salt_2008_09_12

No. 26 Sep-Dec 2008

For Volunteers, Donors and Non-profits

Citizen Can Money is not everything

NVPC Awards The golden moments

Mission: Accomplished Jack Sim solves the world’s problems

Community Measure The Community Foundation and Singapore’s high net-worths

Animal House Deirdre Moss opens up

AD

contents ON THE COVER O

fits and Non-pro rs, Donors For Voluntee No. 26 2008 Sep-Dec

Citizen Can to come Strapline

Communitrey Measu

dation and unity Foun orths The Comm s high net-w Singapore’

NVPC s Award

n moments The golde

: Missionpli d Accom she

SALT No. 26 Sep-Dec 2008

Th current social service landscape seems to place The more emphasis on philanthropy over volunteerism. m Sakinah Manaff wonders if voluntary welfare and nonS profit organisations are doing themselves any favours. p Pages 6-9 P

Animal House

opens up Dierdre Moss

s the Jack Sim solve lems world’s prob

SALT SHAKERS AND MOVERS

Animal House The newly formed Community Foundation is set to redefine the spirit of giving amongst Singapore’s high net-worth individuals. Michelle Bong draws up her community balance sheet.

For nearly a quarter of a century, Deirdre Moss has, with great patience and determination, guided the SPCA in its quest for a better world for animals. Andrew Duffy sits down with a remarkable woman.

10

DEPARTMENTS 2

LETTER FROM SALT

4

NEWS BRIEFS A wrap-up of events, programmes and activities in the People Sector.

PEOPLE MOVEMENTS Appointments and new postings in the People Sector.

13 NEW SALT Sakinah Manaff finds out how CityCare is forging a new way to create lifelong volunteers out of today’s youths.

14 SALT AND PEPPER Dr Maximilian Martin provides a four-step plan for turning philanthropic aspirations into concrete action and creating lasting changes.

15 SALT KIT Jack Sim blames Global Bureacrazy for the world’s problems.

The National Volunteerism & Philanthropy Awards 2008 —✮— We honour Merrill Lynch Singapore, YMCA of Singapore, Kampung Senang and Samaritans of Singapore

18 SCENE AND SEEN Guests and winners celebrate at The National Volunteerism & Philanthropy Awards 2008.

24 SALT TIPS BOOK REVIEW

20-23

16

Suzanne Lim settles in for a good read with former NVPC chairman Willie Cheng’s new book ‘Doing Good Well: What Does (and Does Not) Make Sense in the Nonprofit World’.

Sep-Dec 2008 S A LT •

1

L E T T E R

F R O M

S A L T

SALT is a non-profit magazine with a managed circulation for members of non-profit 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 Laurence Lien

DEPUTY EDITOR Daven Wu

CONTRIBUTORS Michelle Bong Andrew Duffy June Lee Suzanne Lim Sakinah Manaff

PUBLISHING CONSULTANT AND MEDIA REPRESENTATIVE Epigram SALT is published quarterly by the National Volunteer & Philanthropy Centre 6 Eu Tong Sen Street #04-88 The Central Singapore 059817 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) 153/01/2008 ISSN No. 17933-4478 To advertise, please call Cynthia Tay at tel: 6292 4456 Email: cynthia@epigram.com.sg

I

t was slightly over two months ago that I joined NVPC, and it certainly feels a lot has happened since then! The Strait Times Index has dropped by about a third, Singapore is technically in recession, and companies are planning staff cuts.

While the actual scenario that will pan out is still uncertain, many believe that this will be a long and deep recession. Companies are trying hard to improve their balance sheets and conserve cash and slash costs. Corporate philanthropy has already been affected. Individuals themselves may give significantly less if their job security is threatened and wealth substantially eroded.

Nonetheless, I believe that Singaporeans are giving by nature, and they have responded well in previous downturns and crises – like the 2001 recession and the 2003 SARS crisis, – by giving more. And those that can’t give money, can volunteer, give in kind and share their expertise. I am also hopeful that foundations maintain their giving. In this regard, the Community Foundation of Singapore will start to disburse donations to help the needy during the downturn. You can read more about this initiative by NVPC in this issue.

I also think that every crisis has a silver lining and provides opportunities. A crisis is the best time to reflect and re-evaluate what is really needed and what we are good at doing. We can review our strategies and operations to be more efficient and effective, and even ask whether we have the right board, staff and organisational structure to position ourselves for success later. I would hence strongly encourage all charities to continue to build their organisational capacity. We will discuss these important matters at length in our next issue of SALT. Meanwhile, we should heed Minister Vivian Balakrishnan’s call at the recent National Volunteerism and Philanthropy Awards dinner – now is the time to mobilise and engage volunteers. Many people will have more time or may recalibrate their values. These volunteers can do a whole range of things for you – run programmes, improve our marketing and PR, help in planning or even become committed donors.

NVPC’s research shows that volunteers donate four times more than non-volunteers.

We just need to manage our volunteers well.

NVPC is here to help all charities and institutions interested to work in the social sector. Currently, NVPC is planning to launch new volunteer programme development initiatives. In the area of capacity building, we have the Board Match and an Executive Directors Mentoring Programme. We will also be launching some exciting new leadership development initiatives.

Look out for these and let us know how else we can help you.

Laurence Lien Chief Executive Officer National Volunteer & Philanthropy Centre

2

• S A LT Sep-Dec 2008

“Daddy… why does mummy say your work is more important than us?”

While work is a critical part of life, family happiness is something money cannot buy.

AD

The key lies in planning your work around the family.

There’s a need to spend more quality time with your spouse and your children, especially in their vital growing up years.

Glean new insights on harmonising work and family life from www.mcys.gov.sg

Brought to you by:

SPEED DEMON

B

R

I

E

F

S

Lee Sze Yeng: from KPMG

A WRAP-UP OF HAPPENINGS AROUND SINGAPORE

TEE JUNCTION

he 24 September EMC Need-for-Speed Go-Kart Power Race 2008 at the Singapore Expo powered through an auction of limited edition Toyota F1 memorabilia. Together with internal fund-raising, the event raised S$12,000 for HOPE Worldwide Singapore – with Boys’ Town receiving a portion for the development of enrichment programmes. Guests watched a go-kart demonstration, followed by an exclusive autograph-signing session by Panasonic Toyota Racing F1 drivers, Jarno Trulli and Timo Glock.

O

FIELD OF VISION

A

Photo provided by Singapore Tourism Board

t a sparkling event on 2 September at the Grand Copthorne Waterfront Hotel, World Vision International received the “Meeting of the Year” award at the Singapore Business Events Awards. Organised by the Singapore Tourism Board, the award recognised World Vision’s innovative approach to organising last year’s World Vision International Triennial Council. An interactive village was set up in the hotel lobby to simulate the field conditions of World Vision’s community development work.

Kath Sowter (left) of World Vision International receiving the “Meeting of the Year” award from Lim Neo Chian, CEO of Singapore Tourism Board.

4

• S A LT Sep-Dec 2008

Panasonic Toyota Racing Formula One drivers, Timo Glock (in white cap) & Jarno Trulli (in red cap), pose for photographs with children from Boys’ Town. The exclusive meet-and-greet session was organised by EMC and Toyota, official worldwide sponsors of the Panasonic Toyota Racing Formula One Team.

Running Hot Enterprise Sports Group (ESG)

From left – Wong Boon Kong, Chairman, Keppel Integrated Engineering; Ronald Widdows, Group President & CEO, NOL; Jean-Pierre Bernard, CEO, BNP Paribas; Hans-Dieter Bott, MD, Siemens Pte Ltd.

ver six months from April to September, Siemens was busy raising funds for the President’s Challenge through various activities such as a charity premiere screening of Dark Knight; massage sessions by therapists from the Singapore Association of the Visually Handicapped and pledge card donations among Siemens staff. The drive climaxed with the Siemens-President’s Challenge Charity Golf event at Laguna National Golf and Country Club on 2 October where the company announced it had raised more than $225,000.

T

he biggest all-women running race in Asia, the Great Eastern Women 10K 2008, scored a record 10,000 runners this past 26 October. Singapore’s first-ever “Women Against Cancer” initiative was spearheaded by Enterprise Sports Group, Great Eastern and ten female Members of Parliament.

Funds raised went towards the Breast Cancer Foundation and Singapore’s first Cervical Cancer Prevention Fund to provide both education about the disease to women and aid to patients in need.

10,000 women joined in the cancer cause on 26 October 2008 at the Great Eastern Women 10K run, part of the Marina Bay Urban Challenge. The Women Against Cancer initiative aimed to raise $100,000 this year for Breast Cancer Foundation and Cervical Cancer Prevention Fund, which provide education to women and aid to needy victims.

Reproduced with the permission of EMC

N E W S

T

Singapore Red Cross

Cross Our Hearts T

he importance of first aid was driven home on 30 August when 780 Red Cross Youth and volunteers between the ages of 8 and 16 Singapore Red Cross First Aid Child—A six year commuter trying his hands on Cardio-Pulmonary Resuscitation (CPR) fanned out across Singapore’s network under the guidance of first aid trained staff and volunteer. of bus interchanges, MRT Stations and town centres to deliver their message “First Aid Begins with Me”. The public received first aid pamphlets and watched CPR resuscitation demonstrations as part of the national objective of having one first aider in every home by 2020. In all, the campaign reached over 55,000 commuters.

