salt_2007_05_06 by SALT NVPC

No. 21 May-Jun 2007

For Volunteers, Donors and Nonprofits

Tomorrow’s

World

Head of

Singapore’s plans to become a philanthropic hub

the Class Parents go back to school

Baby Love Sanctuary House opens its doors

Community

Spirit Salaries

UBS AG’s Christine Ong

In the Charity Sector How much is enough? How Not to Go

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contents

SALT No. 21 May-Jun 2007

ON THE COVER Following the recent proposal by the government to turn Singapore into a philanthropic hub, Andrew Duffy finds that local NPOs are looking forward to more links with international groups, a bigger pool of expertise, and a growing interest in philanthropy. Page 16 Cover photo courtesy of World Vision International–Singapore

DEPARTMENTS 2

LETTER FROM SALT SALT TIPS

MAILBAG

NEWS BRIEFS A wrap-up of events, programmes and activities in the People Sector. PEOPLE MOVEMENTS Appointments and new postings in the People Sector.

School’s In! Are Singaporean parents doing enough? Michelle Bong grades our parent volunteer scene.

11 PEOPLE SECTOR PEOPLE Dr Ow Chee Chung tells Angelia Teo about his big plans for the Society for the Physically Disabled.

19 WALK THE TALK With its extensive transport network, SMRT has found mileage for its CSR initiatives. Sakinah Manaff hops on for a ride.

21 NEW SALT

SALT SHAKERS AND MOVERS

Taking Charge Many people would not consider a bank to be a great charitable source, but as Anita Kapoor discovers, UBS AG’s Managing Director and Singapore Country Head, Christine Ong is leading the charge.

Sakinah Manaff learns how Sanctuary House provides much needed refuge for young mothers and their newborn babes.

27 SALT AND PEPPER Sometimes, says Iain Ewing, volunteering just means doing what you do best.

28 SALT KIT Bureaucracy can be frustrating. Jack Sim plots a path for getting new ideas heard by the right people in government.

SALT THOUGHTS

Heart Work, Less Pay Should executives working in charity be paid more, to keep pace with the market? Willie Cheng believes they are already paid to market, but suggests that it’s the market that may need to change.

VOLUNTEER PROFILE Anglo-Chinese School’s Parent Support Group chairperson Sharon Ho tells Michelle Bong how volunteering is her way of being a guiding light in her sons’ life journey.

29 CALENDAR 30 SCENE AND SEEN 32 A DASH OF SALT

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L E T T E R

F R O M

S A L T

SALT is a nonprofit magazine with a managed circulation for members of nonprofit organisations, grantmakers and companies in Singapore. Those interested in receiving a copy, please email salt@nvpc.org.sg. We regret that the print run prevents fulfilling all requests. International readers please email subscriber requests and mailing details. There will be an annual postage and handling charge for all international subscribers.

MANAGING EDITOR Tan Chee Koon

DEPUTY EDITOR Daven Wu

CONTRIBUTORS Michelle Bong Andrew Duffy Anita Kapoor Sakinah Manaff Angelia Teo

PUBLISHING CONSULTANT AND MEDIA REPRESENTATIVE Epigram SALT is published bi-monthly by the National Volunteer & Philanthropy Centre 7 Maxwell Road #05-01 Annex B, MND Complex Singapore 069111 Tel: 6550 9595 Fax: 6221 0625 Website: www.nvpc.org.sg Email: salt@nvpc.org.sg Copyright is held by the publisher. All rights reserved. Production in whole or in part without permission is prohibited. The views and opinions expressed or implied in SALT are those of the authors and do not necessarily reflect those of the publisher. Printed by Fabulous Printers

MICA (P) 003/11/2006 ISSN No. 17933-4478 To advertise, please call Cynthia Tay at tel: 6292 4456 Email: cynthia@epigram.com.sg

old visions call for bold moves. And so it was that the announcement in Parliament early this year about plans to turn Singapore into a philanthropy hub was accompanied by significant changes to the existing charity tax laws. This was no mere tinkering of the system. It was quite an overhaul, the most radical of which, to my mind, was the complete abolition of the 80:20 spending rule. Now, some grantmakers, philanthropy advisers and others including NVPC had advocated a review of this rule which required charities to spend at least 80% of their annual receipts on charitable causes in Singapore within two years in order to enjoy income tax exemption. But to see it boldly abolished without any replacement criteria (eg spending a % of assets) was a radical move, if any. There are economic benefits from attracting overseas funds to be managed and allocated out of Singapore. One can already see the benefits from the international not-for-profit organisations that have set up shop in Singapore in terms of employment, tourist arrivals, and so on, according to EDB estimates (pg18). I wish someone would do the same for local charities – study the full economic impact of the close to 2000 charities that are doing good in one way or another. What would happen if for some unimaginable reason the charities and NPOs with their volunteers down tools and stop functioning? How many employees would be displaced that the local NPO sector currently employs? Or, if the government were to assume the running of these services with full-time employees taking over the work of volunteers, how much would it cost the government coffers? Imagine what it would be like to employ people to man the 24-hour SOS volunteer hotline, conduct the many reading programmes for children with the self-help groups and mentor the youth-at-risk? Some of these programmes might even have to close. I have an agenda in suggesting this. For the longest time now, I have felt that our local NPOs could be better resourced. For many of them, a full-time employee to manage volunteers is a luxury. Social workers, counsellors, programme administrators double up in the role of volunteer coordination. Imagine what it would be like if the government were to set aside a Resource Mobilisation Fund for IPCs to tap on to fund a full-time volunteer coordinator. The typical response is the fear or a bottomless pit in funding headcount. Details can always be worked out if the vision is caught. To be a philanthropy hub is great. To be a nation of volunteers is even greater. Radical notions call for radical actions. Let’s be radical. Tan Chee Koon Chief Executive Officer National Volunteer & Philanthropy Centre

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Organised by:

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MAILBAG Ad Value

wish to thank NVPC for accommodating my interest in placing a recruitment ad in SALT to advertise for fundraising positions at NTU’s Development Office. We had been trying to fill these positions for 4-6 months with ads in more traditional places, but had no luck till we placed the ad in SALT. Since then we have been able to fill some of the positions. We are happy with the quality of applicants that came from the ad.

Marina Tan Harper, Director, Development Office, Nanyang Technological University

SALT as a forum for airing serious issues of volunteerism and corporate social responsibility

t is encouraging to read a publication such as SALT that devotes itself entirely to the business of volunteerism, philanthropy, not-for-profit organisations and corporate social responsibility. Your publication has a fine mix of news, inspiring corporate and personality profiles, incisive journalistic pieces and business articles. No doubt, it helps organisations and corporations focus on the serious issues of corporate social responsibility and volunteerism. As a nonprofit educational institution serving as an international resource for the understanding, practice and development of leadership worldwide, the Center for Creative Leadership shares your philosophy of benefiting society at large – in our case, through leadership education; in yours, through a media platform that facilitates information-sharing and discussion with respect to the important area of volunteerism. I look forward to reading further issues of SALT and would venture to say that given the maturing landscape of volunteerism here, coupled with an awakening consciousness to today’s pressing societal as well as environmental concerns, your publication will certainly continue to gather an increasing readership.

Michael Jenkins, Managing Director, CCL Asia

Feeling Good

read the article on NVPC’s survey of IPCs with interest and can’t help but agree with the value of volunteers in NPOs. Though I do not have any statistics on hand, I do continue to see how some donors are increasingly taking interest in coming on board to volunteer in the organisations which they are supporting. Doing so, it seems to provide the donors with ways to become more involved in the organisation and to also get to know the organisation better. From conversations with volunteers, the reverse seems to also be true; volunteers seeming to be more ready to donate because they now have a “better feel” of the mission, vision and the kind of work done by the NPO they are in. I personally do echo NVPC’s recommendation for a paradigm shift by NPOs from a “recruit, release, replace” mentality to a “recruit, review and renew” mentality. It is a much more effective way of engaging and working with our supporters, be it donors and/or volunteers. In the end, all supporters, donors and volunteers should never be taken for granted. Thanks again for NVPC’s wonderful work in coming up with a publication like SALT and all the good work in promoting volunteerism and philanthropy.

James Lim Soon Leong, Volunteer Coordinator, Territorial Headquarters, The Salvation Army DO YOU HAVE SOMETHING TO SHARE? We welcome your letters, news of upcoming events and pictures. Please send them to SALT, 7 Maxwell Road, #05-01 Annex B, MND Complex, Singapore 069111; or email salt@nvpc.org.sg. Please include your name, address and daytime phone number. Letters and articles may be edited for space and clarity.

T I P S Donor Fatigue – Fact or Fiction?

ays Usha Menon, Chairman of The Resource Alliance (www.resource-alliance.org), “It is a mindset. The real situation is that we, as NPO fundraisers, are not putting in as much time and effort into donor education and relationship building, as we do fundraising planning and concept development. We must engage people in a manner where they’re not asked to sacrifice but are provided with a meaningful opportunity to give. In an environment where causes and fundraising methodologies proliferate, organisations successful in fundraising and resource mobilisation don’t just motivate people – they inspire action; they invest energy in the early stages as well as throughout the relationship by engaging people with the cause, building trust and making them feel part of the solution. So when donors feel that they, together with the VWO, are responsible for meeting community needs, they will no longer be ‘tired’ of helping. Currently what the donor is ‘fed-up’ with are the incessant appeals by VWOs for money to fix a problem, without engaging the donor as to how they can be part of the solution.” Robert Schlesinger, Chief Endowment Officer, Advancement & Alumni, Singapore Management University, also points out that “a legitimate concern is how to keep existing supporters engaged in light of the numerous appeals they receive. Charities with sophisticated fundraising operations often have detailed solicitation strategies to secure major support from top prospects. Often forgotten is the stewardship strategy once the gift is secured. How is the gift acknowledged? What organisational players are involved to continually engage and bring this important stakeholder closer to the organisation? It’s arguable that these aspects are more important than solicitation: the cost of securing new supporters to replace disengaged ones is significantly higher. This is true for any business and applies equally to the fundraising sector. Some pointers: 1) Assign a key staff or volunteer to manage the relationship. 2) Keep donors informed with feedback about how the funds are being used, including beneficiary testimonials. 3) Continually thank donors for their support and involvement. 4) Carefully consider future asks based on the donors’ relationship with the institution instead of current needs. ✩

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CHANGES AT THE HELM

N E W S B

A WRAP-UP OF HAPPENINGS AROUND SINGAPORE

ith Benedict Cheong’s move to the Temasek Foundation, his position as the CEO of the National Council of Social Service is assumed with effect from 8 June by Ms Ang Bee Lian, currently the Director of Rehabilitation, Protection & Residential Services Division, MCYS. The position she vacates will in turn be occupied by Mr Jason Wong who vacates his position as the Deputy Director/Chief of Staff, Singapore Prison Service.

