salt_2009_05_06 by SALT NVPC

No. 29 May-Jun 2009

For Volunteers, Donors and Non-profits

Location, Location, Location Better and stronger under one roof

Not So Lonely at the Top Mentoring non-profit leaders

Battle Lines Jennifer Yeo and Viva fight the â&#x20AC;&#x153;big Câ&#x20AC;? for children

The Career Volunteer Sandra Berrick on not burning out

Charity Governance Mark Yuen Teen charts the long road trip

Peace of Mind The quiet Achievers at the Institute of Mental Health

Singapore Airlines Volunteers even other airlines talk about?

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No. 29 2009 May-Jun

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SALT No. 29 May-Jun 2009

ON THE COVER O To few non-profit leaders. Not the “right” kind. What’s Too new? ne Some think the Charity Code of Governance and public expectations are asking too much, too fast from p charities and non-profits here. What’s the sector doing c to t boost leadership skills? Page 8

DEPARTMENTS 2

LETTER FROM SALT

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

SALT TIPS

VOLUNTEER PROFILE The Achievers volunteers at the Institute of Mental Health even have their own Facebook group.

NOT SO LONELY AT THE TOP

PEOPLE SECTOR PEOPLE Sandra Berrick has been a volunteer with the Asian Women’s Welfare Association for 28 years. She shows no signs of burnout in an extraordinary career of care and action.

WALK THE TALK Volunteers even other airlines talk about? Spotlight on the community service clubs in the Singapore Airlines Group.

NEW SALT The Project Assistive Technology for All (PATA) group designs, engineers and tools products to help the disabled.

SALT SHAKERS AND MOVERS

The Charity Governance Report is out. It reveals good progress and “work in progress”. Mak Yuen Teen analyses key areas for renewed focus.

The Science of War

Childhood cancer need not be a death sentence. Jennifer Yeo of the Viva Foundation for Children with Cancer plots battle plans against the “big C” on behalf of children.

SALT & PEPPER

SALT KIT Now that the top of the wealth pyramid market is shrinking, the world’s four billion poor becomes an important customer base.

LOCATION LOCATION LOCATION

Choice commercial Real Estate now includes a new breed of tenants – voluntary welfare organisations. Under the Community/Sports Facilities Scheme, these non-profits are increasingly in well located mall complexes, a win-win for all.

12 May-Jun 2009 S A LT •

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

EDITOR Monica Gwee

CONTRIBUTORS Adeline Ang Michelle Bong Angele Lee Suzanne Lim Wong Sher Maine

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

ust as we thought the economy was starting to improve, the swine flu hit us. And just as we thought the primary pressing issue in the non-profit sector was fundraising in bad times, we had the AWARE saga. We will explore civil society in greater depth in the next issue of SALT. But I just wanted to try and draw some preliminary lessons from AWARE with some quick remarks on how exercising real leadership can be so difficult. Whatever one’s views are on AWARE’s programmes – and my friends would tell you that I am a social conservative – one should readily agree that how the “new guard” took control of AWARE’s Exco did not amount to good leadership. As Dr Dean Williams explains, real leadership1 is a process of mobilising people to confront and deal with problematic realities for the purpose of improving the human condition and making progress. Leadership is an activity, not a position, and it requires engaging different factions, understanding their values, and letting those values rub up against one another. The “new guard” didn’t do this. Just as the “old guard” itself was not alert to weakening leadership in AWARE, the “new Exco” was preoccupied with dominance and winning formal authority. Using dominance to demand compliance in a pluralistic society is a recipe for failure. Confusing leadership with authority is also a common leadership break point2. Authority is conferred power to perform a service. So, while authority can be given, it can also be easily taken away – especially, when the constituents don’t agree with your directions or when you don’t live up to your promise. It’s a non-starter if you don’t appear to know what to do with the authority or even communicate what the promise is. Unfortunately, the nonprofit sector often faces leadership challenges. Our Lead feature for this issue highlights leadership development. Nonprofit leaders face a distinct set of leadership challenges. NVPC, with institutions such as the Social Service Training Institute and the Lien Centre for Social Innovation, are investing heavily in leadership programmes. For more on charity governance, Mak Yuen Teen from the Charity Council, comments on capacity building as an ongoing process (page 17). There is much going on in the sector, we hope you remain actively engaged.

To advertise, please call Cynthia Tay at tel: 6292 4456 Email: cynthia@epigram.com.sg

Laurence Lien Chief Executive Officer National Volunteer & Philanthropy Centre

• S A LT May-Jun 2009

Dr Dean Williams, Professor of Leadership, Harvard Kennedy School, in “Real Leadership” (San Francisco: Berrett-Koehler Publishers, 2005) and in discussions at the NVPC-initiated Social Leadership Programme.

Leadership vs authority discussion in “Leadership without Easy Answers” (The Belknap Press of Harvard University Press, 1994) by Ronald A Heifetz.

N E W S B

A WRAP-UP OF HAPPENINGS AROUND SINGAPORE

Global Exchange at St Jude-Viva Forum A

bout 250 participants gathered in Singapore for the 2nd St JudeViva Forum at the Shangri-La Hotel from 5-7 March. The forum was organised by the Viva Foundation for Children with Cancer in partnership with the renowned St Jude Children’s Research Hospital in Memphis, USA. Now an annual draw on the global medical conference calendar, the St JudeViva Forum has become a platform for cutting edge, multidisciplinary exchanges among medical leaders in children’s cancer treatment and research. This year’s theme was Hematological Malignancies in Children and examined Biology and Treatment Results from the world’s co-operative cancer groups. Seventeen world leaders from the world’s major cancer co-operative groups were invited to speak on Acute Lymphoblastic Leukemia and Stem Cell Transplant. As part of the Forum’s programme, the visiting experts toured the new VivaUniversity Children’s Cancer Centre at the

Singaporeans know a good deal when they see one – and when it also involves shopping…

25-HOUR WATCH FOR THE SALVATION ARMY

World Speakers (L) Dr Sima Jeha, St Jude Hospital, USA; Dr James Nachman, Chicago. (R) Dr Arend van Stackelberg, Berlin.

National University Hospital. Oncologists from around the world were highly impressed with the cutting-edge facilities, with some advanced infrastructure features unique to the Singapore facility. Health Minister Mr Khaw Boon Wan attended as Guest-of-Honour. The Forum emphasised the critical need for doctors around the world to network so the latest findings and treatment protocols could be shared for the benefit of treating children everywhere. (See Shakers & Movers page 18).

From left: Viva Chair Mrs Theresa Foo; Health Minister Mr Khaw Boon Wan; Dr ChingHon Pui, Chair, Dept of Oncology, St Jude USA; and Mr Goh Hup Jin, Goh Foundation.

he 25 Hours watch company offered rebates up to $60 off the price of a new watch from its Contemporary collection for any watch traded in – new, old, child or adult, of any brand and condition. The traded in models are then re-conditioned or repaired to working order by the 25 Hours ExtraCARE team of watch specialists before they are donated to The Salvation Army. This is the 11th year of the watch company’s popular Annual Charity Trade-In. Some people even brought in bags full of watches to 25 Hours retail outlets. “We hope to use our watch expertise and business operations to do our part for the community,” said Ms Elaine Yue, General Manager of 25 Hours. The company was established in Singapore in 1995 by Mr Andy Toh and its watches are sold in over 20 countries. She noted that the number of watches traded in for the campaign has been rising over the years and many customers bring in their unwanted watches even after the campaign. This year’s programme began on 16 February and ended 29 March at all 25 Hours Watch Galleries. Over 500 well conditioned watches are expected to be donated to The Salvation Army.

Prof John Wong, Dean, Yong Loo Lin School of Medicine, National University of Singapore and Ms Kay Kuok, Director, Viva Foundation.