O

Reprinted with permission from Focus on the Family Singapore

Volunteers and residents got fit and active for the inaugural MINDSville Sports and Community Day.

With effect from 1 August, Thomas Chong is the CEO at Mentoring Partnership International. He has served with the Ministry of Education, Workforce Development Agency, Singapore Tourism Board, and Civil Service College as well as IBM. The former volunteer chairman for YouthWORKS is currently a member of the Ministry of Community Development, Youth and Sports Policy Study Workgroup on Education and Human Capital Excellence. He is also a Quality Inspector and International External Assessor with City and Guilds in London.

BANK STATEMENT

O

n 5 September, Standard Chartered hosted a sports day for MINDSville@Napiri residents at Nanyang Polytechnic’s sports stadium.

Over 100 bank volunteers put together a day of tele-matches – including a thrilling baton relay. The goal of the event was to help the intellectually disabled improve their sensory and muscle coordination, while celebrating teamwork. Participants were treated to great prizes, balloons and popcorn.

Photos by Singapore Management University

Helen’s family, the largest participating family, which also had the oldest volunteer of 68 years old.

SPIN CYCLE

A

t the end of the inaugural Singapore Management University Challenge, 1,000 participants cycled a whopping 35,000km on stationary bicycles to raise $18,000 for the Muscular Dystrophy Association of Singapore. The Cyclethon, organised by the Students' Association, brought together the entire university community – including the board of trustees, faculty, and staff. The event was an energetic extension of the 80 hours community service component in the undergraduate curriculum.

SMU Board of Trustees, faculty, staff and students join members of the public in the stationary cycling effort, which aimed to raise funds for every kilometre covered, and greater awareness of MDAS’ efforts to support those with muscular dystrophy.

Landy Eng joined Youth Challenge on 1 September as its executive director. Born in America, the New York University graduate has a background of NGO involvement, media and entrepreneurship. In his community work, he has worked with ex-offenders, ex-addicts, handicapped youth, children from economically disadvantaged backgrounds and refugees. He’s also interned as a community programme evaluator, worked as a volunteer job developer and coached youths in different sports.

In September, Helen Ko was appointed executive director of the Centre For Seniors. She previously served as CEO and advisor at St Luke’s Eldercare; and director of the SAGE Counselling Centre. She has been involved with the social services sector (mainly with seniors) for over 20 years as leader, lecturer, counsellor, researcher and author. In her current role, she is actively involved in the development and delivery of new programmes – in preparation for the re-employment legislation in 2012 – for seniors and their employers.

FAMILY TIES n 13 September, 480 volunteers – students, families with toddlers and even grandparents – put on red and white T-shirts for Focus on the Family Singapore’s Aijia Family Flag Day. The message: ‘AiJia – Loving My Family’. The event raised almost $25,000, with every dollar matched by a corporate sponsor. Said Manjeet, a mother of two,“Volunteering really helped us bond. It gave us the chance to spend time with each other and work together as a team.”

PEOPLE MOVEMENTS

Jean Tan joined the Singapore International Foundation on 1 October as its executive director. Prior to this, she was the Director of Corporate Communications at the Ministry of Manpower and the press secretary to Acting Manpower Minister, Gan Kim Yong. She has nearly 20 years’ experience in corporate communications, marketing and media management. As First Secretary at the Embassy of Singapore in Washington from 1996 to 1999, she also pioneered Singapore’s first overseas public affairs office.

Sep-Dec 2008 S A LT •

5

For better or worse, the current non-profit landscape seems to place more emphasis on philanthropy over volunteerism.

SAKINAH MANAFF discovers that non-profit organisations that do so are not doing themselves any favours.

6

• S A LT Sep-Dec 2008

wo to three times a month, Johnny Ng organises financial planning workshops for low-income families.

On occasion, the 37 year-old financial planner has volunteered with the Singapore Disability Sports Council, Singapore Children’s Society, Insurance & Financial Practitioners Association of Singapore, and the National Volunteer & Philanthropy Centre. In addition to ad hoc donations, he used to contribute to the National Kidney Foundation every month until the public scandal a few years ago.

These days, Ng prefers to give his time, but is selective about the charities he works with and gives money to. He is a volunteerdonor in Singapore today. Unfortunately, he and other volunteerdonors do not feature prominently on the agenda of many nonprofit organisations. These organisations prefer to target donors instead, despite having to compete for them with a multitude of other charities – placing a premium on money over time.

Sadly, these organisations are missing out on the two-forone deal that volunteer-donors bring: money and a wealth of experience. NVPC’s Individual Giving Survey 2008 revealed that 98 per cent of volunteers donate and volunteers donate four times more money than non-volunteers who donate.

On average, a volunteer-donor donates $657 over 12 months compared to $162 for a non-volunteer.

Industry experts caution that the focus on donors and corresponding neglect of volunteers is detrimental to the development and success of the non-profit sector. Ad-hoc and even regular donors can easily lose interest over time, while money may follow volunteers from their employers as matching funds and from family and friends who want to support a volunteer’s special interest.

Besides, volunteerism and philanthropy have their own ebb and flow in an individual’s life. Some people move in and out of volunteering as their time and funds allow, perhaps contributing time when funds are low.

A student who cannot afford to give money right away may do so after affiliating with an organisation through volunteering.

Or a retired person who volunteers may consider a future cash gift through estate planning.

T

PREFERRING DONORS OVER VOLUNTEERS

Many non-profit organisations assume that volunteers are volunteers and donors are donors, and prefer to “follow the money” by paying more attention to donors.

To recruit volunteers and then persuade them to be donors as well seems like a complicated two-step process that requires time and energy, as opposed to directly canvassing for donations.

It is also far simpler to put cash to work. Fundraising focuses on essential items that must be purchased for beneficiaries – rent, electricity, food, supplies.

This is especially the case for small non-profit organisations with limited resources; in most cases, their most critical objective is fundraising. “Volunteer management necessitates the ability to harness a contingent volunteer group,” Peter Ong, NVPC board

Industry experts caution that the focus on donors and corresponding neglect of volunteers is detrimental to the development and success of the non-profit sector. member, observes, “and this requires additional resources and skills. For organisations struggling to survive, it is more expedient to channel whatever energies they have into fundraising.”

It is all too easy for non-profit organisations to opt for the most convenient option of recruiting donors instead of volunteers.

From flag days and disaster relief donation drives to celebritystudded events and charity galas, Singaporeans are known for their generosity in helping the less fortunate.

As such, donor management programmes may be more sophisticated than volunteer management initiatives. Donors may even be wined and dined, whereas volunteers may even be expected to pay for their own costs while volunteering. In terms of infrastructure, philanthropy has been greatly facilitated by direct deduction of money from donors’ salaries or bank accounts on a regular basis.

The irony is not lost on Ong as he points out that, like many non-profit organisations, most people prefer to be donors because they simply do not have the time and energy to volunteer. “In this day and age, time and energy are more precious than money.”

So the vicious cycle continues: non-profit organisations are reluctant to devote time and resources to recruit volunteers who could be potential donors, while the general public lack the time and energy to volunteer, choosing to donate money instead.

What this means for the non-profit sector is the loss of enthusiasm, expertise, commitment and funds that volunteerdonors typically bring. To understand the profound importance of volunteer-donors, it helps to explore their motivations and what they bring to non-profit organisations.

Like both donors and volunteers, volunteer-donors are generally motivated by the same thing: a genuine desire to help others. NVPC’s study found that what motivated volunteers most to volunteer with specific organisations were to help a cause they personally believed in. Similarly, what motivated donors most to donate to specific organisations was personal belief in the cause.

Volunteers need to believe in the organisations they support and feel that they are directly making a difference. And passion is usually a good place to start. Volunteers are naturally passionate about its causes.

Susan J Ellis, President of Energize, Inc has previously said “Isn’t it wonderful that volunteering allows everyone to support your cause, not just the wealthy? Money follows success, not the other way around. Passion, commitment and hard work Sep-Dec 2008 S A LT •

7

The Value of Ad Hoc Volunteers Volunteer participation in Singapore went above 16% for the first time, from 15.5% in 2006 to 16.9% in 2008.

While the volunteer rate has risen, the total number of volunteer hours fell to 45 million hours in 2008 compared to 49 million hours in 2006.

Although total hours volunteered have fallen, the average number of hours served by ‘ad hoc volunteers’ – people who volunteer occasionally rather than monthly or weekly –

increased to over 20 hours per year in the 2008 survey compared to over 16 hours in the 2006 survey.

People who lead busy lives may still want to volunteer, especially if they want to “help a cause they personally believe in”.

Though people might not be able to volunteer regularly on a long-term basis, they can still contribute significantly as ad hoc volunteers. When they have meaningful short-term volun-

start action. If the results are visible, funders will jump on the bandwagon. Who better to act passionately than volunteers?”

Ng first embarked on his volunteer journey out of sheer interest. “I started by aligning myself with organisations whose causes I found compelling. Because my first experience was a good one, it spurred me to spend more time with them. Now I have no qualms about donating to these charities,” he says.

Volunteer-donors also bring their wealth of experience.

