NURTURING GENERATIONS - amkfsc

ANNUAL REPORT FY2017

N U R T U R I N GGENERATIONS

About A M K F S C COMMUNITY SERVICES

Founded in 1978, AMKFSC Community Services Ltd. (“AMKFSC”) is a community-based social service agency, which provides a holistic range of services to support children, youths, families and seniors at multiple touchpoints across Singapore.

AMKFSC operates four family service centres across Ang Mo Kio, Sengkang and Punggol. We also provide other support services such as student care, senior services, a youth centre, mental health support programmes and a family resource centre at Changi Prison.

Over the years, AMKFSC has produced a total of eight Outstanding and Promising Social Worker award recipients, giving testament to the quality of AMKFSC social workers and our focus on staff development.

For more information, please visit http://www.amkfsc.org.sg.

OUR VISIONEnhancing and enriching the lives of people we serve

OUR MISSIONWe are committed to creating opportunities for people to pursue a better future by providing quality community services

AMKFSC Annual Report FY2017 1

CCOUNTABILITY

We respond to the call of duty with integrity and take responsibility for our actions.

ASTERY

We lead the practice with excellence, and demonstrate superior skills and knowledge.

INDRED SPIRIT

We take pride in the AMKFSC family spirit.

ORTITUDE

We uphold a strong belief in our cause, and act with courage and strength.

PARKLE

Our passion and energy permeate every facet of work.

ARE

We serve with compassion, empathy and kindness.

OUR VALUES

A

M

K

F

S

C

2 Nurturing Generations

Singapore’s one-stop family service centre, Ang Mo Kio Social Service Centre, was established to help residents who were facing psychosocial and financial issues. Served as a national model for subsequent Family Service Centres across Singapore.

Launched COMNET Senior Services to support vulnerable and socially-isolated seniors living in the Ang Mo Kio, Sin Ming and Bishan area.

Mr Chua Wei Bin, Centre Head of Cheng San Family Service Centre, received the Promising Social Worker Award.

Registered as an autonomous organisation under the Societies Act with its first independent volunteer management committee.

19781984

20072009

1970s to 2000s


Launched Before and After School Individualised Care (BASIC) to provide supervised care for latchkey children between the ages of seven and 14.

Opened our second branch, Cheng San Family Service Centre.

Government appointed six agencies in Singapore, including AMKFSC, to run the Healthy Start Programme, targeted at high-risk and dysfunctional families with infants and children between the ages of zero and six.

Youth Infinity, our youth work specialist centre, began operations to reach out and engage at-risk youths between the ages of 11 and 21.

19871995

2001

2006

Renamed The Ang Mo Kio Family Service Centres (AMKFSC).

Opened our third branch, Sengkang Family Service Centre.


O U RMILESTONES 2010s

Initiated the Bakery Hearts programme, which aims to support women from low-income families, who face chronic difficulties in gaining employment.

Nexus Family Resource Centre (FRC) began operations at Changi Prison.

Mr Mohd Fareez Bin Mohd Fahmy, centre manager at Nexus Family Resource Centre, received the Promising Social Worker Award.

Established Transition Plus+ to serve low-income and multi-stressed families living in interim rental housing.

The Centre for Collaborative Practice (CCP) is launched at AMKFSC-UniSIM Symposium 2017.

AMKFSC is awarded the 3rd ASEAN Leadership Award on Rural Development and Poverty Eradication.

Dr Vincent Ng, Chief Executive Officer, received the Outstanding Social Worker Award.

Bakery Hearts officially opened its new kitchen at Ang Mo Kio Community Centre.

MSF appointed Youth Infinity as an Integrated Service Provider (ISP) to two regions in Singapore. ISPs provide divisionary programmes to youth in the community.

MSF appointed Transition Plus @ Jalan Bukit Merah as a Transitional Shelter to render temporary shelter services to families with children, who have exhausted all means of accommodation.

2010 2011 2012

20172018

COMNET Senior Services opened three new senior activity centres in central and northeast Singapore.


First AMKFSC-UniSIM Symposium saw a turnout of more than 300 social service practitioners.

Punggol Family Service Centre began operations.

Ms Yogeswari Munisamy, Principal Social Worker at The Ang Mo Kio Family Service Centres, received the Outstanding Social Worker Award.

Launch of commemorative cookbook Recipe Retrospective, a collaboration between senior beneficiaries at COMNET Senior Services and students from Nanyang Polytechnic.

Established MindCare, a mental health division that aims to respond to the increasing needs for community mental health support.

Prime Minister Lee Hsien Loong officiated the opening of four centres – Family Services @ Yio Chu Kang, Family Services @ Teck Ghee, Youth Infinity and COMNET Cluster Support.

The Ministry of Social and Family Development (MSF) appointed AMKFSC under the Safe and Strong Families – Preservation (SSF-P) programme. SSF-P is a pilot project that aims to provide intensive in-home services to support and keep families together, preventing unnecessary removal of children from their families.

Opened Family Services @ Teck Ghee.

The Ang Mo Kio Family Service Centres underwent corporatisation and is henceforth known as AMKFSC Community Services Ltd.

Family Services @ Yio Chu Kang began operations.

Ms Lee Sin Yan, assistant senior social worker at Cheng San Family Service Centre, received the Promising Social Worker Award.

Temasek Cares KIDS 0-3 Centre, in partnership with Temasek Cares and KK Women’s and Children’s Hospital, began operations.

Published Learning by Doing: Involving Children in Social Practice, one of the first literature in Singapore consolidating best social work practices for working with children in Singapore.

Mr Isaac Teo Lai Huat, centre manager at Transition Plus+, received the Promising Social Worker Award.

2013

2016

20142015


Strengthening Families .................................................27Our Family Services

Forging the Future ..........................................................36Our Children And Youth Services

Promoting Active Aging .................................................42Our Senior Services

Meeting Diverse Needs ...................................................47Our Specialised Services

Centre for Collaborative Practice ................................53

Our Donors and Volunteers .............................................54Key Volunteer Events .......................................................55Hear Them Say .................................................................58Our Donors .........................................................................61

Chairman’s Message .......................................................8CEO’s Message .................................................................10Organisational Chart .......................................................12Board Committee .............................................................14Corporate Governance ....................................................16Our Management Team ...................................................202017/18 Highlights ...........................................................22

C O N T E N T SABOUT US

AMKFSC AT A GLANCE

OUR DONORS AND VOLUNTEERS

FACTS AND FIGURES

Financial Statements ......................................................65Governance Evaluation Checklist .................................108

Where to Find Us ..............................................................110


CHILDREN SERVICESProviding young lives with the best possible start by nurturing them in a safe and conducive environment suitable for social, emotional, physical and intellectual growth

YOUTH SERVICESUnleashing untapped potential and enhancing relationships between youths and their family by mentoring and engaging them through youth interests groups

FAMILY SERVICESStrengthening bonds within the family and building resiliency through casework and counselling, group work, programmes and community outreach

SENIOR SERVICESSupporting vulnerable and socially-isolated seniors in active aging through activities, programmes, casework and befriending services

SPECIALISED SERVICESActively responding to the needs of the community and developing relevant projects to meet service gaps

A B O U T U SOUR PATRON

Mr Lee Hsien LoongPrime Minister of Singapore

OUR HONORARY ADVISERDr S. Vasoo


C H A I R M A N ’ SMESSAGE

FY2017 was definitely a spectacular prelude to AMKFSC’s 40th anniversary.

This year, we celebrate 40 years of supporting the vulnerable and disadvantaged in our community through the theme for the year ‘Nurturing Generations’. We support not only our beneficiaries, but in turn, the community as a whole. We nurture not only our staff members, but also everyone, including partners and volunteers, who have had contact with us.

In October 2017, AMKFSC was recognized for our unceasing efforts in working towards poverty eradication at the 3rd ASEAN Leadership Award on Rural Development and Poverty Eradication. I had the honour of attending the event, together with Mr Eric Chan, our Deputy Chairman and founding board member of AMKFSC, and our CEO, Dr Vincent Ng, at the 10th ASEAN Ministers Meeting on Rural Development and Poverty Eradication, held in Kuala Lumpur, Malaysia. The award is a testament of our commitment to improve the lives of those we serve, especially those in our community who are facing hardships. We strive to uplift them from poverty and other difficult life circumstances and will persevere in this cause.

Two months later, I witnessed yet another remarkable achievement for the agency. Dr Vincent Ng won the Outstanding Social Worker Award and received the accolade from President Halimah Yacob at the Istana. From the day he joined AMKFSC in 2009, Dr Vincent Ng has championed numerous ground-up initiatives to improve the lives of individuals and families living in our community and grown AMKFSC to become a leading community-based social service agency in Singapore today. I am proud to share that since the inception of the Outstanding Social Worker Award in 1998, and the Promising Social Worker Awards in 2008, AMKFSC has produced a total of 8 winners in both categories. This is an extraordinary achievement and is only possible because of our relentless and selfless dedication of our staff. They work tirelessly without much fanfare, but with a clear purpose of enhancing the wellbeing of those we serve.


A/Prof Ang Seng Bin, PBMChairman

My heartiest congratulations to Mr Cyril Chua, Immediate Past Chairman and Chair of Nomination Committee, for receiving the Public Service Star (BBM) at the Singapore National Day Awards 2017. Cyril has contributed immensely to the growth and professionalisation of AMKFSC and the social service sector, and has served on the boards of the National Council of Social Services (NCSS), Civil Service College and Management Committee of Ang Mo Kio Community Centre.

Looking back over the past 40 years, AMKFSC has left indelible footprints in committing to the care of our needy and vulnerable in the society. Moving forward, we aim to chart new paths and lead the social service sector in building a well-connected and sustainable ecosystem where everyone, regardless of their background, can excel and lead a purposeful life. Leveraging on technology and innovation, we can scaffold with strong social networks and relationships, and collaborate with various stakeholders to make it happen.

Lastly, I would like to take this opportunity to thank past and present Board and Committee members for your contributions, our funders, donors, community and corporate partners, as well as volunteers for believing in and supporting our causes, and the AMKFSC staff for your hard work and effort at enhancing and enriching the lives of people we serve.

Thank you very much.

“This year, we celebrate 40 years of supporting the

vulnerable and disadvantaged in our community through the theme for the year ‘Nurturing Generations’. We support not only our beneficiaries, but in

turn, the community as a whole.


C E O ’ SMESSAGE

AMKFSC has come a long way since its founding as a one-stop social service centre in 1978. This year,

we celebrate our 40th anniversary.

Compared to FY2016, a total of about 250 staff members supported and served more than 9,900 beneficiaries in FY2017. I am pleased to report that last year, two of our cornerstone services for the youth and families displaced from housing, namely Youth Infinity and Transition Plus+ respectively, were appointed by the Ministry of Social and Family Development (MSF) as an Integrated Service Provider (ISP) and as a Transitional Shelter to render temporary shelter services to families with children. Youth Infinity is now the provider of the complete suite of services targeting at-risk youth in two regions, spanning across Ang Mo Kio, Yishun, Sengkang, Punggol, Pasir Ris and Tampines. On the other hand, Transition Plus+ runs the transitional shelter at Jalan Bukit Merah.

Over the last 40 years, AMKFSC has strived to fill service gaps within the sector. We cannot do this mammoth task on our own. It is important for us to foster strong working relationships with different community and corporate partners.

Now, donors and volunteers prefer a more hands-on experience, an experience that allows them to be involved, and have a glimpse of how their donations – be it cash, in-kind or services – support the beneficiaries. It is therefore important to align the needs of our services and programmes, to that of our donors and volunteers.

An example of that is the I Can Read with JOY pilot programme. With a heart to volunteer with our children and the skills to match, several teachers from education provider I Can Read Singapore taught English literacy to students at our Before and After School Individualised Care (BASIC) Student Care Centre (Cheng San). Having

Over the last 40 years, AMKFSC has strived to fill

service gaps within the sector. We are cannot do this mammoth task on our own.

It is important for us to foster strong working relationships

with different community and corporate partners.


Dr Vincent NgChief Executive Officer

seen the children’s improvements throughout the year, I Can Read Singapore expanded the programme to all three BASIC Student Care Centres this year. Currently, about 60 students benefit from attending this extracurricular programme.

Similarly, community and corporate partners have also partnered us in our first Flag Day last September, joining our staff in raising funds for the seniors. Senior beneficiaries under the care of COMNET Senior Services also took part in the event, showing that they are not only passive recipients of our services, but also active participants in our activities.

These are just some examples showing the need to continuously engage our community, corporate partners, donors and volunteers. I envision a future in which more volunteers actively share their skills and work hand-in-hand with the agency to build a better community for everyone.

There is so much to look forward to this year, as AMKFSC celebrates our 40th anniversary. We recently concluded and sold out our inaugural charity movie screening, and will be hosting corporate and individual donors in our upcoming charity dinner in October. To this end, we will continue to do our very best for the vulnerable and disadvantaged populations, and hope that you will join us on our journey to enhance and enrich the lives of people we serve.

Thank you very much.


O R G A N I S A T I O N A LCHART

BOARD OF

CHIEF

HR & Admin

Finance

Operations & IT

Corporate Support

Centre for Collaborative Practice

Family Service Centres

Spright Academy (formerly known as BASIC

Student Care Services)

Youth Infinity

Nexus Family Resource Centre

Psychological Services Unit

Audit Committee

Internal Audit

Finance & Investment Committee

Executive Committee

Corporate Services Family & Community Support


DIRECTORS

EXECUTIVE OFFICER

COMNET Senior Services

MindCare Community Mental

Health Services

Kids 0-3

Safe & Strong Families Preservation

Transition Plus @ Jalan Bukit Merah

Human Resource Committee

Nomination Committee

Service Committee

Care & Integration

Specialist Services


A/Prof Ang Seng BinChairman

Mr Cyril Chua

Ms Kavitha Rajan

Mr Patrick Lau

Mr Eric Chan

Mr Lee Hong Chuang

A/Prof Seng Boon Kheng

Mr Joseph Kuah

Mr Lee Kian Soon

Mr Naidu Sundraj

B OAR DCOMMIT T EE


EXECUTIVE COMMITTEEChairman A/Prof Ang Seng Bin

Deputy Chairman

Mr Eric Chan

Member Mr Cyril Chua

Member Mr Naidu Sundraj

Member Ms Kavitha Rajan

Member A/Prof Seng Boon Kheng

Member Mr Lee Kian Soon

HUMAN RESOURCE COMMITTEEChair Ms Kavitha Rajan

Member Mr Cyril Chua

Member Mrs Helen Tan

Member Ms Li-Ki Khaw

Member Mrs Linda Gan

AUDIT & RISK COMMITTEEChair Mr Michael Gray

Member Mr Eric Chan

Member Mr Patrick Lau

NOMINATION COMMITTEEChair Mr Cyril Chua

Member A/Prof Ang Seng Bin

Member Mr Eric Chan

Member Mr Lee Kian Soon

Member Mr Chia Chee Yoong

FINANCE & INVESTMENT COMMITTEE

Chair Mr Naidu Sundraj

Deputy Chair Mr Lee Kian Soon

Member Mr Joseph Kuah

Member Mr Chia Chee Yoong

SERVICE COMMITTEEChair A/Prof Seng Boon

Kheng

Member A/Prof Ang Seng Bin

Member Mr Naidu Sundraj

Member Ms Evelyn Boon

Member Mr Jason Prakash

Member Mr Joseph James Louis

Member Ms June Wong

Member Dr Gan Wee Hoe

Member Mr Lim Shyong Piau

Member Mr Eugene Seah


C O R P O R A T EGOVERNANCE

The Board of Directors is committed to high standards of corporate governance, through its oversight of the agency’s affairs and performance, setting organisational goals and providing strategic guidance and professional expertise. To assist the Board in the discharge of its duties, the Board establishes six committees, namely, the Audit and Risk Committee, Finance and Investment Committee, Executive Committee, Human Resource Committee, Nomination Committee and Service Committee.

A. BOARD OF DIRECTORS

Name of Director Board appointment Date of appointment Occupation

A/Prof Ang Seng Bin Chairman 25/07/2015 Consultant Physician

Mr Chan Aik Leong Eric Deputy Chairman 01/09/2016 Retired Director

Mr Cyril Chua Yeow Hooi Director 06/12/2012 Lawyer

Mr Naidu Sundraj Director 25/07/2015 Chief Financial Officer

Ms Kavitha Rajan Director 01/09/2016 Corporate Counsel

A/Prof Seng Boon Kheng Director 01/09/2016 Associate Professor

Mr Lee Kian Soon Director 01/09/2016 Chief Executive Officer

Mr Kuah Boon Kheng Joseph Director 06/12/2012 Corporate Consultant

Mr Lau Wei Peng Patrick Director 01/09/2016 Assistant Chief Executive Officer

Mr Lee Hong Chuang Director 01/10/2016 Corporate Information Technology Manager

No staff of the agency sits on the Board. A newly appointed Board or Committee member receives orientation by the management to be familiarised with the operations of the agency. In addition, an appointment letter and the terms of reference of the committee, setting out the tenure, duties and responsibilities, will be issued to a Committee member. To support Board Directors in the discharge their duties, the Board Secretariat provides regular updates on the compliance regime governing the agency as well as arranges for suitable trainings.

During the financial year ended 31 March 2018, the number of Board and Committee meetings held and the attendance at the meetings are set out below:

Board EXCO Audit & Risk

Finance & Investment

Human Resource

Nomination Service

No. of meetings held 2 3 2 2 3 - 4

A/Prof Ang Seng Bin 2 3 - - - - 4

Mr Chan Aik Leong Eric 2 3 1 - - - -

Mr Cyril Chua Yeow Hooi 0 3 - - 1 - -

Mr Naidu Sundraj 0 2 - 2 - - 2

Ms Kavitha Rajan 2 3 - - 3 - -

A/Prof Seng Boon Kheng 1 1 - - - - 3

Mr Lee Kian Soon 1 3 - 2 - - -

Mr Kuah Boon Kheng Joseph

0 - - 2 - - -

Mr Lau Wei Peng Patrick 1 - 2 - - - -

Mr Lee Hong Chuang 0 - - - - - -


B. BOARD COMMITTEES

i. Executive Committee

The Executive Committee comprises the following members:

Name Committee appointment

A/Prof Ang Seng Bin Chairman

Mr Chan Aik Leong Eric Deputy Chairman

Mr Cyril Chua Yeow Hooi Member

Mr Naidu Sundraj Member

Ms Kavitha Rajan Member

A/Prof Seng Boon Kheng Member

Mr Lee Kian Soon Member

The terms of reference of the Committee include the following:

- Set strategic direction of the agency.

- Direct management on operational matters.

- Approve annual workplan and budget.

- Approve compensation policies and recruitment of management-level staff.

- Evaluate and approve major plans and programmes.

- Review and approve significant policies and guidelines.

- Engage with stakeholders and represent the agency in the community.

- Direct public and media relations and enhance the agency’s image.

- Oversee fund-raising efforts.

ii. Audit and Risk Committee

The Audit and Risk Committee comprises the following members:


Mr Michael Grenville Gray Chair

Mr Chan Aik Leong Eric Member

Mr Lau Wei Peng Patrick Member


- Oversee the financial reporting and disclosure process, and monitor the choice of accounting policies and principles.

- Review audit plan and report of external and internal auditor, and consider the effectiveness of actions taken by Management on auditors’ recommendations.

- Analyse and address risks associated with key processes.

- Oversee regulatory compliance and whistleblowing policy.

- Report to the Board of Directors any financial irregularities, concerns and opportunities.

- Liaise with auditor on any significant matter arising.


C O R P O R A T E G O V E R N A N C E

iii. Finance and Investment Committee

The Finance and Investment Committee comprises the following members:

Name Committee appointmentMr Naidu Sundraj Chair

Mr Lee Kian Soon Vice Chair

Mr Kuah Boon Kheng Joseph Member

Mr Chia Chee Yoong Member

The term limit of the Chair, Finance and Investment Committee, is aligned to the prevailing Code of Governance for Charities and Institutes of Public Character. The terms of reference of the Committee include the following:

- Review budget and forecast prepared by management and endorse for approval by the Board of Directors.

- Analyse financial performance based on reports prepared by management.

- Evaluate cash management and investment opportunities of reserves and endorse for approval by the Board of Directors.

- Consider financial guidelines to safeguard assets and uphold standards of accountability.

- Report to the Board of Directors any financial irregularities, concerns and opportunities.

iv. Human Resource Committee

The Human Resource Committee comprises the following members:

Name Committee appointmentMs Kavitha Rajan Chair

Mr Cyril Chua Yeow Hooi Member

Mrs Helen Tan Member

Ms Li-Ki Khaw Member

Mrs Linda Gan Member


- Oversee compensation strategy and performance management.

- Review and approve human resource policies, salary structures, benefit schemes, job descriptions and career progression roadmap.

- Review and approve the remuneration of management, development and succession planning.

- Oversee talent development.

- Act as Review Board for staff appeals and grievances.

v. Nomination Committee

The Nomination Committee comprises the following members:

Name Committee appointmentMr Cyril Chua Yeow Hooi Chair

A/Prof Ang Seng Bin Member

Mr Chan Aik Leong Eric Member

Mr Chia Chee Yoong Member

Mr Michael Grenville Gray Member



- Review profile of the Board, taking into consideration the expertise, experience, knowledge and skills of the Board Directors.

- Identify, review and nominate Board appointment for approval by the Board of Directors.

- Review re-nomination and retirement of Board Directors.

- Conduct annual evaluation of the performance of the Board, Board Directors and Board Committees.

- Plan for succession of Board Directors.

- Develop and review corporate governance polices in compliance with the prevailing Code of Governance for Charities and Institutes of Public Character.

vi. Service Committee

The Service Committee comprises the following members:


A/Prof Seng Boon Kheng Chair

A/Prof Ang Seng Bin Member

Mr Naidu Sundraj Member

Ms Evelyn Boon Member

Mr Jason Prakash Member

Mr Joseph James Louis Member

Ms June Wong Member

Dr Gan Wee Hoe Member

Mr Lim Shyong Piau Member

Mr Eugene Seah Member


- Approve and review service delivery models.

- Raise professional standards of practice in social work.

- Guide development of new services and programmes.

- Guide service and programme evaluation.

- Oversee disciplinary matters related to misconduct or breach of professional ethics.

- Evaluate and approve the use of Families Support Fund to assist beneficiaries in need.

C. RISK MANAGEMENT

The Board is supported by the Audit and Risk Committee in its governance of enterprise risks. Management is responsible for maintaining a sound system of risk management and internal controls. During the financial year ended 31 March 2018, internal audit on the agency’s procurement policy and procedures was performed and the report was presented to the Committee.