May-Jun 2009 S A LT •

Gorgeous Green Gala! H

ere are some practical and effective ways of going green. en. ion One: Sponsor a teacher. Two: Enjoy a Green Generation Concert at the Botanic Gardens. Acclaimed scientist, author, and United Nation’s Messenger er of Peace, Dr Jane Goodall is the Guest of Honour at three major or events for the Jane Goodall Institute Singapore (JGIS) in June. Dr Goodall will also be the keynote speaker for the Gorgeous Green Gala on 6 June at the American Club. The dress code at the gourmet vegetarian dinner is “gorgeously green or formal”. Supporters are invited to sponsor a teacher to attend the Gala at $250 a seat, providing the guest teacher with an oppor-tunity to meet Dr Goodall and to highlight the hard work and dedication of special teachers. Those who do not have specific teachers in mind may consult a sponsorship list. Teachers will Green Generation be invited in the donor’s name. More information is available att Concert at the gala@janegoodall.org.sg or by calling 6466-3328. Botanic Gardens. The Green Generation Concert at the Botanic Gardens is an evening of dance, song and message that celebrates the theme of conservation with Dr Goodall. Admission is free.

Date: 5 June Time: 6.30pm Venue: The Botanic Gardens JGIS was established here in 2007. The Singapore office focuses on empowering local students through its Roots & Shoots programme, raising awareness about wildlife, environment, and community issues, and encouraging research on primates. JGIS has expanded local Roots & Shoots involvement to now include over 450 active student participants in schools throughout Singapore. Upcoming initiatives include, EYE on Asia Youth Summit, Wildlife Stampede at the Botanic Gardens, empowerment workshops for Roots & Shoots students, small grants for primate research, public talks on wildlife and primates, and the annual Gorgeous Green Gala.

SCHOOL BREAKFAST WITH FAIRPRICE

he Loving Hearts Multi-Service Centre’s Pupil Breakfast Scheme ensures 595 students from 17 schools start the school day with breakfast. The full start was given an additional helping when supermarket chain NTUC FairPrice contributed $100,000 towards Loving Hearts to benefit needy students in the Jurong area.

The occasion was the opening of the chain’s first 24-hour hypermarket – FairPrice Xtra – at Jurong Point on 16 March. The cash gift was from the NTUC FairPrice Foundation. Since its launch in March last year, the Foundation has contributed $7.2 million to the community. This year, it has raised its aid commitment by at least another 20 per cent to help the community at large.

QUALITY, NOT AGE

ingapore’s only organisation of senior volunteers has re-launched itself. Formerly known as the Retired & Senior Se Volunteer Programme, Singapore, the non-profit non is now RSVP Singapore –The Organisation of Senior Volunteers. The re-branding emphasises the group’s focus on senior volunteerism. Officially launched on 2 March at its O Junction 8 Shopping Centre premises Ju at Bishan Place, the group says it has evolved into “a more vibrant and dynamic ev voluntary organisation” offering seniors vol opportunities serve the community with opp their varied talents and experience. RSVP Singapore has been offering R senior senio volunteers enriching, enjoyable and meaningful volunteer opportunities for meani over 10 years. Besides the name change, the re-branding exercise involves a clearer re-b definition definitio of the non-profit’s core values and the attributes of its members as leaders. Its major programmes are Mentoring, Cyberguide, Mentally Disadvantaged Outreach, Changi Senior Ambassador and Public Education on Active Ageing. Some new initiatives include the SeniorsExpress Programme, planned to help seniors age actively in the areas of healthy lifestyle activities, physical activities, social activities and intellectually stimulating activities. About 100 members, partners in service and donors attended the launch. Mr Lim Boon Heng, Minister in the Prime Minister’s Office, was the Guest of Honour.

RSVP Volunteers entertain at the re-branding Event. (From left: Patrick Ng, Steven Foo, Ruby Ng, Serene Mah and Ronald Lim).

ONE KIND OF BIRTHDAY! www.thekindexchange.com

Managing Director of NTUC FairPrice, Mr Seah Kian Peng & Chief Executive Officer of NTUC FairPrice, Mr Tan Kian Chew offer breakfast to a student from the Pupil Breakfast Scheme.

• S A LT May-Jun 2009

ne year on from its launch, on-line volunteer group The Kind Exchange, celebrated its first birthday at Timbre@the Arts House on 24 March. The informal on-line exchange for professionals who volunteer for ad hoc projects, noted that compared to last year, it has more than doubled its number of “Kind Deeds” completed by members in less than three months. The birthday party drew a crowd of 120 volunteers and would-be volunteers. About 12 community groups and diverse non-profits were represented including New Hope Community Services, Bright Vision, Singapore Humanists, The Substation and Wings. The receptive crowd of professionals – short on time but long on a willingness to contribute with their work skills on short term projects – were introduced to ways and means to volunteer. To check out these opportunities, log on www.thekindexchange.com.

StarHub employees at their carnival for children at MINDS Towner Gardens School.

STARHUB CARNIVAL

ow, here’s a smart corporate move: StarHub’s Redemption for Charity Programme kicked off on 27 February, offering customers the option of redeeming a donation to charity with their StarHub Rewards Monthly Points. Customers earn one StarHub Rewards Monthly Point for every dollar spent on its services. Typically, the rewards are used to redeem vouchers, gifts and StarHub services. The welcome charity donation option was boosted by a $100,000 donation from StarHub to MINDS

Towner Gardens School for buying equipment, educational toys and aids, teaching materials, psychological test kits and physiotheraphy and other equipment for the school’s Sensory Integrated Room. The school, StarHub’s appointed charity for this programme, provides critical services and specialised education programmes for children aged four to 18 years with intellectual disabilities and/or autism. The telco’s staff volunteers launched the programme by organising a

carnival for the children, manning stalls and games booths. StarHub customers can redeem a $5 donation for every 250 points, The telco then makes a cash donation from the StarHub Sparks Fund, an ongoing fund established to provide direct benefits to the less privileged. “We are pleased to offer our valued customers an easy and affordable option to give to the less privileged in these challenging economic times,” said Mr Tan Tong Hai, StarHub’s Chief Operating Officer. StarHub’s Corporate Volunteerism Programme gives staff up to two days of paid leave each year for its organised community volunteer initiatives. Since its 2000 inception, the telco has donated more than $5 million to help the less fortunate.

Utt-erly for Animals M SPCA’s First Animal Welfare Symposium

TV Video Dee-Jay Utt, a selfconfessed animal lover, was a big hit with students at the Society for the Prevention of Cruelty to Animals’ (SPCA) first Animal Symposium on 7 March at the Singapore Management University. Targeted at students between 11 and 14 years, the symposium highlighted various local and international animal welfare issues. Utt led the students in reciting the Animal Pledge, spreading the message of kindness to animals. An Animal Welfare Project Fund was launched at the end of the meet. The project provides students with funds for “excellent ideas to improve the lives of animals”. Ten grants worth a total of $5,000 are up for grabs. Deutsche Bank donated $10,000 to organise the symposium. Volunteers from the university’s People for Animal Welfare and students from the Leadership Development Programme were also actively engaged in the event. Under discussion were issues

Popular celebrity MTV Dee Jay and TV personality, Utt, with students from the Singapore Chinese Girls School, lent his full support for the SPCA’s first Animal Symposium for students.

surrounding the animal welfare scene here and exposés on daily cruelty involved in product-testing, factory farming and animals used in entertainment. Students formed snaking queues behind microphones as questions came fast and furious. “The whole Symposium was a blast. I did not realise animals suffered so much,” said participant Sarah Tan from Beatty Secondary School.