A LEAGUE OF THEIR OWN

Adieu, Geri Lau

After 12 years of dedicated service with the Singapore Red Cross, Mrs Geri Lau saves the last dance for her friends.

n 8 March, Motorola Singapore paid tribute to some of the country’s elderly womenfolk by treating residents of the Asian Women’s Welfare Association (AWWA) to food, games, and a makeover at the Motorola facility in Ang Mo Kio. The event was part of Motorola’s first global celebration of International Women’s Day. Female volunteer staff and professional stylists transformed the residents with make-up and manicures. Commemorative bookmarks were distributed to staff in the early morning. These bookmarks were made by members of the Movement of the Intellectually Disabled of Singapore, a long-time Motorola partner. Special lunch packs were sold at the staff cafeteria with $1 from each sale going to AWWA. The event was organised by the Singapore Women’s Business Council. Says Alina Rizzo, Chairperson of SWBC, “We are...heartened by our female staff’s enthusiasm in capitalising on the occasion to give back to society.”

he Singapore Red Cross said goodbye to an era when it bid farewell to Mrs Geri Lau, its long serving Secretary General. Over 200 guests gathered at the York Hotel on 31 March for the send-off that was themed “Aloha Geri”. The party was secretly planned by the society’s staff and volunteers in recognition of Mrs Lau’s 12 years of service. Guests included Lt Gen Winston Choo, Retd. (Chairman, SRC), council members, past and present staff and volunteers who came dressed in their “Hawaii Best” to party the night away.

SCHOLARSHIPS TO GO GREEN

elebrate the spirit of volunteering with friends from around the region at the XI International Association for Volunteer Effort (IAVE) Asia Pacific Regional Volunteer Conference. Held in NagoyaAichi from 7-11 December, the conference, themed “Collaborative Action for Global Environmental Issues”, will feature four special forum sessions: Senior Citizens’ Volunteering, Corporate Volunteering, Large-scale Events Volunteer Management and Volunteering, and Disaster Management. General sessions will cover Youth Volunteering, Service Learning, Volunteer Management, IT and Volunteering and Multi-Cultural Issues and Volunteering. IAVE members who sign up before 31 August will get a preferential rate of US$270 (U.P US$350). Be among the first to benefit from five Harvard Singapore Foundation-National Volunteer & Philanthropy Centre conference fee scholarships of US$270 each for Singapore-based participants who are IAVE members. To apply for a scholarship, log on to www.nvpc.org.sg ; for IAVE membership, log on to www.iave.org.

Motorola ladies in pink treating the elderly from the Asian Women’s Welfare Association to a glamorous make-over session at the Motorola office. The event was organised by the Motorola Singapore Women’s Business Council in celebration of International Women’s Day.

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Animal Planet O

n 3 March, Singapore Management University’s Campus Green played Dr Doolittle to a host of animals. The celebratory atmosphere – people laughing, tails wagging and both feet and paws padding around the campus – was an apt occasion for the university’s very first Animal Day. All the major animal organisations were represented as more than two hundred people, sixty dogs and two hamsters gathered to address the welfare needs of animals. Organised by People For Animal Welfare, the goal was to provide animal organisations with a platform to address the critical issues animals are currently facing. Guest-of-honour Louis Ng, executive director for Animal Concerns and Educational Society was joined by speakers from Action for Singapore Dogs and SPCA. Competitions such as Best Talent and Best Groomed were an opportunity for proud pet owners to show off their best friends.

PEOPLE MOVEMENTS Winston Tang joined the Home Nursing Foundation (HNF) as its general manager in January 2007. Established more than 30 years ago, HNF has grown to become one of Singapore’s major providers of home nursing services to the elderly sick, particularly the needy. Manogaran Suppiah was appointed the new CEO of SINDA this past February. With 26 years of expertise in the education sector, he is looking to further sharpen SINDA’s focus on education to excite, energise and empower the community. He was also a grassroots leader in Nee Soon Central for 10 years, and has worked on the committees of the ComCare Fund and the President’s Challenge. Phyllis Tan joined the Metropolitan YMCA as HR Executive in 1990. Her role quickly expanded to include strategic planning and communications, board liaison and international relations. This February, she was appointed as the organisation’s first female executive director and CEO. With the changing operating environment for nonprofits, Ms Tan will work towards meeting the threefold challenge of greater institutional viability, social relevance and mission clarity.

Owners and their pampered pooches.

A GOOD FOUNDATION

he recent announcement that Temasek Holdings was setting up a foundation was greeted with warmth from the community. Though it’s still early days, the impact of the foundation – its mission is nothing less than to spur the development of people in Asia – will be substantial and far-reaching. Given the value of Temasek’s investments, the size of the foundation’s initial endowment is expected to be substantial – perhaps $500m or more. Heading up the new foundation is Benedict Cheong who left his post as chief executive at the National Council of Social Service to become the foundation’s CEO on 23 April. Mr Cheong told The Business Times that the foundation will start off small. “The numbers have not been finalised and it depends on the scale and scope of our work. We prefer to start with a lean set-up and build it over time” with education and education-related projects. He added that “the measure of success of the foundation will be the impact it has made on the lives of the people we work with in programmes in each country. People call it venture philanthropy. I don’t really like the term. It’s a big word. I just see it as giving value back to the community.”

Christopher Chua joined the Singapore Red Cross (SRC) as senior manager of operations in 2005. As the SRC’s new Secretary General, Mr Chua will be fully responsible for the implementation of policies and directives laid down by the Council and the EXCO of the SRC. As a member of the Tsunami Reconstruction Facilitation Committee, he also reviews and approves the funding of reconstruction and rehabilitation projects submitted by local NGOs/VWOs. Tan Suee Chieh took over as the Chief Executive of NTUC Income in February. He has a first class honours degree from the London School of Economics and is a Fellow of the Royal Statistical Society and Institute of Actuaries. Mr Tan has been a consistent supporter of the Singapore Children’s Society since 1989, as a volunteer and a fundraiser. He is currently a member of its Executive Committee.

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Where the Boys Are Anglo-Chinese School’s Parent Support Group chairperson Sharon Ho tells MICHELLE BONG how volunteering is her way of being a guiding light in her sons’ life journeys.

er weekday mornings are largely spent organising monthly meetings in a meeting room on the fourth floor of Anglo-Chinese Primary School’s (ACSP) administration block. Here, members of the Parent Support Group (PSG) congregate after seeing their boys off to classes. In the afternoon, she zips back to her office to catch up on work as the director of a conference management company. To say Sharon Ho is indefatigable is an understatement. For the mother of two boys, aged 16 and 11, such a lifestyle has become very much a part of her weekly routine. She first became a volunteer when her elder son was eight. Amazed by the strong network of parent volunteerism that has enjoyed an illustrious history in one of Singapore’s oldest schools, Ho was inspired to become an active fundraiser before gradually getting more involved in the PSG’s other activities.

“ For me, satisfaction lies in how my boys and I enjoy a healthier relationship.” As PSG’s chairperson, she organises and holds meetings every month to gather feedback about curriculum changes, brainstorm new ideas or fundraising initiatives and clarify new school policies among her fellow members. PSG comprises ten subcommittees in areas such as Christian Emphasis, Class Support, Gardening and Pastoral Care. It has built up a current pool of some 200 parent volunteers. They actively contribute to various school programmes and events, serving as chaperones on field trips, library managers or coaches for various sports teams.

school life gives them a sense of comfort, knowing that I am there for them and have their best interests at heart. Socially, I have also made new friends, working alongside the other parents to achieve common goals. Most of all it gives me a deeper understanding of the struggles teachers go through Sharon (in purple), ACS every day in order to touch “In the ACS family of six Principal Richard Lim, Vice Principal Grace Tan and PSG schools, parent volunteerism committee members gather lives and empower the minds for a meeting session. of their young pupils.” is very strong,” explains Ho. She intends to continue being active “A lot of members cherish a strong attachin her role to facilitate collaboration ment with the school and they send their between teachers, students, parents sons here and feel that, to some extent, and the ACSP community at large for as they are stakeholders of the school. They long as possible. enjoyed their years here, and want the same And the one thing that remains a for their sons. Over the years, a strong constant on her agenda is recruitment, holistic environment has been cultivated thanks to the inevitable need to grow the and continues to be nurtured today.” volunteer pool. Although word of mouth Ho’s dedication to parent volunteerism remains a powerful tool, new blood is is fuelled by her desire to grow as a person usually sought each year during the alongside her sons. By being involved, Primary One orientation process, when she is able to work closely with the school information about PSG is shared with management, have an active voice in the parents of new students. Parent volunteers development of her children and get a take the opportunity to mingle and help clear overall picture of what is done and their potential-PSG recruits gain a better why. This allows her to have a better idea perspective of the avenues in which of the school’s mission, the reasons behind they can help. the implementation of policies and so on. While a little encouragement is always At the same time, being a parent volunnecessary to galvanise more support, teer allows her to be near her boys and Ho is not the least bit worried that the be more involved in their day-to-day well will run dry. “It’s hard to explain, you activities. Her husband has also joined just know that the strong participation of PSG’s pastoral care sub-committee and parents in the school will continue,” she is one of several fathers who gather for laughs. “I daresay I can stand on the street weekly prayer sessions. and wave an ACS flag, and an alumni or “For me, satisfaction lies in how my ACSian will come forward to ask me how boys and I enjoy a healthier relationship. they can help!” ✩ For them to see me so involved in their

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Man of Modesty Dr Ow Chee Chung has big plans for the Society for the Physically Disabled, where he is the executive director. ANGELIA TEO finds out how he hopes to grow it big.

here is a quiet air of humility around Dr Ow Chee Chung, the executive director of the Society for the Physically Disabled (SPD). He prefers a profile that highlights his “team role” and emphasises the “we” rather than his singular role in the achievements SPD has made in the past four years. And there have been many. Last year, SPD was awarded the Nonprofit Organisation Award by NVPC for its management of volunteers, donors and resources. For instance, its Taxi Driver Income Tax Scheme, which offers free e-filing services, demonstrates how the physically disabled can play a part – they are the ones who do the e-filing for taxi drivers who are voluntary drivers, too. And it’s this ability to bring people together that’s helped SPD grow from strength to strength. “We see them (volunteers, donors and supporters) as fellow advocates, people who can help to advance the cause of people with physical disabilities and to help raise awareness of them, their challenges and issues,” says Dr Ow.