For non-profit organisations with small teams, this is indeed a boon. As a financial planner, Ng has successfully applied his skills and knowledge to teaching disadvantaged families about managing their money. “I’m passionate about my job and it makes sense to impart what I already know to the less fortunate.”

TAPPING ON VARIOUS SEGMENTS

The success of any volunteer management initiative depends on whether organisations understand the way various groups of people volunteer. The NVPC survey found that students, even excluding compulsory volunteering hours, and those working in the public sector formed the largest proportion among volunteers in Singapore. Clearly, volunteer programmes in schools have had some success and there is a spirit of public service in government.

However, NVPC would like to see more segments of society become volunteers. According to Ong, the nation’s ageing population has largely been untapped. “Retirees have a lot of work experience and management capabilities to offer. With time on their hands, they are ideal to help out in the day-to-day operations of an organisation.”

Another group that NVPC hopes to encourage is in their mid20s and mid-30s. Typically, this segment is in the thick of building their careers and starting families, leaving little time for much else.

What this means for non-profit organisations is the loss of a highenergy and dynamic group that is critical in driving their development and success. Ong blames it on Singapore’s work ethic. “Our work-life balance needs to be addressed. If people have more time for themselves besides working, they are more likely to volunteer.”

The good news is that some non-profit organisations have found a solution to these challenges. They simply work around

8

• S A LT Sep-Dec 2008

teering experiences, they might take on more ad hoc projects, or even take to volunteering regularly. Even if they do not, they might end up being donors and advocates, if non-profit organisations engage them well.

YEAR

2006 2008

When former volunteers were asked why they stopped volunteering, the top reasons they gave included “no time” and “burnout”.These reasons may be related to inappropriate volunteer management practices.

INCIDENCE OF CURRENT VOLUNTEERS

TOTAL VOLUNTEER HOURS (exclude travelling time)

15.5%

49 million hours

16.9%

45 million hours

the lifestyles and schedules of volunteers. “We offer ad-hoc, event-based, short-term and long-term volunteering opportunities,” Edmund Wong, General Manager of TOUCH Community Services, says. “This enables us to address volunteers’ different needs by providing various volunteering options – according to their constraints and availability.”

To bring volunteers and organisations together, NVPC has a database for volunteers to match their skills to the needs of non-profit organisations. Some charities like TOUCH Community Services already have their own comprehensive volunteer database system that records the details of all their volunteers (including their interests and skills). The database enables the organisation to not only keep track of volunteers’ information and facilitate the matching of a volunteer’s interests and available opportunities, but also keep in touch with past volunteers and encourage others to start volunteering.

Non-profit organisations need to use every opportunity to convert people to their cause and perhaps, there is no better way to do this than by making the voluntary experience as satisfying as possible. Ensuring that volunteer assignments are fulfilling has a payback beyond volunteer retention. The best agents for recruitment are volunteers who share their positive experiences with others. Thus, every satisfied volunteer can be seen as a potential recruiter and donor.

By the same token, negative experiences can do much damage to their cause. Volunteers relate horror stories of performing tasks in dangerous situations, without clear direction or proper training; dealing with unethical non-profit organisations, being taken advantage of; and not feeling appreciated. Ng says, “Some organisations make the mistake of taking volunteers for granted. If my time is not appreciated, I would rather contribute to a different

What this means for the non-profit sector is the loss of enthusiasm, expertise, commitment and funds that volunteer-donors typically bring.

The changing patterns of philanthropy and volunteerism are part of a natural evolutionary process for any society. organisation. I will continue to volunteer but some people will give it up completely after a few initial bad experiences.”

Indeed, the non-profit sector stands to lose volunteers like Ng and retiree Rita Goh if it fails to create positive voluntary experiences. Goh relates how she was treated when she called to volunteer for a local non-profit literacy organisation. “After being rudely informed that I must pay $45 and attend 18 hours of orientation, I was asked if I still wanted to volunteer. Insulted by the rude demand for money, I declined.”

This makes volunteer management training for non-profit organisations as well as volunteer training all the more important.

Volunteers need to understand their role and be able to perform what is required of them. TOUCH Community Services believes in equipping their volunteers with skills through training so that they are better able to contribute to the organisation. For example, TOUCH Silent Club conducts sign language courses for their volunteers, while TOUCH Family Life Education runs workshops to enhance their effectiveness.

As people feel more enriched and fulfilled in their voluntary experiences, there is no doubt that they will be encouraged to continue contributing their time and talent.

CONVERTING VOLUNTEERS INTO DONORS AS WELL AND VICE VERSA

While the line between volunteers and donors is increasingly blurred, it is interesting to note that non-profit organisations have separate programmes for them. Both volunteers and donors play distinct but important roles in an organisation. Volunteers, through interactions with an organisation’s beneficiaries, are able to connect with the needs of the individuals and organisations they are helping, while donors fund the programmes that help these beneficiaries. However, volunteers can become donors. They see and experience, first hand, a charity at work, and can be persuaded to support its excellent work with financial contributions, or by talking to their employers and friends about making a donation.

But perhaps there needs to be a new framework, one that is broader and taps into the connection between philanthropy and volunteerism. Volunteers – both current and former – should be solicited to give money, and donors should be invited to volunteer.

The key is acknowledging how the person already contributes to the organisation and making sure the new appeal is presented as simply one more option for support.

The non-profit sector should also think of donor and volunteer participation in terms of creating engagement. A non-profit

organisation in the US is already doing this. Recently, New York Cares, which matches volunteers with hands-on projects in New York schools, social service groups, and other charities, took a bold approach in its efforts to convert some of its 36,000 volunteers into regular donors. It organised a series of events called “Dare to Care” in which its volunteers were invited to learn more about New York Cares’ work.

“We find that many volunteers know their ‘corner’ of our work, but not the full breadth or depth,” says Gary Bagley, its associate executive director. The charity is also reversing the process by creating projects designed to turn its donors into volunteers. “We’re finding that these projects are ‘hooking’ our donors tremendously,” he adds. “Either way, it appears that maintaining contact with the volunteer-turned-donor or donor-turned-volunteer is the key.”

Indeed, non-profit organisations need to emotionally inspire people into wanting to give their money, time and talent. Ong believes that there are four key pillars to creating real engagement for donors and volunteers: passion, feel-good factor, confidence and integrity.

A starting point is to inspire passion about the non-profit organisation’s causes. The organisation should aim to find innovative ways to get the word out about the organisation. Next, encourage people with a passion for the cause to volunteer and see for themselves how their funds and efforts are helping beneficiaries. Building meaningful relationships with these volunteers and donors will go a long way in sustaining their enthusiasm.

The feel-good factor is another key component in developing engagement.

Volunteers and donors should come away from their experiences with the non-profit organisation feeling proud and happy to be associated with its causes. More importantly, they need to feel confident that the money and time they contribute are going to a worthy cause. This is especially pertinent for those who have stopped giving and volunteering because of past scandals.

Lastly, they expect a high level of integrity from non-profit organisations, and need to be assured that the organisation is trustworthy.

Industry experts agree that the changing patterns of philanthropy and volunteerism are part of a natural evolutionary process for any society.

Ellis says, “We know that, historically, it is volunteers who act on needs before anyone else. Over and over again we see the pattern of successful pioneering by volunteers leading eventually to solicitation of funds…Further, volunteers themselves are the most vocal advocates for needing volunteers and money.”

As more people start to contribute both time and money to help the less fortunate, we can expect social capital in the nation to increase, leading to a higher engaged citizenry. “This is when citizens start to help their fellow countrymen without any prompting,” Ong explains. “We should aim to be like Denmark or Sweden, where the giving of time and money comes naturally.”

If wisely managed, it looks like this could soon be a reality in Singapore. ✩ Sep-Dec 2008 S A LT •

9

o you have the financial means and who need varying degrees of advice.

In the same way a private bank might to set up and run a foundation but don’t know how; or perhaps deal with bonds, stocks, unit trusts, the Foundation will service community needs you simply want to donate a in areas such as education, social service, sizeable amount towards a cause but you’re the arts, and other sectors. in the dark as to which cause suits you?

To ensure that it has good internal The people at the Community Foundation control and processes, want to hear from you. the Foundation Announced in March 2008 THE COMMUNITY will be governed as a National Volunteer and FOUNDATION WILL by a board and Philanthropy Centre (NVPC) FOCUS ON THE supported by an spearheaded initiative to encourage COMMUNITY’S advisory council. and facilitate philanthropy, the UNMET NEEDS AND Board member and Foundation is scheduled for LESS ON EXISTING NVPC chairman official launch in early 2009.

PROGRAMMES Stanley Tan says The goal is both commendable WHERE NEEDS ARE the Foundation will and simple: to be a one-stop BEING MET. ensure that “donors’ service centre that guides wouldwishes are adhered be philanthropists, step-by-step, to” and the board in their journey towards making a “will help identify needs before introducing difference in the lives of society’s needy. them to donors”.

Still in its infancy stage and chartered with an Institution of Public Character status, the Foundation held its first board DRAWING UP AN AGENDA meeting in early November 2008. In a way From every perspective, the Foundathat’s similar to a private bank, it will tion’s formation is a positive step towards service clients – in this case, donors – increasing the pot for a sector that has with different interests and pet causes, always relied on the goodwill of society.