T I P S

How to Keep Volunteers Keeping volunteers is a key concern for non-profits. With more volunteer opportunities available, the competition is keen for these valuable human resources. LAM MOY YIN, a volunteer management trainer, examines how to keep your volunteers. Understand what motivates volunteers Even at the screening process, find out why volunteers chose your organisation. There are many motivating factors: attaining achievement, creating affiliation, being in a position of influence, your organisation’s cause, and so on. Understanding the ‘driving force’ within the volunteer is important because this is their motivational paycheck (Steve McCurley and Rick Lynch, 1996) and the key to successful volunteer retention. If these motivational needs are not met, volunteers will simply leave. Conduct volunteer performance feedback Typically, volunteers receive no feedback during their stint. We tend to leave them on their own and find feedback time consuming. This is very demoralising and disturbing for volunteers as the message sent is: “We don’t care”. Performance feedback helps volunteers grow and connect to the organisation. Imagine how volunteers feel connected to the clients they serve but not with us – we can lose them easily without rapport and a strong relationship. Feedback sessions can be informal or formal. They should be conducted at least halfyearly for the first year. This provides volunteers a platform to express their concerns and needs so we can better involve them. It also allows us to gauge whether their needs have been met or changed over time. Design a volunteer growth path Volunteers don’t like to feel stuck. They are seeking self-fulfillment and personal growth while serving in your organisation. Map out a volunteer growth path and provide job expansion laterally or vertically and training. Volunteers will find it hard to leave an organisation dedicated to their growth and development. They will feel valued. ✩

May-Jun 2009 S A LT •

Quiet, High Achievers In 10 years of busting myths surrounding the care and treatment of the mentally ill, the steadfast Achievers volunteer group has seen its varied ranks grow from 30 to 500 remarkable people. They even have their own Facebook group. ANGELE LEE reports.

n 1999, the Institute of Mental Health (IMH) welcomed the public to its new premises at Buangkok View. The open door was to encourage a fresh public mindset to go with the friendly new environment. A booth was set up to recruit volunteers to strengthen ties between its long-term residents and the community at large. Ten years on, that initial recruitment of 30 volunteers has mushroomed to a register of 500. “We called ourselves Achievers, hoping that all volunteers can ‘achieve’ something for the patients at IMH,” explained Ms Apple Huang, a pioneer Achiever and now the group’s Volunteer Coordinator and Project Leader. “Before the volunteers came, patients just spent their days walking about the wards, doing simple exercises, eating, and sleeping. This routine was repeated 365 days a year with few outings,” Ms Huang said. “Now, they look forward to seeing and talking to new faces and learning new games. It really livens up their usual dull routine.”

“Patients remember my name even though they can’t remember theirs.” Residents also celebrate festival celebrations and occasional outings. There is even a horticulture therapy programme. The Achievers adopted three long-stay wards at IMH. These house patients who are either without relatives, receive no visitors or face little chance of leaving the hospital. Their ‘family’ is now the ward staff – and the Achievers. The fortnightly volunteer sessions see an average of nine regular and four new volunteers per ward. Bigger events attract

• S A LT May-Jun 2009

countering misconceptions about mental illness, and attracting more volunteers. As with most volunteer groups, attrition is a problem, adding to the apprehension most people have about interacting with the mentally ill. “The mentally ill are just The Achievers with Founder, Mr Lee ordinary people like you and me, more than 100 volun- Poh Leng (1st row, 3rd from right) and Mdm Chua Siew Hong from IMH sometimes you feel good and teers. The group is (1st row, 2nd from right). sometimes you don’t,” said a diverse lot – from Mdm Chua Siew Hong, Assistant Director young students to IT specialists, a of Nursing, who is also a Committee military cadet, a Dutch housewife and member of the Singapore Association Ms Huang – a working mother from for Mental Health (SAMH). “With care Hongkong. What binds them is a shared and support, the mentally ill can recover passion for helping the mentally ill and faster,” she stressed. they encourage and update each other Mdm Chua conducted the very first through their own Facebook group. orientation programme for the Achievers, Visits are always full of fun and laughter. Ms Huang knows how much the and is still active guiding them. She says society has matured and more people now Achievers’ work means to the residents. “Patients remember my name even though accept mental illness as a legitimate medical disorder. The national mental health they can’t remember theirs,” she said programme and positive media coverage quietly. Heartwarmingly, she tells how a have encouraged this mindset shift. resident whom the Achievers visited for “It is encouraging that more are four years, eventually recovered, and has attending talks on mental illness,” she said. since become an Achiever himself. And as a sign of growing tolerance in the In 2007, the group, together with community, she cites neighbourhood IMH, won both the Judges’ and Audience children using the playground and basketChoice at the National Volunteer & Philanball courts at the hospital, and the public thropy Centre’s Conference “Pitch” for a jogging around the facility’s serene grounds. social enterprise idea – the Barista Express The gardens, she believes, hold potential Cafe, which provides vocational training for more integrative activities. for the psychiatrically disabled. It earned “It upsets me that the majority of the them $50,000 which they promptly public don’t give our patients a second shared with the other two finalists. chance to prove themselves,” Ms Huang Funding remains a group issue. said. The group is now working towards a Subsidies by IMH for outings and better volunteer management system and celebrations are limited, so expenditure drawing more youths into their projects. for projects and regular visits are paid for “The Achievers,” she said, “wish to by the volunteers. The Achievers are also challenged by become a more recognised group.” ✩

The Career Volunteer

Sandra Berrick has been a volunteer with the Asian Women’s Welfare Association for 28 years. ADELINE ANG tracks her extraordinary career of care and action.

erhaps it’s a family legacy. After all, Sandra Berrick’s 95 year old father is still an active volunteer. Mrs Berrick, the President of the Asian Women’s Welfare Association (AWWA) arrived in Singapore from Australia in 1981 as a young mother, read about AWWA in a magazine, and soon after, bumped into a lady in Holland Village collecting donations for the association. They chatted. The rest is an inspiring story covering 28 active years as a “career volunteer”. Trained in psychology and special education, Mrs Berrick’s family had a long tradition of volunteering. “My parents were hard working people with little money and little spare time – but they always went the extra mile to help people in whatever way they could. My 95-year old father is still driving his car to deliver meals to people in need!” she smiled.

“ Although bureaucracy can be very frustrating at times, in Singapore, change can happen quickly and effectively – when consultation and discussion bring to light issues of social and national importance.” Ms Berrick initially saw her Singapore volunteer effort as a fulfilling but temporary role. She intended to return to her professional career when her children were older, and indeed, did so in 1993 as Acting Principal of a school for children with special needs. Sadly, her son Hamilton, passed away from cancer a year later, prompting

She recalls a case with an abandoned child who made her life miserable with his difficult behaviour. “I realised he was difficult because he expected everyone he cared about to reject and leave him. I persevered and after two years I finally won his trust at last. The trust made it worthwhile. We still have that bond 15 years later,” sign of burnout – Mrs Berrick in she said. her to readjust her priorities. No volunteer action. What has kept her “I realised that career and going long after most people would have money were unimportant in the scheme quit from volunteer burnout? “I enjoy the of things. I wanted to give my expertise friendship and company of other people and time to people who could not afford who share my volunteering values,” my services otherwise,” she recalled. said the self-described “people person”. It was then she decided to become a fullBut volunteers also need “nourishment”. time volunteer at AWWA. “Keeping volunteers active and In her present role as its President, involved needs effort, time and enthusiasm her hands-on style is now tempered with on the charity’s part. Volunteers can feel the responsibilities of Board membership. unappreciated – and sometimes at a loss “I’m one of those rare people who actually when they have little relevant training,” enjoys meetings!” she laughed. “I also Mrs Berrick noted. enjoy working with government ministries Nearly 30 years on, volunteering and institutions because, although remains the bright light in any community. bureaucracy can be very frustrating at Mrs Berrick remembers that in 1982, times, in Singapore, change can happen AWWA’s main challenge and worry was quickly and effectively – when consultation funding. “We had to find every cent from and discussion bring to light issues of flag days, lunches, charity sales…we social and national importance.” couldn’t afford to employ professional After so many years as a volunteer, staff – after all we didn’t know if we her personal challenge is working with could afford to pay them next month.” people who are rude and unreasonable. Like her father, she intends to volun“But what keeps me going is reminding teer for as long as she is physically and myself that these people are expressing mentally able. “But I don’t see myself at the their distress and exhaustion with having helm of AWWA until I’m 100!” she said. to cope with their overwhelming worries “I think we should all work to make and sorrows. I try to see it from their ourselves redundant – and hand on the point of view, try to ask about them and legacy to the next generation as soon as their feelings – and not just focus on we can.” ✩ their demands,” she reasoned.

May-Jun 2009 S A LT •

NOT SO LONELY AT THE TOP Too few non-profit leaders. Not the “right” kind. What’s new? Has renewed and intense public scrutiny of non-profit chiefs made things worse? Are the Charity Code of Governance and public expectations asking too much, too fast from charities and non-profits here? WONG SHER MAINE dives into the sector’s leadership issues and examines action plans.