“ Another glaring misconception is that the nonprofit social service sector is less complicated and therefore doesn’t require skilled professionals, talents or much resource.” In recent months, SPD has come into the public eye with high-profile partnerships. HSBC raised more than $400,000 for SPD and it also recently entered a strategic partnership with Microsoft to provide IT training courses to help improve

our people,” he says. “I get satisfaction from working with them. To see what we can get done together; how we all gel as a team and to agree with the board on the direction for SPD.” Prior to joining SPD, Dr Ow was the director of corporate services at the Dr Ow Chee Chung, who believes the disabled’s employment in personal interaction with staff, Ministry of Community and clients, chit Development, Youth and prospects. SPD also has their management chats with SPD’s Multimedia Centre trainee, 26-year-old Sports. He also worked for first regional centre opening Yeo Jie Wee. Since joining SPD the National Cancer Centre in July and an SPD Charity in 2004, Jie Wee has picked up many skills and is now a digital and the KK Women’s and Show, too. artist who also engages in web Children Hospital. And the “SPD has been around and graphic design. crossover to charity sector has raised for more than 40 years,” says Dr Ow. some important questions for him. “Through the years we have gained a good “I personally feel that it’s a misconunderstanding of the needs of disabled ception that because it’s social work, you people and have gone on to build a range don’t need to be paid adequately,” he of services to meet their needs.” begins. “This concept of people who work And key to helping these people is out of passion, who volunteer, is a fair SPD’s use of technology. “We believe that one, but are there enough of such people technology can level the playing field,” to go around? Another glaring misconsays Dr Ow, “especially in our rehabilitaception is that the nonprofit sector is tion services. We have made much head less complicated and therefore doesn’t ground in technology and rehabilitation.” require skilled professionals. We need Like how SPD has implemented assistive to pay professional rates to, for example, technology devices in its Shelter Worktherapists and counselors. Otherwise, shops and the Multimedia Centre. how can we deliver these services?” For Dr Ow, seeing the number of He adds, “With the tightening of lives SPD has touched is a highlight in governance control, operation of an his career. “We used to serve 400 clients NPO has gone up in cost and complexity.” but now we serve 2000,” the 40-year-old Still, these issues haven’t deterred Dr medical doctor says. “And I have seen many Ow from keeping SPD on target with of our clients overcome their disabilities; its goals to develop the potential within stroke patients who have gotten back people with disabilities and teaching on their feet rather than just going to a them self-reliance and independence. nursing home to recuperate.” And the man has a plan, “We have mapped Dr Ow credits his team and the out a path for the next three years, board of directors for much of these up to 2010.” ✩ achievements. “Everything centres on

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Parent volunteers at Anglo-Chinese School (Junior) lead the boys in songs of worship.

C LAS S AC T S Parents are heading back to school, not for a second education but to have a larger vested interest in their child’s holistic development. MICHELLE BONG scopes out Singapore’s parent volunteer scene, and finds out where local parents stand in comparison with their famously-gung ho American peers.

here can you find a dedicated number of individuals who devote their time, energies and professional expertise towards the grooming of tomorrow’s future? Ask anyone that question, and nine times out of ten, the answer is likely to be “schools”. But lest you assume teachers and principals are doing all the grooming and nurturing, think again. In many cases, behind every staff or faculty member lies a group of parents that plays an integral part of the scholastic fabric. Like supporting actors without which there would not be a play, they are the eyes, ears, hands, legs and above all, heart, of activities and programmes geared towards their children’s holistic development. Commonly referred to as parent volunteers, they spend hours of their busy weeks juggling school meetings and brainstorming sessions with professional jobs, and in the case of homemakers, the caring of their other children and the running of the household. Their active involvement is not a reflection of desperate attempts to get their son or daughter enrolled in an elite school. Instead, it stems from an inherent need to be a bigger part of their child’s world. Granted, there are parents who become whirling dervishes of activity for the sake of helping their child gain entry into their school of choice, only to disappear once

that classroom seat is secured. However, there are parents whose efforts continue to be sustained by dedication and passion many years on.

Doing It Well

Like MNCs, VWOs and NPOs, schools are a hotbed for volunteerism efforts. Yet, they remain relatively untapped. In Singapore, where a dual-income family is the norm, parents tend to plead time constraints as an excuse, opting to put food on the table instead of putting up a stall at the school carnival. “As much as I want to be active, I can’t find the time,” says a parent of neighbourhood school-going teen, who declines to named. “My daughter complains that I am not like her classmates’ parents who pitch in to help at events. All I can do is shrug and say her school hours are my work hours, and practicality outweighs my best intentions.” In stark contrast, the inclination to do something is a responsibility that one is loathe to shirk in American schools where the culture of parent volunteerism is strong. Parents are known to make the time to assume a myriad of responsibilities ranging from coaching Little League baseball teams to running on-campus stores. This time-honoured US trend is mirrored some

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support groups (PSG) are doing a commendable job. 9,525 miles away here in Singapore. At the Singapore Lui Suit Cheng, whose son is in Catholic High School American School (SAS), parents display active school (Primary), helps with the school’s “Teach Me to Fish” citizenry by starting an ARTS Council that displays art programme which imparts basic life skills such as sewing created by students and better known artists around a button, cooking instant noodles and applying a bandage, campus, organising trips to the theatre and symphony, and has overseen a PSG initiative to sell goodies during and running a programme for teenage students that the Lunar New Year. “For me, it is teaches social etiquette, table really a case of trying to spend my manners and ballroom dancing. time in a meaningful way and using “Parents play a huge role in my skills appropriately. It’s also a our school programme,” says school good way to network with other superintendent Bob Gross. “I don’t parents and learn more about the have the latest figures, but we must school’s mission.” have at least 750 parents who volunNorthlight School (NLS), which teer their services throughout the opened its doors in January this year school year. Most of them are the to students who need a more custommothers aged 30 to 55, whose spouses ised and vocational curriculum, has are employed in the diplomatic or garnered strong support from the international business community.” parents of its students, most of whom It’s all hands on deck, led by the are 14-year-old former school dropseparate groups. The Parent Teacher outs. According to principal Chua Association’s (PTA) members serve Yen Ching, “Meet the Parents” as classroom moms assisting in sessions have already galvanised a organising field trips or all-day County Fairs and serving breakfast “You know you are doing something group of 27 parents to offer help any way, while others chaperone and lunch to all faculty members that really matters. I’ve always found in swimming classes or supervise during Staff Appreciation day; a High it hard to reconcile ambition with the baking of cookies as part of School Booster Club supports gradumotherhood, and my volunteer work the work@NLS programme which ation breakfasts, gives financial aid allows me to keep abreast with inculcates work ethics. scholarships and operates a school Besides helping with events store on campus; another committee working professionals, and stay on a decidedly steeper learning curve.” that develop the child in terms of of parents annually organises a — Mae Anderson aptitude or fitness, there are also major fundraising dinner for SAS’ mothers who dedicate their time towards spiritual developDevelopment program (they raised a whopping $400,000 ment. Sherry Goh and Koh Geok Cheng, whose sons are in this year); and an after school group (SACAC) made up Anglo-Chinese School (Junior), started out as parent of parents coaches after-school activities. volunteers for FunTime, a weekly one-hour programme Mae Anderson, a homemaker and secretary of the on Wednesdays comprising games, praise and worship, PTA Board’s Executive Committee, is an example of a and bible stories for all Primary One and Three boys. typical SAS parent volunteer. She devotes up to 30 hours Both mothers, who have been involved for some five a week to meetings, planning sessions and other related years now, have also gone on to support other activities events, and is troop leader for her 10-year-old’s Junior such as Racial Harmony Day, school carnivals and the Girl Scout Troop and her seven-year old’s Brownie annual Teacher’s Day lunch. Says Koh, “I am glad to be Troop. Not surprisingly, Anderson says her work brings able to help the school with my time and effort. much satisfaction. “You know you are doing something And since my professional training as an accountant that really matters. I’ve always found it hard to reconcile ambition with motherhood, and my volunteer work allows didn’t equip me with skills like interacting with kids, my volunteer efforts have been a learning process.” me to keep abreast with working professionals, and stay on a decidedly steeper learning curve,” she says. It’s heartening to know that volunCalling teerism is not limited to the mommies You Say ‘PTA’, In comparison, how active is the the Men – the daddies are in on the act too. parent volunteer scene here in I Say ‘PSG’ Bervyn Lee, whose daughter is in local schools? A poll among 10 Methodist Girls School, has been a volunteer for six years parent volunteers and three school now, lending support by running fundraising projects, principals from elite as well as neighbourhood schools conducting school events such as night walks and school indicates that while more parents need to come forward, games and even teaching PE (having been trained in that those currently leading by example through parent May-Jun 2007 S A LT •

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“Partnering with parents is important as they are a area and is MOE-certified). He says he is motivated by vital component of the school community,” says Chua. “the chance to work with children and other parents”, “They are a good resource in terms of expertise and talents. and joins other MGS parent volunteers who meet once a For example, one of our student’s parents is a freelance month and rely heavily on email for communication and editor who can help to edit our school publications, updates after tasks have been divvied up among them. leaving teachers to concentrate on other areas. And during Says Lee, “Every year at orientation, I ask for more parents International Friendship Week, the to help out, especially fathers. parents of one of the students came I think there is a special bond forward to give a presentation to between dad and daughter!” the children on a project they had Meanwhile, father of two done in Cambodia. When parents Edmund Wee, whose children are are involved this way, they are also in Anglo-Chinese School (Internain a position to better understand tional), has even made a culinary the rationale for school programmes name for himself despite his ad-hoc and how these are aligned to the participation. The self-professed overall vision.” cooking aficionado’s mascarpone Daisie Yip, principal of Gongcheese-laced mushroom soup Shang Primary, agrees. The neighproved to be such a hit during a bourhood school has a pool of 300 Teacher’s Day lunch that he’s been parent volunteers, out of whom 90 approached to impart the recipe to are fathers and eight form a corestudents through a co-curricular committee. They participate in the activity class! “It’s actually a recipe school’s strategic planning every year, by Anthony Bourdain,” he laughs, “but I will go teach that class when “ Schools are much closer to home than to become facilitators of activities such as Primary One orientation, I can find the time. I like cooking, one would think. The government field trips, Family Day and Scoutsand volunteering among other can deal with the bigger picture of related events. They also serve as wonderful, like-minded parents ensuring a good education system, but Reading Mums, cooking instructors makes the effort fun.” ultimately, schools need the hearts and and line-dancing teachers. The dads at SAS must have minds of people, including parents, to “It takes a whole village to thought so too. At the recent Staff take things one step further.” educate a child,” says Yip, adding that Appreciation day, several took time — Liak Teng Lit, CEO out from work to arrive early at the Alexandra Hospital and school Board member it is not enough for the school to teach values and lessons; parents have school to help out in the kitchen. a responsibility in the nurturing process. To complement They may have assumed fairly simple tasks like frying this, schools can play a part by involving parents in the omelettes and blending fruit smoothies, but they thoroughly decision-making process wherever possible, and create enjoyed themselves. events that add to the parenting role, such as school picnics. At the same time, all the parent volunteers who spoke to A little cross-institutional learning can’t hurt either. SALT say their child is proud of their efforts. Says Anderson, Says Gross, “Singaporean schools can engage more “My children say they enjoy seeing me at school every now parent volunteers by being very specific in where and then, and my work helps to reinforce in their minds volunteers would be useful. Sometimes parents have that their welfare is the top priority for my husband and me.” a difficult time believing they are needed or could be Goh adds that by understanding what is happening at her useful. They seem to be much more consumed with son’s school, she and her son are able to discuss what’s raising their families and scheduling their children for going on and enjoy a deepened relationship. “He loves it,” various activities and tutoring sessions. she says, “although his friends sometimes tease him that “It is critical that parents’ contributions are recognised; he’ll win more prizes during games that I help organise!” whatever the school can do to let them know their help is appreciated will quickly spread to others who may be relucKnowing How Evidently, the first step towards tant to participate. And by being specific about the activity, to Leverage on parent volunteerism is as easy as approximately how much time will be required and on saying yes when approached, or Know-How what day, schools can increase the number of volunteers.” making a call to the school principal. Liak Teng Lit, CEO of Alexandra Hospital who sits on But to complement this, schools should also play a part various school advisory boards including NLS, Pathlight to enrich their programmes, provide additional resources School and SMU’s School of Information Science, seconds to enhance student life and support teachers in their this. He says, “It’s all in the approach. Invite parents to work through creative ways.