10

• S A LT Sep-Dec 2008

Indeed, it joins a global list of like-minded foundations many of which are found in the US. For instance, the Boston Foundation and the Central New York Community Foundation are well-known for their dedication towards improving the lives of society’s members via grants. These foundations enjoy rich legacies, and continually inspire philanthropy among individuals.

The Community Foundation is primed to do the same, and its goals are wide ranging. As NVPC CEO Laurence Lien says, “I see the Community Foundation doing quite a few things for donors. One, it will provide information and research on causes. I think there are people who still question the need to make donations in Singapore because they feel Singapore is a well-off country and the government takes care of everything.”

The Foundation will also focus on the community’s unmet needs and less on existing programmes where needs are being met. Lien adds that “part of the Foundation’s work is pro-actively sourcing for innovative programmes, in consultation with NPOs and experts,

AD

while going back to what the donor wants in terms of causes to concentrate on.

It will also give advice on how to structure giving strategically, providing the different types of donors with as customised an approach as possible.”

Foundation board member Dr Mary Ann Tsao adds that other activities would include making grants, and undertaking community leadership and partnership activities that address a wide variety of

AT THE HELM The Community Foundation’s CEO Stephen Loh assumed his position on 19 November 2008.

He spoke to SALT about how his new role is a great fit.

Stephen Loh is the man tasked with, in his own words, turning high networth individuals into “investors (donors) looking for the best returns (informed giving)”.

And not to put too fine a point on it, he sees himself as the right man for the job.

“I have always wanted to use my training and life work experience in a capacity to be more directly of help to those in need. I see this role at the Community Foundation as providing just such an opportunity.”

The 54-year-old believes there are many individuals who have accumulated sizeable wealth and, after setting aside funds to provide for their families, they are looking to give back to society.

His goal is “to increase the pool of donor funds by showing these individuals a compelling platform so that they can give well.”

As the former vice-president of business development for OCBC Securities, Loh comes to the new role with considerable experience in the NPO sector. The current vice-president of the YMCA’s board of directors, he says, “I can see an opportunity where we can all work together, and if I can provide that link to open doors, then it is a plus. Our objective is to help those who need it, and we are simply the conduit to get those much needed resources to them as best as we can.”

12

• S A LT Sep-Dec 2008

philanthropists who inspire and support needs. “The main thrust of the Community each other.

Foundation is advising would-be donors, helping them understand the needs of the community and how to give. Once donors WIN-WIN SITUATION indicate the areas they would And while like to give to and they give Stanley Tan says “A LONG TERM us the money, we will manage as a donor-centric GOAL WOULD BE these sums. We will be on foundation like the FOR SOME OF the ground to understand the Community FounOUR DONORS TO community and the issues, and dation is an ideal FORM THEIR OWN work with sector administrachannel for “substanFOUNDATIONS, tors like NCSS, National Arts tial donors who have AFTER ENJOYING A Council and the Singapore not yet or have no GOOD EXPERIENCE Environment Council in areas intention of setting AND LEARNING where we see an unmet need.” up a private chariABOUT GIVING table foundation STRATEGICALLY but intend to take KEEPING UP THE THROUGH THE a more structured MOMENTUM COMMUNITY approach to giving”, For the moment, donations FOUNDATION.” both Lien and Dr to the Community Foundation Tsao hope the former are pegged at S$1 million and —NVPC CEO Lawrence Lien will be realised in above. This figure, says Tsao, about five years’ time. is one of the ways that will Lien believes that “one long term differentiate the Foundation from other goal would be for some of our donors fundraisers. The point of the $1 million to form their own foundations, after benchmark is that it’s “a figure that enjoying a good experience and learning younger, wealthy people and those who about giving strategically through the haven’t donated before could work with.”

Community Foundation”. Tsao adds that The key, Tsao says, is getting these her hours spent talking to high net-worth donors involved, beyond just asking them individuals have shown that there are for money. To that end, she would like to healthy intentions out there to do more see donors establish a personal relationand that the Foundation “can play a very ship with the Foundation that goes well good intermediary role to help them beyond attending thank-you events (the clarify their thinking, develop their skills, common way of showing accountability) sharpen their focus, and learn some of and receiving reports explaining how the ropes.” money has been disbursed and what impact Of course, how the Community has been made. In this way, Tsao hopes Foundation will eventually contribute to donors will end up having a meaningful the sector remains to be seen, but Tan “continued dialogue with us about how to build their knowledge of philanthropy and believes its success will be measured against how donors have, through the areas of service they are passionate about.”

Foundation’s auspices, enjoyed their To that end, there will be networking giving experience. His hope is that it opportunities between existing and will play a relevant and crucial role in would-be philanthropists that serve as marrying the needs of beneficiaries and platforms for both parties to share the giving wishes of donors – especially experiences while discussing how they prospective ones – and that it will, in a give and how they get involved in different very meaningful way, “deepen the giving sectors. These events, Tsao says, will be landscape and contribute to growing organised around themes and invited philanthropy in Singapore.” ✩ speakers, to create a community of

N

E

W

S

A

L

T

Tales of the City

Non-profit organisation CityCare is forging a new way to create lifelong volunteers out of today’s youths. By SAKINAH MANAFF

O

ne of the biggest challenges of volunteer welfare organisations and non-profit groups is getting volunteers to contribute on a long-term basis. Often, volunteers are mobilised for ad-hoc projects, leaving them with little room to witness the “fruits” of their labour.

Others are ill-equipped to perform the tasks at hand, and subsequently stop volunteering because they feel that they are not making a difference.

Enter CityCare, a not-for-profit organisation set up in January 2007 to encourage youths to become lifelong volunteers and agents of change.

Backing CityCare is a group of professionals – school teachers, trainers and businessmen – who noticed a disturbing decline in youth volunteerism and involvement in community service that even the compulsory community involvement programmes in schools could not stave. “Volunteering had become an act of the hand and about providing manpower, rather than an act of the heart where there is passion and commitment to the cause,” recalls Veronica Tang, CityCare’s business development manager.

“ Volunteers, youths in particular, need constant motivation and encouragement for them to continue giving their time.”

In CityCare, social transformation is achieved with practical tools, among them, a revolutionary conceptual framework called the New S.I.N.G.A.P.O.R.E.A.N (Socially responsible; Innovative; Nett giver; Globalised; Attuned; Problem solver;

Harold Kuay still remembers the day he saw his volunteer efforts bear fruit. In November 2007, the 10-week community involvement programme at Canberra Primary School which he had been part of came to a close. “When we first started, the class was rowdy,” he recalls. “But by the end, they were more respectful of their teachers, more compassionate and willing to Recipes of Love launch. learn. I could see visible change in Opportunity seeker; Resilient; their lives, and was greatly encouraged.”

Educated; Adaptable; and Nation One of CityCare’s more successful Conscious) values. CityCare also provides training and facilitation to schools for their projects has been a three-month training programme on Social Entrepreneurship character development and community for a group of 20 students from Dunman involvement programmes and offers an High School. At the end of the course, avenue for corporations to participate in the students successfully set up and corporate social responsibility programmes. operated a café in school to raise funds CityCare adopts a three-pronged for needy students. approach to engaging its youth volunteers CityCare’s programmes have also had on a long-term journey. The first is to a positive domino effect. In April 2007, empower youths with knowledge about the a group of students from North View less privileged in the community through Primary School attended a community interactive activities. Participants are involvement programme at All Saints challenged to come up with creative Home. They roped in their schoolmates solutions and ideas. to organise performances for the elderly.

Next, students are equipped with Five students were so inspired by the practical skills to plan and spearhead experience, they returned to the home to various community projects with their interview its elderly residents for their peers; specifically, they are mentored in secret recipes. With full funding from the New S.I.N.G.A.P.O.R.E.A.N values.

Citibank, they published Recipes of Love Lastly, encouragement is very imporraising $5,000 for the Home. tant. Tang says, “Volunteers, youths in Perhaps CityCare’s most enduring particular, need constant motivation and encouragement for them to continue giving achievement is that youths and students continue to volunteer with them long their time. This helps keep their passion after their initial stint is over. As Kuay for the community strong and greatly puts it, “I believe greatly in the values increases their commitment.” that CityCare promotes. Through every And nothing can be more heartening than to see that you are making a concrete project I partner with them, I know that we’re truly changing lives.” ✩ difference. 23-year-old undergraduate

Sep-Dec 2008 S A LT •

13

S

A

L

T

A

N

D

P

E

P

P

E

R

Philanthropy 101 With so many options on offer, just how does one turn philanthropic aspirations into concrete action and create lasting changes? DR MAXIMILIAN MARTIN provides a four-step plan.

BY

DR MAXIMILIAN MARTIN MANAGING DIRECTOR & GLOBAL HEAD UBS P H I L ANTH RO PY S ERVI CES

Salt and pepper shakers from a private collection.

P

hilanthropy is about expressing values and creating impact. As they make a difference, philanthropists leave a perennial imprint while building personal and family identities. But translating principles into action is a big challenge: creating lasting change is more easily envisioned than attained.

The field of philanthropy is also changing with new entrants in the arena.

