Annual Report FY2018

Contents 4 Spotlight on the Annual Report cover artist

5 Spotlight on the Annual Report photographer

6 Messages from President and Chief Executive Officer

8 The Year in Numbers

10 Empowering Individuals, Families and Communities

26 Enabling the Social Service Sector

34 Building an Inclusive Home for All

42 Code of Governance

47 Financial Statements

98 NCSS Board of Council, Management, Committees and Listings

Mission Vision
To provide leadership and direction in enhancing the Compassionate Society.
capabilities and capacity of our members, advocating
Impactful Sector.
for social service needs and strengthening strategic
partnerships, for an effective social service ecosystem. Dignified Lives.

Core Values

Passion Collaboration
Our passion is the fuel that drives us We collaborate internally and externally
through challenges and difficulties. because we achieve more together.
We care intensely about improving the We reach across boundaries to help
lives of the persons we serve. each other progress.
We believe strongly in what we do and are
united as one in our common cause.
Courage
We are committed to listening and
Impact speaking up.
We seek to make the world a better place We challenge the status quo to inspire
for our beneficiaries. breakthroughs.
We dream big, because even if we fall We do what is right, and not because it
short, we will have made positive changes. is popular or easy.
4 NCSS Annual Report 2018 NCSS Annual Report 2018 5

Born deaf with a rare genetic condition that

affects her physical development, Isabelle
Lim’s world is silent but vivid. A photographer
who trained at the LASALLE College of the
Arts, Isabelle was also the first recipient of
LaSalle’s Dare to Dream scholarship set up
for deserving students with special needs.

In 2016, Isabelle held her first solo exhibition

titled ‘See What I See’ which was quickly
followed by a joint exhibition-cum-fundraiser
titled ‘Living with Grace’ in 2017. She can be
seen patiently capturing moments at events,
on the street and for various projects such
as visual documentaries.
Cover Illustration by

Sim Kah Lim

A painter with no formal training,

Sim Kah Lim’s paintings are borne
of raw talent, practice and passion.
Diagnosed with schizophrenia at
a young age, Mr Sim is a long-stay
patient at the Institute of Mental
Health (IMH) for over 30 years. His
prolific paintings of Singapore in the
olden days are striking and have since
made their way into the world at large.

Apart from being on display at the

National University Hospital and IMH,
Mr Sim’s paintings have also been
sought by buyers in the United States, Photography by

Isabelle Lim
New Zealand, France, Germany,
Australia and India.
6 NCSS Annual Report 2018 NCSS Annual Report 2018 7

President’s Message CEO’s Message

Resourceful Assistant (CARA) chat bot, developed With the support from our members and partners, capacity and grow opportunities for the sector to
recently by NCSS, helps match volunteers to social NCSS spearheaded a range of initiatives with the connect, network and learn online at GatherHere,
service agencies and their causes online and so end-goal of empowering individuals, families and the online space for the Social Service Tribe. Apart
much faster!The sector’s approach to service communities to live with dignity in a caring and from developing the sector’s human capital, NCSS
delivery has also changed over time, so that the inclusive society. also worked with partners such as Tote Board
focus is not only to provide help, but to empower to support social service agencies in efforts to
service users to achieve their potential and Guided by the findings from the Quality of Life improve their organisational health and increase
advocate for their needs. study conducted by NCSS in 2016, we continued their effectiveness to deliver quality, innovative and
to promote the social inclusion of vulnerable sustainable solutions to social needs.
As the social service landscape changes, we need individuals, as this is an important factor
to adapt accordingly. The Social Service Sector contributing to one’s quality of life. Thus, as part We are heartened to see that as a society, we
Strategic Thrusts guides the development of the of our public education efforts, we encouraged are giving more and meaningfully to the work in
sector over the next five years and beyond, where interaction among persons with and without the sector. Volunteer managers in social service
we will need to work more closely together to disabilities, addressed stigma around mental health agencies have been working with corporates to
address social needs holistically. We need to grow conditions and grew public awareness about how curate regular opportunities for volunteers to
2018 was a significant year for the National our resources, even as we strive to become more each person could play their part in building an assist in social service programmes. Many of these
Council of Social Service (NCSS) as it marked 60 efficient and effective. Capabilities too have to be inclusive society. In addition, through our initiatives, meaningful volunteering experiences are captured
years since our inception as the then-Singapore developed so that we can do more and do better. we sought to empower service users with in The SG Cares Photo Stories publication. We hope
Council of Social Service (SCSS). In 1958, SCSS knowledge and skills that would enable them to that the stories will inspire even more volunteering
was formed to coordinate nationwide efforts to As I look back on the years that have passed, I see serve as active agents of change in the community. projects. In celebration of Community Chest’s
support 20,000 affected residents in rebuilding the significant developments which the social 35th Anniversary, we compiled #StoriesOfCare
their lives after a massive fire in Tiong Bahru service sector has made over the years and the As we steward our resources to address social to showcase the spirit and efforts of corporate
and Bukit Ho Swee. Social service agencies rose difference it has made to all the people served. needs, it is crucial that we invest in building the organisations, schools, volunteers, and social service
to the occasion. They came together to provide Together, we have worked hard, turning aspirations sector’s capabilities and capacity to stay relevant agencies in contributing to a caring and inclusive
assistance and resources to meet the needs of the into breakthroughs; breakthroughs into significant and enhance its impact. To do so, NCSS spearheaded society. This is an endeavour that all stakeholders
community. Till today, I am constantly heartened change. I look forward to the journey ahead, efforts to attract and develop talent in the sector, in our society will have to take together, and NCSS
and inspired by the same fervour demonstrated working with our members and partners to build as well as support skills development of social is glad to be a part of this journey. Collectively, I
by our Social Service Tribe– always pushing a more caring and inclusive society, where all are service professionals. At the Social Service Institute, believe we will make a larger impact in our society
boundaries and giving of their best, so that we empowered to live with dignity. we leveraged technology to increase training and in the lives we serve.
can be more impactful in empowering individuals,
families and the communities whom we serve.

We need this spirit to ensure that our work remains

relevant and impactful in a rapidly changing
Our Appreciation
landscape. In 1998, we launched the ‘Vision for We would like to express our heartfelt appreciation to Mr Hsieh Fu Hua, for the invaluable guidance as President of the NCSS
Social Services in the 21st Century’ to develop and Board for the past six years. We also wish to thank the outgoing members of the previous NCSS Board for their counsel and
re-position social services for the 21st century. support these past two years: Mr Albert Lim Song Khiang, Mr Chew Kwee San, Mr Kelvin Wong, Dr Radiah Salim, Mr Richard
As a result of this plan, the sector strengthened Sim Hwee Cher and Prof Tsui Kai Chong. We warmly welcome the incoming Board members who have joined us from August
corporate governance in charities and enhanced 2018 and look forward to working together: Dr Cheong Choong Kong, Mr Eric Teng, Mr Kevin Gerard Wong, Adj Assoc Prof
its capabilities in volunteer recruitment and Kevin Lim, Mr Latiff bin Ibrahim, Adj Assoc Prof Mariam Aljunied, Mr Martin Tan, Ms Ooi Chee Kar and Mr Puvan Ariaratnam.
management. We have since made noteworthy
developments in these areas, and are continually Our heartfelt appreciation also to all our members, the professionals and volunteers who work alongside us in the sector, as
developing the sector in new ways. For example, well as our donors and the wider community for their contributions. We look forward to continue working closely with all to Anita Fam Sim Gim Guan
leveraging on Artificial Intelligence, the Caring and build an inclusive home for all. President Chief Executive Officer
8 NCSS Annual Report 2018 NCSS Annual Report 2018 9

Year in Numbers
The Data on the number of individuals empowered are correct as at 24 May 2019
Figures may not add up due to rounding

Outcome of Funding Capability and

for Social Service Programmes Capacity Building

THE VCF

$42m $157m $114m $40m $10m $16m

Allocated Allocated
to support the capability
$313m enabled 114 social service agencies $66m and capacity building of 376 agencies
Supporting
Building a Skilled Sector

14,163 617
training places filled training programmes delivered

Persons with

48 85%
Persons with Vulnerable At-risk Mental Health
Disabilities Seniors Children and Youth Conditions
Families
unique online/blended of learners who are able to apply
with courses developed competencies from training to workplace

$248m $32m $15m $11m $8m

through
452 individuals
supported through various leadership schemes like
Sun Ray, Social Service Scholarships and Awards
139 72 160 52 25
programmes programmes programmes programmes programmes

empowering People Practice Consultancy

13k 11k 11k 8k 2k 101 231 43 attended by

individuals individuals individuals individuals individuals
participating HR consultancy HR-related 135
achieving agencies projects workshops member agencies
Personal potential, social inclusion and access to opportunities
10 NCSS Annual Report 2018 NCSS Annual Report 2018 11

p
Em ower ing Shifting Public Mindsets and
Social Inclusion of Vulnerable
Individuals in the Community
Individuals, Families
and Communities Making Singapore a more inclusive
society requires the effort of society
as a whole. In the 3rd Enabling
Singaporeans need not face Masterplan, a comprehensive
approach was developed to ensure
6 in 10
life’s uncertainties alone, and persons with
that persons with disabilities, their disabilities
help is available to better caregivers and various communities
are given the support needed for
do not feel that they are
socially included, accepted
support and uplift these them to achieve their fullest potential. or are given opportunities
to contribute and to achieve
individuals and families. How to interact and include personal potential^
This is possible only with persons with disabilities or persons
with mental health conditions is
the strong partnership of something society at large continues
individuals, families, the to grapple with. The stigma and lack
of inclusivity at work or in community
1 in 2
community, the social service persons
is something these vulnerable groups are not willing to live with, live
sector and the government. have to deal with on a daily basis. In
order to address misconceptions and
nearby or work with a person
with mental health condition*
promote empathy towards these two
groups, NCSS spearheaded See The ^ NCSS Quality of Life Study 2016
MR DESMOND LEE
True Me and Beyond the Label - two * NCSS 2017 Study on Attitudes towards Persons
with Mental Health Conditions in Singapore
Minister for Social and Family Development nationwide campaigns to support
their social inclusion.
12 NCSS Annual Report 2018 NCSS Annual Report 2018 13

See the True Me

Recognising that a collaborative eco-system approach is
needed to sustain the inclusion of persons with disabilities
in the community, we partnered with 10 corporate and
community partners to support the See the True Me, a
disability inclusion public education campaign.

They included companies and retailers like Adrenalin Group

Pte Ltd, KFC Singapore, LiHO TEA, McDonald’s Singapore,
OUE Social Kitchen, and Shangri-La’s Rasa Sentosa Resort
& Spa; and public agencies like the National Library Board,
North East Community Development Council (CDC), South
West CDC, and PAssion WaVe. These partners have provided
over 100 platforms and touchpoints to promote inclusion,
such as featuring inclusive messages in their stores,
adopting inclusive hiring practices and organising activities
like inclusive reading, sports and volunteering, to empower
persons with disabilities, and facilitate interaction with them.

The campaign also featured a fully inclusive music video,

performed by persons with disabilities, their caregivers, special
education teachers and friends, directed by local filmmaker
Royston Tan. The song “Fire in the Rain” was composed by
Singapore singer-songwriter Don Richmond and featured rap
lyrics by rapper ShiGGa Shay.

In FY2018, NCSS also organised thematic Let’s Chat

experiences specially curated in partnership with various
public agencies and institutes of higher learning (IHLs), to
Inclusion can only happen if
10
enable members of the public to interact with inclusion “Fire in the Rain” music
ambassadors from Disabled People’s Association. These nine partners in the ecosystem believe video garnered close to
corporate
sessions enabled over 300 members of the public to deepen in the value that persons with and 500k views over
their understanding of persons with disabilities in work,
social and community settings, through experiential activities
disabilities bring. Look beyond a community
partners
278k engagements
person’s disability, get to know provided over
and the sharing of inspiring personal stories.
a person for who he or she is,
NCSS also curated a series of three learning sessions on discover their strengths and talents,
100 5%
touchpoints
Inclusive Employment, Inclusive Play and Inclusive Community and value their contributions. to promote inclusivity increase in public attitudes
and brought together the people, public and private sectors, towards persons with disabilities
to enhance awareness and understanding on how to support MR TAN CHUAN-JIN
Speaker of Parliament and Advisor to NCSS
and enable change for adults with disabilities.

CLICK HERE TO WATCH “ FIRE IN THE RAIN”

14 NCSS Annual Report 2018 NCSS Annual Report 2018 15

Beyond the Label

Guided by findings from the Quality of Life study It has been a wonderful experience co-leading the Youth Alliance, where partners from the
conducted by NCSS in 2016, we co-created with
ecosystem share generously to achieve collective impact for a common cause – encouraging
persons in recovery Beyond the Label, a campaign
which strives to change the attitudes, perceptions youths to seek help early for mental health issues and reducing stigma.
and behaviour of the public towards persons with
MRS ANITA LOW-LIM
mental health conditions as well as facilitate Senior Director, Children & Youth, Impact & Research, Partnership & Communications, TOUCH Community Services
conversations about mental health and stigma.

We also saw representatives from public agencies,

private organisations, social service agencies and
IHLs come together to spearhead sustainable
efforts to support persons with mental health
conditions, through partnerships with the Youth
Alliance and the Workwell Leaders Workgroup.

In 2018, NCSS catalysed the formation of

the Youth Alliance, co-led by Campus PSY and
TOUCH Community Services, and includes
representatives from 10 public agencies, social
service agencies and IHLs. The Youth Alliance
connected IHLs and youth agencies with various
resources like short film screenings, mental
health talks, peer support training programme
conducted by the Health Promotion Board and
Virtual Reality experiences specially designed to
enhance public understanding of what persons
with mental health conditions go through.

The Workwell Leaders Workgroup, initiated by

Nominated Member of Parliament Ms Anthea
Ong, brought together like-minded private and
public sector leaders keen to champion workplace
wellbeing as a leadership priority.

Other outreach efforts included a roving mental

health skit, a conversation tool distributed to
organisations, as well as a Mental Health Public
Education Grant to support relevant initiatives by
social service agencies.

CLICK HERE TO WATCH A SOCIAL EXPERIMENT ON MENTAL HEALTH STIGMA

16 NCSS Annual Report 2018 NCSS Annual Report 2018 17

Beyond the Label Re-integrating Ex-offenders

into the Community
Another area of focus was to reintegrate ex-offenders
30
Social experiment video More
3m views
garnered over
than social media influencers
shared their lived experiences of mental health
into the community. Findings from an ongoing NCSS-
led study of ex-offenders in the community were
and more than 145k engagements conditions on a pro bono basis presented at the Yellow Ribbon Conference in 2019.
The study measured different aspects of ex-offenders’
in-care and aftercare needs, which can be targeted by
social services to further promote their reintegration
Workwell Leaders Workgroup rallied into society following release. Post-release community

60 employers Accolades include: efforts must continue to address challenges faced

by ex-offenders in areas such as housing, family
to pledge their commitment to the cause
PR Award 2019 and employment. These findings will be used to co-
Gold Award in the category of ‘Best Media create innovative and effective solutions that adopt
Relations Strategy’; Silver Award in the an evidence-informed approach in addressing the
category of ‘Best PR Campaign: Government/ challenges faced by ex-offenders.
$2m worth of PR coverage Public Services’; and Bronze Award in the
across print, broadcast and online platforms category of ‘Best Insights-driven PR’

IPRS PRISM Awards 2019 We are truly inspired and excited by

Merit Award in the category of ‘Outstanding
NCSS’ research on the rehabilitation and
Public Sector Campaign’
9% increase in positive feelings
MARKies Awards 2019
reintegration of ex-offenders and we
towards persons with mental health conditions are hopeful to make changes in our own
Bronze Award in the category of ‘Most
sphere of influence and work, and to
Effective Use – Integrated Media’
support the offenders under our care in
The social experiment video was recognised as their rehabilitation and reintegration.
5% decrease in negative feelings the most watched YouTube advertisement
towards persons with mental health conditions in Singapore for second half of 2018 MR DESMOND CHIN
Commissioner of Prisons, Singapore
18 NCSS Annual Report 2018 NCSS Annual Report 2018 19

Empowering Persons with Mental Health Conditions

NCSS believes in the power of peer support in In line with the concept of empowering persons
improving the quality and outcomes of mental with mental health conditions, four persons with
health service delivery. This includes developing mental health conditions were engaged to co-
the potential of persons with mental health produce and run the programme Our HEALing
conditions, and increasing opportunities for them Voice. Its first run saw 16 persons with mental
to contribute to the community. health conditions empowered to share their stories
and trained in peer mentoring.
The Peer Support Specialist Programme
is Singapore’s first national training framework NCSS also mooted the idea of a peer-driven
to train persons with mental health conditions organisation to actualise empowerment and promote
to leverage their lived experiences to provide recovery. Binjai Tree and Caregivers Alliance then
formalised and structured support to others on founded the Resilience Collective, which had
their recovery journeys. Launched in 2016 by engaged 37 persons with mental health conditions to
NCSS with strong support from the Institute of collectively identify needs and co-develop solutions.
Mental Health (IMH) and other mental health
agencies, the programme features structured
training and supervised practical experiences that
equip participants with the skills and knowledge NCSS helped to lay the foundation and
to support others on their journey to recovery. introduced concepts which Resilience
Collective was able to build on and use
The Apprenticeship Scheme provides
to frame its work. This enabled us to
graduates of the Peer Support Specialist
Programme a work trial opportunity at an empower persons with mental health
organisation for up to nine months. During this trial conditions to co-develop solutions for
period, organisations are given the opportunity the mental health community.
to explore the incorporation of peer roles in their
MS GOH SHUET-LI
services before considering formal employment. Executive Director, Resilience Collective

To integrate peer support roles and a recovery

culture within organisations, NCSS introduced
consultancy services to support social service
and healthcare agencies in the review of their 80 40%
existing structures and processes. Agencies that Peer employed
have benefitted from the consultancy included Support in a peer support role
AMKFSC Community Services, Club HEAL, Resilience
Specialists to help others in their
trained since 2016 recovery journeys
Collective, Singapore Anglican Community Services,
Silver Ribbon (Singapore) and IMH.
20 NCSS Annual Report 2018 NCSS Annual Report 2018 21

Empowering
Seniors Through
Our Kitchen Programme
The NCSS Quality of Life study found
that independence and opportunities to
347
seniors
create purpose and meaning in life were are empowered to
significant drivers of quality of life for form new support
seniors. Apart from initiating Empowering networks and
Seniors Strategic Workshops to participate meaningfully
empower our seniors, we also reached in the community
out to other stakeholders so that we
could collectively create a robust and
participative social service ecosystem that

75%
would benefit our service users.

The Empowering Seniors Strategic Workshops of seniors

at risk of social
held on 14 May and 18 July 2018 saw 130
isolation reported
leaders, practitioners and seniors across improvement in
43 organisations from the eldercare and relationships with
healthcare sectors learn how to utilise the family, neighbours
Ladder of User Participation tool to enable and/or friends.
seniors as active contributors to society.

A Learning Journey to Sree Narayana Mission Home A Kitchen of Our Own

57 eldercare practitioners from 18 agencies learned how the Sree Our Kitchen Programme is a 12-week semi-
Narayana Mission Home’s Resident’s Committee were empowered to structured and small-group based programme that The Ladder of User Participation provides some
advocate for changes in the way services were planned and delivered engages seniors at-risk of social isolation through a guidance and framework on how to increase
at the Home. The Home believes that their residents are capable of journey that promotes seniors’ participation, learning participation of seniors in rental flats from being
making decisions and can play a greater role in the running of the and forming of new friendships. For instance, the
passive recipients of services to senior ambassadors
Home to support their quality of life and aspirations. The Resident’s seniors were involved in the design of the kitchen,
Committee members are provided with opportunities to become co- and were engaged in the planning of food menus and who can encourage other seniors to become
decision makers with the Home’s management team on the needs and activity ideas in small groups. volunteers and contribute in the neighbourhood.
desires of the residents, and co-delivery of services by running the
Home’s programmes  that were previously led by staff and volunteers. Our Kitchen Programme has been implemented at seven MS MAHESWARI RADHAKRISHNAN
The Home observed reduction in resident’s depressive behaviours and kitchen sites in 2018 with another seven slated in 2019. Centre Supervisor, Senior Activity Centre, AWWA
the residents felt respected and empowered through the decision-
making process.
22 NCSS Annual Report 2018 NCSS Annual Report 2018 23

Helping Our Youth

Attain Success
The United Nations Convention on the Rights of the Child has
identified education as an important facet of building a caring
and inclusive society.

The Scaffold Programme by NCSS is an upstream school

social work intervention, which aims to help students achieve
positive outcomes in school, at home and with peers. NCSS
saw 578 student participants gain a better understanding
of their own strengths and chart the paths they can take to
achieve their future aspirations.

ELEVATE is a mentoring programme that empowers students

to conceptualise and execute initiatives to benefit the
community using skills related to their course of study. The
programme is provided at all three ITE colleges by AWWA Ltd.,
TOUCH Community Services and YMCA Singapore, and to date,
has seen 245 graduate from the programme. The students
also reported positive relationships with their mentor. Through
the programme, a group of students from the Facilities
Technology course learnt about energy-saving technology
from CE Engineering and in turn, shared their knowledge with
families in need. They also assisted families with the switch to
energy-saving light bulbs to lower utility bills in the long-run.