M A N A G E M E N TTEAM

O U R

Front (L-R)

Director, Finance and Corporate Planning Mr George Lee (till July 31, 2018)

Divisional Director (Family and Community Support)

Dr Terence Yow

Chief Executive Officer Dr Vincent Ng

Programme Director and Principal Social Worker

Ms Nur Hilyah Bte Saparin

Director, Human Resource and Administration

Ms Chong Choon Chee


(Back L-R)

Assistant Head, Spright Academy(formerly known as BASIC Student Care Services)

Ms Rosiah Binte Ibrahim

Senior Accountant Ms Karen Chan

Head, Youth Infinity Ms Tan Yi Ying

Centre Head, Punggol Family Service Centre Ms Nurrauhdah Ridzuan Ajma’in

Manager, Nexus Family Resource Centre Ms Nadira Binte Ahmad

Senior Assistant Director, Strategic Planning and Organisation Development

Mr Phua Chun Yat

Head, MindCare Mr Low Mun Heng

Manager, Transition Plus @ Jalan Bukit Merah Mr Isaac Teo

Senior Assistant Director (Central) Mr Mohamed Fareez Bin Mohamed Fahmy

Head, COMNET Senior Services Mr Ng Koon Sing

Centre Head, Sengkang Family Service Centre Mr Joseph Chan

Centre Head, Ang Mo Kio Family Service Centre Ms Natalie Lim

Centre Head Designate, Cheng San Family Service Centre

Ms Sa’adah Binte Tuman

Senior Assistant Director, Operations and IT Ms Tan Yen Na

Manager, Corporate Support Ms Wee Wah Meng

Manager, Human Resource Development Ms Shery Chan

Senior Assistant Director (Northeast) Ms Yum Sin Ting


2 0 1 7 / 1 8HIGHLIGHTS

Nanyang Girls’ High School student volunteers serve the community

Between March and May, about 30 Secondary 2 students from Nanyang Girls’ High School brainstormed and initiated programmes for the seniors at our senior activity centres in Sin Ming and Sengkang.

In March, they visited COMNET Senior Services to learn and understand the workings of a senior activity centre, before coming up with a series of programmes to engage our seniors. The programmes, including arts and crafts, karaoke sessions, dance performances and gardening, were conducted on Wednesdays, from 2.30PM to 4.30PM, with 15 students volunteering at each senior activity centre.

Learning Escape Day 2017

On May 26, more than 200 staff attended the annual Learning Escape Day (LED) held at the Civil Service Club. Every year, AMKFSC dedicates a special day to learning. At LED, both professional and support staff come together to learn new skills and processes, and to generate and integrate ideas, so as to foster openness in learning from one another.

June holiday workshops at Teen Edge Club

During the June holidays, youths from Sengkang FSC’s Teen Edge Club participated in two workshops that covered a variety of topics.

The first workshop provided the youths guidance and support in planning for their career, while the second workshop aimed to build up the youths’ resiliency during their developmental years through raising awareness of their psychosocial competency and building character.

MAY

JUNE


BASIC Day 2017

“We will, we will rock you! Rock you!” the children in the Green team sang at the top of their voices, as they cheered their team mates on.

The Sports Day cum carnival, held at the sports hall at Republic Polytechnic on July 3, was organised by NCS Pte Ltd, AMKFSC’s longtime corporate partner and supporter of BASIC Student Care Services. This year’s BASIC Day was exceptionally special for the children, because their parents were also invited to the event.

Opening of community garden at COMNET@ Sin Ming

On July 16, Mrs Josephine Teo, Minister, Prime Minister’s Office, 2nd Minister for Manpower and Foreign Affairs and Adviser to Bishan-Toa Payoh GRC GROs, together with A/Prof Ang Seng Bin, Chairman of AMKFSC, officiated the opening of the community garden at COMNET@Sin Ming. The community garden aims to foster a greater sense of gotong royong in the seniors living within the community through gardening as a hobby.

Project R.I.C.E+ 2017

Every year, youth volunteers from the Singapore Red Cross initiate and organise Project R.I.C.E+, an annual community service project that aims to touch the lives of the less fortunate in Singapore by providing them with daily household necessities.

On August 19 and 20, volunteers from Red Cross coordinated the distribution at the different FSCs under AMKFSC, while about 100 volunteers from the Inland Revenue Authority of Singapore (IRAS) packed and distributed the rations.

Singapore National Day Awards 2017

Our Immediate Past Chairman Mr Cyril Chua received the Public Service Star (BBM) at the annual Singapore National Day Awards. The Singapore National Day Awards are a means of recognising various forms of merit and service to Singapore.

AUGUST

SEPTEMBER

JULY

Flag Day 2017

AMKFSC held our first ever Flag Day on September 23. The fundraising event saw a turnout of more than 300 volunteers, who travelled to different parts of Singapore to help raise funds for COMNET Senior Services.


2 0 1 7 / 1 8 HIGHLIGHTS

DECEMBER

NOVEMBER

COMNET Senior Services hosts visitors from Hong Kong

On November 24, COMNET Senior Services @ 182 Rivervale Crescent (SAC) hosted 60 seniors and six staff members from Wilson T.S. Wang District Elderly Community Centre under the Tung Wah Group of Hospitals in Hong Kong during the latter’s Singapore Study Tour 2017 for the Elderly.

Apart from learning about the various programmes and services that COMNET provide to the seniors living in the community, the seniors from both countries also had an exchange session, where they performed for one another!

OCTOBER

3rd ASEAN Leadership Award on Rural Development and Poverty Eradication

On October 6, 2017 (Friday), our Chairman A/Prof Ang Seng Bin, Deputy Chairman Mr Eric Chan and CEO Dr Vincent Ng attended the 3rd ASEAN Leadership Award on Rural Development and Poverty Eradication, held in Kuala Lumpur, Malaysia.

The Award is presented to non-governmental organisations and private sectors from each ASEAN Member States for their outstanding contribution in rural or community development, as well as poverty eradication in respective countries.

AMKFSC Community Services is the only Voluntary Welfare Organisation from Singapore to receive this accolade.

Outstanding Social Worker Award 2017

On December 1, Dr Vincent Ng, our Chief Executive Officer, received the Outstanding Social Worker Award (OSWA) from President Halimah Yacob. The award, conferred by the President of the Republic of Singapore, aims to recognise the outstanding contributions made by dedicated social workers in Singapore, and acknowledges their passion and professional contributions to the improvement of the social service and healthcare sectors. Dr Vincent Ng is the fourth winner from the agency to receive this award.

Official opening of Bakery Hearts kitchen

On December 5, the Bakery Hearts programme at Cheng San FSC celebrated a new milestone. Our honorary advisor Dr S. Vasoo, Chairman A/Prof Ang Seng Bin and CEO Dr Vincent Ng officially opened their newly renovated kitchen at Ang Mo Kio Community Centre.


MARCH 2018

FEBRUARY 2018

Lunar New Year party at Integrated Service Centre @ Punggol

On February 6, about 50 children, parent volunteers and teachers from PCF Sparkletots Preschool @ Hong Kah North brought festive cheer to some 20 senior residents living around AMKFSC’s newly opened Integrated Service Centre at Punggol. The young, multiracial volunteers belted out familiar Lunar New Year tunes enthusiastically, as they celebrated the joyous occasion.

Micro:bit workshop with NCS Pte Ltd

On March 16, five volunteers from NCS Pte Ltd amped up the heat at BASIC Student Care Centre (Cheng San) with a robotics competition for the upper Primary kids. The children were introduced to basic coding skills, and tested their codes in a friendly car race later

Shoebox X’mas Party at 206A

Having organised and participated in the Shoebox X’mas Party at 206A last year, Kuehne + Nagel Singapore put up yet another successful event at Punggol Place on December 15. Staff at the logistics company worked with AMKFSC to collect wish lists from the children living in the rental block, and then attempted to fulfil the wishes of the children as part of their festive giving.

Microscopy with Leica Microsystems (SEA) Pte Ltd

How do you get children to be excited about science? Just ask Leica Microsystems (SEA) Pte Ltd!

On December 18, about 20 volunteers from the company, which specialises in microscopes and microscopy imaging equipment for medical, scientific and industrial use, brought several microscopes from their office to BASIC Student Care Centre (Ang Mo Kio), where they conducted engaging and interesting activities with our children.

Christmas with a Cause: Let’s Beat Diabetes

On December 30, staff at Family Services @ Teck Ghee and the residents in the Friends ‘n’ Neighbours initiative at the satellite centre came together to host Christmas with a Cause: Let’s Beat Diabetes, where participants learned about diabetes and tips on leading a healthy lifestyle.


A M K F S CA T A G L A N C E

TOTAL DIRECT BENEFICIARIES ASSISTED:-

FY2016 FY2017

>9,826individuals and

families

>9,989individuals and

families

Families

61.2%Children and Youths

4.1%

Seniors

20.6%

Specialised Services

14.1%


S T R E N G T H E N I N G F A M I L I E S

OUR FAMILY SERVICES

Total number of cases worked on:

3,008

Total number of closed cases:

637

Financial

35.9%

Family

16%

Emotional

10.7%

The

TOP 3 presenting problems:

Total number of information and referral (I&R) enquiries:

3,233

Outcome of I&R

Given information on relevant services

and resources:

33.5%

Received casework intervention from our family

service centres:

50.8%

Others:

15.7%

Our family service centres (FSCs) support individuals and families facing personal and family-related issues through casework and counselling, information and referral, group work and community outreach. Currently we have four family service centres and three satellite branches in Ang Mo Kio, Sengkang and Punggol.


HIGHLIGHTS IN FY2017

PROJECT PILIH PILIH

In FY2017, Project Pilih Pilih provided fresh food produce to a total of 20 families. The project upheld the ‘kampong spirit’ of having continued good partnership from Mayflower Market vendors in donating fresh grocery to support the programme. In addition, SP Group supported the programme in purchasing additional fresh grocery items from a minimart, our new community partner at Block 629 Ang Mo Kio. The families who have benefitted from Project Pilih Pilih shared that the programme enabled them to eat more healthily and supplement their existing dietary habits to meet their nutritional needs. The programme also allowed caseworkers to hold discussion on healthy eating habits with the families nominated for the programme.


ANG MO KIO FAMILY SERVICE CENTRE

Ang Mo Kio Family Service Centre operates from two locations in the Kebun Baru and Yio Chu Kang constituencies and serves the needs of the community through various core services such as casework and counselling, information and referrals,

and group work programmes.

Some programmes at Ang Mo Kio FSC include:

Bluez Away, a collaboration between Ang Mo Kio FSC and MindCare that provides therapeutic and support group work for adult clients, aged 21 to 60 years old, suffering from episodes of low mood.

Project HeARTship, a programme that uses art as a medium of expression for boys aged 11 to 15 years old, who are in the identify formation and transitional stage from primary to secondary school.


CHENG SAN FAMILY SERVICE CENTRE


BAKERY HEARTS

Bakery Hearts is a training programme that provides women from low-income families with the opportunity to supplement their household income and prepare themselves for work. Common issues that may hinder them from gaining full-time employment include:

• Caregiving issues

• Limited flexible employment opportunities as well as training programmes, and/or

• Have low self-confidence and readiness to return to workforce.

Through Bakery Hearts, women are equipped with baking and social skills to prepare them towards entering the workforce. Bakery Hearts collaborates closely with community partners such as Ang Mo Kio Community Centre, volunteers, corporates and schools to support and sustain the cause of the programme.

Cheng San Family Service Centre operates from two locations in the Cheng San and Teck Ghee constituencies and serves the needs of the

community through various core services such as casework and counselling, information and referrals, and group work programmes.


OFFICIAL OPENING OF BAKERY HEARTS KITCHEN

In FY2017, the community kitchen at Ang Mo Kio Community Centre underwent a major renovation according to the National Environmental Agency (NEA)’s guidelines, and has since been granted approval for a food shop licence. The Bakery Hearts kitchen was officially opened by Dr S Vasoo, A/Prof Ang Seng Bin and Dr Vincent Ng on December 8, 2017.

STRONG SUPPORT FROM STAKEHOLDERS

Bakery Hearts has received strong support from major stakeholders such as Ang Mo Kio Community Centre and Pan Pacific Hotels Group, who sponsored several professional equipment for the renovated kitchen.

Bakery Hearts continues to partner closely with corporate partners, particularly Pan Pacific Hotels Group for baking trainings for our participants during festive seasons.


Total number of participants:

30

Number of trainings conducted by corporate partners:

7

Number of participants involved

in trainings:

17

Number of Bakery Hearts graduates:

5

Out of which,

2proceeded to set up small home-based businesses, while others were offered

regular employment in different industries.



COMMUNITY WORKIn FY2017,

1,494 CHILDREN AND FAMILIES

attended preventive and developmental programmes, mainly targeting vulnerable families living in rental flats

in Ang Mo Kio.

THREE KEY COMPONENTS IN AK2 ARE:

Academic Coaching is a 1.5-hour weekly programme offering academic support to children who may face challenges with performing in school.

The Literacy Programme is a 1.5-hour weekly programme which aims to enhance literacy and increase children’s interest in reading.

The Character Programme is a 1.5-hour weekly programme promoting the learning of values, skills and knowledge in a fun and engaging manner.

ACHIEVING KIDS AND KIN (AK2) PROGRAMME

AK2 is a preventive and developmental programme that serves children, aged seven to 12 years old, via a family-focused perspective. It mainly targets vulnerable families living in rental flats in Ang Mo Kio.

As low-income families may have limited economic and emotional resources to meet their children’s developmental needs, children tend to face more challenges in academic performance, peer relationships, and navigation of various systems. AK2 hopes to collaboratively build resilience in these children and their families, through the identification and amplification of skills and knowledge. It also hopes that children’s strengths and assets can be discovered and harnessed for community development in the long term.

K E Y A C H I E V E M E N T SINCREASED INTERACTIONS ACROSS THE BASES

AK2 moved beyond conducting activities at individual bases, to collaborations which allowed children to increase their social network and self-esteem. For instance, the children across all bases took part in the planning and implementation of the Hari Raya cultural exchange, and the inter-base Captain’s Ball tournament in December 2017.

Trust in programme staff led to disclosures and interventions for child welfare concerns.

Concerns such as child behaviour, financial difficulties, health issues, child’s exposure to domestic violence and child hygiene in a total of 13 children were raised to the staff at Cheng San FSC. This made up about 50% of active child participants at three bases.

SUCCESSFUL EXTERNAL PARTNERSHIPS

Recognising that social service professionals do not have the expertise in the delivery of literacy programmes, AK2 tied up with BLESS on Shining Stars, an evidence-based literacy programme that had shown evidence of increasing participants’ reading and language abilities through a structured curriculum and specific coaching techniques. Test scores of AK2 children involved in the last run of Shining Stars showed that the children’s literacy had improved due to participating in the programme.


COMMUNITY WORK TEAM

The Community Work Team (CWT) continues on-going outreach efforts to the identified rental blocks - 203, 206, 257, 244, 245 and 469. Regular outreach activity is conducted twice per week. The team successfully engaged 84% (934 families) of the total number of household unit outreach within these identified blocks with an average of 14 contacts per unit in FY2017/2018.

The team worked closely with the Achieving Kids and Kin (AK2) programme in providing weekly Academic Coaching, Character Building and Reading Club for the children residing in these blocks, and value-added to casework management by providing monitoring support for high risk cases.

THE FnN INITIATIVE

Through the Friends ‘n’ Neighbours (FnN) initative, social workers used assets-based community development concepts with narrative therapy principles to strengthen the social capital of the residents living at Block 323 and neighbouring blocks. By tapping on residents’ existing gifts, skills and talents, the FnN programme has enabled the ambassadors to showcase their capabilities and contribute to their communities.

The initiative has created enabling platforms for 15 ambassadors to strengthen their communities. Since January 2017, the ambassadors have met once a month to discuss about identified social issues that they were concerned about, while planning for community outreach events with the support of the FSC and the Residents’ Committee (RCs).

The events were largely successful because of the active contributions of the FnN ambassadors in organising themselves to perform the various roles and tasks, with the strong support from social workers.

Since the beginning of 2018, social workers have actively engaged FnN ambassadors to participate and share of their volunteering contributions with professionals and social work undergraduates. Three FnN ambassadors presented the community work by residents during our agency’s Central Cluster sharing in March this year. To date, four FnN ambassadors and social workers had spoken to over 200 full-time and part-time social work undergraduates from NUS and SUSS.

Co-organised

4 ETHNIC FESTIVALS with Teck Ghee Zone J RC – namely Chinese New Year, Hari Raya, Deepavali and Christmas

Combined attendance –

240 PARTICIPANTS

Hari Raya

Deepavali

Christmas


SENGKANG FAMILY SERVICE CENTRE


NURTURING EMOTIONALLY STRONG TOMORROW (NEST)

Nurturing Emotionally Strong Tomorrow (NEST) is a collaboration between Sengkang FSC, Punggol FSC and the Psychological Services Unit (PSU). NEST consists of Big Brave Hearts, a psycho-educational groupwork for parents, and Little Brave Hearts, a therapeutic groupwork for children.

LITTLE BRAVE HEARTS

The Psychological Services Unit first assessed children in Little Brave Hearts for trauma and coping-related behaviours to ensure that they would benefit from the groupwork.

An orientation session followed by eight sessions were held over 10 weeks, during which children learned knowledge and skills in the areas of problem-solving and emotional regulation to enhance their resilience to mitigate risk that they encounter within their environment. The programme also included therapeutic elements, through which children could share their difficult feelings and experiences, and the group would explore possible ways to cope effectively.

Sengkang Family Service Centre aims to support and strengthen individuals and families residing or employed

within Sengkang estate through providing casework and counselling service and support programmes focusing on strengthening families and community bonds. Sengkang FSC @ Blk 206B is an extension to the main FSC located at Blk 223D. It is established to cater to the increasing community needs of the Sengkang estate.



BIG BRAVE HEARTS

Parents of children in the Little Brave Hearts groupwork were expected to participate in Big Brave Hearts. The Parenting Stress Index (PSI) was administered during pre and post groupwork to determine if there are changes in parenting stress levels.

A total of six parents participated in weekly sessions over eight weeks. Like their children in Little Brave Hearts, parents also learned knowledge and skills in areas of emotional regulation, problem solving and cognitive reframing. Big Brave Hearts hoped that the skills parents acquired will empower them to support their children in mitigating risks that they face within their environment.

All participants reported an increase in their skillset to cope with problems and difficult emotions. 50% of the parents shared that they noted improvements in their children’s behaviour to regulate emotions. During post-groupwork evaluation, parents displayed lower levels of parental stress as compared to before attending the programme.

GO! LEARN ABOUT MARRIAGE (GLAM)

GO! Learn About Marriage (GLAM) is a free introductory talk for couples who wish to understand about marriage and the resources available for a positive marital relationship. It commenced in 2017 in collaboration

with Punggol FSC and is available every first Thursday evening of the month.

In FY2017, 24 participants who attended GLAM agreed that the information was presented clearly. 96% of the participants agreed that the information presented was helpful and relevant. 96% of the participants agreed that GLAM was beneficial to them. 96% of the participants agreed that GLAM met up their expectations.

As part of the work with married couples, the Marital Satisfaction Scale (MSS) was administered to each participant in order to create an awareness of their respective marital satisfaction level. The areas of strength and growth areas in the marriage were made known through the MSS and the information was used by social work practitioners to work with their couples.

LIFE COACHING FOR MEN (LCM)

Life Coaching for Men (LCM) is a collaborative groupwork between Sengkang FSC and Punggol FSC that targets male participants from caseworks with life stressors such as marital issues, employment and challenging life events. It aims to help participants gain clarifications on their roles as a man and develop skills to address their challenges at work, family and society. LCM could be the platform for participants to share their personal experiences so that mutual aid and empathy can be elicited among the group.


Punggol Family Service Centre has established itself as centre ready to meet the needs of Punggol residents through various core services

such as casework and counselling, information and referrals, and group work programmes.


PG CONNECTZ

PG Connectz is Punggol FSC’s community work component to build “Our Happy Healthy Helpful Punggol Town” and utilise resources in line with the motto of ‘tapping community resources to meet community needs’.

As Punggol is a developing estate with a growing number of families transitioning into the community, there is an increasing trend of families coming to Punggol FSC with transitional issues accompanied with other prevalent issues such as poor mental health, suicide ideations and family violence. PG Connectz took a more intentional stance in networking with relevant community partners to address these concerns raised.

121A OUTREACH

In May 2017, PG Connectz organised Prata Party, a joint outreach event with community partners such as Gospel Light Christian Church, Yayasan Mendaki, National Environment Agency, Playeum Children’s Centre for Creativity and Punggol Meridien RC.

The event aimed to reach out to residents who had just moved into rental block 121A and its surrounding blocks in Punggol. Prata Party saw a turnout of more than 200 residents, who participated in various activities at the event.

The event also kickstarted a relationship-building process with the residents. Taking an “Asset-Based

PUNGGOL FAMILY SERVICE CENTRE

Community Development” approach, PG Connectz subsequently welcomed 121A residents to engage in relationship-building activities along with their neighbours over three potluck parties carried out between December 2017 and Mar 2018.

YOUTH ASSET-BASED COMMUNITY DEVELOPMENT (Y-ABCD)

The Y-ABCD programme allows youth studying and living in Punggol to develop activities and/or programmes that matter and are of interest to them.

Eight student leaders from two secondary schools responded to this initiative for an inter-school cum agency collaboration. The students have identified family cohesiveness as a potential area for the youths and their families to strengthen and are planning to organise a Family Day event for the youths in Punggol in June 2018.

PG Connectz supported the students, who undertook the task of planning and conceptualising this Family Day for the youths, by co-facilitating and planning the event along with them as it is a new experience for these budding student leaders.


F O R G I N G T H E F U T U R E

OUR CHILDREN & YOUTH SERVICES

At AMKFSC, we believe in the endless possibilities of children and youth. The children and youth programmes at our family service centres, BASIC Student Care Services and Youth Infinity strive to provide the next generation with the best possible resources, ensuring their social, emotional, physical and intellectual development.

BASIC STUDENT CARE SERVICES

SOCIAL-EMOTIONAL LEARNING PROGRAMME

BASIC continues to run various social-emotional learning programmes for the children. The programme consists of issue groups, reading support and character-building activities which focus on the social and emotional needs of the children.

BOOKS ALIVE! (BA)

Books Alive! is a fun book approach used by BASIC to encourage positive development of emotional and social skills. The Books Alive! programme was introduced to the children in June 2017. The Elf-help books replaced PATHS (Promoting Alternative Thinking Skills) curriculum, which had been conducted for the past few years.

These books were selected as they were simple to read, and taught children about themselves, what goes on in life, and more. Through these books, the children developed an understanding of why certain things happen, how to respect and appreciate others, and promote positive attitudes towards the people around them. The books have also increased the children’s willingness to communicate their thoughts and feelings during sharing time. Children also participated in extended activities such as dramatisation, events prediction, puppetry, creative writing, crafts and cooking lessons.

First established in 1987, Before and After School Individualised Care (BASIC) has since evolved and expanded to three centres to better serve the needs of the community. BASIC Student Care Services provide care for unsupervised children between seven and 14 years old.