Many emphasise an entrepreneurial approach – both at the grassroots level and among philanthropists. New engagement models create greater choice: do I want to model my philanthropy on the traditional hands-off grant-making approach? Or do I seek to transplant the lessons of entrepreneurship to social action, and act more like a social venture capitalist?

Properly managing complexity is key to seizing the opportunities of the “new philanthropy”. This is best accomplished by a strategic, fact-based approach. This process helps those with philanthropic aspirations navigate through the “jungle” of civil society, turning choice into opportunity, and providing access to a wide range of philanthropic engagement options across regions and sectors. As clients make a series of strategic choices in the process from issue definition to solution design, they also benefit from a truly holistic approach.

The process begins with proper attention to the motivations that underlie giving.

A clear understanding of aims and motives is essential to deliver impact. It is also critical to long-term personal satisfaction

14

• S A LT Sep-Dec 2008

– and thus to the sustainability of giving.

Attaining clarity about drivers and objectives sets the stage for step two: identifying the issue a potential donor want to address through philanthropy. This often means identifying overlapping passions and interests among several family members, and building consensus regarding parameters such as theme, geographical scope and time horizon. Working through issues in this rigorous fashion is instrumental to making a sound decision on the focus of the proposed charitable venture.

“ Properly managing complexity is key to seizing the opportunities of the “new philanthropy”.

This is best accomplished by a strategic, fact-based approach.”

The third step of this structured advisory process is designing a suitable philanthropic model. For those with existing vehicles – often large foundations – this may mean some adjustments that take into consideration emerging opportunities in the globalised foundation world.

Greenfield philanthropists design the model from scratch. Two types of drivers shape their philanthropy model: external factors are the regulatory frameworks of a given jurisdiction or the objectives of other funders in a thematic field or region; internal factors are determined by the donor’s objectives as identified earlier in

the advisory process. The key is to make meaningful use of the client’s unique motivations, skills and resource set.

Examining these aspects allows a conscious selection of the main elements of the model, rather than a choice-bydefault approach without proper analysis.

Step four involves selecting the appropriate structural instrument to translate the client’s aspirations into action.

Often the legal frame is chosen first.

This forces the philanthropic model into a constraining grid.

Once we’ve gathered an in-depth understanding through the previous steps, we can now choose the best legal structure and jurisdiction. It also informs financial planning and asset management – essential components of successful charitable ventures. Financial planning services include statute definition for the chosen vehicle in a given country and registration.

Charitable asset management means determining the investment strategy as a function of risk preference, investment criteria, and projected payout needs given the philanthropic programme.

To maximise the likelihood of success, it is critical to address a set of underlying questions.

What do I want to achieve through philanthropy? What values do I want to express?

How can I translate my philanthropic aspirations into a tangible action plan?

How can I establish the right contacts with reputable philanthropic organisations and peers?

Working through these questions helps to translate philanthropic aspirations into a sound action plan, making sure that the resources dedicated to charitable causes create real impact on the ground. ✩

S

A

L

T

K

I

T

Running on Empty For all the resources at our disposal, why are we not solving the world’s problems?

JACK SIM identifies the problem as Global Bureaucrazy.

W

e live in a world of perilously unresolved issues. Poor sanitation, pollution, deforestation, global warming, food shortages, unsafe sex, AIDS, wars…the list is long and getting longer! We know what the issues are, and we actually have the solutions to most of these problems. Yet, the best brains and highest powers seem unable to provide or implement solutions. Instead, we carry on talking from one big conference to another, becoming, in effect, professional “meet-ers”!

Here’s the thing though. It is not that we don’t want to solve these problems.

Our intentions are always so noble, we immediately throw our support behind the problem and say “Yes”. But advocacy is useless unless it turns into real action.

And it is not that we don’t know how to solve these problems either. Lots of scientists, academic researchers, NGOs, social workers and practitioners have had great success but, often, they work in isolation or are disconnected from each other. Worse, they are seldom supported to scale up their operations, nor networked across industries or other communities.

It is not that we lack the money or resources. With the World Bank, developed countries contribute huge amounts each year to poor nations. Billions are donated by foundations and individual donors.

We are all ready to help. And if we use these resources to create efficient market economies that facilitate, train and finance the poor to help themselves, we can almost always, in most cases, be able to solve the problems in a sustainable way.

You know where I’m going with this.

The reality is quite otherwise. After all the overheads, consultancies and meetings, each dollar of resources becomes only a few cents when it actually arrives in the village.

It is not that our differences are so large that they cannot be bridged. We all

•

“ Bureaucrazy is the legal cousin of corruption but its impact can be more devastating. It is also often a monopoly power that cannot be argued with.” want the same thing: Peace, time with family and friends, happiness, an efficient economy, jobs and good governance.

The problem is Global Bureaucrazy (the misspelling is deliberate!) and it exists in the public service, private businesses, NGOs and virtually at all levels of organisations. Global Bureaucrazy is all about: • Self-preservation, rather than serving the public.

• Inaction. Do nothing new, take no risks and, so, make no mistakes.

• The blame game: Blame others and claim their credit.

• Arrogance and a superiority complex: putting ourselves in fortified positions so that we are beyond reproach.

• Diminished spirit of enterprise and an absence of a sense of mission.

Unnatural rule-based behaviour and a propensity to claim a problem is beyond their control.

• An unnecessary sense of competition with those who share their mission, when they should be partners instead.

Bureaucrazy is the legal cousin of corruption but its impact can be more devastating. It is also often a monopoly power that cannot be argued with.

In Singapore, our obsession with clean governance has led us to eliminate corruption the way we fumigate: we end up killing the good bugs (creative innovation) along with the bad (creative cheats), leaving us with a sterile, squeaky clean society, but without space for new locally bred ideas.

Breaking the bureaucrap syndrome requires a new way of measuring wholesome and long-term sustainable performances, new networked organisation structures (instead of hierarchy), new incentive schemes that measure results and not effort, removing dinosaurs (through a peers’ checks and balance system), a new generation of missiondriven people, and recognising doers regardless of their positions (this eliminates distorted reports by bureaucraps).

We also need a new generation of enlightened doers who want to serve: a new breed that demands excellence of themselves and their organisation; an organisational structure that appreciates the value-creating bureaucrat and exposes the value-destructing bureaucrap.

We need to measure intention.

Bureaucrats must become mission-driven rather than be stifled by rules. Already, I’m starting my Masters in Public Administration at the Lee Kuan Yew School of Public Policy. I hope to redesign incentive schemes that will convert bureaucrats from rulesbased workers to mission driven people.

Wish me luck. ✩

Sep-Dec 2008 S A LT •

15

SALTSHAK ERS&M OVERS

Animal House

For nearly a quarter of a century, Deirdre Moss nee D’Cotta has with great patience and determination guided the SPCA in its quest for a better world for animals.

ANDREW DUFFY comes away inspired.

A

wicker basket covered with an old towel sits on Deirdre Moss nee D’Cotta’s desk. The black kitten inside is fast asleep. It’s a blessing, really.

At six days old, it cannot open its eyes and needs feeding every two hours. If it sleeps, we should have time to talk. But within a minute, it is awake and mewing and is taken out of its basket.

Moss has been executive officer of the Society for the Prevention of Cruelty for Animals (SPCA) for 24 years now.

Time enough, you’d think, to have seen it all, but she softens as she holds the tiny scrap of black fluff.

“One of our board members found it on the street and brought it here,” she says.

“As newborns need feeding every two hours, we cannot take them in, so we agreed that he would take it home each night and care for it.” So that is the deal. By day, the kitten is with Moss; after work it goes home with the board member.

Naturally, Moss cannot lavish such attention on all the animals who find their way to the SPCA. But she never wants to lose sight of the hands-on side of the work, to take animal care back to basics, away from the donors, the volunteers, the police liaison and the media attention that come with the job. Just her, a kitten, and a feeding bottle every two hours. I can’t help but notice her earrings, one in the shape of a terrier, the other a bone.

Not that the rest of her work goes on hold. Moss is a natural multi-tasker, rushing from desk to reception, answering calls, chasing staff members, checking a file or a photograph, juggling a dozen things.

16

• S A LT Sep-Dec 2008

“Basically I like distractions. I’m not a person who can just sit at a desk,” she says, returning to her seat after grabbing a passing vet to ask an opinion. “I interact a lot with the staff and with the shelter manager. I’m too busy, I hardly get to visit the animals out there,” she sighs.

But here’s the thing about dealing with animal cruelty: it never stops, it never gets any easier, and there are 101 things to

think about. “New things happen every day. There’s always some new crisis or issue or something to keep me motivated.

The bottom line is I joined SPCA because I didn’t like seeing animals being abused or neglected.”

It was an unexpected career. No childhood on a farm or vet for a parent. Rather, she grew up in Brisbane and Tasmania, with only a brief interlude with a pet dog,

Nippy, and riding a friend’s ponies.

“I wouldn’t say that I fit the bill of an animal ‘welfarist’, but I’ve always loved animals. I even went up to strange dogs and patted them and got bitten and never learned my lesson.”

In her late teens, she moved to Singapore and kept Dobermans. They were her ticket into the animal world, and she recalls how she used to see the SPCA stall at the dog shows and think, “I must volunteer”.

Even so, it took her seven years, starting during the SPCA’s final year in Orchard Road. She loved the work so much, she ended up helping out six days a week.