NCSS also recognised the importance of the social service

ecosystem where partners in the community collaborate to
effectively meet the needs of children and youth. In 2018,
NCSS facilitated the development of Collective Impact @
Spooner run by SHINE Children and Youth Services so that
families and youths in the Spooner Road Community would
Through The Scaffold Programme,
be able to receive more holistic support. Through integrated
case management and community events organised by 1 in 2 students
1 in 2 students
from ELEVATE experienced increased
various partners of Collective Impact @ Spooner, children and showed improvements in academic efficacy academic motivation and willingness
youth would have better access to resources available in the and were better able to regulate their emotions, to contribute to the community
community to help them realise their potential. build social relationships and set future goals.
24 NCSS Annual Report 2018 NCSS Annual Report 2018 25

Empowering Individuals through Employment

In February 2018, President Halimah Yacob announced the selected 11 programmes to serve more than 1,600
Empowering for Life Fund as part of the President’s people over the next three years. One supported
Challenge, to support vulnerable groups through skills programme is Project 1,2,3! by TOUCH Community
upgrading, capacity building and employment. NCSS Services, which seeks to empower individuals from
recognised the need to shift from supporting generic low-income families and/or with special needs to
schemes and programmes to more customised and gain financial independence through employment
innovative wrap-around solutions for different service by addressing the underlying motivational issues
users. As the appointed secretariat of the Fund, NCSS and working towards attaining a stable employment.

Supporting Caregivers of Vulnerable Individuals

In Singapore, an estimated 210,000 people aged 18 to 69
provide regular care to family and friends. This number is
Through Project SPIN,
expected to rise with smaller family sizes. Caregiving is also
67 single parents expected to be increasingly difficult with family members
and their families developed greater living apart1.
self-reliance and had better access to
relevant information To better understand the needs and experiences of
caregivers, an ethnographic study involving social service
agencies, health and social care professionals and caregivers
CAL reached out to
was designed to facilitate the co-creation of solutions to
3,887caregivers improve the quality of support for caregivers. The study, “Who
and provided counselling and/or Cares? Transforming the Caregiving Experience in Singapore ”,
relevant information was awarded the Design of the Year Award at the President’s
Design Award 2018.

One of the co-created solutions from the study was The

NCSS supported CAL’s strategic direction Caregivers Hub. Piloted by SG Enable and Caregivers
Alliance Limited (CAL), these are spaces where caregivers can
of enhancing outreach to caregivers and to
receive respite and connect with other fellow caregivers. This
empower caregivers through grounds-up enables caregivers to improve their quality of life and better
initiatives so that they can contribute and manage the caregiving burden in the long term.
have an identity beyond that of a caregiver.
Other forms of socio-emotional support include Project SPIN
1. Basu, R. (2013, September 27). Singapore’s caregiver crunch. Straits Times. Retrieved from http://www.straitstimes.com/
MR TIM LEE for single parents and caregiver support programmes by CAL. singapore/singapores-caregiver-crunch
Executive Director, Caregivers Alliance Limited
26 NCSS Annual Report 2018 NCSS Annual Report 2018 27

Enabling Attracting and Retaining Talent

NCSS commissioned two research studies with Singapore Management University
and Nanyang Technological University to understand talent attraction and retention

The Social Service Sector

issues. Positive word-of-mouth and empowerment along with opportunities to learn
and grow through engaging and supportive leaders were identified as key factors for
talent attraction and retention respectively. These findings were shared with sector
leaders to support them in strengthening their capabilities to attract and retain talent.

More will be expected of Raising the Profile of Our Sector Professionals

social service professionals
Officially launched in March 2018, Social
as Singapore faces an ageing Service Tribe is a strategic platform for the
More than
population in the years to come. sector to raise its profile for talent attraction.
5k
Apart from sharing inspiring stories from individuals
They will need to remain nimble sector professionals, the Social Service Tribe applied for jobs in the
and relevant, collaborate across website also details over 30 diverse roles in social service sector via
NCSS Job Portal in 2018
the industry, as well as education and career
silos and be equipped with the development pathways. A job portal with up-
skills and knowledge to handle to-date career openings has also allowed the
Attracted an average of
public to view the available jobs.
growing challenges in the social 10k visitors
In addition, curated content is available
service sector. on Facebook and LinkedIn to engage the
per month since its
official launch
public about the impact social service
MR SAM TAN professionals can make.
Minister of State for Social and Family Development

CLICK HERE TO VISIT SOCIAL SERVICE TRIBE WEBSITE

28 NCSS Annual Report 2018 NCSS Annual Report 2018 29

Enhancing Professionalism in Social Services

Jointly developed by MSF, NCSS, Providing High Quality Training
Inspiring Others to SkillsFuture Singapore and
Make Lives Count “The team that Workforce Singapore and validated SSI’s Training Network Model (TNM) aims to develop a credible network of
makes lives count” by representatives from various partners that champion training in their respective areas of expertise, and build
Inspired by a true story, video has more than
social service agencies, the Skills capacity and capability in the social service sector. The TNM pilot expects to
4.9m
“The Team that Makes
Framework for Social Service equip 1,300 learners with high-quality knowledge and skills by end April 2020.
Lives Count” video showed views
across digital aims to help professionals from
how different social Through this, we expect to bring about changes at three levels:
platforms like five career tracks, namely social
service professionals
YouTube, Facebook
1 Sector Level:
work, youth work, psychology, early
worked together to
and LinkedIn, etc. intervention teaching, and care and
empower members of the
as at March 2019 programme, make informed decisions
Singapore Cerebral Palsy Social service agencies are open to the idea of sending staff for
about career choices and take
Football Team to become training at another agency, and the sector benefits from the sharing
responsibility for their skills upgrading
a team of champions in small and big ways. The video created of resources and breaking down of silo mind-set.
and career planning. New entrants or
significant awareness of the careers available in the social
mid-career switchers can also expect
service sector.
2 Organisation Level:
to benefit from the revamped and
newly developed courses which are
aligned with the Skills Framework.
Enhancing HR Practices Partner social service agencies will expand their capability to conduct
training for the sector. This enterprising model of generating revenue
The People Practice Consultancy is a three-year HR capability
is also more sustainable.
building project that NCSS started in October 2016 to enhance HR
practices in our social service agencies to attract and retain talent.
The Framework will help
individuals and employers in
Since its inception, more than 100 agencies have been supported
through a total of 231 consultancy projects. our sector identify key skills 3 Individual Level:
and competencies necessary The sector will see an increased number of skilled and enterprising
The People Practice Maturity Index was also established to
help agencies measure and benchmark their HR practices within the to stay future-ready and professionals equipped with the abilities and knowledge to cater to the
sector. In addition, 43 HR-related workshops were carried out with well-equipped to better help needs of the community.
135 member agencies to further enhance their HR capabilities. those in need.
SSI has partnered key social service agencies, AWWA, Franklin Covey,
MR SAM TAN
Rainbow Centre, RSVP Singapore and SPD, and training organisations,
Minister of State for Social and Family Development Decision Precision International Asia and Singapore Institute of Directors,
to provide courses in their areas of expertise.

CLICK HERE TO WATCH “THE TEAM THAT MAKES LIVES COUNT”

30 NCSS Annual Report 2018 NCSS Annual Report 2018 31

Leveraging Technology Bringing Like-Minded Individuals Together Harnessing the Power of Social and Visual Media
for More Efficient Learning
Whether one is a board member, executive, psychologist, With social and visual media being such an integral part of how we communicate
The growing capabilities and professionalism social worker, therapist or volunteer manager, GatherHere is and receive information, SSI has set up CreateHere, the Media Production
of the social service sector is the result of a the first of its kind online space for everyone in the industry Studio, to facilitate the recording of high quality videos for e-learning and
multi-agency collaboration between NCSS, MSF to get connected. Officially launched on 21 March 2019, blended learning courses as part of its Education Innovation initiative.
and various statutory boards. As we continue GatherHere continues to attract professionals looking
to develop a skilful and robust social service for opportunities to work, communicate, network and reach Social service agencies are encouraged to use the studio to create their own
sector, we also need to ensure that our social differently. More than 1,200 professionals have signed up as digital training materials such as bite-sized training videos or co-create media
service agencies are able to transit smoothly GatherHere members and are engaged across 72 groups. content with their partners for use on social media and more.
into the digital age. This is in line with Smart
Nation, the national push to serve the citizens
better through the use of technology.

SSI learners have lauded the use of blended

learning as a step in the right direction.
Learners can now access interactive activities
hosted on Learning Cloud at their convenience
before lessons even begin. By doing so,
learners have a chance to develop a broad
understanding of what will be covered which
then allow for in-depth case analyses in the
physical classroom. After lessons, learners
can look forward to reviewing their training
materials available online in their own time.

7 out of 10
Learners
improved learning experience
with blended learning because of:
• More opportunities to learn
from the discussions in class
• Greater understanding
of how to apply their new
knowledge and skills

CLICK HERE TO WATCH A TRAINING VIDEO FILMED IN THE MEDIA PRODUCTION STUDIO
32 NCSS Annual Report 2018 NCSS Annual Report 2018 33

Sustaining Effective Social Service

Agencies
Transforming Our NCSS-VCF Organisational Development Grant (ODG) supports social
service agencies in reviewing and refining their organisational
Member Agencies
processes and practices through the engagement of consultants.
An organisation’s ability to Sun Ray is a NCSS centralised scheme that aims to develop high
succeed hinges on efficient calibre leaders for the social service sector to better tackle complex
processes and good practices that and multi-faceted social issues in the future. Members of Sun Ray
are holistically developed through structured rotation across social
allow the organisation to capitalise service agencies to develop broader perspectives and gain deeper
on its strengths and function knowledge of the different sub-sectors.
optimally. At NCSS, we have
adopted a multi-pronged approach
to transforming our social service
Building a Transformative Culture at SUN-DAC
agencies into self-sustaining and
progressive enterprises. For SUN-DAC, a social service agency serving persons Growing Innovative and Future-Ready
with disabilities, utilising the NCSS-VCF ODG began Organisations
Organisation Development
(OD) Journey improves
with engaging the expertise of Dr John Stahl-Wert to 155
incorporate the Serving Leader Model to their organisational As Singapore continues to grow as a Smart Nation, we make projects
the organisational health of development plan. SUN-DAC’s assimilation of the model it easier for social service agencies to serve our community across
social service agencies to
deliver quality, innovative and
was successful thanks to individuals like Hai Ying, who is a
member of the NCSS Sun Ray Scheme.
responsively through productivity initiatives like the Bite-size
Projects, and technological advancements like Ka-Ching and 119
sustainable solutions. Using the agencies
DonateNow!.
Business Excellence framework Seconded to SUN-DAC as its Executive Director, Hai Ying used
by Enterprise SG as a tool, the Serving Leader Model to build a strong leadership team Through Bite-size Projects, social service agencies were able Total man-day and
agencies are guided to establish and develop a staff culture where all believed in and was to identify processes to be re-designed and/or automated, to other cost savings of
$2m
a current-state understanding aligned with the agency’s vision, mission and core values. With enhance productivity and improve service delivery.
of their organisational health, good workplace culture came a low turnover employment rate
and conceptualise time-bound
per annum
and a core team that continues to be inspired even after four Through Ka-Ching, agencies can better track and process
strategic plans. Agencies will then years of working together since 2015. donations thanks to the smart tool that reduces duplicate data
prioritise specific domains from entries and generates more accurate donation reports. Agencies Total project cost
their strategic plans - such as In 2017, SUN-DAC received Special Recognition from Aon Hewitt can also more efficiently offer that special touch to their donors breakeven in less than
leadership, culture, strategy and/or
processes - to be implemented in
for being one of the Best Employers in Singapore for social
service agencies. SUN-DAC has also seen its clients double,
by creating customisable receipts and thank you letters.
1 year
the next phase of their OD journey. with numbers expecting to increase from 100 to 240 with their DonateNow! is a fully-funded initiative by NCSS to help
From 2018, the programme is
expected to gradually roll out to
fourth Day Activity Centre opening in Kovan by end 2019. social service agencies automate their donation collection
process. This allows the agencies to harness the power and
57%
increase in
30 agencies, equipping them with Good workplace culture has proven to be the gift that keeps convenience of technology to increase productivity. Over 70 productivity
well-grounded roadmaps to keep on giving as SUN-DAC is now looking into collaborating and agencies have been trained to implement DonateNow! at
the transformation going. sharing training resources with other social service agencies. fundraising events.
34 NCSS Annual Report 2018 NCSS Annual Report 2018 35

Expanding our Reach and Support

Building an

Inclusive
To enable strong and sustained fundraising efforts, we are constantly on the lookout for
innovative methods that would facilitate donations to support critical social services. With the
use of technology, we have been able to make donating and volunteering easier and fuss-free.

ome
Reaching Out to the Tech-Savvy Generation

H
A new feature of the Community Chest Charity TV Show Over
2018 and Community Chest Heartstrings Walk 2018 was
the use of cashless payment technologies that enabled
$54.1m
raised
for All the public to make donations via DBS PayLah! instead of to support about
dialling traditional tele-poll lines, and allowing participants
to scan QR codes to donate at the latter event.
80
social service
It is clear that we are of one We also partnered the National University of Singapore
agencies

mind and heart in wanting to Students’ Union (NUSSU) to adopt the SGQR – a unified
QR e-payment option – during the NUSSU Rag & Flag Day
close the last mile to support 2018, when student volunteers hit the streets to ask for
vulnerable families. I believe donations island-wide.

that by working together

Matchmaking Volunteers with their Preferred Causes
and leveraging each of our
community partner’s strengths, Our volunteers are a strategic manpower resource for social service agencies,
enabling our agencies to address manpower challenges and serve more service
we can collectively make a users. We continue to provide leadership in advocating volunteer resource
positive impact on families. optimisation to our agencies through capability enhancement and strategic
partnerships towards sustainable volunteerism in support of SG Cares, a
national movement that guides and supports the goodwill of all Singaporeans.
ASSOCIATE PROFESSOR
MUHAMMAD FAISHAL IBRAHIM CARA, the Caring And Resourceful Assistant chatbot, acts as a social broker
Senior Parliamentary Secretary for Social and Family Development that matches group volunteers to social service agencies based on factors such
as needs, location and preference for a cause. With more accurate matching, we
hope to build a sustainable and synergetic service ecosystem that sees agencies
and volunteers driven by a common purpose to enhance service delivery.

CLICK HERE TO TRY OUT CARA

36 NCSS Annual Report 2018 NCSS Annual Report 2018 37

Better Support for our Volunteers

Another key NCSS initiative is the pilot Volunteer Manager Funding
Scheme, which supported the funding of a dedicated Volunteer Manager for
10 social service agencies from 2016 to 2018. The overwhelmingly positive
outcomes have led agencies to see the value in retaining a Volunteer
Manager and allocating more resources for volunteer management.

140% Delta increase in

regular volunteer
increase in number of hours clocked is
regular volunteers2
equivalent to almost
12
60%

Photo
full-time
increase in number of employees3
service users impacted per agency

2. Regular volunteers refer to those who dedicate a minimum of 24 volunteer-hours with at least 4 engagements in a year.
3. Full-time employee count is based on 2,000 working hours per year (i.e. 40 hours work week and 50 weeks per year).

Service-based volunteering provides manpower resources to a social

service agency to complement the practitioners. An example of service-
based volunteering is the partnership between PSA Corporation Ltd and
HCA Hospice Care. PSA volunteers prepare lunch and organise centre-based
activities and outings for the service users of HCA Hospice Care monthly. A
pool of PSA volunteer drivers also help to ferry HCA’s Star PALS (Paediatric
Advanced Life Support) service users to and fro the hospitals for their
medical appointments. As a result of their regular volunteering, service users
are meaningfully engaged in activities that are planned with their health In 2018,
condition in mind and volunteers develop a sense of empathy and understand
4.7k Over
the diverse needs of the community.
service-based 1.2k Volunteerism is really an extension
volunteering volunteers of the work that we do and we
More than 1,100 volunteer management practitioners and senior
opportunities were appreciate the meaningful support and
management were also engaged to co-create solutions and share enrolled to
curated by
best practices in volunteer management through conferences, training be trained time given to us by all our volunteers!
programmes, online and networking engagements. The process of training 20 via e-learning
MS ANGELINE WEE
volunteers has also been given renewed life online as e-learning modules social service modules
have been created to complete agencies’ efforts in providing basic training to
agencies CEO of HCA Hospice Care

new and interested volunteers to conveniently access in their own time.

CLICK HERE TO BE INSPIRED BY STORIES OF REGULAR VOLUNTEERISM

38 NCSS Annual Report 2018 NCSS Annual Report 2018 39

Since the launch of the SHARE as One programme in 2016, over

220 volunteering-related initiatives and activities from about 70
social service agencies had received approval to tap on the matching
grant to build their volunteer capability and capacity. With the grant,
social service agencies had rolled out volunteer-led social service
programmes for service-based volunteering, organised ad-hoc
volunteering events, provided training to upskill their volunteers and
built up their volunteering capability through consultancy projects
and upgrading of their volunteer management software or websites.

NCSS also worked with MINDS and Be Kind SG4, to run a trial pilot of
the “Kindness Box”, one of the concept ideas from “The Path To…”, a
design ethnography project on adults with disabilities5. The Kindness
Box is a curated box of items containing a range of items - from various
craft items to game activities that volunteers can carry out together
with their buddy, an adult with intellectual disability. The project aims
to build friendships between volunteers and their buddies, so as to
increase the social network of socially isolated adults with disabilities
and to help prevent mental and health deterioration. It also hopes to
give some relief to caregivers.

Telling Our Stories of Care

To celebrate Community Chest’s 35th
Anniversary, the #StoriesOfCare
The #StoriesOfCare
project encapsulated the spirit Project garnered over
900k
of care in Singapore through the
capturing of myriad voices from views
different parts of the community. in its digital outreach
They include personalities, corporate
organisations, social service agencies,
schools, volunteers and members of the public. A commemorative book
with 35 curated stories was produced, and launched at the Community
Chest Awards 2018, a platform where we recognise holistic giving 4. Be Kind SG is a ground-up movement that aims to improve volunteerism of working adults.
and celebrate exemplary contributions from the community. Some of 5. “The Path To… Better Life by Design: Designing for Persons with Disabilities” project used a design ethnography approach to uncover insights into the lives of persons with disabilities. It also provides fresh
ideas and perspectives on how to better support them and their caregivers. The study was commissioned by DesignSingapore Council, in collaboration with NCSS and several social service agencies.
these stories were illustrated by artists from Pathlight School’s Artist
Development Programme. As a whole, these stories remind us that
building a caring and inclusive society that allows everyone to live with
dignity requires the collective effort of all.
40 NCSS Annual Report 2018 NCSS Annual Report 2018 41

Champions of Change
With NCSS and our partners leading the way through nationwide initiatives, our efforts have encouraged more organisations and
individuals to come on board and offer their time and services to the underserved in our community in many different ways.

Ministry of Manpower Ms Susan Ng CapitaLand

Towards a More Inclusive Workforce Gift of the Gab Building a Land of Opportunity for All

The Ministry of Manpower (MOM) seeks A radio host on 938NOW, Ms Susan Ng has served as CapitaLand launched the CapitaLand Silver Empowerment Fund in
to enable all workers to thrive at work. It master of ceremonies at Community Chest events since 2018, to improve the quality of life for vulnerable seniors in Singapore
works closely with SG Enable and SPD to 1985. Successfully engaging audience from all walks of through healthcare, more meaningful social integration activities and
reach out to persons with special needs on life, her gift has allowed us to effectively communicate better living conditions. For CapitaLand’s 6th annual volunteer day, 170
job vacancies. It also redesigns work spaces our key messages of care, compassion and inclusivity in a CapitaLand staff volunteers visited homes of 500 vulnerable seniors to
to improve comfort, accessibility and safety light-hearted and memorable way. For her contributions, spring clean and celebrate an early National Day with food and music.
for its employees with special needs. For Susan was presented the Enabler Award at the For their donations to Community Chest, CapitaLand was presented the
supervisors and co-workers in the Ministry, Community Chest Awards 2018. Charity Bronze Award at the Community Chest Awards 2018.
MOM taps on training by SG Enable to help
them better manage the needs of their SP Group Maybank
colleagues with special needs.
Lighting up the Way Committed to Empowering the Community
MOM has also put in place initiatives
which have resulted in over 80% staff Apart from reliably providing efficient energy utility Putting its mission of humanising financial services into action,
participation in SHARE, Community Chest’s services to Singapore, SP Group has several initiatives Maybank goes beyond fundraising and philanthropy, to drive employee
monthly giving programme, and close that have consistently contributed to underserved volunteerism for various social causes. Through its Maybank Global
to 90% of staff volunteering at Lions segments of society. This include the SP Heartware Corporate Responsibility Day in 2018, it raised over $500,000 for
Befrienders Senior Activity Centres. Fund, which helps about 25,000 seniors annually, and SP Community Chest and President’s Challenge. More than 1,800 Maybank
Heart Workers - SP’s staff volunteers who contributed employees also contributed over 8,000 volunteer hours in 50 activities
For exemplary contributions to inclusive more than 7,000 hours in over 30 initiatives last year. organised for selected charities that support stay-alone seniors,
employment, giving and volunteering, MOM For its donations to Community Chest and exemplary vulnerable children and families, persons with mental health conditions
was presented the Pinnacle Award at the efforts in volunteerism, SP Group was presented the and persons with intellectual disabilities. For their donations to
Community Chest Awards 2018. Charity Platinum Award and Volunteer Partner Award Community Chest, Maybank was presented the Charity Bronze Award at
respectively at the Community Chest Awards 2018. the Community Chest Awards 2018.
42 NCSS Annual Report 2018 NCSS Annual Report 2018 43

Code of Governance for Charities & IPCs:

Governance Evaluation Checklist for NCSS (1 Apr 2018 - 31 Mar 2019)
(For Large IPCs – Advanced Tier)

Code NCSS Remarks/

Key Code Guidelines
Guideline ID Compliance Explanation
S/No Board Governance
1. Induction and orientation are provided to incoming Board members 1.1.2 Complied
on joining the Board
Are there Board members holding staff1 appointments? (Skip items 2 and 3 if “No”) No
4. There is a maximum limit of four consecutive years for the Treasurer 1.1.7 Complied
position (or equivalent, e.g. Finance Committee Chairman or person on
Board responsible for overseeing the finances of the charity).
5. All Board members submit themselves for re-nomination and 1.1.8 Complied
re-appointment, at least once every three years.
6. The Board conducts regular self-evaluation to assess its 1.1.12 Complied
performance and effectiveness once per term or every three years,
whichever is shorter.