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showcase their abilities, let them know what areas they can help in, but don’t just give them a directive to be at a place at a certain time. Rather, ask them when they are free, and how they would like to contribute towards what needs to be done. “Schools are much closer to home than one would think. The government can deal with the bigger picture of ensuring a good education system, but ultimately, schools need the hearts and minds of people, including parents, to take things one step further.”

Sizing Up the Competition

Where do local parent volunteers – albeit truly dedicated ones – stand, as compared to their American peers? Principals decline to comment, but parents are more vocal. Lui believes Singaporean parents are no less enthusiastic. “Up until I started volunteering, I thought, parent volunteerism in Singapore is behind that of the US and Australia,” she says. “But now I think we are on par. I feel that the problem in Singapore is that most schools try to turn to their own teachers first and only approach parents as back-up. It should be communicated that there are all sorts of activities which require an extra pair of hands or eyes, and parent volunteerism is not just for the well educated or English-speaking. I came across a mother who told me she could not help the school due to her poor English, yet I understood her English perfectly!” Meanwhile, Anderson, who is married to an American expatriate, points a finger at economics. She explains, “It does seem to me that American parents are more proactive, and will take pains to be involved even if they are working. However, since both husband and wife work in many Singapore households, there may not be a parent with free time to volunteer.” Ultimately, Liak says in order to inspire the majority of schools that are not doing much, it is important to highlight success stories and commend those who do it well. To him, the ability of the school’s principal and faculty members to rally parental help is instrumental in how many come forward to step up to the plate. He explains, “They need to be engaging, enthusiastic, inspired. Then they will be able to convince others through their infectious energy. As the saying goes, insurance is always sold, never bought.”

Ensuring Sustainability

He singles out NLS’ Chua Yen Ching and former Victoria Junior College (VJC) principal Lee Phui Mun as shining examples. “Yen Ching has really turned things around at NLS,” he says. “At the last board meeting held in the school, I observed smiling, confident students. I felt a positive atmosphere, and their sense of energy. Yen Ching has worked well with parent volunteers. For instance, she proactively sought the help of a parent who’s a landscaper to create a lovely school garden, something to be enjoyed by all. “Similarly, Lee was always excited about new ideas, and full of verve. To her, VJC was the best school in the world, and a breeding ground for new initiatives and activities. She was so fervent about what more could be done that it was impossible for any parent to turn her down when she asked for help!” More can be done to encourage parents’ involvement, but till then, current successes should definitely be built upon. For instance, the formulaic membership drives for parents of new Primary One pupils, endorsed by today’s successful schools, should be maintained. And if more schools jump on the bandwagon, the isolated sparks that are evident around the island can become a strong blaze that grows in intensity and fervour every year. At the same time, schools should also take advantage of training sessions that the National Volunteer and Philanthropy Centre (NVPC) will commence from September onwards to assist schools in developing an effective volunteer management system framework to actively recruit, engage and retain parent volunteers. (Interested principals can contact Ms Lam Moy Yin at training@nvpc.org.sg). Nurturing the parent volunteerism culture is Anglo-Chinese School a marathon, not a race. (Junior) parent volunteer Koh Geok Cheng (extreme And every stride counts. Says right) joins other parents Chua, “The greatest satisfaction in a sing-along. is to see the students looking forward to school and responding positively to the different programmes conducted for them. We intend to do more, and we are grateful for the encouragement and support provided by the well wishers both within and outside the school community.” ✩ May-Jun 2007 S A LT •

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JOINING HANDS

Hopeful children after the Tsunami in Aceh, Indonesia.

butterfly flaps its wings in Tokyo, and causes a tornado in California. Basic chaos theory, but it’s true in practice, too. Natural disasters know no boundaries, and increasingly, philanthropy doesn’t either. A tsunami off Indonesia rocks Sri Lanka, and international help flows through Singapore. And even in the calmer waters of international trade, nonprofit organisations (NPOs) are setting up everywhere. In an increasingly globalised world, no nation can be an island – least of all this island nation. So when Second Minister for Finance Tharman Shanmugaratnam, in his Budget speech in February, unveiled the plan to make Singapore a philanthropy hub, the NPO sector was, and is, cautiously hopeful about what the changes are likely to bring. The plan had four main points: a change in the 80:20 fund-raising rule; and another with the 80:20 spending rule; double tax deductions for donations to philanthropic grantmaking organisations if the funds are channelled into IPCs in Singapore; and tax breaks to attract NPOs that can bring economic value to Singapore. Taken together, these points are designed to turn Singapore into a philanthropy hub.

“ We will...capitalise on our strengths as a key financial centre to develop Singapore as an attractive hub for global philanthropic organisations.” First question: what exactly is a philanthropy hub? The details won’t be out until September, and for now the ministries and statutory boards are reluctant to answer questions. But some things are clear.

Following the recent proposal by the government to turn Singapore into a philanthropic hub, ANDREW DUFFY finds the local NPOs looking forward to more links with international groups, a bigger pool of expertise, and a growing interest in philanthropy.

Mercy Relief

For a start, Singapore is well placed, “ I will remove the 80:20 spending geopolitically. The coups and riots, rule for income tax exemption tsunamis and earthquakes that have rocked for registered charities. This rule neighbouring countries have missed Singa- requires charities to spend at least 80% of their annual receipts on pore, and this stability can help position charitable causes in Singapore within two years in order to enjoy Singapore as a philanthropic hub. income tax exemption.” “We should leverage on Singapore’s This is a radical change, the first strength of transparency in government,” one announced, in fact. The change is says Zulkifli Baharudin, former chairman significant, because charities will have of Mercy Relief. “We have appropriate laws less restriction on how they use their that help us to be custodians of funds funds. For instance, they will have more to be spent in the region. For example, flexibility to spend in Singapore or outside we were doing work in Aceh after the Singapore, and may use their funds over tsunami, and while a lot of funds could time to sustain their programmes. have gone straight to Indonesia, it was “With the 80:20 spending rule, it is seen that Singapore was a safe conduit.” almost like money becomes old stock, So, will international funds looking so you have to have a sale to get rid of for regional partners and a safe haven it at the end of the year,” says Jack Sim, flood into Singapore? If only it were founder of the World Toilet Organisation. that easy. For a hub to grow, “we have “People are thrifty at the beginning of the to be friendly towards the region,” says year and then rush to spend at the end Baharudin. “We have to be able to spend of the year. That’s not good. This change our own money more widely. If we can will encourage more prudence.” show that our own money is spent in the So NPOs are now freer to plan longregion, it is easier to attract international term, but most want to see what details organisations to do the same.” emerge in September before changing. By the same token, a regime which Others, like the Student Advisory Centre, is not keen on extending its charity will carry on as usual: “My chairman, beyond its own shores will find it harder Peter Douglas, says the idea is that a to persuade outside agencies to do so. charity should do as much good as it can So the message is clear: Singapore with the resources it has as soon as it can,” is looking to spread its benevolence says Trevor Xie, its founder and director. more widely. Willie Cheng, chairman of “We don’t prepare for the long term, we the new Catholic Social and Community just spend money on our beneficiaries as Council, points out that “regardless soon as we have the funding to do so.” of what the detailed changes are, one A spokesman for World Vision Singaimportant message is that we are no pore, a Christian relief, development and longer so narrow that we think charity advocacy organisation, says that they took stays at home. We are now a country the announcements to mean greater delibwhich is mature enough to start giving eration in shaping a country that cares for more overseas.”

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ercy Relief workers at a field hospital in Pakistan.

Burned Trees exhibition project at the Shangri-la hotel.

the underprivileged, poor and oppressed beyond geographical boundaries. “If we can have an environment where there is a level playing field and Singaporeans can freely choose the charities they entrust their giving to, only then can we truly say we are walking the talk – to help Singapore develop the heartware that would make our ‘global citizens’ strategy concrete.”

Zulkifli Baharudin, former chairman of Mercy Relief sharing a moment with students in Central Java.

Usha Menon, director for regional programmes and resource development, Asia-Pacific, at international housebuilding charity Habitat For Humanity International, says most of their funds are raised by individuals and corporations and their reach is overseas, so they are affected by changes to the 80:20 fundraising rule, and can now do more. “People who cannot leave Singapore to volunteer “ We will relax the 80:20 fundabroad but can still contribute financially, raising rule, which requires any can be involved more,” she says. organisation seeking to raise “For example, some Alexandra Hospital funds for any foreign charitable purpose to spend, in Singapore, staff went to Jogjakarta. The doctors had at least 80% of the funds raised.” money but no time, and the rank-and-file staff had leave to clear but not the whereCurrently, charities raising funds withal – so we organised a matching scheme for overseas causes must spend 80% of where the doctors helped the staff go to money raised within Singapore. Once the Jogjakarta. They came back and shared rule is relaxed, more of these funds can their experiences and both sides felt equally go overseas. Details are to be announced involved.” The change to the rules would in September. help them to do more initiatives like this. Home-based Eco4TheWorld, casting its sights regionally, plans to reforest “ This will enable villages in Indonesia destroyed by recent charities to optimise forest fires. According to its executive their activities in director, Vikram Raman, the organisation Singapore and in the region...” will start small and tackle just one of the Habitat For Humanity has a regional 6,000 villages in need of reforestation. The presence, but also works locally, with teams plan is to plant indigenous trees, fruit trees and help villagers plant food too, so there helping in one-room flats across the island. will be a cash crop while the trees grow. But to president of the Nature Society, Locally, one of the first things Dr Geh Min, local and regional are the same. “The sea knows no boundaries,” Eco4TheWorld did was to bring in the she says. “So it is necessary to act Burned Trees sculptures that are raising regionally. It’s the same for the haze and awareness at locations around the island such as the Shangri-La Hotel and the Lee climate change. Kuan Yew School of Public Policy. The “For example, we still have coral organisation is also part of the UN Environin southern Singapore – you can draw boundaries around it – but we know there ment Programme Billion Tree campaign is cross-fertilisation from other reefs, and which is working with South West CDC the health of the coral reefs in the whole to plant 100,000 trees and plants.