“Then I spent a year on the management committee, and when the old administrative secretary resigned, I said seeing as I’m here every day, I don’t mind doing it until someone else can be found.”

Twenty-four years later, she is still here.

The smart Orchard Road address gave way to the quirky old green building off busy Bartley Road. It is home to a growing team. She says this keeps her rooted.

“One of the chief motivating factors, as well as the animals, is that I am not alone.

I have a supportive management committee, and the staff are also in the front line more than I am.”

Her office – apart from the kitten – is workman-like. Anti-fur posters adorn the walls. There is an atmospheric picture of a group of man-sized animals in white lab coats gazing down at a human on a slab. You get the idea that there are better alternatives to animal testing.

In four years, the posters, the files and Moss herself will be on the move again though the destination is unconfirmed.

More space would be good, though that might bring more abandoned animals.

Back in the 80s, there were 20 to 30 reports of animal cruelty or neglect each month; today, it is 60 to 80. “There were 10 staff when we moved in here, now there are 34,” says Moss. “Sometimes you think, how do you keep on top of everything? But that’s not unique to SPCA.”

It’s not a sign that society is getting more cruel, but that there is more community awareness. Nor is the SPCA alone: dozens of other charities have come onto the scene. The Agri-Food and Veterinary Authority (AVA) and even the National Parks Board are involved with animals.

“You have to work with other organisations.

You can’t not. You need different groups to focus on different things. It shows society is evolving.”

Inevitably there will be debate even between people who want the same thing – an end to animal cruelty – though they may disagree on the best way to achieve that. The SPCA would like to see, for example, the rules changed by the AVA to allow people to keep cats in HDB flats.

But the AVA has yet to be persuaded.

Another bone of contention is how to control stray cats. “I think sterilisation of strays would help, if the government would support us. But they stopped sterilisation during SARS in 2003. They said it wasn’t working,” she says simply.

“ Inevitably there will be debate even between people who want the same thing – an end to animal cruelty – though they may disagree on the best way to achieve that.”

But she sees evidence that it was.

Several groups and individuals sterilise cats, and Moss thinks the evidence is starting to show. The SPCA used to get around 500 cats a month; the average is now 300. Moss says that if the downward trend continues, the evidence does point in favour of sterilisation. “Sterilisation prevents breeding, it arrests the population. Culling doesn’t.”

Between the regular cases of animal neglect and torture, the tensions with the authorities and the daily heartache of putting down healthy animals, it is an intense life. One challenge is to step back

from it at the end of the day. However difficult it is, it must be done. “When I go home, I need to switch off, watch TV, see friends, listen to music. I don’t read books, but I have to read the newspapers every day to see what is happening. That’s not to say that I don’t have a life outside SPCA, because I do and there needs to be balance.”

Even so, she is on call 24/7, as long as she is in Singapore. Whenever a pressgrabbing cruelty case comes to light, Moss will be there to help and deal with the publicity. “Some would say I would have to be obsessive to do what I do,” says Moss.

“Sometimes there is no switching off.

Sometimes I am so hyper, I wake up at 4am if there are exciting things going on. But I would say that SPCA is my main purpose in life, there is no doubt about that.”

Looking to the future, she would like the society to be more than a last resort.

She would like it to provide expertise in animal behaviour, to empower people to care for their animals better. “We have canine behaviour counsellors and trainers who are volunteering their services, which is great,” she says. “I think this is the way of the future where people can ring us for one-stop advice, like how do I take care of this newborn kitten?”

On cue, the black kitten on the desk mews. Once again, we are back to the reality of the hundreds of animals that arrive on SPCA’s doorstep every day. Some sobering statistics: it took in 9,328 unwanted animals in the 12 months ending June 2008, including 1,257 small animals such as rabbits, hamsters and guinea pigs. That’s around 25 animals each day, most of whom will be put down.

Yet some will be rescued or find a new home, and these “Happy Endings” as they are called on the society’s website, help make each day worth getting out of bed for.

“I always tell volunteers that you never know where the SPCA will take you,” Moss says. “I volunteered and I found my vocation. You’ve taken your first step and it’s what you make of it.” ✩

Sep-Dec 2008 S A LT •

17

SCENE&SEEN Stanley Tan, Dr Vivian Balakrishnan, Eric Teng

The National Volunteerism & Philanthropy Awards 2008 Recognising Excellence in Volunteerism and Philanthropy

Tan Chee Koon, Morene Sim, Dr Tan Bee Wan

The National Volunteerism & Philanthropy Awards, now into its fifth year, honoured four outstanding recipients who have set excellence benchmarks in volunteerism and philanthropy.

Dr Vivian Balakrishnan, Minister for Community Development, Youth and Sports presented the awards to the winners at a gala dinner on 13 November at Meritus Mandarin Singapore. Some 300 guests comprising decision-makers from the people, private and public sector were also there to celebrate the spirit of giving!

The Awards were presented to the following winners: 1. New Non-profit Initiative Award Wheels of Hope Project – Kampung Senang Charity and Education Foundation 2a. Non-profit Organisation Award for Volunteer Management Samaritans of Singapore (SOS) 2b. Outstanding Non-profit Organisation Award YMCA of Singapore 3. Corporate Citizen Award for Volunteerism Merrill Lynch (Singapore) Pte Ltd

David Chong, Dr Seet Ai Mee, Jeffrey Chan, Lee Keen Whye

Camy Chua, Lee Han Yang, Jayneel Patel

18

• S A LT Sep-Dec 2008

Stanley Tan, Dr Vivian Balakrishnan, Martina Wong

Stanley Tan, Dr Vivian Balakrishnan, Eugene Tan

Willie Cheng, Ong Boon Hwee, Alan Chan, Joy Balakrishnan

Ang Bee Lian, Martina Wong, Gerard Ee

For the first time at this year’s Awards, the winners delivered an acceptance speech, and inspired everyone with their sharing of their work. In his welcoming note, NVPC Chairman Mr Stanley Tan noted that the evening’s celebration were in recognition of these extraordinary organisations and individuals. He also urged non-profit organisations and grantmakers to brace themselves for the economic crisis and to take the opportunity to become more strategic and effective. “This may mean taking a hard look at what we are good at doing, and distributing our resources towards those more effective programmes,” he said.

Winners received a specially designed trophy by Royal Selangor.

The evening closed on a pleasant note when Minister applauded the winners and their contributions. Dr Balakrishnan also encouraged more volunteers to help spread the spirit of giving in Singapore.

Harvard Singapore Foundation is a partner for this year's awards.

Vernetta Lopez

Stanley Tan, Dr Vivian Balakrishnan, Robert Lim

Niam Chiang Meng, Stanley Tan, Yu-Foo Yee Shoon, Laurence Lien, Quek Bin Hwee, Ngiam Shih Chun

Deirdre Moss, Dr Tan Chi Chiu

Sep-Dec 2008 S A LT •

19

NEW NON-PROFIT INITIATIVE AWARD

—✮— t all began when a group of Kampung Senang volunteers out looking for recyclable items noticed discarded wheelchairs and mobility items. At the same time, they knew of needy individuals whose mobility had been limited to various degrees by illness or accidents.

In 2006, out of this casual observation was birthed the Wheels of Hope project, an informal collaboration between community volunteer groups Kampung Senang and Mobility Aids Repair & Services Centre. Volunteers collect, repair, re-use and recycle mobility aids equipment such as wheelchairs and crutches. These, in turn, are redistributed and loaned free of charge to physicallydisabled, needy individuals and voluntary welfare organisations.

At Kampung Senang’s Mobility Aids Services & Training Centre, free training for the disabled, their caregivers and volunteers on wheelchair repairing and handling is also conducted as a value-added service.

Through the project, the elderly, the needy, the young with physical disability and people suffering from chronic illnesses such as cancer, stroke, and cerebral palsy are given “new legs” to move around via wheelchairs, walking frames, commode chairs and other mobility aids equipment.

These mobile boons have helped about 1,000 beneficiaries to gain independence and live their lives to the fullest extent possible. Take, for instance, young Benny Pang who has cerebral palsy. His specially customised wheelchair has enabled him to sit in an upright position, which in turns improves his breathing and respiration.

In gratitude of the donation, the boy spent half a month making a painting for Kampung Senang.

The project also supports humanitarian and community projects in other areas of Singapore and disaster-hit neighbouring countries. According to Kampung Senang co-founder Joyce Lye, some mobility aids equipment have been loaned to voluntary welfare organisations such as Sunlove Home and Society for the Physically Disabled while overseas projects include

I

20

• S A LT Sep-Dec 2008

WHEELS OF HOPE PROJECT Kampung Senang Charity and Education Foundation —✮— For the ingenious idea of giving discarded mobility items a new lease of life and pair them with needy folk, Kampung Senang is justly recognised.

Learning the art of balancing.

THE ELDERLY, THE NEEDY, THE YOUNG WITH PHYSICAL DISABILITY AND PEOPLE SUFFERING FROM CHRONIC ILLNESSES SUCH AS CANCER, STROKE, AND CEREBRAL PALSY ARE GIVEN “NEW LEGS” TO MOVE AROUND. wheelchair repair training for maintenance and medical staff at Banda Aceh.