Code of
Are there Board member(s) who have served for more than 10 consecutive years? Yes

Governance
(Skip item 7 if “No”)
7. The charity discloses in its annual report the reasons for retaining Board 1.1.13 Complied
member(s) who have served for more than 10 consecutive years.
8. There are documented terms of reference for the Board and each of 1.2.1 Complied
its Board committees.
Conflict of Interest
9. There are documented procedures for Board members and staff1 to 2.1 Complied
declare actual or potential conflicts of interest to the Board at the
earliest opportunity.
10. Board members do not vote or participate in decision-making on 2.4 Complied
matters where they have a conflict of interest.
Strategic Planning
11. The Board periodically reviews and approves the strategic plan for 3.2.2 Complied
the charity to ensure that the activities are in line with its objectives.
12. There is a documented plan to develop the capacity and capability 3.2.4 Complied
of the charity and the Board monitors the progress of this plan.
Human Resource and Volunteer2 Management
13. The Board approves documented human resource policies for staff1. 5.1 Complied
14. There is a documented Code of Conduct for Board members, staff1 5.3 Complied
and volunteers2 (where applicable) which is approved by the Board.
15. There are processes for regular supervision, appraisal and 5.5 Complied
professional development of staff1.
Are there volunteers2 serving in the charity? (Skip item 16 if “No”) Yes
16. There are volunteer management policies in place for volunteers2. 5.7 Complied
44 NCSS Annual Report 2018 NCSS Annual Report 2018 45

Code NCSS Code NCSS Remarks/

Key Code Guidelines Remarks/Explanation Key Code Guidelines
Guideline ID Compliance Guideline ID Compliance Explanation
S/No Financial Management and Internal Controls S/No Disclosure and Transparency
17. There is a documented policy to seek Board’s approval for 6.1.1 Complied 29. The charity discloses in its annual report: 8.4 Complied i) The annual
any loans, donations, grants or financial assistance provided remuneration of all
by the charity which are not part of its core charitable i) The total annual remuneration (including any NCSS staff, in salary
programmes. remuneration received in its subsidiaries), for each bands, is disclosed in
of its three highest paid staff1, who each receives the Annual Report.
18. The Board ensures internal controls for financial matters in 6.1.2 Complied remuneration exceeding $100,000 in bands of
key areas are in place with documented procedures. $100,000; and ii) NCSS staff do not
19. The Board ensures reviews on the charity’s internal controls, 6.1.3 Complied serve on the Board.
ii) I f any of the three highest paid staff1 also serves on
processes, key programmes and events are regularly the Board of the charity.
conducted.
OR
20. The Board ensures that there is a process to identify, 6.1.4 Complied The Senior Management
regularly monitor and review the charity’s key risks. Team identifies key The charity discloses that none of its staff1 receives more
risks and monitors than $100,000 in annual remuneration each.
them every three to six
months. On an annual 30. The charity discloses the number of paid staff1 who are 8.5 Complied There is 1 staff who
basis, the EXCO – and close members of the family3 of the Executive Head or is a family member
subsequently the Board Board Members, who each receives remuneration exceeding of a Board member
– reviews NCSS’ key risks $50,000 during the year, in bands of $100,000. whose remuneration is
and endorses the risk between $100,000 -
OR $200,000.
mitigation plans.
The charity discloses that there is no paid staff1 who are
21. The Board approves an annual budget for the charity’s plans 6.2.1 Complied
close members of the family3 of the Executive Head or
and regularly monitors its expenditure.
Board Member, who receives more than $50,000 during
Does the charity invest its reserves, including fixed deposits? (Skip item 22 if Yes the year.
“No”)
Public Image
22. The charity has a documented investment policy approved by 6.4.3 Complied
31. The charity has a documented communication policy 9.2 Complied
the Board
on the release of information about the charity and its
Fundraising Practices activities across all media platforms.
Did the charity receive cash donations (solicited or unsolicited) during the Yes
year? Staff Remuneration
(Skip item 23 if “No”) In compliance with item 29 of the Code of Governance, in terms of remuneration band, References:
1. Staff: Paid or unpaid individuals who are
23. All collections received (solicited or unsolicited) are properly 7.2.2 Complied the breakdown below shows a two-year comparison by headcount. involved in the day-to-day operations of
accounted for and promptly deposited by the charity. the charity, e.g. an Executive Director or
Annual Remuneration* Administrative personnel.
Did the charity receive donations-in-kind during the year? (Skip item 24 if Yes Remuneration Band FY17 FY 18 2. Volunteer: Persons who willingly give
“No”) up time for charitable purposes, without
<$100,000 205 185 expectation of any remuneration. For
volunteers who are involved in the day-
24. All donations-in-kind received are properly recorded and 7.2.3 Complied $100,000 to $200,000 100 107 to-day operations of the charity, they
accounted for by the charity. should also abide by the best practices
$200,001 to $300,000 11 13 set out in the Code applicable to ‘staff’.
Disclosure and Transparency $300,001 to $400,000 2 1 3. Close members of the family: Those
family members who may be expected
25. The charity discloses in its annual report: 8.2 Complied $400,001 to $500,000 0 0 to influence, or be influenced by, that
person in their dealings with the charity.
i) Number of Board meetings in the year; and $500,001 to $600,000 2 1 In most cases, they would include:

ii) Individual Board member’s attendance. $600,001 to $700,000 0 1 • That person’s children and spouse;
• Children of that person’s spouse; and
Total 320 308
Are Board members remunerated for their Board services? (Skip items 26 and 27 No • Dependants of that person or that
person’s spouse.
if “No”) * Salary and bonus (including employer’s CPF contribution).
This excludes remuneration for Sun Ray staff and NCSS staff who are on secondment to other agencies but includes secondment
Does the charity employ paid staff1? (Skip items 28, 29 and 30 if “No”) Yes charges for staff who are seconded to NCSS.

28. No staff1 is involved in setting his or her own remuneration. 2.2 Complied
46 NCSS Annual Report 2018 Financial Statements 47

Board Attendance and Reasons

In compliance with items 7 and 25 of the Code of Governance, information below states the reasons for retaining Board
member(s) who have served for more than 10 consecutive years, as well as the number of Board meetings and Board
members’ attendance.

Number of Total number

inancial
Period meetings in of Board Remarks

FStatements
FY2018 members
NCSS Board of Council 1 April to 31 July 1 20 18 attended the meeting.
2016 / 2018 2018
Mr Girija Pande and
Prof Tsui Kai Chong
were absent.
NCSS Board of Council 1 August 2018 to 3 22 11 attended all 3 meetings.
2018 / 2020 31 March 2019
The remaining 11, namely,
Ms Chan Chia Lin,
Mr Chern Siang Jye, 48
Mr Eugene Seow, Statement by the Members of the Board
Adj Assoc Prof Lee Cheng,
Dr Lee Tung Jean,
49
Adj Assoc Prof Mariam Aljunied,
Mr Martin Tan,
Independent Auditors’ Report
Ms Ooi Chee Kar,
Mr Phillip Tan, 52
Mr Puvan Ariaratnam and Statement of Financial Position
Mr Robert Chew,
attended 2 out of the 3 meetings.
53
Statement of Comprehensive Income
Mr Phillip Tan has served on the NCSS Board since 2002. He has served in various capacities as Board member, Honorary
Treasurer and Board Vice-President (2006 – 2018). He has been the Chairman of Community Chest since 2013 till 55
present, a role appointed by the Minister for Social and Family Development. Mr Tan’s various appointments on the NCSS Statement of Changes in Statutory Funds
Board are in compliance with the requirements and term limits set out in the NCSS Act, which requires a review of the and Reserve
Board appointments every term of two years.

Mr Phillip Tan has been pivotal in driving efforts to enable the social service sector and encouraging holistic giving within 56
the community. As Chairman of Care & Share @SG50 Steering Committee, he led Community Chest in driving the national Statement of Cash Flows
movement to encourage donations and volunteering in the social service sector, raising $1.3b with the Government
matching dollar-for-dollar to donations received. He is also contributing extensively in other charitable organisations and
volunteering capacities. 58
Notes to the Financial Statements
48 NCSS Annual Report 2018 Financial Statements 49

Statement by the Members Independent Auditors’ Report

of the Board
For the financial year ended 31 March 2019

Members of the Council

National Council of Social Service
In our opinion, Established in Singapore under the National Council of Social Service Act

(a) the accompanying financial statements of the National Council of Social Service (the “Council”), set out on pages REPORT ON THE AUDIT OF THE FINANCIAL STATEMENTS
52 to 96 are properly drawn up in accordance with the provisions of the Public Sector (Governance) Act 2018, Act Opinion
5 of 2018 (the “PSG” Act), the National Council of Social Service Act, Chapter 195A (the “Act”), Singapore Charities We have audited the financial statements of National Council of Social Service (the “Council”), which comprise the
Act (Chapter 37) and other relevant regulations (the “Charities Act and Regulations”) and Statutory Board Financial statement of financial position as at 31 March 2019, the statement of comprehensive income, statement of changes
Reporting Standards (“SB-FRSs”) so as to present fairly, in all material respects, the state of affairs of the Council in statutory funds and reserve and statement of cash flows of the Council for the year then ended, and notes to the
as at 31 March 2019 and the results, changes in statutory funds and reserve and cash flows of the Council for the financial statements, including a summary of significant accounting policies, as set out on pages 52 to 96.
year ended on that date;
In our opinion, the accompanying financial statements are properly drawn up in accordance with the provisions of the
(b) the receipts, expenditure, investment of moneys and the acquisition and disposal of assets by the Council during Public Sector (Governance) Act 2018, Act 5 of 2018 (the “PSG” Act), the National Council of Social Service Act, Chapter
the financial year are, in all material respects, in accordance with the provisions of the PSG Act, the Act, and the 195A (the “Act”) and Statutory Board Financial Reporting Standards (“SB-FRSs”) so as to present fairly, in all material
requirements of any other written law applicable to moneys of or managed by the Council; and respects, the state of affairs of the Council as at 31 March 2019 and the results, changes in statutory funds and reserve
(c) proper accounting and other records have been kept, including records of all assets of the Council whether and cash flows of the Council for the year ended on that date.
purchased, donated or otherwise. Basis for Opinion
The members of the Board have, on the date of this statement, authorised these financial statements for issue. We conducted our audit in accordance with Singapore Standards on Auditing (“SSAs”). Our responsibilities under those
standards are further described in the ‘Auditors’ responsibilities for the audit of the financial statements’ section of our
On behalf of the Board report. We are independent of the Council in accordance with the Accounting and Corporate Regulatory Authority Code of
Professional Conduct and Ethics for Public Accountants and Accounting Entities (“ACRA Code”) together with the ethical
requirements that are relevant to our audit of the financial statements in Singapore, and we have fulfilled our other
ethical responsibilities in accordance with these requirements and the ACRA Code. We believe that the audit evidence we
have obtained is sufficient and appropriate to provide a basis for our opinion.

Anita Fam Tan Khiaw Ngoh Other Information

President Honorary Treasurer Management is responsible for the other information contained in the annual report. Other information is defined as all
11 June 2019 information in the annual report other than the financial statements and our auditors’ report thereon.

We have obtained all other information prior to the date of this auditors’ report.

Our opinion on the financial statements does not cover the other information and we do not express any form of
assurance conclusion thereon.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing
so, consider whether the other information is materially inconsistent with the financial statements or our knowledge
obtained in the audit or otherwise appears to be materially misstated. If, based on the work we have performed, we
conclude that there is a material misstatement of this other information, we are required to report that fact. We have
nothing to report in this regard.

Responsibilities of management and the Board of the Council for the financial statements
Management is responsible for the preparation and fair presentation of the financial statements in accordance with the
provisions of the PSG Act, the Act and SB-FRSs, and for such internal control as management determines is necessary to
enable the preparation of financial statements that are free from material misstatements, whether due to fraud or error.

A statutory board is constituted based on its constitutional act and its dissolution requires Parliament’s approval. In
preparing the financial statements, management is responsible for assessing the Council’s ability to continue as a going
concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting
unless there is intention to wind up the Council or for the Council to cease operations.

The Board of the Council are responsible for overseeing the Council’s financial reporting process.
50 NCSS Annual Report 2018 Financial Statements 51

Independent Auditors’ Report Independent Auditors’ Report

For the financial year ended 31 March 2019 For the financial year ended 31 March 2019

REPORT ON THE AUDIT OF THE FINANCIAL STATEMENTS (cont’d) Basis for opinion
Auditors’ responsibilities for the audit of the financial statements We conducted our audit in accordance with SSAs. Our responsibilities under those standards are further described in the
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from ‘Auditors’ responsibilities for the compliance audit’ section of our report. We are independent of the Council in accordance
material misstatement, whether due to fraud or error, and to issue an auditors’ report that includes our opinion. Reasonable with the ACRA Code together with the ethical requirements that are relevant to our audit of the financial statements in
assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with SSAs will always Singapore, and we have fulfilled our other ethical responsibilities in accordance with these requirements and the ACRA
detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material Code. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion
if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on management’s compliance.
on the basis of these financial statements.
Responsibilities of management for compliance with legal and regulatory requirements
As part of an audit in accordance with SSAs, we exercise professional judgement and maintain professional scepticism Management is responsible for ensuring that the receipts, expenditure, investments of moneys and the acquisition and
throughout the audit. We also: disposal of assets, are in accordance with the provisions of the PSG Act, the Act and the requirements of any other
written law applicable to moneys of or managed by the Council. This responsibility includes monitoring related compliance
• Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error,
requirements relevant to the Council, and implementing internal controls as management determines are necessary to
design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and
enable compliance with the requirements.
appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from
fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, Auditors’ responsibilities for the compliance audit
misrepresentations, or the override of internal controls. Our responsibility is to express an opinion on management’s compliance based on our audit of the financial statements.
We planned and performed the compliance audit to obtain reasonable assurance about whether the receipts, expenditure,
• Obtain an understanding of internal controls relevant to the audit in order to design audit procedures that are
investments of moneys and the acquisition and disposal of assets, are in accordance with the provisions of the PSG Act,
appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the
the Act and the requirements of any other written law applicable to moneys of or managed by the Council.
Council’s internal controls.
Our compliance audit includes obtaining an understanding of the internal control relevant to the receipts, expenditure,
• Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and
investments of moneys and the acquisition and disposal of assets; and assessing the risks of material misstatement of the
related disclosures made by management.
financial statements from non-compliance, if any, but not for the purpose of expressing an opinion on the effectiveness
• Conclude on the appropriateness of management’s use of the going concern basis of accounting and, based on of the Council’s internal control. Because of the inherent limitations in any internal control system, non-compliances may
the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast nevertheless occur and not be detected.
significant doubt on the Council’s ability to continue as a going concern. If we conclude that a material uncertainty
Requirements under Charities (Institutions of a Public Character) Regulations
exists, we are required to draw attention in our auditors’ report to the related disclosures in the financial statements
or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence During the course of our audit, nothing has come to our attention that causes us to believe that during the year:
obtained up to the date of our auditors’ report. However, future events or conditions may cause the Council to
(a) the Council has not used the donation moneys in accordance with its objectives as required under Regulation 11
cease to continue as a going concern.
of the Charities (Institutions of a Public Character) Regulations; and
• Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and
(b) the Council has not complied with the requirements of Regulation 15 (fund-raising expenses) of the Charities
whether the financial statements represent the underlying transactions and events in a manner that achieves fair
(Institutions of a Public Character) Regulations.
presentation.
Other matters
We communicate with the Board of the Council regarding, among other matters, the planned scope and timing of the audit
The financial statements for the financial year ended 31 March 2018 were audited by other auditors whose report dated
and significant audit findings, including any significant deficiencies in internal controls that we identify during our audit.
5 June 2018 expressed an unmodified opinion on those statements.
REPORT ON OTHER LEGAL AND REGULATORY REQUIREMENTS
Opinion
In our opinion:
KPMG LLP
(a) the receipts, expenditure, investment of moneys and the acquisition and disposal of assets by the Council during
Public Accountants and Chartered Accountants
the financial year are, in all material respects, in accordance with the provisions of the PSG Act, the Act and the
requirements of any other written law applicable to moneys of or managed by the Council; and Singapore
11 June 2019
(b) proper accounting and other records have been kept, including records of all assets of the Council whether
purchased, donated or otherwise.
52 NCSS Annual Report 2018 Financial Statements 53

Statement of Financial Position Statement of Comprehensive Income

As at 31 March 2019 Year ended 31 March 2019

Note 2019 2018 Note 2019 2018

$’000 $’000 $’000 $’000

Non-current assets Operating and investment income:

Property, plant and equipment 4 7,985 9,479 Interest income from bank balances 1,785 1,901
Intangible assets 5 762 1,861 Interest income from held-to-maturity financial assets – 938
Held-to-maturity financial assets 6 – 6,588 Interest income from debt investments at amortised cost 484 –
Debt investments at amortised cost 7 48,338 – Dividend income from investments at fair value through profit or loss 146 287
Investments at fair value through profit or loss 8 – 5,034 Net fair value gain/(loss) on investments at fair value through profit or loss:
Equity investments at fair value through other comprehensive income 9 1,573 – – investments held by the Council (28) (145)
Total non-current assets 58,658 22,962 – funds managed by fund managers 8 3,504 4,640
Loss on redemption of held-to-maturity financial assets – (87)
Current assets Loss on redemption of debt investments at amortised cost (32) –
Held-to-maturity financial assets 6 – 7,000 Amortisation of premium on held-to-maturity financial assets – (14)
Investments at fair value through profit or loss 8 162,984 166,284 Amortisation of premium on debt investments at amortised cost (90) –
Debtors, grant receivables and prepayments 10 35,933 28,953 Subscriptions and miscellaneous income 7,490 5,660
Cash and bank balances 11 87,154 123,164 Total operating and investment income 13,259 13,180
Total current assets 286,071 325,401
Operating and investment expenditure:
Total assets 344,729 348,363 Staff costs – salaries and related costs 22 (20,593) (20,718)
Contributions to defined contribution plan 22 (2,864) (3,308)
Funds of the Council
Operating lease expenses
Statutory funds:
– Temporary Occupation Licence fee (1,001) (1,128)
– Endowment fund 13 191,884 191,884
– Other operating lease expenses (1,042) (807)
– General fund 14 33,430 34,793
Depreciation of property, plant and equipment 4 (1,023) (749)
– ComChest fund 15 74,909 72,772
Amortisation of intangible assets 5 (1,368) (1,253)
Total funds 300,223 299,449
Property, plant and equipment written off – (4)
Non-current liabilities Intangible assets written off – (11)
Deferred capital grants 16 5,631 6,058 Funding of Community Chest operating expenses (1) (2,763) (806)
Provision for reinstatement cost 17 271 271 Building and system maintenance expenses (3,526) (3,049)
Sundry creditors and accruals 18 1,478 1,262 Project expenses (29,254) (29,187)
Total non-current liabilities 7,380 7,591 Utilities expenses (133) (135)
Other expenses (4,911) (4,229)
Current liabilities Total operating and investment expenditure (68,478) (65,384)
Sundry creditors and accruals 18 37,126 41,323 Operating deficit before government and other grants (55,219) (52,204)
Total liabilities 44,506 48,914
Government and other grants:
Total funds, reserve and liabilities 344,729 348,363 Operating Grants 43,756 42,184
MSF Capital Grant 16 407 468
Net assets of trust funds 12 187,531 121,789
Grants for Temporary Occupation Licence fee 898 1,001
Care & Share Grant 10,000 10,118
Total government and other grants 55,061 53,771
Operating (deficit)/surplus before SSI and Community Chest Operations (158) 1,567

The accompanying notes form an integral part of the financial statements. The accompanying notes form an integral part of the financial statements.
54 NCSS Annual Report 2018 Financial Statements 55

Statement of Comprehensive Income Statement of Changes in

Statutory Funds and Reserve
Year ended 31 March 2019

Year ended 31 March 2019

Note 2019 2018 Note Statutory Funds

$’000 $’000 Endowment General ComChest
Fund Fund Fund Total
Social Service Institute (“SSI”) $’000 $’000 $’000 $’000
Proceeds and claims from SSI courses 7,288 7,575
Operating Grant 4,152 3,847 Balance as at 1 April 2017 191,884 32,670 65,884 290,438
MSF Capital Grant 16 470 415 Surplus for the financial year – 9,011 – 9,011
Care & Share Grant 231 259 Transfer 14, 15 – (6,888) 6,888 –
Tote Board Grant 752 1,720 Balance as at 31 March 2018 191,884 34,793 72,772 299,449
Other Income 96 263
Less: Direct SSI course expenditure (3,020) (2,620) Balance as at 1 April 2018 191,884 34,793 72,772 299,449
Staff costs – salaries and related costs 22 (6,576) (5,881) Surplus for the financial year – 774 – 774
Contributions to defined contribution plan 22 (664) (680) Transfer 14, 15 – (2,137) 2,137 –
Other administrative expenses (2,006) (2,513) Balance as at 31 March 2019 191,884 33,430 74,909 300,223
Operating lease expenses
– Temporary Occupation Licence fee (1,417) (1,333)
Depreciation of property, plant and equipment 4 (509) (486)
Amortisation of intangible assets 5 (2) (10)
Net (deficit)/surplus from SSI (1,205) 556
Operating (deficit)/surplus for the year
before Community Chest Operations (1,363) 2,123

NCSS Charitable Fund (Community Chest Only)

Funding from NCSS operating income (1) 2,763 806
Direct donations for fund-raising operating expenses (1) 5,930 6,917
Other Income (9) 80
Less: Staff costs – salaries and related costs 22 (3,902) (3,944)
Contributions to defined contribution plan 22 (654) (651)
Depreciation of property, plant and equipment 4 (52) (60)
Amortisation of intangible assets 5 (28) (13)
Other fund-raising expenses (3,940) (3,005)
Operating lease expenses
– Temporary Occupation Licence fee (108) (130)
– –
Fund-raising proceeds from Community Chest 26 54,183 57,198
Less: Service allocations 19 (52,046) (50,310)
Surplus from Community Chest 2,137 6,888
Surplus for the year 14 774 9,011

Total comprehensive surplus for the year attributable to Council funds 774 9,011
(1) All expenses of the NCSS Charitable Fund (Community Chest only) are covered by donations and sponsorships for fund-raising expenses and NCSS
operating income for the year.