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Singaporeans getting involved packing play packs as part of Mercy Relief’s activities.

region impacts on each other,” she says. She describes the Budget speech as “timely” because there is only so much anyone can do in the local context without a regional reach. The Nature Society has long-term links with the World Conservation Union, as well as BirdLife International. They now seek to help fight deforestation by a coalition with BirdLife International, Burung Indonesia and the Royal Society for the Protection of Birds, with the Harapan Forest Project. “We have managed to get the Indonesian government to change the laws on forest concessions... so you can buy up logging concessions and conserve instead,” explains Geh. “And it’s not just buying the land, it’s also running it as a viable forest, and giving local communities an alternative to logging. The change to the 80:20 rule will enable us to be partners in this.” Other groups, such as the Lien Foundation, have had a regional vision all along. “There won’t be any impact, as our work has all the while been 100% regional,” says Lee Poh Wah, chairman of Lien Aid. “If the Lien Foundation is unshackled from the 80:20 rule, we will hunt and engineer more regional philanthropic opportunities, which typically offer twice the bang for half the buck compared to local projects.” From an international NPO’s perspective, Habitat’s Menon is cautiously optimistic. Like most, she is waiting to see the fine details in September. “Am I jumping up and down? Not yet,” she says. “We need to see how it will pan out. But I am glad that steps are being taken, and that the pulse of the market has been felt a little.” May-Jun 2007 S A LT •

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“ I will introduce a tax incentive scheme to give income tax exemption to other Not-for-Profit Organisations (NPOs) that can bring economic value to Singapore.” The organisations Minister Shanmugaratnam had in mind are “economically desirable NPOs with linkages to key economic clusters of our economy and regional or international focus”. These NPOs include standards organisations and research bodies, according to Kenneth Tan, the executive director of the EDB’s New Businesses Group. They would join NPOs such as the World Intellectual Property Organisation, the Association of International Accountants and the Asia Pacific Counter-trade Association. The new scheme will be run by EDB, and overseen by Tan. He explained the reasons behind the move: “The new incentive scheme aims to attract NPOs with linkages to key economic clusters to Singapore. “Such NPOs can help support and entrench these industries here as well as generate economic spin-offs for our MICE (Meetings, Incentives, Conferences and Exhibitions) sector. EDB has estimated that our fledging NPO sector has generated at least $30 million in total business spending and $60 million of value-added per year over the last three years, and about 50,000 visitor nights and $17 million in tourism receipts in 2005 alone.” The Lien Foundation sees three advantages to attracting more NPOs here. “First, wouldn’t it be wonderful if Warren Buffet parked his money in the Lien Foundation instead of with Gates? More money into the Singapore system,” notes Lee. “Second, philanthropy is a proponent of soft power. It will add more heart and grace to our Singapore brand, and we will be a richer nation for our contributions. “And finally, philanthropy rides on the coat-tail of wealth creation. Any wealth management centre worth its salt must have a thriving philanthropy scene as philanthropy gives meaning to people’s wealth.” Zulkifli Baharudin from Mercy Relief sees other spin-offs, such as the

boost to employment here from the services that philanthropic foundations and charities and NPOs need. It can also help Singapore’s image in the region, which is not always entirely benevolent. Terry Alan Farris, head of Philanthropy Services for Asia Pacific at UBS AG Singapore, compares it to Microsoft and Bill Gates. “The perception was that they were trying to conquer the world, but they were just good at what they do. The perception is that Singapore is trying to buy things up and influence the region, because it has been good at what it does. Philanthropy can help enhance its image.” Image is one thing, though: won’t more NPOs simply mean more competition?

“ The presence of more global philanthropic grant-makers will go hand in hand with the growth of local philanthropy.” One danger of attracting international VWOs is that large and small groups could end up fighting for the same pie. “If everything opens up to bigger foundations to give overseas, then some of the money will certainly not find its way here,” foresees Cheng. “But overall, it encourages philanthropy for its own sake.” Xie at the smallish Student Advisory Centre cannot imagine that there will be a turf war, as NPOs here are so well established. Others see the arrival of outside agencies as being all for the greater good. “NPOs are good at creating greater awareness, and any time you have greater awareness, it helps the cause,” says Farris. “Look at Hong Kong, which has always been open and they have been able to live side by side.” Geh is optimistic about the arrival of more international NPOs (joining, among others, Helen Keller International and the World Wide Fund for Nature). She accepts that there would be competition for funds, manpower and volunteers, but to counter that, she thinks “there will still be a need for local NPOs, to have a feel of the ground. International NPOs know this, too.” On balance, then, more ‘competition’ will be healthy. “The more groups we have

working for the cause, the better it is for the cause. We’re not working for the long-term growth of the society; we’re working for the cause,” says Geh. Though having more NPOs in town might raise the bar for fundraising, yet, it’s not about competition. “The Nature Society has been a pioneer in many ways,” says Geh. “And pioneers do not take a proprietary view; the more people who come in, the better.” Eco4TheWorld’s Raman agrees. “I’m sure international NPOs will come in and after a while, we will start to see how we can work together, pool our resources and get greater effect with the funding. Also with international NPOs coming in, we’ll have access to a greater knowledge base, with more international exposure to the cause.” The National Volunteer & Philanthropy Centre subscribes to this view. Its CEO Tan Chee Koon says the Centre recognises that many of the smaller local NPOs are understandably concerned about the competition for funds from the big boys setting up base in Singapore with their well-oiled fundraising machinery, but they also believe that the international NPOs would see value in collaborating with their local counterparts. “NVPC can play a valuable connecting role in putting together logical partnerships for the greater good of all,” says Tan. No doubt, the government has opened the door; what happens next is still up in the air. But the word from the Ministry of Finance is that “MOF and MCYS will be consulting charities and grantmakers on the implementation details of the philanthropy initiatives in June/July 2007, so as to ensure that the changes will be implemented effectively. The announcement of the final implementation details for these initiatives will follow in September 2007.” Whatever happens, the onus is still on the man on the street. Or in the Lexus on the street. According to Zulkifli Baharudin, “the opportunity exists. But until and unless the local population is philanthropic, especially the wealthy, then you are not going to expect others to be generous.” ✩

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Fast Track

With its extensive transport network, SMRT has found mileage for its CSR initiatives. SAKINAH MANAFF hops on for a ride.

n early February this year, 526 people tried to squeeze into a train carriage – all for a good cause, of course. Dubbed the SMRT Cram Jam, the event was one of six fundraising initiatives undertaken by the company for its SMRT Silver Tribute Fund just launched in December 2006. While most organisations throw a big bash to mark their 20th anniversary, SMRT decided to underline its commitment to the community by targeting to raise $1m in the Fund’s first year to benefit eight agencies that help needy elderly (and their caregivers) lead more meaningful and dignified lives. As statutory boards go, SMRT has always done things a little differently, putting it ahead of the pack. Before it became common for local companies to demonstrate corporate social responsibility (CSR), SMRT was already committed to serving the public since it started in 1987. According to Goh Chee Kong, SMRT’s vice president of corporate marketing and communications, “Every undertaking is anchored on our vision ‘Moving People, Enhancing Lives’ – be it providing safe, affordable travel, a meaningful career or contributing to the communities we serve. It is very much a part of our organisational culture.” When it comes to CSR, one cannot accuse the company of having tunnel vision. Taking a holistic approach to engaging and enhancing its staff and the community, SMRT has established a sustained programme of corporate philanthropy, volunteerism and community outreach, which can best be described as vibrant, bold and innovative. Goh says, “We create opportunities for staff to volunteer their time and skills to community projects, whether it is through

$900,000 for charity, through the sale of tickets to the public for a walk through the completed train tunnel between Expo and Changi Airport stations. Apart from working with various partners, the company has also put its money where its heart is. In 2006, it made community SMRT’s President & CEO, the corporate adoption Ms Saw Phaik Hwa raising contributions totaling $3.18m in cash funds with her donation tin. and sponsorships. of charities; supporting Quite remarkably, SMRT does not initiatives by charitable organisations; believe in giving its staff incentives to get or supporting staff-initiated community into the spirit of volunteerism, unlike the projects that are aligned with the organipractice with some companies. Instead, sation’s efforts. Taking our CSR efforts it believes in the giving of oneself without outside of the organisation means we can expecting personal rewards. And surprisleverage on our extensive network of trains, ingly, there is no shortage of staff buses and taxis to reach out and rally volunteers at its CSR events. Goh says, some two million and more Singaporeans “Through the SMRT intranet, email to support worthy causes we champion.” marketing and personal phone calls, staff This clever maximising of resources have been galvanised to support activities has helped launch successful initiatives of the adopted VWOs and the SMRT like the Singapore Red Cross Blood Donor Recruitment Programme, where the public Silver Tribute Fund.” To this end, SMRT’s corporate is encouraged to donate blood at selected volunteerism programme focuses on stations and even on board an MRT train institutions dedicated to the care of stationed at Ang Mo Kio, as it happened children, senior citizens and the sick or in one year. Staff were also roped in to injured, and provides a channel for their staff to volunteer their time and skills on a regular basis. To facilitate this, three VWOs are adopted each year. Says president and CEO Saw Phaik Hwa, “At the individual level, the staff experience a sense of achievement or fulfillment knowing that they have made a positive difference, whether it is in the business decisions they make or volunvolunteer to man the booths or look after teering their time and skills. At the children while their caregivers donated corporate level, we are more focused and blood. Goh reveals that in its three-year better able to harness the synergies of drive for the Singapore Red Cross, SMRT has helped raise over 1,811 units of blood. staff coming together as one in support of economic, environmental, social Yet another is the President’s causes which SMRT champions.” ✩ Tunnel Challenge in 2001, which raised

“Before it became common for local companies to demonstrate corporate social responsibility (CSR), SMRT was already committed to serving the public since it started in 1987.“

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Baby Love Sanctuary House was initially set up as an informal volunteer group to help desperate unwed mothers, but as SAKINAH MANAFF discovers, it has now successfully carved a “below the radar” service niche for itself.

inding babies on her doorstep is nothing new for Rose Siow, one of the founders of Sanctuary House, a nonprofit haven for abandoned babies. In 2003, Rose and a few other parents concerned about the increasing numbers of abandoned babies, got together and started an informal group to take in unwanted babies. Hoping to prevent spur-of-themoment decisions by desperate parents, who may shy away from official agencies that would ask too many questions, they discreetly made it known that they were willing to take in babies who might otherwise be abandoned. Almost a year later in late 2004, a young distressed couple rang the doorbell at Rose’s Bukit Timah home, by sheer coincidence, and asked her to take in their newborn. They had no idea about the group or that Rose was part of it. The mother handed Rose the baby and a bag with a few items, and left without leaving their names or contact details. After three weeks, when Rose realised that the couple was not coming back for their child, she called the police.

