Creation Church The Great Eastern Life Assurance Company Limited Microsoft Operations Pte Ltd Ng Bee Bee May The Swatch Group S.E.A (S) Pte Ltd National Association of Travel Agents Singapore Norifumi Yamamoto (NATAS) NTan Corporate Advisory Pte Ltd Ng Chad-Son Ong Henry $50,000 - $99,999 Oan Chim Seng Ong Lee Kheow Daikin Airconditioning (Singapore) Pte. Ltd. Qualcomm Global Trading Pte. Ltd. Osim International Limited Emirates Resorts World at Sentosa Pte. Ltd. Oversea-Chinese Banking Corporation Limited Project Happy Feet Ltd Saeed AL Muntafiq Panasonic Asia Pacific Pte. Ltd. The Japanese Association, Singapore Singapore Anti-Narcotics Association Pang Kin Keong Tay Yun Chwan Henry Pavilion Foundation Limited The Shaw Foundation Pte Peck Khee Song $30,000 - $49,999 Yin Fook Cheong Perennial (Singapore) Retail Management Pte Ltd NTUC FairPrice Co-Operative Limited Phyllis Poh Beng Min Swissôtel The Stamford Singapore Pricewaterhousecoopers LLP $10,000 - $29,999 Priscylla Shaw ADDP Architects LLP Quek Sze Ping Daniel $10,000 - $29,999 Ai Tong School Raffles Girls' Primary School Bengawan Solo Pte Ltd Anglo-Chinese School (Junior) Richemont Luxury (Singapore) Pte. Ltd. Maritime and Port Authority of Singapore Ang Teik Lim Eric River Hong Bao 2014 Ministry of Transport ARA Trust Management (Suntec) Limited Rosyth School Royal Plaza on Scotts Arrowcrest Technologies Pte Ltd RSP Architects Planners & Engineers (Pte) Ltd SAFRA Tampines Auric Pacific Group Limited Rubina Watch Company (Private) Limited Singapore Post Limited Bank of Singapore Limited Rudi's Fine Food Pte Ltd BreadTalk Group Limited Seow Khoy Hin Christopher Bullion Holdings Pte Ltd Sincere Medical Specialist Center For Women (S) DONATION BOX PARTNERS Catholic Welfare Services, Singapore Pte Ltd Alexandra Health (Khoo Teck Puat Hospital) Certis CISCO Security Pte. Ltd. Singapore Chinese Girls' Primary School Bengawan Solo Pte Ltd Chan Kuan Heng Swee Seng Credit Pte Ltd Best Denki (S) Pte Ltd Chan Weng Chih Matthew SymAsia Singapore Fund Changi General Hospital Pte Ltd Cheng Kwee Kiang Tan Hee Teck Eng Soon Auto Pte Ltd Cheong Sae Peng Tan Kia Yong Fu Lu Shou Si Mian Fo Pte. Ltd. Civil Aviation Authority of Singapore Tan Kwang Hwee Hillgrove Secondary School Clydesbuilt Pte Ltd Tay Chui Guek Lisa HomeTeamNS Courts Asia Limited Tay Soo Hoe Steve Housing and Development Board CWT Limited Tecsia Lubricants Pte Ltd Inland Revenue Authority Of Singapore Cycle & Carriage Industries Pte Ltd Teh Gek Yen Jurong Health Services (Alexandra Hospital) Dealguru Holdings Pte Ltd. Teo Tzai Win Melvin LightHouse Bistro Pte Ltd Dilhan Pillay Sandrasegara The Community Foundation of Singapore National Heart Centre of Singapore Pte Ltd Ding Kit Yeng Elisa The Hour Glass Limited National Skin Centre (Singapore) Pte Ltd Equinix Singapore Pte. Ltd. The Swatch Group S.E.A. (S) Pte Ltd NTUC FairPrice Co-operative Ltd Extra Excellence (S) Pte Ltd Tian Kong Buddhist Temple Pertama Merchandising Pte Ltd (Harvey Norman) Frasers Centrepoint Asset Management Ltd Tie Nyuk Siong Edmund POSB Frasers Centrepoint Limited Toa Payoh Seu Teck Sean Tong Ren Ting Trading Genesis-Global Gems & Jewellery (Singapore) Pte. Ltd. United Overseas Bank Limited SAFRA National Service Association Goh Yee Teng UOB Asset Management Ltd Sakae Sushi GuocoLand Limited UOB Kay Hian Private Limited SGS Testing & Control Services Singapore Pte Ltd Hasetrale Holdings Pte Ltd Wing Tai Holdings Limited Singapore General Hospital Ho Ching Wong Fong Fui Singapore Maritime Officers' Union