The accompanying notes form an integral part of the financial statements. The accompanying notes form an integral part of the financial statements.
56 NCSS Annual Report 2018 Financial Statements 57

Statement of Cash Flows Statement of Cash Flows

Year ended 31 March 2019 Year ended 31 March 2019

Note 2019 2018 Note 2019 2018

$’000 $’000 $’000 $’000

Cash flows from operating activities Cash flows from investing activities
Surplus for the year 774 9,011 Purchase of property, plant and equipment 4 (90) (1,595)
Less: Grant income (66,596) (66,929) Expenditure on software development 5 (299) (793)
Deficit before grant (65,822) (57,918) Interest received on bank balances 1,405 1,334
Interest received on held-to-maturity financial assets – 1,054
Adjustments for: Interest income from debt investments at amortised cost 282 –
Depreciation of property, plant and equipment 4 1,584 1,295 Dividend income received 146 287
Amortisation of intangible assets 5 1,398 1,276 Purchase of investments at fair value through profit or loss (14,000) (50,000)
Interest income from bank balances (1,785) (1,901) Purchase of debt investment at amortised cost (45,428) –
Interest income from held-to-maturity financial assets – (938) Purchase of equity investment at fair value
Interest income from debt investments at amortised cost (484) – through other comprehensive income (1,573) –
Dividend income from investments at fair value Proceeds from redemption of held-to-maturity financial assets – 11,619
through profit or loss (held by the Council) (146) (287) Proceeds from redemption of debt investments at amortised cost 10,556 –
Property, plant and equipment written off – 4 Proceeds from disposal of investments at fair value
Intangible assets written off – 11 through profit or loss 25,810 21,493
Loss on redemption of held-to-maturity financial assets – 87 Net cash used in investing activities (23,191) (16,601)
Loss on redemption of debt investments at amortised cost 32 –
Unrealised gain on investments at fair value through profit or loss (3,418) (4,469) Cash flows from financing activity
Realised gain on sale of fair value through profit or loss (58) (26) Government and other grants received 53,363 54,110
Amortisation of premium on held-to-maturity financial assets – 14 Net cash generated from financing activity 53,363 54,110
Amortisation of premium on debt investments at amortised cost 90 –
Impairment loss on debtors and other receivables 24 2 4 Net decrease in cash and cash equivalents (36,010) (32,267)
Operating loss before working capital changes (68,607) (62,848) Cash and cash equivalents at beginning of financial year 123,164 155,431
Increase in debtors, grant receivables and prepayments (1,059) (6,086) Cash and cash equivalents at end of financial year 11 87,154 123,164
Increase/(Decrease) in sundry creditors and accruals 3,484 (842)
Net cash used in operating activities (66,182) (69,776)

The accompanying notes form an integral part of the financial statements. The accompanying notes form an integral part of the financial statements.
58 NCSS Annual Report 2018 Financial Statements 59

Notes to the Financial Statements Notes to the Financial Statements

For the Financial Year ended 31 March 2019 For the Financial Year ended 31 March 2019

These notes form an integral part of the financial statements. 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (cont’d)
2.4 Use of estimates and judgements (cont’d)
The financial statements were authorised for issue by the Board of the Council on 11 June 2019.
Information about assumptions and estimation uncertainties that have a significant risk of resulting in a material
1. GENERAL adjustment to the carrying amounts of assets and liabilities within the next financial year are included in the
National Council of Social Service (the “Council”) was established as a statutory body on 1 May 1992 under the following notes:
National Council of Social Service Act (Chapter 195A amended in September 2000) (the “Act”) and is domiciled Note 24 – Impairment of financial assets
in Singapore. The registered office of the Council and principal place of operations is at NCSS Centre, Ulu Pandan Note 25 – Valuation of assets and liabilities
Community Building, 170 Ghim Moh Road #01-02, Singapore 279621.
Measurement of fair values
The NCSS Charitable Fund was established on 1 May 2003, as an Institution of a Public Character (“IPC”) under
A number of the Council’s accounting policies and disclosures requires the measurement of fair values, for both
the Charities Act (Chapter 37) and comprises all the charitable activities of NCSS, including the Community Chest.
financial and non-financial assets and liabilities.
The principal activities of the Council are to provide, develop and promote efficient and effective social services
The Council has an established control framework with respect to the measurement of fair values. This includes
and encourage voluntary work to meet current and future needs.
an investment team that has overall responsibility for all significant fair value measurements, including Level 3 fair
The current financial year of the Council is from 1 April 2018 to 31 March 2019. values, and reports directly to the Finance Director.

The investment team regularly reviews significant unobservable inputs and valuation adjustments. If third party
2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
information, such as broker quotes or pricing services, is used to measure fair values, then the investment team
2.1 Statement of compliance assesses and documents the evidence obtained from the third parties to support the conclusion that these
The financial statements have been prepared in accordance with the applicable requirements of the Public Sector valuations meet the requirements of SB-FRS, including the level in the fair value hierarchy in which the valuations
(Governance) Act 2018, Act 5 of 2018 (the “PSG” Act), the National Council of Social Service Act (Chapter 195A should be classified.
amended in September 2000) (the “Act”) and Statutory Board Financial Reporting Standards (“SB-FRS”). SB-FRS
includes Statutory Board Financial Reporting Standards, Interpretations of SB-FRS and SB-FRS Guidance Notes as Significant valuation issues are reported to the Investment Committee.
promulgated by the Accountant-General. When measuring the fair value of an asset or a liability, the Council uses observable market data as far as possible.
This is the first set of the Council’s annual financial statements in which SB-FRS 115 Revenue from Contracts with Fair values are categorised into different levels in a fair value hierarchy based on the inputs used in the valuation
Customers and SB-FRS 109 Financial Instruments have been applied. techniques as follows:

2.2 Basis of measurement Level 1: quoted prices (unadjusted) in active markets for identical assets or liabilities.
The financial statements have been prepared based on the historical cost basis except as disclosed in the Level 2: inputs other than quoted prices included in Level 1 that are observable for the asset or liability, either
accounting policies below. directly (i.e. as prices) or indirectly (i.e. derived from prices).
2.3 Functional and presentation currency Level 3: inputs for the asset or liability that are not based on observable market data (unobservable inputs).
The financial statements are presented in Singapore Dollar (S$) which is the functional currency of the Council. All
If the inputs used to measure the fair value of an asset or a liability fall into different levels of the fair value
financial information presented in Singapore Dollars have been rounded to the nearest thousand (S$’000), except
hierarchy, then the fair value measurement is categorised in its entirety in the same level of the fair value hierarchy
when otherwise stated.
as the lowest level of input that is significant to the entire measurement (with Level 3 being the lowest).
2.4 Use of estimates and judgements
The Council recognises transfers between levels of the fair value hierarchy as of the end of the reporting period
The preparation of the financial statements in conformity with SB-FRSs requires management to make judgements, during which the change has occurred.
estimates and assumptions that affect the application of accounting policies and the reported amounts of assets,
liabilities, income and expenditure. Actual results may differ from these estimates. Further information about the assumptions made in measuring fair values is included in note 25.

Estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are
recognised in the period in which the estimates are revised and in any future periods affected.
60 NCSS Annual Report 2018 Financial Statements 61

Notes to the Financial Statements Notes to the Financial Statements

For the Financial Year ended 31 March 2019 For the Financial Year ended 31 March 2019

3. SIGNIFICANT ACCOUNTING POLICIES 3. SIGNIFICANT ACCOUNTING POLICIES (cont’d)

The accounting policies adopted have been applied consistently to all periods presented in these financial 3.2 Financial instruments (cont’d)
statements, except as explained in note 27 which addresses changes in accounting policies. (ii) Classification and subsequent measurement (cont’d)
3.1 Foreign currency transactions Non-derivative financial assets – Policy applicable from 1 April 2018 (cont’d)
Transactions in foreign currencies are translated to the functional currency of Council at exchange rates at the Equity investments at FVOCI
dates of the transactions. Monetary assets and liabilities denominated in foreign currencies at the reporting date On initial recognition of an equity investment that is not held-for-trading, the Council may irrevocably elect
are retranslated to the functional currency at the exchange rate at that date. The foreign currency gain or loss to present subsequent changes in the investment’s fair value in OCI. This election is made on an investment-
on monetary items is the difference between amortised cost in the functional currency at the beginning of the by-investment basis.
financial year, adjusted for effective interest and payments during the year, and the amortised cost in foreign
These assets are subsequently measured at fair value. Dividends are recognised as income in profit or loss
currency translated at the exchange rate at the end of the financial year.
unless the dividend clearly represents a recovery of part of the cost of the investment. Other net gains and
Non-monetary assets and liabilities denominated in foreign currencies that are measured at fair value are translated losses are recognised in OCI and are never reclassified to profit or loss.
to the functional currency at the exchange rate at the date that the fair value was determined. Non-monetary
Financial assets at FVTPL
items in a foreign currency that are measured in terms of historical cost are translated using the exchange rate
at the date of the transaction. Foreign currency differences arising on translation are recognised in statement of All financial assets not classified as measured at amortised cost or FVOCI as described above are measured
comprehensive income. at FVTPL. On initial recognition, the Council may irrevocably designate a financial asset that otherwise
meets the requirements to be measured at amortised cost or at FVOCI as at FVTPL if doing so eliminates or
3.2 Financial instruments significantly reduces an accounting mismatch that would otherwise arise.
(i) Recognition and initial measurement
Financial assets: Business model assessment – Policy applicable from 1 April 2018
Non-derivative financial assets and financial liabilities
The Council makes an assessment of the objective of the business model in which a financial asset is held
Debtors and other receivables and debt investments issued are initially recognised when they are originated.
at a portfolio level because this best reflects the way the business is managed and information is provided
All other financial assets and financial liabilities are initially recognised when the Council becomes a party to
to management. The information considered includes:
the contractual provisions of the instrument.
• the stated policies and objectives for the portfolio and the operation of those policies in practice.
A financial asset (unless it is a trade receivable without a significant financing component) or financial
These include whether management’s strategy focuses on earning contractual interest income,
liability is initially measured at fair value plus, for an item not at fair value through profit or loss (FVTPL),
maintaining a particular interest rate profile, matching the duration of the financial assets to the
transaction costs that are directly attributable to its acquisition or issue. A trade receivable without a
duration of any related liabilities or expected cash outflows or realising cash flows through the sale
significant financing component is initially measured at the transaction price.
of the assets;
(ii) Classification and subsequent measurement
• how the performance of the portfolio is evaluated and reported to the Council’s management;
Non-derivative financial assets – Policy applicable from 1 April 2018
• the risks that affect the performance of the business model (and the financial assets held within that
On initial recognition, a financial asset is classified as measured at: amortised cost; fair value through other
business model) and how those risks are managed;
comprehensive income (FVOCI) – debt investment; FVOCI – equity investment; or fair value through profit or
loss (FVTPL). • how managers of the business are compensated – e.g. whether compensation is based on the fair
value of the assets managed or the contractual cash flows collected; and
Financial assets are not reclassified subsequent to their initial recognition unless the Council changes its
business model for managing financial assets, in which case all affected financial assets are reclassified on • the frequency, volume and timing of sales of financial assets in prior periods, the reasons for such
the first day of the first reporting period following the change in the business model. sales and expectations about future sales activity.
Financial assets at amortised cost Transfers of financial assets to third parties in transactions that do not qualify for derecognition are not
A financial asset is measured at amortised cost if it meets both of the following conditions and is not considered sales for this purpose, consistent with the Council’s continuing recognition of the assets.
designated as at FVTPL:
Financial assets that are held-for-trading or are managed and whose performance is evaluated on a fair
• it is held within a business model whose objective is to hold assets to collect contractual cash flows; and value basis are measured at FVTPL.

• its contractual terms give rise on specified dates to cash flows that are solely payments of principal
and interest on the principal amount outstanding.
62 NCSS Annual Report 2018 Financial Statements 63

Notes to the Financial Statements Notes to the Financial Statements

For the Financial Year ended 31 March 2019 For the Financial Year ended 31 March 2019

3. SIGNIFICANT ACCOUNTING POLICIES (cont’d) 3. SIGNIFICANT ACCOUNTING POLICIES (cont’d)

3.2 Financial instruments (cont’d) 3.2 Financial instruments (cont’d)
(ii) Classification and subsequent measurement (cont’d) (ii) Classification and subsequent measurement (cont’d)
Non-derivative financial assets: Assessment whether contractual cash flows are solely Non-derivative financial assets – Policy applicable before 1 April 2018
payments of principal and interest – Policy applicable from 1 April 2018 The Council classifies non-derivative financial assets into the following categories: financial assets at
For the purposes of this assessment, ‘principal’ is defined as the fair value of the financial asset on initial FVTPL, loans and receivables and held-to-maturity financial assets.
recognition. ‘Interest’ is defined as consideration for the time value of money and for the credit risk associated
Non-derivative financial assets: Subsequent measurement and gains and losses – Policy
with the principal amount outstanding during a particular period of time and for other basic lending risks
applicable before 1 April 2018
and costs (e.g. liquidity risk and administrative costs), as well as a profit margin.
Financial assets at FVTPL
In assessing whether the contractual cash flows are solely payments of principal and interest, the Council
A financial asset was classified at FVTPL if it was classified as held-for-trading or was designated as such
considers the contractual terms of the instrument. This includes assessing whether the financial asset
upon initial recognition. Financial assets were designated at FVTPL if the Council managed such investments
contains a contractual term that could change the timing or amount of contractual cash flows such that it
and made purchase and sale decisions based on their fair value in accordance with the Council’s documented
would not meet this condition. In making this assessment, the Council considers:
risk management or investment strategy. Directly attributable transaction costs were recognised in profit
• contingent events that would change the amount or timing of cash flows; or loss as incurred. Financial assets at FVTPL were measured at fair value, and changes therein, which took
into account any dividend income, were recognised in statement of comprehensive income.
• terms that may adjust the contractual coupon rate, including variable rate features;
Financial assets classified as held-for-trading comprised equity investments actively managed by the
• prepayment and extension features; and Council’s treasury department to address short-term liquidity needs.
• terms that limit the Council’s claim to cash flows from specified assets (e.g. non-recourse features). Financial assets designated at FVTPL comprised equity investments that otherwise would have been
classified as available-for-sale.
A prepayment feature is consistent with the solely payments of principal and interest criterion if the
prepayment amount substantially represents unpaid amounts of principal and interest on the principal Loans and receivables
amount outstanding, which may include reasonable additional compensation for early termination of the
Loans and receivables were financial assets with fixed or determinable payments that were not quoted in
contract. Additionally, for a financial asset acquired at a significant discount or premium to its contractual
an active market. Such assets are initially measured at fair value plus any directly attributable transaction
par amount, a feature that permits or requires prepayment at an amount that substantially represents the
costs. Subsequent to initial recognition, loans and receivables were measured at amortised cost using the
contractual par amount plus accrued (but unpaid) contractual interest (which may also include reasonable
effective interest method, less any impairment losses.
additional compensation for early termination) is treated as consistent with this criterion if the fair value of
the prepayment feature is insignificant at initial recognition. Loans and receivables comprised cash and bank balances and debtors and other receivables.

Non-derivative financial assets: Subsequent measurement and gains and losses – Policy Held-to-maturity financial assets
applicable from 1 April 2018 If the Council had the positive intent and ability to hold debt investments to maturity, then such financial
Financial assets at FVTPL assets were classified as held-to-maturity. Held-to-maturity financial assets are initially measured at fair
These assets are subsequently measured at fair value. Net gains and losses, including any interest or value plus any directly attributable transaction costs. Subsequent to initial recognition, held-to-maturity
dividend income, are recognised in statement of comprehensive income. financial assets were measured at amortised cost using the effective interest method, less any impairment
losses.
Financial assets at amortised cost
Held-to-maturity financial assets comprised quoted and unquoted bonds.
These assets are subsequently measured at amortised cost using the effective interest method. The
amortised cost is reduced by impairment losses. Interest income, foreign exchange gains and losses and
impairment are recognised in statement of comprehensive income. Any gain or loss on derecognition is
recognised in statement of comprehensive income.