• S A LT May-Jun 2009

igest these numbers: The 69-yearold acting president of a non-profit organisation reluctantly takes on the chairmanship of a sub-committee because the man he is replacing is already 84 years old. Most of the organisation’s Board members are in their 50s and 60s, the oldest aged 84, is in the process of stepping down. In the organisation’s 33-year history, it has not found a satisfactory means of leadership renewal, and memorable failed attempts include an individual who quit after one meeting. Acting president of the Association for Persons with Special Needs, Dr Francis Chen, is unabashedly frank when it comes to talking about the leadership issues which has dogged the association since its inception. “Finding the right people is like hunting for a needle in a haystack,” he said. “In our 33 years, we have ruminated over this problem of how to recruit and until recently, we had no solution.”

Leadership Deficit A shortage of leaders in the nonprofit sector is nothing new. In fact, old hands like retiree Mr Edmund Wan, the former Executive Director of the Spastic Children’s Association, will tell you that things have generally improved from a decade ago. “In the past, jobs in the non-profit sector were not so attractive because of the pay. Today many more people are applying for executive posts. More are also coming up to join as Board members. But the question is: Are they the right people?” Mr Wan asked. The question of whether the person is “right” for the job has been further complicated by the recent series of highprofile scandals involving the leaders of non-profit organisations, from the National Kidney Foundation’s TT Durai, to the Ren Ci Hospital’s Shi Ming Yi, whose case, at press time, was still in the courts. The most recent leadership incident in the mix is women’s group, the Association of Women for Action and Research’s

(AWARE) then-new President Josie Lau and her bank bosses’ very public rebuke when she was appointed to head the group amid cloudy circumstances.

The public scrutiny played out on the front pages of major dailies and on prime time TV news, might lead anyone considering joining the leadership ranks of a non-profit group to think twice. The public scrutiny played out on the front pages of major dailies and on prime time TV news might lead anyone considering joining the leadership ranks of a non-profit group to think twice. In the current circumstances, it poses the question: Would willing office bearers have to ask for permission from the boss to join? Clearly, leaders in Singapore’s nonprofit sector are suddenly under more intense scrutiny than ever before. Their job has also become somewhat harder as donors clamour for greater accountability. The Code of Governance, drafted by the National Council of Social Service’s Charity Council, details how non-profit organisations should be run in an ideal world, from disclosing salaries of its top three staff, to ensuring paid staff do not chair the Board. What people are saying on the ground is this: In theory, the Code of Governance cannot be faulted. In reality, what is required of the charities may be too much too fast. Said a non-profit executive, who declined to be named, “It may be a little too hasty, so much so that it’s become a chore, a matter of going through all the motions to meet the requirements. And it’s difficult for people to believe in it.” So in some cases, talk of internal

process reviews, systems for personal development of the staff, or reviewing the non-profit’s mission and vision, becomes just rhetoric confined to ticking off the boxes on the online evaluation checklist system all charities are supposed fill in. Outside help What these organisations need is external expertise: From areas as specific as human resource management, to oversight on matters as general as organisational development. One way to involve external expertise meaningfully is for a neutral party to invite them, then introduce a match to a non-profit organisation. These “externals” can either serve as Board members, or take on other leadership roles. The National Volunteer & Philanthropy Centre (NVPC) has been engaged in such matches since October 2007 under its Board Match programme. The scheme is a theoretical godsend to nonprofits which have traditionally relied on word-of-mouth and friends, but in one and a-half years, just 43 professionals have been successfully matched to nonprofit organisations. Mr Benedict Cheong, Chief Executive Officer of the Temasek Foundation, suggests non-profits may not yet be aware of the scheme, or they may not be comfortable with the idea of inviting a complete stranger with an unknown working style into their team. However, he stresses that diversity is important. “You need to have enough people to share your vision, but you also

Non-profit leaders often have little time to ponder issues and dilemmas. Often, they need to make unpopular decisions with an impact that will only emerge with time. May-Jun Mar-Apr 2009 S A LT •

need a few to provide different views, checks and balances.” Prospective Board members unfamiliar to the non-profit can also be invited to sit on Board committees first, before assessing if they are suitable for a Board position. When the organisation is receptive, however, Board Match works well. It most notably came to APSN’s rescue, when a bumper crop of nine high-flying candidates were presented to the association to sit on its Board and various subcommittees. The honour roll included a regional director, directors from Government ministries, an Assistant Commissioner of Police, a trained psychologist and a lawyer. In other words, exactly the kind of “qualified, articulate, educated” candidates Dr Chen sought. Dr Chen himself is now Chair of a newly-formed Nominations SubCommittee which, tapping on Board Match recommendations and also on its own steam, will identify suitable leaders for the Association. “A credible third party is the ideal referral agency because we can’t possibly be writing in to all sorts of organisations to ask for people. They will be thinking, who are these cranks?” Dr Chen said. Since March, the NVPC has handed over the running of Board Match to Mentoring Partnership International, a company which conducts mentoring programmes focusing on capacity building in the non-profit sector. Social Leadership Singapore Non-profit leaders face a distinct set of leadership challenges. Foremost, they must produce sustainable results with limited resources, both money and people. This calls for such leaders to develop new and more powerful ways of exercising leadership to manage their organisations, mobilise volunteers and generate desired results. For its part, NVPC is investing heavily in developing non-profit leaders. It has initiated the Social Leadership Singapore Programme supported by

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NCSS. This intensive 16-day programme is spread over eight months, and is designed and conducted by Dr Dean Williams, an eminent professor at Harvard University’s Kennedy School of Government.

“You need to have enough people to share your vision, but you also need a few to provide different views, checks and balances.” – Benedict Cheong, Temasek Foundation

The course aims to develop a network of NPO leaders with the skills, capacity and determination to take positive steps for Singapore’s future well being. Coursework is through experiential learning, site visits, group work and collaborative leadership projects. This year’s programme began in March and 40 senior and influential leaders from VWOs, non-profits, and the professional and government sectors were carefully selected to attend. Participant feedback so far has been extremely positive. The first workshop exposed participants to the adaptive leadership model, one that mobilises people, organisations and communities to face their challenges and realities and create lasting change. Through developing practical leadership skills, participants gain a deeper understanding of their organisational challenges. The workshop also improves diagnostic, communication, intervention and problem-solving skills. Significantly, participants also build enduring networks that will continue to serve them long after the course. Chiefs mentoring chiefs Beyond leadership programmes, leaders need to be supported on an on-going basis. A leader’s actions – or inaction – has a huge impact on any organisation’s effectiveness. Non-profit leaders often have little time to ponder

issues and dilemmas, and frequently, need to make unpopular decisions with an impact that will only emerge with time. For this reason, mentoring, particularly for new or experienced Chief Executives and Executive Directors, can be very beneficial. Under pressure and during times of great strain, a skilled and experienced sounding board can be the defining difference between success and failure for both the non-profit leader and the organisation. The Executive Director Mentoring Program (EDMP) is now being delivered by Mentoring Partnership International and is funded by NVPC. It was established to help Executive Directors and Chief Executives with gritty issues that are part of the boss’ territory. Some of these may be summed up as: • “The role of the Executive Director is isolating. I need to be positive but on the inside, I feel very worried about the severe lack of funding.” • “The relationship between the management team and the Trustees is not working.” • “The management team needs to step up if we are going to deliver our strategy.” • “The organisation is facing tremendous change, how can I manage morale?” • “The survival of the organisation is in question. We are suffering from founders’ syndrome.” • “The job is going really well and I feel on top of it…what is the next challenge for me?”

Non-profit leaders face a distinct set of leadership challenges. Foremost, they must produce sustainable results with limited resources, both money and people.

Each mentoring relationship is tailored to meet the needs of individual “mentees”. The dynamics focus on providing practical and morale support and guidance, especially by removing the sense of isolation, encouraging a wider view on problems, and discussing ways around thorny issues to find solutions and new ideas to try out. Best of all, mentors can offer another point of view or give an example from their own business experience. They can also give valuable advice during periods of restructuring. The EDMP programme is typically over six to 12 months and involves face-to-face meetings, online or telephone mentoring. Currently, 11 non-profit organisations have expressed interest and Mr Thomas Chong, Chief Executive Officer of Mentoring Partnership International, has a pool of 21 mentors to tap on. One of them is Ms Helen Lim-Yang, the Chief Executive of Human Resource and organisational development company OTi Consulting. She has had one face-to-face meeting with her mentee. “My expertise is in helping someone to be more selfaware in areas of leadership development and team building,” said Ms Lim-Yang. “When I met the mentee, it was more a sharing session. And as it’s a peer mentoring scheme, I expect I would also be able to consult her if need be!”

some may say the various leadership courses which are on offer are sporadic attempts to address a much larger issue,

“Beyond leadership programmes, leaders need to be supported on an on-going basis. A leader’s actions – or inaction – has a huge impact on any organisation’s effectiveness.”