The Wheels of Hope project is a multipronged one. In line with various Kampung Senang objectives, it takes a proactive stance towards reducing landfill waste (witness its ‘Care for Environment, Care for People’ mission statement) and promoting volunteerism among the young (as part of the Community Recycling Services programme).

These efforts have been recognised by the New Non-profit Initiative Award which acknowledges outstanding new volunteer and/or philanthropic programmes and projects.

Lye says that all at the organisation are “greatly inspired and encouraged that our efforts to reduce landfill wastes through recycling and to care for our multi-cultural society have been acknowledged.”

Awards panel member and Lien Centre for Social Innovation’s board member Tan Chi Chiu calls Kampung Senang’s achievement “a ground-up project that astutely identified a niche service within the community, and addressed mobility needs of the handicapped and the elderly. It quickly engaged a wide spectrum of the supporting community including residents, students and corporations, got volunteers involved and in a short space of time, reached out to and benefited a large number of recipients.

It also developed an international outlook and provided valuable services to other communities in South East Asia.”

Tan adds there are several lessons other VWOs can learn from Kampung Senang in terms of a pioneering spirit, and the ability to recognise a niche and fill it. For one, Kampung Senang did not allow the limitation of funding deter them from having a big vision. The combination of unwavering vision, incisive focus and determination were what brought volunteers and donors to the door.

As a result, Kampung Senang's beneficiaries have gained much. Says Tan, “The mobility-challenged community in Singapore has a new champion in Kampung Senang, one that has the ability to provide essential mobility assistance devices to the needy through the clever harvesting and refurbishment of used or damaged and discarded devices which would otherwise have become waste.

“Their mission not only provides an essential service, but also helps to highlight the needs of their constituency to the wider community, thus stimulating and inspiring further civic efforts amongst society to address these needs.” ✩

NON-PROFIT ORGANISATION AWARD FOR VOLUNTEER MANAGEMENT

—✰— hrough sleepless nights on both sides of the phone, volunteer Samaritans reach out to restless callers 24/7.

It is a feat managed only through the organisation’s deft training and rostering of volunteers. That and staying true to its mission of being a listening ear for people in crisis.

In Singapore, Samaritans of Singapore (or its better known moniker, SOS) was established by the Churches’ Counselling Centre under the SOS’s founding director of SOS, Rev (Dr) Gunnar J Teilmann Jr. Officially, the emergency telephone service began on 1 December 1969 in an office in the YWCA Centre on Outram Road.

As it grew, it also gradually became nonsectarian and non-religious. It moved to a new office on New Bridge Road in 1976; and again to Outram Park in 1989 before settling into its current Cantonment Close address in 2001.

A board of directors and permanent staff of 15 take care of the corps of 230plus volunteers. It is a logistical feat to continually recruit and train volunteers who undergo pre-service weekly training for a year, before committing to a minimum two-year tenure which includes overnight duty and emergency standby. On top of that, all volunteers work anonymously, receiving little in the way of public acknowledgement or compensation.

“The satisfaction is intrinsic,” reflects SOS’s deputy director, Tan-Lee Yoke Yin. Samaritans, or Sams, acquire a sense of well-being from helping fellow human beings. They also benefit from one-on-one supervision and comprehensive training while acquiring opportunities for selfgrowth and learning in an environment stocked with like-minded people and strong friendships.

Each decade’s milestones stand as proof of SOS’s evolving outreach.

“In the 1970s,” says Tan-Lee, “there was a focus on just the phone services, which then became more established, enabling the 1980s to be a period of community outreach, including involvement and projects for adolescents, and

T

SAMARITANS OF SINGAPORE (SOS) —✰—

For nearly four decades, the Samaritans of Singapore have been providing hope on the helpline. JUNE LEE calls in for an inspirational chat.

President S R Nathan and Chairman Anthony Yeo at the opening of SOS current premise.

SAMS BENEFIT FROM ONE-ON-ONE SUPERVISION AND COMPREHENSIVE TRAINING WHILE ACQUIRING OPPORTUNITIES FOR SELFGROWTH AND LEARNING IN AN ENVIRONMENT STOCKED WITH LIKEMINDED PEOPLE AND STRONG FRIENDSHIPS. training. In the 1990s, members were instrumental in establishing Suicide Awareness Week, while 1997 marked the first time the ‘suicide’ question was posed on the phone.”

More recently, in 2003, Healing Bridge was established as a support group for suicide survivors. That same year, the Email Befriending service was introduced

as an alternative form of communication for people who may feel more comfortable expressing themselves in writing – SOS received 765 emails in the last review period. Nearly half expressed suicidal ideation. Meanwhile LOSS (Local Outreach to Suicide Survivors) was launched in 2006 to provide support for family and friends traumatised by the suicide of loved ones.

There is, of course, no easy gauge to measure the impact of these services, but if suicide rates decline, SOS “would love to take some of the credit for that,” says Tan-Lee, adding, “On the other hand, it doesn’t mean we’re doing less if suicide rates go up, or if less calls for help are received. It just means we need to concentrate even harder on identifying those who need the help most.”

And now, as SOS nears its 40th year of operations, it looks forward to new challenges and opportunities, not least among them, the continuity of volunteer attachment. Says Tan-Lee, “As the SOS criteria to commit remain stringent, we will find ourselves competing harder for the same resources from other similar agencies.” Part of the strategy includes recruitment publicity in supportive media such as I-S Magazine, MediaCorp Radio and The Straits Times.

The organisation is also reaching out to the newer generation, looking for more Friends of Samaritans to help publicise its services as well as make annual contributions. And of course, it is also busy preparing for its fourth decade next year.

The consensus is that 2009 promises to bring greater attention, and hopefully, deeper support, to the humble helpline.

“SOS volunteers are the unsung heroes who dedicate many years to providing service to people in trouble,” declares Lim Joo Boon, chairman of the Non-profit Organisation Award panel of judges. “Though volunteers undergo a tremendous amount of sacrifice to man the phones 24 hours a day, there is high retention and very low absenteeism, which is evidence of an organisation that trains and motivates volunteers well.” ✩

Sep-Dec 2008 S A LT •

21

OUTSTANDING NON-PROFIT ORGANISATION AWARD

—✫— t’s a Christian voluntary welfare organisation, it’s a hostel, it’s also an orchid.

It’s all of these, and so much more, and the YMCA of Singapore has a 106-year-old history to prove it.

The Young Men’s Christian Association was established in London in 1844. In 1902, R D Pringle was appointed by the English National Council to inaugurate the YMCA in Singapore where it was first housed in Armenian Street before it moved into its present premises at 1 Orchard Road in 1911.

A formidable non-profit organisation in the social service sector, YMCA has grown from strength to strength in its fundraising practices and volunteer management.

In 2007, it achieved two honours: the NVPC Non-profit Organisation Award for Philanthropy Management and the unveiling of the Dendrobium YMCA, a new orchid hybrid that commemorated 105 years of community service. That same year, 2,300 participants including volunteers from 105 corporations and beneficiaries from 40 voluntary welfare organisations gathered at the YMCA-Central Singapore Proms @ the Park, garnering an entry in the Singapore Book of Records for the “picnic with the most number of beneficiaries from VWOs.” To say the least, the YMCA’s impact on youths has been far-reaching. Lin Yi Han, a YMCA volunteer and president of Uni Y @ SMU says that volunteering with YMCA is multifaceted. “Bringing cheer to the less fortunate always puts my personal life in perspective: about what really matters in life, and how I am able to make a big difference by sacrificing just a little of my personal time to touch the lives of the less privileged.”

Yet, for ambitious students, YMCA also fulfills another goal. As Lin explains, “YMCA stands out for its many structured volunteering platforms and for the fact that it seeks to develop volunteers into leaders through workshops and classes.” Indeed, in 2007, YMCA introduced the YMCA-Lim Kim San Volunteers Programme to promote and raise volunteerism standards as well as develop volunteer capabilities that better serve and understand beneficiaries.

I

22

• S A LT Sep-Dec 2008

YMCA OF SINGAPORE —✫—

YMCA encapsulates a lot in just four letters but as JUNE LEE discovers, the organisation serves as a channel of blessing in Singapore.

YMCA volunteers helping a beneficiary to clear an obstacle during the bi-annual Y Camp Challenge.

“BRINGING CHEER TO THE LESS FORTUNATE ALWAYS PUTS MY PERSONAL LIFE IN PERSPECTIVE: ABOUT WHAT REALLY MATTERS IN LIFE, AND HOW I AM ABLE TO MAKE A BIG DIFFERENCE...”

—YMCA Volunteer—

Eric Teng, the president of YMCA of Singapore anticipates a future that is both robust yet challenging. He says, “In addition to doing good well, non-profit organisations are also expected to meet high donor and public expectations of accountability and transparency. Singaporeans may also appear to be giving less in the face of an uncertain economy and

the rising inflation.”

YMCA, however, has approached fundraising through unique means.

The first is through funds generated from social enterprises such as the YMCA International House, YMCA School and YMCA Child Development and Student Care centres. The second encourages corporate sponsors to contribute directly to programmes through financial support and manpower. And when current programmes are sustained, YMCA is able to free up surpluses to ensure the continual development of new programmes.