Equity investments at FVOCI

These assets are subsequently measured at fair value. Dividends are recognised as income in statement
of comprehensive income unless the dividend clearly represents a recovery of part of the cost of the
investment. Other net gains and losses are recognised in OCI and are never reclassified to statement of
comprehensive income.
64 NCSS Annual Report 2018 Financial Statements 65

Notes to the Financial Statements Notes to the Financial Statements

For the Financial Year ended 31 March 2019 For the Financial Year ended 31 March 2019

3. SIGNIFICANT ACCOUNTING POLICIES (cont’d) 3. SIGNIFICANT ACCOUNTING POLICIES (cont’d)

3.2 Financial instruments (cont’d) 3.2 Financial instruments (cont’d)
(ii) Classification and subsequent measurement (cont’d) (v) Offsetting
Non-derivative financial liabilities: Classification, subsequent measurement and gains and losses Financial assets and financial liabilities are offset and the net amount presented in the statement of
Financial liabilities are classified as measured at amortised cost or FVTPL. A financial liability is classified financial position when, and only when, the Council currently has a legally enforceable right to set off the
as at FVTPL if it is classified as held-for-trading or it is designated as such on initial recognition. Financial amounts and it intends either to settle them on a net basis or to realise the asset and settle the liability
liabilities at FVTPL are measured at fair value and net gains and losses, including any interest expense, are simultaneously.
recognised in statement of comprehensive income. Directly attributable transaction costs are recognised in
(vi) Cash and cash equivalents
statement of comprehensive income as incurred.
Cash and cash equivalents comprise cash at bank and fixed bank deposits with maturities of three months
Other financial liabilities are initially measured at fair value less directly attributable transaction costs. They or less from the date of acquisition that are subject to an insignificant risk of changes in value, and are used
are subsequently measured at amortised cost using the effective interest method. Interest expense and by Council in the management of its short-term commitments.
foreign exchange gains and losses are recognised in statement of comprehensive income. These financial
3.3 Property, plant and equipment
liabilities comprised sundry creditors and accruals.
All items of property, plant and equipment are initially recorded at cost. Subsequent to recognition, property, plant
(iii) Derivative financial instruments and equipment are measured at cost less accumulated depreciation and any accumulated impairment losses.
The Council holds derivative financial instruments to hedge its foreign currency risk exposures.
Depreciation is based on the cost of an asset less its residual value. Significant components of individual assets are
Derivatives are recognised initially at fair value, attributable transaction costs are recognised as an expense assessed and if a component has a useful life that is different from the remainder of that asset, that component
when incurred. is depreciated separately. Assets classified as construction-in-progress are not depreciated, as these assets are
not available for use.
Subsequent to initial recognition, derivatives are measured at fair value, and the changes are recognised in
the statement of comprehensive income. Depreciation is recognised as an expense in the statement of comprehensive income on a straight-line basis over
the estimated useful lives of the assets as follows:
(iv) Derecognition
Financial assets Computer equipment 33 ⅓%
Furniture and equipment 10% to 25%
The Council derecognises a financial asset when the contractual rights to the cash flows from the financial
Leasehold improvements 10% to 20%
asset expire, or it transfers the rights to receive the contractual cash flows in a transaction in which
Motor vehicles 20%
substantially all of the risks and rewards of ownership of the financial asset are transferred or in which the
Other leasehold building 3 ⅓%
Council neither transfers nor retains substantially all of the risks and rewards of ownership and it does not
retain control of the financial asset. Property, plant and equipment costing less than $5,000 (2018: $500) are charged to the statement of
comprehensive income in the year of purchase.
The Council enters into transactions whereby it transfers assets recognised in its statement of financial
position, but retains either all or substantially all of the risks and rewards of the transferred assets. In these The carrying values of property, plant and equipment are reviewed for impairment when events or changes in
cases, the transferred assets are not derecognised. circumstances indicate that the carrying value may not be recoverable.
Financial liabilities Depreciation methods, useful lives and residual values are reviewed at the end of each reporting period and
The Council derecognises a financial liability when its contractual obligations are discharged or cancelled, or adjusted prospectively, if appropriate.
expire. The Council also derecognises a financial liability when its terms are modified and the cash flows of
An item of property, plant and equipment is derecognised upon disposal or when no future economic benefits are
the modified liability are substantially different, in which case a new financial liability based on the modified
expected from its use or disposal. Any gain or loss on de-recognition of the asset is included in the statement of
terms is recognised at fair value.
comprehensive income in the year the asset is derecognised.
On derecognition of a financial liability, the difference between the carrying amount extinguished and
the consideration paid (including any non-cash assets transferred or liabilities assumed) is recognised in
statement of comprehensive income.
66 NCSS Annual Report 2018 Financial Statements 67

Notes to the Financial Statements Notes to the Financial Statements

For the Financial Year ended 31 March 2019 For the Financial Year ended 31 March 2019

3. SIGNIFICANT ACCOUNTING POLICIES (cont’d) 3. SIGNIFICANT ACCOUNTING POLICIES (cont’d)

3.4 Intangible assets 3.5 Impairment (cont’d)
Intangible assets represent software expenditure directly attributable to the development of a computer (i) Non-derivative financial assets – Policy applicable from 1 April 2018 (cont’d)
system. The development expenditures are capitalised and carried at cost less accumulated amortisation and any Measurement of ECLs
accumulated impairment losses. Amortisation of the intangible asset begins when development is complete and
ECLs are probability-weighted estimates of credit losses. Credit losses are measured at the present value
the asset is available for use. The intangible assets have finite useful lives and are amortised over estimated useful
of all cash shortfalls (i.e. the difference between the cash flows due to the entity in accordance with the
life of three years on a straight-line basis.
contract and the cash flows that the Council expects to receive). ECLs are discounted at the effective
3.5 Impairment interest rate of the financial asset.
(i) Non-derivative financial assets – Policy applicable from 1 April 2018 Credit-impaired financial assets
The Council recognises loss allowances for expected credit losses (“ECLs”) on financial assets measured at At each reporting date, the Council assesses whether financial assets carried at amortised cost are credit-
amortised costs. impaired. A financial asset is ‘credit-impaired’ when one or more events that have a detrimental impact on
the estimated future cash flows of the financial asset have occurred.
Loss allowances of the Council are measured on either of the following bases:
Evidence that a financial asset is credit-impaired includes the following observable data:
• 12-month ECLs: these are ECLs that result from default events that are possible within the 12
months after the reporting date (or for a shorter period if the expected life of the instrument is less • significant financial difficulty of the borrower or issuer;
than 12 months); or
• a breach of contract such as a default;
• Lifetime ECLs: these are ECLs that result from all possible default events over the expected life of a
financial instrument or contract asset. • the restructuring of a loan or advance by the Council on terms that the Council would not consider
otherwise;
Simplified approach
• it is probable that the borrower will enter bankruptcy or other financial reorganisation; or
The Council applies the simplified approach to provide for ECLs for all debtors. The simplified approach
requires the loss allowance to be measured at an amount equal to lifetime ECLs. • the disappearance of an active market for a security because of financial difficulties.
General approach Presentation of allowance for ECLs in the statement of financial position
The Council applies the general approach to provide for ECLs on all other financial instruments. Under the Loss allowances for financial assets measured at amortised cost are deducted from the gross carrying
general approach, the loss allowance is measured at an amount equal to 12-month ECLs at initial recognition. amount of these assets.
At each reporting date, the Council assesses whether the credit risk of a financial instrument has increased Write-off
significantly since initial recognition. When credit risk has increased significantly since initial recognition,
The gross carrying amount of a financial asset is written off (either partially or in full) to the extent that
loss allowance is measured at an amount equal to lifetime ECLs.
there is no realistic prospect of recovery. This is generally the case when the Council determines that the
When determining whether the credit risk of a financial asset has increased significantly since initial debtor does not have assets or sources of income that could generate sufficient cash flows to repay the
recognition and when estimating ECLs, the Council considers reasonable and supportable information amounts subject to the write-off. However, financial assets that are written off could still be subject to
that is relevant and available without undue cost or effort. This includes both quantitative and qualitative enforcement activities in order to comply with the Council’s procedures for recovery of amounts due.
information and analysis, based on the Council’s historical experience and informed credit assessment and
includes forward-looking information.

If credit risk has not increased significantly since initial recognition or if the credit quality of the financial
instruments improves such that there is no longer a significant increase in credit risk since initial recognition,
loss allowance is measured at an amount equal to 12-month ECLs.

The Council considers a financial asset to be in default when the borrower is unlikely to pay its credit
obligations to the Council in full, without recourse by the Council to actions such as realising security (if any
is held).

The maximum period considered when estimating ECLs is the maximum contractual period over which the
Council is exposed to credit risk.
68 NCSS Annual Report 2018 Financial Statements 69

Notes to the Financial Statements Notes to the Financial Statements

For the Financial Year ended 31 March 2019 For the Financial Year ended 31 March 2019

3. SIGNIFICANT ACCOUNTING POLICIES (cont’d) 3. SIGNIFICANT ACCOUNTING POLICIES (cont’d)

3.5 Impairment (cont’d) 3.6 Trust Funds
(i) Non-derivative financial assets – Policy applicable from 1 April 2018 (cont’d) Monies received where the Council is not the owner and beneficiaries are accounted for as trust funds. The receipts
Policy applicable before 1 April 2018 and payments in respect of trust funds are taken directly to the funds accounts and the net assets relating to
these funds are shown as a separate line item in the statement of financial position.
Financial assets carried at amortised cost
The Council considered evidence of impairment for loans and receivables and held-to-maturity financial 3.7 Provisions
assets at both a specific asset and collective level. All individually significant loans and receivables, and held- A provision is recognised if, as a result of a past event, the Council has a present legal or constructive obligation
to-maturity financial assets were assessed for specific impairment. All individually significant loans and that can be estimated reliably, and it is probable that an outflow of economic benefits will be required to settle the
receivables, and held-to-maturity investment found not to be specifically impaired were then collectively obligation. Provisions are determined by discounting the expected future cash flows at a pre-tax rate that reflects
assessed for any impairment that had been incurred but not yet identified. Loans and receivables, and current market assessments of the time value of money and the risks specific to the liability. The unwinding of the
held-to-maturity financial assets that were not individually significant were collectively assessed for discount is recognised as finance cost.
impairment by grouping together loans and receivables and held-to-maturity financial assets with similar
risk characteristics. 3.8 Government grants
Government grants are recognised when there is reasonable assurance that the grant will be received and all
In assessing collective impairment, the Council used historical trends of the probability of default, the timing
attaching conditions will be complied with. Where the grant relates to an asset, the fair value is recognised as
of recoveries and the amount of loss incurred, adjusted for management's judgement as to whether current
deferred capital grant on the statement of financial position and is amortised to statement of comprehensive
economic and credit conditions were such that the actual losses were likely to be greater or less than
income over the expected useful life of the relevant asset by equal annual instalments.
suggested by historical trends.
Grants from the government to meet the Council's operating expenses are recognised as income to match the
An impairment loss in respect of a financial asset measured at amortised cost was calculated as the difference
related operating expenditure.
between its carrying amount and the present value of the estimated future cash flows, discounted at the
asset's original effective interest rate. Losses were recognised in the statement of comprehensive income Government grants for the purchase of depreciable assets are taken to the Deferred Capital Grant Account. The
and reflected in an allowance account against loans and receivables or held-to-maturity investments. grants are recognised as income over the useful lives of the related assets to match the depreciation of those
Interest on the impaired asset continued to be recognised. When a subsequent event (e.g. repayment by a assets.
debtor) caused the amount of impairment loss to decrease, the decrease in impairment loss was reversed
Both operating and capital grants are accounted for on an accrual basis.
through the statement of comprehensive income.

(ii) Non-financial assets

3.9 Revenue recognition
Revenue from rendering of service is recognised when the Council satisfies a performance obligation (“PO”) by
The carrying amounts of the Council’s non-financial assets are reviewed at each reporting date to determine
transferring control of a promised service. The amount of revenue recognised is the amount of the transaction
whether there is any indication of impairment. If any such indication exists, then the asset’s recoverable
price allocated to the satisfied PO.
amount is estimated. An impairment loss is recognised if the carrying amount of an asset or its related cash-
generating unit (“CGU”) exceeds its estimated recoverable amount. The transaction price is allocated to each PO in the contract on the basis of the relative stand-alone selling prices
of the promised services.
The recoverable amount of an asset or CGU is the greater of its value in use and its fair value less costs to
sell. In assessing value in use, the estimated future cash flows are discounted to their present value using Transaction price is the amount of consideration in the contract to which the Council expects to be entitled in
a pre-tax discount rate that reflects current market assessments of the time value of money and the risks exchange for transferring the promised services.
specific to the asset or CGU. For the purpose of impairment testing, assets that cannot be tested individually
are grouped together into the smallest group of assets that generates cash inflows from continuing use
that are largely independent of the cash inflows of other assets or CGUs.

Impairment losses are recognised in statement of comprehensive income. Impairment losses recognised
in prior periods are assessed at each reporting date for any indications that the loss has decreased or no
longer exists. An impairment loss is reversed if there has been a change in the estimates used to determine
the recoverable amount. An impairment loss is reversed only to the extent that the asset’s carrying amount
does not exceed the carrying amount that would have been determined, net of depreciation or amortisation,
if no impairment loss had been recognised.
70 NCSS Annual Report 2018 Financial Statements 71

Notes to the Financial Statements Notes to the Financial Statements

For the Financial Year ended 31 March 2019 For the Financial Year ended 31 March 2019

3. SIGNIFICANT ACCOUNTING POLICIES (cont’d) 3. SIGNIFICANT ACCOUNTING POLICIES (cont’d)

3.9 Revenue recognition (cont’d) 3.11 Leases
The following specific recognition criteria must also be met before revenue is recognised: The determination of whether an arrangement is, or contains a lease is based on the substance of the arrangement
at inception date: whether fulfilment of the arrangement is dependent on the use of a specific asset or assets or
(a) Donation
the arrangement conveys a right to use the asset, even if that right is not explicitly specified in an arrangement.
A donation of cash or assets is recognised in the statement of comprehensive income when the Council
obtains control of the donation or the right to receive the donation; it is probable that the economic benefits Finance leases which transfer to the Council substantially all the risks and rewards incidental to ownership of the
comprising the donation will flow to the Council; and the amount of the donation can be measured reliably. leased item, are capitalised at the inception of the lease at the fair value of the leased asset or, if lower, at the
present value of the minimum lease payments. Any initial direct costs are also added to the amount capitalised.
(b) Dividend income Lease payments are apportioned between the finance charges and reduction of the lease liability so as to achieve
Dividend income is recorded in the statement of comprehensive income when the right to receive the a constant rate of interest on the remaining balance of the liability. Finance charges are charged to statement of
dividend has been established. comprehensive income. Contingent rents, if any, are charged as expenses in the periods in which they are incurred.

(c) Interest income Capitalised leased assets are depreciated over the shorter of the estimated useful life of the asset and the lease
Interest income from bank deposits and bonds is accrued on a time proportion basis with reference to the term, if there is no reasonable certainty that the Council will obtain ownership by the end of the lease term.
principal outstanding and at the rate applicable on an effective yield method.
Operating lease payments are recognised as an expense in statement of comprehensive income on a straight-line
(d) Training programme income basis over the lease term. The aggregate benefit of incentives provided by the lessor is recognised as a reduction
of rental expense over the lease term on a straight-line basis.
Training programme income is recognised when the services are rendered. The income is recorded as part
of the proceeds and claims from Social Service Institute (“SSI”) courses in the statement of comprehensive 3.12 New standards and interpretations not adopted
income.
A number of new standards, amendments to standards and interpretations are not yet effective and have not been
(e) Sun Ray income applied in preparing these financial statements. An explanation of the impact, if any, on adoption of these new
requirements is provided in note 28.
Sun Ray income refers to revenue generated from secondment of employees to respective Social Service
Agencies. The income is recognised when services are rendered to Social Service Agencies and recorded as
part of the subscriptions and miscellaneous income in the statement of comprehensive income.

3.10 Employee benefits

Defined contribution plans
The Council makes contributions to the Central Provident Fund scheme in Singapore, a defined contribution
pension scheme. Contributions to defined contribution pension schemes are recognised as expenditure in the
period in which the related service is performed.

Employee leave entitlement

Employee entitlements to annual leave are recognised as a liability when they are accrued to the employees. The
undiscounted liability for leave expected to be settled wholly before twelve months after the end of the reporting
period is recognised for services rendered by employees up to the end of the reporting period. The liability for
leave expected to be settled beyond twelve months from the end of the reporting period is determined using the
projected unit credit method. The net total of service costs, net interest on the liability and re-measurement of the
liability are recognised in the statement of comprehensive income.
72 NCSS Annual Report 2018 Financial Statements 73

Notes to the Financial Statements Notes to the Financial Statements

For the Financial Year ended 31 March 2019 For the Financial Year ended 31 March 2019

4. PROPERTY, PLANT AND EQUIPMENT 5. INTANGIBLE ASSETS

Furniture Other 2019 2018
Computer and Leasehold Motor leasehold Assets under
equipment equipment improvements vehicles building construction Total $’000 $’000
$’000 $’000 $’000 $’000 $’000 $’000 $’000
Cost
Cost At 1 April 6,243 13,663
At 1 April 2017 2,039 2,240 3,779 65 10,552 – 18,675 Additions 299 793
Additions 408 27 – – – 1,160 1,595 Write-off – (8,213)
Write-off (735) (502) – – – – (1,237) At 31 March 6,542 6,243
At 31 March 2018 1,712 1,765 3,779 65 10,552 1,160 19,033
Additions 79 11 – – – – 90 Amortisation
At 1 April 4,382 11,308
Write-off – (67) – – – – (67)
Amortisation for the year 1,398 1,276
Reclassification 141 1,019 – – – (1,160) –
Write-off – (8,202)
At 31 March 2019 1,932 2,728 3,779 65 10,552 – 19,056
At 31 March 5,780 4,382
Accumulated Net carrying amount 762 1,861
depreciation
At 1 April 2017 1,581 1,934 126 65 5,786 – 9,492 Amortisation expense charged to
Depreciation charge statement of comprehensive income:
for the year 251 88 607 – 349 – 1,295 – Operating and investment expenditure 1,368 1,253
Write-off (735) (498) – – – – (1,233) – SSI 2 10
At 31 March 2018 1,097 1,524 733 65 6,135 – 9,554 – NCSS Charitable Fund 28 13
Depreciation charge 1,398 1,276
for the year 367 268 600 – 349 – 1,584
The intangible assets consist of software expenditure that is directly attributable to the development of a
Write-off – (67) – – – – (67) computer system.
At 31 March 2019 1,464 1,725 1,333 65 6,484 – 11,071
6. HELD-TO-MATURITY FINANCIAL ASSETS
Carrying amount
At 1 April 2017 458 306 3,653 – 4,766 – 9,183 2019 2018
$’000 $’000
At 31 March 2018 615 241 3,046 – 4,417 1,160 9,479
Current:
At 31 March 2019 468 1,003 2,446 – 4,068 – 7,985 Quoted bonds, at amortised cost – 7,000
Included within cost of leasehold improvements as at 31 March 2019 is a provision for reinstatement cost of
Fair value of quoted bonds – 7,105
$271,000 (2018: $271,000). See note 17.
Non-current:
2019 2018
Quoted bonds, at amortised cost maturing:
$’000 $’000
– Within 2 to 5 years – 2,000
– More than 5 years – 4,588
Depreciation expense charged to statement of comprehensive income:
– 6,588
– Operating and investment expenditure 1,023 749
– SSI 509 486 Fair value of quoted bonds – 6,598
– NCSS Charitable Fund 52 60
1,584 1,295 Total held-to-maturity financial assets – 13,588
74 NCSS Annual Report 2018 Financial Statements 75

Notes to the Financial Statements Notes to the Financial Statements

For the Financial Year ended 31 March 2019 For the Financial Year ended 31 March 2019

6. HELD-TO-MATURITY FINANCIAL ASSETS (cont’d) 7. DEBT INVESTMENT AT AMORTISED COST (cont’d)

In 2018, the bonds had fixed coupon rates ranging from 3.49% to 5.25% per annum. The maturity dates ranged Notional principal of the financial derivatives entered into to hedge the foreign currency risk on USD-denominated
from October 2018 to January 2026. debt investments are as follows:

Bonds whose maturity falls due within the next 12 months were disclosed as current assets. 2019 2018
The Council’s held-to-maturity financial assets were all denominated in Singapore Dollars. $’000 $’000

The bonds previously classified as held-to-maturity are now classified as debt investments at amortised cost. Forward foreign exchange contracts 16,035 –
Refer to note 7.
8. INVESTMENTS AT FAIR VALUE THROUGH PROFIT OR LOSS
7. DEBT INVESTMENT AT AMORTISED COST
2019 2018
2019 2018 $’000 $’000
$’000 $’000
Investments held by the Council:
Non-current: – Quoted equity securities – 5,034
Quoted bonds, at amortised cost maturing: – Funds managed by fund managers 162,984 146,321
– Within 2 to 5 years 10,479 – – Short term funds – 19,963
– More than 5 years 1,001 – Total investments at fair value through profit or loss 162,984 171,318
11,480 –
Non-current – 5,034
Unquoted bonds, at amortised cost maturing: Current 162,984 166,284
– Within 2 to 5 years 36,858 – 162,984 171,318
Total debt investments at amortised cost 48,338 –
The investments comprise groups of financial assets that are managed and designated as financial assets at fair
Fair value of quoted bonds 11,591 – value through profit or loss because this designation eliminates or significantly reduces the accounting mismatch
Fair value of unquoted bonds 37,795 – that would otherwise arise from measuring assets or recognising the gains and losses on them on different bases.
49,386 – The performance of the investments held by the Council and funds managed by fund managers is actively
In 2019, the bonds have fixed coupon rates ranging from 2.125% to 7.25% per annum. The maturity dates range monitored and managed on a fair value basis.
from April 2020 to September 2076. The Council’s investments at fair value through profit or loss are denominated in the following currencies:
There are no bonds whose maturity falls due within the next 12 months.
2019 2018
The Council’s debt investments at amortised cost are denominated in the following currencies: $’000 $’000

2019 2018 United States Dollars 113,155 104,370

$’000 $’000 Singapore Dollars 35,051 54,038
Korean Won 4,897 2,891
Singapore Dollars 14,105 – Hong Kong Dollars 4,522 5,955
United States Dollars 34,233 – Thai Baht 3,562 1,086
48,338 – Others 1,797 2,978
162,984 171,318
76 NCSS Annual Report 2018 Financial Statements 77

Notes to the Financial Statements Notes to the Financial Statements

For the Financial Year ended 31 March 2019 For the Financial Year ended 31 March 2019

8. INVESTMENTS AT FAIR VALUE THROUGH PROFIT OR LOSS (cont’d) 9. EQUITY INVESTMENTS DESIGNATED AS AT FAIR VALUE THROUGH OTHER COMPREHENSIVE INCOME
Funds managed by fund managers 2019 2018
2019 2018 $’000 $’000
$’000 $’000
Equity investments at FVOCI 1,573 –
Net fair value gain for the financial year ended is as follows: At 1 April 2018, the Council designated the equity investments shown below as FVOCI because these equity
– Realised gain upon maturity/disposal of funds 86 26
investments are intended to be held for long-term for strategic purposes.
– Unrealised gain during the financial year 3,418 4,614
3,504 4,640 Interest
Fair value as income
During the financial year, two of the funds managed by funds managers were redeemed for consideration of
at 31 March recognised
$20,804,000.
2019 during 2019
In prior financial year, one of the funds managed by funds managers matured and redeemed for consideration of Equity investments $’000 $’000
$21,493,000.
Notional principal of the financial derivatives entered into to hedge the foreign currency risk on USD-denominated Singapore Real Estate Investment Trust (S-REIT) 600 3
investments are as follows: Financials Sector 316 2
Energy Sector 657 4
2019 2018 1,573 9
$’000 $’000
No strategic investments were disposed of during 2019, and there were no transfers of any cumulative gain or
Forward foreign exchange contracts 113,172 91,953 loss within equity relating to these investments.