“ The idea is for us to be extinct over time so that there is no need for our services.” What started out as a casual volunteer group – comprising a financial consultant, a gynaecologist, a paediatrician and a few other professionals – has now become Sanctuary House, a registered charity and volunteer welfare organisation. It also has a board of advisors that includes high profile individuals like Washington Sycip, Chairman, Asia Pacific Advisory Committee of The New York Stock Exchange.

tive will meet with the client at the social worker’s office or, often, at the hospital, where they will be ready to receive the baby upon discharge. The procedures are explained to the client while the baby is placed in the temporary custody of Sanctuary House. A workshop on the secrets The child then goes to one of the When it was officially of discipline conducted at Tampines Regional Library. volunteers’ homes, where it will be launched in July 2005, cared for a period that can last from two Sanctuary House aimed to provide a safe weeks to three months. If the mother haven for unwanted babies, while empoweventually decides to keep and care for her ering parents to make informed decisions child, the baby will be returned to her. about their babies’ futures. Today, it has However, if she opts for adoption, the baby also expanded its services to include remains with the volunteer until the emergency infant care (for mothers who adoption process is completed, and is then are incapacitated due to hospitalisation, transferred to the custody of the adoptive incarceration and financial problems); parents. To date, Sanctuary House has pre-adoption infant care; post-adoption handled 18 cases with a quarter of the services; and family education programmes. mothers choosing to take back their babies. Noel Tan, Sanctuary House’s Apart from two full-time staff, programme director and one of its founders, Sanctuary House is mostly supported by reckons that between 10 and 15 babies volunteers who handle the day-to-day are abandoned every year in Singapore. running of the organisation as well as He is quick to point out that Sanctuary infant care. Through NVPC, Sanctuary House is a ‘below the radar’ niche service House received some ‘seed’ money but to help desperate young mums – usually generally relies on ad hoc corporate children themselves – and their children. “We provide services that are not currently donations for funding. The good news is that this coming 23 August, for the first available in the social services network,” time, it will be a co-beneficiary in a charity he says. “There are numerous agencies gala dinner organised by the Association more capable than we are at counseling of Women Doctors in Singapore. and providing financial assistance, so we “The charity dinner is a great way to work with them to streamline the processes raise funds for us because we don’t adverand avoid redundancies.” tise our services for fear that desperate Today, most of Sanctuary House’s parents will be encouraged to abandon cases are referred by doctors, hospitals their babies,” says Tan. “The idea is for and crisis shelters. Typically, the clients us to be extinct over time so that there is are young single mothers, mostly from lowno need for our services.” income and dysfunctional families. The Now that’s an unusual baby bonus. ✩ fathers are usually not identified or present. For more information about Sanctuary According to Tan, when a case is directed House, visit www.sanctuaryhouse.com.sg. to them, a Sanctuary House representa-

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S A L T S H A K E R

Heart, Soul and Cents Many people would not consider a bank to be a great charitable source, but as ANITA KAPOOR discovers, UBS AG’s Managing Director and Singapore Country Head, Christine Ong is leading the charge to change the mindset.

hristine Ong knows a thing or two about numbers. After all, she’s been a banker for more than 20 years, the last 14 with UBS AG where she is currently head of the Singapore branch as well as the regional market manager of the wealth management division in Taiwan. Working for the world’s largest wealth manager and one of the leading global financial institutions has taught her a thing or two about keeping promises, making solid commitments, and creating long-term partnerships – qualities that, incidentally, are core to successful CSR programmes. No surprises then that over the past five years, she has ably steered the bank’s community programme, overseeing UBS’ involvement with both a philanthropic eye and big-picture practicality. From UBS’ perspective, giving back to the communities in which it operates isn’t the latest novelty; rather, it reflects a set of values and actions that has been stitched

“ We were looking to do more than just shovel out money. We have the resources, the network, the reach.” into the fabric of the bank over the years. And by all accounts, during Ong’s watch, UBS has created an empowered system that goes beyond the idea of ‘mere’ dollars and cents charity. In particular, Ong is careful that UBS’ efforts are not viewed as a public relations exercise. “The purpose of having a community programme in place for a firm like us,” says

Ong, “is about finding ways to be involved in a committed, relevant manner. It’s about creating and sustaining both relationships and participation.” This focused pursuit of developing and growing relationships has yielded highvalue results. Key to the bank’s corporate commitment is that each market is given ample leeway to set its own direction, keeping within the themes of community regeneration and education. You see this autonomy most clearly in the depth and breadth of UBS’ community commitments such as the encouragement of in-house volunteerism and a donate-as-you-earn charity scheme that the bank matches dollar for dollar. You also see it in the partnering of regional projects like Yayasan Bhakti Luhur which educates, trains and cares for disadvantaged

youths in East Java; volunteer and financial support of Bangkok’s slum kids through the Human Development Foundation; and support of relief missions through projects like the Tsunami Relief Fund 2004 that are established to collect and match donations from UBS employees around the world. There is too, the decision to focus a considerable amount of attention and resources on children. “They’re the foundation of the future,” she says simply. Out of this mindset has emerged support for charity organisations such as Child’s Dream. Started four years ago by two ex-UBS employees, the organisation was a response to the plight of children used as mules in the drug fray of the Mekong sub-region. Today, Child’s Dream supports more than 16 humanitarian projects across the same region, providing relief to street children, AIDS orphans and children exposed to extreme poverty; UBS, in turn, supports Child’s Dream through volunteering efforts and its in-house donate-as-you-earn scheme. “We were looking to do more than just shovel out money,” says Ong. “We have the resources, the network, the reach.” And UBS has certainly reached out. Another example: UBS’s partnership with the nonprofit Asian Women’s Welfare Association (AWWA) which targets the elderly, disabled and families in need. UBS sponsors the ‘Teach Me Inc’ programme which works at school-level to prepare disabled youths to enter the

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R S & M O V E R S workforce. But the mentoring does not stop there. The ‘I Can’ programme helps youths from ‘Teach Me Inc’ learn business presentation and writing skills. There is also an internship programme under which disabled youths gain work experience at UBS – a number of graduates now work for the bank. UBS also hooked up with a nonprofit employment agency, BizLink, “because we want to establish a demand for their minds and abilities beyond their disabilities,” Ong adds. Another significant initiative, this time partnering with AWWA and The Young Entrepreneur Mastery Academy, is the Youth Regeneration Programme which empowers physically-challenged and out of school youths by tapping into employment opportunities in the real estate industry. At last year’s National Volunteerism & Philanthropy conference, the programme won UBS-sponsored seed money to the tune of $50,000. Early reports indicate success stories of trainees already concluding sales. All these instances bear witness to Ong’s careful negotiation skills and reading of the community’s needs. Still, she shies from the suggestion that UBS’ CSR achievements are the result of inspired leadership itself. According to Ong, it really does take a village. Ong credits much of the success of these programmes to the enthusiastic support and participation of UBS Volunteers throughout the branch. “”You must bear in mind, there’s a team behind this,” she says. “There are many people here at UBS like me who are looking for the same meaning and fulfillment in their lives,” says Ong. About 2,000 people to be exact, all of whom she describes as the heartbeat of the programme. Tellingly, Ong credits her professional training, both prior to and at UBS, with teaching her how to approach, build and develop an effective community affairs programme. “We’re taught to think structurally and to balance resources. As a financial institution, our core skills are

practical ones – this is what we can do well. Why not add value by finding ways to transfer these skills to the community?” Clearly, Ong’s approach to UBS’ CSR efforts is very much influenced by her personal desire to maintain an environment for employees that gives them a sense of

“ Looking at just profit and loss is not sustainable – without soul you’re just a machine. Humans can’t operate like that.”

Ms Christine Ong, at a teambuilding off-site in Chiangrai with Child’s Dream (UBS’ adopted charity for the Donate-As-You-Earn scheme in Singapore).

belonging and purpose which, in turn, hopefully spurs involvement and commitment to initiatives. “It’s not just about work – it’s about living out your life,” she says. “Looking at just profit and loss is not sustainable – without soul you’re just a machine. Humans can’t operate like that. This is not about charity,” she adds. “It’s about real life.” And real life involves many challenges, not least of which are the building of bridges that inform, re-educate, and encourage an entirely new attitude and mindset. A pipe-dream perhaps, but all indicators show that the wheels are turning. Late last year, in an attempt to open minds towards providing equal opportunity employment environments, and to encourage employer participation in the form of a committed group alliance, UBS and AWWA presented the first ever ‘Towards

Equal EmployAbility Employers Forum’, and rolled out the “Equal EmployAbility Alliance” to industry and business leaders. Both the forum and alliance were a solid attempt to do just that. “In the rest of the world, the disabled are equipped with a sense of their personal rights, selfrespect, community-respect, awareness and mobility. We’ve yet to bridge that chasm here in Singapore,” says Ong, explaining the motivations behind the move. First, the forum and alliance provided a platform for employers to witness the abilities and potential of the disabled, and to discuss how they should and could be employed. Secondly, employers were given an opportunity to pledge their commitment towards providing equal opportunity employment in their businesses. Social conscience and responsibility, equal opportunity employment, targeted donations, community involvement, internship programmes – UBS’ list of empowered community affairs is long and varied. It takes a particular type of person to not only believe, but to advocate and put into practice these values in a manner that encourages and motivates others to do the same. Yet, Ong remains something of a wallflower about the impact of her role in all this. She credits her personal drive to her faith, and a desire to enable others to have a meaningful journey through life. Her ability to juggle her many roles, she credits to motherhood: “I’m mother to three kids aged 22, 17 and 12. At any one time, each is going through some sort of angst or another – you certainly learn to cope in the most practical ways!” In the end, Christine Ong’s reluctance to take credit – preferring, instead, to look at the bedrock on which she stands – is the very essence of the spirit she so ardently champions through UBS’ community programme. And that may well be the lasting hallmark of her success. ✩

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Heart Work, Less Pay Should executives working in charity be paid more, to keep pace with the market? WILLIE CHENG argues that they are already being paid to market, but perhaps the market needs to change.

ay, especially when it is funded by the public, tends to be a lightning rod for public scrutiny and media attention. So it has been in Singapore with CEO salaries of certain charities and publicly-listed companies, social workers wage rises, and most recently public service pay increases. For the nonprofit sector, there are strong views both ways about whether charity staff are fairly paid. A Common Base A starting point is to determine how charity sector compensation compares with the commercial world. A good way to do so is to compare the same jobs across the different sectors. One such area is in corporate services such as human resources, finance, administration and information technology – jobs needed in every organisation. However, there is a lack of good data on pay in the charity sector. This is partly due to the general lack of focus on compensation in charity work – and this may be one reason why it is low in the first place. I spoke to an executive compensation firm and some headhunters: the sense is that charity executives are paid 30-50% lower on average compared to their commercial counterparts. Perhaps not much more proof is needed. Amidst the debate, there seems to be pretty much agreement on one point – charity sector workers are generally paid lower, much lower, than those in the commercial and the public sector. But is that fair? That’s where the divergence of views begins. A 2004 survey by the U.S. charity watch

organisation, Guidestar showed that more than half of its readers (many of whom are from the charity sector) felt that charity workers were not fairly compensated, while only 28 percent said they were. The rest were unsure. By contrast, a 2005 poll by the Straits Times on Singaporean attitudes towards charity found that 60% feel that charity organisations should be run by volunteers or staff paid below-market wages. In general, the public reaction is for donor dollars to go towards mission and cause, and there is a reluctance to put money into the administrative budget.

“ The nonprofit market for full time staff is as capitalistic a market as that of financial services, infocomm or other industry.” What Market? Those who view current pay levels as unfair call for charity sector pay to be leveled up to be in line with market. By market, they mean the commercial market. The implication is that nonprofit pay is not market-based. I would argue that they already are market-based. The nonprofit market for full-time staff is as capitalistic a market as that of financial services, infocomm or other industry. As in the commercial world, employees join and stay in nonprofit organisations voluntarily – it is a classic case of willing buyer and willing seller, with full disclosure. No one is compelled to do nonprofit work. People choose to work in charities at wage levels that they

know of upfront and therefore fully accept. In fact, the human resource market is one single large capitalistic market made of different market sectors, one of which happens to be the nonprofit sector. And within the nonprofit sector, like other sectors, there would be different market segments. And each market sector and segment comprises of individual organisations who decide how they want to price their executives and the law of supply and demand works to move the players around (over the long run). The fact that we have charity organisations that pay their CEOs annual sums of $600,000 (former NKF CEO) or $250,000 (former Youth Challenge CEO) which are deemed much higher than what many comparable sized commercial companies might pay is evidence that the capitalist system for human resources is working. These organisations (however governed) independently decided on their executives pay taking into account sectoral and other considerations. The collective pricing for a particular job by all the organisations in a particular sector of the human resources market results in a narrower band of acceptable compensation levels for that job; this merely reflects prevailing common characteristics of that sector. And this leads to its competitiveness of pay relative to other sectors. Thus, the charity sector – minus the outliers like those cited above – would generally pay a CEO of an 8-10 staff welfare organisation a sum averaging $6,000 to $8,000 a month. In contrast, a commercial organisation providing say IT services would likely pay more than $10,000 a month.