Really taking charge The larger question is, will all these programmes be enough to make a dent in the leadership deficit? Board Match has not yet lived up to its initial promise, the Executive Mentoring scheme is just starting, and

which requires resources the non-profit sector may not have. Temasek’s Mr Cheong, for one, has a long capacity-building wish-list: For one, he wants to see non-profit sector jobs benchmarked against equivalent private sector positions so that remuneration – which directly affects talent - can become more transparent. He also hopes all Executive Directors new on the job may attend a training course, and that all Board members commit to undergo what he calls “leveller training”, so they know what is expected of them. Helpful too would be career development paths for Board members, executive staff and specialist leaders such as social workers. It wouldn’t hurt to have the equivalent of executive searchers in the non-profit sector actively identify and court individuals to take up leadership roles. Above all, Mr Cheong wants to see a more-coordinated, systemic approach to capacity-building instead of ad-hoc initiatives. “We can start with providing information, that is realistic enough. Then, it’s obtaining information on benchmarks, information-sharing, promoting the idea of training and development,” he said. “In most cases, if organisations can do a proper self-assessment – and I don’t mean just ticking off the Code of Governance checklist – they will realise they need more help and more capacity to take the organisation further, make progress and fulfil their purpose,” reasoned Laurence Lien, NVPC’s Chief Executive. “In the non-profit sector, you can get by on mediocrity,” Mr Lien stressed, “but that is not enough.” ✩

The right candidate ?

May-Jun 2009 S A LT •

LOCATION LOCATION LOCATION C

hoice office and retail mall developments attract Multinational Corporations, home-grown businesses and the like as tenants. But a new breed of tenants has moved into some of the most popular, high traffic mall developments. For this lot, profits, competitive rentals and overheads are not the primary focus. Big name developers are now welcoming Voluntary Welfare Organisations (VWO) into their sleek complexes under the Community/Sports Facilities (CSF) scheme, and it has introduced a whole new culture into the urban shopping and work experience. Real estate developers applying for a greater Gross Floor Area for their commercial developments are allocating space to community service organisations. The scheme allows these organisations to enjoy more central locations for their services, reduced rentals and a synergy of alliances – or all of the above. This “non-profit hub” initiative has been spearheaded by the National

Choice commercial Real Estate now includes a new breed of tenants. Under the Community/Sports Facilities Scheme, Voluntary Welfare Organisations can now group under one well-located roof. MICHELLE BONG examines the gains and how more can enjoy the same benefits.

Council of Social Service (NCSS) in collaboration with the Urban Renewal Authority (URA) and large developers such as CapitaLand.

How it works The procedure is fairly simple; the building landlord first applies to the URA for a Grant of Written Permission to convert the office space for civic and community use. The landlord will then offer the space to NCSS. The Council will then seek the endorsement from the Ministry of Community Development, Youth and Sports to undertake space allocation to the non-profit organisations. NCSS then proceeds to invite its member VWOs who are interested in the space to submit their application. If selected, their details are sent to the landlord for further liaison with the URA. “Prospective tenants must be NCSS members with Institution of Public Character (IPC) status. We will allocate each site to as many VWOs as possible, so that more can benefit. NCSS will also

assess the needs of the community at the particular location, the advantages for the VWOs at the location, and the space requested by each for their services,” explained Ms Ang Bee Lian, Chief Executive of NCSS. The site allocation process for highly sought after buildings under the scheme is based on a number of considerations. For eg, Should the services of the VWO target a nation-wide client base? Do their clients have a greater need for a central and accessible location (such as services for the disabled, elderly, or young children)? Are the selected VWOs ready to collaborate with each another to provide a holistic one-stop service to the clients?

Win-win situation The CSF scheme is the result of a policy introduced by the Urban Redevelopment Authority in 2003 to encourage the integration of community facilities such as community clubs and libraries. At the same time, the scheme is open to VWOs who are able to share operating space with

commercial users for mutual benefit in a private commercial development. In 2005, CapitaLand offered the first CSF space to member VWOs at Bishan Junction 8. CapitaMall Trust Management Limited, the manager of CapitaMall Trust (CMT), was the first company to apply to the URA scheme to integrate community facilities within private commercial buildings. “The scheme allowed the Trust to expand Junction 8’s retail space by providing space for community organisations in the office tower. CMT then partnered NCSS which took up the entire office block for their member VWOs,” a CapitaLand spokesman explained. “This initiative provides rent-free office space to NCSS and is one of the Group’s corporate social responsibility efforts. It has been a win-win partnership between CMT, NCSS and the Voluntary Organisations.” The VWOs were offered welllocated premises at Junction 8 so they could reach out to a wide network of clients and volunteers, and the expanded retail space also enabled Capital Mall Trust to provide shoppers with a wider array of retail offerings. In 2007, the Far East Organisation provided another CSF space at Central @ Clarke Quay to the National Volunteer & Philanthropy Centre’s Giving Place premises. The generous space now also houses the Community Foundation of Singapore, Mentoring Partnership International and Managing & Organising Volunteer Efforts (MOVE). Recently, an incubation hub that provides new charities with workstations at an inexpensive rate, was added.

Joining the hub This year, Tiong Bahru Plaza also

The reception area of the new Social Service Hub @ Tiong Bahru.

facilities and rooms such as a reception area, resource centre, board rooms, meeting rooms and counselling rooms.” At the Tiong Bahru hub, the seven VWOs are housed in an open plan layout framed jointly by NCSS, volunteer advisors from NCSS Resource Provisions Committee and the VWOs themselves, based on specific needs. The layout was conceptualised and developed with the help of a volunteer architect from the Resource Provisions Committee. Each VWO has its own office unit with individual security access. As tenants, each VWO pays for service charges as well as utilities, but the space is rent free (for a three-year, renewable lease). There is Tote Board funding for capital grants which may be applied for through NCSS to help defray renovation costs. According to a Straits Times report, sharing facilities and rent can save each VWO up to S$20,000 a month.

“The CSF scheme is an initiative that truly brings together the three sectors – public, private and people – to work together for mutual benefits. Best of all, the whole deal offers MRT access the public easy access In addition to these savings, the Tiong Bahru location is ideal. “Previas volunteers.” ously, we were located at the void deck – Ms Ang Bee Lian, NCSS

became a CSF site. On 18 February, the S$1 million Social Service Hub @ Tiong Bahru, was officially launched to house seven more VWOs – including the Children’s Cancer Foundation, Fei Yue Family Service Centre and the Moral Family Service Centre. “The idea for Social Service Hub @ Tiong Bahru was mooted to maximise use of the prime central space, which is in high demand by the VWOs,” Ms Ang of NCSS explains. “The intention is to benefit as many VWOs as possible within the limited space by minimising wastage of individual common areas. They would share common

of an HDB block in the West. It was not a convenient location for clients who live in the East,” said Fei Yue’s Senior Manager Mrs Lee Siang Ju. “Now, our location is very centralised and MRT-accessible, making it convenient for our clients island-wide. My first impressions of the Tiong Bahru hub were good. We now have a professional, corporate image since we’re now in a commercial building instead of the void deck of a HDB block!” Mrs Lee added. Adds Children’s Cancer Fund’s executive director Ms Chee Wai Yee: “Previously, we operated from a two-storey shophouse office at 138 Bukit Timah Road on a lease. The location did not

support our plans for a community office. There was no purpose-built room suitable for working with our family clients except for one meeting room, and there was limited scope for expansion. As the staff strength grew, we quickly ran out of space. And the nearest MRT station was a good 20-minute walk away!” The Cancer group already had on-site offices at two hospitals – Kandang Kerbau Women and Children’s Hospital and the National University Hospital. It was hoping to find a community focal point convenient for their beneficiaries who are treated mainly in the two hospitals and within the Singapore General Hospital campus. “Tiong Bahru is a strategic location for our purpose. It is easily accessible by public transport, and our volunteers and staff enjoy the same convenience,” Ms Chee said.