The unrealised fair value gain from financial derivatives of $174,000 (2018: unrealised fair value loss of $427,000) 10. DEBTORS, GRANT RECEIVABLES AND PREPAYMENTS
is included in the net fair value gain on investment at fair value through profit or loss - funds managed by fund
managers. 2019 2018
$’000 $’000
The movement of the carrying value of funds at 31 March is as follows:
Debtors 712 685
Carrying Carrying
Cost of value of Addition of Disposal of Realised Unrealised value of Grant and other receivables 32,658 26,387
investment investment investment investment gain/(loss) gain/(loss) investment Interest receivable on bank balances 985 605
at end of at beginning during the during the during the during the at end of
the year of the year year year year year the year Interest receivable on held-to-maturity financial assets – 279
$’000 $’000 $’000 $’000 $’000 $’000 $’000 Interest receivable on debt instruments at amortised cost 481 –
Sundry deposits 801 801
2019 Prepaid operating expenses 296 185
Quoted equity securities 5,000 5,034 – (5,006) (28) – – Advances to suppliers – 11
Non principal guaranteed or 35,933 28,953
capital protected funds 144,000 166,284 14,000 (20,804) 86 3,418 162,984
149,000 171,318 14,000 (25,810) 58 3,418 162,984 Grant and other receivables
The grant and other receivables mainly consist of grant receivables from the Ministry of Social and Family
2018 Development (MSF) for NCSS operating cost, Tote Board for SSI and ComChest operating cost, receivables from
Quoted equity securities 5,000 5,179 – – – (145) 5,034 trust funds, donation from President’s Challenge and income from SSI courses.
Principal guaranteed funds (a) – 21,467 – (21,493) 26 – –
Non principal guaranteed or
capital protected funds 155,000 111,670 50,000 – – 4,614 166,284
160,000 138,316 50,000 (21,493) 26 4,469 171,318
(a) As at 31 March 2018, the principal guaranteed funds was $21,467,000 of the carrying amounts above, of which the fund managers had
guaranteed the aggregate principal balance amounted to $20,000,000. There is no principal guaranteed fund in the current year.
78 NCSS Annual Report 2018 Financial Statements 79

Notes to the Financial Statements Notes to the Financial Statements

For the Financial Year ended 31 March 2019 For the Financial Year ended 31 March 2019

11. CASH AND BANK BALANCES 12. TRUST FUNDS (cont’d)

2019 2018 2019 2018

$’000 $’000 $’000 $’000

Cash at banks 50,714 113,084 Represented by:

Fixed bank deposits 36,440 10,072 Bank balances 151,173 139,926
Cash on hand – 8 Fixed bank deposits 10,240 –
Cash and cash equivalents 87,154 123,164 Sundry receivables 3,205 682
Investments 23,759 23,199
Cash at banks earns interest at floating rates based on daily bank deposit rates.
188,377 163,807
Fixed bank deposits bear interest at an average rate of 2.23% (2018: 1.50%) per annum and for tenure of Less: Sundry creditors and accruals (846) (42,018)
approximately 183 days (2018: 184 days). 187,531 121,789

The Council’s cash and bank balances are denominated in Singapore Dollars. Balance as at beginning of the financial year 121,789 126,612
Incoming resources 414,149 327,290
12. TRUST FUNDS Outgoing resources (348,407) (332,113)
2019 2018 Net movement for the financial year 65,742 (4,823)
$’000 $’000 Balance as at end of the financial year 187,531 121,789

VWOs – Charities Capability Fund: 13. ENDOWMENT FUND

– VWO Capability Fund 1 57 57 2019 2018
– VWO Capability Fund 2 675 675 $’000 $’000
– VWO Capability Fund 3 11,211 13,694
– VWO Capability Fund 4 9,919 2,166 At beginning and end of the financial year 191,884 191,884
ComCare and Others – 2
The Endowment Fund, which was established under Section 12 of the National Council of Social Service Act
Charities Fund 600 600
(Chapter 195A amended in September 2000) (the "Act") and in accordance with the provision of the Act, consists
Charities Fund 2 2,904 3,130
of:
Charities Fund 3 215 (151)
IMCDF – Reinvestment Fund for SWTS – 374 (a) all donations and gifts accepted by the Council for the Endowment Fund;
25,581 20,547
MOE Special Education Fund 49,168 22,054 (b) all reserves of the Council in excess of two years of its operating expenditure; and
Tote Board Social Service Fund 9,968 5,249 (c) such other monies as the Council may determine to transfer to the Endowment Fund.
Lee Wee Kheng Fund 27,042 26,975
The Wan Boo Sow Charity Fund 57 58 Interest, dividends and other income derived from the Endowment Fund are credited to the General Fund. The
President’s Challenge 19,090 14,990 Endowment Fund may be used for such purposes as may be approved by the Minister in writing. The Endowment
Social Service Sector ICT Master Plan (50) 434 Fund is intended to provide a safeguard towards continuity of funding for all member Social Service Agencies in
Care & Share 37,909 11,783 the event the Council has difficulties in raising funds. During any financial year, the aggregate amount of General
IDA Digital Inclusion Fund 5,452 7,016 Fund and ComChest Fund that is in excess of two years of the Council's operating expenditure will be transferred
Wing Tai Foundation 8,567 8,214 from the General Fund to the Endowment Fund. No transfer has been made in the current and prior financial year.
SHARE as One 4,287 4,469
Tote Board Mental Health Strategic Initiative 460 –
Total 187,531 121,789
80 NCSS Annual Report 2018 Financial Statements 81

Notes to the Financial Statements Notes to the Financial Statements

For the Financial Year ended 31 March 2019 For the Financial Year ended 31 March 2019

14. GENERAL FUND 16. DEFERRED CAPITAL GRANTS

Note 2019 2018 2019 2018

$’000 $’000 $’000 $’000

At 1 April 34,793 32,670 Capital grant received 22,407 21,957

Surplus for the financial year 774 9,011
Transfer to ComChest Fund 15 (2,137) (6,888) Accumulated amortisation:
At 31 March 33,430 34,793 At 1 April 15,899 15,016
Amortisation for the year 877 883
The General Fund represents accumulated surplus and is for the purpose of meeting operating expenses incurred At 31 March 16,776 15,899
by the Council. Net carrying amount 5,631 6,058
The General Fund, together with the ComChest Fund, does not exceed two years of the Council’s operating
Amortisation charged to statement of comprehensive income:
expenses.
Government and other grants:
– MSF Capital Grant 407 468
15. COMCHEST FUND
SSI
Note 2019 2018 – MSF Capital Grant 470 415
$’000 $’000 877 883

At 1 April 72,772 65,884 17. PROVISION FOR REINSTATEMENT COST

Transfer from General Fund 14 2,137 6,888
2019 2018
At 31 March 74,909 72,772
$’000 $’000
The ComChest Fund was established by the Board, effective from the financial year commencing 1 April 2007.
At 1 April and at 31 March 271 271
The purpose of ComChest Fund is to fund programmes of the Council’s members supported by Community Chest,
in the event that there is a shortfall in fund-raising in future years. Provision for reinstatement cost is determined based on quotation from the quantity surveyor for the renovation
project. The cost is capitalised as part of property, plant and equipment and is depreciated over the lease terms.
The amount equivalent to the surplus of Community Chest in any financial year is transferred from the General
Fund to the ComChest Fund. In the event of a deficit in the fund-raising proceeds from Community Chest in any 18. SUNDRY CREDITORS AND ACCRUALS
financial year, the amount equivalent to the deficit is transferred from the ComChest Fund to the General Fund to
cover service allocations due to members. 2019 2018
$’000 $’000

Non-current
Deferred rental payable – 103
Accrued operating expenses 1,478 1,159
1,478 1,262

Current
Sundry creditors 3,470 867
Accrued operating expenses 23,945 20,940
Advances held for designated projects 1,745 13,218
Deferred rental payable 103 248
Grant income received in advance 7,863 6,050
37,126 41,323
82 NCSS Annual Report 2018 Financial Statements 83

Notes to the Financial Statements Notes to the Financial Statements

For the Financial Year ended 31 March 2019 For the Financial Year ended 31 March 2019

19. SERVICE ALLOCATIONS 20. SIGNIFICANT RELATED PARTY TRANSACTIONS (cont’d)

2019 2018 (b) Other related party transactions

$’000 $’000 Other than disclosed elsewhere in the financial statements, the transactions with related parties based on
agreed terms are as follows:
Allocation to programmes/projects 51,603 49,534
Other allocations 443 776 2019 2018
Service allocations charged as an expense to proceeds $’000 $’000
from Community Chest 52,046 50,310
Service allocations 52,046 50,310 Ministry of Social and Family Development
Grant income and income on provision of services
Allocation to programmes and projects includes disbursements to member Social Service Agencies, project received and recognised 41,691 43,240
expenditure to build capability of Social Service Agencies, raise public awareness of social services and Secondment fee, funding for service
disbursements under ComChest Care Programme. and training courses fees paid/payable (5,178) (3,562)

Other allocations refer to transfer of funds to trust accounts ring-fenced for specific purposes. Singapore Totalisator Board
Donation and grant income received and recognised 9,658 10,967
20. SIGNIFICANT RELATED PARTY TRANSACTIONS
For the purposes of these financial statements, parties are considered to be related to the Council if the Council Other Ministries
has the direct and indirect ability to control the party, jointly control or exercise significant influence over the Grant income and income on provision of services
party in making financial and operating decisions, or vice versa, or where the Council and the party are subject to received and recognised 1,354 2,164
common control or common significant influence. Related parties may be individuals or other entities. The Council Service fee, Licence fee paid/payable (1,321) (386)
considers government agencies to be related parties.
Other Public Agencies
The Council considers the CEO and directors of the Council to be key management personnel in accordance with Grant income and income on provision of services
SB-FRS 24 Related Party Disclosures. received and recognised 588 575
Service fee, Training courses fee paid/payable (4,124) (3,413)
(a) Compensation of key management personnel
The remuneration of key management personnel during the year was as follows: The Council also transacts with other government agencies in its normal day-to-day operations, where the
amounts are individually and collectively not significant.
2019 2018
$’000 $’000 21. COMMITMENTS AND CONTINGENT ASSETS

2019 2018
Salaries and other employee benefits 4,843 4,591
$’000 $’000
Contributions to defined contribution plan 335 341
5,178 4,932
(a) Approved funding to members 44,756 44,330

2019 2018 The Council has budgeted an approved funding of $44,756,000 (2018: $44,330,000) for disbursements to
its Social Service Agencies for the subsequent financial year.
Number of key management personnel 19 18

The remuneration of key management personnel is determined by the Board of the Council.
84 NCSS Annual Report 2018 Financial Statements 85

Notes to the Financial Statements Notes to the Financial Statements

For the Financial Year ended 31 March 2019 For the Financial Year ended 31 March 2019

21. COMMITMENTS AND CONTINGENT ASSETS (cont’d) 23. TAXATION

(b) Operating leases The Council is exempted from income tax under Section 13(1)(e) of the Income Tax Act, Cap. 134.
The Council has entered into commercial leases on its rental of office spaces and computer software. These
leases have an average tenure of two and a half years with no contingent rent provision included in the 24. FINANCIAL RISK MANAGEMENT OBJECTIVES AND POLICIES
contracts. The Council is exposed to credit risk, liquidity risk and market risk (including interest rate and market prices risks)
arising from its operations. The Council’s risk management approach seeks to minimise the potential material
Future minimum rental payable under non-cancellable operating leases at the end of the reporting period adverse effects from these exposures. As a whole, the Council has implemented risk management policies and
are as follows: guidelines which set out its tolerance of risk and its general risk management philosophy. In connection with
this, the Council has established a framework and process to monitor the exposures so as to ensure appropriate
2019 2018
measures can be implemented in a timely and effective manner.
$’000 $’000
Credit risk
Within one year 3,851 3,685 Credit risk is the risk of financial loss to the Council if a counterparty to a financial instrument fails to meet its
Between one and five years 8,606 13,790 contractual obligations.
12,457 17,475
The carrying amount of financial assets represent the Council’s maximum exposure to credit risk in the statement
(c) Contingent assets of financial position, before taking into account any collateral held. The Council does not require any collateral in
The Care & Share Movement is a national fund-raising and volunteerism movement for the social service respect of their financial assets.
sector which was launched in December 2013. The Council will be able to claim matching grants for funds
raised by Community Chest from Ministry of Social and Family Development over the next few years until Debtors that are neither past due nor impaired are with creditworthy debtors with good payment record with the
31 March 2021, for eligible projects which were approved by the Board and the Ministry of Social and Family Council.
Development. The eligible donations raised ($118.8 million) by Community Chest during the matching period Impairment losses on financial assets recognised in statement of comprehensive income were as follows:
(1 December 2013 to 31 March 2016) were capped at $100 million. At the end of the reporting period,
approved projects amounted to $59.5 million (2018: $49.3 million), of which the Council has received $30.0 2019 2018
million as at 31 March 2019 (2018: $30.0 million). $’000 $’000

22. NUMBER OF EMPLOYEES Impairment losses on debtors 2 4

The number of employees in the Council at the end of the year was 308 (2018: 320). Total staff costs of the
Debtors
Council amounted to $35,253,000 (2018: $35,182,000).
Exposure to credit risk
2019 2018 A summary of the Council’s exposures to credit risk for debtors is as follows:
$’000 $’000
2019 2018
Operating and Investment expenditure: Not credit- Credit-
Staff costs – Salaries and related costs 20,593 20,718 impaired impaired
Contributions to defined contribution plan 2,864 3,308 $’000 $’000 $’000

SSI: Not past due 589 – 507

Staff costs – Salaries and related costs 6,576 5,881 Past due 1 – 30 days 69 – 147
Contributions to defined contribution plan 664 680 Past due 31 – 90 days 35 – 12
Past due more than 90 days 28 9 39
NCSS Charitable Fund:
Staff costs – Salaries and related costs 3,902 3,944 Total gross carrying amount 721 9 705
Contributions to defined contribution plan 654 651 Loss allowance (9) (9) (20)
35,253 35,182 712 – 685
86 NCSS Annual Report 2018 Financial Statements 87

Notes to the Financial Statements Notes to the Financial Statements

For the Financial Year ended 31 March 2019 For the Financial Year ended 31 March 2019

24. FINANCIAL RISK MANAGEMENT OBJECTIVES AND POLICIES (cont’d) 24. FINANCIAL RISK MANAGEMENT OBJECTIVES AND POLICIES (cont’d)
Credit risk (cont’d) Credit risk (cont’d)
Comparative information under SB-FRS 39 Movements in allowance for impairment in respect of debtors
An analysis of the ageing of debtors that were not impaired is as follows: The movement in the allowance for impairment losses in respect of debtors during the year was as follows:

2018 Lifetime ECL

$’000 $’000

Not past due 507 At 1 April 2018 per SB-FRS 39 20

Past due 1 – 30 days 147 Adjustment on initial application of SB-FRS 109 –
Past due 31 – 90 days 12 At 1 April 2018 per SB-FRS 109 20
Past due more than 90 days 19 Impairment loss recognised 2
Total not impaired debtors 685 Amount written off (13)
At 31 March 2019 per SB-FRS 109 9
Expected credit loss assessment for debtors as at 1 April 2018 and 31 March 2019
The Council uses an allowance matrix to measure the ECLs of debtors which comprise a very large number of small The Council has performed an analysis on the credit risk exposure on other receivables based on general approach
balances. and assessed that no impairment loss was required to be recognised.

The allowance matrix is based on actual credit loss experience over the past three years. The ECL computed is purely Debt investments
derived from historical data which management is of the view that the historical conditions are representative of The Council limits its exposure to credit risk on investments held by investing only in liquid debt securities and
the conditions prevailing at the reporting date. only with counterparties that have a credit rating of at least BBB- from Standard & Poor’s and Fitch and Baa3 from
Moody’s.
The following table provides information about the exposure to credit risk and ECLs for debtors and other
receivables as at 31 March 2019: The Council monitors changes in credit risk by tracking published external credit ratings provided by the custodian
and the fund managers. To determine whether published ratings remain up to date and to assess whether there
Weighted Gross Impairment has been a significant increase in credit risk at the reporting date that has not been reflected in published ratings,
average carrying loss Credit the Council supplements this by reviewing changes in bond yields and, where available, credit default swap (“CDS”)
loss rate amount allowance impaired prices together with available press and regulatory information about issuers.
% $’000 $’000

Not past due 0% 589 – No

Past due 1 – 30 days 0% 69 – No
Past due 31 – 90 days 0% 35 – No
Past due more than 90 days 32% 28 (9) Yes
721 (9)
88 NCSS Annual Report 2018 Financial Statements 89

Notes to the Financial Statements Notes to the Financial Statements

For the Financial Year ended 31 March 2019 For the Financial Year ended 31 March 2019

24. FINANCIAL RISK MANAGEMENT OBJECTIVES AND POLICIES (cont’d) 24. FINANCIAL RISK MANAGEMENT OBJECTIVES AND POLICIES (cont’d)
Credit risk (cont’d) Liquidity risk (cont’d)
Debt investments (cont’d) Analysis of financial instruments by remaining contractual maturities
The following table presents an analysis of the credit quality of debt investments at amortised cost (2018: held- The table below summarises the maturity profile of the Company’s financial assets and liabilities at the end of the
to-maturity). It indicates whether assets measured at amortised cost were subject to a 12-month ECL or lifetime reporting period based on contractual undiscounted repayment obligations.
ECL allowance and, in latter case, whether they were credit-impaired.
Cash flows
2019 2018 More than
one and less
At amortised cost Carrying Contractual One year or than five
amount cash flows less years Total
12-month Held-to-
$’000 $’000 $’000 $’000 $’000
ECL maturity
$’000 $’000
2019
Debtors, grant and other receivables* 35,637 35,637 35,637 – 35,637
No credit rating 5,870 –
Cash and bank balances 87,154 87,154 87,154 – 87,154
Aa3 to Aaa 2,353 7,000
Total undiscounted financial assets 122,791 122,791 122,791 – 122,791
A3 to A1 29,471 3,001
Baa3 to Baa1 10,644 3,587 (30,741) (30,741) (29,263) (1,478) (30,741)
Sundry creditors and accruals#
Gross carrying amounts 48,338 13,588
Loss allowance – – Total undiscounted financial liabilities (30,741) (30,741) (29,263) (1,478) (30,741)
Carrying amount 48,338 13,588 Total net undiscounted financial
assets/(liabilities) 92,050 92,050 93,528 (1,478) 92,050
The Council did not have any debt investments that were past due but not impaired as at 31 March 2019 and 1
April 2018. 2018
Debtors, grant and other receivables* 28,757 28,757 28,757 – 28,757
Cash and cash equivalents
Cash and bank balances 123,164 123,164 123,164 – 123,164
The Council held cash and cash equivalents of $87,154,000 (2018: $123,164,000). The cash and cash equivalents
Total undiscounted financial assets 151,921 151,921 151,921 – 151,921
are held with bank and financial institution counterparties, which are rated A1 to Aa2 based on Moody’s ratings.

Impairment on cash and cash equivalents has been measured on the 12-month expected loss basis and reflects Sundry creditors and accruals# (36,535) (36,535) (35,273) (1,262) (36,535)
the short maturities of the exposures. The Council considers that its cash and cash equivalents have low credit
Total undiscounted financial liabilities (36,535) (36,535) (35,273) (1,262) (36,535)
risk based on the external credit ratings of the counterparties. The amount of the allowance on cash and cash
Total net undiscounted financial
equivalents was negligible.
assets/(liabilities) 115,386 115,386 116,648 (1,262) 115,386
12-month probabilities of default are based on data supplied by Moody for each credit rating. Loss given default * Exclude prepaid operating expenses and advances to suppliers
(LGD) parameters generally reflect an assumed recovery rate of 40% except when a bank or financial services # Exclude grant income received in advance
company is credit-impaired, in which case the estimate of loss is based on the instrument’s current market price
and original effective interest rate. Reserves management
The reserves of the Council comprise the ComChest Fund, General Fund and Endowment Fund. The ComChest
Liquidity risk Fund is an internally established reserve to track the fund-raising proceeds that are yet to be distributed to the
Liquidity risk is the risk that the Council will encounter difficulty in meeting financial obligations due to shortage member Social Service Agencies in any financial year. The sum of the ComChest Fund and General Fund as at the
of funds. The Council’s exposure to liquidity risk arises primarily from mismatches of the maturities of financial financial year reporting date is capped at an amount not exceeding two years of the Council’s annual operating
assets and liabilities. In the management of liquidity risk, the Council monitors and maintains a level of cash and expenditure (including service expenditure). All reserves of the Council in excess of two years of its annual
bank balances deemed adequate to finance the Council’s operations and to mitigate the effects of fluctuations in operating expenditure are transferred to the Endowment Fund. Utilisation of the reserves from the Endowment
short-term cash flows. Fund would require written approval from the Minister.