More than a child-minding programme today, BASIC Student Care Services is a combination of on-site student care, and social emotional learning and development.


In FY2017,

127 CHILDREN, AGED BETWEEN SEVEN TO

14 YEARS, were provided with a safe, caring and

conducive environment to grow socially, emotionally, physically and intellectually

through three BASIC centres.

88 FAMILY MEMBERS

attended BASIC get-together sessions to interact with

teachers and receive updates on AMKFSC’s programmes and

services.



Youth Infinity (YI) is the youth work specialist centre under AMKFSC, set up in 2006 to consolidate our youth work expertise and skills in working with youths and their

families. It complements the agency’s core functions and services by providing preventive, developmental and remedial services for youths in the community.

YI aims to work with youths to unleash their hidden potential, and enhance their relationships with family members. It provides four core services including casework and counselling, school social work, gateway issues and Club Infinity.

YOUTH INFINITY



CASEWORK AND COUNSELLINGENHANCED STEP-UP (ESU) PROGRAMME

YI provides casework and counselling services to youths who are at risk of dropping out and have school attendance issues, as well as youths who are already out of school, or have not been attending school for a prolonged period of time.

SCHOOL SOCIAL WORKThe LifeCircles programme is an issues-based group work programme which aims to address issues pertaining to bullying, friendship, motivation and self-management with selected students. It helps students become aware of the resources available to them within the community, as well as the services and programmes provided by the family service centres. LifeCircles is experiential in nature, as it employs a repertoire of evocative and creative strategies such as role play, thematic games and real-life scenarios when working with students.

GATEWAY ISSUESYOUTH ENHANCED SUPERVISION (YES)

The Ministry of Social and Family Development (MSF) appointed YI as service provider for Youth Enhanced Supervision (YES), which works with first-time drug offenders between the ages of 13 and 21 years old. Each youth placed under YES has to attend at least eight individual counselling sessions and ten group work sessions within six months.

YOUTH SEXUALITY

YI is the content creator of the programme YOUth Matters, a nationwide sexuality programme for at-risk youths that is supported and funded by the Health Promotion Board (HPB).

It aims to:

• Equip youths with life skills for them to make informed decisions with regard to sex;

• Raise awareness of Sexually Transmitted Infections (STIs)/HIV and pregnancy prevention among youths;

• Influence youths to adopt less permissive attitudes towards casual sex;

• Encourage youths to practice abstinence and/or secondary virginity (for those who have had pre-marital sex).

VULNERABLE GROUPSTHE ORCHID PROJECT

The National Council of Social Service (NCSS) appointed YI to run The Orchid Project, a pilot one-year family-centric programme that supports school-aged children whose parent(s) are diagnosed with a mental health issue. It is a two-pronged approach that aims to equip the children with skills in managing the mental health challenges in the family, as well as enhance the parents’ parenting competencies, so as to better provide a safe and healthy home environment for their children.

YELLOW BRICK ROAD (YBR)

Yellow Brick Road (YBR) is a pilot project driven by the Yellow Ribbon Fund (YBF). The programme reaches out to children and youths (aged seven to 16 years old) whose parents are incarcerated. YBR aims to support and address the issues that parents, caregivers, and children face, in relation to the incarceration of their family member. The intervention period for each client is one year.


YI provided casework and counselling services to

149 YOUTHS AND THEIR FAMILIES

through Enhanced Step-Up Programme, Yellow Brick Road and Orchid Project.

CLUB INFINITY

Club Infinity is a youth membership programme to engage and reach out to youths. It supports YI’s core services and provides an avenue for youths to be continuously engaged. Club Infinity runs programmes and activities that promote the development of youths’ competence, character, confidence, connection, and compassion. Through the daily engagement and interaction with the youths, Club Infinity provides a platform for staff to identify youths who may face issues in school or at home to receive support through casework and counselling.

In FY2017, YI served

MORE THAN 31 STUDENTS, PARENTS AND

TEACHERS through a plethora of groupwork,

workshops and programmes.

To address at-risk youth behaviours, YI

supported

147 YOUTHS

IN 64 FAMILIES

in the areas of drug prevention, sexuality

programmes and smoking cessation.

Club Infinity developed the competence, character,

confidence, connection and compassion of more than

70 YOUTHS in FY2017.


COMNET (abbreviated from Community Network) Senior Services has its humble beginnings from the Befriending Service in 2007. Their mission is to support vulnerable and low-income seniors to live independently and actively in the community. It aims to empower

seniors to seek life satisfaction with the support of community resources.

Since March 31, 2017, COMNET Senior Services has been the Senior Cluster Network (SCN) operator for Central Cluster (Ang Mo Kio/Bishan) and North-East Cluster (Sengkang/Punggol/Pasir Ris). Under SCN, COMNET is tasked with operating senior activity centres and senior group homes, and providing case management services through Cluster Support. Complementing these SCN services are Community Case Management Service (CCMS), Community Resource Engagement and Support Team (CREST); with its core Befriending Service serving as the rope that binds everything together.

P R O M O T I N G A C T I V E A G E I N G

OUR SENIOR SERVICES


CLUSTER SUPPORT

Provided casework and counselling, and monitoring

services through COMNET Cluster Support to enable

177 VULNERABLE SENIORS TO

REMAIN WITHIN THE COMMUNITY.

SENIOR ACTIVITY CENTRES (SACS)

787 VULNERABLE SENIORS WERE

ENGAGED THROUGH ACTIVITIES

including morning exercises, games and craft sessions at five SAC(R) centres.

BEFRIENDING SERVICESTo reduce social isolation,

COMNET Befriending Service befriended

324 NEEDY SENIORS

through weekly home visits, home help, medical monitoring, medical escort and structured

activities.

COMMUNITY CASE MANAGEMENT SERVICE

(CCMS)

Through CCMS,

64 FRAIL SENIORS were supported to prevent or delay

institutionalisation and to live independently with the help of

their caregivers or families.

COMMUNITY RESOURCE ENGAGEMENT AND SUPPORT TEAM (CREST)

695 SENIORS AND/OR THEIR CAREGIVERS

who are suffering from, or are at risk of, mental illnesses were provided

with mental health information, basic emotional support and referrals to appropriate mental health services

through CREST.

SENIOR GROUP HOME

13 SEMI-AMBULANT

SENIORS who may have mental health issues are supported to live

within the community.


CLUSTER SUPPORT

COMNET Cluster Support (CS) provides case management, therapeutic group work, and basic counselling to vulnerable seniors. CS (Central) is based at Block 469, Ang Mo Kio Ave 10 and serves the AMK-Bishan cluster. As of March 31, 2018, 81 active cases have been managed. CS (North-East) serves the Sengkang, Punggol and Pasir Ris areas, and is based at Block 182, Rivervale Crescent. As of March 31, 2018, 96 active cases have been managed.

BEFRIENDING SERVICE

COMNET Befriending Service complements existing services by helping to look out for seniors with early signs of depressed or other health-related issues. This is accomplished through regular home visits by our Carers, and through ad-hoc outing activities and weekly structured activities in the neighbourhood. The programme has helped to reduce social isolation in seniors, and the seniors also felt more supported.

COMMUNITY BEFRIENDING PROGRAMME (CBP)

With effect from January 2018, COMNET has been appointed the Community Befriending Programme (CBP) operator for Central Cluster (Ang Mo Kio-Bishan) and North-East Cluster (Sengkang-Punggol-Pasir Ris). The service boundary is aligned with the constituency boundaries, resulting in a total of 13 divisions for both clusters combined.

CBP is a programme that is initiated by the Ministry of Health, and administered by the Council for Third Age (C3A). It aims to provide structured befriending services and psycho-social support through volunteers in the community for vulnerable, socially isolated seniors in non-rental flat precincts.



SENIOR ACTIVITY CENTRES (SACs)

COMNET SACs engage seniors in various activities such as morning exercises, games, health and wellness programmes, as well as arts and crafts sessions. The SACs provide regular outreach, monitoring and support to seniors living in the community. At present, COMNET operates six SACs in Ang Mo Kio, Bishan, Sengkang and Punggol.

Sin Ming SAC, located at Block 26, Sin Ming Industrial Estate A, has continued to make significant impact within the Sin Ming community. Our client satisfaction survey shows that 90% of SAC clients were satisfied with our services, and the daily average attendance is 68 participants.

Teck Ghee SAC comprises of two SACs located at Blocks 420 and 469, Ang Mo Kio Avenue 10. The two centres organise varied activities to engage the seniors and keep them physically, mentally and socially active. Corporate and community partners like Standard Chartered Bank and Institute of Technical Education College Central, have helped to organise outings and fun events, providing a refreshing change to the seniors’ daily routine.

Sengkang SAC at Block 182, Rivervale Crescent started operations in August 2016. As with other centres, there is active engagement with community partners including Cheng Hong Welfare Service Society for weekly free Traditional Chinese Medicine services, and various schools for intergenerational activities. Sengkang SAC has also established a good working relationship with Sengkang Health, who has conducted free health and frailty screening for our seniors.

Sin Ming Garden SAC commenced operations in February 2018 at Block 410, Sin Ming Avenue. Although getting participants to join the activities was a challenge at the beginning, contact has been established with eight seniors, and outreach efforts are ongoing. Seniors participate in daily activities such as Mahjong, Rummy-O and Bingo, have also gone for a concert. Some of our upcoming programmes such as Share-A-Pot have been met with enthusiasm, and staff at the SAC will continue to engage the seniors on the kind of programmes that interest them, and their feedback will be incorporated into future planning.

Cheng San SAC is located at Block 510, Ang Mo Kio Avenue 8. Since its opening in February 2018, one of the key activities introduced at the centre is the electronic music Bingo. This engaging, humorous and interactive activity is extremely popular with the seniors. Its popularity has been used as a platform to communicate with seniors on upcoming SAC activities, and share neighbourhood and local news.

Punggol Place 206A SAC is located at Block 206A, Punggol Place. It is the latest addition to COMNET Senior Services, and serves the senior community at Block 206A and its vicinity. In the lead-up to its opening in March 2018, the Befriending team of volunteers conducted Structured Activity exercises and games every Thursday morning at the void deck to drum up interest and excitement. Going forward, more meaningful activities will be rolled out to encourage seniors to participate actively, and in turn, enhance the quality of life of the seniors in the Punggol neighbourhood.



SENIOR GROUP HOME

The key concept of a Senior Group Home is enabled and assisted living. This is accomplished through the provision and coordination of necessary services, and promoting a mutually supportive environment to give seniors a sense of autonomy and of being in control of their own life.

At Block 182, Rivervale Crescent, operations of a Senior Group Home commenced in October 2015. It is a six-unit stretch of flats with a total capacity for 13 seniors. These seniors are semi-ambulant, require assistance with some activities of daily living (ADL), and may have mild dementia, psychiatric or behavioural problems. These units are retrofitted with elderly-friendly fixtures and furnishings, and seniors can access a range of social services conveniently through COMNET’s other services.

COMMUNITY RESOURCE ENGAGEMENT AND SUPPORT TEAM (CREST)

AIC-funded programme CREST is a support network that provides community resources, engagement and support services to seniors at risk of or suffering from potential depression and/or dementia. CREST addresses gaps in the provision of mental health services in the community and integrates services between families, health and social agencies. The network also supports caregivers of clients who may be susceptible or are already suffering from caregiver stress.

There are two CREST teams, namely CREST (Central) and CREST (Northeast). CREST (Central)’s service boundary covers Ang Mo Kio, Sin Ming and Bishan, while CREST (Northeast)’s covers Sengkang, Punggol and Pasir Ris. As of March 31, 2018, the two CREST teams have served a total of 695 cases.

COMMUNITY CASE MANAGEMENT SERVICE (CCMS)

Funded by the Agency for Integrated Care (AIC), CCMS started operations in January 2015. Through the work of case managers (nurses) and social workers, CCMS aims to prevent or delay institutionalisation of frail seniors by delivering holistic care and integrating community-based social services to empower seniors to manage their own care with the help of their caregivers and families, encouraging them to maintain their independence. The team conducts frequent home visits to clients and works closely with families, care providers, and COMNET Befriending Service, to serve the seniors.

In FY2017, CCMS received a total of 64 cases. With CCMS’s intervention, there is an increase from 89.7% to 97.8% in medication compliance, and an increase from 96.6% to 98.9% in appointment compliance.


M E E T I N G D I V E R S E N E E D S

OUR SPECIALISED SERVICES

Our specialised services fill service gaps and complement the work of our family service centres. They serve the community via transitional shelter, offering resources to incarcerated individuals, psychological and behavioural management support for children, and community mental health.

NEXUS FAMILY RESOURCE CENTRE

Launched in 2011 at the Prison Link Centre in Changi, Nexus Family Resource Centre (FRC) provides psychosocial assistance to offenders, ex-offenders and families. ‘Nexus’, meaning link or connection, speaks of our vision to facilitate the link between offenders and the community.

Nexus FRC functions as a one-stop resource centre to support offenders and their families at the point of incarceration and after release. Social workers practice a holistic, family-centered approach to address psychosocial needs that occur at different points and support the inmates’ families with issues arising from the incarceration of their family members. To that end, Nexus FRC works closely with key stakeholders in the Community Action for the Rehabilitation of Ex-offenders (CARE) Network, such as the Singapore Prison Service (SPS) and other community agencies.

JOINT SINGLES SCHEME (JSS)

One of the new initiatives undertaken by the FRC, the Joint Singles Scheme (JSS) targets clients who are releasing from prison. A collaboration between SPS, the Housing Development Board (HDB) and FRC, this pilot enables incarcerated clients with no stable housing and no family support to apply for a rental flat with another suitable inmate upon their release. Upon approval, applicants will proceed to HDB to select their flat and collect their keys.

Till March 2018, there were 23 referrals and 4 successful matches. 3 referrals are currently pending approval from HDB.

In FY2017, Nexus FRC provided information and referral, and

casework services to

743 INMATES AND THEIR FAMILY

MEMBERS to address issues that arose during

and after incarceration.

Emotional

12.7%

Financial

75.2%

Accommodation

12.1%



PSYCHOLOGICAL SERVICES UNIT (PSU)

The Psychological Services Unit (PSU) began in September 2013 to help clients with mental health issues and psychological-related

disorders. A wide range of diagnostic and psychometric assessments is offered to both children and adults.

PSU currently serves clients of our family service centres, as well as walk-in clients from the public under subsidised and non-subsidised payment schemes.

Services include:

PSYCHO-EDUCATIONAL ASSESSMENT SERVICES

• Intellectual disability

• Specific learning difficulties (e.g. dyslexia, dyscalculia)

• Attention Deficit Hyperactivity Disorder/Attention Deficit Disorder

PSYCHOTHERAPY SERVICES

• Mood disorders such as anxiety, depression

• Post-Traumatic Stress Disorder/Post-Traumatic Stress

• Stress-related issues

• Anger and aggression issues

• Social skills difficulties

• Behavioural issues

GROUP WORK

In FY2017, PSU conducted programmes for children and adolescents such as School Holiday Children Holistic Anger Management Programme (CHAMP) and NEST — Little Brave Hearts (collaboration with Sengkang FSC and Punggol FSC).

The Children Holistic Anger Management Programme (CHAMP) aims to enable children to regulate their anger, replace unhelpful thoughts with helpful thoughts in an anger-provoking situation and acquire assertive behaviours to replace use of aggression. The programme was offered as a school holiday programme in the community. Clients were charged $180 for a group therapy consisting of six sessions during the December holidays. Participants for the school holiday programme were recruited from the community and family service centres.

Existing carry over cases

from FY 16/17

56%

Total Walk In cases

20%

Total FSC referrals

24%

Total Cases Discharged

50

Current Active Cases

46

Total number of active cases

in FY17/18

96


MINDCARE

MindCare is a community mental health service within AMKFSC. It began operations in December 2015, and is supported by AIC. MindCare aims to

respond to the needs of mental health in the community through the provision of services that support people in their daily functioning.

Services provided by MindCare include:

• Assessment and screening of mental health issues

• Psychoeducation for clients and caregivers

• Case Management

• Psychological support

• Counselling

• Group therapy

• Caregiver support

• Referral to mental health services

OUTREACH AND PUBLIC EDUCATION MOVEMENT — #IMOKRU

#imOKru, which stands for “I’m okay, are you?”, is a movement aimed to create a socially-inclusive society for persons with mental health issues (PMHI) through meaningful conversations and affirmative actions. These

may be done through various platforms, such as the #imOKru mobile App, website, events, collaborations with community mental health agencies, and outreach to schools, corporates and the public.

In FY2017, #imokru focused on building closer collaborations with partners as well as outreach in tertiary institutions. Partners in the #imokru movement include organisations targeting the young adult populations, namely Campus PSY, RedCross, CareCorner, Singapore Association of Mental Health (SAMH), Clarity and (CHAT).

As part of school outreach, the team conducted trainings for lecturers on engaging students on mental

Number of networking sessions conducted in

FY2017:

12

Number of trainings conducted in

FY2017:

7Total number of referrals in FY2017:

535(out of which 482 were taken up

as active cases)

BREAKDOWN OF SOURCES OF REFERRALS

Social Service Agencies

Hospitals

Government Agencies

Grassroot

General Practitioners/Polyclinics

Self

Others – Outreach, School, Red Cross



health and wellness related topics. Lecturers were also taught to identify signs of mental health concerns in students, and to refer them to appropriate services. #imokru also participated in roadshows as part of their outreach initiative and received invitations to share the #imokru application at tertiary institutions such as Nanyang Polytechnic, the National University of Singapore (NUS), and the Singapore University of Social Sciences (SUSS). The movement is also supported by NCSS, donations from Yio Chu Kang Grassroot Organisation and Le Jia Society.

In the upcoming year, the team intends to increase mental health outreach efforts at other institutes of higher learning (IHLs), and to the working adult population. Currently, the team is actively working towards developing a new method of public education — working in tandem with CareCorner on Virtual Reality (VR) development. #imokru will use this approach as a platform for mental health promotion and education.

APPRENTICESHIP PROGRAMME AND PEER ROLE INTEGRATION CONSULTANCY

Following participation in the Peer Support Specialist (PSS) Programme as practicum hosts, MindCare took on a partnership role, together with NCSS in the Apprenticeship scheme.

Commencing in February 2018 for a period of three years, the Apprenticeship scheme features a cost-free trial employment for employers to be host employers for certified PSSs. The aim of the Apprenticeship scheme is to encourage the workforce integration of the PSSs.

The programme funding allowed for the recruitment of a PSS as programme executive to support its outreach and administration. Having a person-in-recovery perform the role linking up employers with PSSs would ideally provide credibility towards the programme.

At the same time, AMKFSC is a recipient of peer role integration consultancy services. Consultants are being engaged by NCSS to provide technical assistance

to integrate peer support roles in the delivery of mental health related services. The scope of consultancy work includes a review of the agency’s structures and processes, intensive support and post-implementation. The project commenced in October 2017, and is targeted to last for 18 months.

INTEGRATED SERVICE CENTRE @ PUNGGOL

MindCare commenced operations at its Senior Activity Centre on December 7, 2017. The centre serves as a community-based drop-in centre that offers a series of holistic mental wellness care programmes, designed based on the seven dimensions of wellness, to keep seniors physically, emotionally and intellectually engaged. Staff outreach to residents to build awareness of mental health issues, and help to organise meaningful programmes including IT lessons, arts and crafts workshops, festive celebrations to facilitate aging in place. The centre also collaborated with community partners such as Sparkletots Childcare centre for educational talks on age-related topics such as eye care for older persons, fall prevention, emotional well-being, crime prevention and environmental concerns.


In February 2017, MSF appointed AMKFSC to embark on the “Safe and Strong Families-Preservation” (SSF-P) pilot. SSF-P aims to provide intensive in-

home services to support and keep families together, preventing unnecessary removal of children from their families.

Under the pilot, case referrals are made by the Child Protective Service (CPS). Using the Structured Decision Making (SDM) Safety and Risk Tool, children and young persons assessed to be under moderate risk are deemed suitable for the service.

The SSF-P team is made up of social workers who provide in-home interventions at least once a week, and the frequency increases depending on the needs of the families. It is a time-limited intervention of six months. At the tail-end of the programme, SSF-P workers work on the step-down care plans with the families and refer them to other community agencies to ensure continuity of care and monitoring of the children’s safety and well-being.

SAFE AND STRONG FAMILIES – PRESERVATION (SSF-P)

On the first anniversary of the pilot, the team

has managed

59 CHILDREN FROM 22 FAMILIES WITH A

100% PRESERVATION RATE

Of these,

21 CHILDREN have successfully completed SSF-P intervention and have

been transferred for step-down monitoring in the community

4 CHILDREN re-entered CPS for intervention

while the remaining are preserved with their family



TRANSITION PLUS @ JALAN BUKIT MERAH

On January 1, 2018, AMKFSC embarked on a Transitional Shelther (TS) programme. Named Transition Plus @ Jalan Bukit Merah (TPJBM), the programme offers shelter services for homeless families in Singapore. TPJBM is one of the funded shelters

under MSF to provide shelter and case management services for families who have exhausted all other forms of housing options and are facing homelessness.

The TPJBM team is made up of professional social workers, support staff and operations personnel. The programme provides case management, information and referral, facilities management and post-discharge services.

TPJBM specialises in serving the families through an intensive casework management approach. Social workers work closely to support and facilitate the achievement of the families’ milestones to attain housing stability as an end goal. Collaborative work with community partners is also one of the core casework processes to create a holistic intervention approach for families living in the shelter.

Although TPJBM’s core work is the provision of shelter for families experiencing homelessness, the work with families is usually complex and requires social workers to be competent in both family and systems work. The case management process is fast-paced yet requires much patience in journeying with families to overcome their social issues, following which system issues and barriers to housing options can be explored.


The Centre for Collaborative Practice (CCP) was conceived by AMKFSC in 2016 to transform social work practice

in Singapore into a uniting force through collaboration. It was launched on 15 February 2017 by Mr Tan Chuan-Jin, then the Minister for Social and Family Development, at the AMKFSC-UniSIM Symposium.

TRAINING AND CONSULTANCYCCP believes that access to continual training is a critical factor for social service practitioners to achieve desired client outcomes. CCP has engaged internationally renowned trainers such as Professor Karl Tomm (family therapy), Dr Liu Ting (EFT), Mr Cormac Russell (ABCD) and Professor Ronald Toseland (group work) to raise practice standards and support professionalisation efforts within the social service sector.

To date, CCP has created 26 training platforms including workshops, conference, forums and communities of practice, which have been attended by more than 1,100 participants.

THOUGHT LEADERSHIP CCP seeks to provide thought leadership in the social service sector by consolidating the sector’s service and practice experience. Combined with the intellectual capital of the sector, CCP hopes to create a dynamic environment for informed social work practice in Singapore.

It is in this spirit that the Spark Series was conceived to groom social workers who are budding leaders in the social service sector. The series is organised by Office of the Director of Social Welfare from MSF, AMKFSC Community Services, Singapore University of Social Sciences (SUSS) and the Social Service Institute (SSI).