Sense, Savings & Synergy NCSS, which spearheaded the Tiong Bahru hub project, says the scheme is a step forward for both the VWOs and their clients. The different groups can collaborate in care management and co-ordinate more easily and efficiently as the co-tenants in one space are now able to share infrastructure facilities, costs and office services such as a reception, Hub administration and accounts, printing and cleaning. “This is especially timely, given the current economic downturn,” said Ms Ang from NCSS. “There will also be synergy with the integrated service delivery approach. The close proximity of the VWOs encourages and enables crossreferral of services, making it more convenient for beneficiaries. The organisations will also be able to network more closely, share ideas and resources and tap on each other’s expertise and services,” she added. For the children’s cancer group, the shared space has made it easier to integrate children with cancer and their families back into the community. The Hub functions as an outreach office for corporate and school volunteers and enables them to participate in activities with cancer patients outside of a hospital setting. It was also able to refer a pilot group of beneficiaries afflicted with brain

• S A LT May-Jun 2009

NCSS Staff & VWOs networking at the common reception area.

tumours to another Hub-based VWO Students Care. That group intends to run activities for improving literacy and academic support for children with cancer.

“We fine, thank you.” While some VWOs relish their new shared and choice addresses, others may still function best at locations such as HDB void decks. Fei Yu Community Services which oversees separate service branches under the Fei Yue umbrella, is an example. “We have been able to build closer relationships with grassroots leaders and better partnerships in serving the community by locating some of our centres in the Holland area (Holland Close Neighbourhood Link) and Bukit Batok (Student Care Centre). These

Each VWO pays for service charges as well as utilities, but the space is rent free. There is Tote Board funding for capital grants to help defray renovation costs. Sharing facilities and rent can save each VWO up to S$20,000 a month.

heartland locations are more convenient for residents in the vicinity,” explained Fei Yue Director, Mr Leng Chin Fai. VWOs such as those providing day care services to the elderly would be better situated at the void deck space in Housing Board estates where there are many senior residents. But for a group like the Children’s Cancer Foundation which targets clients from various parts of the island, a centrally located mall space works better. “Different premises, like HDB void decks and CSF spaces, will continue to be important space resources to meet the different needs of VWOs and their clients,” said Ms Ang from NCSS.

More to come? NCSS will continue to use platforms such as Members Conference events, network sessions with VWOs, in-house publications such as RAPPORT and the NCSS website to publicise projects and promote new CSF spaces to its member VWOs . It is on a constant lookout to explore potential sites for the shared office model where feasible. With the economic slowdown, Ms Ang concedes that developers “have not been as forthcoming” with new civic and community sites. But plans are already afoot to facilitate the allocation of three more – Liang Court Shopping Centre, Jurong Point Shopping Centre and Parkway Parade Shopping Centre. NCSS will however continue to work with developers whenever there are opportunities. “The CSF scheme is an initiative that truly brings together the three sectors – public, private and people – to work together for mutual benefits,” Ms Ang noted. Quality, well located space resources are made available to the VWOs to serve their beneficiaries, and private developers enjoy additional retail space even as they engage with the charitable sector. Best of all, the whole deal offers the public easy access as volunteers. NCSS is hoping the existing scheme will seed more pioneering ideas such as a shared office space concept, and encourage more developers to offer welllocated building space for VWOs and their outreach activities to the various communities in Singapore. ✩

A Great Way to Fly:

SQ’s Volunteer Crew

Volunteers even other airlines talk about? The various community service clubs in the Singapore Airlines Group slot in a range of projects and activities between flight and operation schedules. ADELINE ANG checks out SIA’s community services.

“T

he 5Cs” to any Singaporean, is usually the shorthand for the pursuit of Cash, Car, Credit Card, Condominium and Country Club membership. In the context of Singapore Airlines (SIA), with its reputation for enviable, luxury service, you might be tempted to add Champagne and Caviar to that list. But at SIA, “the 5Cs” stand for something very rooted in another kind of service – the Cabin Crew Club for Community Care. The initiative was established by cabin crew in 2001 to champion voluntary engagement in community projects. It’s just one of several staff-led volunteer groups within the world renowned airline. Singapore Airlines provides generous financial support to numerous charitable causes, both in Singapore and overseas. This includes contributions in cash, free and rebated tickets to charities, educational and community development programmes, and support for arts and heritage organisations.

“We look for ways where our expertise in travel and logistics can help add value to programmes.” In the last financial year, SIA committed over S$1 million in cash and kind (free and rebated tickets) to its community partners, such as the Community Chest. The airline also pledged RMB 2 million to the China Red Cross to support its work with the victims of the earthquake in Sichuan. The airline also sponsored 15 return air tickets to fly in a children’s choir from

“Our corporate-level programmes are mainly sponsorship initiatives, but aside from this, our staff members have taken the initiative to pioneer several staffled voluntary groups, that actively involve themselves in community projects,” said Ms Lee. This includes the 5Cs cabin crew volunteers, the SIA Community Service Club for ground staff, and the PLG Community Care Club started by SIA’s Planning Division. Each volunteer club group adopts its own charities and spearheads its own projects. For example, “5Cs” volunteers with members the 5Cs organises monthly activities Tala, an underprivi- SIA’s of a children’s choir from Tala, an for the Asian Women’s Welfare leged community in underprivileged community in the Philippines with a history of leprosy. the Philippines with Among other activities, the children Association’s (AWWA) Community toured the SIA Training Centre. Home and Chao Yang Special School. a history of leprosy. “We look for ways where our expertise Volunteers bring the beneficiaries out on trips, or organise activities at their premises. in travel and logistics can help add value The various community service clubs to programmes,” said Ms Lee Yueh Chern, in the SIA group also band together for Manager, Public Affairs at SIA. Last year, special projects. Last year, 5Cs and the the airline also held a dinner to raise funds Northwest Community Development for MILK (Mainly I Love Kids) to fund Council organised the “Light Up My Life” programmes for disabled and disadvancarnival at the Bottle Tree Park, benefiting taged children from low-income families more than 300 beneficiaries from AWWA, in Singapore. Sunlove Home, Fei Yue Community One of SIA’s most memorable fundServices, the Association for Persons raising brainwaves was the October 2007 with Special Needs, Chao Yang Special auction of seats on the world’s first Airbus School, and the Tanglin Special School. A380 flight flying from Singapore to Sydney Members from the other groups helped and back. Airplane enthusiasts around the by setting up games and food booths, and world submitted generous bids for seats providing entertainment at the carnival. in all classes, netting over S$1.9 million. All the community groups also came The money was divided between together to respond to the earthquake Singapore’s Community Chest, Médecins in Sichuan, China, and the cyclone Sans Frontières (Doctors Without Borders) and two Sydney hospitals: Sydney Children’s disaster in Myanmar. The various groups combined their efforts and organised Hospital, Randwick, and The Children’s donation drives to benefit the victims. ✩ Hospital at Westmead.

May-Jun 2009 S A LT •

Enabling the Disabled Calling all engineers, technical specialists and engineering students – here’s a chance to create and engineer devices and products to solve specific disabilities. ADELINE ANG investigates the work of the Project Assistive Technology For All programme.

f you were unable to speak, how would you communicate with people around you? Most would immediately think of using a writing pad or a computer to type out their thoughts. But what if you were not physically able to write or type? The Society for the Physically Disabled (SPD) was approached some time back by a young man with this very problem. He had both cerebral palsy and a speech impairment, and was experiencing great difficulty doing what so many of us take for granted – communicating with others. The Project Assistive Technology for All (PATA) programme is a new SPD initiative designed to help individuals like this young man. Thanks to the work of volunteers, PATA was able to present him with a customised pointer, enabling him to efficiently access his communication device.