There were no changes in the Council’s approach to reserves management during the financial year. The Council is
not subject to externally imposed capital reserve requirements.
90 NCSS Annual Report 2018 Financial Statements 91

Notes to the Financial Statements Notes to the Financial Statements

For the Financial Year ended 31 March 2019 For the Financial Year ended 31 March 2019

24. FINANCIAL RISK MANAGEMENT OBJECTIVES AND POLICIES (cont’d) 25. FAIR VALUE OF ASSETS AND LIABILITIES
Market price risk Assets and liabilities measured at fair value
Market price risk is the risk that the fair value or future cash flows of the Council’s financial instruments will The following table shows an analysis of each class of assets measured at fair value at the end of the reporting
fluctuate because of changes in market prices (other than interest or exchange rates). The Council’s exposure to period:
changes in market prices relates primarily to the investments at fair value through profit or loss.
$’000
The Council’s objective is to manage and control market risk exposures within acceptable parameters, while Fair value measurements at the end
optimising the return on risk. It is the Council’s policy to achieve an appropriate diversification in its investment of the reporting period using

portfolio in order to mitigate such risk. Quoted prices in Significant

active markets observable Significant
for identical inputs other than unobservable
At the reporting date, if market prices for the investments fair value through profit or loss and equity investments
instruments quoted prices inputs
designated at fair value through other comprehensive income had declined by 10%, assuming all other variables (Level 1) (Level 2) (Level 3) Total
remain constant, the Council’s surplus/ reserve for the financial year would decrease by approximately $16,298,000
and $157,000, respectively (2018: $17,132,000 and $Nil respectively). An increase in 10% of the equity prices 2019
would have an equal but opposite effect. The above sensitivity analysis is inclusive of decrease/ increase in the net Financial assets measured at fair value
fair value loss/ gains for financial derivatives. Investments at FVTPL:
Derivatives are financial contracts whose values are derived from the value of underlying assets. Forwards – Funds managed by fund managers 157,714 5,270 – 162,984
contracts used for hedging purposes to manage portfolio risk and for efficient portfolio management to improve Equity investments at FVOCI 600 973 – 1,573
risk-adjusted performance. Financial assets as at 31 March 2019 158,314 6,243 – 164,557

Approved guidelines detail the permissible derivative instruments and their risk limits. Ongoing monitoring 2018
and reporting are undertaken at various levels to ensure that investment activities are in accordance with the Financial assets measured at fair value
investment guidelines. Investments at FVTPL:
– Quoted equity securities 5,034 – – 5,034
Interest rate risk
– Funds managed by fund managers 138,757 7,564 – 146,321
Interest rate risk is the risk that the fair value or future cash flows of the Council’s financial instruments will – Short term funds 19,963 – – 19,963
fluctuate because of changes in market interest rates. Financial assets as at 31 March 2018 163,754 7,564 – 171,318
As the Council’s investments in bonds and placements of fixed bank deposits are fixed rate instruments, the There have been no transfers between the levels during the financial year.
Council has no exposure to interest rate volatility for these financial assets.
Level 2 fair value measurements
For the financial instruments held through the fund managers, the Council relies on professional fund managers to
The following is a description of the valuation techniques and inputs used in the fair value measurement for
monitor and mitigate the adverse effects of interest rate changes on its investment portfolios.
assets that are categorised within Level 2 of the fair value hierarchy:

Investments at fair value through profit or loss

The fair value is a combination of quoted instruments and funds at published market bid price at the reporting
date and unquoted funds based on the net asset value of the investees provided by non-related fund managers.

Equity investments designated at fair value through other comprehensive income

The fair value of the unquoted perpetual bonds are valued using the Bloomberg Fair Value Model based on
comparable bonds with similar characteristics i.e. currency, market type, industry type and credit rating.
92 NCSS Annual Report 2018 Financial Statements 93

Notes to the Financial Statements Notes to the Financial Statements

For the Financial Year ended 31 March 2019 For the Financial Year ended 31 March 2019

26. FUND-RAISING PROCEEDS FROM COMMUNITY CHEST 27. EXPLANATION OF ADOPTION OF NEW STANDARDS (cont’d)

2019 2018 SB-FRS 109 Financial Instruments (cont’d)

$’000 $’000 If a debt investment had low credit risk at the date of initial application of SB-FRS 109, then the Council has
assumed that the credit risk on the asset has not increased significantly since its initial recognition.
Tax deductible donations 26,896 31,843
Details of how the Council classifies and measures financial assets and related gains and losses under SB-FRS 109
Tax non-deductible donations 27,287 25,355
are disclosed in note 3.2.
54,183 57,198
The adoption of SB-FRS 109 does not have a significant effect on the Council’s accounting policies for financial
27. EXPLANATION OF ADOPTION OF NEW STANDARDS liabilities.
The Council has applied the following SB-FRSs, amendments to and interpretations of SB-FRSs for the first time
(i) Classification and measurement of financial assets and financial liabilities
for the annual period beginning on 1 April 2018:
Under SB-FRS 109, financial assets are classified in the following categories: measured at amortised
• SB-FRS 115 Revenue from Contracts with Customers; cost, FVOCI – debt instrument, FVOCI – equity instrument or FVTPL. The classification of financial assets
under SB-FRS 109 is generally based on the business model in which a financial asset is managed and its
• Clarifications to SB-FRS 115 Revenue from Contracts with Customers (Amendments to SB-FRS 115);
contractual cash flow characteristics. SB-FRS 109 eliminates the previous classifications under SB-FRS 39:
• SB-FRS 109 Financial Instruments; held-to-maturity, loans and receivables and available-for-sale.

• Applying SB-FRS 109 Financial Instruments with SB-FRS 104 Insurance Contracts (Amendments) to SB- SB-FRS 109 largely retains the existing requirements in SB-FRS 39 for the classification and measurement
FRS 104. of financial liabilities. The adoption of SB-FRS 109 does not have a significant effect on the Council’s
accounting policies for financial liabilities.
Other than SB-FRS 109, the adoption of the above standards and interpretations does not have a material effect
on the financial statements. The following table and the accompanying notes below explain the original measurement categories under
FRS 39 and the new measurement categories under SB-FRS 109 for each class of the Council’s financial
SB-FRS 109 Financial Instruments assets as at 1 April 2018.
SB-FRS 109 sets out requirements for recognising and measuring financial assets, financial liabilities and some
contracts to buy or sell non-financial items. It also introduces a new ECL model. 1 April 2018

As a result of the adoption of SB-FRS 109, the Council has adopted consequential amendments to SB-FRS 107 Original New
Financial Instruments: Disclosures that are applied to disclosures about 2018 but have not been generally applied Original New carrying carrying
classification classification amount amount
to comparative information.
under under under under
The Council has used an exemption allowed in SB-FRS 109 on not restating comparative information for prior Note SB-FRS 39 SB-FRS109 SB-FRS 39 SB-FRS109
periods with respect to classification and measurement (including impairment) requirements. $’000 $’000

The following assessments have been made on the basis of the facts and circumstances that existed at 1 April Financial assets
2018: Held-to-maturity financial
assets (current and
• The determination of the business model within which a financial asset is held;
non-current) (a) Held-to-maturity Amortised cost 13,588 13,588
• The determination of whether the contractual terms of a financial asset give rise to cash flows that are
solely payments of principal and interest on the principal amount outstanding; and Debtors and grants
receivables (b) Loans and receivables Amortised cost 28,757 28,757
• The designation and revocation of previous designations of certain financial assets and financial liabilities
as measured at FVTPL. Cash and bank balances (b) Loans and receivables Amortised cost 123,164 123,164
Total financial assets 165,509 165,509
• The designation of certain investments in equity investment that is not held for trading as at fair value
through other comprehensive income.
94 NCSS Annual Report 2018 Financial Statements 95

Notes to the Financial Statements Notes to the Financial Statements

For the Financial Year ended 31 March 2019 For the Financial Year ended 31 March 2019

27. EXPLANATION OF ADOPTION OF NEW STANDARDS (cont’d) 28. NEW STANDARDS AND INTERPRETATIONS NOT YET ADOPTED
SB-FRS 109 Financial Instruments (cont’d) A number of new standards and interpretations and amendments to standards are effective for annual periods
(i) Classification and measurement of financial assets and financial liabilities (cont’d) beginning after 1 April 2018 and earlier application is permitted. However, the Council has not early adopted the
new or amended standards and interpretations in preparing these financial statements.
(a) Debt investments that were previously classified as held-to-maturity are now classified at amortised
cost. The Council intends to hold the assets to maturity to collect contractual cash flows and these The following new SB-FRSs, interpretations and amendments to SB-FRSs are effective for annual periods
cash flows consist solely of payments of principal and interest on the principal amount outstanding. beginning after 1 January 2018:
(b) Debtors and grant receivables and cash and bank balances were classified as loans and receivables
Effective for annual periods
under SB-FRS 109 are now classified at amortised cost.
Description beginning on or after
(ii) Impairment of financial assets
SB-FRS 116 Leases 1 January 2019
SB-FRS 109 replaces the ‘incurred loss’ model in SB-FRS 39 with an ECL model. The new impairment model
Amendments to SB-FRS 109: Prepayment Features with Negative Compensation 1 January 2019
applies to financial assets measured at amortised cost and debt investments at FVOCI, but not to equity
investments. The Council has assessed the estimated impact that initial application of SB-FRS 116 will have on the financial
statements. The Council’s assessment of SB-FRS 116, which is expected to have a more significant impact on the
Based upon the analysis performed, the application of ECL model does not have material impact on each
Council is as described below.
class of financial assets.
SB-FRS 116 Leases
SB-FRS 115 Revenue from Contracts with Customers
SB-FRS 116 introduces a single, on-balance sheet lease accounting model for lessees. A lessee recognises a right-
SB-FRS 115 establishes a comprehensive framework for determining whether, how much and when
of-use (ROU) asset representing its right to use the underlying asset and a lease liability representing its obligation
revenue is recognised.  It replaced SB-FRS 18 Revenue and related interpretations.  Under SB-FRS 115,
to make lease payments. There are recognition exemptions for short-term leases and leases of low-value items.
revenue is recognised when a customer obtains control of the goods or services. Determining the timing of
Lessor accounting remains similar to the current standard – i.e. lessors continue to classify leases as finance or
the transfer of control – at a point in time or over time – requires judgement.
operating leases. SB-FRS 116 replaces existing lease accounting guidance, including SB-FRS 17 Leases, INT SB-
The Council has adopted SB-FRS 115 using the cumulative effect method to contracts that are not FRS 104 Determining whether an arrangement contains a lease, INT SB-FRS 15 Operating Leases – Incentives
completed contracts at the date of initial application (i.e. 1 April 2018), with the effect of initially applying this and INT SB-FRS 27 Evaluating the Substance of Transactions Involving the Legal Form of a Lease. The standard is
standard recognised at the date of initial application.  Accordingly, the information presented for 2018 has effective for annual periods beginning on or after 1 April 2019, with early adoption permitted.
not been restated – i.e. it is presented, as previously reported, under SB-FRS 18 and related interpretations,
The Council plans to apply SB-FRS 116 initially on 1 April 2019, using the modified retrospective approach.
as applicable.  Additionally, the disclosure requirements in SB-FRS 115 have not generally been applied to
Therefore, the cumulative effect of adopting SB-FRS 116 will be recognised as an adjustment to the opening
comparative information.
balance of general fund as at 1 April 2019, with no restatement of comparative information. The Council plan to
SB-FRS 115 did not have a significant impact on the Council’s accounting policies with respect to the apply the practical expedient to grandfather the definition of a lease on transition. This means that the Council
revenue streams. For additional information about the Council’s accounting policies relating to revenue will apply SB-FRS 116 to all contracts entered into before 1 April 2019 and identified as leases in accordance with
recognition, see Note 3.9. SB-FRS 17 and INT SB-FRS104.

The Council has performed a preliminary impact assessment based on currently available information.
96 NCSS Annual Report 2018 Financial Statements 97

Notes to the Financial Statements

For the Financial Year ended 31 March 2019

28. NEW STANDARDS AND INTERPRETATIONS NOT YET ADOPTED (cont’d)

The Council as lessee
The Council expects to measure lease liabilities by applying a single discount rate to its portfolio of rental leases.
Furthermore, the Council is likely to apply the practical expedient to recognise amounts of ROU assets equal to
their lease liabilities at 1 April 2019. For lease contracts that contain the option to renew, the Council is expected
to use hindsight in determining the lease term.

The Council expects its existing operating lease arrangements to be recognised as ROU assets with corresponding
lease liabilities under SB-FRS116.

As at 1 April 2019, the Council expects an increase in ROU assets and lease liabilities of $6,975,000.

The nature of expenses related to those leases will change as SB-FRS 116 replaces the straight-line operating
lease expense with depreciation charge for ROU assets and interest expense on lease liabilities.

29. AUTHORISATION OF FINANCIAL STATEMENTS FOR ISSUE

The financial statements for the financial year ended 31 March 2019 were authorised for issue by the Board of
the Council on 11 June 2019.

This page is intentionally left blank.

98 NCSS Annual Report 2018 NCSS Annual Report 2018 99

Organisational Chart
Board

Committees Advisory Panels

4ST Strategic

NCSS
Review Panel
Human
Community Capital and
Executive
Chest Organisation

Board of Council,
Committee
Committee Development
Committee

Management,
Services Audit Investment
Committee Committee Committee

Committees, CEO
Internal Audit

and Listings
Executive Office

Corporate
Fund-raising & Human Capital
Development & Sector Strategy Service Planning
Engagement & Organisation
Communications Group & Funding Group
Group Development Group
Group

• Administration • Community Chest • Pumpkin Squad • Benefits • Fund Allocation

• Corporate • President’s • Sector Manpower • Capability & • Pumpkin Lab
Communications Challenge and Organisation Community Funding • Service Planning &
• Finance Secretariat Development • Membership Standards
• Human Resource • Relations & • Social Service & Strategy
Engagement Institute Implementation
• Info-Communication
System • Strategies & • Social Service • Research & Strategy
Operations Leadership Unit Development
• Knowledge & Risk
Management • Volunteer Resource
Optimisation
• Planning &
Organisation
Development
100 NCSS Annual Report 2018 NCSS Annual Report 2018 101

NCSS
Board of Council

19
1 Anita Fam Siu Ping 6 Tan Khiaw Ngoh JP 12 Girija Pande 18 Dr Lee Tung Jean PPA (P) 15 7 21 17
3
5 22 11 4 16
9
8
10
14
JP, BBM, PBM 12
Honorary Treasurer Member Ministry of Social and Family 20
2 1 13
President Development Representative 18 6

7 Dr Cheong Choong Kong BBM 13 Keith Chua PBM

2 Chan Chia Lin Member Member
19 Martin Tan
Vice President Member
8 Chern Siang Jye PPA(G) 14 Kevin Gerard Wong
3 Robert Chew BBM, PBM Ministry of Health Representative Member 20 Puvan Ariaratnam PPA(P) Not in photo

Vice President Member Hsieh Fu Hua

9 Cyril Chua BBM, PBM 15 Adj Assoc Prof Kevin Lim PBM Kelvin Wong
President (until 31 Jul 2018) Member (until 31 Jul 2018)
Member Member
21 Seow Choke Meng BBM, PBM Richard Sim PBM Dr Radiah Salim
4 Phillip Tan
PJG, JP, BBM(L), BBM, PBM Honorary General Secretary (until 31 Jul 2018) Member (until 31 Jul 2018)
10 Eric Teng BBM, PBM 16 Latiff bin Ibrahim PBM Member
Albert S.K. Lim
Chairman of Community Chest Prof Tsui Kai Chong
Member Member Member (until 31 Jul 2018) Member (until 31 Jul 2018)
22 Adj Assoc Prof Mariam Chew Kwee San
5 Ooi Chee Kar 11 Eugene Seow PBM 17 Adj Assoc Prof Lee Cheng JP Aljunied PPA (P), PPA (G) Member (until 31 Jul 2018)
Honorary General Secretary Member Member Member
102 NCSS Annual Report 2018 NCSS Annual Report 2018 103

NCSS
Senior Management

1 Sim Gim Guan 5 Charmaine Leung 9 Bruce Liew 14 Pearlyn Tseng

PPA(P), PPA(P)(T)
Group Director, Fund-raising & Director, Corporate Services Director, Corporate Communications
Chief Executive Officer, NCSS Engagement (from 1 Jul 2018) 7 16
15 19 5 10
Group Director, Corporate Managing Director, Community Chest 12 13 3 9 4 11 14 8
10 Chan Whee Peng 15 Priscilla Gan 6 1 2
Development & Communications (from 1 Jul 2018) 18
17
Director, Service Planning & Standards Director, Relations & Engagement
(from 1 May 2018)
2 Dr Fermin Diez 6 Dr Andrew Lim
Deputy CEO, NCSS Director, Volunteer 16 Rae Lee
Group Director, Human Capital Resource Optimisation 11 Elaine Loo Director, Strategies & Operations
& Organisation Development Director, Membership & Strategy
7 Anjan Ghosh Implementation (from 1 Jul 2018)
17 Tan Kok Hoe Not in photo
3 Tina Hung PPA(P) Director, Sector Manpower & Director, Finance (from 1 Nov 2018)
Deputy CEO, NCSS Organisation Development 12 Fazlin Abdullah Ng Ling Ling Quek Boon Kien
Director, Service Planning & Assistant CEO, NCSS (until 30 Jun 2018) Director, Finance (until 31 Jul 2018)
Group Director, Service Planning Director, Research &
& Funding Development (until 30 Apr 2018)
Strategy Development
18 Dr Victor Goh Group Director, Fund-raising & Engagement Adrian Cheong
(until 30 Jun 2018)
Director, Social Service Institute Head, Internal Audit (until 31 Oct 2018)
8 Belinda Tan Managing Director, Community Chest
4 Angela Yak PPA(G) 13 Low Wan Ve (until 30 Jun 2018) Loh Chin Hui
Group Director, Sector Strategy Director, Fund Allocation 19 Tan Suan Ee Head, Social Service Leadership Unit (until 17 Mar 2019)
Director, Human Resource and
Director, Membership (until 30 Jun 2018) Planning & Organisation Development Head, Internal Audit (from 1 Nov 2018)
104 NCSS Annual Report 2018 NCSS Annual Report 2018 105