The SPARK Series consists of six workshops conducted by prominent leaders in both the public and corporate sector. Participants were challenged to think beyond the current state of the social service sector and to build a vision for the future. Post-series, SPARK participants have since committed 12 months to a cause within the social service sector and to translate their learning into action.

Following the successful run of the Spark Series, Project Inchoate was created to develop influential social service professionals to be trans-disciplinary leaders, and bring the sector to greater heights. The series is organised by MSF, AMKFSC Community Services and the Social Service Institute.

Project Inchoate exposes a select group of 23 social service professionals to world-class organisational transformations through workshops and learning journeys held locally and overseas. Participants will be expected to adapt and develop novel solutions to address challenges in the sector through their learnings on private and public sector transformations.

CENTRE FOR COLLABORATIVE PRACTICE


O U R D O N O R SA N D V O L U N T E E R S

Number of regular volunteers

269

Number of ad-hoc volunteers

1,369

VOLUNTEERS BY SERVICES

Senior Services

53.6%

Children and Youth Services

22.3%

Family Services

20.6%

Specialised Services

3.5%

In FY2017,

1,638 VOLUNTEERS CONTRIBUTED 15,016 MAN-HOURS

towards our programmes, events and outings.


K E Y V O L U N T E E RE V E N T S

Corporate social responsibility has always been a big part of Siemens Singapore. In FY2017, Siemens conducted a series of volunteering activities through their company-wide corporate social responsibility

programme Siemens Caring Hands program to support the children and youth beneficiaries under AMKFSC.

On April 18, 2017 (Tuesday), amidst the heavy downpour, volunteers organised a cooking session for about 30 children at BASIC Student Care Centre (Cheng San).

The menu for the day included Fruits and Donuts Skewers, and Freshly-shaken Salad in a Jar. The volunteers specially brought along generous goodies, such as fresh veggies, various berries, donuts and – the kids’ all-time favourite – chocolate sauce, for the children to channel their inner Gordon Ramsay.

The children’s faces lit up with joy as they explored the preparation methods, guided by the volunteers. Each child also received a goodie bag, courtesy of the volunteers. They were thankful for such an enjoyable session, especially when they got to eat the food made by themselves and the volunteers.

In May, volunteers brought youth beneficiaries from Youth Infinity to a bowling alley, where they spent a wonderful afternoon bonding through the sport.

During the later half of the year, Siemens volunteers brought in their expertise and built launchers and rockets, made up of recycled materials, with children at BASIC Student Care Centre (Sengkang). The kids even had a mini competition, where they competed to see which group could hit the most plastic cups with their launchers!

SIEMENS SINGAPORE GIVES BACK


FLAG DAY 2017

More than 300 volunteers, comprising AMKFSC board members, staff and their families, beneficiaries, and corporate partners, turned up for the agency’s Flag

Day on September 23, 2017 (Saturday) to raise funds for COMNET Senior Services.

Split into three shifts, the volunteers had the option of collecting their tins at a station most convenient to them, and return the tins to any of the four stations situated in Bishan, Tampines, Jurong East and Punggol. Despite the hot and humid weather, with occasional bouts of rain, volunteers were full of smiles when they returned their tins.

A 28-year-old, who volunteered with his girlfriend, shared, “This is the first time in a long while since I’ve participated in a Flag Day. It was definitely an eye-opener. We were briefed on what to say and given pamphlets to help us with any question strangers may have.”

When asked if he is more inclined to donate at future Flag Days after this experience, he answered, “Definitely!”

K E Y V O L U N T E E R E V E N T S


In FY2017, AMKFSC welcomed education provider I Can Read (ICR) aboard as one of our regular corporate

volunteers.

I Can Read with JOY is a year-long corporate social responsibility campaign that commenced with an assessment of each child’s English ability. 19 students from BASIC Student Care Centre (Cheng San) and Achieving Kids and Kin programme were selected for I Can Read’s English Literacy weekly programme, which officially began in February.

I Can Read’s English Literacy programme aims to help children read independently using by reading and decoding new and unfamiliar words, and reading with good pace and expression. It also aims to help children answer comprehension questions using correct grammar, expand their vocabulary using ICR spelling lists, understand the parts of speech and write simple sentences.

Jovan, a student in I Can Read’s Level 1 English Literacy Programme, shared, “It benefitted me because I can read books very well now.”

I CAN READ WITH JOYAfter about 40 sessions, I Can Read organised a special graduation ceremony for the children at the Achieving Kids centre on December 14. Several staff members from I Can Read arrived at the centre early to prepare for a graduation party for the children who had worked hard throughout the year. Not only did they prepare goodie bags, Mr Ngo Tong Yong, Executive Director of I Can Read, also handed out letters of commendation to the children.

The party ended with a buffet spread at BASIC Student Care Centre (Cheng San), where the children and their family members spent time bonding with each other. The children also took the opportunity to give out handmade cards to the teachers, who were visibly touched by the children’s effort.

One parent said, “I hope I Can Read will continue with their programmes at AMKFSC, because my child has learned a lot from the teachers. His English grades have also improved tremendously.”


H E A RT H E M S A Y

How does giving back to the community and volunteering resonate with NCS’ vision and mission?

NCS constantly strives for corporate excellence, but we also focus on the need to be responsible corporate citizens. We strongly believe in making positive contributions to the communities in which we operate. We can make the world a better place by fostering greater social cohesion and building healthy relationships among community groups.

What do you think are some of the skills staff may pick up from volunteering?

Volunteering allows you to work with different demographics and develops valuable network and people skills that cannot be taught otherwise. These skills will be valuable for our staff members as they learn resilience, communication and even leadership skills as volunteering allows them to lead initiatives and engage the organisation on various hierarchical levels.

Over the years, we have seen our volunteer efforts extend to enabling the next generation in digital frontiers, enabling our employees to look at NCS as a company with the ability to change and shape the future of a smart city.

It is not easy to cultivate a volunteering culture within a business, and we think NCS has nonetheless cultivated one. Why do you encourage your staff to volunteer?

Through volunteering, supporting fund-raising events, community activities including outings with needy children and elderly, employees get to develop a sense of community spirit. It also puts us in touch with the needs of the society, keeping things in perspective beyond the daily grind of work.

How do you encourage your staff to volunteer?

Contributing positively to our communities has always been our key focus. We have a corporate social responsibility team who dedicates their time to rally the organisation together to support the less fortunate through our partnership with AMKFSC community services.

I believe in recognising the efforts that our employees put into devoting their time selflessly to community work and helping the less fortunate through NCS’ community service award.

As part of our efforts to promote a spirit of volunteerism, we also have a scheme that allows all employees to take time off to participate in community activities.

“[Volunteering] also puts us in touch with the needs of the society, keeping things in perspective beyond the daily

grind of work.”– Mr Chia on why he encourages his staff

to volunteer

MR CHIA WEE BOON, CEO, NCS PTE LTD


For someone living alone, and at oftentimes wheelchair-bound, Madam Rose’s house

is surprisingly clean and tidy. “Someone comes and picks my stuff, fold my clothes. Leave it there, it’s okay,” she added, distracted by the slight movement from her peripheral vision.

Her social worker Mr Paul Teo, senior social worker at Family Services @ Teck Ghee, was helping to arrange some bottles of beads, which Madam Rose threads to improve the mobility of her hands and fingers.

At 76 years old and living with onset dementia, Madam Rose is ageing actively in the community. This is made possible by the good work conducted by COMNET Senior Services and Family Services @ Teck Ghee under AMKFSC.

At AMKFSC, our various programmes and services work together to provide clients with a holistic range of services. In Madam Rose’s case, she was first referred to COMNET when she was found lost and unable to return home.

Ms Jocelyn Toh shared, “When I first met Madam Rose, she feared losing her way whenever she left her house. So I made name cards to put in her different bags, in case she gets lost.”

LIVING ALONE,BUT NOT LONELY76-year-old Madam Rose may be living alone, but enjoys participating in various activities organised by our family and senior services.

“I consider myself very lucky, and I’m very thankful for what I have now. I joined the [Friends and Neighbours] programme because I want to help people. I’ve always enjoyed helping people.”

– Madam Rose

The assistant senior social worker at COMNET Senior Services also printed out important telephone numbers in big fonts for Madam Rose to call during emergencies, as the senior cannot remember.

Now, COMNET befrienders knock on Madam Rose’s door every Thursday to take her to the multi-purpose hall next to her block for their weekly structured activities, which include an hour of exercises and games. As her confidence grew and she becomes less fearful of going out, so did her desire to give back to the community.

Once a beneficiary of our services, Madam Rose is now an active Friends and Neighbours (FnN) volunteer with Family Services @ Teck Ghee. She said, “I consider myself very lucky, and I’m very thankful for what I have now. I joined the programme because I want to help people. I’ve always enjoyed helping people.”

“Madam Rose is like an ambassador for our FSC,” Paul added.

The senior nodded, “When people tell me they need help, but don’t know where to get it, I will tell them to go to the FSC.”

As an FnN ambassador, Madam Rose plans and participates in a number of community-led

outreach activities around her neighbourhood, including packing and distributing mandarin oranges during the Lunar New Year, and helping out at the registration booth during the Christmas party. She also sold out baby booties, made by a fellow resident, at AMKFSC’s internal Lunar New Year lunch celebration, raising funds for the agency’s Family Support Fund.

“I was hesitant about joining the programme at first, because there are a lot of young people [in the programme], and you have to be sociable. Now, I think I want to teach the children how to do beading!” Madam Rose laughed, her eyes twinkling.


For Ms Haslinda Binte Suhadi – better known as Has to her colleagues – it is important to start the day right, and that means having a hearty breakfast.

“It gives me the energy and kick to start my day,” she shared.

A day’s work for the Senior Social Work Associate could mean meeting clients for sessions, visiting them at home, and attending to walk-ins and calls when she is on I&R (Information & Referral) duty.

Haslinda is also the volunteer coordinator at Punggol FSC, a role she has tirelessly contributed to in the nine years since joining the agency. AMKFSC currently has 12 volunteer coordinators, who take on the additional role, apart from their usual work.

As the volunteer coordinator, the 44-year-old communicates with members of the public who are keen to volunteer with AMKFSC. As part of the volunteer management process, she arranges for screening interviews to better understand the volunteer’s needs, and how their needs may be aligned with the agency’s needs.

“The relationship between voluntary welfare organisations and volunteers has changed over the years,” she observed. “This is especially true as technology becomes part of our everyday life. It used to be challenging to connect with our volunteers. But with

BRIDGE BETWEEN AMKFSCAND VOLUNTEERS

H E A R T H E M S A Y

“The welfare of our volunteers is crucial for sustainability.”

– Ms Haslinda Binte Suhadi

more messaging applications made available now, it is very convenient for us to create group chats to keep one another updated.”

However, Haslinda added that it is also very important that people respect one another, and not text or call after office hours, or on weekends, unless necessary. Being the volunteer coordinator also means that she takes extra care of the volunteers’ welfare. Haslinda checks in with her volunteers regularly on their well-being, and to see if they are adapting and coping well.

“This is especially crucial for volunteer sustainability. Occasionally, we may need to provide some emotional support to volunteers who may face challenges when helping out with the programme. A part of volunteer welfare also involves volunteer training, which helps the volunteers stay relevant and equipped with the necessary skills.”

Recalling a particularly memorable experience she has had with a volunteer, Haslinda shared, “It was many years ago, when I was still posted at Sengkang FSC, and conducting the Tweens Club @ Sengkang (TCS) Programme. I was working with Mandy, the volunteer leader of the NTU Volunteer Club on preparations for the programme, before I was hospitalised. When she found out I was on hospitalisation leave, Mandy took the initiative and stepped up to ensure that the programme ran smoothly. She even texted to wish me speedy recovery, and not to worry about the programme.”


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DONATIONS IN CASH


O U R D O N O R S

Vincent Seah Wee KhimVISAWan Kwai Fah CynthiaWang Mei KuenWee Boo TeeWee Wah LingWee Wah MengWelfare Service Club RSP (VH)Wong Ah JiongWong Hong Sheng AlfredWong Jui JongWong Loong WudWong Mei Xuan EmillimeWong Mun Ling CynthiaWong Ngan FoongWong Phaey YuangWong Suk Hing SukieWong Wai Kim IrisWong Xiaowen JessicaWong Yin XuanWoo Yun ChengWu XiaofangXie TingyueXin RenXu Xiao ZhaoYam Kwai Ying SharonYam Men Xuan ElizabethYam Mow LamYan Jia YinYap Jia HaoYap Lay Pheng DoreenYee Pei MinYek Boon SengYeo Bee Yen PaulineYeo Hock Keong VincentYeo Shi JieYeo Siew TinYeo TerenceYeo Ting HingYeow Beng ZhenYeow Quee EngYio Chu Kang Ccc Cdc & Welfare FundYip Ching LokYogeswari D/O MunisamyYong Hsin AnnYong Khian Pte LimitedYong Yoke ChuangYu Liang TayYuan Hui Yee GenevieveYuantai Fuel Trading Pte LtdZhang KeyanZheng Guanzong GavinZoe Er Zu Er

DONATIONS IN KINDAlibaba GroupAnglo-Chinese Junior CollegeBerry Appleman & Leiden Asia Pacific Pte LtdBoys BrigadeCamden Medical CentreCasino Regulatory AuthorityChek Chai Long Chuen TempleChoon LanCi Yuan Community CenterDignity KitchenDulwich CollegeEagle Infotech Consultants Pte LtdEllen ChuaFire Prevention CentreGao Ling Gong TempleGoh Yao TinGreat Eastern BankGuan SengHope Worldwide (Singapore)I Can Read SingaporeImmigration & Checkpoints Authority Of SingaporeInfocomm Media Development AuthorityJackJanetJenevieveJune TanKarenKent FongKuan Yin TempleKuehne + Nagel Pte LtdLasAlle College Of The ArtsLeica Microsystems (Sea) Pte LtdLim Pak HoeLions BefriendersLoyang Tua Pek Kong TempleMrs LimMw MedicalMy First SkoolNcs Pte LtdNew Women’s GroupNtuc First CampusNtuc IncomeNuss Community CarePeng NamPentel (Singapore) Pte LtdPere Ocean SingaporePresbyterian Community Services Child Care CentrePublic Free Clinic SocietyRenci HospitalRickySafra Toa Payoh

Saw Chau HianSengkang HealthSentosa Development CorporationSiang Ge Pte LtdSiemens SingaporeSingapore Mobike Pte LtdSingapore Police ForceSingapore Red Cross SocietySiong LeongSP GroupSt School Pocket Money FundStandard Chartered BankTan Chin Tuan FoundationTeochew Funeral ParlourTerraThat Marketing Guy Pte LtdThe Esplanade Co LtdThe Finger PlayersToh Sai HoonTollyjoy Baby Products Pte LtdTracyVeronVijaya MohanVol GroupWheels At UbinYap Eng HokYmca Of SingaporeYuan Baojun

DONATIONS IN CASH

Directors’ Statement 66

Independent Auditor’s Report 68

Statement of Financial Activities 71

Detailed Statement of Financial Activities 72

Statement of Financial Position 84

Statement of Changes in Funds 85

Statement of Cash Flows 87

Notes to the Financial Statements 88

FINANCIALSTATEMENTS


DIRECTOR’S STATEMENTFOR THE FINANCIAL YEAR ENDED 31 MARCH 2018

The directors present their statement to the members together with the audited financial statements of AMKFSC Community Services Ltd. (the “Agency”) for the financial year ended 31 March 2018.

In the opinion of the directors,

(a) the financial statements of the Agency as set out on pages 7 to 43 are drawn up so as to give a true and fair view of the financial position of the Agency as at 31 March 2018 and the financial performance, changes in funds and cash flows of the Agency for the financial year covered by the financial statements; and

(b) at the date of this statement, there are reasonable grounds to believe that the Agency will be able to pay its debts as and when they fall due.

DIRECTORSThe directors of the Agency in office at the date of this statement are as follows:

Chua Yeow HooiKuah Boon Kheng JosephNaidu SundrajAng Seng Bin (Hong Shengming)Lee Kian SoonSeng Boon KhengLau Wei Peng PatrickChan Aik Leong EricKavitha RajanLee Hong Chuang

ARRANGEMENTS TO ENABLE DIRECTORS TO ACQUIRE SHARES OR DEBENTURESThe Agency is a company limited by guarantee and has no share capital.

DIRECTORS’ INTERESTS IN SHARES OR DEBENTURESNone of the directors of the Agency holding office at the end of the financial year had any interests in the shares or debentures of the Agency.

The Agency is a company limited by guarantee and has no share capital. There were also no debentures issued by the Agency at the end of financial year.

DIVIDENDSIn accordance with the Memorandum of Association of the Agency, no dividend shall be paid to its members.

SHARE OPTIONSThe Agency is a company limited by guarantee. As such, there are no share options or unissued ordinary shares.


INDEPENDENT AUDITORThe independent auditor, Nexia TS Public Accounting Corporation, has expressed its willingness to accept re-appointment.

On behalf of the directors

Ang Seng Bin (Hong Shengming)Director

Naidu SundrajDirector

20 July 2018

DIRECTOR’S STATEMENTFOR THE FINANCIAL YEAR ENDED 31 MARCH 2018


INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF AMKFSC COMMUNITY SERVICES LTD.

REPORT ON THE AUDIT OF THE FINANCIAL STATEMENTS

Opinion

We have audited the accompanying financial statements of AMKFSC Community Services Ltd. (the “Agency”), which comprise the statement of financial position as at 31 March 2018, and the statement of financial activities, statement of changes in funds and statement of cash flows for the financial year then ended, and notes to the financial statements, including a summary of significant accounting policies as set out on pages 7 to 43.

In our opinion, the accompanying financial statements are properly drawn up in accordance with the provisions of the Singapore Companies Act, Chapter 50 (the “Act”), the Singapore Charities Act, Chapter 37 (the “Charities Act”) and Financial Reporting Standards in Singapore (“FRSs”) so as to give a true and fair view of the financial position of the Agency as at 31 March 2018 and of the financial activities, changes in funds and cash flows of the Agency for the financial year ended on that date.

Basis for Opinion

We conducted our audit in accordance with Singapore Standards on Auditing (“SSAs”). Our responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Statements section of our report. We are independent of the Agency in accordance with the Accounting and Corporate Regulatory Authority (“ACRA”) 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 believed that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Other Information

Management is responsible for the other information. The other information comprises the Directors’ Statement set out on pages 1 to 2.

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 materiality 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 Directors for the Financial Statements

Management is responsible for the preparation of financial statements that give a true and fair view in accordance with the provisions of the Act, the Charities Act and FRSs, and for devising and maintaining a system of internal accounting controls sufficient to provide a reasonable assurance that assets are safeguarded against loss from unauthorised use or disposition; and transactions are properly authorised and that they are recorded as necessary to permit the preparation of true and fair financial statements and to maintain accountability of assets.

In preparing the financial statements, management is responsible for assessing the Agency’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 management either intends to liquidate the Agency or to cease operations, or has no realistic alternative but to do so.

The directors’ responsibilities include overseeing the Agency’s financial reporting process.



REPORT ON THE AUDIT OF THE FINANCIAL STATEMENTS (cont’d)

Auditor’s Responsibilities for the Audit of the Financial Statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with SSAs will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

As part of an audit in accordance with SSAs, we exercise professional judgement and maintain professional scepticism throughout the audit. We also:

• Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and 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, misrepresentations, or the override of internal control.

• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Agency’s internal control.

• Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management.

• Conclude on the appropriateness of management’s use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Agency’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s 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 obtained up to the date of our auditor’s report. However, future events or conditions may cause the Agency to cease to continue as a going concern.

• Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.

We communicate with the directors regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.



REPORT ON OTHER LEGAL AND REGULATORY REQUIREMENTSIn our opinion, the accounting and other records required by the Act to be kept by the Agency have been properly kept in accordance with the provisions of the Act.

During the course of our audit, nothing has come to our attention that caused us to believe that during the financial year:

(a) The use of donation moneys was not in accordance with the objectives of the Agency as required under regulation 16 of the Charities (Institutions of a Public Character) Regulations; and

(b) The Agency has not compiled with the requirements of the regulation 15 (Fund-raising expenses) of the Charities (Institutions of a Public Character) Regulations.