“Often, people with disabilities may just choose to live with limitations, not knowing that something can be done about it.” In 2008, SPD’s Specialised Assistive Technology Centre began to recruit engineers, technical specialists and engineering students under its PATA programme, to fabricate, modify and adapt Assistive Technology devices for people with special needs. These devices are items which help to enable individuals to function more independently in daily activities in life, work and school. “There are individuals who can use off-the-shelf devices and function well

has been completed for use, the client only has to pay for the basic cost of the materials used in the fabrication or modification. There are no labour or expertise charges. Applicants who cannot afford the consultation fee and material costs can apply for a subsidy from SPD. Last year, SPD received a $90,000 New Initiative Grant A lecturer and student from the National Volunteer and with them. But some of PATA volunteer from ITE Philanthropy Centre, to further the commercially available Central (Macpherson) modifying a commode chair. PATA’s work. Currently, the grant devices cannot approprihas gone towards employing a Technical ately fit the needs of some people with Specialist, and to cover operating costs specific disabilities. So there’s a need to such as volunteer recruitment events and fabricate devices for these specific needs, orientation programmes. or to modify existing devices to better fit It may surprise many that the bulk the disabled,” said Ms Sarah Yong, Head, of PATA’s work is done by volunteers. Clinic Services at the Specialised Assistive Ms Yong acknowledges that some degree Technology Centre. of skill is required in this customisation To date, PATA volunteers have fabriwork. “Mechanical, electrical, electronics cated or adapted numerous devices. These skills, and some hands-on experience include customised pointers, a modified with using workshop tools is also needed. commode to enable a young boy with However individuals who are technically cerebral palsy to use the toilet, and even inclined, but do not have hands-on expemodified toys for children with severe rience, can also provide ideas and design physical impairments to participate in play. SPD hopes to get the word out about concepts,” she said. The centre’s Technical Specialist and PATA’s services. “There is definitely a need Occupational Therapists, such as Senior for such customised devices and products Occupational Therapist Mr Tan Chuan which are not available in the market. Hoh, provide guidance, and clinical input Often, people with disabilities and those for the various adaptation projects. who work with them, are not aware of SPD is working hard to recruit more adaptive possibilities,” Ms Yong said. PATA volunteers. Ms Yong points out, “They may just choose to live with the “People with technical expertise often limitations, not knowing that something have heavy work duties which makes it can be done about it.” hard for them to volunteer.” PATA clients New clients who come to PATA often approach SPD with urgent needs, are charged a nominal fee of $50 for a so it also helps to have a larger pool of one-time consultation where their needs volunteers on tap. ✩ are evaluated. When an adaptive device

NEW INITIATIVES GRANT 16

• S A LT May-Jun 2009

DO YOU HAVE A STRONG INITIATIVE FOR VOLUNTEERISM OR PHILANTHROPY? Get funding up to $200,000! Details at www.nvpc.org.sg/grants.

Charity Governance:

An Ongoing Journey

The Charity Governance Report is out. It reveals good progress and “work in progress”. MAK YUEN TEEN analyses key areas for renewed focus. BY

MAK YUEN TEEN CHAIRMAN SATA

Salt and pepper shakers from a private collection.

he Charity Council recently released the “Charity Governance Report”. It shows good progress made by charities and Institutions of Public Character (IPCs) in many areas covered by the Code of Governance for Charities and IPCs launched by the Charity Council in November 2007. The median governance evaluation score is 87 per cent, indicating charities and IPCs are largely reporting compliance with most of the Code guidelines applicable to them. The report also shows other promising statistics. For eg, 503 charities and IPCs have tapped on the Volunteer Welfare Organisations-Charities Capability Fund (VCF) to help them improve their governance and management. This shows many charities and IPCs seek to improve themselves, an important pre-requisite for sustainable improvement in governance and management in the charity sector. It was also reported that 4,844 board members and charity personnel have gone for governance and management training. I believe the receptiveness for continuing education and training is an important part of charity Board service. As someone who has been actively involved in efforts to improve governance in both the corporate and voluntary sector for over 10 years in various ways, I still find that there is always something to learn. Recently, I attended a half-day seminar on how the Board can work better with management. My sense is that many charity Board volunteers are not paying

enough attention to continuing education and training needs. Some may feel that they already know how to do their jobs. Others that they cannot afford the time. I would strongly encourage all Board members to change the mindset on continuing education and training. There is no such thing as being fully trained when it comes to governance! It is also important for Boards to encourage management and staff to go for appropriate training.

“ I would strongly encourage all Board members to change the mindset on continuing education and training. There is no such thing as being fully trained when it comes to governance!” On the issue of Code of Governance and the reported 87 per cent median compliance with the relevant code guidelines, the journey still continues. Eighty-seven per cent sounds like much has been accomplished – and a great deal has – but improving corporate governance is a never-ending endeavour. It is a journey with a purpose but not a fixed destination, as governance standards evolve over time. It is more accurate to say compliance is always in progress. Or better still, that the implementation of better governance is always “in progress”. Compliance is often associated with “ticking the boxes”, which is not particularly helpful to improving governance. In 2002, I was brought onto the SATA

(Singapore Anti Tuberculosis Association) Council to help improve its governance. Yearly, SATA has made improvements, but there is still room for improvement. We are now focusing more on human resources. We have engaged an external consultant to help undertake an organisational climate survey, part of the process for strengthening our ability to attract and retain staff, and to ensure that we have robust and fair human resource practices. I was interested to note that 65 per cent of charities and IPCs reported compliance with the staff appraisal and development guidelines (part of the enhanced tier guidelines), and 57 per cent cited compliance with Human Resource (HR) policy guides. Twentythree per cent were not applicable, generally, those without paid staff. I would encourage Boards and charity managements and IPCs to focus more on HR practices. Charities and IPCs often cite an inability to offer salaries and benefits commensurate with the private sector as a reason for difficulty in attracting good people. It is true salaries and benefits are important, but many who are willing to join charities accept that they will not be paid as well as their private sector counterparts. They may join because the vision and mission of the charity appeals to them. But they will definitely leave if the charity lacks reasonable HR practices which treat them fairly and help them develop and do their jobs properly. This is where the VCF fund may help long-term capacity to do good well. The writer is a Charity Council member, Chairman of SATA and NKF Board member. The views here are personal.

May-Jun 2009 S A LT •

S A L T S H A K E

The Science of War

Childhood cancer need not be a death sentence, not if Jennifer Yeo, Secretary of Viva Foundation for Children with Cancer, can do anything about it. She tells SUZANNE LIM about waging war against the “big C” on behalf of children.

hildhood cancer need not be a death sentence. With that one statement, Jennifer Yeo, Secretary of the Viva Foundation for Children with Cancer Board, sounds every bit like a military general marshalling his (or on this case, her) troops for war. And it is a war she is determined to win. Widely credited as the driving force behind Viva Foundation, Mrs Yeo has tirelessly championed Viva’s cause – to improve the cure rate for children with cancer in Singapore and the region. The mother of four children aged between 15 and 20, is also the Managing Partner of law firm Yeo-Leong & Peh LLC. “Cancer in children is curable with appropriate cost-effective care,” she explained in her soft-spoken way. “About 80 per cent of children with acute lymphoblastic leukaemia, the commonest form of childhood cancer, survive in Singapore. In the region, the cure rate can be as low as five per cent,” she pointed out. Lymphoblastic leukaemia is a form of leukaemia where immature white blood cells fill up the bone marrow, preventing normal healthy red blood cells and platelets from being produced, increasing the risk of infection. Viva was established to help raise

Mrs Jennifer Yeo at the Viva-St Jude Forum with Mr Goh Hup Jin (left) of the Goh Foundation.

the cure rate for children’s cancer. The Foundation is partnered with the world renowned St Jude Children’s Research Hospital in Memphis, USA, founded by entertainer Danny Thomas. “We want to save as many lives as possible so that one day, in the words of Danny Thomas, no child should die in the dawn of life,” Mrs Yeo said simply. St Jude Children’s Research Hospital is known for achieving a remarkable cure rate of about 90 per cent for childhood leukaemia. Taking a leaf from reality series Survivor, strategic alliances have been

“ Mother Theresa once said that it is doing the little things with great love that makes the difference. Every gift, no matter how small, is going into the battle to save children from what used to be a death sentence in the past. Saving a child’s life is a wonderful deed.” 18

• S A LT May-Jun 2009

forged in this battle against childhood cancer. Mrs Yeo was instrumental in bringing St Jude, the National University Hospital (NUH) and the Yong Loo Lin School of Medicine at the National University of Singapore in a partnership designed to facilitate research into childhood cancer. Ultimately, the goal is to deliver life saving and life enhancing services to children with cancer and their families in a coordinated and consolidated manner. “Our vision is to establish Singapore as a world class centre for the treatment of childhood cancer, clinical and translational research, the training of doctors and nurses from Singapore and the region, and working with St Jude to translate their high cure rate for childhood leukaemia to save more lives in Singapore and the region,” she stated with conviction. Key to fulfilling this vision and what Mrs Yeo sees as the greatest challenge, is establishing the infrastructure to support it.

