Leadership for Excellence and Impact

Ms Theresa Goh, Chairperson, Charity Council,

Mr David Gerald, Founder, President, and CEO of Securities

Investors Association (Singapore),

Professor Robbie Goh, Provost, Singapore University of Social Sciences,

Ladies and Gentlemen.

• Good morning and welcome to this year’s Charity Governance Conference.

• First of all, I would like to thank all of you for leadership and contributions in shaping the future of our charity sector, and in making Singapore a better place.

• This year’s theme – Leadership for Excellence and Impact – speaks directly to your role, contributions, and how to make an impact as board members and charity leaders.

• Leadership in the charity sector is unique.

  • We need strong governance and transparency to build trust with donors and the public.

  • We need to make sure our programs touch lives, empower communities, and create an impact.

  • And of course we need to do this with as little administrative resource as possible, so more of donor funds go towards making an impact. Do more with less. Very Singaporean.

Simplifying Your Compliance Journey

• Over the years, the Charity Council and the Office of the Commissioner of Charities have worked together with the sector to strengthen governance.

  • In 2020, we updated the Charity Transparency Framework to guide charities on key disclosures, to foster greater public trust and donors greater assurance.

  • In 2023, the revised Code of Governance introduced a principles-based approach to guide charities in their governance practices, set board term limits, and strengthen disclosure practices.

  • In 2024, we co-developed the Enterprise Risk Management Toolkit and ESG Playbook with KPMG, and a guidance template on anti-money laundering and countering the financing of terrorism policies and procedures with WongPartnership LLP.

  • We hope this will better resource you, and allow us to raise the standards of governance in the charity sector together.

• Based on your feedback, we have also simplified and unified these governance standards.

  • We said we would do this in November last year.

  • MCCY has partnered with the Singapore University of Social Sciences and co-developed a unified Governance and Transparency Framework for charities, in consultation with more than 150 charities, grant makers and council members.

  • Instead of cross-referencing multiple documents, we now have one integrated guide that shows you exactly what good practice looks like at every level of your charity.

  • The Framework serves as the single evaluation guide for the apex governance awards for charities – the Charity Transparency and Governance Awards.

  • We will publish it by early next year, and we can all look forward to a simple and unified reference on governance.

• The Council will also share insights and observations from assessors. This turns the awards into a learning experience, helping charities recognise your strengths and identify areas for improvement, so that we get stronger together.

• We welcome all charities to use the framework and look forward to recognising you in the next round of Awards in 2027.

Building Trust That Drives Your Impact

• Core to good governance is capable and confident leaders. Many of you have asked for more structured ways to build leadership capacity within your organisations.

• This is why we launched the GovernWell: Excellence in Charity Leadership Training Programme in April this year, which was developed with:

  • Institute of Singapore Chartered Accountants;

  • National Council of Social Service;

  • Pro Bono SG;

  • Singapore Institute of Directors; and

  • The Majurity Trust.

• The programme equips charity leaders with practical skills — from governance and ethics, to measuring impact, and financial stewardship.

• More than 500 people have signed up in the last 5 months, and feedback has been positive.

• By end of the year, the full programme of four modules will be rolled out. We look forward to continued participation from leaders in the sector, as we look to adapt our corporate and public sector leadership skills for the charity sector so we can collectively make a greater impact for Singapore.

Leadership & Governance in Action: The SOS Story

• One such example of how leadership makes an impact is in the Samaritans of Singapore Limited (SOS). SOS is a mid-size charity that provides emotional support to individuals facing a crisis, thinking about or affected by suicide.

• When COVID-19 struck, SOS’s 50-year volunteer-centric crisis care model was disrupted. They had to scale up their staff strength to keep their 24-hour Crisis Helpline running.

• As the pandemic subsided, the volunteering landscape also evolved, prompting SOS to re-examine its operating model. This was a timely opportunity to rebalance the roles of staff and volunteers, and rekindle the spirit of volunteerism that is central to SOS.

• SOS engaged volunteers, reviewed its framework, and co-developed innovative models with staff for the new environment. With a strengthened team, it extended its reach through sectoral training, community outreach, and higher standards of crisis care across its programmes.

• The Board and Management recognised the governance and sustainability risks in this transition and acted decisively. They clarified roles across the Board, sub-committees, and management, and implemented measures to ensure long-term sustainability.

• With this stronger foundation, SOS has not only expanded its services but also achieved meaningful outcomes. It launched CareText, Singapore’s first 24-hour crisis text messaging service, which now supports over 9,300 individuals each year — 71% of whom are youths under the age of 30.

• SOS also established the SOS Academy to train professionals in suicide prevention. The Academy conducts more than 150 training sessions annually, equipping over 3,000 professionals and community responders with practical skills in suicide prevention and intervention, strengthening our collective ability to identify warning signs early and provide timely help.

• This is what leadership looks like – making tough calls, setting clear directions in place, streamlining operations, and motivating your team to achieve your vision and mission. In the process, ensuring you maintain a strong foundation of good governance and public trust.

Do Good & Do Well to Strengthen Singapore’s Social Compact

• Charities are more than service providers. You are nation-builders who live the “We First” spirit – putting community above self.

• You unite people around causes and remind us that we are a community bound by mutual care and responsibility.

• The challenges before us - ageing, inequality, mental health, climate change — are immense and interconnected. No single group, whether government, corporates or organisations, can tackle them in isolation.

• Together, we can transform these challenges into opportunities - opportunities to connect more deeply, spark innovation, and strengthen our bonds.

Collaboration with Temasek Shophouse

• This is why partnerships are vital. We are stronger together.

• MCCY is partnering Temasek Shophouse to make spaces available in the social impact hub for partners who support and build capabilities of charities and non-profit organisations. These include:

  • Pro Bono SG, which offers tiered legal support; and

  • The Institute of Singapore Chartered Accountants, which through its network of members and firms, provides financial and accounting advisory support.

• This means that affordable, professional advice - whether on constitutions or financial controls will soon be made more accessible to all charities.

• Charities requiring such support can visit the Temasek Shophouse to consult these partners and attend workshops to uplift their capabilities. More details will be announced soon.

In Closing

• Excellence is a journey. When charities do good and do well, we strengthen Singapore’s social compact and better serve our people. Through strong partnerships and collaboration, we can ensure that no one and no community is left behind.

• I would like to conclude by appreciating our partners who made today’s conference possible.

  • Mr David Gerald and the Securities Investors Association (Singapore) for co-organising this year’s conference.

  • Professor Goh and the Singapore University of Social Sciences for supporting us as our knowledge partner.

  • And to all our distinguished partners who contributed their time and resources.

• Thank you.