Nexia TS Public Accounting CorporationPublic Accountants and Chartered Accountants

Singapore20 July 2018


STATEMENT OF FINANCIAL ACTIVITIESFOR THE FINANCIAL YEAR ENDED 31 MARCH 2018

Note 2018 2017

$ $

(restated)

INCOMEGrants from:

– Agency for Integrated Care 1,333,848 924,349 – Ministry of Social and Family Development 10,309,023 9,352,973 – National Council of Social Service / Community Chest 533,143 563,629 – Tote Board Social Service Fund 2,562,662 2,536,004

– Other grant 97,777 34,579

14,836,453 13,411,534

Programme fees 1,145,048 1,300,216Donation 3 351,018 218,817Interest income – bank deposits 131,591 128,329Amortisation of deferred capital grant 11 348,245 316,922Government wage support scheme 586,070 798,827Property, plant and equipment written off (5,829) (4,864)

Other income 4 469,280 580,707

3,025,423 3,338,954

TOTAL INCOME 17,861,876 16,750,488

EXPENDITUREExpenditure on manpower 5 13,827,366 12,445,376Other operating expenditure:

– Other staff benefits 197,453 188,103 – Training and development 234,555 198,376 – Recruitment 2,442 1,895 – Programme expenses 432,979 342,505 – Depreciation of property, plant and equipment 9 624,959 563,055 – Rental of premises and office equipment on operating leases 208,911 147,282 – Utilities 119,180 103,602 – Repairs and maintenance 66,084 60,916 – Cleaning 69,257 61,672 – Information technology 111,414 72,936 – Telecommunication 105,013 99,672 – Insurance 89,534 82,128 – Events 26,220 109,494 – Fundraising 7,147 – – Temporary staff 78,825 79,414 – Professional fees 264,843 224,780 – Transport 199,049 143,077 – Books and periodicals 5,914 6,525 – Printing, postage and stationeries 46,607 51,258 – Annual report 20,972 20,357 – Small value assets expensed off 38,543 21,992 – Office supplies 38,736 41,432 – Withholding tax 10,072 2,787 – Bank charges 4,240 3,163 – Bad debt 16(b)(ii) – 100

– Sundry 5,454 11,289

Total other operating expenditure 3,008,403 2,637,810

TOTAL EXPENDITURE 16,835,769 15,083,186

NET SURPLUS 1,026,107 1,667,302

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


FAMILY SERVICESAng Mo Kio

FSC (9)

Cheng San FSC (9)

Sengkang FSC (9)

Punggol FSC (9) Sub-total

$ $ $ $ $

2018INCOMEGrants from:AIC (1) – – – – –MSF (2) 2,042,684 2,026,164 1,930,116 1,545,928 7,544,892NCSS (3) / ComChest (4) 108,943 108,062 102,940 82,450 402,395TBSSF (5) 544,714 540,309 514,697 412,246 2,011,966

Other grant – – – – –

2,696,341 2,674,535 2,547,753 2,040,624 9,959,253

Programme fees – 30,947 339 2,177 33,463Donation – 1,000 1,900 16,558 19,458Interest income – – – – –Amortisation of deferred capital grant 11,022 67,548 26,732 99,274 204,576Government wage support scheme 119,136 78,494 94,771 41,807 334,208PPE (6) written off – – – – –

Other income 12,334 115,063 1,836 1,977 131,210

142,492 293,052 125,578 161,793 722,915

TOTAL INCOME 2,838,833 2,967,587 2,673,331 2,202,417 10,682,168

LESS: EXPENDITUREExpenditure on manpowerSalaries and bonuses 1,489,452 1,400,096 1,430,657 1,190,742 5,510,947

CPF (7) / SDL (8) 253,009 228,841 244,333 202,493 928,676

Total expenditure on manpower 1,742,461 1,628,937 1,674,990 1,393,235 6,439,623

Other operating expenditureOther staff benefits 16,299 20,477 17,857 17,406 72,039Training and development 21,867 47,703 24,421 26,083 120,074Recruitment 334 289 125 83 831Programme expenses 2,698 36,916 11,919 17,491 69,024Depreciation of PPE 31,566 110,666 64,411 128,229 334,872Rental 18,188 30,140 12,101 11,332 71,761Utilities 18,473 15,550 14,279 9,623 57,925Repairs and maintenance 5,857 11,393 5,864 7,286 30,400Cleaning 17,416 5,292 13,152 – 35,860Information technology 4,499 3,112 2,301 1,812 11,724Telecommunication 17,771 18,077 18,850 12,078 66,776Insurance 10,632 10,683 10,020 8,271 39,606Events – – – – –Fundraising – – – – –Temporary staff 340 4,317 1,455 – 6,112Professional fees – 55,486 – – 55,486Transport 19,293 20,653 15,510 18,359 73,815Books and periodicals 1,149 635 534 286 2,604Printing, postage and stationeries 3,657 6,908 2,600 1,756 14,921Annual report – – – – –Small value assets expensed off 1,288 1,733 – 1,200 4,221Office supplies 3,826 4,458 4,676 1,707 14,667Withholding tax – – – – –Bank charges – – – – –Bad debt – – – – –

Sundry – 195 50 – 245

Total other operating expenditure 195,153 404,683 220,125 263,002 1,082,963

TOTAL EXPENDITURE 1,937,614 2,033,620 1,895,115 1,656,237 7,522,586

Surplus / (deficit) before share of corporate costs 901,219 933,967 778,216 546,180 3,159,582Share of corporate costs (316,378) (330,728) (297,934) (245,452) (1,190,492)

NET SURPLUS / (DEFICIT) 584,841 603,239 480,282 300,728 1,969,090

DETAILED STATEMENT OF FINANCIAL ACTIVITIESFOR THE FINANCIAL YEAR ENDED 31 MARCH 2018



SENIOR SERVICES

SAC (10) 26 SAC (10) 420 SAC (10) 469 SAC (10) 182Cluster Support

AMKCluster Support

SK$ $ $ $ $ $

2018INCOMEGrants from:AIC (1) – – – – – –MSF (2) 178,335 178,335 20,878 113,425 427,119 427,119NCSS (3) / ComChest (4) – – – – – –TBSSF (5) 47,769 47,769 6,959 28,356 142,373 142,373

Other grant – – – – – –

226,104 226,104 27,837 141,781 569,492 569,492

Programme fees – 5,000 – – – –Donation 28,544 – – – 256,743 –Interest income – – – – – –Amortisation of deferred capital grant 5,235 535 10,995 5,053 – 4,073Government paid leave schemess 8,313 5,435 4,837 14,288 32,436 7,618PPE (6) written off – – – – – –

Other income – 180 – – 781 –

42,092 11,150 15,832 19,341 289,960 11,691

TOTAL INCOME 268,196 237,254 43,669 161,122 859,452 581,183

LESS: EXPENDITUREExpenditure on manpowerSalaries and bonuses 160,782 171,110 66,171 99,315 384,658 315,453

CPF (7) / SDL (8) 29,744 23,327 7,200 16,136 71,884 54,159

Total expenditure on manpower 190,526 194,437 73,371 115,451 456,542 369,612

Other operating expenditureOther staff benefits 3,293 3,286 2,207 2,291 5,875 4,938Training and development 42 149 3 510 4,001 (3,273)Recruitment 125 84 83 – 42 –Programme expenses 32,865 17,441 10,059 3,954 2,281 2,879Depreciation of PPE 11,654 15,076 17,341 8,109 1,064 6,668Rental 5,115 4,605 2,072 – 656 12,105Utilities 4,881 5,314 2,826 – – 5,715Repairs and maintenance 2,772 1,614 2,839 1,853 – 340Cleaning – – – – – –Information technology 528 829 610 78 945 710Telecommunication 2,611 1,956 1,878 – – 3,404Insurance 1,662 2,448 713 703 2,620 2,256Events – – – – – –Fundraising – – – – 4,297 –Temporary staff – – – – 58,657 11,230Professional fees – – – – – –Transport 1,146 284 – 521 8,093 11,560Books and periodicals 813 541 886 – – –Printing, postage and stationeries 482 901 13 198 1,806 2,863Annual report – – – – – –Small value assets expensed off 580 – 598 174 215 –Office supplies 1,542 1,089 502 735 121 368Withholding tax – – – – – –Bank charges – – – – – –Bad debt – – – – – –

Sundry – – – – 54 –

Total other operating expenditure 70,111 55,617 42,630 19,126 90,727 61,763

TOTAL EXPENDITURE 260,637 250,054 116,001 134,577 547,269 431,375

Surplus / (deficit) before share of corporate costs 7,559 (12,800) (72,332) 26,545 312,183 149,808Share of corporate costs (29,890) (26,441) (4,867) (17,957) (95,783) (64,771)

NET SURPLUS / (DEFICIT) (22,331) (39,241) (77,199) 8,588 216,400 85,037






SENIOR SERVICES (cont’d)

Befriending CREST (11) CREST (11) SK CCMS (12) SGH (13)

$ $ $ $ $

2018INCOMEGrants from:AIC (1) – 210,280 116,214 255,975 –MSF (2) 76,127 – – – 30,880NCSS (3) / ComChest (4) 39,820 – – – –TBSSF (5) – – – – 10,293

Other grant 52,303 – – – –

168,250 210,280 116,214 255,975 41,173

Programme fees – – – – 13,960Donation 3,700 – – – –Interest income – – – – –Amortisation of deferred capital grant – – – – 3,640Government paid leave schemess 1,371 2,077 3,218 4,068 1,831PPE (6) written off – – – – –

Other income – – – – –

5,071 2,077 3,218 4,068 19,431

TOTAL INCOME 173,321 212,357 119,432 260,043 60,604

LESS: EXPENDITUREExpenditure on manpowerSalaries and bonuses 149,231 167,220 85,125 213,768 20,388

CPF (7) / SDL (8) 22,945 23,501 14,666 36,764 3,517

Total expenditure on manpower 172,176 190,721 99,791 250,532 23,905

Other operating expenditureOther staff benefits 2,472 2,267 1,451 2,551 371Training and development 55 1,195 1,487 1,025 3Recruitment – – 42 – 42Programme expenses 19,091 2,977 1,566 175 27Depreciation of PPE 920 346 629 1,242 4,205Rental – 1,827 1,422 1,448 6,118Utilities – 2,070 1,111 1,374 3,233Repairs and maintenance – 448 337 1,107 296Cleaning – – – – 5,150Information technology 355 443 152 453 –Telecommunication 1,007 1,080 1,040 929 1,360Insurance 950 1,023 641 1,127 192Events – – – – –Fundraising – – – – –Temporary staff – – – – –Professional fees 4,280 – – – –Transport 3,081 2,126 3,434 5,226 12Books and periodicals – – – – –Printing, postage and stationeries 684 1,185 965 252 17Annual report – – – – –Small value assets expensed off – – – – 1,290Office supplies 58 14 – – 154Withholding tax – – – – –Bank charges – – – – –Bad debt – – – – –

Sundry 79 – – – –

Total other operating expenditure 33,032 17,001 14,277 16,909 22,470

TOTAL EXPENDITURE 205,208 207,722 114,068 267,441 46,375

Surplus / (deficit) before share of corporate costs (31,887) 4,635 5,364 (7,398) 14,229Share of corporate costs (19,316) (23,666) (13,310) (28,981) (6,754)

NET SURPLUS / (DEFICIT) (51,203) (19,031) (7,946) (36,379) 7,475





SAC (10) 410 SAC (10) 510 SAC (10) 206A CBP (20) Sub-Total$ $ $ $ $

2018INCOMEGrants from:AIC (1) – – – – 582,469MSF (2) 18,904 18,904 5,183 – 1,495,209NCSS (3) / ComChest (4) – – – – 39,820TBSSF (5) 6,300 6,300 1,728 – 440,220

Other grant – – – 30,575 82,878

25,204 25,204 6,911 30,575 2,640,596

Programme fees – – – – 18,960Donation – – – – 288,987Interest income – – – – –Amortisation of deferred capital grant – – – – 29,531Government paid leave schemess – – – – 85,492PPE (6) written off – – – – –

Other income – – – – 961

– – – – 423,931

TOTAL INCOME 25,204 25,204 6,911 30,575 3,064,527

LESS: EXPENDITUREExpenditure on manpowerSalaries and bonuses 11,523 11,598 4,573 28,761 1,889,676

CPF (7) / SDL (8) 1,667 1,088 787 4,186 311,571

Total expenditure on manpower 13,190 12,686 5,360 32,947 2,201,247

Other operating expenditureOther staff benefits 251 551 251 562 32,617Training and development – – – – 5,197Recruitment 42 42 83 83 668Programme expenses 1,079 937 1,062 – 96,393Depreciation of PPE 1,125 1,043 586 103 70,111Rental 1,168 939 120 – 37,595Utilities 476 554 120 – 27,674Repairs and maintenance 410 680 75 – 12,771Cleaning – – – – 5,150Information technology 926 1,146 1,005 – 8,180Telecommunication 536 524 123 – 16,448Insurance 53 54 – – 14,442Events – – – – –Fundraising – – – – 4,297Temporary staff – – – – 69,887Professional fees – – – – 4,280Transport 40 60 257 298 36,138Books and periodicals – – – – 2,240Printing, postage and stationeries 554 209 270 15 10,414Annual report – – – – –Small value assets expensed off 7,836 6,960 7,950 – 25,603Office supplies 1,181 840 723 11 7,338Withholding tax – – – – –Bank charges – – – – –Bad debt – – – – –

Sundry – – – – 133

Total other operating expenditure 15,677 14,539 12,625 1,072 487,576

TOTAL EXPENDITURE 28,867 27,225 17,985 34,019 2,688,823

Surplus / (deficit) before share of corporate costs (3,663) (2,021) (11,074) (3,444) 375,704Share of corporate costs (2,809) (2,809) (770) (3,407) (341,531)

NET SURPLUS / (DEFICIT) (6,472) (4,830) (11,844) (6,851) 34,173




OTHER SERVICES

BASIC (14) SELP (15) Nexus FRC (16) Youth Infinity KIDS (17) 0-3 Transition Plus$ $ $ $ $ $

2018INCOMEGrants from:AIC (1) – – – – – –MSF (2) 287,269 – – 42,315 – –NCSS (3) / ComChest (4) – – – 6,458 – –TBSSF (5) – – – – – 75,126


287,269 – – 48,773 – 75,126

Programme fees 156,715 – 300,145 222,988 134,604 600Donation 29,963 – – – – –Interest income – – – – – –Amortisation of deferred capital grant 30,445 – – 10,000 69,400 –Government paid leave schemess 38,881 – 26,769 20,607 329 4,918PPE (6) written off – – – – – –

Other income 26,671 – – 92,000 558 –

282,675 – 326,914 345,595 204,891 5,518

TOTAL INCOME 569,944 – 326,914 394,368 204,891 80,644

LESS: EXPENDITUREExpenditure on manpowerSalaries and bonuses 411,751 – 419,668 445,668 75,728 120,463

CPF (7) / SDL (8) 62,149 – 72,272 76,633 13,019 20,699

Total expenditure on manpower 473,900 – 491,940 522,301 88,747 141,162

Other operating expenditureOther staff benefits 10,816 – 5,990 5,225 610 824Training and development 2,141 – 10,713 7,115 (224) 437Recruitment 156 – 39 125 – –Programme expenses 66,482 – 2,128 1,301 142 –Depreciation of PPE 38,549 – 3,977 24,598 68,207 185Rental 13,676 – 1,573 15,755 7,173 272Utilities 15,556 – – 4,052 5,066 –Repairs and maintenance 5,388 – – 3,847 4,808 –Cleaning 440 – – 5,454 16,672 –Information technology 219 – 375 1,165 – –Telecommunication 67 – 838 3,195 3,425 426Insurance 5,261 – 3,317 2,675 1,577 493Events 7,995 – – – – –Fundraising – – – – – –Temporary staff – – – – – –Professional fees – – – – – –Transport 2,701 – 7,898 13,741 1,965 1,409Books and periodicals 168 – – – – –Printing, postage and stationeries 1,939 – 558 1,702 609 10Annual report – – – – – –Small value assets expensed off 1,388 – – 100 550 –Office supplies 4,110 – 463 838 1,660 –Withholding tax – – – – – –Bank charges – – – – – –Bad debt – – – – – –

Sundry – – – 300 – –

Total other operating expenditure 177,052 – 37,869 91,188 112,240 4,056

TOTAL EXPENDITURE 650,952 – 529,809 613,489 200,987 145,218

Surplus / (deficit) before share of corporate costs (81,008) – (202,895) (219,121) 3,904 (64,574)Share of corporate costs (63,519) – (36,433) (43,952) (22,834) (8,987)

NET SURPLUS / (DEFICIT) (144,527) – (239,328) (263,073) (18,930) (73,561)




OTHER SERVICES (cont’d)

COMIT (18) SSF-P (19) TS (21) Corporate Sub-total TOTAL$ $ $ $ $ $

2018INCOMEGrants from:AIC (1) 751,379 – – – 751,379 1,333,848MSF (2) – 445,595 124,918 368,825 1,268,922 10,309,023NCSS (3) / ComChest (4) – – – 84,470 90,928 533,143TBSSF (5) 10,366 – 24,984 – 110,476 2,562,662

Other grant – – – 14,899 14,899 97,777

761,745 445,595 149,902 468,194 2,236,604 14,836,453

Programme fees 1,240 – 2,918 273,415 1,092,625 1,145,048Donation 9,750 – – 2,860 42,573 351,018Interest income – – – 131,591 131,591 131,591Amortisation of deferred capital grant – 2,789 – 1,504 114,138 348,245Government paid leave schemes 22,893 3,733 2,023 46,217 166,370 586,070PPE (6) written off – – – (5,829) (5,829) (5,829)

Other income 74,832 – – 143,048 337,109 469,280

108,715 6,522 4,941 592,806 1,878,577 3,025,423

TOTAL INCOME 870,460 452,117 154,843 1,061,000 4,115,181 17,861,876

LESS: EXPENDITUREExpenditure on manpowerSalaries and bonuses 604,988 401,507 173,384 1,831,946 4,485,103 11,885,726

CPF (7) / SDL (8) 98,747 65,233 29,815 262,826 701,393 1,941,640

Total expenditure on manpower 703,735 466,740 203,199 2,094,772 5,186,496 13,827,366

Other operating expenditureOther staff benefits 3,873 3,375 2,576 59,508 92,797 197,453Training and development 9,227 13,894 1,727 64,254 109,284 234,555Recruitment 376 – – 247 943 2,442Programme expenses 2,721 849 – 193,939 267,562 432,979Depreciation of PPE 16,612 5,272 1,751 60,825 219,976 624,959Rental 21,241 1,680 6,497 31,688 99,555 208,911Utilities 3,558 – 4,594 755 33,581 119,180Repairs and maintenance 1,190 300 201 7,179 22,913 66,084Cleaning 5,681 – – – 28,247 69,257Information technology 937 – 702 88,112 91,510 111,414Telecommunication 3,784 4,755 725 4,574 21,789 105,013Insurance 2,940 1,370 493 17,360 35,486 89,534Events – – – 18,225 26,220 26,220Fundraising – – – 2,850 2,850 7,147Temporary staff – – – 2,826 2,826 78,825Professional fees – – – 205,077 205,077 264,843Transport 16,776 18,319 2,581 23,706 89,096 199,049Books and periodicals 164 630 – 108 1,070 5,914Printing, postage and stationeries 7,659 561 1,214 7,020 21,272 46,607Annual report – – – 20,972 20,972 20,972Small value assets expensed off 5,253 182 481 765 8,719 38,543Office supplies 1,335 25 593 7,707 16,731 38,736Withholding tax – – – 10,072 10,072 10,072Bank charges – – – 4,240 4,240 4,240Bad debt – – – – – –

Sundry – – – 4,776 5,076 5,454

Total other operating expenditure 103,327 51,212 24,135 836,785 1,437,864 3,008,403

TOTAL EXPENDITURE 807,062 517,952 227,334 2,931,557 6,624,360 16,835,769

Surplus / (deficit) before share of corporate costs 63,398 (65,835) (72,491) (1,870,557) (2,509,179) 1,026,107Share of corporate costs (97,010) (50,386) (17,257) 1,872,401 1,532,023 –

NET SURPLUS / (DEFICIT) (33,612) (116,221) (89,748) 1,844 (977,156) 1,026,107




FAMILY SERVICESAng Mo Kio

FSC (9)

Cheng San FSC (9)

Sengkang FSC (9)

Punggol FSC (9) Sub-total

$ $ $ $ $

2017(Restated)INCOMEGrants from:AIC (1) – – – – –MSF (2) 1,870,779 2,100,833 1,644,929 1,409,538 7,026,079NCSS (3) / ComChest (4) 99,774 109,747 87,729 75,176 372,426TBSSF (5) 498,873 548,733 438,647 375,876 1,862,129

Other grant – – – – –

2,469,426 2,759,313 2,171,305 1,860,590 9,260,634

Programme fees – 32,523 – 464 32,987Donation – – – 14,925 14,925Interest income – – – – –Amortisation of deferred capital grant 10,754 44,081 36,742 99,140 190,717Government paid leave schemes 108,071 64,139 163,990 83,653 419,853PPE (6) written off – – – – –

Other income 6,400 156,688 1,692 1,797 166,577

125,225 297,431 202,424 199,979 825,059

TOTAL INCOME 2,594,651 3,056,744 2,373,729 2,060,569 10,085,693

LESS: EXPENDITUREExpenditure on manpowerSalaries and bonuses 1,388,537 1,505,218 1,314,299 1,045,263 5,253,317

CPF (7) / SDL (8) 238,725 252,554 225,107 177,091 893,477

Total expenditure on manpower 1,627,262 1,757,772 1,539,406 1,222,354 6,146,794

Other operating expenditureOther staff benefits 17,718 23,809 19,936 17,159 78,622Training and development 32,598 12,301 24,930 12,677 82,506Recruitment 167 250 125 125 667Programme expenses 8,243 49,390 10,054 13,115 80,802Depreciation of PPE 35,007 83,836 76,275 127,326 322,444Rental 17,266 22,025 11,959 11,276 62,526Utilities 12,572 13,311 13,569 9,584 49,036Repairs and maintenance 8,665 8,588 8,207 8,322 33,782Cleaning 17,416 432 13,150 – 30,998Information technology 2,968 3,198 1,899 746 8,811Telecommunication 17,743 19,350 19,174 11,985 68,252Insurance 10,883 11,119 10,623 7,945 40,570Events 54,720 – – – 54,720Temporary staff – 9,204 – 540 9,744Professional fees – 32,338 – – 32,338Transport 15,324 20,998 13,988 14,906 65,216Books and periodicals 1,595 566 737 493 3,391Printing, postage and stationeries 6,518 8,314 4,518 3,901 23,251Annual report – – – – –Small value assets expensed off 1,768 4,560 1,945 1,820 10,093Office supplies 5,046 5,560 5,156 2,025 17,787Withholding tax – – – – –Bank charges – – – – –Bad debt – – – – –

Sundry 70 3,350 411 105 3,936

Total other operating expenditure 266,287 332,499 236,656 244,050 1,079,492

TOTAL EXPENDITURE 1,893,549 2,090,271 1,776,062 1,466,404 7,226,286

Surplus / (deficit) before share of corporate costs 701,102 966,473 597,667 594,165 2,859,407Share of corporate costs (260,812) (315,507) (236,317) (211,682) (1,024,318)

NET SURPLUS / (DEFICIT) 440,290 650,966 361,350 382,483 1,835,089




SENIOR SERVICES

SAC (10) 26 SAC (10) 420 SAC (10) 469 SAC (10) 182Cluster Support

AMKCluster Support

SK$ $ $ $ $ $

2017(Restated)INCOMEGrants from: – – – – – –AIC (1) – – – – – –MSF (2) 174,259 174,259 20,250 79,988 416,276 416,276NCSS (3) / ComChest (4) – – – – – –TBSSF (5) 46,706 46,706 6,750 – 138,759 138,759


220,965 220,965 27,000 79,988 555,035 555,035

Programme fees 5,185 420 – – – –Donation 27,811 – – – 121,046 –Interest income – – – – – –Amortisation of deferred capital grant 535 535 10,995 3,191 – 5,448Government paid leave schemes 13,488 10,772 7,429 28,212 36,727 31,902PPE (6) written off – – – – – –

Other income – 180 – – – 1,010

47,019 11,907 18,424 31,403 157,773 38,360

TOTAL INCOME 267,984 232,872 45,424 111,391 712,808 593,395


CPF (7) / SDL (8) 28,732 19,635 8,205 7,873 63,437 64,839


Other operating expenditureOther staff benefits 1,818 2,310 1,629 991 5,565 5,965Training and development 178 162 114 254 2,016 8,637Recruitment – 125 83 – 42 167Programme expenses 40,338 27,599 6,654 2,825 319 1,289Depreciation of PPE 10,428 14,222 17,031 5,718 396 5,616Rental 5,101 4,743 2,072 – 952 9,318Utilities 6,319 4,875 2,732 – – 4,848Repairs and maintenance 3,534 1,736 1,550 414 4,366 341Cleaning 260 3,165 – 450 – 800Information technology 449 270 324 – 262 1,194Telecommunication 2,936 2,215 1,655 – – 4,255Insurance 1,421 2,482 – 286 3,082 3,259Events – – – – – –Temporary staff – – – – 62,774 5,276Professional fees – – – – – –Transport 287 – – 96 5,213 5,842Books and periodicals 638 880 822 4 74 –Printing, postage and stationeries 357 1,035 178 61 1,117 1,990Annual report – – – – – –Small value assets expensed off – 655 – 3,573 – –Office supplies 1,528 1,447 216 1,914 215 379Withholding tax – – – – – –Bank charges – – – – – –Bad debt – – – – – –