NCSS ANNUAL REPORT FY2013 123 Singapore Post Limited Isetan Singapore Ltd Singapore Chinese Girls' School Singapore Science Centre Istana Singapore Flyer Pte Ltd Suki Group of Restaurants Pte Ltd (Yaki Sushi, Suki Keppel Land International Limited Singapore Police Force Sushi, Nihon Mura, Sakura) Keppel Offshore & Marine Ltd Singapore Police Force Band VICOM Inspection Centre Pte Ltd Koufu Pte Ltd Singapore Police Force Band, Police Quintet Land Transport Authority of Singapore Singapore Polytechnic LANEIGE Singapore Pte Ltd Singapore Pools (Private) Limited SPONSORSHIPS/SERVICES RENDERED TO LASALLE College of the Arts Singapore Prison Service COMMUNITY CHEST Li An Foodstuff Private Limited Singapore Red Cross Society Akzo Nobel Paints (Asia Pacific) PTE LTD Lion Corporation (S) Pte Ltd Singapore Tourism Board Alexandra Health (Khoo Teck Puat Hospital) Marina Bay Sands SLT Well-Care Pte Ltd / Richer Earth Anderson Junior College Mas Millenium (S) Pte Ltd SMRT Corporation Ltd Asia Pacific Breweries Limited MasterCard Worldwide State Street Assumption English School McDonald’s Restaurants Pte Ltd Sterling Trends & Concepts Pte Ltd BalloonmanET & Friends Ministry of Social and Family Development Susan Ng Banyan Tree Hotels & Resorts Murad Skin Care Terence Li Body Wellness Nanyang Polytechnic The Boys’ Brigade in Singapore Boy's Town Singapore National Council of Social Service The Creative Room Pte. Ltd. Celebrate Christmas in Singapore National Parks Board The Moluccas Room Chang Meng Keat NCSS Flash Mob Dance Group Tiger Airways Philippines Chong De Cultural Society NDP EXCO 2013 Top Wines Clozette Pte Ltd Nestle Singapore (Pte) Ltd Treetops Executive Residences Cosmoprof Academy Pte Ltd New Town Secondary School Tribal Worldwide Singapore DBS Private Bank NTUC Fairprice Co-operative Ltd Unifood International (S) Pte Ltd DKSH Singapore Pte Ltd Ode to Art UNION Chemical & Pharmaceutical Pte Ltd Dr Albert Hong Orchard Road Business Association Uniqlo (Singapore) Pte. Ltd. Dream Academy Pain Free Lab Urban Redevelopment Authority Dunman High School Pasir Ris Secondary School Volunteer Special Constabulary (VSC) EZ-Link Pines Food Services Wisma Atria Shopping Centre Food Empire Holdings Preservation of Monuments Board Women Police Pipes and Drums Foo Say Thye Pu Ti Lian She Your CLOSET Fruit Frolic Public Utilities Board Yu Shuen Trading Pte Ltd Gardenia Foods (S) Pte Ltd Punggol Secondary School Zenaco CO2 (S) Pte Ltd Gloria Photo Studio Pupa Cosmetic Hagley & Hoyle Pte Ltd Richwell Global Forwarding Pte Ltd Henri Chen Scott Tan DONATIONS-IN-KIND HITS (District Rotaract Representative) Shaw Organisation NTUC Club Holstad & Co Sheng Siong Supermarket Immigration and Checkpoints Authority Singapore Airlines

AKOLC N W EDGEMENT

Our sincere appreciation to the following organisations and individuals who have contributed quotes and/or photographs to the publication of this annual report. We apologise to those whom we may have inadvertently missed out.

Agency for Integrated Care Harley-Davidson Resorts World at Sentosa Pte. Ltd. Aidha HCA Hospice Care RSVP Singapore, The Organisation of Senior Alzheimer’s Disease Association Health Promotion Board Volunteers – New Horizon Centre (Jurong Point) MAJ Hoirul Hafiidz Maksom Serangoon Moral Family Service Centre Ang Mo Kio Family Service Centres Institute of Mental Health Shangri-La’s Rasa Sentosa Resort & Spa – COMNET Befriending Service Keppel Group Singapore Armed Forces Asian Women’s Welfare Association Family Lions Befrienders Service Association Singapore Power Limited Service Centre – Befriending Service Singapore Press Holdings Limited Association for Persons with Special Needs Malay Youth Literary Association Singapore Telecommunications Limited – Delta Senior School Marina Bay Sands Temasek Cares Care Corner Family Service Centre (Toa Payoh) Maybank Singapore Terry Tan and Bestford Capital Pte Ltd CARElderly Senior Activity Centre MINDS – Fernvale Gardens School Tribal Worldwide Asia Caregivers Alliance Limited Ministry of Education Tsao Foundation CARE Singapore Ministry of Social and Family Development The Hongkong and Shanghai Banking Corporation Limited Chrystal Cheng NTUC Fairprice Foundation Limited United Overseas Bank Limited Civil Aviation Authority of Singapore Persatuan Persuratan Pemuda Pemudi Melayu (Malay Youth Literary Association) Xilinx Asia Pacific Pte. Ltd. Daniel Sin Person-Centred Approach Community of Practice Dealguru Holdings Pte Ltd.

124 anticipate evolve impact Designed and Produced by Silicon+ NAI T OnaL COUNCIL OF SOCIAL SERVICE 170 Ghim Moh Road #01-02 Singapore 279621 Tel: 6210 2500 Fax: 6468 1012 www.ncss.org.sg