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The Heart Factor So, if the job market works according to natural market forces, what accounts for the wage differential between the charity sector and the others? Most observers, inside and outside the sector, cite the noble spirit of altruism as the reason. In other words, the sector is about charity, so workers should also be charitable. Like volunteers who donate 100% of their time to do work for the sector, charity staff are asked to also

“ These intangibles often relate to our very human desire for meaning in life. What is unique about charity work is that sense of nobleness, of doing good, of giving back to society as part of one’s job.”

“donate” part of their labour back to the organisation by not being paid fully for it. This is seen as a “discount” given by employees for working in a charity organisation. Perhaps a more positive way to express it is as a “premium” that the individual gets for the joy of heart work. Is this heart factor a good reason for the supposed premium of charity work? I think so. In many sectors and in many organisations, there are intangibles why people would take on the job for a lesser sum than they could command elsewhere. It’s what Frederick Herzberg, a noted psychologist, describes as a motivator factor versus a hygiene factor. Motivators increase job satisfaction, while hygiene factors – one which is pay – only cause dissatisfaction but their presence has little effect on long term satisfaction. Many technology companies rally their employees behind the idea of changing

the world. Apple tells its employees that “the best way to predict the future is to invent it”. HP’s slogan is simply “Invent”. Accenture was launched with the vision of “bringing innovations to improve the way the world works and lives”. A good instance of an organisation that motivates some of its employees far beyond pay is Club Med. Guests at a Club Med resort would not fail to notice and be impressed by the GOs (short for gentil organisateur). GOs are live-in staff that provide all front line services to vacationing guests. They make a guest’s stay at Club Med memorable. What is surprising is that they work under tight work regimens, have little discretionary time and very low pay. Club Med has succeeded in creating an environment in which adventure loving and multi-talented young men and women would want to work at a Club Med resort for six months at a time, “earning a bit, enjoying a lot”. These intangibles often relate to our very human desire for meaning in life. What is unique about charity work is that sense of nobleness, of doing good, of giving back to society as part of one’s job. There are other sectors where sacrifices of pay are expected for noble reasons. Many (although not all) religions require their religious leaders to live a modest life as part of their higher calling. A 2006 Sunday Times survey of religious pay showed that many Taoist and Buddhist temples give only a small allowance plus food and board for its workers. The Hindu Endowment Board pays its priests $500$1000 a month based on their seniority. Catholic priests in Singapore receive $500 per month with lodging, far less than what any common person would ever accept as adequate compensation for the 24/7 service they provide. Even our public service sector which leads the rest of the world in paying well seeks to factor in a one third discount for ministers and top civil servants compensation from the benchmark pay. (Critics however question whether the benchmark pay which is determined using the top eight earners from six professions is appropriate).

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For sectors driven by nobleness, the relative disregard for pay levels provides the moral authority intrinsic to the sanctity of the sector and which is sometimes very necessary for the incumbents to be effective in doing their work. Revving up their pay to commercial levels would be corrupting that very value of charity. The Head Factor Yet, I find it difficult to explain the whole difference between current charity and commercial pay as being due to the sacrifice for nobleness. Most people who have straddled both charity and commercial sector would attest to the significant differences in work environments between the two. The pace in the nonprofit sector is much slower. Outcomes are less clear – if they are talked or thought about at all. People are much nicer to each other. Hence, I would say that part of what accounts for the differential between charity and commercial pay is this environmental aspect of lower stress, slower pace, and less demanding expectations. You could say it is the head factor, in contrast to the heart factor. Differential pay for different environmental factors is a common phenomenon across the capitalistic human resource market. Foreign currency dealers are very well paid because their hours are odd, they face the stress of making instantaneous decisions that can have catastrophic consequences and their tenures are highly insecure and short. A lawyer in a legal firm who is defending clients, working to tight court schedules, bearing the risk of personal liability for any shortcomings in his work generally gets paid more than if he were employed as a legal counsel in the more stable, less risky legal department of a large corporation. This occurs even within a company. Those on the revenue-generating side of an organisation generally are better compensated than those who are not. Usually, the demands and uncertainties are higher in the front line. Thus in many organisations, where a market-facing

person such as an external auditor in a public accounting firm, decides on a career switch to do similar kind of work for the same organisation in the corporate back office, say internal audit, he or she is often asked to take a pay cut. The Cost of Head In tandem with the call to level up charity pay is the call to level up the quality of charity work. Over time, the lower pay of the charity sector has resulted in a work culture and effectiveness that lags far behind the corporate world. Why is this so? Consider a professional of a certain calibre who is worth/earning $12,000 and who is willing to take back 25% less (let us say that this is the value of the heart factor for him) for performing exactly the same job in a charity organisation. Assuming the charity organisation he is interested in offers only $6,000, two possible scenarios result. The first scenario is that another commercial candidate of a lower calibre earning a lower pay of $8,000 takes a 25% pay cut (same heart factor) to do the job at $6,000. The second scenario is that

“ Without enough properly qualified people who value a high heart premium, the old adage “pay peanuts and you get monkeys” applies. And it does not help in the effectiveness of the charity sector even if these monkeys come with a heart of gold.” the first candidate earning $12,000 joins at a 50% pay cut, the first 25% for heart and the second 25% for head i.e. he judges that the charity organisation he is going to is less demanding and therefore merits a further 25% pay cut. Both scenarios mean that the quality of work and outcomes would be less than what it would be in a commercial organisation. Certainly, the charity sector has many examples of successful professionals who have given up well-paying jobs in the

commercial world and taken very big pay cuts to follow their heart. However, the number of such people is probably not large and if anything, they may create the illusion that the premium for the heart factor is very significant. When it gets to large numbers of workers, the average value of the heart premium would come down. So to populate the many jobs available, the sector has likely attracted staff which at the margin may not have been paid much more in the commercial world anyway. It is the law of supply and demand at work again. Without enough properly qualified people who value a high heart premium, the old adage “pay peanuts and you get monkeys” applies. And it does not help in the effectiveness of the charity sector even if these monkeys come with a heart of gold. Losing Head and Keeping Heart So, my take is that the capitalistic job market in the charity sector is alive and well. People are being paid what they are prepared to take for the jobs they do. In charity, the heart factor is a drawing point and should never be replaced by money. However, the price gap established by charity organisations seems to be too big (for the quality level desired by many) given the large number of charity workers needed. The sector thinks that the price gap is for heart. But over time, in addition to the heart gap, a head gap of lower quality and slower pace has built up. The situation looks poised to change going forward. There are greater demands for accountability and professionalism in the charity sector. These demands will push charity organisations to pay what it takes to bring on appropriate staff – which is more than what they have been paying. With the arguments being made for rising public service pay scales, not relying purely on nobleness to bridge the pay gap is also becoming more acceptable. As individual charity organisations raise their pay, it will generally lift charity sector pay. Hopefully, the pay rises will only serve to narrow and even eliminate the head factor, but hopefully, it will never reduce or remove the heart factor. ✩

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Volunteering by Doing What You Do Best How pro-bono work is a great way to volunteer.

IAIN EWING CEO & PRINCIPAL TRAINER E WI NG C OM M U N IC ATIONS P TE L TD

Salt and pepper shakers from a private collection.

et me tell you a story. I came to Singapore 21 years ago, with no job. I was very lucky to get a contract at the Singapore Polytechnic. Soon after, I was invited to run a seminar at the National Productivity Board. There I met Professor You Poh Seng, from the Singapore Institute of Management (SIM). He asked me to teach a public speaking course at SIM. At my first SIM seminar, a lady named Geri Lau was my student. She was in charge of the volunteers at the National Council of Social Service. She had paid for my seminar, and I felt bad. After all, she was working for a charitable organisation, and I felt that as much of their money as possible should go to the beneficiaries. I told her that I would like to run a similar seminar for free for her volunteer group, and she organised my first seminar for NCSS. This is how I discovered what I think is a great way to volunteer – by doing what you do best. At Ewing Communications, we contact charities and NGOs, and offer to run seminars for them for free. We call it “pro bono” training. Our pro bono clients include not only the NCSS, but also the Handicaps Welfare Association, Habitat for Humanity, the new NKF, the National Committee for UNIFEM Singapore, the Rainbow Centre, and the

Spastic’s Children’s Association School (among many others). I travel on business about 200 days a year, and for the last several years, before taking a business trip, I have contacted charities and NGOs in the places I am visiting and offered free training to them while I am there. Our overseas pro bono

“ Take a look at what you do at work, and also at what you do best. How could your expertise help a charity or NGO, in Singapore or abroad? You may find that the best way to volunteer is by doing what you do best.” clients include the Blind People’s Association Ahmedabad, the Spastics Association of Tamil Naidu, Fauna and Flora International Indonesia, Canada World Youth, and Wetlands International. Traveling on business can be a chore, and often you find yourself spending most of your time in offices, hotels and airports. However, when I run a pro bono seminar, I get out of my hotel, meet new people, and make new friends. I love my work, and the only thing I love more than doing a seminar is doing a free seminar. The people who come to

the free seminars invariably appreciate them much more than participants who have their companies pay for me to train them. Often, for my students at these seminars, it is the only opportunity they are ever going to get to experience this type of training. I always feel very fulfilled at being able to help in this way. Just for fun, last year I asked my staff to keep track of the value (if we had charged our regular rates) of all the free training we did that year. And, in 2006, Ewing Communications did more than S$250,000 worth. It made me feel good to know that we were doing something which we all felt was making a significant contribution. So, take a look at what you do at work, and also at what you do best. How could your expertise help a charity or NGO, in Singapore or abroad? Can you create a template for a proposal that you could email to the charities and NGOs that you would like to help, describing your expertise and what you could do for them? You may find that the best way to volunteer is by doing what you do best. And, by the way, last year I had the pleasure of running another free seminar for Geri Lau at the Singapore Red Cross of which she was the Secretary General until she stepped down recently. The friendships are the best part of pro bono volunteering. ✩ To learn more about Ewing Communications, log on to www.ewingcomm.com.