Sundry – – – – 14 –



Surplus / (deficit) before share of corporate costs 11,269 (9,165) (61,240) 37,397 210,120 91,352Share of corporate costs (27,802) (24,159) (4,713) (11,556) (73,916) (60,652)

NET SURPLUS / (DEFICIT) (16,533) (33,324) (65,953) 25,841 136,204 30,700





Befriending CREST (11) CREST (11) SK CCMS (12) SGH (13) Sub-total$ $ $ $ $

2017(Restated)INCOMEGrants from:AIC (1) – 176,882 39,399 247,214 – 463,495MSF (2) 78,887 – – – 30,020 1,390,215NCSS (3) / ComChest (4) 38,615 – – – – 38,615TBSSF (5) (1,789) – – – 10,007 385,898


115,713 176,882 39,399 247,214 40,027 2,278,223

Programme fees – – – – 2,640 8,245Donation – – – – – 148,857Interest income – – – – – –Amortisation of deferred capital grant – – – – 3,640 24,344Government paid leave schemes 4,937 5,448 24,573 6,189 – 169,677PPE (6) written off – – – – – –

Other income 3,656 – – – – 4,846

8,593 5,448 24,573 6,189 6,280 355,969

TOTAL INCOME 124,306 182,330 63,972 253,403 46,307 2,634,192

LESS: EXPENDITUREExpenditure on manpowerSalaries and bonuses 116,037 140,075 33,463 199,326 – 1,639,579

CPF (7) / SDL (8) 28,000 21,303 5,753 34,288 – 282,065

Total expenditure on manpower 144,037 161,378 39,216 233,614 – 1,921,644

Other operating expenditureOther staff benefits 2,134 1,940 470 1,723 390 24,935Training and development 139 (156) 83 483 97 12,007Recruitment – 42 42 – – 501Programme expenses 9,606 1,140 1,322 597 – 91,689Depreciation of PPE 25 – 162 693 4,016 58,307Rental – 1,670 845 1,419 10,287 36,407Utilities – 1,699 345 1,329 1,278 23,425Repairs and maintenance – 677 114 714 – 13,446Cleaning – 885 20 – 2,340 7,920Information technology 241 204 – 158 – 3,102Telecommunication 765 960 314 805 – 13,905Insurance – 159 – 392 – 11,081Events – – – – – –Temporary staff – – – – – 68,050Professional fees 4,379 – – – – 4,379Transport 1,990 1,335 641 3,113 91 18,608Books and periodicals – – – – – 2,418Printing, postage and stationeries 176 937 1,667 227 32 7,777Annual report – – – – – –Small value assets expensed off 166 – 1,154 – – 5,548Office supplies 132 11 – – 105 5,947Withholding tax – – – – – –Bank charges – – – – – –Bad debt – – – – – –

Sundry – – – – – 14


TOTAL EXPENDITURE 163,790 172,881 46,395 245,267 18,636 2,331,110

Surplus / (deficit) before share of corporate costs (39,484) 9,449 17,577 8,136 27,671 303,082Share of corporate costs (12,896) (18,916) (6,637) (26,289) (4,804) (272,340)

NET SURPLUS / (DEFICIT) (52,380) (9,467) 10,940 (18,153) 22,867 30,742




OTHER SERVICES

BASIC (14) SELP (15) Nexus FRC (16) Youth Infinity KIDS (17) 0-3 Transition Plus$ $ $ $ $

2017(Restated)INCOMEGrants from:AIC (1) – – – – – –MSF (2) 299,558 – – 16,170 – –NCSS (3) / ComChest (4) – – 10,663 141,925 – –TBSSF (5) – 98,292 – – – 189,685

Other grant – – – 14,360 – –

299,558 98,292 10,663 172,455 – 189,685

Programme fees 170,522 – 478,212 285,202 221,039 5,724Donation 54,035 – – – – –Interest income – – – – – –Amortisation of deferred capital grant 21,333 – – 10,000 69,400 –Government paid leave schemes 21,480 – 36,461 60,715 2,029 21,523PPE (6) written off – – – – – –

Other income 10,665 – – 126,705 – 1,065

278,035 – 514,673 482,622 292,468 28,312

TOTAL INCOME 577,593 98,292 525,336 655,077 292,468 217,997


CPF (7) / SDL (8) 53,236 14,544 70,099 62,895 23,415 38,075


Other operating expenditureOther staff benefits 12,453 – 5,101 4,287 884 3,442Training and development 2,277 – 3,624 5,135 5,792 2,758Recruitment 273 – 78 42 – 42Programme expenses 91,675 962 104 8,314 1,204 4,100Depreciation of PPE 27,582 – 3,704 23,605 68,207 2,867Rental 15,076 – – 15,754 7,173 4,230Utilities 18,075 – – 3,444 5,183 2,202Repairs and maintenance 5,241 – 30 2,047 2,600 1,611Cleaning – – – 5,562 16,800 –Information technology 388 – 555 1,250 272 193Telecommunication 80 – 874 3,371 3,412 2,733Insurance 4,970 – 2,563 3,361 2,426 1,441Events 5,862 – – – – –Temporary staff – – – – – –Professional fees – – – – – –Transport 3,465 – 8,702 11,130 3,157 1,182Books and periodicals 375 – – 116 – –Printing, postage and stationeries 3,441 – 2,311 2,050 263 631Annual report – – – – – –Small value assets expensed off 1,888 – 102 264 – –Office supplies 4,259 – 519 692 2,154 435Withholding tax – – – – – –Bank charges – – – – – –Bad debt – – – – – –

Sundry – – – – 600 1,856

Total other operating expenditure 197,380 962 28,267 90,424 120,127 29,723


Surplus / (deficit) before share of corporate costs (11,229) (7,994) 19,715 136,169 12,849 (70,953)Share of corporate costs (59,825) – (52,988) (65,574) (30,260) (22,087)

NET SURPLUS / (DEFICIT) (71,054) (7,994) (33,273) 70,595 (17,411) (93,040)




OTHER SERVICES (cont’d)

COMIT (18) SSF-P (19) Corporate Sub-total TOTAL$ $ $ $

2017(Restated)INCOMEGrants from:AIC (1) 460,854 – – 460,854 924,349MSF (2) – 77,171 543,780 936,679 9,352,973NCSS (3) / ComChest (4) – – – 152,588 563,629TBSSF (5) – – – 287,977 2,536,004

Other grant – – 20,219 34,579 34,579

460,854 77,171 563,999 1,872,677 13,411,534

Programme fees 9,800 – 88,485 1,258,984 1,300,216Donation – – 1,000 55,035 218,817Interest income – – 128,329 128,329 128,329Amortisation of deferred capital grant – – 1,128 101,861 316,922Government paid leave schemes 11,746 – 55,343 209,297 798,827PPE (6) written off – – (4,864) (4,864) (4,864)

Other income 27,671 – 243,178 409,284 580,707

49,217 – 512,599 2,157,926 3,338,954

TOTAL INCOME 510,071 77,171 1,076,598 4,030,603 16,750,488

LESS: EXPENDITUREExpenditure on manpowerSalaries and bonuses 417,914 34,971 1,778,951 3,790,895 10,683,791

CPF (7) / SDL (8) 67,297 5,709 250,773 586,043 1,761,585

Total expenditure on manpower 485,211 40,680 2,029,724 4,376,938 12,445,376

Other operating expenditureOther staff benefits 2,848 60 55,471 84,546 188,103Training and development 9,620 650 74,007 103,863 198,376Recruitment 83 – 209 727 1,895Programme expenses 6,819 – 56,836 170,014 342,505Depreciation of PPE 2,115 – 54,224 182,304 563,055Rental 2,496 140 3,480 48,349 147,282Utilities 2,237 – – 31,141 103,602Repairs and maintenance 1,506 – 653 13,688 60,916Cleaning 392 – – 22,754 61,672Information technology 195 – 58,170 61,023 72,936Telecommunication 3,119 602 3,324 17,515 99,672Insurance 1,744 – 13,972 30,477 82,128Events – – 48,912 54,774 109,494Temporary staff – – 1,620 1,620 79,414Professional fees – – 188,063 188,063 224,780Transport 9,380 73 22,164 59,253 143,077Books and periodicals – – 225 716 6,525Printing, postage and stationeries 1,766 161 9,607 20,230 51,258Annual report – – 20,357 20,357 20,357Small value assets expensed off 870 – 3,227 6,351 21,992Office supplies 182 – 9,457 17,698 41,432Withholding tax – – 2,787 2,787 2,787Bank charges – – 3,163 3,163 3,163Bad debt – – 100 100 100

Sundry – – 4,883 7,339 11,289

Total other operating expenditure 45,372 1,686 634,911 1,148,852 2,637,810

TOTAL EXPENDITURE 530,583 42,366 2,664,635 5,525,790 15,083,186

Surplus / (deficit) before share of corporate costs (20,512) 34,805 (1,588,037) (1,495,187) 1,667,302Share of corporate costs (52,639) (8,006) 1,588,037 1,296,658 –

NET SURPLUS / (DEFICIT) (73,151) 26,799 – (198,529) 1,667,302


(1) Agency for Integrated Care (“AIC”)

(2) Ministry of Social and Family Development (“MSF”)

(3) National Council of Social Service (“NCSS”)

(4) Community Chest (“ComChest”)

(5) Tote Board Social Service Fund (“TBSSF”)

(6) Property, plant and equipment (“PPE”)

(7) Central Provident Fund (“CPF”)

(8) Skills Development Levy (“SDL”)

(9) Family Service Centre (“FSC”)

(10) Senior Activity Centre (“SAC”)

(11) Community Resources and Support Engagement Teams (“CREST”)

(12) Community Case Management Service (“CCMS”)

(13) Senior Group Home (“SGH”)

(14) Before and After School Individualised Care (“BASIC”)

(15) Social Emotional Learning Programme (“SELP”)

(16) Family Resources Centre (“FRC”)

(17) Kids Integrated Development Service (“KIDS”)

(18) Community Intervention Team (“COMIT”)

(19) Safe and Strong Families – Preservation (“SSF-P”)

(20) Community Befriending Programme (“CBP”)

(21) Transitional Shelter (“TS”)




STATEMENT OF FINANCIAL POSITIONAS AT 31 MARCH 2018

Note 2018 2017$ $

ASSETSCurrent assetsCash and cash equivalents 7 14,151,625 13,336,269

Trade and other receivables 8 2,247,190 1,165,174

16,398,815 14,501,443

Non-current assetsProperty, plant and equipment 9 1,405,575 1,543,997

Total assets 17,804,390 16,045,440

LIABILITIESCurrent liabilitiesTrade and other payables 10 2,575,026 1,570,281

Non-current liabilitiesDeferred capital grants 11 619,619 922,862

Total liabilities 3,194,645 2,493,143

NET ASSETS 14,609,745 13,552,297

FUNDSUnrestricted

– Accumulated fund 157,605 855,231

Designated – Family Support Fund 258,413 281,622 – Milk and Pampers Fund 22,920 72,688

– Childrens’ Nutrition Fund 65,219 –

Total unrestricted funds 504,157 1,209,541

Restricted – Family services 14,037,978 12,068,888 – Senior services 217,230 183,057 – Social Emotional Learning Programme (4,504) (4,504) – Transition Plus (216,403) (142,842) – Community Silver Trust Matching Grant 12 – – – Financial assistance to 3 Indian families 1,320 1,540 – ComCare Fund 24,611 13,415 – Lee Foundation Financial Assistance 97,540 83,150 – Straits Times School Pocket Money Fund 77,974 108,110 – Yellow Ribbon Emergency Fund 45,760 (4,582) – Inmates’ Families Support Fund (2,000) (2,700) – YMCA (1) FACES (2) 500 750 – YMCA Bridging Fund 1,022 804 – KIDS 0-3 Transitional Assistance Fund – 8,481 – Capitaland Kids 3,730 2,390 – Safe and Strong Families – Preservation (89,422) 26,799

– Transitional Shelter (89,748) –

Total restricted funds 14,105,588 12,342,756

TOTAL FUNDS 14,609,745 13,552,297

(1) Young Men’s Christian Association (“YMCA”)

(2) Financial Assistance and Capability for Employment Scheme (“FACES”)



STATEMENT OF CHANGES IN FUNDSFOR THE FINANCIAL YEAR ENDED 31 MARCH 2018


Movement in fund:

Note

Beginning of financial

year

Net surplus/ (deficit)

for the year Donation Receipt

Disburse-ment /

utilisation

Transfer to Deferred

Capital Grant

Netmovement

in fund

End of financial

year

$ $ $ $ $ $ $ $

2018UNRESTRICTED

– Accumulated fund 855,231 (697,626) – – – – – 157,605 – Designated – Family Support Fund 13 (a) 281,622 – 12,727 – (35,936) – (23,209) 258,413 – Milk and Pampers Fund 13 (b) 72,688 – 800 – (50,568) – (49,768) 22,920

– Childrens’ Nutrition Fund 13 (o) – – 3,000 62,219 – – 65,219 65,219

Total 1,209,541 (697,626) 16,527 62,219 (86,504) – (7,758) 504,157

RESTRICTEDFamily servicesAng Mo Kio FSC 13 (c) 3,659,389 584,841 – – – – – 4,244,230Cheng San FSC 13 (c) 3,763,278 603,239 – – – – – 4,366,517Sengkang FSC 13 (c) 3,628,179 480,282 – – – – – 4,108,461

Punggol FSC 13 (c) 1,018,042 300,728 – – – – – 1,318,770

Sub-total 12,068,888 1,969,090 – – – – – 14,037,978

Senior servicesSAC 26 13 (d) (22,155) (22,331) – – – – – (44,486)SAC 420 13 (d) 35,606 (39,241) – – – – – (3,635)SAC 469 13 (d) (229,166) (77,199) – – – – – (306,365)SAC 182 13 (d) 25,841 8,588 – – – – – 34,429Cluster Support AMK 13 (e) 226,169 216,400 – – – – – 442,569Cluster Support SK 13 (e) 229,713 85,037 – – – – – 314,750Befriending 13 (f) (95,253) (51,203) – – – – – (146,456)CREST 13 (g) (22,055) (19,031) – – – – – (41,086)CREST SK 13 (g) 10,940 (7,946) – – – – – 2,994CCMS 13 (w) (8,455) (36,379) – – – – – (44,834)SGH 13 (x) 31,872 7,475 – – – – – 39,347SAC 410 13 (d) – (6,472) – – – – – (6,472)SAC 510 13 (d) – (4,830) – – – – – (4,830)SAC 206A 13 (d) – (11,844) – – – – – (11,844)

CBP 13 (ab) – (6,851) – – – – – (6,851)

Sub-total 183,057 34,173 – – – – – 217,230

Other servicesSELP 13 (h) (4,504) – – – – – – (4,504)Transition Plus 13 (i) (142,842) (73,561) – – – – – (216,403)SMRT Fund 13 (l) – – – – – – – –Community Silver Trust Matching Grant 12 and 13 (m) – – – 112,430 (112,430) – – –Programme Development Fund 13 (n) – – – – – – – –Financial Assistance to

3 Indian Families 1,540 – 1,320 – (1,540) – (220) 1,320ComCare Fund 13 (p) 13,415 – – 26,585 (15,389) – 11,196 24,611Lee Foundation Financial Assistance 13 (q) 83,150 – – 369,650 (355,260) – 14,390 97,540Straits Times School Pocket Money Fund 13 (r) 108,110 – – 189,329 (219,465) – (30,136) 77,974Yellow Ribbon Emergency Fund 13 (s) (4,582) – – 91,182 (40,840) – 50,342 45,760Inmates’ Families Support Fund 13 (t) (2,700) – – 7,070 (6,370) – 700 (2,000)YMCA FACES 13 (u) 750 – – 4,580 (4,830) – (250) 500YMCA Bridging Fund 13 (v) 804 – – 2,060 (1,842) – 218 1,022KIDS 0-3 Transitional Assistance Fund 13 (y) 8,481 – – – (8,481) – (8,481) –Capitaland Kids 13 (z) 2,390 – 5,000 – (3,660) – 1,340 3,730SSF-P 13 (aa) 26,799 (116,221) – – – – – (89,422)

Transitional Shelter 13 (ac) – (89,748) – – – – – (89,748)

Sub-total 90,811 (279,530) 6,320 802,886 (770,107) – 39,099 (149,620)

TOTAL FUNDS 13,552,297 1,026,107 22,847 865,105 (856,611) – 31,341 14,609,745


STATEMENT OF CHANGES IN FUNDSFOR THE FINANCIAL YEAR ENDED 31 MARCH 2018


Movement in fund:

Note

Beginning of financial

year

Net surplus/ (deficit)

for the year Donation Receipt

Disburse-ment /

utilisation

Transfer to Deferred

Capital Grant

Netmovement

in fund

End of financial

year

$ $ $ $ $ $ $ $

2017UNRESTRICTED

– Accumulated fund 979,525 (124,294) – – – – – 855,231 – Designated – Family Support Fund 13 (a) 318,080 – – – (36,458) – (36,458) 281,622

– Milk and Pampers Fund 13 (b) 89,501 – – – (16,813) – (16,813) 72,688

Total 1,387,106 (124,294) – – (53,271) – (53,271) 1,209,541

RESTRICTEDFamily servicesAng Mo Kio FSC 13 (c) 3,219,099 440,290 – – – – – 3,659,389Cheng San FSC 13 (c) 3,112,312 650,966 – – – – – 3,763,278Sengkang FSC 13 (c) 3,266,829 361,350 – – – – – 3,628,179

Punggol FSC 13 (c) 635,559 382,483 – – – – – 1,018,042

Sub-total 10,233,799 1,835,089 – – – – – 12,068,888

Senior servicesSAC 26 13 (d) (5,622) (16,533) – – – – – (22,155)SAC 420 13 (d) 68,930 (33,324) – – – – – 35,606SAC 469 13 (d) (163,213) (65,953) – – – – – (229,166)SAC 182 13 (d) – 25,841 – – – – – 25,841Cluster Support AMK 13 (e) 89,965 136,204 – – – – – 226,169Cluster Support SK 13 (e) 199,013 30,700 – – – – – 229,713Befriending 13 (f) (42,873) (52,380) – – – – – (95,253)CREST 13 (g) (12,588) (9,467) – – – – – (22,055)CREST SK 13 (g) – 10,940 – – – – – 10,940CCMS 13 (w) 9,698 (18,153) – – – – – (8,455)

SGH 13 (x) 9,005 22,867 – – – – – 31,872

Sub-total 152,315 30,742 – – – – – 183,057

Other servicesSELP 13 (h) 3,490 (7,994) – – – – – (4,504)Transition Plus 13 (i) (49,802) (93,040) – – – – – (142,842)SMRT Fund 13 (l) 17,272 – – – – (17,272) (17,272) –Community Silver Trust Matching Grant 12 and 13 (m) 97,678 – – 47,516 (145,194) – (97,678) –Programme Development Fund 13 (n) 28,187 – – – – (28,187) (28,187) –Financial Assistance to

3 Indian Families 4,290 – 1,210 – (3,960) – (2,750) 1,540ComCare Fund 13 (p) 19,328 – – 20,672 (26,585) – (5,913) 13,415Lee Foundation Financial Assistance 13 (q) 45,380 – – 304,535 (266,765) – 37,770 83,150Straits Times School Pocket Money Fund 13 (r) 174,344 – – 234,016 (300,250) – (66,234) 108,110Yellow Ribbon Emergency Fund 13 (s) (7,070) – – 95,208 (92,720) – 2,488 (4,582)Inmates’ Families Support Fund 13 (t) (2,590) – – 10,160 (10,270) – (110) (2,700)YMCA FACES 13 (u) 360 – – 5,100 (4,710) – 390 750YMCA Bridging Fund 13 (v) 1,308 – – 1,354 (1,858) – (504) 804KIDS 0-3 Transitional Assistance Fund 13 (y) 16,716 – 1,000 – (9,235) – (8,235) 8,481Capitaland Kids 13 (z) – – 5,000 – (2,610) – 2,390 2,390

SSF-P 13 (aa) – 26,799 – – – – – 26,799

Sub-total 348,891 (74,235) 7,210 718,561 (864,157) (45,459) (183,845) 90,811

TOTAL FUNDS 12,122,111 1,667,302 7,210 718,561 (917,428) (45,459) (237,116) 13,552,297


STATEMENT OF CASH FLOWSFOR THE FINANCIAL YEAR ENDED 31 MARCH 2018


Note 2018 2017$ $

Cash flows from operating activitiesNet surplus 1,026,107 1,667,302Adjustments for: 7 14,151,625 13,336,269

– Amortisation of deferred capital grants 11 (348,245) (316,922) – Depreciation of PPE 9 624,959 563,055 – PPE written off 5,829 4,864

– Interest income (131,591) (128,329)

1,177,059 1,789,970

Change in working capital: – Trade and other receivables (1,042,904) (203,315)

– Trade and other payables 1,004,745 (260,384)

Net cash generated from operations and provided by operating activities 1,138,900 1,326,271

Cash flows from investing activitiesAdditions to property, plant and equipment (492,366) (486,063)

Interest received 92,479 86,706

Net cash used in investing activities (399,887) (399,357)

Cash flows from fund activitiesDeferred capital grants received 45,002 273,158Donations received on designated funds 16,527 –Donations received on restricted funds 6,320 7,210Grants received on designated funds 62,219 –Grants received on restricted funds 802,886 718,561Utilisation of designated funds (86,504) (53,271)

Utilisation of restricted funds (770,107) (864,157)

Net cash provided by fund activities 76,343 81,501

Net increase in cash and cash equivalents 815,356 1,008,415

Cash and cash equivalentsBeginning of financial year 13,336,269 12,327,854

End of financial year 7 14,151,625 13,336,269


NOTES TO THE FINANCIAL STATEMENTSFOR THE FINANCIAL YEAR ENDED 31 MARCH 2018

These notes form an integral part of and should be read in conjunction with the accompanying financial statements.

1 GENERAL INFORMATIONAMKFSC Community Services Ltd. (the “Agency”) is incorporated, operates and domiciled in Singapore. The Agency is registered as a charity organisation under Charities Act (Chapter 37) and has been accorded the Institutions of a Public Character (“IPC”) status for the period from 1 October 2015 to 31 March 2018 and renewed for a period of three years, with effect from 1 April 2018 to 31 March 2021. The Unique Entity Number (UEN) is 201229817Z.