Committees

Executive Committee Ms Pearlyn Phau Service Advisors, Disability Services Mr Chua Chin Kiat Ms Han Yah Yee
Mr Peter Wee, PPA(G)(T), PBS(T) Adj Assoc Prof Kevin Lim, PBM Professor David Matchar Mr Ho Siew Cheong
Chairman Mr Puvan Ariaratnam, PPA(P) Adj Assoc Prof Mariam Aljunied, PPA(P), PPA(G) Dr Mustafa Izzuddin Mrs Irene Loi
Ms Anita Fam Siu Ping, JP, BBM, PBM Mr Richard Sim, PBM Mr Seow Choke Meng Mr James Tan
Mr Robert Chew, BBM, PBM Service Advisor, Mental Health Services Dr Lee Cheng Ms Jennifer Teoh, P.Kepujian
Vice Chairmen Ms Suree Rohan and Community Chest Representative Dr Kanwaljit Soin Mrs Jenny Bong
Ms Chan Chia Lin Mr Tan Kwang Hwee Mr Andrew da Roza Mrs June Tham-Toh Syn Yuen
Mr Robert Chew, BBM, PBM Mr Wilson Lim Ms Kang Poh Sim
Mr Yang Tse Pin Service Advisor, Mental Health Services Social Service Innovation Ms Karen Sik, P.Kepujian
Honorary Treasurer Mr Yek Boon Seng Adj Assoc Prof Lee Cheng, JP Advisory Panel (till 31 Jul 2018) Mr Karthikeyan Jambulingam
Ms Tan Khiaw Ngoh, JP Ms Young Jin Yee Rajamanickam
Members Ms Lee Sin Yi
Chairperson
Member Mr Bernard Chew, P.Kepujian, MOE Representative Ms Lee Yean Wun
Mr Robert Chew, BBM, PBM
Mr Eugene Seow, PBM Mrs Boon-Ngee Sebastian, Tote Board Representative Mr Leng Chin Fai
Human Capital and Organisation
Mr Girija Pande Ms Carol Chua, MSF Representative Ms Lili Tan
Development Committee Mr Chew Kwee San, PBM, Community Chest Representative
Members
Ms Low Ching Voon Geraldine
Dr Lee Tung Jean, PPA (P), MSF Representative Mr Albert Lim
Mr Phillip Tan, PJG, JP, BBM(L), BBM, PBM Mr Kevin Gerard Wong Mr Mohd Ali Bin Mahmood
Chairman Ms Anthea Ong
Dr Radiah Salim Ms Nancy Ng
Dr Cheong Choong Kong, BBM Ms Audrey Tan (from Jan 2018)
Mdm Neo Lay Tin
Mr Chern Siang Jye
Audit Committee Mr Pathnapuram Manoj
Members Ms Felicia Wee
Volunteer Resource Committee Mr Harish Pillay Ms Peng Hai Ying
Mr Eric Teng, BBM, PBM
Chairman (till 11 Jun 2018) Mr Peter Tan
Mr Eugene Seow, PBM Dr Jeffrey Jaensubhakij
Ms Ooi Chee Kar Ms Porsche Poh
Ms Ong Toon Hui Dr Lim Jui
Chairman Mr Raveendran Vijayalakshiamma Joice
Mr Robert Chew, BBM, PBM Mr Moh Hon Meng
Members Mr Eugene Seow, PBM Ms Ruth Chua
Mr Seow Choke Meng, BBM, PBM Dr Wong Sweet Fun
Mr Danny Koh Mrs Stephenie Khoo
Prof Tsui Kai Chong
Mr Gerard Tan, PBM Members Mr Tan Cheen Chong
Mr Keith Chua, PBM Mr Andrew Buay Ms Tan Peng Chian
ACE Capstone Leadership
Mr Latiff bin Ibrahim, PBM Dr Ang Seng Bin Ms Tan Sze Wee
Investment Committee Programme for Non-Profits Mr Teo Tee Loon
Mr Puvan Ariaratnam, PPA(P) Ms Janice Ang
Steering Committee Dr Vincent Ng
Mr Koh Juay Meng
Chairman Ms Vivienne Ng
Ms Melissa Kwee
Ms Chan Chia Lin Chairman Mr Yap Poh Kheng
Community Chest Committee Ms Poh Hwee Hian
Dr Fermin Diez
Mr Richard Sim, PBM
Members
Chairman Mr Robert Chong
Mr Bryan Yeo Members
Mr Phillip Tan, PJG, JP, BBM(L), BBM, PBM Mr Steve Lee VCF Evaluation Panel
Mr Lee Ming San Ms Anthea Ong
Mr Ng Yong Ngee Ms Boon-Ngee Sebastian
Advisor Chairpersons
Ms Tan Khiaw Ngoh, JP Ms Joyce Koh
Ms Jennie Chua, JP, PJG, BBM, PPA(P), PBM 4ST Strategic Review Panel Dr Roland Yeow
Prof Ho Lai Yun
(from 10 Oct 2018) Ms Ang Bee Lian, PPA(P)
Mrs Rosana Quek
Vice-Chairmen
Services Committee Dr Victor Goh Members
Mr Chew Kwee San, PBM Ms Anita Fam Siu Ping, JP, BBM, PBM (Chairperson)
Mr Eric Ang, BBM, PBM Mr Andrew Buay Mr Eugene Seah
Chairperson Dr Mathew Mathews
Mr Tan Puay Kern, PBM, PPA(P), AMBCI Ms Ang Bee Lian, PPA (E)
Mr Robert Chew, BBM, PBM Leadership Selection Panel Mr Sim Gim Guan, PPA(P), PPA(P)(T)
Mr Guy Daniel Harvey-Samuel Ms Chan Chia Lin
Ms Chew Seow-Chien Dr Soon Su-Chuin
Vice-Chairperson and Service Advisor, Chairpersons Ms Tina Hung, PPA(P)
Honorary General Secretary Mr Eugene Seow, PBM
Children, Youth & Family Services Mr Sim Gim Guan, PPA(P), PPA(P)(T) Dr Victor Tong
Ms Ooi Chee Kar Mr Girija Pande
Mr Cyril Chua, BBM, PBM Dr Fermin Diez
Mr Martin Tan Ms Tina Hung, PPA(P)
Honorary Treasurer Mr Nicholas Lee
Service Advisor, Caregiver & Eldercare Services
Ms Tan Khiaw Ngoh, JP Mr Robert Chew, BBM, PBM
and MOH Representative Members
Mr Bernard Lee, P.Kepujian Mr Abhimanyau Pal
Members
Ms Adrienne Sng Hwi Cheng
Mr Andrew da Roza
Service Advisor, Caregiver & Eldercare Services Advocacy & Research Panel Ms Agatha Tan
Ms Audrey Tan (till 19 Jul 2018)
and AIC Representative Ms Agnes Chia
Mr Chris Chong
Mr Chern Siang Jye, PPA(G) Ms Ang Bee Lian, PPA(P)
Mr Foo Say Thye Chairman Mr Anjan Ghosh (from 1 Apr 2018)
COL Goh Si Mien, PPA(G)(T) Dr Gerard Ee
Service Advisor, Ms Audrey HG Tan
Ms Lee Mui Ling Members
Children, Youth & Family Services Mr Benjamin Jeyaraj William, P.B.S
Ms Ng Ling Ling Mr Leo Chen Ian
Mr Sallim Abdul Kadir, JP, BBM, PBM Adj Assoc Prof Clare Yeo, P.Kepujian
Mr Nicholas Kong
106 NCSS Annual Report 2018 NCSS Annual Report 2018 107

Listings

Full Members Binjaitree Chinese Development Assistance Council Glory Centre Community Services Loving Heart Multi-Service Centre (Jurong) Providence Care Limited
Bishan Home for the Intellectually Disabled Chinese Women’s Association Association Lutheran Community Care Services Limited PSALT CARE LIMITED
*SCAPE CO., LTD. Bizlink Centre Singapore Ltd Chong Hua Tong Tou Teck Hwee Golden Years Fellowship Majlis Pusat Singapura Pu Ti Lian She
365 Cancer Prevention Society Bless Community Services Christian Outreach To The Handicapped Good News Community Services Make-A-Wish Foundation (Singapore) Quantedge Foundation (Singapore) Ltd.
Abilities Beyond Limitations And Blessed Grace Social Services Limited City Harvest Community Services Grace Lodge Limited Queenstown Multi-Service Centre
Expectations Limited Blossom Seeds Limited Association Halogen Foundation (Singapore) Mamre Oaks Limited Rainbow Centre, Singapore
Action For AIDS (Singapore) Blossom World Society Clarity Singapore Limited Handicaps Welfare Association Man Fut Tong Nursing Home Ramakrishna Mission, The
ADAM Association Blue Cross Charitable Institution Club HEAL HCA Hospice Care Man Fut Tong Welfare Society REACH Community Services Society
Adullam Life Counselling Bo Tien Welfare Services Society Club Rainbow (Singapore) HCSA Community Services Marine Parade Leadership Foundation Realm of Tranquility
Adventist Community Services Bone Marrow Donor Programme, The Coalition Against Bullying for Children and Healthserve Ltd Marymount Centre Red Swastika Charity Foundation
Adventist Home for the Elders Boys’ Brigade in Singapore Youth (CABCY) Heartware Network Methodist Welfare Services Ren Ci Hospital
Adventist Nursing and Rehabilitation Centre Boys’ Town Compassion Fund Ltd. HEB - Ashram Halfway House Metropolitan Young Men’s Christian Resilience Collective Ltd.
Agape Counselling And Training Centre Brahm Centre Ltd Concern & Care Society HELP Family Service Centre Association Of Singapore Riding For The Disabled Association Of
AGORA@WESTCOASTPLAZA LTD Breadline Group Conjunct Consulting (Singapore) Limited Helping Hand, The Metta Welfare Association Singapore
Aidha Ltd Breakthrough Missions Ltd Cornerstone Community Services Home Nursing Foundation MILK (Mainly I Love Kids) Fund RiverLife Community Services Limited
Ain Society Breast Cancer Foundation Council for Third Age Hope Centre (Singapore) Montfort Care Ronald McDonald House Charities Singapore
ALIFE Ltd Breastfeeding Mothers’ Support Group Counselling and Care Centre Hope Community Services Centre Moral Home For The Aged Sick Limited RSVP Singapore The Organisation of Senior
Alive Community Network (Singapore) Credit Counselling Singapore HOPE Worldwide (Singapore) Morning Star Community Services Ltd. Volunteers
All Saints Home Bright Hill Evergreen Home Crime Library (Singapore) HUG Community Services Limited Mount Alvernia Hospital SAGE Counselling Centre
Alzheimer’s Disease Association Bright Vision Hospital Crohn’s & Colitis Society Of Singapore Humanitarian Organization for Migration Movement for the Intellectually Disabled of Salem Welfare Services Ltd
AMKFSC Community Services Ltd Brighton Connection DAS Academy Ltd. Economics Singapore (MINDS) Salvation Army, The
Ang Mo Kio - Thye Hua Kwan Hospital Ltd Buddha Of Medicine Welfare Society Daughters Of Tomorrow Limited IC@RE Hub Ltd. Muhammadiyah Welfare Home Samaritans Of Singapore
Aoxiang Counselling Service Buddhist Compassion Relief Tzu-Chi Deaf and Hard-of-Hearing Federation IC2 Prephouse Limited Muscular Dystrophy Association (Singapore) SASCO Senior Citizens’ Home
Apex Day Rehabilitation Centre For Elderly Foundation (Singapore) (Singapore) Image Mission Ltd. Muslim Kidney Action Association (MKAC SATA CommHealth
Apex Harmony Lodge Calvary Community Care Diabetes Singapore Infant Jesus Homes And Children’s Centres Association) Sathya Sai Social Service (Singapore)
Arc Children’s Centre Co Limited CampusImpact Disabled People’s Association Inmates’ Families Support Fund Muslim Missionary Society, Singapore, The Self Help Groups Student Care Limited
Art Therapists’ Association (Singapore) Canossa Mission Singapore Dover Park Hospice Jewish Welfare Board, Singapore, The Muslimin Trust Fund Association Sembawang Family Service Centre
Asia Philanthropy Circle Ltd. Canossian Daughters of Charity Down Syndrome Association (Singapore) Jia Ying Community Services Society Nam Hong Welfare Service Society Sembawang Tamils’ Association
Asian Venture Philanthropy Network Limited Care Community Services Society Dyslexia Association Of Singapore Ju Eng Home for Senior Citizens National Volunteer And Philanthropy Centre Serangoon Moral Family Service Centre
Asian Women’s Welfare Association Care Corner Seniors Services Ltd Eden Community Services Centre Kampong Kapor Community Services Neighbour Ring Community Services SG Enable Ltd.
Assemblies of God Community Services Care Corner Singapore Ltd EMCC Kampung Senang Charity and Education New Charis Mission, The Shan You
Society Care For The Elderly Foundation (Singapore) Empower Ageing Limited Foundation New Hope Community Services Shared Services for Charities Limited
Assisi Hospice Caregivers Alliance Limited EN Community Services Society Kang Ming Free Clinic New Life Community Services SHINE Children And Youth Services
Association For Early Childhood Educators Caregivers’ Association of the Mentally-ill Epilepsy Care Group (Singapore) Kheng Chiu Loke Tin Kee Home New Life Stories Limited Sian Chay Medical Institution
(Singapore) (CAMI) Epworth Community Services Kidney Dialysis Foundation Limited New Redeemer’s Fellowship Society Sikh Welfare Council
Association For Persons With Special Needs Caregiving Welfare Association EQUAL-ARK Singapore Ltd. Kwan-In Welfare Society NTUC Health Co-Operative Ltd Silver Ribbon (Singapore)
Association Of Muslim Professionals Caring Fleet Services Limited Equestrian Federation of Singapore (E.F.S) Kwong Wai Shiu Hospital NTUC-U Care Fund Singapore After-Care Association
Association Of Women For Action And Caritas Singapore Community Council Eurasian Association, The Lakeside Family Services NuLife Care & Counselling Services Limited Singapore Anglican Community Services
Research Limited Extraordinary People Limited Law Society Pro Bono Services Oikos.Community@Sengkang Ltd Singapore Anti-Narcotics Association
Assumption Pathway School Casa Raudha Women Home FaithActs Lawn Bowls Association for the Disabled O’Joy Care Services Singapore Association For Counselling
Autism Association (Singapore) Catholic Aids Response Effort Family Life Society (Singapore) One Hope Centre Singapore Association for Mental Health,
Autism Resource Centre (Singapore) Catholic Welfare Services, Singapore Fei Yue Community Services Lejia Society Operation Renewal (Singapore) The
Awful Grace Ltd. Centre For Fathering Limited Fei Yue Family Service Centre Lembaga Biasiswa Kenangan Maulud Parkinson Society Singapore Singapore Association For The Deaf, The
AWWA LTD. Centre for Seniors Filos Community Services Ltd (Prophet Muhammad ‘s Birthday Memorial Pasir Panjang Hill Community Services Singapore Association For The Study Of
Babes Pregnancy Crisis Support Ltd. Cerebral Palsy Alliance Singapore Focus on The Family Singapore Limited Scholarship Fund Board) Centre Obesity
Bartley Community Care Services Change Community Services Limited Foo Hai Buddhist Cultural and Welfare Leukemia and Lymphoma Foundation PAVE Singapore Association Of Social Workers
Beautiful Mind Charity Charis Centre Association Life Community Services Society Persatuan Pemudi Islam Singapura (PPIS) Singapore Association Of The Visually
Beautiful People Sg Ltd. Chen Su Lan Methodist Children’s Home Food From the Heart Light and Love Charity Persatuan Persuratan Pemuda Pemudi Handicapped
Bethel Community Services Cheng Hong Welfare Service Society Foreign Domestic Worker Association for Ling Kwang Home for Senior Citizens Melayu (Malay Youth Literary Association) Singapore Buddhist Free Clinic
Bethesda Care Services Child At Street 11 Ltd Social Support and Training (FAST) Lions Befrienders Service Association PERTAPIS Education and Welfare Centre Singapore Buddhist Lodge Welfare
Bethesda Community Assistance and Children-At-Risk Empowerment Association Foundation Of Rotary Clubs (Singapore) Ltd (Singapore) Philippine Bayanihan Society (Singapore) Foundation
Relationship Enrichment Centre (CARE Singapore) Franciscan Missionaries Of Mary Lions Community Service Foundation PLAYEUM LTD Singapore Buddhist Welfare Services
Bethesda Community Services Society Children’s Aid Society Friends of the Disabled Society (Singapore) Potter’s Place Community Services Society Singapore Cancer Society
Beyond Social Services Children’s Cancer Foundation Friends-In-Deed Counselling Society Lions Home For The Elders Presbyterian Community Services Singapore Children’s Society
Bible-Presbyterian Welfare Services, Children’s Wishing Well GEM New Start Centre Limited Lotus Light Charity Society (Singapore) Prison Fellowship Singapore Limited Singapore Christian Home
Singapore Chinese Counselling Society (Singapore) Geylang East Home For The Aged Loving Heart Multi-Service Centre Promisedland Community Services Singapore Chung Hwa Medical Institution
108 NCSS Annual Report 2018 NCSS Annual Report 2018 109

Singapore Corporation of Rehabilitative St Andrew’s Mission Hospital Viriya Community Services Girl Guides Singapore Sikh Sewaks Singapore The Wan Boo Sow Charity Fund Limited
Enterprises St Gabriel’s Foundation Wan Min Community Services Girls’ Brigade, Singapore, The Singapore American Community Action Thong Chai Institute of Medical Research
Singapore Council Of Women’s Organisations St Luke’s ElderCare Ltd WE CARE Community Services Limited Global Compact Network Singapore Council, The United Indian Muslim Association
Singapore Disability Sports Council St Luke’s Hospital Wicare Support Group Global Institute Of Social Work Limited Singapore Art Museum United World College of South East Asia
Singapore Heart Foundation St. Hilda’s Community Services Centre Willing Hearts Guide Dogs Singapore Ltd. Singapore Association for Continuing Vipassana International Centre (Singapore)
Singapore Hospice Council St. John Singapore Woodlands Social Centre Habitat For Humanity Singapore Ltd Education, The Viva Foundation for Children with Cancer
Singapore Indian Development Association St. John’s Home for Elderly Persons Xin Yuan Community Care Haemophilia Society Of Singapore Singapore Association Of Occupational World Toilet Organization Limited
(SINDA) Stroke Support Station Ltd XiSer CareServe Healthy Aging Association (Singapore) Therapists Zonta Club Of Singapore
Singapore Indian Education Trust SUN-DAC Yayasan Mendaki I Love Children Singapore Buddhist Federation, The
Singapore Leprosy Relief Association Sunlove Abode For Intellectually-Infirmed Yong-en Care Centre Inner Wheel Club Of Singapore Singapore Business Federation Foundation Major Donors & Supporters
Singapore Life Saving Society, The Ltd Young Men’s Christian Association Of Inner Wheel Club Of Singapore East Limited
Singapore National Stroke Association Sunshine Welfare Action Mission (SWAMI) Singapore Inner Wheel Club Of Singapore West Singapore Centre for Social Enterprise, raiSE Agency for Science, Technology and
Singapore Planned Families Association Tabung Amal Aidilfitri Trust Fund Young Women’s Christian Association Of International Y’s Men’s Club of Singapore Ltd Research
Singapore Psychological Society Tai Pei Old People’s Home Singapore (Alpha Chapter), The Singapore Committee of the World Larry Ang
CapitaLand Limited
Singapore Red Cross Society Taman Bacaan Pemuda Pemudi Melayu Youth Guidance Outreach Services Joyful Charity Organisation for Early Childhood Education
Changi Foundation (the philanthropic arm of
Singapore Tenkasi Muslim Welfare Society, Singapura (Singapore Malay Youth Library Zion Home for the Aged Junior Chamber Of Singapore (OMEP), The
Changi Airport Group (S) Pte Ltd)
The Association) Kamala Club, Singapore, The Singapore Dental Health Foundation Civil Aviation Authority Of Singapore
Singapore Thong Chai Medical Institution Tasek Jurong Limited Associate Members Leap Foundation Ltd Singapore Gujarati Society DBS Bank
Singapore Women’s Association (Persatuan Teen Challenge (Singapore) Lee Foundation Singapore International Foundation Holywell Foundation
Wanita Singapura) Tent, The American Women’s Association of Singapore Lioness Club Of Singapore, The Singapore Kadayanallur Muslim League, The Housing & Development Board
SMA Charity Fund The Community Foundation of Singapore Apex Club Of Singapore (Bukit Timah) Lions Club Of Singapore Jurong Singapore Kindness Movement Kwan Im Thong Hood Cho Temple
Social Health Growth Ltd. The Community Justice Centre Limited Apex Club Of Singapore (City), The Lions Club Of Singapore North Singapore National Paralympic Council Ltd. Land Transport Authority of Singapore
Society For Continence (Singapore) The Food Bank Singapore Ltd. Apex Club Of Singapore (Radin Mas) Lions Club Of Singapore Raffles City Singapore Nurses Association Mavin International Pte Ltd
Society For The Aged Sick The Hiding Place (Christian Home Mission) Association For Psychiatric Rehabilitation Lions Club Of Singapore Serangoon Gardens Singapore Physiotherapy Association Ministry Of Defence
Ministry of Education (Schools)
Society for the Promotion of Attention Ltd (Singapore) Lions Club Of Singapore Tanah Merah Singapore Scout Association, The
National University Of Singapore
Deficit Hyperactivity Disorder Research and The National Kidney Foundation Association of Psychotherapists and Lions Club Of Singapore Tanglin Singapore Tao Yuan also named The
NTUC Fairprice Foundation Ltd.
Knowledge The Ray Of Hope Initiative Limited Counsellors (Singapore) Mercy Relief Limited World Red Swastika Society (Singapore PropNex Limited
Society for WINGS The Red Pencil (Singapore) Australian & New Zealand Association Musical Theatre Ltd. Administration Centre) Resorts World Sentosa
Society Of Sheng Hong Welfare Services The Silver Lining Community Services Ltd (Singapore) Nanyang Technological University Welfare SingHealth Fund SATS Ltd.
Society of St. Vincent De Paul (National The Singapore Cheshire Home BoP Hub Ltd Services Club Social Innovation Park Limited Singapore Airlines Limited
Council of Singapore) Thong Kheng Welfare Services Society British Association of Singapore, The National Arthritis Foundation Society Against Family Violence Singapore Exchange Limited
South Central Community Family Service Thye Hua Kwan Moral Charities Limited Buddhist Union, The National Association of Apex Clubs of Society for Audiology Professionals Singapore Police Force
Centre Limited Thye Hua Kwan Nursing Home Limited Centre Of Activity and Recreation For The Singapore (Singapore) Singapore Press Holdings Limited &
SPD TOUCH Community Services Limited Elders (CARE) National Gallery Singapore Society For The Prevention Of Cruelty To Singapore Press Holdings Foundation
Limited
Special Needs Trust Company Limited TOUCH Family Services Limited Chartered Secretaries Institute Of Singapore National Safety Council of Singapore, The Animals, Singapore
Singapore Telecommunications Limited
Special Olympics Asia Pacific, Ltd. TRANS Family Services Chen Su Lan Trust National University Of Singapore Students’ Soroptimist International Of Singapore
SMRT Corporation Ltd
Special Olympics, Singapore Transient Workers Count Too (TWC2) Children’s Charities Association Of Singapore, Union Student Volunteer Corps (Singapore) (SVC) SP Group
Speech And Language Therapy Singapore Trybe Limited The Netherlands Charity Association, The Talenttrust Limited Singapore Technologies Engineering Ltd
(SALTS) Tsao Foundation City College Holdings Ltd NUHS Fund Limited The Mission to Seafarers Singapore Standard Chartered Bank
Sree Narayana Mission (Singapore) Tung Ling Community Services Federation Of Youth Clubs, Singapore OnePeople.sg The Operation Hope Foundation Limited StarHub Ltd.
Sri Krishna Mandir Welfare Society Turning Point, The Fu Hui Buddhist Cultural Centre Restroom Association (Singapore) The Straits Times School Pocket Money Fund The Hongkong And Shanghai Banking
St Andrew’s Cathedral Home For The Aged Very Special Arts Singapore Ltd Gerontological Society Rotary Club Of Singapore The TENG Ensemble Ltd. Corporation Limited, Singapore Branch
United Overseas Bank Limited

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

AWWA Resilience Collective

Caregivers Alliance Limited Singapore Prison Service
HCA Hospice Care TOUCH Community Services
National Council of Social Service
170 Ghim Moh Road
#01-02 Singapore 279621
Tel: 6210 2500
Fax: 6468 1012
www.ncss.gov.sg