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Bureau-crazy Often, it’s not easy trying to get a new idea to be heard by the right people in government. The bureaucracy can make life very confusing. JACK SIM has some ideas about how to navigate the maze.

f you are an innovator and you require government help (it is easier if you don’t), you may first need to prepare and train yourself to master “The Fine Art of Vomiting Blood”. You know what I mean. But don’t get angry with the bureaucrat. Here’s why. Singapore is a model of how a noncorrupt bureaucracy with good leadership can efficiently transform a developing country without any natural resources (except its citizenry) into the prosperous and modern city-state that it is today. As one of Asia’s most important economic power-houses, we are the envy of the world. Yet, you soon realise that while efficiency is our strength, creativity is not. Our top leaders in government set the direction and the bureaucrats translate these directions into simplified boxes and game-rules that are fair to all and which are easy for everyone to understand because they adopt the common denominator. Everything works well if events unfold according to the system. However, if a idea is innovative and original, it becomes a problem. In such cases, the bureaucrat’s mind works something like this: Step 1: Does this fall into any of my existing boxes? If Yes: Process. If No: Step 2 Step 2: Can I not handle this? Some options include giving FAQ answers, saying this is the wrong department, refer the matter to the superior who will then refer it to his superior who is usually not available, drain applicant’s patience, and if the applicant persists and insists that I take action, go to Step 3. Step 3: What will my boss think? And even if my boss agrees, what will his boss think?

“You soon realise that while efficiency is our strength, creativity is not.” To be fair, we have to empathise with the bureaucrat in that we cannot expect him to be strictly mission-driven as he works on policies and procedures which have little built-in flexibility. And at the risk of sounding cynical, the bureaucrat is keenly aware that to keep his job, he can’t rock the boat. When dealing with bureaucrats, lots of patience is needed. Otherwise, you should look for your own solution and don’t wait for their answers. This is where many people with great ideas give up. The point is that you need to care enough about your country and the people not to care what the bureaucrats say or do to you. State the facts and do it for the sake of the nation’s progress. Besides, bureaucrats like to support winners. Show them early signs of success, and they’ll feel safer to support you. Meanwhile, ministers and politicians tend to be mission driven, but they too are limited by their senior bureaucrats’ interpretation and implementation of their intention into policies and procedures. The result is usually a compromise where the main body of problems is solved

efficiently, while unique and innovative solutions and ideas get lost in the lalang. As we do not have a culture of creativity, foreign talents fill in the gap. We pay (because we can afford to) the world’s best brains as our consultants to design our IRs and monumental buildings and teach us best practices. Yes, the job gets done but we continue to lament that we lack local talents. Innovators have to understand they might be partially-helped and partiallyobstructed by bureaucrats. The ratio is directly proportionate to how innovative your idea is. The more out of the box your idea is, the more uncomfortable the bureaucrat becomes. Ultimately, you have to survive by your own determination and belief. That, and say, at the end, to yourself that you survived despite the bureau-crazy. There’s just no point trying to judge bureaucrats as good or bad. They are neither. In their personal life, they are just as creative as you and me. It’s just that he is often frustrated: he may agree with the proposed innovation, but he is restricted from doing so. Once he arrives at the office, he follows procedure. That said, surely there must be a better way to give the bureaucrats some space for innovation? I would like to suggest “The Right to Mistakes” policy. This practice by large French corporations assumes that the only person who doesn’t make mistakes is the one who does nothing new. Perhaps, we should learn from the foreigners again. But the big wave has to be government-led. Will this article create repercussions for me? No. It’ll only make things better. ✩

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CALENDAR D A T E S

T O

DO YOU HAVE AN EVENT YOU WOULD LIKE TO PUBLICISE? We welcome your news of upcoming events and pictures. Please send them to SALT, 7 Maxwell Road, #05-01 Annex B MND Complex, Singapore 069111; or email salt@nvpc.org.sg. Please include your name, the name of your organisation, address and telephone number. SALT reserves the right to edit submissions for space and clarity.

N O T E

20 June Man Fut Tong Nursing Home Flag Day Venue: Island wide Time: Shift 1 – 8.30am to 12.30pm; Shift 2 – 12pm to 4pm; Shift 3 – 3.30pm to 7.30pm Volunteer as a flag seller for Man Fut Tong Nursing Home’s Flag Day. Funds raised will enable the home to provide quality medical, nursing, rehabilitative, social and psychological care for its 230-plus elderly residents. For more information, call Victor Lim at 6368 3301 or email victorlim@ mft.org.sg

1 July Hair For Hope 2007 The Children’s Cancer Foundation’s annual fundraising event “Hair for Hope” is back for its fifth year to raise awareness of children’s cancer and to raise funds. The public’s support for the cause can be through the

symbolic gesture of shaving one’s head bald or lending monetary support. Through Hair for Hope, the Foundation hopes afflicted children with cancer know that their battle is not being fought alone. To find out more about being a bald volunteer, please visit www.ccf.org.sg/ gallery/video.html

elderly lead more meaningful and dignified lives, as well as to strengthen the families and communities that care for them. Tickets from $150. For more information, please contact Karen Chow at 6331 1140 or email karenchow@smrt.com.sg.

24-26 July Risk Management Training

11 August Geylang Senior Citizens’ Health Care Centre Flag Day

19 July SMRT-Singapore Symphony Orchestra Charity Gala Concert

Venue: NVPC NVPC is organising a special series of volunteer management training by Linda Graff, an internationally renowned trainer on volunteerism and risk management. Designed for CEOs and staff of nonprofit organisations, the programmes are run in two parts. For staff and volunteer programme managers: a) “Volunteer job design – it’s a privilege to volunteer here”, 24 July, 2-6pm, from $63; and b) “How to risk proof your volunteer programmes”, 25-26 July, 9am – 5pm, from $252.

Venue: Island wide Geylang Senior Citizens’ Health Care Centre is a not-for-profit rehab day care centre which provides rehabilitation, day care, medical treatment, home nursing, sub-acute care, free meals and ambulance services to the needy sick and elderly. For its biggest fundraising event for the year, it needs volunteers to help rattle donation tins and bags. All volunteers will be given appreciation certificates. Interested persons should contact Anu or Michelle at 67468671, email phfgl@singnet.com.sg or visit www.seniorcitizens.com.sg.

Venue: The Esplanade Concert Hall Time: 7.30 pm SMRT will be organising a Singapore Symphony Orchestra Charity Gala Concert conducted by acclaimed music director Lan Shui. The cause: to raise funds for needy elderly and their caregivers as part of the SMRT Silver Tribute Fund. Proceeds from the sale of concert tickets will go to eight beneficiaries and their programmes to help abandoned, lonely or needy

For CEOs/ Executive Directors: “How to risk proof your organisation”, 24 July, 9am – 1pm, from $63. To register, call Joyce Chen at 65509598 or email joycechen@nvpc.org.sg *Course fees are after the NTG subsidy.

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SCENE&SEEN Family Ties Opening of Singapore’s first Ronald McDonald Family Room, 12 April, KK Women’s & Children’s Hospital

Launch of Women’s Register (WR) by Guest-of-Honour Mrs S R Nathan and Mrs Yu-Foo Yee Shoon. To the right are Mrs Arfat Selvam, Chairperson of WR, Mrs Ann Phua, co-chairperson of WR and Mrs Wee Wan Joo, President of Singapore Council of Women’s Organisations (SCWO).

With the opening of the Ronald Macdonald Family Room, parents can now, for a small fee, have a ‘home away from home’ to rest in the next time their sick children are hospitalised. The opening was graced by Dr Vivian Balakrishnan, Minister for Community Development, Youth and Sports and Second Minister for Information, Communications and the Arts. The Family Room, in one of the closed wards in the Women’s Wing, has 12 bedrooms, a dining area, a pantry, ‘quiet rooms’, an adult/children’s library, a children’s playroom, TV lounge and internet corner, and will be run by a specialist panel of volunteer doctors and other volunteers comprising professionals from different sectors.

Wonder Women Women’s Register Launch, 10 March, SCWO Centre

The Women’s Register was launched, appropriately on International Women’s Day, by the Minister of State for Community Development, Youth and Sports, Mrs Yu-Foo Yee Shoon. The register is a secure online database for women that aims to raise the profile of women by connecting women to organisations at the national and international levels for opportunities in leadership, public speaking, and voluntary work.

Red Alert Go Red for Women Charity Gala Dinner, 16 March, Ritz-Carlton Millennia

One of the highlights of the Singapore Heart Foundation’s four-month long campaign (Feb-May) to encourage women to take charge of their heart health was its (From left) Celebrity emcees glittering red-themed, fund- Jamie Yeo; Nadya Yuti Boru raising fashion show choreo- Hutagalung and Eunice Olsen. graphed by Daniel Boey featuring four international fashion labels. President SR Nathan, Patron of the Foundation, was the Guest-of-Honour for the event which raised over $600,000 to support the Foundation’s mission through education programmes.

(From Left): Declaring the Ronald McDonald Family Room open were Ronald McDonald, Mr Bob Beard, Dr Vivian Balakrishnan and Associate Professor Ivy Ng, CEO of KKH.

Up in the Air Gulf Air adopts Make-A-Wish Foundation, 16 March, JetQuay CIP Terminal at Changi Airport

Gulf Air Singapore kicked-off its community outreach programme by adopting Make-aWish Foundation whose mission is to grant the heartfelt wishes of children in Singapore, between the ages of 3-18, that are challenged with a life-threatening illness. The celebrations, themed ‘Wish Children’s Mr Jeff Lim, Gulf Air’s Area Manager of Singapore, with four-year-old Venus whose heartfelt wish, Party’, were attended by more than 100 a Sony digital camera, was granted following Wish Children and their families, and Gulf the Wish Children’s Party. Air’s Sky Nannies. Mascot Gulfy was specially flown in from Bahrain for the party where young children had fun with balloon sculpting, face painting, playing interactive games amongst other activities.

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T Photo by courtesy of SPH – The Straits Times

“If my life’s work has been in the film and entertainment industry, then my life’s pleasure has been in public service and philanthropy.” Dr Shaw Vee Meng, Chairman of the Shaw Foundation and Shaw Organisation

“It’s hard to escape the conclusion that in our world, some lives are seen as worth saving, but others are not. And that realisation really forced us not only to start our philanthropy earlier but also to make reducing inequity the central priority of our giving.” Bill Gates, The Way We Give, Fortune Magazine, Volume 155, Issue 1

“I don’t think you ever stop giving. I really don’t. I think it’s an on-going process. And it’s not just about being able to write a check. It’s being able to touch somebody’s life”. Oprah Winfrey – talk show host, actress and media personality (The Oprah Winfrey Show)

“Philanthropy is one of the greatest tools in keeping a family together. It’s an easy way to engage different generations.” Terry Alan Farris, Head of Philanthropy Services, Asia-Pacific, UBS AG, in an interview with The Business Times

“In Singapore in the future, foundations may be the way to do things. My sense is that philanthropy needs to be a bit more structured. It’s not about grant-making any more. It is about social investments – an investment in people, in communities.” Benedict Cheong, Chief Executive, Temasek Foundation in an interview with TODAY

“We must reject the idea “It is about pursuing the art of the possible in the – well-intentioned, end...doing the right thing but dead wrong – that the primary path to in an imperfect world” Mr Lee Tzu Yang, Chairman, Shell Singapore greatness in the social at The Shell-SIIA Forum on CSR and the Environment 2007 sectors is to become ‘more like a business’. Most businesses – like “Forget failures. Take most of anything else them in stride and let in life fall somewhere them make you stronger. between mediocre However, if something and good. ...So, then, seems like it’s bound for success, then pour why would we want to all your energy and import the practices resources and focus to of mediocrity into the make success a reality.” social sectors?” Jim Collins, in his Good to Great and the Social Sectors monograph

Chinese Filipino taipan John Gokongwei, in his retirement speech in Manila

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