The principal activities of the Agency include:

• Casework and counselling, information and referral services for families/individuals in distress and financial aid to needy families

• Community and group work• Senior services• Student care• Youth services

The registered office of the Agency is located at Block 223D, Compassvale Walk, #01-673, Singapore 544223 and community services are conducted at the following centres:

1. Ang Mo Kio Family Service Centre2. Family Services @ Yio Chu Kang3. Cheng San Family Service Centre4. Family Services @ Teck Ghee5. Sengkang Family Service Centre6. Family Services @ 206B Compassvale Lane7. Punggol Family Service Centre8. Senior Activity Centre @ 26 Sin Ming9. Senior Activity Centre @ 420 Teck Ghee10. Senior Activity Centre @ 469 Teck Ghee11. Senior Activity Centre @ 182 Rivervale Crescent12. Senior Activity Centre @ 206A Punggol Place13. Senior Activity Centre @ 410 Sin Ming14. Senior Activity Centre @ 510 Cheng San15. Senior Activity Centre (Studio Apartment) @ 677B Punggol Drive16. Senior Group Home @ 182 Rivervale Crescent17. Ang Mo Kio BASIC Student Care Centre18. Cheng San BASIC Student Care Centre19. Sengkang BASIC Student Care Centre20. Youth Infinity Youthwork Specialist Centre @ Ang Mo Kio21. NEXUS Family Resource Centre @ Prison Link Centre22. KIDS 0-3 Centre @ Yio Chu Kang23. Integrated Service Centre @ Chinatown Point24. Bakery Hearts kitchen @ Ang Mo Kio Community Centre



2 SIGNIFICANT ACCOUNTING POLICIES

2.1 Basis of preparation

These financial statements have been prepared in accordance with the Financial Reporting Standards in Singapore (“FRSs”) and the related Interpretations of FRS (“INT FRS”) as issued by the Singapore Accounting Standard Council. The Agency is also subject to the provisions of the Singapore Companies Act, Chapter 50 and the Singapore Charities Act, Chapter 37. The financial statements are prepared on a going concern basis under the historical cost convention except as disclosed in the accounting policies below.

The preparation of financial statements in conformity with FRSs requires the Executive Committee to exercise its judgement in the process of applying the Agency’s accounting policies. It also requires the use of certain critical accounting estimates and assumptions. There are no areas involving a higher degree of judgement or complexity, or areas where assumptions and estimates are significant to the financial statements.

Interpretations and amendments to published standards effective in 2018

On 1 April 2017, the Agency has adopted the new or revised FRSs and Interpretations of FRS (“INT FRS”) that are mandatory for application for the financial year. Changes to the Agency’s accounting policies have been made as required, in accordance with the relevant transitional provisions in the respective FRSs and INT FRS.

The adoption of these new or amended FRSs and INT FRS did not result in substantial changes to the accounting policies of the Agency and had no material effect on the amounts reported for the current or prior financial year.

2.2 Funds

In order to ensure observance to limitations and restrictions placed on the use of resources available to the Agency, the financial statements of the Agency are prepared substantively in accordance with the principles of “fund accounting”, under which resources are classified into specific funds to reflect the operating activities specified.

Funds restricted by outside sources are so indicated and are distinguished from unrestricted funds designated for specific purposes, if any, by the Executive Committee. Externally restricted funds may only be utilised in accordance with the purposes established by the source of such funds or through an appeal to redirect its use and are in contrast with unrestricted funds over which the Executive Committee retains full control to use in achieving any of its institutional purposes.

Expenses directly attributable to operating activities are charged to the fund. Common expenses, if any, are allocated to the fund on a reasonable basis, based on a method most suitable to that common expense.

2.3 Fund and reserve management

The Executive Committee’s objective is to maintain an optimal balance in the accumulated funds to support the continuity of the activities of the Agency and for future developments of the Agency. The Executive Committee monitors the level of the funds for working capital flexibility.



2 SIGNIFICANT ACCOUNTING POLICIES (cont’d)

2.4 Income recognition

Income recognition comprises the fair value of the consideration received or receivable for the rendering of services in the ordinary course of the Agency’s activities. Income recognition is presented, net of goods and services tax (“GST”), rebates and discounts.

The Agency recognises income when there is entitlement, the amount of income and related resources expended can be reliably measured, it is probable that the collectability of the related receivables is reasonably assured and when the specific criteria for each of the Agency’s activities are met.

Income is only deferred when: the donor specifies that the grant or donation must only be used in future accounting periods; or the donor has imposed conditions which must be met before the Agency has unconditional entitlement.

(a) Grants and other contributions

Grants and other contributions cover a particular expenditure or programme are accounted for as incoming resources upon receipt of notification of the grant and or contribution award, which normally coincides with the year when the related expenses, for which the grant and or contribution is intended to cover, are incurred. The corresponding asset (grants receivables account) is also recognised then.

Government grants and other contributions from non-government organisations for the purchase of depreciable property, plant and equipment or capital projects are taken to the funds set up for those specific purposes at initial recognition. They are taken to the deferred capital grants account upon the utilisation of the grants and contributions for purchase of property, plant and equipment which are capitalised, or to the income and expenditure statement for purchase of property, plant and equipment which are written off in the year of purchase.

Deferred capital grants are recognised in the income and expenditure statement over the period necessary to match the depreciation, write-off and/or impairment loss of the property, plant and equipment.

Under the conditions of grant received from the respective government organisations, over or under funding are refundable to or from the respective government organisations.

(b) Programme fees

Programme fees are recognised on an accrual basis when the services are rendered.

(c) Donation and sponsorship

Donation and sponsorship are recognised upon receipt, except for donations received for specific purposes which are credited directly to the specific or designated funds or treated as deferred income until the related costs they are intended to compensate are incurred. Donations-in-kind are recognised when the fair value of the assets received can be reasonably ascertained.

(d) Interest income

Interest income on bank current accounts and fixed deposits placed with banks are recognised on a time-proportion basis using the effective interest method.

(e) Other income

Other income is recognised at the point of entitlement of income.




2.5 Gift in kind

A gift in kind is included in the statement of financial activities based on an estimate of the fair value at the date of the receipt of the gift of the non-monetary asset or the grant of a right to the monetary asset. The gift is recognised if the amount of the gift can be measured reliably and there is no uncertainty that it will be received.

2.6 Property, plant and equipment

(a) Measurement

Property, plant and equipment are initially recognised at cost and subsequently carried at cost less accumulated depreciation and accumulated impairment losses.

The cost of an item of property, plant and equipment initially recognised includes its purchase price and any cost that is directly attributable to bringing the asset to the location and condition necessary for it to be capable of operating in the manner intended by management.

(b) Depreciation

Depreciation on property, plant and equipment is calculated using the straight-line method to allocate their depreciable amounts over their estimated useful lives as follows:

Useful lives

Furniture and fittings 5 yearsInformation technology equipment 5 yearsOffice equipment 5 yearsRenovation 5 years

Renovation in progress is not depreciated.

The residual values, estimated useful lives and depreciation method of property, plant and equipment are reviewed, and adjusted as appropriate, at each balance sheet date. The effects of any revision are recognised in the statement of financial activities when the changes arise.

Fully depreciated property, plant and equipment still in use are retained in the financial statements.

(c) Subsequent expenditure

Subsequent expenditure relating to property, plant and equipment that has already been recognised is added to the carrying amount of the asset only when it is probable that future economic benefits associated with the item will flow to the entity and the cost of the item can be measured reliably. All other repair and maintenance expenses are recognised in the statement of financial activities when incurred.

(d) Disposal

On disposal of an item of property, plant and equipment, the difference between the disposal proceeds and its carrying amount is recognised in the statement of financial activities within other operating expenditure.

2.7 Contingencies

Contingent liabilities are not recognised in the financial statements. They are disclosed unless the possibility of an outflow of resources embodying economic benefits is remote. A contingent asset is not recognised in the financial statements but disclosed when an inflow of economic benefit is probable.




2.8 Impairment of non-financial assets

Property, plant and equipment are tested for impairment whenever there is any objective evidence or indication that these assets may be impaired.

For the purpose of impairment testing, the recoverable amount (i.e. the higher of the fair value less cost to sell and the value-in-use) is determined on an individual asset basis unless the asset does not generate cash inflows that are largely independent of those from other assets. If this is the case, the recoverable amount is determined for the cash-generating units (“CGU”) to which the asset belongs.

If the recoverable amount of the asset (or CGU) is estimated to be less than its carrying amount, the carrying amount of the asset (or CGU) is reduced to its recoverable amount.

The difference between the carrying amount and recoverable amount is recognised as an impairment loss in the statement of financial activities, unless the asset is carried at revalued amount, in which case, such impairment loss is treated as a revaluation decrease.

An impairment loss for an asset is reversed only if, there has been a change in the estimates used to determine the assets’ recoverable amount since the last impairment loss was recognised. The carrying amount of this asset is increased to its revised recoverable amount, provided that this amount does not exceed the carrying amount that would have been determined (net of any accumulated amortisation or depreciation) had no impairment loss been recognised for the asset in prior years.

A reversal of impairment loss for an asset is recognised in the statement of financial activities, unless the asset is carried at revalued amount, in which case, such reversal is treated as a revaluation increase. However, to the extent that an impairment loss on the same revalued asset was previously recognised as an expense, a reversal of that impairment is also recognised in the statement of financial activities.

2.9 Financial assets

(a) Classification

The Agency classifies its financial assets in the following categories: at fair value through profit or loss, loans and receivables, held-to-maturity and available-for-sale. The classification depends on the nature of the asset and the purpose for which the assets were acquired. Management determines the classification of its financial assets at the initial recognition and in the case of assets classified as held-to-maturity, re-evaluates this designation at each balance sheet date.

At the end of financial year, the Agency does not hold any of the financial assets except for loans and receivables.

Loans and receivables

Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market. They are presented as current assets, except for those expected to be realised later than 12 months after the balance sheet date which are presented as non-current assets. Loans and receivables are presented as “Trade and other receivables” (Note 8) and “Cash and cash equivalents” (Note 7) on the end of the financial year.




2.9 Financial assets (cont’d)

(b) Recognition and de-recognition

Regular way purchases and sales of financial assets are recognised on trade date – the date on which the Agency commits to purchase or sell the asset.

Financial assets are derecognised when the rights to receive cash flows from the financial assets have expired or have been transferred and the Agency has transferred substantially all risks and rewards of ownership. On disposal of a financial asset, the difference between the carrying amount and the sale proceeds is recognised in the statement of financial activities. Any amount previously recognised in other comprehensive income relating to that asset is reclassified to the statement of financial activities.

(c) Initial measurement

Financial assets are initially recognised at fair value plus transaction costs.

(d) Subsequent measurement

Loans and receivables are subsequently carried at amortised cost using the effective interest method.

Interest income on financial assets is recognised separately in the statement of financial activities.

(e) Impairment

The Agency assesses at each balance sheet date whether there is objective evidence that a financial asset or a group of financial assets is impaired and recognises an allowance for impairment when such evidence exists.

Loans and receivables

Significant financial difficulties of the debtor, probability that the debtor will enter bankruptcy and default or significant delay in payments are objective evidence that these financial assets are impaired.

The carrying amount of these assets is reduced through the use of an impairment allowance account which is calculated as the difference between the carrying amount and the present value of estimated future cash flows, discounted at the original effective interest rate. When the asset becomes uncollectible, it is written off against the allowance account. Subsequent recoveries of amounts previously written off are recognised against the same line item in the statement of financial activities.

The impairment allowance is reduced through the statement of financial activities in a subsequent period when the amount of impairment loss decreases and the related decrease can be objectively measured. The carrying amount of the asset previously impaired is increased to the extent that the new carrying amount does not exceed the amortised cost had no impairment been recognised in prior periods.

2.10 Offsetting of financial instruments

Financial assets and liabilities are offset and the net amount reported at the end of the financial year when there is a legally enforceable right to offset and there is an intention to settle on a net basis or realise the asset and settle the liability simultaneously.




2.11 Trade and other payables

Trade and other payables represent liabilities for goods and services provided to the Agency prior to the end of the financial year/period which are unpaid. They are classified as current liabilities if payment is due within one year or less (or in the normal operating cycle of the business if longer). Otherwise, they are presented as non-current liabilities.

Trade and other payables are initially recognised at fair value, and subsequently carried at amortised cost using the effective interest method.

2.12 Fair value estimation of financial assets and liabilities

The fair values of current financial assets and liabilities carried at amortised cost approximate their carrying amounts.

2.13 Leases

When the Agency is the lessee:

The Agency leases premises and equipment from non-related parties under operating leases.

Lessee – Operating lease

Lease where substantially all risks and rewards incidental to ownership are retained by the lessors are classified as operating leases. Payments made under operating leases (net of any incentives received from the lessors) are recognised in the statement of financial activities on a straight-line basis over the period of the lease.

Contingent rents are recognised as an expense in the statement of financial activities when incurred.

2.14 Income taxes

As a charity, the Agency is exempt from income tax on income and gains under the Income Tax Act, Chapter 134 to the extent that these are applied to its charitable objects.

2.15 Provisions for other liabilities and charges

Provisions for other liabilities and charges are recognised when the Agency has a present legal or constructive obligation as a result of past events, it is more likely than not that an outflow of resources will be required to settle the obligation and the amount has been reliably estimated. Provisions are not recognised for future operating leases.

2.16 Employee compensation

Employee benefits are recognised as an expense, unless the cost qualifies to be capitalised as an asset.

(a) Defined contribution plans

Defined contribution plans are post-employment benefit plans under which the Agency pays fixed contributions into separate entities such as the Central Provident Fund (“CPF”) on a mandatory, contractual or voluntary basis. The Agency has no further payment obligations once the contributions have been paid.

(b) Employee leave entitlement

Employee entitlements to annual leave are recognised when they accrue to employees. A provision is made for the estimated liability for annual leave as a result of services rendered by employees up to the balance sheet date.

(c) Bonus plan/annual variable component

The Agency recognises a liability and an expense for bonuses based on the approval from the Executive Committee. The Agency recognises a provision when contractually obliged to pay or when there is a past practice that has created a constructive obligation to pay.




2.17 Currency translation

Items included in the financial statements of the Agency are measured using the currency of the primary economic environment in which the Agency operates (“functional currency”). The financial statements are presented in Singapore Dollar, which is the functional currency of the Agency.

Transactions in a currency other than the functional currency (“foreign currency”) are translated into functional currency using the exchange rates at the dates of the transactions. Currency translation differences resulting from the settlement of such transactions and from the translation of monetary assets and liabilities denominated in foreign currencies at the closing rates at the balance sheet date are recognised in the statement of financial activities. All other foreign exchange gains and losses impacting income or expenditure are presented in the statement of financial activities within other operating expenditure, (if any).

2.18 Cash and cash equivalents

For the purpose of presentation in the statement of cash flows, cash and cash equivalents include cash on hand and deposits with financial institutions which are subject to an insignificant risk of change in value, net of bank overdrafts. Bank overdrafts (if any) are presented as current borrowings at the end of the financial year.

3 DONATION

2018 2017$ $

Statement of Financial ActivitiesTax deductible (Note 6)

– Unrestricted 338,717 179,087

Non-tax deductible 12,301 39,730

351,018 218,817Statement of Changes in FundsTax deductible (Note 6)

– Designated 16,527 – – Restricted 6,320 7,210

Non-tax deductible – –

22,847 7,210

Total 373,865 226,027

Included in the donations are the following amounts raised for the Intermediate and Long Term Care (“ILTC”) programmes which are eligible for the Community Silver Trust (“CST”) Matching Grant:

2018 2017$ $

Tax deductible 164,754 89,506

Non-tax deductible 106,086 22,925

270,840 112,431



4 OTHER INCOME

2018 2017$ $

(Restated)

Straits Times School Pocket Money Fund administration income 5,862 –Outings and administrative fees for BASIC 26,671 10,665Care and Share Matching Grant 393,667 549,892

Other 43,080 20,150

469,280 580,707

5 EXPENDITURE ON MANPOWER

2018 2017$ $

(Restated)

Salaries and bonuses 11,885,725 10,683,791

Employer’s contribution to CPF/SDL 1,941,641 1,761,585

13,827,366 12,445,376

6 INCOME TAX AND TAX-EXEMPT RECEIPTSTax deductible receipts issued by the Agency for donations received during the year, pursuant to its Institution of a Public Character (“IPC”) status, are recorded as follows:

2018 2017$ $

Unrestricted Funds – Income – Donations (Note 3) 338,717 179,087

Designated Funds – Family Support Fund 12,727 – – Milk and Pampers Fund 800 – – Childrens’ Nutrition Fund 3,000 –

16,527 –Restricted Funds

– Financial assistance to 3 Indian families 1,320 1,210 – KIDS 0-3 Transitional Assistance Fund – 1,000 – Capitaland Kids 5,000 5,000

6,320 7,210

361,564 186,297

The Agency has renewed its Institution of a Public Character status for a period of three years, with effect from 1 April 2018 and is permitted to issue tax-deductible receipts for qualifying donations made to the Agency. For the financial year ended 31 March 2018, qualifying donations are granted 2.5 times tax deduction. For the financial year ended 31 March 2017, qualifying donors are granted 2.5 times tax deduction from 1 April 2016 to 31 March 2017.



7 CASH AND CASH EQUIVALENTS

2018 2017$ $

Cash on hand 29,500 29,000Cash at banks 7,079,068 3,280,269

Short-term bank deposits 7,043,057 10,027,000

14,151,625 13,336,269

Short-term bank deposits bear interest rates ranging from 0.35% to 1.25% (2017: 0.35% to 1.39%) per annum with tenures of between six to 12 months.

For the purpose of presenting the statement of cash flows, cash and cash equivalents include short-term bank deposits with an average maturity of more than three months, if any, as there is no significant cost or penalty in converting the short-term bank deposits into liquid cash before maturity.

8 TRADE AND OTHER RECEIVABLES

2018 2017$ $

Trade receivables – non-related parties 1,607,518 1,031,183Other receivables – non-related parties 548,675 109,017Deposits 72,309 16,843

Prepayments 18,688 8,131

2,247,190 1,165,174



9 PROPERTY, PLANT AND EQUIPMENT

Furniture and fittings

Information technology equipment

Office equipment Renovation Total

$ $ $ $ $

31 March 2018CostBeginning of financial year 295,855 588,662 425,377 1,957,919 3,267,813Transfer – – – – –Additions 21,608 172,048 82,732 215,978 492,366

Written off – (123,797) – – (123,797)

End of financial year 317,463 636,913 508,109 2,173,897 3,636,382

Accumulated depreciationBeginning of financial year 164,232 300,667 194,617 1,064,300 1,723,816Transfer – – – – –Depreciation charge 54,135 118,193 87,811 364,820 624,959

Written off – (117,968) – – (117,968)


Net book valueEnd of financial year 99,096 336,021 225,681 744,777 1,405,575

31 March 2017CostBeginning of financial year 251,936 495,292 331,046 1,720,459 2,798,733Transfer (1,123) (8,633) 9,756 – –Additions 47,117 102,003 84,575 252,368 486,063

Written off (2,075) – – (14,908) (16,983)


Accumulated depreciationBeginning of financial year 117,793 198,618 111,727 744,742 1,172,880Transfer (2,270) (2,819) 5,089 – –Depreciation charge 50,178 104,868 77,801 330,208 563,055

Written off (1,469) – – (10,650) (12,119)


Net book valueEnd of financial year 131,623 287,995 230,760 893,619 1,543,997



10 TRADE AND OTHER PAYABLES

2018 2017$ $

Trade payables – non-related parties 195,076 133,386Other payables – non-related parties 42,730 30,595

Refundable deposits – Parents under BASIC programme 10,800 13,870

Fees received in advance 181,811 15,565

Accruals for: – Annual variable component 703,114 636,984 – Employee leave entitlement 383,624 341,178

– Other operating expenditure 1,057,871 398,703

2,575,026 1,570,281

11 DEFERRED CAPITAL GRANTS

Family services Senior services Other services Total$ $ $ $

31 March 2018CostBeginning of financial year 1,107,942 294,327 556,749 1,959,018

Transfer from – Programme Development Fund – – – – – SMRT Fund – – – – – Capital Asset Fund – – – –

Received during the year – 31,056 13,946 45,002

End of financial year 1,107,942 325,383 570,695 2,004,020

Accumulated amortisationBeginning of financial year 662,920 213,341 159,895 1,036,156

Amortisation charge 204,576 29,531 114,138 348,245

End of financial year 867,496 242,872 274,033 1,384,401

Net carrying amountEnd of financial year 240,446 82,511 296,662 619,619



11 DEFERRED CAPITAL GRANTS (cont’d)

Family services Senior services Other services Total$ $ $ $

31 March 2017CostBeginning of financial year 916,892 252,562 470,947 1,640,401

Transfer from – Programme Development Fund – – 28,187 28,187 – SMRT Fund 16,050 – 1,222 17,272 – Capital Asset Fund – (2,675) 2,675 –

Received during the year 175,000 44,440 53,718 273,158

End of financial year 1,107,942 294,327 556,749 1,959,018

Accumulated amortisationBeginning of financial year 472,203 188,997 58,034 719,234

Amortisation charge 190,717 24,344 101,861 316,922

End of financial year 662,920 213,341 159,895 1,036,156

Net carrying amount

End of financial year 445,022 80,986 396,854 922,862

The amounts represent grants received from government for the cyclical retrofitting and renovation of various premises occupied by the Agency and purchase of property, plant and equipment. The unamortised balance as at the date of the statement of the financial position substantially represents sums payable to the grantor should the Agency fail to fulfil the obligations stipulated under the grant agreements.

The deferred funds are recognised in the statement of financial activities over the stipulated periods which coincide with the useful lives of property, plant and equipment.

12 COMMUNITY SILVER TRUST MATCHING GRANTThe Community Silver Trust Matching Grant is a dollar-for-dollar donation matching grant provided by the Government to enhance the services of voluntary welfare organisations in the Intermediate and Long-term Care (“ILTC”) sector.

2018 2017$ $

Beginning balance – 97,678Grant received 112,430 47,516Grant disbursed / utilised

– Salaries and bonuses (112,430) (145,194)

– –



13 FUNDS(a) The Family Support Fund is set up to assist beneficiaries who face financial difficulties and require assistance to

meet basic needs. The Executive Committee approves a transfer of accumulated reserves to the fund to ensure sufficient fund is maintained to meet its objectives.

(b) The Milk and Pampers Fund is set up to provide the milk formula needs of infants and toddlers from disadvantaged families. The fund comprises of donations from corporations and individuals.

(c) The FSC programme is supported by the Ministry of Social and Family Development. The FSC provides casework and counselling services, information and referral and organises community support programmes.

(d) The SAC programme is supported by the Ministry of Social and Family Development. SAC is a drop-in centre for needy and vulnerable seniors where they can take part in programmes and activities such as art and craft, singing, exercise sessions and outings.

(e) The SAC (Cluster Support) programme provides social support to vulnerable seniors through monitoring, case management and counselling services as well as co-ordinates community based care and support services.

(f) The Befriending programme manages a team of volunteers to make home visits, provide telephone befriending calls, organise outings, run errands, distribute rations and provide appropriate services for seniors.

(g) The CREST programme provides community safety network for people with dementia and depression, and caregivers who need additional support for their loved ones.