R S & M O V E R S Viva was formed in 2006 to solicit private funding for setting up a dedicated children’s cancer centre to act as the regional hub for research, training and centre of excellence to develop new therapies. Thanks to Mrs Yeo’s relentless efforts and that of her fellow Board members, some $24 million has been raised from individuals, corporations and Foundations. This enabled the cutting edge VivaUniversity Children’s Cancer Centre to open officially in March this year. Viva Foundation’s Board include Chairperson Theresa Foo, Chairman of BNP Paribas Capital (Singapore); Christina Ong, founder of Club 21; Kay Kuok, Executive Chairman of Shangri-La Hotels; and Kwee Liong Keng, Managing Director of Pontiac Land, to name a few.

“ Volunteers have played a very big role in our success. Except for the one staff member whose salary is funded by an NVPC grant, Viva is run entirely by volunteers… Most of our donors also give their time and their expertise… As we roll out more programmes, our volunteers will play an even bigger role.” Aside from building the physical facilities specifically designed for the needs of its young patients, part of the funding raised also goes toward the support of strategic research programmes and the establishment of professorships at the Yong Loo Lin School of Medicine. Funds also support the St Jude-Viva Forum in Paediatric Oncology, an annual gathering in Singapore of the top world leaders in childhood cancer to discuss and share their findings with doctors in

the region. Chaired by Dr Ching-Hon Pui, Head of Oncology at St Jude, the Forum attracts some 20 world experts such as top bone marrow transplant doctors Dr Rupert Handgretinger of the Children’s University Hospital in Tuebingen, Germany, and Dr James Nachman, Professor of Paediatrics at University of Chicago Comer Children’s Hospital. A keen audience of around 200 doctors from around the world attend each year. For Mrs Yeo, outreach is one of the key weapons in the battle against childhood cancer and the Forum is something she is extremely proud to see take flight. “For many Asian doctors from lowincome countries, this is probably the only opportunity for them to learn from the very best in the field. Our generous supporters make it possible for these doctors to attend the Forum,” she said. “We hope to be able to fund 50 specialist doctors from the surrounding region annually, so they can interact with the world leaders in the field, and spawn more collaborative efforts between doctors in Europe, USA and the region. The ultimate objective is to raise the cure rate and save more lives,” she emphasised. Despite Viva’s vigorous achievements since its 2006 inception, Mrs Yeo says much more work still needs to be done. She envisages collaborations with other hospitals in Singapore and the region “so we can unite in the battle against childhood cancer”. Like any General contemplating a long and protracted battle, she is marshalling even more troops – in this case, the “many kind-hearted people who are willing to give to a good cause.” “All of us can empathise with a sick child and with the plight and suffering of these children and their families. People want to help and Viva Foundation presented them with this opportunity,” she said. “Volunteers have played a very big role in our success. Except for the one staff member whose salary is funded by

a grant from the National Volunteer & Philanthropy Centre, Viva is run entirely by volunteers. Most of our donors also give their time and their expertise, helping us run the Forum and our official ceremonies. As we roll out more programmes, our volunteers will play an even bigger role.”

“ For every doctor and nurse that we have helped train, this doctor or nurse will continue to help us save many lives for the rest of their professional careers.” Tell Mrs Yeo that many credit her for Viva’s success and she is quick to dismiss the notion that it is all a onewoman show. “I get a lot of help, support and understanding from the doctors and nurses I work closely with, my fellow Board members, my parents, my husband, my children, my colleagues, my friends… even strangers! “It is truly a privilege for me to serve in Viva Foundation and I do believe that the work that we have started will continue long after we are gone. For every doctor and nurse that we have helped train, this doctor or nurse will continue to help us save many lives for the rest of their professional careers. So I tell my friends, donors and volunteers that they too can save children with cancer without being a doctor or nurse,” she noted. “Mother Theresa once said that it is doing the little things with great love that makes the difference. Every gift, no matter how small, is going into the battle to save children from what used to be a death sentence in the past. Saving a child’s life is a wonderful deed.” With her focus constant and her dedication unyielding, this lady General continues on her war path. ✩

May-Jun 2009 S A LT •

Bet on the “Poverty Market”

Now that the top of the wealth pyramid market is shrinking, the world’s four billion poor turns into an important customer base. JACK SIM points out the customer purchasing power here is low, but total consumption is high and makes good business sense.

he global crisis is a punishment to us for enjoying ourselves and neglecting the poor. The extreme uneven distribution of wealth resulted in the richest one per cent of the world’s population owning 40 per cent of all the money in the world, while the bottom 65 per cent owned only about seven per cent of that pot of gold. We simply excluded the poor from the formal economy and believed in the myth that they can’t afford to be consumers. While the world’s factories are suffering from over-capacity, the focus has been always to sell to the 1.5 billion people considered to be “middle-class to rich”. This relentless focus on this group has now reached saturation point. Businesses are wondering where to find new customers. Governments are worried about massive unemployment and social unrest. Even the powerful, glitzy folks at the World Economic Forum at this year’s Davos summit, are debating, for the first time, the limits of capitalism. Now that the top of the wealth pyramid market is shrinking, the world’s four billion poor becomes an important customer base. Their purchasing power is low but total consumption is very large. I’d like to see Singapore position itself as a Bottom of Pyramid Hub to tap this marketplace. The telecommunication companies were the first to appreciate consumers in “poverty markets” and today, the poor segments of populations in certain countries provide some of the highest growth sectors for handphones. Even the poor find some ability to buy once they see an item as a priority. I’ve calculated that the sanitation market of 2.5 billion poor is about a US$1 trillion marketplace, taking into consideration the entire supply chain

• S A LT May-Jun 2009

“ We may even look back and be thankful that this recession helped wake us up to the reality of serving the poor, and also benefitting the rest of us in the process.” from raw materials to manufacturing to delivery to customers. Singapore has always been a trading nation, more recently, it has out-sourced many services to other markets while holding “nerve-center” control. If we can exploit this very huge “poverty market”, we can cushion ourselves from the shock of the current crisis, as well as improve the quality of life for the poor by selling to them. The methods for reaching out and distributing to this “poverty market” are different from those used to sell to the rich. But they can be learned. When China first opened its doors to commerce, Singaporeans entered, and it took several years before we understood how to work there. The Bottom of the Pyramid marketplace will be a similar learning curve, but we can certainly be among the first to master this game and lead the world out

of recession. After all, there are four billion new customers available. Ironically, many of the urban poor have TVs, hi-fi and handphones but no toilets. Many practice open defecation, with and the flies visiting the faeces and transfering it to food, causing diarrhoea, disease and death. Once the urban poor are made aware (through continuing “grassroots” education) that cross contamination means they are effectively eating their neighbour’s excreta, the reality often triggers a strong demand for toilets. Even the most die-hard “back to nature” poor cannot stand the thought of eating the excretion of their mothers-in-law or anyone else’s waste. I believe driving such demand will lead to action. It’s a lot like climbing a ladder, starting from rudimentary toilets and continuously upgrading to better ones. When we market toilets as status symbols and objects of desire, we create a trend that drives emotional appeal towards function, colours and designs. The market mechanism of demand and supply becomes efficient because of aspirational marketing coupled with good, affordable products and services. The poor, like the rich, also love branded lifestyle products. Only the scale is adjusted for affordability. Material science research can help reduce costs too. The economy of scale here for toilet products is 500 million house-hold toilets alone. Toilets are also needed for schools, religious buildings, workplaces, markets, transport and recreational centres, and so on. This is just one business opportunity when we think about the consumer needs of the untapped “poverty market”. We may even look back and be thankful that this recession helped wake us up to the reality of serving the poor, and also benefitting the rest of us in the process. ✩