The YMCA-Tan Chin Tuan Community Service Programmes, for instance, aim to enrich the lives of the less privileged – such as intellectually, mentally and physically challenged, out-of-school youth, youth-at-risk, abused and underprivileged children, the elderly and the poor – mainly through structured and sustained, volunteer-driven and staff facilitated programmes. In 2007, about 4,000 volunteers were involved in activities such as busking during the YMCA Flag Day, bringing homemade goodies to the less privileged during festive seasons through the YMCA Festival of Love, and organising adventure camps such as the biannual Y Camp Challenge.

Lim Joo Boon, chairman of the Nonprofit Organisation Award panel of judges, praises YMCA for being an enabler, noting that when YMCA won the Non-profit Organisation Award for Philanthropy Management the previous year, the judges described the organisation as having created a ‘multiplier’ effect. “First, they mobilise their own volunteers, then match those people to VWOs who need the help.

In fact, some of those volunteers stay on with the VWOs over a long period.”

Says Teng,“This award is a tremendous testimony and endorsement of our mission and works towards serving the community. I am especially pleased with our initiatives in galvanising dedicated volunteers towards a greater spirit of community service”. ✩

CORPORATE CITIZEN AWARD FOR VOLUNTEERISM

—✪— he “Merrill Lynch – Beyond Reading...

Be An ACE” (MBrace) Programme, a weekly two-hour reading programme that aims to inculcate the habit of reading among children. An Employee Payroll and Outright Donations Programme. Fundraising activities such as ten-pin bowling tournaments. The sponsorship of special needs classrooms, a toys and books library and a senior citizens activity centre.

These are just some examples of initiatives and activities that have raised thousands of dollars and put happy smiles on the faces of child and adult beneficiaries of the four adopted charities of financial management and advisory company Merrill Lynch (Singapore) – the Asian Women’s Welfare Association, Beyond Social Services, Children’s Cancer Foundation and Dover Park Hospice.

The activities and initiatives have been facilitated by the clever incorporation of sports, fun and family elements into charity events and activities that reach out to both young and old. Says CEO Martina Wong, “Through this wide range of ongoing and ad-hoc volunteering opportunities, we are able to draw on the different talents and interests of our employees, ensuring that we have a steady stream of ongoing and ad-hoc events.

“They are also excellent opportunities for employees to interact and network across departments. Employees who generally may not chair a meeting or run a project would be given the mandate and opportunity to do so when they are appointed or volunteered to organise these events. Their enthusiasm is fuelled by senior management mandate and their active participation.

“Employees are happy and proud to work for a firm that is willing to devote time and resources to promote employee volunteerism, so that together with the corporate sponsorship and their giving of time and money, we reach out to the local communities in a very meaningful way to make a difference.”

Since 1973, Merrill Lynch (Singapore) has been active in its corporate community

T

MERRILL LYNCH (SINGAPORE) PTE LTD —✪—

Merrill Lynch (Singapore) is recognised for its efforts in promoting volunteerism in the workplace and for its unwavering dedication towards responsible citizenship.

By MICHELLE BONG.

More than 60 colleagues spent the early morning at the AWWA headquarters in Lorong Napiri helping to prepare local favourites such as kachang puteh, nasi lemak, fried bee hoon, candy floss and popcorn.

Merrill Lynch volunteers celebrated success with 34 BSS children who have been participating for the inaugural year in MBrace.

THE ACTIVITIES AND INITIATIVES HAVE BEEN FACILITATED BY THE CLEVER INCORPORATION OF SPORTS, FUN AND FAMILY ELEMENTS INTO CHARITY EVENTS AND ACTIVITIES THAT REACH OUT TO BOTH YOUNG AND OLD. involvement programme but it wasn’t till the late 90s that its efforts were formalised by an employee charity advisory group.

The Merrill Lynch Philanthropy Committee actively seeks out charities to partner and subsequently contribute towards

the community.

Driven by its mission statement of doing business based on five specific principles – Client Focus, Respect for the Individual, Teamwork, Integrity and Responsible Citizenship – Merrill Lynch especially views the last principle as imperative. After all, philanthropy and giving back to the communities is an integral part of the global MNC’s work culture.

Wong says that one of the most rewarding parts of her job “has been to work with colleagues to determine how to apply responsible citizenship in a meaningful way here. By meaningful, I mean doing more than just cutting a cheque to sponsorship request. We are fortunate to have a good mix of planners, talkers, workers and marketers.”

NVPC’s Corporate Citizen Award for Volunteerism recognises organisations that have demonstrated active corporate citizenship through volunteerism.

The conferment of the award on Merrill Lynch is a well-deserved nod towards the company’s sustained efforts over the years.

Chairman of Corporate Citizen Award panel of judges and Singapore International Chamber of Commerce chief executive Phillip Overmeyer says the panel “was particularly impressed with the strong support and involvement of the firm’s CEO and other top executives. Corporate operations of the programme strongly link and reinforce employee participation in fundraising and activities that support the firm’s adopted charities. This focus has produced very high levels of employee involvement in the firm’s charitable activities.

The strong and visible role of senior management, both leading and participating in charity activities, projects a clear signal to all employees that responsible citizenship is a strong component of the firm’s strategy and commitments.

Merrill Lynch also actively seeks out charities that are innovative, tap a global cause, and provide opportunities for employees to participate in a wide range of programmes that will make a real difference to society.” ✩

Sep-Dec 2008 S A LT •

23

Doing Good Well: What Does (and Does Not) Make Sense in the Nonprofit World In his new book, Willie Cheng offers a fresh, engaging perspective on the non-profit world. Suzanne Lim flips the pages of this weighty tome.

• S A LT Sep-Dec 2008

L

T

T I P S By learning some basic principles, you can ensure your cause will always attract support.

Even when times are tough.

Trust: Who are these people who are asking for my money?

M

24

A

Disasters, or one-off local events, still prompt great generosity from the public. But it’s becoming harder to get support for less high profile causes, especially in times of economic downturn.

The question is, how do we whip up support for our causes when potential donors are more concerned about their own financial problems?

There are a number of key donor questions that NPOs need to address effectively:

BOOK REVIEW BY Suzanne Lim

any in the local non-profit scene have lamented about the lack of published resources dealing with the conceptual and strategic issues that plague the non-profit world.

Certainly, none has dealt specifically with the non-profit scene here in Singapore –until now.

Those who know Willie Cheng, the former NVPC chairman, well will be thrilled to find that Doing Good Well: What Does (and Does Not) Make Sense in the Nonprofit World is 20 chapters of characteristically provocative insights on the non-profit world, warts and all, peppered with personal anecdotes and Cheng’s trademark quirky sense of humour.

Well-versed in the ways of the corporate world thanks to his 26 years at Andersen Consulting and then Accenture, Cheng makes the trenchant point that applying pure corporate principles to the non-profit world is a recipe for certain (if not ultimate) disaster.

The first half of the book discusses and analyses this position in detail, with Cheng often offering radical views.

In chapter 5, Endgame: Extinction, for instance, he argues that contrary to the conventional definition of success (which is growth and more growth), the real definition of success for a non-profit should be its demise.

Throughout, Cheng prods and forces uncomfortable questions. How charitable are we really? And for those of us who fall

S

Transparency: Where is my money going?

Clutter: There are so many seemingly worthwhile causes. How do I choose which to support?

Solutions: Will my money achieve something, or am I pouring money down a black hole?

Research also shows that successful charities are characterised by: Staying in touch: Successful NPOs work hard to maintain links with the people they have helped, their families and friends, and other people who have an emotional attachment to the cause.

into the category of society’s elite, are we really pulling our weight on the charity front? Corporations are not spared either as he questions the rationale behind businesses engaging in corporate social responsibility, offering his own insight as to what the positioning of good corporate social responsibility really ought to be.

For many in the sector, chapter 19, NKF: The Saga and Its Paradigms, is the first time Cheng has examined the scandal and its fallout in any great depth. Throughout the chapter, Cheng thoughtfully applies the various paradigms covered in the earlier chapters to NKF, making this case study a riveting read.

That the book manages to fill a much needed gap in the non-profit literary scene while being, at the same time, an intelligent, analytical and thoroughly engrossing read makes it a worthy addition to the library of anyone interested in the non-profit world. ✩

Encourage sharing in your success: Successful causes talk about their successes – the people they have helped, the progress made, the difference being made to people’s lives.

Focus on small steps: People know that complex problems take time, wisdom and patience to solve.

Sometimes, they doubt whether their small contribution can make a difference. So, request support for achievable, easily imaginable steps – eg we want to buy 1,000 wheelchairs.

Try not to panic people: You may need $250,000 urgently, but saying so can make the problem seem large and intractable and make potential donors question whether their small contribution will make any difference.

Make your message and call to action stand out as much as possible: People have limited time and attention spans. They’re exposed to thousands of marketing messages every day.

Successful campaigns quickly and succinctly state their objectives. ✩ Guy Hearn is Director of Client Service & Insight at TNS Singapore and Hong Kong.

1.

AD

2.

3.

an energy company that invests in students today helps power ideas for tomorrow.

ExxonMobil is proud to sponsor the Nature Explorers’ Programme.

We believe that our students are our most promising natural resource and the key to the future. Our goal is to give them the fuel they need to become tomorrow’s leaders. exxonmobil.com

EXXONMOBIL