(h) The SELP helps students to acquire skills to recognise and manage emotions, develop care and concern for others, establish positive relationships, and handle challenging situations effectively.

(i) The Transition Plus programme supports families living in Interim Rental Housing, a scheme which helps low-income families with short-term accommodation needs while they seek longer-term housing.

(j) The Capital Assets Fund facilitates the Agency to retrofit, renovate and equip its various premises.

(k) The ICM Start-up Fund equips the Agency with the means to implement the ICM pilot programme.

(l) The SMRT Fund consists of donations from SMRT Corporation Ltd and SMRT Silver Tribute fund to support specific programmes of the Agency.

(m) The Community Silver Trust Matching Grant is provided by the Government to enhance services of the Agency in the intermediate and long-term care sector.

(n) The Programme Development Fund enhances capabilities of the Agency in its service delivery.

(o) The Children Nutrition Fund seeks to support families in meeting their children’s needs through providing nutritious food, psychoeducation and individualised casework.

(p) The ComCare Fund provides social assistance for low-income families and individuals.

(q) The Lee Foundation provides social assistance for low-income families and individuals.

(r) The Straits Times School Pocket Money Fund provides pocket money to children from low-income families to help them through school.

(s) The Yellow Ribbon Emergency Fund provides short-term financial assistance to inmates upon their release to assist them through the initial transition period.

(t) The Inmates’ Families Support Fund supports and improves the welfare of inmates’ families while their loved ones are imprisoned. The families receive food and book vouchers through case workers.



13 FUNDS (cont’d)

(u) The YMCA FACES provides assistance in the form of food and transport vouchers to help families who need immediate and short-term help.

(v) The YMCA Bridging Fund provides immediate assistance for a walk-in client facing an emergency situation.

(w) The CCMS supports seniors who are frail and have multiple social care needs, to age within the comfort of their homes and communities.

(x) The SGH brings vulnerable seniors with some physical impairments together in a cluster of rental units. SGH provides them with daily living assistance through coordination of social and care services.

(y) The KIDS 0-3 Transitional Fund provides short-term financial assistance to beneficiaries of the programme to meet basic needs.

(z) The Capitaland Kids programme provides long term financial support for promising underprivileged children beyond their primary school education.

(aa) The Safe and Strong Families – Preservation provides time limited, intensive support to help parents overcome challenges in providing a safe and nurturing environment for their children.

(ab) The Community Befriending Programme provides structured befriending services and psycho-social support through volunteers in the community for home care patients, vulnerable and/or socially isolated elderly and their caregivers.

(ac) The Transitional Shelter Programme provides temporary accommodation to homeless families and individuals who have exhausted other means of accomodation and address their complex housing and social needs.

14 COMMITMENTS

(a) Capital commitments

Capital expenditure contracted for at the end of the financial year but not recognised in the financial statements is as follows:

2018 2017$ $

Property, plant and equipment 29,920 1,618

(b) Operating lease commitments – where the Agency is the lessee

The Agency leases certain premises and equipment from non-related parties. The leases have varying terms, escalation clauses and renewal rights.

The future minimum lease payables under non-cancellable operating leases contracted for at the end of financial year but not recognised as liabilities, are as follows:

2018 2017$ $

Within one year 134,116 28,000

After one year within five years 237,165 19,627

371,281 47,627



15 RESERVES MANAGEMENTThe purpose of reserves is to ensure financial sustainability to meet the Agency’s objectives. To that end, the Agency aims to keep its reserves at a level below two years of its annual expenditure. The Executive Committee reviews the reserves policy periodically to ensure the adequacy of the reserves.

There were no changes in the Executive Committee’s approach to reserves management during the year.

The Agency’s reserve position at the end of the financial year is as follows:

2018 2017$ $

FUNDSAccumulated fund 157,605 855,231Designated

– Family Support Fund 258,413 281,622 – Milk and Pampers Fund 22,920 72,688

– Childrens’ Nutrition Fund 65,219 –

Total unrestricted fund 504,157 1,209,541

Restricted fund 14,105,588 12,342,756

Total fund 14,609,745 13,552,297

Annual expenditure 16,835,769 15,083,186

Reserves Ratio 0.87 0.90

16 FINANCIAL RISK MANAGEMENTThe Agency’s activities expose it to market risk (including currency risk, price risk and interest rate risk), credit risk and liquidity risk. The Agency’s overall risk management strategy seeks to minimise any adverse effects from the unpredictability of financial markets on the Agency’s financial performance. It is, and has been throughout the year, the Agency’s policy that no trading in derivative financial instruments shall be undertaken.

The Executive Committee is responsible for setting the objectives and underlying principles of financial risk management for the Agency. This includes establishing detailed policies such as risk identification and measurement and exposure limits. Financial risk management is carried out by finance personnel.

(a) Market risk

(i) Currency risk

The Agency is not exposed to currency risk as it has no significant transactions denominated in foreign currencies.

(ii) Price risk

The Agency is not exposed to equity price risk as it does not hold significant equity financial assets.

(iii) Interest rate risk

The Agency periodically reviews its assets and liabilities and monitors interest rate fluctuations to ensure that the exposure to interest rate risk is within acceptable levels.



16 FINANCIAL RISK MANAGEMENT (cont’d)

(b) Credit risk

Credit risk refers to the risk that counterparty will default on its contractual obligations resulting in financial loss to the Agency. The major classes of financial assets of the Agency are bank deposits and trade receivables. For trade receivables, the Agency has a credit policy in place and the exposure to credit risk is monitored on an on-going basis. For other financial assets, the Agency adopts the policy of dealing only with financial institutions and other counterparties with high credit ratings.

As the Agency does not hold any collateral, the maximum exposure to credit risk for each class of financial assets is the carrying amount of that class of financial instruments presented at the end of the financial year.

The trade receivables of the Agency includes funding receivables from organisations with minimal credit risk exposure and receivables enrolled under the BASIC programme which are supported by various financial assistance funds managed by the Agency that are set up to support vulnerable and low-income individuals and families.

At the financial year ended 31 March 2018, the trade receivables of the Agency comprise 3 (2017: 4) debtors that individually represented at least 5% of total trade receivables.

The credit risk for trade receivables based on the information provided to key management is as follows:

2018 2017$ $

Government agencies 1,459,202 1,017,535Non-government agencies 142,146 6,050

Individuals 6,170 7,598

1,607,518 1,031,183

(i) Financial assets that are neither past due nor impaired

Bank deposits that are neither past due nor impaired are mainly deposits with banks with high credit-ratings assigned by international credit-rating agencies. Trade receivables that are neither past due nor impaired are substantially agencies and/or organisations with a good collection track record with the Agency.

(ii) Financial assets that are past due and/or impaired

There is no other class of financial assets that is past due and/or impaired except for trade receivables.

The age analysis of trade receivables past due but not impaired is as follows:

2018 2017$ $

Past due < 30 days 36,363 38,688Past due 31 to 60 days 21,280 1,892Past due 61 to 90 days 1,685 375

Past due > 90 days 10,626 1,444

69,954 42,399

Allowance for impairment of trade and other receivables arise from customers that are either in financial difficulties and/or have history of default or significant delay in payments which management is of the opinion that payments are not forthcoming as at the end of financial year. In the event that payment is not collectible, the receivables will be recommended for write off. During the financial year, the Agency wrote off $Nil (2017: $100) of its receivables.



16 FINANCIAL RISK MANAGEMENT (cont’d)

(c) Liquidity risk

Prudent liquidity risk management includes maintaining sufficient cash and the availability of funding from public donors. At the end of the financial year, assets held by the Agency for managing liquidity risk included cash and cash equivalents as disclosed in Note 7.

The Executive Committee monitors rolling forecasts of the Agency’s liquidity reserve (comprising grants and funding from various government agencies) and cash and cash equivalents (Note 7) on the basis of expected cash flow. This is adequately carried out in accordance with the practice and limit set by the Agency.

At the financial year ended 31 March 2017 and 2018, the non-derivative financial liabilities of the Agency are due within 12 months. Balance due within 12 months equal their carrying balances as the impact of discounting is not significant.

(d) Fair value measurement

At the financial year ended 31 March 2017 and 2018, the carrying amounts of financial assets and liabilities of the Agency approximate their respective fair values.

(e) Financial instruments by category

The carrying amount of the different categories of financial instruments is as follows:

2018 2017$ $

Loans and receivables 16,380,127 14,493,312

Financial liabilities at amortised cost 2,393,215 1,554,716

17 RELATED PARTY TRANSACTIONS(a) No transaction took place between the Agency and related parties other than those information disclosed elsewhere

in the financial statements.

If a member of the Board of Directors is directly or indirectly interested in any contract, proposed contract, or other matter and is present at a meeting of the Agency or of the Board of Directors or any sub-committee thereof, at which point the contract or other matter is the subject of consideration, the member shall, at the meeting and as soon as practicable after it commences, discloses the fact, and shall not thereafter be present during the consideration or discussion of, and shall not vote on, any question with respect to that contract or other matter.

(b) Compensation of the three highest paid staff was as follows:

2018 2017$ $

Salaries and bonuses 525,995 501,293Employer’s contribution to defined contribution plans

including Central Provident Fund 59,044 52,023

585,039 553,316

Remuneration bands of three highest paid staff:$200,001 to $250,000 1 1

$150,001 to $200,000 2 2



17 RELATED PARTY TRANSACTIONS(b) Compensation of the three highest paid staff was as follows: (cont’d)

Key management comprises the Chief Executive Officer and Directors, with the mandate to plan, manage and control the activities of the Agency, directly or indirectly.

The Board of Directors are volunteers and neither they nor any immediate member of their families received any compensation or remuneration from the Agency during the financial year ended 31 March 2018.

The Executive Committee assists the Board of Directors in carrying out its fiduciary duties and is entrusted with the oversight of the Agency’s operations in line with the strategic objectives set by the Board of Directors.

18 RECLASSIFICATION OF PRIOR YEAR PRESENTATIONCertain reclassifications have been made to the prior year’s financial statements to enhance comparability with current year’s financial statements. In the financial year ended 31 March 2018, the Agency has reclassified the following line items in the statement of financial activities:

– Reclassified Government Paid Leave Scheme and Salary Support Scheme from the line item of expenditure on manpower to Government Wage Support Scheme.

– Reclassified Professional Conversion Program Scheme from the line item of other income to Government Wage Support Scheme.

Following the reclassifications, the Agency has grouped the Wage Credit Scheme, Special Employment Credit and Temporary Employment Credit as Government Wage Support Scheme.

As previously reported

Afterreclass ification Difference

$ $ $

2017INCOMEGovernment Wage Support Scheme 291,679 798,827 507,148Other income 796,380 580,707 (215,673)

EXPENDITUREExpenditure on manpower 12,153,901 12,445,376 (291,475)



19 NEW OR REVISED ACCOUNTING STANDARDS AND INTERPRETATIONSCertain new standards, amendments and interpretations to existing standards have been published and are mandatory for the Agency’s accounting periods beginning on or after 1 April 2018 or later periods and which the Agency has not earlier adopted. These new standards are not expected to have material impact on the financial statements of the Agency in the period of their initial adoption except the following:

• FRS 116 Leases (effective for annual periods beginning on or after 1 January 2019)

FRS 116 will result in almost all leases being recognised on the statement of financial position, as the distinction between operating and finance leases is removed. Under the new standard, an asset (the right to use the leased item) and a financial liability to pay rentals are recognised. The only exceptions are short-term and low-value leases. The accounting for lessors will not change significantly.

The standard will affect primarily the accounting for the Agency’s operating leases. As at the statement of financial position date, the Agency has non-cancellable operating lease commitments of $371,281 (Note 14(b)). However, the Agency has yet to determine to what extent these commitments will result in the recognition of an asset and a liability for future payments and how this will affect the Agency’s financial activities and classification of cash flows.

Some of the commitments may be covered by the exception for short-term and low-value leases and some commitments may relate to arrangements that will not qualify as leases under FRS 116.

20 AUTHORISATION OF FINANCIAL STATEMENTSThese financial statements were authorised for issue in accordance with a resolution of the Board of Directors of AMKFSC Community Services Ltd. on 20 July 2018.


CORPORATE EVALUATION CHECKLISTS/N Description Code ID Response

(Drop List)

Board Governance

1 Induction and orientation are provided to incoming Board members on joining the Board. 1.1.2 Complied

Are there Board members holding staff appointments? (Skip items 2 and 3 if “No”)

No

2 Staff does not chair the Board and does not comprise more than one-third of the Board. 1.1.3 o Complied o Not Complied

3 There are written job descriptions for their executive functions and operational duties which are distinct from their Board roles.

1.1.5 o Complied o Not Complied

4 There is a maximum limit of four consecutive years for the Treasurer position (or equivalent, e.g. Finance Committee Chairman or person on Board responsible for overseeing the finances of the charity).

Should the charity not have an appointed Board member, it will be taken that the Chairman oversees the finances.

1.1.7 Complied

5 All Board members submit themselves for re-nomination and re-appointment, at least once every three years.

1.1.8 Complied

6 The Board conducts regular self-evaluation to assess its performance and effectiveness once per term or every three years, whichever is shorter.

1.1.12 Complied

Are there Board member(s) who have served for more than 10 consecutive years? (Skip item 7 if “No”)

No

7 The charity discloses in its annual report the reasons for retaining Board member(s) who have served for more than 10 consecutive years.

1.1.13 o Complied o Not Complied

8 There are documented terms of reference for the Board and each of its Board committees.

1.2.1 Complied

Conflict of Interest

9 There are documented procedures for Board members and staff to declare actual or potential conflicts of interest to the Board at the earliest opportunity.

2.1 Complied

10 Board members do not vote or participate in decision-making on matters where they have a conflict of interest.

2.4 Complied

Strategic Planning

11 The Board periodically reviews and approves the strategic plan for the charity to ensure

that the activities are in line with its objectives.

3.2.2 Complied

12 There is a documented plan to develop the capacity and capability of the charity and the Board monitors the progress of this plan.

3.2.4 Complied

Human Resource and Volunteer Management

13 The Board approves documented human resource policies for staff. 5.1 Complied

14 There is a documented Code of Conduct for Board members, staff and volunteers (where applicable) which is approved by the Board.

5.3 Complied

15 There are processes for regular supervision, appraisal and professional development of staff.

5.5 Complied

Are there volunteers serving in the charity? (Skip item 16 if “No”)

Yes

16 There are volunteer management policies in place for volunteers. 5.7 Complied

Financial Management and Internal Controls

17 There is a documented policy to seek Board's approval for any loans, donations, grants or financial assistance provided by the charity which are not part of its core charitable programmes.

6.1.1 Complied

18 The Board ensures internal controls for financial matters in key areas are in place with documented procedures.

6.1.2 Complied


CORPORATE EVALUATION CHECKLISTS/N Description Code ID Response

(Drop List)

19 The Board ensures reviews on the charity's internal controls, processes, key programmes and events are regularly conducted.

6.1.3 Complied

20 The Board ensures that there is a process to identify, regularly monitor and review the charity's key risks

6.1.4 Complied

21 The Board approves an annual budget for the charity's plans and regularly monitors its expenditure.

6.2.1 Complied

Does the charity invest its reserves, including fixed deposits? (Skip item 22 if “No”)

Yes

22 The charity has a documented investment policy approved by the Board 6.4.3 Complied

Fundraising Practices

Did the charity receive cash donations (solicited or unsolicited) during the year? (Skip item 23 if “No")

Yes

23 All collections received (solicited or unsolicited) are properly accounted for and promptly deposited by the charity

7.2.2 Complied

Did the charity receive donations-in-kind during the year? (Skip item 24 if “No”)

Yes

24 All donations-in-kind received are properly recorded and accounted for by the charity. 7.2.3 Complied

Disclosure and Transparency

25 The charity discloses in its annual report: i) Number of Board meetings in the year; andii) Individual Board member’s attendance.

8.2 Complied

Are Board members remunerated for their Board services? (Skip items 26 and 27 if “No”)

No

26 No Board member is involved in setting his or her own remuneration. 2.2 o Complied o Not Complied

27 The charity discloses the exact remuneration and benefits received by each Board member in its annual report. ORThe charity discloses that no Board members are remunerated.

8.3 o Complied o Not Complied

Does the charity employ paid staff? (Skip items 28, 29 and 30 if "No")

Yes

28 No staff is involved in setting his or her own remuneration. 2.2 Complied

29 The charity discloses in its annual report:i) The total annual remuneration (including any remuneration received in its subsidiaries), for each of its three highest paid staff, who each receives remuneration exceeding $100,000, in bands of $100,000; andii) If any of the three highest paid staff also serves on the Board of the charity.ORThe charity discloses that none of its staff receives more than $100,000 in annual remuneration each.

8.4 Complied

30 The charity discloses the number of paid staff who are close members of the family of the Executive Head or Board members, who each receives remuneration exceeding $50,000 during the year, in bands of $100,000. ORThe charity discloses that there is no paid staff who are close members of the family of the Executive Head or Board Member, who receives more than $50,000 during the year.

8.5 Complied

Public Image

31 The charity has a documented communication policy on the release of information about the charity and its activities across all media platforms.

9.2 Complied


W H E R E T OF I N D U S

OUR FAMILY SERVICES

OUR CHILDREN AND

YOUTH SERVICES

ANG MO KIO FAMILY SERVICE CENTREBlock 230, Ang Mo Kio Ave 3#01-1264, Singapore 560230Tel: 6453 5349 Fax: 6455 6183Email: [email protected]

CHENG SAN FAMILY SERVICE CENTREBlock 445, Ang Mo Kio Ave 5#01-1647, Singapore 560445Tel: 6454 6678 Fax: 6454 7995Email: [email protected]

SENGKANG FAMILY SERVICE CENTREBlock 223D, Compassvale Walk#01-673, Singapore 544223Tel: 6312 8100 Fax: 6312 5631Email: [email protected]

PUNGGOL FAMILY SERVICE CENTREBlock 616, Punggol Drive#01-01, Singapore 820616Tel: 6435 5323 Fax: 6444 0311Email: [email protected]

FAMILY SERVICES @ YIO CHU KANGBlock 643, Ang Mo Kio Ave 5#01-3001, Singapore 560643Tel: 6555 6643Email: [email protected]

FAMILY SERVICES @ TECK GHEEBlock 323, Ang Mo Kio Ave 3#01-1960, Singapore 560323Tel: 6457 8559 Fax: 6457 1225Email: [email protected]

SENGKANG FAMILY SERVICE CENTRE @ 206BBlock 206B, Compassvale Lane#01-81, Singapore 542206Tel: 6315 3615 Fax: 6384 7052

BAKERY HEARTSBlock 445, Ang Mo Kio Ave 10#01-1647, Singapore 560445Tel: 6454 6678 Fax: 6454 7995Email: [email protected]

SPRIGHT ACADEMY (FORMERLY KNOWN AS BASIC STUDENT CARE SERVICES)

ANG MO KIO BRANCHBlock 230, Ang Mo Kio Ave 3#01-1264, Singapore 560230Tel: 6452 1962Email: [email protected]

CHENG SAN BRANCHBlock 445, Ang Mo Kio Ave 10#01-1647, Singapore 560230Tel: 6452 8014Email: [email protected]

YOUTH INFINITYBlock 463, Ang Mo Kio Ave 10#01-1132, Singapore 560463Tel: 6451 1553 Fax: 6452 9377Email: [email protected]

SENGKANG BRANCHBlock 223A, Compassvale Walk#01-633, Singapore 541223Tel: 6312 5632Email: [email protected]

OUR SENIOR SERVICES

OUR SPECIALISED SERVICES

COMNET SENIOR SERVICESFor enquiries: [email protected] referrals: [email protected]

COMNET BEFRIENDING PROGRAMME420 Ang Mo Kio Ave 10,#01-1143, Singapore 560420Tel: 6453 5364 Fax: 6454 8177

COMNET CLUSTER SUPPORT (CS)

CS CENTRAL469 Ang Mo Kio Ave 10, #01-940, Singapore 560469Tel: 6451 0898 Fax: 6451 0547

CS NORTHEAST182 Rivervale Crescent,#01-311, Singapore 540182Tel: 6385 0260 Fax: 6385 0261

COMNET COMMUNITY CASE MANAGEMENT SERVICE (CCMS)469 Ang Mo Kio Ave 10, #01-940, Singapore 560469Tel: 6451 0898 Fax: 6451 0547

COMNET COMMUNITY RESOURCE, ENGAGEMENT AND SUPPORT TEAM (CREST)

CREST CENTRAL420 Ang Mo Kio Ave 10,#01-1143, Singapore 560420Tel: 6453 5364 Fax: 6454 8177

CREST NORTHEAST182 Rivervale Crescent,#01-311, Singapore 540182Tel: 6385 0260 Fax: 6385 0261

COMNET SENIOR GROUP HOME @ RIVERVALE CRESCENT182 Rivervale Crescent,#01-311, Singapore 540182Tel: 6385 0260 Fax: 6385 0261

COMNET SENIOR ACTIVITY CENTRES (SACS)182 Rivervale Crescent,#01-311, Singapore 540182Tel: 6385 0260 Fax: 6385 0261

26 Sin Ming Industrial Estate Sector A,#01-158, Singapore 570026Tel: 6455 5236 Fax: 64553269

420 Ang Mo Kio Ave 10#01-1143, Singapore 560420Tel: 6453 5364 Fax: 6454 8177

469 Ang Mo Kio Ave 10#01-940, Singapore 560469Tel: 6451 0898 Fax: 0451 0547

510 Ang Mo Kio Ave 8#01-2556, Singapore 560510Tel: 6251 1358

410 Sin Ming Avenue#01-119, Singapore 570410Tel: 6455 5236 Fax: 6455 3269

206A Punggol Place#01-2030, Singapore 821206Tel: 69049965

NEXUS FAMILY RESOURCE CENTRE990 Upper Changi Road NorthLevel 2, Prison Link Centre (Changi)Singapore 506968Tel: 6546 7570 Fax: 6214 9653Email: [email protected]

MINDCARE677B Punggol Drive#01-774, Singapore 822677Tel: 6904 9817Email: [email protected]

CENTRE FOR COLLABORATIVE PRACTICE133 New Bridge Road#04-09, Chinatown PointSingapore 059413Email: [email protected]

SAFE AND STRONG FAMILIES — PRESERVATIONBlock 445, Ang Mo Kio Ave 10#01-1647, Singapore 560445Tel: 6454 6678

PSYCHOLOGICAL SERVICES UNIT223D Compassvale Walk,#01-673, Singapore 544223Tel: 6312 8100 Fax: 6312 5631Email: [email protected]

INTEGRATED SERVICE CENTRE @ PUNGGOL677B Punggol Drive#01-774, Singapore 822677Tel: 6904 9817Email: [email protected]

TRANSITION PLUS+ @ JALAN BUKIT MERAH118D Jalan Membina#01-111, Singapore 164118Tel: 6272 8528 Fax: 6253 5166Email: [email protected]

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NURTURING GENERATIONS - amkfsc

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